City Council - Regular Meeting

proposed on the full scope of work. So, we had to deem them nonresponsive. This is the scoring for the three firms that did um meet the scope of requirements. MUNAP, Oliver Wyman, and Baker Tilly. Um this is the initial scoring based on a review of their written proposal. Um and then the evaluation panel. We did not short list in this case. We had three firms. We made a decision to uh interview all three firms. This next slide is the final evaluation score matrix. There's not a lot of difference from the initial matrix. All the evaluation committee members both looking at the written proposal and after the interview continue to score Municap as the number one firm to provide this scope of work. Municap does have a co-respondent or subcontractor uh e-conult solutions. Um you can look at the experience, background and qualifications. They're all pretty similar. All three firms have done some level of work around sports entertainment districts or venues. Um where the difference really came through was on the proposed plan. UNIAP had a strong proposed plan, a really good understanding of the scope of work we were looking for. Um and they had a welldetailed map of the data, the methodologies and the work that they were going to be doing. Um and then the role between Municap and Econult was well defined as well. so we understand who the lead is on each part of the engagement. So our recommendation on uh this RFP is to award the contract to MUNAP. Uh we put the contract amount at $350,000. So when they bid the scope of work, it came in at just over $316,000. Um we're recommending to you that we put the other roughly $34,000 in contingency. It's about a 10-w weekek uh project for them to do this work to come back with us to come back to us with the preliminary results of their study. Um we'd like to have a little bit of contingency there so as the district

evolves and we get a better understanding around how much retail is going to get built or as assumptions change we want to be able to run that back through this model if we need to. It's it's just a contingency. It's something that can help us continue to do our due diligence on the study. Uh we did put the term through April of next year. I'll just highlight a couple of um relevant engagements from UNIAP. They have done a similar study for the proposed Medco Stadium, which is the new Washington Commander Stadium and the proposed entertainment district there. Um looking at at working for Prince George's, Maryland, doing a 35-year department level cost of service. So very similar to what we're looking for here. uh 76th place which is the Philadelphia Sixers proposed arena in their mixeduse development. They did a multi-deade decade general fund revenue projection that included um incorporated retail and sales tax forecasting. So they've done uh similar work that we're looking for here. Uh just a couple of things on econult which I mentioned is kind of the co-respondent or subcontractor here. They have done work for the Kansas City Chiefs and economic impact analysis of the Chief's team and stadium to include tax impacts. They also work for the city of Cleveland evaluating the potential economic and fiscal impacts of plans by the Browns to develop a stadium outside the city. So, they all have a lot of depth of experience here in this space and that's where why we're recommending uh moving forward with uh this team. Uh in terms of the funding for the contract, it is coming out of the hot capital and redemption fund, which is kind of what we indicated as part of our plan back in January. So I will now shift to item number six, which is the executive program manager. This one, this solicitation was a request for qualifications, not not an RFP, but a request for qualifications. We're looking for consultant to serve as the city's uh executive program manager

or EPM on the district. uh they would be part of the city-led team to provide oversight and manage management of the district program. Um the EPM really acts as the senior representative proiding providing program le level leadership to support the program. They really help us coordinate and manage all the capital activities that are happening across the district uh managing all of that work coordinating all that work phasing sequencing looking at all the inter interdependencies and helping us manage the program. We did a pre-solicitation briefing to the audit committee in mid January, posts solicitation briefing in on April 14th, and uh with your approval today, we would engage them and uh begin that work uh with them as an EPM uh starting in May. Just a little bit more information on what the EPM does. I mean, again, they kind of act as our u senior representative. They help us again look at all the infrastructure, the venue projects, all the capital that's going on within the district. Um they provide program governance and executive decision support. So they set up a governance structure that helps us identify issues, vet issues, due diligence, and get to an appropriate decision uh making level quickly so that decisions can be made, projects can stay hopefully on track, on schedule, and within budget. um they are a strategic adviser to us as we think about how we move forward with the district, how we phase things, how we look at some of the options that we've been talking about. Their strategic adviser that we can pull resources in and and u and pull from. I mentioned they manage the portfolio. So this is a big difference in terms of what we were looking for. Not necessarily an EPM for a project like a convention center expansion, but an EPM that was going to cover the entire district. Um they they put in place the program controls, you know, the things that allow us again to to manage schedule, to manage budget. They help us

with all that. Dashboards, we've had a lot of conversation about dashboards. They will help us build the internal dashboards that we will need for decision-m and just as importantly they will help us develop the public facing dashboards that are you know really u going to be an important part as we move forward here because they allow us to be sharing real-time information about what we're doing in the district and how we're proceeding. Um procurement and contracting and service delivery is an important piece. So as we think about how we deliver when we get to design when we get to capital delivery on some of these projects how should we procure that what does that look like they'll help us work through that um and then they're there to support us on the stakeholder the public inter agency coordination they'll help with all of those elements and again in a support role on any kind of community engagement that we're doing at that part at that point um I also want to mention that we really want our EPM to engage with the Spurs and their EPM that was in the term sheet. Um we believe that there's some real opportunities to collaborate and coordinate here for potential savings. Um if we're assuming that the convention center expansion project and the Spurs arena are moving forward at the same time, we certainly believe there's some opportunity for savings um as we procure things. Maybe something as simple as how we order steel for both projects. There may be some economies of sale scale where we can get some uh savings there. Um, the other thing we want to make sure that if we're not at least getting that savings that we don't create competition between the two projects, if they're moving at the same time, we do not want to create competition for materials or supplies where we're driving each other's costs up. So, there needs to be a lot of coordination and collaboration occurring uh if both those projects are moving forward on a similar schedule. U from a capital perspective I I will tell you the other thing we've talked a little bit about is you know we design buildings we look at buildings we look at the operations and logistics of the buildings um in this

case we want to maybe take a little bit of a different perspective and see if there's opportunities to look at operations from a operational logistics from a district perspective those buildings are going to be within a thousand feet of each other so as we think about are there opportunities and we certainly want to explore don't know if if it'll work but we want to explore things like could we share dock space. Um is there a way to do that where we can uh create some savings by uh sharing that but still meet the operational needs of each of the individual venues. So those are examples of the kinds of things we want to be able to explore as we move forward with uh the project and the program. Uh this is the EPM model. Just kind of a graphic representation. I just wanted to highlight a couple of things here. We are expecting to set up a a a city steering committee similar to what we have at the airport. To give you an idea of what that looks like, the members of the steering committee at the airport include the city manager, deputy city manager, myself, chief financial officer, city attorney, uh assistant city manager over the airport, aviation director, deputy aviation director. We we meet very methodically and on a schedule so that we are u making sure that we're staying on track. if there's issues they get elevated there, we're able to work through those. So, I would expect we'll have a similar steering committee set up for this program moving forward. You see right below that the executive program manager with the city team um that will be overseeing the entire program. And then below that, we have each of the um individual projects, I call them the first phase of the projects of the district uh listed there. They're not all on the same time frame. the expansion, convention center expansion in the arena likely would be on similar tracks. Infrastructure dome connectivity would likely be on different tracks. Um, so I wanted to point that out from the standpoint that this is the EPM for the program. We will need additional uh consultants and work

with inside of the projects themselves. Much like we do on a on an expansion project, we'll need uh project management or cost management consultants that will be part of that project. Um, so there'll be other opportunities and contracting opportunities as we move forward. You'll note they all say PMCM. We didn't want to create one box because I want to give you the impression that it's the same consultant. It may be very diff it may be different consultants at different points in time. And then below that, of course, you have design contracts, construction contracts, contracts that we need to put in place in order to deliver and execute on the capital uh program. Uh and then you see a box there second to the right for the arena. It's it's actually arena mixeduse uh development. Those would be the spurs contracts. They will engage those consultants, those contractors, those design firms uh you know on from they will uh they will contract for those themselves. Um that will not be part of our contracting part. But you may have also seen that they mentioned uh last week they announced they're seeking local contractors and businesses to be part of their design and construction team. So um while this is the EPM over the program, there will be other contracting opportunities certainly as we move forward uh with the program. The RFQ on the lefth hand side is the evaluation criteria. The points that were assigned to each of the categories evaluation committee included Maria V. Gomez, our deputy city manager, myself, Alex Lopez, assistant city manager, John Peter, assistant city manager, our chief financial officer, Troy Elliott, uh Tim Crangley, our deputy director at aviation, Michael Shannon, director of capital uh delivery, and Erica Ragdale, a redevelopment uh officer with our neighborhood and housing services department. So in the evaluation committee, we really wanted a mix of uh city managers, office, leadership, capital, construction, finance. As we looked at u these firms and evaluated uh uh these proposals,

this slide breaks down the evaluation criteria a little bit more. Talks about what we were looking for in terms of uh experience, background, and qualifications. Um looking for experience on uh managing a program uh a district, small geographic area. um wanted to see what kind of work they had done in those areas, the assigned staff who was assigned to the core team that was going to be supporting uh us from an EPM perspective, some of the projects that they worked on before uh on the proposed plan uh their approach to management uh managing the program, the governance model that I mentioned earlier, uh how they manage uh u the phasing component, uh staffing, really wanted something that's scalable so that we can get the resources we need at the level that we need them. We don't always need the highest experienced person working on something. So, we want to be able to shift that based on the task and the work that we're doing. So, they uh we wanted to make sure that it was a scalable uh model. Um in terms of some other areas that we expanded our focus on, they're listed here. So, as we think about relevant experience, again, wanted some uh to see experience on a complex district or complex program or complex project where um you're going to see some of the issues that we're likely going to run into as we talk about a district that uh is is is a lot of investment in a small geographic area. Um team structure and working relationships. Again, who is assigned to that core team and their experience, who the assigned program manager, the lead executive was, what their experience was in doing this kind of work, the prime consultant and their subs. Have they worked together before? What kind of history do they have? Um, on the program management and delivery side, that governance and risk management strategy. We really wanted a well-defined governance structure um as we thought as we think about moving forward with this program. And then we

asked about proposed approach and key differentiate differentiators, you know, what set them apart maybe from others. Uh public communication supported development of a public communication plan and then some of the public facing things we've talked about like the dashboard and the reporting tools. Um this is the evaluation scoring matrix. Um there were eight firms that responded to the RFQ. So we got a great response to the request for qual for qualifications. Um, normally when we get this many firms, we would look at the proposals, we would uh score, we would short list. In this case, the evaluation committee determined that we really wanted to interview all eight firms. So, we did that. We brought in all eight firms and interviewed each of them. So, based on our evaluation of the proposals, the information submitted, the interviews, we are recommending Accenture Infrastructure and Capital Projects LLC. Um, you can see the final scores listed here on the slide. Um, I do want to point and note that there is a change on project control. If you look under local preference, and I'll come back to some of the other scoring in a second, but if you look at local preference, uh, you see there's been 10 points there that was not there on the initial score sheet that we had. We discovered that there was an error there. Um, there was some clarification that was sent back to the firm asking them about it. Uh, we wanted to make sure they were eligible for the points under the local preference uh, program. We did not get a response. Um but we should have followed through and and and that was an error on our part and done that due diligence but they should get the 10 points. Uh so those 10 points have been added in. You can see extens accenture still at 73 points. Um project control at about 52 points. Um and then uh you see a kind of a grouping of three to five in the 40 point range and then you see uh six through eight. Um I do want to note that all the

evaluation committee members uh as we did our evaluation and our scoring all had Accenture ranked number one in terms of meeting the scope of work for the EPM for program services. Um I'll talk a little bit more about uh Accenture on on the next couple of slides and then I'll talk a little bit about what led to some of the differences in the scoring that you see here on the matrix. So in terms of uh Accenture um and some of the ma major program experience, you got the new Aloha Stadium entertainment district in Hawaii. It's an 8 98 acre district integrating stadium mixeduse infrastructure and transitoriented development. We've got the Athens Arena District which is a mixeduse development anchored by the Akens Ford Arena and the Classic Center in Georgia. You've got the University of California um Merced 2020 project. It's about 1.2 2 million gross square feet of mixeduse development includes new classrooms, research laboratories, um a number of different other amenities. Uh they're working on the Obama Presidential Center, which is a multi-enue civic campus integrated with surrounding infrastructure. They have done work for the Chicago Transit Authority on their capital improvement program and some of their modernization of some of their lines, but also some of the extensions of some of that some of that work. Um, excuse me. Um, some of the other thing I'll just note is um, they are a technical adviser to Metro Links. Um, they're part of an integrated uh, joint venture team. That is a rail line in Ontario, Canada. That project is a 14.1 billion infra infrastructure project that includes expanded track tracks, 15 stations, six interchanges with other modes of transportation. Um they're supporting the procurement of the early works and P3 construction contracts and the management of the implementation the design and construction phases for that.

So they're providing technical advisory services on that. Um certainly saw uh their program experience their team's experience working on a program that is a little more complex and broad and then um the experience of the assigned core team and I'll talk a little bit more about that in a second. So in terms of their proposed plan, they did really focus on the district program rather than individual projects or venues within the district. Uh they outlined four different re workstream uh management models. Uh there's a program, let me back up a little bit. Um I'll start with the executive program manager position. Um that's the lead executive that that will be leading the program. Um they're proposing Dan Malloy would fill this role. Dan would be relocated to San Antonio. His experience includes being the principal in charge on a $3 billion airport terminal in Abu Dhabi to include the enabling infrastructure. They proposed uh four work streams um that include program controls and administration that really focuses on governance uh the program and the controls to maintain scope, schedule and budget. Uh Gther Pros is the is a proposed initial lead to help set this up. He has experience with large capital programs including uh the public building commission of Chicago's $2.4 billion capital plan. Um the next section was planning and design management. This really oversees the planning completion design architecture and engineering functions. Uh this would be initially led up by Stacy Jones with Crawford. Uh his experience includes serving as a prime consultant doing master planning for the state of Hawaii's new Aloha Stadium Entertainment District. Uh pre-construction and construct uh preconstruction and construction services. They support the review of construction contracts, terms and conditions. They assess constructibility and oversee the implementation of

projects. Um Mark Addison is the initial proposed lead. He has experience providing uh oversight to the JV team for the Chicago Transit Authorities's capital improvement program and redline extension strategy and stakeholder management. Uh they ensure alignment across key stakeholders as the work progresses. U development of internal external communications and support for the development and maintenance of dashboards. Keelin has experience as the development adviser and program manager on the new Aloha Stadium Entertainment District in Hawaii. I'll mention just a couple of other quick resources here. um that we have access through through the Accenture contract and again it's a capacity contract so we will get the resources at the level that we need them to support the task or the work that we're doing but as we think about advisers or other experts or expertise we could bring in I'm just going to highlight Ben Peavey Ben is the client account lead overseeing Accentur's public service and higher education business he's also served as the chief information officer for Accenture federal services and he's of course as you know the chair of our ready to work program. Adam Shaw, Adam served as the principal adviser to Crawford and the state of Hawaii on the new Aloha um stadium and entertainment district. Uh Janet Smith, who's a co-founder and chair of Canopy. Canopy is one of Accentur's proposed subconultants. Uh she has done planning and development work for the Los Angeles Dodgers, Boston Red Sox, and Baltimore Orioles. Uh Fran Well, Fran is a co-founder and CEO also of Canopy. Uh prior prior to that, she was the senior vice president for strategy and development for the San Francisco Giants, leading the leading the design, financing, and entitlements for Mission Rock, a $2.6 billion 28 acre waterfront development adjacent to water to uh Oracle Park. Um and some of and some of the examples of some of the things that we saw that differentiated Accenture from some of the other respondents was some of the

other respondents had didn't have the program experience the the broader managing a bigger program complex program more experience in single venues or programs spread out over a large geographic area over time. Um some of the major team uh members that were assigned had limited or no large no large program experience. Some cases we saw unclear roles between team team members. Um some had large numbers of subconultants proposed as part of their team and then we of course um saw differences in the assigned program manager that lead executive to lead this uh program for the city. So again, uh our recommendation from the evaluation committee is um to award the contract to Accenture Infrastructure and Capital Projects LLC. Um strong relevant experience again well-defined governance structure that really stood out. Um you know the work on the dashboards uh supporting uh getting something up quickly and then we'll uh let that evolve over time. We'll build that dashboard here but getting something up quickly. Um I think also Accenture and the team's depth of resources um that are available to us as we move forward. Again, it's a it's a capacity contract, so we're able to pull the resources we need. They've got a broad range of experience that we could uh tap into. Everything from district programs, transportation, sports, and technology. And then the scalability of the resources. Again, there are times where we're going to want some of the executives that I mentioned, their feedback, their insight as we're looking at it, but we don't need that all the time. So, it's really about being able to take the resources we have under the EPM contract and tailor it to the task and the work that we're doing. Some of the excuse me, some of the key contract terms um it's going to be a phased approach similar to what we did out at the airport for the airport terminal

development program. We're recommending to you that phase one be up to $6 million through March of next year. Um, again, it is uh resourcebased. It is taskbased. Exhibit A of the contract outlines what we see this first initial uh stage in terms of the work that they will be doing. Um, we believe the staffing range will be about 10 to 15 FTEEs initially. Um once this initial first phase of the contract is over, we'll come back to you to amend the contract to add the uh financial capacity for the remainder of the base term. That is the same process we used uh for the airport uh engagement. Um it is up to $6 million. Um we've talked about this before. This contract, I think the majority of that would be funded from the hot redemption uh hot redemption and capital fund. But as we move further into development within the program, then much like our capital delivery uh department charges costs back to projects, these costs start to get charged back to the work that they're doing. So if we get to a point, for example, that you all want to move forward with a a convention center expansion project and we're moving forward and that project becomes a capital project, something that we can capitalize, we start to charge their work to that to that project. So, it will shift at some point, but we're in the early stages. More of this is going to be operating in nature. It would be more coming out of the hot capital redemption fund. Um, it is a 5-year base term with five one-year options to extend. So, that base term would take us to about 2031, which really captures most of this what we think is the first phase of the program in the district. Um and then those five-year one option fiveyear five one-year options are at the sole discretion of the city and the contract does have a termination for convenience. So for whatever reason we need to end the contract we're able to do that.

Um mayor and council that wraps up my presentation on uh items five and six and would be happy to answer any questions. Thank you, Ben. We have one um individual from the public that has signed up to speak on this item, Jessica Palasios. Good morning, mayor and city council members. My name is Jessica Bolasios and I serve as the director of government affairs at the San Antonio Hispanic Chamber of Commerce representing nearly 900 businesses across our region. I'm here today also on behalf of our CEO, Luis Rodriguez, a steadfast advocate for San Antonio's business community and regrets that he couldn't be here to join you in person. I'm here today to speak specifically on item number six regarding the approval of the um contract with Accenture. Um and as we heard, it's to address phase one of the proposed sports and entertainment district. It's a significant um investment and opportunity that that presented for San Antonio's economic growth. And as this project moves forward, it's critical that the benefits are felt broadly across our local business communities, particularly in the small and locallyowned firms. And while we appreciate the inclusion of the 14% for small business enterprise goal, we believe that the benchmark should be um reconsidered and strengthened to a more meaningful reflection

the depth and capability of our local business ecosystem in Texas. Small businesses make up over 90% of businesses statewide and it this a generational investment like this should reflect that reality. So there are steps that can be taken to to address that. First, we can we encourage the city to revisit the small business participation goals as I just mentioned. And second, um there's we recommend strengthening the city's ex existing point preference framework to better support um even veteranowned businesses. Currently, there's five points awarded to veteranowned firms compared to the 10 points for small businesses. And we think that that could be strengthened. Um and third, accountability matters. So as there have been discussions about tracking of how much city dollars are spent and how much is actually reaching local businesses, it's critical to establish clear benchmarks and publicly report on the local utilization to give us the data that we need to set stronger and more informed goals for this project as well as future projects. Um, so with that, the San Antonio Hispanic Chamber of Commerce stands ready to serve as a resource and a partner to ensure that the business community is represented and that this investment delivers a significant and measurable economic impact across San Antonio. Thank you so much for your time.

Thank you. Thank you. That was the only member of the uh public signed up to speak on items five and six. Okay. Is there a motion to approve item five? So, we may begin discussion. I make a motion to approve.

Yeah. And Antonio. Um, and if that's the same issue for Diana, you're welcome to speak. means thank you. Now what I don't know how it happened because online I I I saw this items and that's what I signed up for. So thank thank you for allowing it. My my my issue is the transparency. Again, we even saw it today. I know that the presentations are are kind of long, but they have not been publicly uh made. So, they've made been made privately, and the public is not aware of much of what's going on. And there is much opposition to this entertainment district, in case you all didn't know. and how the monies are spent, we we don't even know because again actually there's been no no public information about it. So item four would have I think fit right in being that it would have given more information. It would have taken more time, but it would it would have informed whatever public is here and also via the television. So, they'd be more aware of what is occurring and what you all are voting on because you're going to vote now and then have the uh actual item four information sometime in the future. That's kind of asinine to me. and not not just it is redundant but it's somehow what how do they say put putting the wagon in front of the horse instead of the horse in front anyway there is there is a a lack of transparency with creating this

entertainment district and what is for project Marvel all this that has occurred so rapidly and at a great expenditure to the public we're not going to uh as far as I understand it the entertainment district, even though it will be getting tax dollars that that would have normally just gone to the state, will still not be going into the general uh uh budget at all. So, it will not help us in any shape or form while it's giving away quite a a lot of area in our east downtown air uh region and which is been impoverished for so long. So I I would I would say it it's not going to benefit any residents near that area at all as it will raise property taxes on them and they will not benefit from the general budget at all for services. So that is that is where I was hoping to be able to hear more of a presentation. I've heard about the contracting and uh paying someone over three or some odd million dollars to be either the executive manager or a consultation for firm without the public actually knowing what how what what benefits will come to the general p public is my issue today. And I I thank you again for allowing this Mayor Jones. Thank you. Diana, if you'd like to speak, you have three minutes. Uh, I'm here because, uh, Marvel, I'm against Marvel. I love the Spurs. We all do, don't we? Yeah, they won these past few few games and they made it to the playoff over there. But they also should pay their

dues since they owe the city. We buy all their stuff. They have enough money to pay back. Why can't they do it? Instead, they keep taking the money from the city. our taxpayers. We're all taxpayers here. And that's money coming from our hard working hands and everything. Y'all need to get them to pay back the city because the city needs the money to fix the for the floodings and the streets and try to make more roads so that it this city won't be too congested in the streets, the highways. Y'all districts, y'all need to uh fix stuff in your districts, too. How you going to fix it if you don't got the money? You get it. You keep getting it from us, from the taxes. Remember what you do. You reap what you sow. Y'all keep hurting the city. Y'all going to be hurting too, not just us. We're citizens. I love sports. I love to see it. Why don't we pay the little ones that are playing baseball all that much money that they're paying the grown-ups? Don't you want your kids

to be paid, too? I know you do, but you don't ask for it. Ask and you shall receive. So that's what they're doing. asking, asking, asking and they keep receiving and we don't get nothing in return. You keep displacing people from their homes, their lands. It's not right. Y'all giving them 25 acres. That's not right. Give it to me. I could use 25 acres. And I bet a whole bunch of our citizens would love that, too. But y'all keep giving them debates and everything and making us pay.

Thank you. That was a final speaker from the public. There's a motion to approve item five, so we may begin discussion.

I make a motion to approve. Okay, there's a motion and a second. Councilwoman Cor seconded. Okay. Uh, Councilwoman Vana recognized. Thank you. Um, as chair of the audit committee during the April 14th meeting, I recommended that both item five and item six be brought forward to the next available city council a session as individual invitems to ensure the f full council has the opportunity to weigh in, ask questions, and participate in this transparent and thoughtful discussion. Again, the council at any time can talk with Troy and Ben regarding this. And over the past um year or so that we've been doing it, I have been talking with Ben and Troy to make sure that they understood the purposes and the goals. Um the voters did come out in a county election, stated they were ready to move forward and the city did agree to be part of that participation and here we are and this is just the next step. I uh trust implicitly Troy and Ben and their teams in doing the best deal. Uh this is what we decided as a council. So this is how we move forward. I know it was not uh unanimous. I know that people have um still some reservations, but this is where we're at and the jobs it's going to bring the the fact that we are going to continue to do a study and I don't know any study that's going to tell you yes um no yes, you should get rid of a NBA championship team that's in the finals. I don't know any study out there that's going to do

that. So here we are and I'm excited about these these steps but I think we need to to again understand that a lot of this is on a dashboard. You can go online and look and we are we are being we are providing this information. So MUNIAP came forward with item number five. I feel like they are the right uh group for this team as as we move out. So I look forward to moving that for forward and item six. Thank you, Ben, for the list of people that are going to be serving on this team. I think the numbers spoke for themselves. Um, we do need some expertise, which I feel Accenture will bring regarding how we move people downtown and how we get people to place A and place B when we have those multiple events. So, I look forward to that. And I also understand I trust the city team that if we as council members are hearing from our community that we do not see the growth coming on this project like we intended that Accenture has not sent their best team their A team that we have a city team that's going to take care of that. So for me I trust Troy and Ben. They haven't let me down in the last as as I've sat here. they didn't leave let the last council woman down. So, I look forward to moving these items forward, getting a larger briefing, hearing how we're going, and making sure we make that available online. So, thank thank you for the presentation. Uh, I look forward to hearing insight from my um council members and um, you know, we just this is where we're at and we know that this is one of multiple businesses and industries we want to bring to San Antonio and sports and entertainment is something that helps attract other businesses because they like they like their their employees to stay in the

city and not travel to Houston and Austin for their entertainment. So, thank you again. Thank you, mayor. Um, and I look forward to moving this forward. Councilman Maki Rodriguez. Thank you, Mayor. Uh, just to be clear, we're taking discussion for items five and six together, but the votes are going to be different. Uh, that's correct. Yes.

Okay. Thank you. I guess I'll um I'm a little iate right now. I'm a little aggravated and all of this that just happened right before this briefing did not need to happen. And I want to convey to you all exactly what exactly what it was, right? And so the presentation that you all got was the substantive information that we were going to get as a part of item four. There's a few updates here and there, but I think largely the people who want accessibility and want transparency and want to know what's going on with Project Marvel, you would not have been satisfied with that presentation. And I'm going to tell you exactly what it said. Earlier this year, you'll remember we took we took a well, actually, I'll go back a little bit. I went I cast my vote no on both propositions A and Propositions B at the ballot box. I maintain that we as a city with the great needs that we have should not be spending money on arenas and on nice to haves when we have much better uses much more uh many more uses that will be more impactful for our community. What ended up happening was a campaign that cost seven, eight, nine, however many millions of dollars that it was that ended up prevailing. And so we as a city now have uh, you know, an arena that's coming forth with county approved tax dollars. There's going to be opportunities and whatnot for city council to weigh in and whatnot because we still have our very significant portion of that funding, but y'all, we're not going to get a lot of helpful information on that. There's not a lot of movement that's been made. Y'all remember on January 15th, council approved submission of an offer at a public meeting for acquisition of the ITC property that we anticipate will close sometime between June and July. We also approved accepting $30 million from this from the Spurs. They did contribute their three million $3 million of those dollars uh for the initial part of the acquisition and as soon as closing happens they're going to be contributing the last $27 million with regard to the land bridge uh that

everyone has been saying you know it's up in the air. We are conducting an existing conditions analysis. Community workshops are going to be happening between June and August with open houses taking places in November and then development of a final plan and for the framework and preliminary engineering of the f of the preferred projects will be happening by December. The ITC purchase is in negotiations through June and an appraisal of the property was requested April 30th. We anticipate acquisition by December 31st. the Spurs Arena terms, the contract that we're negotiating, right? That's going to be uh done by December 31st. So ongoing between now and December 31st. We expect something will happen by then. The convention center in September staff in September staff is going to present an updated feasibility study for its expansion. For the Alamo Dome, staff is conducting a detailed review of the capital planning report with recommendations presented in December. the district infrastructure stuff that I'm sure that we're going to be asked to vote for as a part of the next bond. Staff is going to present recommendations in September. For the mobility study, we'll consider a consultant in June. That'll take 8 to 12 weeks and we will receive a a report in September. The chilled water plant study, not necessarily what you know that chilled water plant that exists, will receive a recommendation for an expansion of chilled water capacity much later at another date. Um, and so really not a whole lot of information y'all were going to get today. I wanted to be clear about that. The next big opportunity that the public has to voice their opposition to Project Marvel. Eric, when will it be?

So more than likely, as we work through those detailed documents with the the dispersion, bring it back to the council by the end of the calendar year. That's really a major tipping point uh for for you all as a group. Okay. When do we anticipate that'll be before the end? Well, not on December 31st. Before December 31st. Before the end of the year. Yes, sir.

So, we still do not have that answer. And so, if the community is looking for that and wanted to know what it was based off of this presentation, I want you to have it. I want you to know that we don't have much more information beyond that. And so, with regard to items five and six today, when I received my briefing, this is exactly what I said. So, for items five, there were three uh biders. They're all out of town. I don't know any of them. give it to the one who scored the highest, the one the staff says, "Hey, this is the company that we want to work with because they have the best plan. They have the best experience, the best qualifications." With the second item, we received a lot more uh a lot more interest, a lot more applications. It's a bigger contract, more millions of dollars uh you know uh on the table. We had a lot more companies that have a San Antonio presence. And what we saw and what you saw in the presentation was that one, Accenture was leaps and bounds above everyone else in terms of their in terms of points scored even before any local preference points, veteran points, any of that. And so for me, my concern is this is a 5-year contract. We have the opportunity to terminate it should we decide that the work is not being done to our satisfaction and that they're not meeting our expectations. My concern is that there is not an ecosystem of interest that can step up and take the place in the because none of the other entities score nearly as well. And so what happens in the event that we end that contract and we have to terminate. So maybe uh uh Ben, would you mind answering that? How do we ensure that if we have to go if we have to reissue a solicitation, how do we ensure that we're getting the best quality uh partners? So, if you would pull slide 17 up. So, Councilman, when we evaluated this, you're evaluating written proposals, all the information they're providing to us,

the interviews, the assigned team, all of that, and then we're comparing the proposals to each other, right? So, if you take Accenture out of this mix and we're doing the evaluation, it might look a little bit different. So, project control, who's number two here, for example, really strong in project management, in cost control. We've used them on some of our projects like the convention center expansion. Um what they didn't necessarily have was as much as that program experience. So if we had to do an RFQ, we would redo it. We would put the exper we would put the the requirements back out and we would interview those, look at those and make a recommendation on who we thought could do that work.

Okay. I guess my concern remains that say Accenture had not had not applied had not submitted then the scores would have looked a lot different as you just said and maybe we would end up with a partner who wasn't one of the other ones and so I don't know how we in our process build a little bit more I'm a little concerned by that I'm a little concerned by that honestly and so I don't know that you'll be able to have an answer that's satisfactory for me today but I wanted to convey that to you wanted to convey that publicly Um, and we're good on that. I'm going to support the items. What I And I want to again express what this was and what this was not because what it's going to look like and what it's going to be uh posed as publicly is, oh, the mayor lost this 10-1 vote to keep this presentation on the table and it's not that. This is a many of us still stand exactly where we were on project Marvel. Nothing has changed on that. It was about the timing of the presentation, quality of the presentation, and then the fact that we are having a very big discussion on housing discrimination in just another hour, I'm sure. And so, I want to make sure that, you know, I came here because I want to hear you. I want to give you all the chance to speak. People are going to be leaving by the minute the more slides that go by. And so, looking forward to that. Just thank you all for being here. Really appreciate y'all. Love a packed house. Mayor, just real quick, Councilman, excellent summary of the overview and and for those that are interested, the presentation is online attached to our agenda if if they'd like to see it. So, thank you,

Councilwoman Messa Gonzalez. Thank you for the presentation. Um, I think it's important that, you know, we clearly define spec specific goals and uh demonstrate how we will provide new insights for this presentation. Just a few questions. Um I think it's where is it? I won't look. What specific criteria will staff use to determine um when it's appropriate to draw from the contingency fund on the district study on item five? Yes. Sorry.

Um yes. So um the $316,000 roughly will complete the scope of work as we have it. Right. So the the 10-week project done roughly at the end of July should complete that scope. The contingency we really put in place more for as the program and the district evolve things are going to get more clear. How much the first phase of mixeduse development? How much retail is in there? What is that mix first phase of mixeduse development look like? Um this gives us the option to then go back to them if we feel like we need to and say you know what update your model. Let me just see what the difference is on the sales tax forecast for example. So it gives us a little bit of flexibility. Not that they would necessarily use it, but it would be really either updating something in the cost of services model or something in the revenue forecast that changes between the summer and the April and April time frame that we'd want to run through them and their models to see if we need to change anything.

Okay. Thank you. And does that come through us or is that done by the CFO or this if we do have to pull? Yeah, it's an administrative uh pull out of the contingency, but as we do updates to you all, we would let you know we're doing that. Okay. Thank you so much. And then can you clarify how this study builds or maybe even differs from prior work done by CSL or any new insights we're expecting to gain from the work that they've done?

Yeah. So, this is very different. This is very specific to our organization where you know you mentioned CSL that's more of an economic impact analysis looking at the impact to the broader community. This is really focused on what's the impact to us our organization and the budget. So we're focused on for example cost of service. What does it mean for us when the district is lightly activated or when it's heavily activated? How do we deploy those resources? What do those costs look like? um the revenue side very specific to us. Um you know what are the things that I mentioned we're going to focus on the non uh the revenues that are not pledged to bonds. So sales tax probably be the biggest one out of that. Um what does that specifically look like uh in terms of a a forecast over the next 30 years. So it is work that is much more specific to our budget and our organization.

Thank you. Uh and then given that this runs through I think it's April of next year 2027 right ma'am. So do we get any at what point do we get any preliminary reports? You get the first preliminary report probably in the August September time frame. So the 10e time frame we should be done late July early August. So it should be in that in that same window. a lot of the feasibility studies, a lot of the work that Councilman McKe Rodriguez went over in kind of that update, a lot of those are going to land in that same kind of time frame because it it it's all kind of interdependent a little bit. So, we're all timing around August, September, October.

Thank you. Okay. And thank you, Councilman McHugh, for that summary. That was great. Um, I think I I would like to just maybe propose that if as a study identifies new revenue opportunities of if staff will ensure that recommendations include specific strategies to keep those marketing and hosting opportunities accessible to small and local businesses here in San Antonio. Uh, making sure that that impact really hits us at home, right? Um, and so I think just um I'm hopeful that we will build on the prior work that we've done. Um I look forward to receiving in um updates and um I'm pleased to support this item. Um item five, if I could just add on that one. Absolutely. So we as we identify new revenue opportunities, it's really just the identification. Um we would have obviously come back to you all and have policy conversations about how we implement those. What do those look like? So that would be an ongoing policy conversation with you all.

Great. Thank you, Ben. Um do I move on to item six now? Is that right? Okay. Um so item six um just a few questions there. You mentioned Accenture was selected in part because it on slide 21 uh demonstrated a strong collaboration and communications plan. So does this include the efforts on the community engagement side or is that a separate lane?

Uh both. So there's a there's a um strong plan there in terms of communication amongst team members uh our partners, stakeholders. There's going to be a lot of alignment and communication that needs to happen both externally and externally there. And then they can support us if we're moving forward with additional or when we move forward with additional uh public engagement opportunities, they can help support uh that that effort as well. Okay. Thank you. And on I think it's uh regarding after phase one. Do we expect we have $6 million? I'm I think it's at phase one. Correct. That's correct.

And do we expect the cost for those following phases to be more or less or do you have an understanding of that yet?

I mean to be determined, but that that this covers us through I mean all the work that we have talked about that we briefed you all in January. all the feasibility studies, all the infrastructure. That's what we're going to ask them to um basically help us manage. And when I say manage, we've given you rough schedules. They're going to take that and get very granular about all of that schedule, sequencing, phasing, interdependencies, where there might be gaps, how do we close gaps, standing governance up, there's a lot of work to do in this initial part before we get into just kind of managing the work streams, right? Um, so when you think about the 6 million or up to 6 million through March, um, we'll then be coming back to you all and asking to amend that contract to then get the balance of the base term, which would be another three and a half years, almost four years. Um, that will be a a a bigger number, but some of that will get charged back to the the projects as well.

Okay. Thank you so much. Um, well, I look forward to supporting both of these items. So, I think it's important as a council that we stay as, you know, updated as we can and uh share this with our residents as often as possible because if we start explaining too late, um we're losing right at the end of the day. And so, our residents are expecting us to give updates when uh when appropriate. And I just went to an HO, every HOA I've been to, probably in the last month, one question comes up about this project. And so, um it's important that we're sharing this information as much as possible. So, uh, thank you to the audit committee for the work that they did and to your staff. Um, and again to Councilman McKe for the summary of, uh, the presentation in slide four. That was helpful. And I look forward to continuing the work, uh, that Councilman Core brought up with the committee that was formed in January to make sure that we can take that information back to residents, not so much downtown, but definitely uh, want to be downtown. So, I would think that's my residence in district 8. Thank you so much,

Council. If I can just add two things just real quick. um on the just some context on the amendment to the contract. It'll follow the same process we used for the airport. So if you kind of look at that amendment probably going to be around the same ratio. Um the other thing that we'll do when we come back in B session that we can talk about you mentioned getting more information out you know I think one of the things we're excited about getting up and getting looking getting up quickly is a public facing dashboard. We have information on the the the website. I think we need to organize it differently. Uh what we've talked to Accenture about is not going off and spending the next year building the dashboard, building all the back-end stuff that's going to feed into the dashboard and then launching it. We're trying to get something up quickly that we'll have to manually feed, but we'll build it as we go. You all will see it, the community will see it. We can get your feedback. We can continue to adjust, but I'm I'm really hoping that will help on the communication side. I know it will help on the communication side um because we'll keep that updated. there'll be progress there that we can show uh what's happening um more quickly and it'll be more accessible.

Okay. Thank you so much, Councilman Mongia. Thank you very much. Um so on item number five, I think this is great. It was certainly a large community request and and things people have been looking out for. Um so could you go to let me see what the slide is? Slide four, please. Uh Ben, I just had a real quick question. You might have covered this already, but when you talk about the second and third, uh points here, uh revenue forecasting and new revenue opportunities, what do you mean by that?

Sure. So, sure. Sure. On the on on the second bullet, um the revenue forecasting we're looking for are uh revenues that are not pledged to the bond. So um and I'm talking about arena convention center, all the stuff that we're doing. So uh things like our hotel occupancy taxes, the the PFC or the project financing zone revenues, um the tours revenues, we've done all the forecasting around those. We'll keep updating those as we go. This is really getting at those other revenues like for example sales tax where um there's been some um forecasts that were done as part of some of the economic impact analysis. This is going to get very granular to the impact of the general fund on the revenue side. Uh sales tax, maybe city payment from CPS. Um we'll look at other u u smaller ones, but we'll forecast those as part of this effort. new revenue opportunities. We just want to look at as you look at districts elsewhere as we think about opportunities that may be available to us that we identify those. Uh we see if we have authority to do them and then we come back and have a policy conversation uh with you. Uh, a simple one that as we talked to other folks that that have similar districts or venues that came up was when you when you activate a district and you have a lot of people there, they they said that they that pop-up marketing and sponsorships was was, you know, a new revenue stream that it was just something that you could pop up quickly, do some marketing advertising and create some revenue. That's a very uh simple version of that, but there are many others that we want to explore with the consultant and then bring those back to you.

Last point you made, I would also say a future focus with that on small businesses and even perhaps lottery opportunities for people to be there. So we don't want just people who have connections, right, to have a market there, but people all across our districts who can maybe sign up and then get called upon to to do that. So I think that's important. So these revenue opportunities are so so far kind of the revenue opportunities you've showed us in our presentations are revenues that are committed to certain like tur and the bond and all that kind of the PFC stuff. That's correct.

So this is new opportunities that don't exist in that and I'm assuming that these are opport these revenue opportunities are ones that can go to the general fund is what you were talking about sales tax and all that. Yes, some some would be um obviously sales tax I'm talking about our 1% that goes into the general fund. So, we're getting a more granular forecast around that. There are others that you know we'll have a conversation with you all about whether they stay in and support the district or whether they go elsewhere. But that's the work that we need to do to identify those and then bring those back. Yeah.

Um you know, I think to your to your comment on um the small business thing, absolutely. I think it was um mentioned a minute ago as well. Well, I mean, as we bring these back, it's really just identifying them. We'll do some rough forecasting on the new revenue ones, but then have that policy conversation about do we move forward. If so, how do we implement it? Um, I think there may be other opportunities even outside of uh revenues. I don't remember who mentioned it. One of y'all mentioned it to me, but for example, the districts activated food trucks. I mean, there's a lot of different things that that will come into play when you have that many people activated in a geographic area like that.

And these revenue opportunities exist outside of the term sheet that's been approved by the council with the Spurs. Uh, yes.

Yeah. Okay. I just want to make sure that we note that there are still possible opportunities to exist to to add to the general fund outside of that contract. Um, and so moving on to item number six. Thank you on that one. Um, you know, I'm I'm I was pleased to learn that censure is part of the airport and I think that's been they've been doing some great work over there. The dashboard of course is extremely important to get through um as soon as possible to the public so they can start monitoring all the work and seeing all the public meetings. Um so can you just walk me through very briefly um two things. Number one, just in case they don't live up to our expectations, getting out of the contract, what does that look like? And then two, if you could just reiterate what you already presented on, which is how they're they're getting paid. So, it's is it all upfront? Is it over time? Uh is it based on the amount of work that they're providing for us? Can you walk me through those two things quickly?

Sure. Absolutely. So, um in the event that that we're not satisfied with, uh performance, it's a pretty easy. a termination for convenience that is within the contract. So, we simply give them notice and we terminate the contract. We don't have to say why. We don't have to get into performance issues. It is a simple termination. Um, if I could jump in though, Ben, there's addition to that, Councilman, there's also provisions if they, for example, we identify where they're failing to perform, we can notify them of that, they have an opportunity to cure that. So, as Ben mentioned, there's more than one remedy we have short of simply just terminated.

Thank you. um in terms of the how they get paid. So, what they're doing is they're assigning a team to us, right? That that is going to flex based on the amount of work that they're doing. Um I don't remember the attachment in the contract, but there's an attachment in the contract that lists the types of positions that would be accessible to us as part of the district. We can always amend or change those, but there's a base list there that ranges um you know from cost estimators to engineers to designers to whatever we need for that particular task. And as we manage those tasks and they assign people to that, they bill us for that based on those uh billable uh billable rates. And so they're really paying we're paying them for the work as they do it. They're almost an extension of staff, right? but they bring specific expertise that we're able to use and they help us manage the program.

Great. I hope that answered your your question. Yes, it does. Uh and I don't know that Xenser does this, but the EPM, just to clarify, is not able to bid on work related to the entertainment district. So, if they, for example, had a concrete company, they're not allowed to bid on concrete work for the entertainment district. That's correct. So for if we move forward, for example, with the convention center expansion and we're looking for for an EPM there, they wouldn't they would not be able to bid on that. Okay. So even other EPM positions, they're not able to to do, right? As well as the actual work of the the construction, right?

Okay, that's great. Well, I think um that's going to be something positive to keep us on track and to make sure we're filtering out, you know, the information for the residents to have in the public dashboard. Uh and I think yeah definitely collaboration with disperses is very very important because as you said uh we want to try to buy in bulk if we can instead of two different parties purchasing the same thing uh and kind of costing more. So I think the as much as we can work with them together I think it's really important. So thank you appreciate it. And I think councilman to summarize kind of what that last question the way we kind of look at it is um they will be doing work to support for example the convention center expansion but they can't be in a role and bid on a contract where they're helping us oversee that contract that is either with them or their subs. That wouldn't work. So we've told them you can't that's not that's not something you'd be able to bid on. So that's how we've kind of um u separated that.

Gotcha. Okay. Thank you for that clarification. Um, so I'm in support of these two items. I think that's really important. Uh, both of them actually. Uh, so look forward to the future briefing encompassing all of that. Thank you. Appreciate it. Thank you, Councilman White.

Thanks, Mayor. Um, I guess I'll just begin on the uh on the process to select Accenture. Um I I want to say that I know there was a bunch of great applicants uh that that put forth um strong proposals uh to be the EPM. Uh particularly I'll reference um project control um which I know had a had a very strong bid and um does does really phenomenal work. Um and and are there opportunities for some of those like project control to still be involved in in some way in in the project or or at least somewhere down the line?

Absolutely. There are. Okay, great. Um and you know, with that said, we've picked Accenture. Um the termination clause we can terminate for convenience. I'm not sure where where where Andy went. There's there's a there's a slight difference between having to go through a notice of cure process uh and just terminating for for any reason. Uh but am I clear that we can terminate this for any reason without a cure period? That's that's correct, Councilman. If we terminate for convenience.

Okay, good. Um because again to me the role of the EPM is to make sure that this job finishes um on time uh and within budget and with the least amount of disruption uh to the daily life of San Antonians uh is possible. And I take it from this selection, Ben, that we believe Accenture is the best group to do that. Yes, we believe they're the most qualified to um be the EPM for the district.

Okay. And and we also uh the main thing here of course when we look at this entire project is we want a project that is going to benefit all of San Antonio uh and be done in a way that all San Antonians um can be proud of. And again I think um you're telling us today that you believe Accenture is the best group to deliver that.

We believe that Accenture is the best group to meet this scope of work. Yes, sir. So, I don't have many specific questions about item items five or six um because I think I appreciate the briefings that we got over the past week and I appreciate what we've we've heard today. Um but I do want to say this there there's been a lot of discussion about the district, a lot of discussion about the Spurs arena and how we're going to be moving forward. a lot of differing opinions, but today is a day that I believe um we should be excited about. Um and with one voice, we should say yes to these two items. Uh and we should be pleased that we're moving forward today because this can be a project that benefits this entire city and all of its citizens for decades to come. This isn't just about the Spurs. Uh, and look, we love the Spurs. Uh, we love them for the success they've had on the court. Um, which of course, no NBA franchise has had more success over the past quarter century, uh, than our San Antonio Spurs, but but more than that, of course, we love the Spurs for what they do for the community, uh, the partner that they are, the charitable endeavors, uh, that they take on, the jobs that they provide for our citizens. But again, this project is not just about the Spurs. This is about the city of San Antonio and creating a district that everybody can be proud of and that is going to create revenue for this city that we can use on all the core city services that we talk about all the time. It will create revenue to help us

fix streets and sidewalks. It will create revenue uh to help us with our public safety needs. This is something that will also create a number of jobs for our citizens. long-term. This is a project that I believe if done properly with the guidance of our city staff, with our EPM, and everybody that's involved that will help our city do all the things that we've promised our citizens um that we're going to do. And it'll be a project everybody can be proud of, that everybody can access, uh and that everybody can enjoy. And so, um to Ben and the team, I appreciate the work. Um, I'll be supportive of of these items today. Uh, and I look forward to moving this forward.

Council member Castillo.

Thank you. Thank you, Ben, for the presentation. As some of my colleagues have mentioned, when thisou came to city council, of course, I was in opposition to that uh vote and then of course when it came to voters, that was my position as well. However, we know the cow has left the farm and voters while they slimly approve this, this was the will of the voters to move forward. So now our responsibility as a body is to ensure that we continue to negotiate the best deal that we can as we enter into conversations with each and every one of the definitive documents. Those documents is where council would have an opportunity to continue to negotiate for better wages, benefits, uh local contracts, so on and so forth. So, that's our role and responsibility is to ensure that we continue to move forward uh and that we're productive and squeezing the most that we can for San Antonio and Beay County residents. Uh with the briefing that we received, I appreciate Ben and Troy walking Justin and I through uh these presentations. Uh you know, I remain committed as was many of my colleagues to ensure that we continue to remain transparent and share information and continue to gain public input as this large project moves forward. And that's why Councilman Mark White and I filed a council consideration request for a public dashboard to ensure that the public as council is making decisions and staff and the the the the group is meeting in terms of those definitive documents that we are communicating to the public what is being discussed, how much is it costing and where is that money coming from? Um so Ben, can you share a little bit about how the work of the EPM uh will feed into the public dashboard and when can we expect to see that uh public dashboard established? So that is one of the tasks that the the EPM will be doing is to set up that public facing well two dashboards an internal one but also the public facing dashboard. Um we would expect to get that up uh quickly probably within the first 60 to 90 days to at least have a framework set up. So I would anticipate

um depend upon when we've got the briefing in June we might be able to give you an update at that point in time but the goal is to get it up quickly.

Thank I appreciate that and I appreciate the questions from Councilman Mongia in terms of uh the contractor expectations and ensuring that uh there's accountability and when we could potentially end a contract. Um again, you know, I think as we move forward, there's constructive descent, right, which is getting into the weeds with the definitive documents and extracting the best that we can uh given that voters did approve this item. And then uh there's destructive uh descent, right, where we don't get anywhere and we're spinning our wheels. Uh and then the end result is the consensus and the body still moves forward with the will of the people. Um but I appreciate Ben walking us through uh this item and then of course looking forward to the definitive documents as we enter into negotiations, get into the weeds to ensure that we get the best um wages for San Antonio workers, the best benefits. And of course, we're supporting and working with local contractors to ensure that uh residents and businesses in the city of San Antonio um see a return on this larger project. Thank you, Ben.

Thank Council Member Aldabito.

Thank you. Uh thank you, Ben, for the presentation. I I want to echo Councilwoman Vagran and Councilwoman Castillo's sentiment. Um you know, the voters have spoken. Um now it's time to get to work. So, thank you all so much for the work that y'all have done to to bring these items forward. I'm fully supportive of both contracts today. You know, I I will just uh also echo the sentiment of Councilman White. You know, right now San Antonio has investment in early childhood. We have investment in workforce development. We have to be bold and try something new. Um, and we have to invest in economic on in in economic development because I do feel that and I we do know that and the voters know that this project will elevate our city and with that elevation comes more funds just like we talked about comes more funds for not only police and fire and core services but all the other things that the city wants to do too. So, this this really is a gamecher for our city. And so, I I'm excited to move forward about uh with it. Uh, one of the things I did want to um stress is that I'm glad that uh Councilwoman Castillo mentioned the dashboard, but one of the things in my conversation with uh Accenture and Ben is for us to set up the the project infrastructure so that way we make sure that we are staying on top of how many local businesses are going to be getting this work. I think that's extremely important. You know, I know that when I'm talking to residents about this project, they're consistently asking me, "How can we how can we do some work? We want to be a part of this, too." And so, you know, I familiar with project management work. So, however we can highlight how many local businesses are getting out on the spur side, on our side, uh I I I think that my council colleagues and I would really like a clear picture of that.

Absolutely. I think that will uh be a key piece of the dashboard and we will definitely make sure that is part of that. Awesome. Thank you, Ben. Um yeah, and other than that, I'm excited to keep moving forward on this project. Thank you, Council Member Core is not here. We'll come back to her. Uh Councilwoman Spears.

Thank you, Mayor. I'll be brief. Um a lot of the questions were asked by my colleagues. Thank you, Councilman Mia. Took a lot of my questions, but thank you. Um, I feel uh that you've done a lot of work on this, Ben, and and and and everyone really. I took a lot of comfort in knowing that this that Accenture was um scored so highly on the matrix and we have to have a quarterback here. It's just such a vast undertaking and we do owe it to our constituents and our residents to ensure the success here. Um, how much was Accenture's involvement in the airport a determining factor in this decision? Was that a big influential factor in looking at them, seeing their success at the airport?

Um, certainly that was something that that we considered. I mean, this is one where you've got a scope of work. We're looking at proposals. We're scoring all of that. They reference the airport as a project that demonstrates the kind of uh work that we're looking for in the district. Uh we've had success at the airport. Um you know, you've seen historically how that project has moved and stayed on track. So that was certainly a uh positive part of that. Um but it wasn't that wasn't the only reason obviously we selected Accenture. Right. I talked a little bit about in the proposal about all the other experience that they've got on sports entertainment district, the transportation uh uh involvement that they've got, the technology pieces. They've got a really broad depth of resources and um the other thing that was very intentional in the proposed plan that that was important to us again that I'm going to highlight is scalability of resources. Right? So if you look at um some of the names that I mentioned that's going to come at a higher cost, right? Then and and we want to make sure as we move forward with the work and the task and we move forward with very specific things we need to accomplish that we've got the right resource at the right level doing that work and and they certainly demonstrated their ability to do that and provide us that kind of resource.

Okay, that's good. I I agree with my my colleagues about go local as much as possible. I mean we have our own campaign about that. So we need to execute that to the extent we have that ability within our own our own projects. And um and I appreciate that it's my expectation they're going to help us remain in compliance on the on the regulatory the regulations around the district. Correct. That's correct. Okay. Um, well, I'm supportive of both of these and I thank you for your hard work on this. I look forward to the continued reporting to council and I'm assuming Accentra will be involved in that part as well.

Yes, they will be helping us provide or uh build the updates that we give to you all on a regular basis. Great. All right. Thank you so much. Thank you, Council Member Core.

Thank you, Mayor. When I first moved to San Antonio, I was so confused by the fact that San Antonians love our own and we are so proud to select folks and support our folks and lift each other up. And I'm like, man, we really don't like other people coming in. And I'm now one of those people. And so I when I got the responses to the RFP, my first question was like, but no local. Um, and so I wanted to dig in and really better understand why these two were selected because to Councilwoman Castillo's point, I think it's our job to make sure we're selecting the right vendors for these really important works. And we saw the amount of dollars on those contracts. They're big contracts. So, we want to make sure if we can um, in any way possible that those funds go to companies that are uh, that have the expertise here. So I thank you for sending us the um proposals from both Accenture and Municap my team. Thank you Cameron helped me dig into these proposals and there was a couple of things that I really liked about them. So I just wanted to highlight so you could better understand. So the first one on Accenture is one of the things that they showed was they actually acknowledged already the communication and community engagement challenges that have existed in the project. And one of the solutions that they said that they've done previously like in Hudson Yards in New York City was do a command center. So VIA actually has a command center on San Pedro where folks can come in and ask questions and that's been really helpful. And so I think having something like that at the uh ITC spot would be wonderful or somewhere at Hemisphere would be wonderful. I was at King William last night and to Council Castillo mentioned the dashboard. So many folks were already asking, "Hey, how do I get an update on this?" I get told to go to essay speak up, but I don't really know what to do when I get to the SA SpeakUp website. There's just so much information that it's almost information overload and somewhat sometimes people just want to speak to

someone. So, I actually really like the idea of a command center and think that would be a wonderful asset to be able to create in our community and I'm hoping that's something that gets proposed as um a part of this. In addition, um they have completed all of their projects on time and on budget, which is um the exact language as have not failed to complete a contract. Um, and so I just thought given all of the communication about our projects here that that would be really important. So I'm excited to see how this moves forward and the fact that the other thing that was um clearly outlined to me with Ben was that the expertise that's being brought from some of the work that's happened not only in the country but around the world, we do need that expertise here to make sure um I'm actually going to agree with Council Member White that we get a world-class project for all of our residents. I know, shocker. Um, okay. The next one for MUNAP for this project, this the district study is actually really important because one, it's a really short turnaround time. I'm like, wow, you're going to complete this analysis in 10 weeks, which is a pretty short time, but also there's um when you're building a study like this, it's all based on the assumptions. I was taking a class in business school once and I'm like, wait, so if you just change one assumption, the entire model changes. So, it's important that we have the best historical data to make sure the assumptions are the most accurate. And I liked the way that in their proposal they mentioned the difference between the fixed and the variable costs and what council member Mongia mentioned the opportunity for including revenues that's possible for our small businesses. Um the lottery idea is great. I will tell you having working with the snow cone vendors right now lotteryies can get tricky and so um we'll just have to figure out exactly what that looks like. But I uh I support that idea as well. So, um I just wanted to say like uh thank you all. Thank you for letting me do my due diligence even

though I know you all did very much and um I appreciate the results that came out of this and I'm looking forward to moving them forward. I have two questions. One um for the executive project manager or the PMS underneath each of those who selects that? Is that us or the Accenture team? It would be you all. We would be coming back. We would issue solicitations for um consultants that we either need on a PM, CM, design, construction contracts, all of that would be part of the the what comes back to you all for approval. Okay, great. And um so the small business on one of the slides there said like a 15% or something small business requirement. What is that for?

14% for um sorry. Yeah, 14% uh small business requirement for um the Accenture EPM contract. they're committed to well they have to meet that requirement. So as we issue tasks and they do the work um they'll have to make sure they fulfill that obligation.

Okay. I was also pleasantly surprised to know how many um employees they did have in the city. I was not aware of that. So um great to see that there is some local presence there. And then the second question I had for um the Municap team are those costs that they come up with. So, for example, operational costs from police that might have to work on extra weekends. Is that going to go back to us or how are we going to decide where those costs go? When you say cost go in terms of the the the where the results of the study, we'll bring those back to you all. Yes. I think Eric, no, the

who covers the costs. So, we're identif we're identifying those costs and we talked about these uh earlier in the year and last year, whether it's public safety related or maintenance or trash pickup or what have you. Um those costs associated with the district broadly is what Mooney Core is going to help us nail down and identify. Ideally, we want to be able to aortion those costs to the users like we do at the convention center, the Alamo Dome, so that we don't want them coming back to us. I just wanted to make sure that doesn't mean we're eating at all. No, we're not eating anything. Okay.

Except for really good Greek food at lunch. Um, the other thing that they included in their variable costs for this that I wanted to mention is our businesses tell us a lot about the seasonality of the work that's happening or concerts. Like quite frankly, we know because San Antonio has great weather in the winter. We actually get a huge amount of folks that are coming October, November, December. So, I'm I'm glad that they're also incorporating seasonality uh because we know dos muertos is always really busy for us at that area. Um, okay. So, I support these two items. Thank you for the work that you did and thank you for giving letting us look review through the proposals. I want to give a shout out to Shannon uh Shannon Miller, our new chief downtown officer, who's been doing a really great job of all things downtown. And this Sunday, this is a shameless plug. This Sunday we are doing a Spurs watch party for Mother's Day and it'll be at Lazona right around the corner and there's going to be free massages for moms and food and snacks. And so thank you to Lazona and TPR for letting us host it there. And thank you so much to Shannon for always being willing to take say yes to an idea and explore what that looks like. Thanks mayor.

Thank you Councilman Galvan. Thank you, mayor, and thank you, Council Member Core, for the the wonderful invite uh for all the mothers out there and all the folks who are big fans, too. Um I don't know if pets count as But anyway, okay. Um thank you, Ben, for the presentation and thank you for the uh the materials as well. Um just a couple quick questions on the district study portion. Um I appreciate councilor's questions and it helped me kind of frame a little bit. Um I guess first things was uh how are we expecting the district study to align with the parking mobility study or parking or mobility study? Do we expect anything do we expect any success within the district study to be tied to any kind of parking investments or transportation needs or housing or things that are larger to the larger area? I think I would answer it this way, Councilman, which is why um you know, we're a little bit behind on the the parking and mobility study and trying to get that contract to you all in June, is that they're all kind of tied, right?

So, the kind of um infrastructure investments that we make, um how we solve for the transportation plan downtown, you know, how we move people and vehicles in and out of downtown, they will impact the cost of service, right? So the the more efficiently we can do that, the more we can use um via park and ride and other modes of transportation to get people in and the less stress that puts on for example traffic and SAPD having to do more traffic control. So they're all tied together. They will all um uh somewhat inter interdependent and there'll be some cross uh pollination across those studies if you will.

Okay. Do you anticipate any recommendations from the study to kind of give us some feedback on that for whether it's via or for us to kind of incorporate within not on I don't think in the district study side you'll get that on the mobility and transportation uh side. Okay, got it. I just I guess I want to make sure that there that crosspollination is happening as much as possible. I know it's going to there's different context different times. Um but I maybe it's just my personal view on it but I anticipate that there's a direct connection there or at least a significant one. Right. when we talk about the success of one and what revenues can come from it. Um, making sure that we're able to get people moving through, people living nearby, all those things like that. Um, that's just my

No, you're absolutely right. And then that's why you see a lot of the the timeline if you go look at the the the briefing part of it, a lot of it um they all align in that August, September, October time frame because of that because they are interdependent. So if you move something on the transportation side, it may affect how we do cost of service. Okay. Will will the EPM or will the city staff or all the above kind of work together to kind of put all those pieces together during the summer? Is that I'm assuming? Yes, sir. And the EPM will play a big role in that um they're going to give us obviously as we get if y'all approve this today that gives us more bandwidth to manage these work efforts and and then to make sure we're getting that alignment, coordination, collaboration across all those spectrums. Got it. Thank you for that. Yes, sir.

Um and councal a little bit about the results of the study and how they'll be incorporated. Eric, could you go a little bit more into that one? I just or could you repeat what you mentioned on that part about how any costs that come out of it? Um, are we looking for that to be incorporated in our budget process at all or is that going to be a separate conversation or what does that look like?

So, the the the purpose of the district study um is to is to outline the anticipated costs and potential and Ben gave you a couple of examples earlier. Sales tax for example from the district. I mean, ideally on the cost side, we want to better understand what potential cost impacts there are for um having a whole bunch of people go to that part of downtown that doesn't exist. Now, um ideally we want to as we identify those costs, then that becomes a cost of the event or cost of the function or cost of the district. um all that

and and and and we do that with the Alamo Dome and um and the convention center now, right? The the officers that are working there are being paid by the functions or the uh events that are happening. So making sure we the the the district itself because of its size is different than the convention center. So we want to better understand that and that's what Municore is going to help us identify. Ideally, we don't want to any of those costs to be impacted to the general fund as we discussed yesterday. You know, we don't we don't want to do that. There may be additional cost. There will undoubtedly be additional costs. The identification of them is important to us

um to avoid that to set the proper rates and also frankly to understand before we get any detailed conversations with the Spurs about those final documents later on in the year. Got it. Okay, that's helpful. I think just you know thinking about of course the conversation yesterday seeing where uh if those costs would be talked about in this budget cycle or over the next several ones and if it would be something that stands out or would be just kind of through our regular process at all as it relates

I would anticipate that those would be either um uh rates or charges that we would look at globally um you know I don't know you know if there's like the big plaza over there and somebody rents out the plaza for a function well there's a cost associated with that Um, and that should cover the impact of public safety and maintenance and cleanup and that type of stuff.

Got it. Thank you for that. That's really helpful. Uh, then one last question I had. Um, oh, I'm sorry. Really appreciate the point too about the community engagement aspect. Uh, that was one thing I wanted to ask. Of course, we're talking about small business a lot and of course very necessary for this, but also larger community engagement too to come back to our constituents a little bit more about it. And so grateful to see the EPM's already identifying some of that work. um including for looking at even like incorporating the arts community too and things like that related to the design uh way that we can incorporate more public art in the area too. Um the last thing I was going to ask about the district study was uh how are we or how's the district study well yeah I was asking anyway how's the district study including um hemisphere or any the kind of surrounding area within it uh I know there's separate entities and separate kind of conversations but think about connectivity between the two places think about small business impact uh with the hemisphere itself versus kind of in the the projects themselves does that make sense what I'm asking

um so you're talking about the district study and and and whether were considering like H Park's role in in the hemisphere. Um I wouldn't say H Park's role specifically, but when we look at the district and how it gets activated, we're talking about everything from Yanaguana Gardens, right? The the that one end of the spectrum where there's people in the park to the other end of the spectrum spectrum where Hemisphere is completely activated. NBA game, uh, Wood Courthouse event, uh, dome concert, convention center's got a big event going on. Those are opposite ends. So, I I think it gets picked up that way in terms of how we look at it, but not H Park, the entity specifically.

Got it. Okay, that's helpful. I think there's a little bit, again, kind of just my opinion on how we're able to to tie those knots together a little bit more, thinking about especially small business inclusion, talking about how hemisphere is part of that equation a little bit. Um I mean we talk about sales tax revenue. I think folks who are it's not just going to the venue itself or whatever it is also being in the area overall um and spending money here and there uh that contributes to it. And so trying to figure out what's the or how to kind of incorporate that it's important to me. Uh I don't know if that's within the district site itself or more so the EPM or even Shannon Miller's role to kind of help shepherd all those things together. Um but would be interested in seeing just how that how that can be plugged in a little bit more. Yeah, I think that as um as we move forward with the program and district and we're giving you updates, I think we can certainly continue to talk about the opportunities for small businesses, what that looks like, where because I think that will evolve and change based on how the the the district evolves. So, I think we'll continue to have that conversation on an ongoing basis with you all.

Got it. Thank you, Ben. Thank you, Mayor.

Are there any other comments on this item? Okay, I can appreciate we are we are viewing this a little bit differently. I do think um just based on how we got to this process, the process by which we informed the public is is very important. Um some of the things that I uh found of interest on what would have been the update here, for example, to my colleague Councilwoman Kors's point about the importance of assumptions, um there's a big difference. In January on the B session, we were briefed on um a parking feasibility study. uh which would uh quote engage a consultant to perform a parking feasibility based upon projected vehicular and pedestrian traffic scenarios. At the time the cost of that was TBD. Today we are looking or we would have received uh an update on a downtown mobility and access study uh which has um a different focus or broader focus a study which will evaluate parking as one component of a broader integrated downtown mobility system at a cost of 500,000. So I I to me that is a significant update uh that would have been worthy of discussion as we are um um voting on these contracts understanding that will in fact inform um what those those contracts that are that are completed. Again, of course, given um not only uh how we we we previously were solving for just parking around the arena, now we are looking at a downtown mobility study, which is much more significant and the importance of assumptions like how much pe how many people are we solving for, how many businesses are are we solving for, how are we actually defining concretely downtown? And I understand a working group um that uh um will convene to discuss some of those things. But when you are again going to provide such a major update and vote on these contracts, I think it is it is um worthy of of a public update given the

significance and the cost associated with those differences. Additionally, um no longer in the briefing. Um however a significant point of contention uh previously just given the cost of it there's no longer um on the slide at least at this point discussion of a relocation or expansion of the chilled water plant on Market Street. Um it's just not on the slide. Uh again an an update to the public as to as to why that that was and I understand we will get that later. Uh but again when you are sequencing these things in the interest of helping the public u bring them along on this uh it's important that such significant changes are are um are provided and of course the downtown working group. I I'm thankful for those folks that are um you know going to participate in that. Uh we'll want to make sure that we are adequately accounting for what public input looks like into that um as well as um the appropriate assumptions. Um I couldn't agree more. We want a downtown that serves everybody. Um, but our downtown it it's we're not, you know, it's it's it's not the arena and then downtown of which is kind of part of it. It's the downtown of which this entertainment district is is an important part. Um, but I want to make sure we're we're solving for it and then explaining to the public um exactly um the process that is being used here. And I don't think that's necessarily um disruptive. I think that's just a different understanding of how we understand um process and transparency. Okay. Um Ben on the contracts themselves. On the contracts themselves. Uh this is for the district study. Um can you help u help me understand or just actually level set for the public?

Um I the there was the initial evaluation and then the final evaluation where you saw some increases for example for another firm that were not insignificant. Um for example the the Baker Tilly firm. Can you explain what happened in the um in the final evaluation that contributed to a higher score that was not reflective in the initial you're talking about uh on the district study the initial evaluation metric matrix for Baker Tilly? That's right. Going from 49 to roughly 56 points.

Yeah, that's right. I mean the biggest difference as I look across these contracts is in the proposed plan which again goes back to the importance of what the overall thing is that we're trying to do here. And so I I appreciate understanding and of which of course it's either um I mean the overall plan whether you're talking about just parking or whether you're talking about overall downtown mobility. Um but on the proposed plan yeah that you saw an increase of five uh for Baker Tilly on on the plan that of course being the most important part of it. Can you help us ex understand what contributed to that jump? Sure. I mean overall I mean I wouldn't call characterize it as significant movement but as we went from the proposal and looking at the proposed plan the five points

across the evaluation committee I think was um based on their explanation of their approach to the study. While I don't think that um we saw it in a significant way in terms of how it compared to what we saw from UNICAP. I think they did offer some clarification on the proposed plan that made the evaluation committee members a little more comfortable around that and you saw a little bit of movement on the proposed plan. So the the the initial evaluation matrix is going to be based on just the written proposal. The interview gives us a little bit of more insight of who the team is, their approach, and then as they're walking through that, you will gain some clarification on how they're approaching it and and what they're doing.

Um, and and building off of one of the questions that uh my colleague just asked, hence the importance of an overall update on on what's going on, all the moving pieces. um on the development of a scalable cost of services and revenue forecast model for a 30-year period. How do you think that changes based on solving for just parking versus overall downtown mobility?

Well, I mean, I guess I'll offer a couple of clarification points. I mean, I think from my standpoint when we talked about a parking feasibility study versus the the mobility and access study that we presented to the audit committee, from our perspective, the scope is essentially roughly the same because the parking feasibility study and and really why we changed the name of it was I got feedback from a couple of folks uh from you all that that that seems to be giving the implication because we're calling it a parking feasibility study that we're interested in trying to solve in terms of how to build more parking. We're actually trying to do the opposite. We're trying to look at when you have uh the impacts of a district, if it gets built the way we're planning and the way the vision looks, and you have that many people and vehicles that you're trying to move out of that area of downtown, coupled with, you know, the the the normal pedestrian and vehicular traffic we have. How do we solve for gaps? Does it have to be a parking garage? sure recall the initial plan had a parking garage on the south parking lot of the Alamo Dome um right in that intersection. Uh we hope to solve that a different way and not have to build that garage. Maybe it's a garage built somewhere else. Maybe it's not a garage at all. So to solve for the parking piece, you have to we have to have an understanding of the pedestrian and vehicular flows in kind of the broader downtown area