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Audit committee advances $6 million phase‑1 executive program manager contract for Sports & Entertainment District to council
Summary
City staff recommended hiring an executive program manager (EPM) to coordinate project delivery for the proposed Sports & Entertainment District; phase 1 is estimated at about $6,000,000, the recommended contract structure is five years with five 1‑year options (total potential 10 years), and the Audit Committee moved the item to individual council consideration after questions about vendor scoring, local participation and community engagement.
Troy Elliott, the city’s chief financial officer, presented the post-solicitation briefing for an executive program manager to oversee planning, governance, sequencing and coordination for the Sports & Entertainment District.
Elliott described a phase‑1 term through March 2027 and said staff recommend a base contract approach with a five‑year initial term plus five 1‑year options (10 years total potential). He estimated the phase‑1 value at approximately $6,000,000 and said funding would come from capital project funds and, in the interim, the HOT redemption and capital fund until projects can be capitalized.
Elliott said eight firms responded; evaluation scoring weighted experience (50 points), proposed plan (25) and smaller weights for SBE/local/veteran preferences. The solicitation included a 14% subcontracting requirement for small businesses. He recommended moving the contract recommendation to city council for individual consideration on April 30.
Councilman White pressed staff on a large scoring gap between the top vendor and the others and on local-business participation, saying he had met local firms who felt overlooked. "We need to make sure our local folks get a piece of the pie," White said. Elliott responded that the EPM will track components, manage a public-facing dashboard and enforce a governance process; the EPM will report to the city and implement decisions made by city leadership.
Members asked for clearer maps, sequencing and a plan showing which consultants or city groups are responsible for specific tasks. Several members emphasized that community engagement should be explicit in the work plan, and Elliott said the EPM would not perform community engagement but would track and coordinate when and who performs engagement.
Chair Villagran moved the item to be considered individually at full council; the motion carried by voice vote. Staff said they will provide a more robust session presentation that includes vendor names, examples of relevant prior work, and visuals of the district boundaries and responsibilities.
