we're gonna call the meeting to order. We are waiting for Miss Wiley who is to leave temporarily but she's going to join us presently and we'll what we'll do is we'll go through the agenda where we can without taking any votes until Miss Wiley arrives I like to start though with the Pledge of Allegiance
United States of America, the Republic for which it stands, one nation indivisible, with liberty and justice for all
Mr. Chair,
I hate to even ask this to block the sunlight but it's like coming right on. Yeah, thank you. I love the sunlight but it's coming right for me.
So splendid. So
we're going to jump right to number four. Huntington place job managers report
is to Toro.
Good morning, Mr.
Chair directors. Mr. Chair, if it's okay, I'd like to introduce our guest, please. Wonderful. I want to hold off on introducing Gloria until our February meeting. As we have a special guests who flew in for this meeting. So please allow me to introduce you to Dan Hoffman. He is our new Executive Vice President for convention centers at ASM global so he oversees all 96 of them. Bob McClintock who you met retired this month and he'll still be working in some capacity with consulting. But Dan is definitely the new person in the role and it's doing a great job already. He's a global leader in producing events for trade shows and corporations and oversaw one of the industry's largest network of experts in this space. Dan has also co authored an international best selling book, who gets it that outlines how to find, motivate and retain top talent. In his new role, Dan will lead ASM Global's innovative convention growth plan and implement long term business strategies that enhance existing account relationships like we have with you. I know Dan is looking forward to getting to know each of you and he's he will be returning in the near future and doing meetings with all of you one on one. He's a wonderful list listener very creative, and I know you're going to enjoy working with Dan and Dan if you'd like to come up and say a few words.
Welcome Mr. Hopkins. Yeah, Claude.
You know, it was really great coming in here yesterday. I as a young man, I we did an event here called SAE which was a monster event in the 90s. And it was the reason my family business thrived, was because of that event. And so walking in here and seeing all the changes and all the great things that have been done the last several years. I was just blown away. And I see Tom, you know, Ken Claude is from another part of the of the business back in the day, and then New Jersey, the Meadowlands and Rajiv and so I mean, I was like, this is like old home week, because it's great to be here, you know, so one of the tasks that I have just quickly, because I go on for a while. One of the tasks I have is kind of accelerating the way convention centers are doing business and operating. We have 96 convention centers in our portfolio. And so I'm moving around a lot. And I'm listening, I'm learning and I'm teaching and I'm understanding that there's a lot of things that we can do coming out of Coronavirus previous to Coronavirus, like back just a few years ago. Everybody talked about work, life balance, work, life balance, work life balance after Coronavirus. It's just life. There is no delineation between the two we're doing. Teams calls from here we're doing things from there we're doing we're trying to the kids a dog barking in the background. It's just life. So we have to think about how do we design these facilities to be more than just a place for walls and allow people to come in and create the experience for us. We have to be part of the experience. Because life is going to require that I'm attending a trade show. And I'm also having a team's call in the middle of the lobby. So we have to have places for people to have to be able to connect not only with facility and the city, understand see what's happening in the city all within this lobby area lobby zones we're going to read, imagine what it can be. And as soon as I start to say that people are like we have what's gonna cost
if we do it, right.
There's a lot of community members not only from Detroit, but also internationally that want to connect with these people. And we generate sponsorships. So we create a lounge. That's a little like what we're seeing at airports now a place where it's it's quieter, a place where I can do some business because I know that I have calls that I have to make I have team calls that are happening or Zoom calls, so I have to find a place to do this. And most of our facilities don't have that. So we have to create those environments for them so that they don't leave the building the longer they stay the more business they do. The more meetings they take, the more discussions they have, the more action they take when they leave. And ultimately that's what our business is about. Our business about is about creating connections, and then action. We're an accelerator of business. If we do it correctly, we actually move business forward faster. If I'm on a zoom call, there's only so much I can get done. It's mostly talking about updates. But when we're live and we're together, we're talking about action, where we're going, how we're gonna get there and how we're gonna drive it forward. So I want to keep them here. So whatever I can do to do that, keep them here. Stay close to us. We're going to do that. We're going to find ways of introducing these types of environments that will improve the experience that they have
for everyone. That's what we're driving towards
one of our key messages and I think that we can do it I think I've seen it and I will tell you walking in here and my heart just pumping Motown and you know see coming back here go downstairs where our old office used to be it's still there about bomb guard down downstairs. You I heard him in it for you know he's still working away downstairs. It was really touched my heart. I remember cleaning out the roof because it's all electrical equipment in there. And I just it made me feel really good. So this is a facility that I want to make a premier building in our network. I want to be proud of, of all the things that you've done here and all the things that we can do in the future. So I will be back and I will be meeting with as many people as I can to listen, to learn to teach. So thank you very much. Appreciate it. Look forward to the next time
thank you Miss Toffolo
when it looks signing
it that's a great idea. All right, I'm gonna jump over to Mary kaleida, our Senior Marketing and Communications Manager, she's going to walk you through some of the website changes she's been making as we try and integrate DRCFA with the Huntington place. website and so again, it's just a starting off a jumping off point. So let us know if there's other things you'd like to see as we go.
Morning, morning
I think you've all seen in a board packet previously, the pitch for blending the websites the DRCFA and Huntington place and there's some good reasons to do it. I just wanted to walk you through the pages that we've established to give you an idea of the possibilities of a blended site for the DRCFA and there it is. Tried to turn on the mouse.
Oh there it goes. Not really do you have a?
Will see there's a little lag I'm sorry. I'm not sure what technical difficulties
stay tuned. waiting areas. The art pieces the well we made a main page that can be accessed in four places on the homepage. And
which
has more exposure than any other section on the website. And once you go to the main page, you get all the same information you got on the old site you get message from the chairman mission. But scroll down and we also incorporated the art page on the main page because it's probably the the section of the DRCFA. That's most in the news that I we put out news on it four times a year at least. And the news is well received. And the art page gets probably more hits than any other page on the website. So we included that on the main page. So let
me try to get to it
here's one way to get to it.
Keep scrolling down
here's another way to get to it. And there's one over here in the about section.
Okay, there you go.
So here's the main page
got the explanation of the facility. Let's find our fearless leader. This is old school. I've got Mac Pro.
Sorry, so excuse me
here's the information on the art with a slideshow of some of our main pieces. Here's the donation form. And hopefully that will garner some donations for the foundation. It was the same form that was used on the old site or location and then a way to access the other pages for the DRCFA the pressroom is shared with the Huntington place it's a it's a shared section. do business with us
is
where you list the RFPs there. There aren't any right now but it explains I worked with John Cole to get a copy on on the the process for submitting an RFP. All of this can certainly be changed to meet the needs of the board. But this is where we would list open RFPs excuse me
and your closed are
currently closed.
Do you have there's nothing to click this is where they would just be listed.
Children what's listed in
the RFPs will be listed right there. Okay. You don't have to click. Yeah, we don't have any information on the RFPs yet I have to get that going. And the new purchasing manager I would imagine would coordinate all that and we'll we'll get that up there.
back
just a quick question I see you have the tab on the bottom is not a good place to have the tab on the top to get there, whether it's doing business or the DRCFA.
Well, what's interesting is, and I don't I can't say this I understand that. There is a tab on the top. It's just not showing up on this monitor. Here this DRCFA This is the top of the website, book your event. That's First DRCFA Second than the blog where people get their news and then online ordering.
So if you click on a DRCFA It'll take you back to that other page right just
click on that one that was good. Spotting but get the most work to get there. I
tried it I couldn't get to it. I know Claude and I were on the phone and he was trying to you tried to maybe it wasn't live
you know I'm
it's possible I could have been working on it.
So here we are back at
the FOIA information is the shared page again with Huntington place it just has links to all the FOIA documents. meetings I've been working with Maureen powers on how this page should work and the functionality for her is changed a little bit. I think it'll be a lot easier for her to list the meeting. And within the meetings. You can link an agenda and the minutes after the minutes are completed and go back for
that calendar of events. I'm sorry I'm gonna have a hard time reading that far. And I should open up my own computer here. Do you have a calendar of events like so I'm uh, I'm looking for something this weekend to do. I'm a family right? I do. Is there anything going on you have like a place you go on and shows what events if I interested in coming down here? Count the event
calendar? Yeah, yes, but not on the DRCFA on the website because this is high now. So you want to go back and see that
on the homepage Sure. Course
visited three.com
So you can get to the event calendar here. I'll do insider trading though. I can get to the event calendar here on the homepage, or you can scroll
down. Down
I know but you know they always say about web and here are the three or 30 seconds you're off of it.
Fire the three next meetings with their logo and more information but you can get to all events.
And here I'll get more info on an event. And there are the details. Okay, thanks. Yeah.
Today was really just kind of an update to get your feel of what Mary's been working on. So again, it's not all live yet but it was just really wanting to share that we are merging the two entities and so so don't be more information for sure to come
to give you an idea what it looks like and also open for suggestions on any kind of changes or more information or less information however you want it to be through your pages.
So right now drcfa.org is opposed to the old site, and this is the new site or is it how's it going like this or when somebody goes to drcfa.org in the future will they immediately go to the main page to the main main page shows we're gonna redirect it to the main page
and so we'll be getting rid of that website and save over $5,000 a year in licensing fees.
So drcfa.org won't exist anymore. Correct.
But if somebody goes to drcfa.org They'll be redirected to the page on the Huntington site. in perpetuity
is pretty well. That gives us the board which has your board members on the old site. That's what you're saying. But yeah,
you gotta go I tried to take all the information from the old site and apply it to the new so there was some very old reports on there. I didn't include those. But really it could be what however, whatever you want
it to be. If somebody is just looking on the internet for DRCFA The website will pop up is part of one of the one of the drawers I would imagine.
If it does come up in a Google search, once we shut down the other site and redirect that address to the page on our site, that's where it will go
Thank you. Thanks very okay.
All right.
Next we have our assistant general manager Becky Bixby is here to update you on the attendee survey feedback. I'm
very sure going in the right direction. I appreciate Sherpa combination. I think it's starting to come together where it's going to be all at your fingertips where people can thanks aren't any pictures for the update so you don't have all our little snapshot photos. He was also include
all the operations directors on that page
nice. I like that. That's
yeah, it's definitely going to look
great people feel like they're welcomed. You know, like, you know, there's somebody behind the curtain really does exist.
And we definitely heard the board in terms of wanting to make sure that how you do business is a big feature and the job positions and things like that. So that definitely will be there. Yeah. It looks nice. All right. Next up, Becky.
Good morning, Mr.
Chairman, members of the board. Ladies and gentlemen. I'm here today to update you on our attendee survey and where Huntington place is currently trending. We started a pilot back in April with our partnering with ASM global and their other convention centers and presenting a new attendee survey. In your books on page 15 You will see a bell curve in which Huntington place is leading ASM global convention centers by three to 7% and eat every single category. We are the gray line and the other ASM global convention centers are the blue line. The results in front of you are from May until December, we've received over 4200 surveys and as you can see, we are setting the curve in all five categories. Ease of event navigation staff experience, food and beverage cleanliness and safety. In your books on page 16 You will see each category in more detail. So for ease of navigation we're currently at 84% for extremely easy, very easy. Cleanliness is 87% or extremely clean, very clean. Staff experience is 82% for excellent and very good. Food and Beverage is 65% at excellent and very good which is 7% over the other convention centers right now. And safety is at 8% for extremely safe, very safe. Also in your
mind. Oh ma
apparently haven't met our shots because it would be 95%. Also in your books on page 17 I've pulled some comments for you and I've provided the good and the bad. So I just wanted to read a couple of those for you on page 17 All the staff I came in contact with were very professional and eager to help or answer questions. Every rug i passed on top of the carpet was bubbled causing a trip hazard I enjoyed the event immensely, Huntington place looks great. I love this place. found it hard to find rooftop parking entrance helpful staff guided me additional event signage to where event parking would have been helpful and I just missed or I just missed it all together. I wanted to use this platform to recognize and thank Thomas Cena Bryant she was beyond helpful. I don't know how to thank her enough. She helped me for three hours by letting me use her resources and knowledge till I could retrieve my last phone. I've never seen anyone that's kind and helpful. I wanted to thank her again by writing this review and congratulate you for having staff this amazing. I will never forget my visit today. And lastly, more staff for bag checks, clear directions for where to go for bag checks and exits from the venue's Main Hall. So I hope you enjoyed this presentation and thank you very much for your time.
Thank you. Question. Yeah,
just quick. Is there a way to create because I know when I was in Houston, they had the app. So if they can download the app, if they're coming in here that gives them all the information you know, Google, do we can we incorporate that or do we have that available for guests
well the the survey itself is just a QR code right now that we could look at possibly trying to tie it with the website to provide more information or I
just noticed a lot of the comments is there just looking for direct yes signage, but it's it's a big place and yeah, gonna be a situation even if you buy in the biggest sign in the world. They still say I didn't know where I was going.
Absolutely. Yeah, signage has definitely been a key. But what I noticed is a lot of the signage was prior to us shifting everything over to Huntington place a lot of it was still TFC center and since we've now completed that whole transition, I'm seeing less of the signage comments. So I think people are being able to find things a little bit more easily with everything Huntington place now
in Miss Lane regarding the apps. What we found is our clients really like to own that app piece the directionals and they will upload directions and how to get to your hotel and how to, you know find rooms etc. But what we found over time is that they didn't really want the building to have an app because they want all of their attendees to go onto their app, but they're very good about combining that information. So when they do use it,
are we able to create the app so we have it, but if we happen to have the auto show here, that app we just change over to it's the auto show app. And also we're kind of personalizing it so people have an opportunity to the place is so big and you may be missing something that you didn't otherwise know. Or for instance, if you wanted the quiet space, like Dan said, You need to go somewhere and you need to pick up on Zoom meeting and you need some space. You know, you go to your app and say, you know where is there a space for that? I don't know. Yeah, just trying to take random walk around aimlessly like this morning. We were
we could definitely look back at that again,
speaking off subject but not really speak in those spaces. Who needs to, I guess start the initiative of trying to get that going is that that's the board is that ASM who was then needs to start working on that. You got it all right.
Lot of discussion, interviews with staff that he started yesterday to try to find Okay, where what are what we need, what is it we're looking for, and that will continue for a little bit and then we'll start to talk to the customer themselves. What are they currently doing and what can we extend out there to be more of a permanent fixture inside the building versus just waiting for them to figure it out? So that's a little process then some design time and then we start the task are a team that does sponsorships when we test the team sailor I look at here's the zone we want to create. This is a comfort zone, a Brussels zone, whatever we call it, we want a sponsor for it, and they need to go out and start helping us search and find money. And so that's usually how it crosses and then we'll begin and then we'll present it you know here's we're thinking about you got to find the right location, right scenario and where we go. All right.
And also along those lines, particularly with the lobby renovations, that was something that the prior board in the overall framework for West Side expansion that was that lobby piece, there was a presentation that was delivered to the board. Again, this iteration of the board is the one that's ultimately going to decide what all the renovations look like. But until we receive direction from this board to proceed with each of the various elements. We're going with what the prior board had approved. So there is lobby renovations that are part of the overall West Side expansion that will come before the board for consideration and now with the transition at ASM global that presents another opportunity to imagine what the Main Concourse renovations will look like and what would be incorporated into it based on feedback
from the customer. Mr. Chair,
if I heard him say it right, we haven't made any decision so we're working off of the plan from the former board. I would suggest everything stop until the sport has an opportunity to decide. Because I see that too often and Capitol committee that we're working off of old plans that may not necessarily line up with what has changed or transpired or is going on. It's coming more to fruition. So I don't know that I'm comfortable with hearing. We're just going to stay working on that plan because you haven't made no decisions. Well, it hasn't coming for us to make decisions. So this point I think we should just hold like we're doing today with the MOU. We're moving it forward in a timely way. But I said that to John in our capital meeting, you know, we put an end to it. I put together minutes that we stopped so we hit a refresh. So it gives an opportunity for all the members now to start discussing where
the plan is gonna go. But I
think that in part is what is a big challenge for me and capital. They seem to keep. I mean, there is not here we have a new chair. There's no board that's here no more. You know, so all of that is in the distant past. We need to start looking forward and working on forward plans.
And how we do that.
That's one of my challenges I keep having every time I don't get a response. It's always because well the other board did it. The other board did it the other board did it. Well listen, I was 121 pounds during high school. I'm not that no more. Okay, so life changes adapt. If you can't, then we need to discuss this problem that you can adapt to progress forward. Thinking.
It really I understand you're 100% right. But again, when a legislature change over all the laws and regulations don't stop and the new legislature just starts a new everything continues until the current legislature votes to change it. So the only direction I have is the plans that were originally developed and that that's what we've been operating off of. But again, those are just plans and concepts. This anything that we do eventually is going to have to come from this to this board for consideration in a vote. So this board ultimately has the decision but if this board wants to vote to stop considering what was mapped out before that's fine, but I need a direction from the
full board to do that. But I don't want to do is spend money in a direction we may not heading. It's not prudent, you know, you're spending I got $6 million in ame services on the old plan and it changes and we find out when we get these notices this what we're doing like we're being told what to do we need to stop. We need to reset and having been in the legislature for six years. It doesn't just keep going. You have to go to committees and if it doesn't get a hearing it ain't happening. It does change it changes rapidly. Now you can change law as we will probably prevailing wage and soft support there. But when the guards changed soldier direction and that refers to committees and hearings and changes, nothing happens. And we've been here now we've been here a long time. There's been a definite period of time there's been a change. But we're not adapting to it. And it's difficult for John and for us in the capital team because they're trying to move the ball down the court in a direction that nobody's given. And that's not really a good way to play. We have agreed to certain things but that's why he was very emphatic about putting it in the minutes. We have not agreed anything so stop showing plan stop advertising. You know, stop saying we're doing something because an old board said it because it hasn't been decided on so I don't know. I don't think we should spend money on anything. Designed engineering anything until this board has an opportunity to decide that's the dress we're gonna go otherwise you're spending money on ideals that may get scrapped. You can't get that money back
in the spirit of looking forward and kind of the spirit of like, what where we're going. One of the things that we need as a board. And as you know, Huntington place we need to start thinking about is the electrification of the entire automotive fleet. Everybody's going to be driving electric vehicles. The industry has already turned over their manufacturing facilities into producing electric vehicles and we need to be at the forefront. We need to be a leader, the automotive capital. We need to be able to respond to our clients needs and our customers and whatnot by having those that infrastructure not only ready, but a premier place for people to come to when they need to come to our facility. You know, can they come here and they charge their vehicle I just got back from a long tour and just you know, looking at other places around the country, and what they're doing and we need to be a leader and not waiting or no complaints or people saying hey, I can't charge my vehicle. Right. So just food for thought we need to talk about it needs to be talked about future plans and future ideas and customer experience. That's one of the things that we have to be on the top of our list. And
Mr. Perez to be happy to know we are already looking at that with capital we're already looking at the pricing and so you'll be hearing something very soon on that. Thank you.
That's great I feel like to see is a big picture plan. We get these little bits and pieces but it doesn't incorporate it in a big plant. We know we have this you know probably billion dollar endeavor all said and done by time we get the hotel online and beyond the billion but we don't have a big picture of it. We still have we haven't agreed we got because old plan, but then that hasn't been decided on. So we don't really have anything and then we got little bits and pieces of what we'd like to do the front facade. We'd like to electrify I think it needs to somehow come together and with focus, and then everybody knows because otherwise I don't think we're spending time and resources. Well, if we're going somewhere that it's not fair to those that are tasked for doing the work. I mean, we're already paying for work that was not approved. That was done. We clean that up. So I'm trying to prevent that from happening. Again. Paying for work that was never approved.
So how do we get there? How
do we get that? So we don't hear those statements? Well, new board hasn't decided so we're working on the old boards plan. How do we how do we stop our
next subcommittee meeting which majority of us will be at I think that is excellent opportunity to make that decision on how we're going to move forward as a board and how we're going to make that determination as to so we can give clear direction. And I think that you know, again, we've got RFPs out there that are going to make a determination on who we're going to work with so to a certain degree, we are putting the cart before the horse because if if the
if we're not if we
don't know the engineer or the architect that we're going to be working with, and we don't really know how we can
migrate as determined by the staff. They'll have to stand down I have to stop getting in ahead of that. So we can get those folks in and then we can devise a plan but we got to stop the train from going down the track and an expense we don't know is going to be the right costs.
Okay, just to list things is one more introduction. Kyle calles are general manager with Sodexo live has also some special guests today he'd like
to introduce
morning Mr.
Chairman and the rest of the board hope you're having a great chilly morning. But I have the privilege of introducing potatoes to campus. He's our new district manager who was handpicked by our former CEO to head the Chicago district and we are falling under his purview. So he will be my new resource. And I actually had the privilege of working with him in Toronto for the indie and NASCAR races a couple of times when he was in charge of Beanfield. So
I had a great privilege of working in here when he came in supported events and
yeah. So we're gonna he is from Canada, but he has relocated to Chicago area but you will definitely be seeing more of him.
So warm welcome. Wonderful day.
All right, and then finally, just some general updates. In your board book on page 19 is the most up to date list of events. It's showcasing so far. 61% of the projected revenue is contracted and we're at the end of month four now. We still have a ways to go to meet our budget but we are definitely moving strong in that direction. Also in your book on page 21 is a copy of a newsletter we recently sent to our clients who have events this year. And Greg to Sandy, our Director of Sales and development came up with the idea to to make sure that we're informing our clients of all the new things good and and possibly challenging for them. So we talked about our new tables or new equipment that we've raised the price on parking, you know, things like that just so that they're better prepared.
So I read that with great interest. I think it's a very strong addition to the communications program.
Absolutely. And we do plan to send that out more regularly to the clients. It just helps. Absolutely. Thank you. Let's see. We also did earn our LEED Gold recertification. We are excited to strive towards platinum. I know Al VAs quest our Director of Engineering says stop saying that Karen but I'm determined we're going for it. Becky, our AGM just passed her LEED Green Associate Certification she got 193 points at a 200 She's like a brainiac.
We have
all of our new branded uniforms are now in and we do plan to take a team photo in February to showcase our amazing folks and their new duds. And all of you should have received your own new polos and jackets and okay, that's the best looking board member I've ever seen. Oh, we hosted our first annual first responders. Thank you breakfast and Marlon did an amazing job with this. We had over 10 agencies represented over a 101st responders and one thing they were just amazed at is that we were able to get all the federal agencies here as well. So FBI Secret Service, DHS, they were all here as well. So it was just a wonderful team experience. They are excited about doing it every year because again, it helps to build those relationships before anything ever would happen.
Mr. Toro Yeah, I want to apologize. That did fall off my list with my travels and everything but I would love to have a more a greater role next year as you as you graciously offered us to have.
Absolutely we'll definitely invite all of you again in the process of we are in the process of painting and cleaning out all our event based union spaces. They have had these old office areas down in the back of the hall for years and years and years. So finally got them to open the doors and it's like oh my gosh, so they're cleaning them all out. We're painting them and fixing them up. Again, we want to make it a good experience for all of our staff, all of our union partners to make sure that working here is a good experience. So that's happening. We are also working towards redesigning all the graphics for all of our portable food carts. So we have some real consistency and a really elegant look to all of our services. So that's going to be coming up soon. And then finally, we had a major cheer event this past weekend, over 20,000 kids and families each day and the food and beverage numbers were three times higher than they projected. So these people really stayed and they ate and they drank and it was great for us. So more cheer events to come
build up a lot of hotel rooms is absolutely true.
And I think that was it for the updates. Thank you very much.
Director.
So the procurement director, we're down to two finalists, and we're doing reference checks for both of them right now. We should have that information back today. And then Patrick, John and I will regroup and see where we want to go from there. But we had three amazing candidates and we've got it down to two now but very good no matter who we pick. I
think the board will be very happy with their qualifications and skill. We expect that that would be online because a lot of stuff we're doing in design where that person comes on board we'll talk about drinking water I don't
definitely didn't warn right we did they know. So they're all aware of what the job is. So again, buyers
out there. Do you have an idea when this is going to come online?
So we should I would think probably make a selection within this week, perhaps and then two or three weeks. Exactly. Notice, so
we'll probably be looking at the beginning of March.
Yep. That sounds
about right. Great. Sounds good.
Thank you. Well,
thank you. Thank you. So we're
gonna bounce around a little bit on this stuff. So I'm going to move to we're going to consider the consider approve the amended DRCFA minutes from November 11 2022.
Do I have a motion on second, second? Second.
All those in favor?
Hi. Any opposed? I say I also started.
Second, consider approval DRCFA. Meeting Minutes from December of 2022. Do I have a motion? Second. Second. All in favor?
Aye. Any opposed? Motion passes.
Mr. Tyrell, could you come back and introduce the motion to consider approval of the Sodexo live agreements.
Thank you Mr. Chair.
So before you a leadership brief, and this is for Sodexo live to possibly have a COVID extension. Sodexo live formerly known as Centerplate is our exclusive food and beverage provider at Huntington place. They oversee all of our catering concessions since their inception back in May of 2010. They have grossed over $115 million from their first day through October 31 22. What that means for the DRCFA is over $33 million in commission. The deal points in the original Sodexo live agreement were substantial and no longer are seen really inactive food and beverage contracts that we can find. What makes it unique are all the thresholds that they had put in the the agreement so you can go from example is 25% Commission to a 32% commission just depending on the threshold like if you made $10 million. If you made $12 million, that threshold can change. So the current Sodexo live contract ends May 15 of 2023. The contract does note the term may extend for an additional three year period or two or two additional one year periods. And due to COVID Sodexo allied lost that opportunity to really take advantage of their exclusive
status.
So our request is really that the DRCFA board authorized the extension of the term of the current Sodexo live agreement 24 months from May 16 2023 through May 15 of 2025. This would then compensate for the time when the Convention Center did not have regular business. The board has graciously done this for several of our contracts are big contracts like JCI pone, our premier a V contract, and then the contracted option of those additional years would still remain in the contract so the board can always consider that at the end of that two year mark or if they'd like to go out for bid. So that is
the request.
To I have a motion to approve. Second. Discussion, any question?
In this lane move? I just I didn't hear that. Thank you sir. Thank you
just for the minutes i i agree with the because I've been the VPN champion on going out competitively to bid. But I think because of the pandemic and the loss of that direct use business. I've had a direct impact on them and they continue to work diligently through all of them. They've been really a bright shining star and everything they've done with no complaints and the other their work and then the staff and the food is just stellar. And we don't have that our new culinary director and at some point everything has to but I think that they have some time to catch up and continue to do good work. So I just want to stay consistent.
We'll stay near the questions of the board members comments.
I think we should call the roll on this phone
is wildly Yes. Mr. Bucha? Yes, Mr. Molinari. Yes. Miss Lane. Yeah. Mr. preusse. Yes. Thank you.
Thank you. Motion passes. Congratulations to our partners at Sodexo law sorry, Susan. My phone is coming from Baltimore, Washington. I'm thinking Mystara we're going to come back to
the others. Okay, other items.
Got it perhaps.
At this time, I would like to move forward. To present the for our board consideration approval of the agreement, City of Detroit stone group and a DRCFA Regarding the rose development on the west side of the convention center. This has been a long term project we've worked very diligently on so I'm asking for a motion to approve the motion and a second discussion.
Did you have something you wanted to put on
your arm and go I'm happy it's here and it's going where it's going. And it's long overdue, as you stated so excited about the opportunity on it.
Mr. Bruce? No, no further comment. Thank you
Mr. Mr. Cruz. Yes, Miss Wiley. Yes. Mr. Bucha? Yes, Miss Lane. Yes, Mr. Molinari. Yes.
Outstanding. Miss Lane,
I would like to go to you now to you with the report of the Subcommittee on Capital Improvements.
Probably to summarize, John would like to highlight really there was two of the three jobs were just continuation of work that had been detected that had expanded scope, which was the boxes, electrical boxes and the ground. That happens often so that was vetted out well, and it's just an extenuation of continuation of work we've already approved. There was one project that Rick was going to look into it a little bit more, get some information on, and we're gonna have discussion on that after he had a chance to read it was a new project electrical. And we're so happy that we have his experience on here because then we don't have to take the time to read it. The only other thing that I would mention after I turn it over to Rick to get his feeling on it, because the others were continuations, like I said an all price while all done well in the competitive market. I did send out minutes I didn't see it. But we spent a great deal of time at the meeting. Kind of going back to where we started with project cost. We came to finally an end we have a balance of work to complete at $104,000 and I listed all of that, that should end the scope of any work and allow us to go forward and then is my understand there's be some presentation and why I say that is again, it goes towards the core feeling of what was discussed a decade ago to where we're at now. And does that still line up? With our objectives before we continue to spend additional money, maybe stuff we're not even aware of because it took John quite a bit of time and material to kind of bring us back 10 years and bring us forward to where we're at but I think we're at a good place now. We have a number so everybody's in agreement to what has been agreed on what scope of work has to be completed and what that final cost is with no more add ons, no more additions. Any other work beyond that scope would go out then for competitive bid which will be a part of the process when we get the additional teams I don't think I tried to summarize it quickly that kind of
John that. Yes.
Did you want me to go through each resolution or how did you want me to proceed?
Unless anybody wants I know he's crunched for time and if those two that we approve were pretty much extent
I mean, all five came out of the subcommittee and were discussed at the subcommittee to the extent that everybody wanted their input and any questions so if you want me to go through each one I can or
our to the chair,
just a brief summary of each each point, you know, just a minute on everything just in case anyone doesn't have a full understanding of what we're talking
about.
There was five resolutions the first resolution is associated with a transducer fall is part of our programmable logic controller for our cat system. Cat system is associated with our backup generators. That transducer followed actually was done on an emergency procurement basis, and is included as a resolution at the request of Mr. Barrow. This request is for $13,800.89 and our request is to obtain that approval based on the emergency procurement
policy that we have and
the second item is associated with what we refer to as our utility service floor boxes. We have floor boxes and you'll see another resolution shortly for floor ports. The utility boxes have air water and drains. And this request was originally put forth by Mr. Brown back in December of 2021 for a three year project to address all our issues associated with non functioning floor boxes. And so this request is to address specifically with the expansion of the Automate 2023 event to do 74 Hall D nonfunctioning utility floor boxes in a not to exceed amount of $908,128.
The third item
is another one that we addressed with Mr. Brown and the subcommittee at the time back in December of 2021. And this is an ongoing annual repair and maintenance item associated with a concrete removal and replacement on the roof parking. And this request is for approximately 11,600 square feet to replace the existing failed concrete in a number of different areas that are shown in the attachments for a not to exceed budget of $247,660.
Item number four
is the balance of our roof expansion joints and it's taken us six years to get to this point. This is a request for the balance of the expansion joints up on the roof, which totaled 230 lineal feet, along with adjacent structural repairs where we're completely removing the existing deck along with the metal decking to make the structural repairs below. This total request is for $949,700. The final one is regarding the electrical flow reports and again this is associated with automate funny 23 and the need to make functional the 58 electrical flow reports in Hall D and to do an investigation and assessment in the balance of the halls which are about 865 four floors. The total request is $114,317.
Yeah, so
I'm just gonna make a request that we approve the number e I mean all of them I would. I would make a recommendation that we approve all of it, but especially the electrical in these days, you can't do anything without electricity. I mean, there's just if we're looking for a customer experience, you simply can't function without it.
You're comfortable approving
it me Yes.
Excellent. All right. All right. So I'm going to make a motion or No, how do I put this question in motion?
I'm going to be requesting a motion to approve items A B, C, D and E. From the Subcommittee on Capital
Improvements to have a motion. Second.
We have a motion in a second Mystuff.
Mr. Bucha? Yes, Mr. Molinari? Yes. Ms. Wiley. Yes, Ms. Lang. Mr. Cruz. Yes. Thank you.
Thank you. Miss.
Lane. My understanding is there's outstanding items on the Huntington police report regarding items D and F. That you're not comfortable at this point voting on those because the concerns have not been addressed.
Correct. Yeah, I'm still waiting for answers to be able to take a vote on it.
Okay, so we're going to table those and we'll get back with the leadership of the convention center to determine what the you know how we can address those issues.
Before we can bring it to the board. This is the
parking solutions the landscape and Kelly Services Miss Lane had some concerns about potential inconsistencies of the time they were advertised and some other questions that were on
Mr. Chair, because i Mr. Turrell said to me before that, she wants us to speak with one voice. And when I raised these concerns, I believe it's in the same spirit of everybody wanting transparency. And as I explained to her in our conversation, when I asked questions, and look for this, I don't know if she wants me to memorialize this. But it's really just no nonsense questions. Like, we didn't do a policy but that policy is not all inclusive. When we get the new director in. We did a good first step. To what we had, but I'm leaning down with a new procurement director comes for them to expand beyond that, because we did kind of a nice job but it's not all inclusive. There's other opportunities for disadvantaged minority businesses and other ways federal government funding, there's a whole nother scope. Okay, so I never thought that when we did our policy, that was an all end all be all. One of the things we discussed was, and we did put it in there that all bids would be open publicly. That was all without question. We've never done that. We don't go into a room. None of the bids. I see. And it's going back to the old practices, where it does not list anywhere, the date that they're due, and where the places where they're opening up.
If I just might adjust that Miss Lane is so the the procurement policy was not passed until that December meeting. These days bids were already out there. So we didn't have the opportunity to add the opening date. But when we did open them, we did open them with a door wide open we open them with three of the executives in the room. Reading Aloud each of the bids, we did note down every criteria that was met the time the date stamp etc. So what we could do if you would allow as a board is take that information since it kind of fell in the in the cracks from when you you approve the process to actually closing those processes that were already in in motion is we can create just a single form that lists all of those items, the date, you know the RFP name, the date it was released the date it was announced, you know when it was opened all of that kind of information. I can send that back to the board host meeting today at some point and we can use that as a guide moving forward if the whole board would like to do that. Because there was never any intent not to do it. We simply didn't have that policy in place. When these three particular ones were already out there on the street.
Well, I'm looking at this one right here at the scheduled events. This one closed on January 2,
the right but when it opened so but
you can always amend this because it didn't even close so many times request for proposals, you send back out an amendment to a proposal, nothing happens,
certainly. But we also were just getting that information. I hear all that.
I hear on it and I get it. But we've been talking about this a very long time. And it just seems like we kind of fall back to I'm going to always be about transparency and I won't won't do these kinds of things that puts my DNA on practices and makes me a hypocrite. I can't say one thing and then turn around and prove something else. Because I don't believe in this. I don't believe in and when I hear. I asked I was totally out the door was open. That's not how it goes.
No and we understand that but again this kind of fell in those cracks. So we're just asking to be allowed to get through that I
won't leave there because it's not going in the way in the spirit of open public. And again, what I have a problem with is that we talked about and I know Miss Wiley was one of them when I wanted to go out for the training you know, is there other opportunities go out to bid you did go out to bid at her at her request, which is what's in keeping with all of us wanting to have competitive bid. So it goes out and then I get a sheet because we don't have a standard form which I suggested you create one so that you list all the parties not only do you list the parties but what they bid for. We don't have numbers so we have no ideal is it higher or is it lower? You don't give us the information to informatively make a good solid decision. And then when I looked at the the actual bidding the first five get a higher bid rate, but they don't make it down to the bottom three. I don't even know what it means in their contract dollar amounts. I mean, it's just not there's not enough information. And I asked quite a few times and I won't leave the city in here. I'm not a speed reader. So none of that pertains I tried to come prepare and I guess the one thing if I'm at fault is I read all my information and come prepared. So I guess I'm at fault for doing that. But I don't think anything you mean that sarcastically I know it's my fault. Seriously, I've exams I read it all and and I asked questions because I take the time to really read all of this information. So like anything I've ever even when I was on the state legislature, if I wasn't my staff was, you know, making certain I totally understood what I was voting on and could explain why I did it. So it's not something I'm doing just here. It's just practice that I have continuously done
with the next subcommittee meeting, we can leave and discuss this. Yeah, put it on the agenda because I
don't feel like we're we're not going to get our timeline
consistent. You know, if it's two weeks, it's two weeks and it's seven you know it shouldn't be five days, two weeks, four weeks, we should be consistent. And then we also mentioned and again, I don't know if I have to memorialize it. But we all said that when these requests for proposal go out and we would get copies so we can send it to our channels. We all have landscape companies in our areas. We all have you know belay companies. We have, you know, Planning and Economic Development Departments that we can push this stuff through, because a big part of that legislation was we have to become more regional in doing this. And we didn't have that so we wouldn't know I don't go online all the time to see it. So we didn't get a copy when we did our to a&e and and owners rep. I made sure all the board had I tried to stay consistent with what we discussed. Consistency, consistency consistency works well. But I don't think we're there.
I just I would like to at least just go on record. Though that the three contracts we're talking about two are strictly just a wage contract and one is less than $35,000. The one wage contract for the valet company. The one that we are recommending to move forward has has given us an amazing rate. If we don't take up on this opportunity, that rate will increase to the loss of funds right now. We have an opportunity to make over $250,000 for the DRCFA on behalf of the DRCFA going forward if that rate changes that dollar continues to draw up so I just I just wanted on the right and
I appreciate that but I don't I didn't go hostage to time. If we knew this was coming that we needed to do it in a timely manner. We need to plan accordingly. And if you have a vendor that's using that as leverage, because you're still being forced into a situation, using that as leverage when we have policies and procedures we can't can't make exceptions to the rules. If they want to work for us, and they want to be competitive, who knows we'll get a better rate. I mean, there's a lot of La companies that would love to do work out here. So I just don't think they're the only game in town. And I you know how I react when people use that as leverage you know, I always say don't let the door hit you on the way out, especially in this environment. So that's just me, I think we need to have a better format in place consistent. One that we can point to that we're doing everything open and publicly and transparently. Volvo bid numbers should be available to all of us. We should all be seeing what these numbers are. You want us to bid on something. We don't know what the other people even provide it.
They are all in the leadership. I
read. I think we're young, we're at our rotary. I just want to make sure she wanted to make sure we're not in agreement. I don't want to hear when I asked her questions. I can't do that because the board didn't give me direction. So I don't I'm trying to clear some problem. You need to memorialize I don't know how do I help you be you know, get these things implemented so that we're all on the same page.
We definitely have some housekeeping that we're gonna have to determine ourselves so that we can best serve people that work here. Mr. Davenport, love to call you up to talk about the training
Good morning.
Morning. I'm pleased to be here to share the leadership brief for the recommendation of board approval of the octopus proposal to provide a really to continue relaunch our customer service and culture training. As I think many of you may recall, in July 2018, in response to recommendations from members of our customer advisory board, the DMC BB and the DRCFA in our operations team, we really launched a reimagining the customer experience initiative. The first step in this was to engage with consultants and really go down a very intensive process with a lot of customer interviews, a lot of benchmarking processes to assess where we were, and really where we needed to be relative to what our customers were telling us and what the industry was telling us and to put us in the best competitive position possible. It was we really came to the one of the conclusions that we came to was that there was inconsistency amongst the service delivery of the many partners that touch customers during the lifecycle of an event, and that we had an opportunity to provide more consistency and more collaboration amongst those partners. And we also saw a lot a lot of silos within many of those partners. They weren't always communicating as well not mal intent, but just not communicating as well or effectively as they might have. So as a part of that, the recommendation was made that the destination we really benefit from a comprehensive and integrated customer service training program that engage many of these partners. A search was then undertaken to identify customer service training firm to assist us in that endeavor. An RFP was put out we had four proposals, and octopus was chosen to watch that work. This work was begun in May of 2019 and continued through January of 2020. At that point the panel before their next scheduled visit, the pandemic hit us and that work was paused approximately 335 staff members engaged in that work during that period from our partners in the organization and from the DMC BB as business continues to I guess, return to normal I don't know someone says I said something about the normal the other day and they were like well, we're never going to be back to normal but the new normal whatever that is, as we are back to that new normal and our staff across both across both the DRCFA the hunting and place ops team and our partners are all coming back. We're really ready to relaunch this work at the direction of the board. Several months ago, an RFP was issued so you can professionals to provide this customer service and culture training. And an RFP was released with intention to begin this work in February of 2022. Going through really sometime early in, I mean 2023 And going through 2024 winter of 2024. The whole goal of this is really to ensure that we are the best convention destination in the world. And it's going to be building on the value propositions and those are in your leadership brief. I won't go through them but who we are, what we believe and how we succeed. And those were really powerful statements that were developed. And we obviously have a lot of individuals that were not even a part they've been hired since that including some of our leadership team, since we did some of that initial training and also three years is a long time. So we will be doing refresh and making sure everybody gets back on that same page. So on October 1 2022, the RFP was issued and we had five respondents, CCS learning out of California Freeman group, this is not a part of the premium group that we're familiar with with some of our other work out of Louisiana, octopus out of Canada SP Grace out of Detroit and united training out of New Braunfels, Texas. A committee of four was put together myself, Mr. Toro, Mr. Barrow and Miss Miss Miss Bixby. We reviewed the proposals came up with three finalists, we did interviews they were all actually via zoom but in for in person zoom interviews with these groups had a scoring criteria, which you were provided with and at the conclusion of the process. The review committee is recommending to the board that we approve the selection of octopus to undertake relaunch this work our customer service training initiative for not to exceed authority cost of 154925, which includes estimated travel costs of $28,950.
Any questions?
Yes, smiling. No, no questions,
but we've had conversations about this before and I think you ended up in a good place, um, from from the first conversation we had, so I'm comfortable
moving forward. Thank you.
I'm still in the same place. We don't have the format. You know, if you're in the same place, I mean, I don't patient speak English. Try Talion actually try German. I'm not sure what I'm not communicating with. We will not I'm not ready. No. It's the same thing where you started with five companies that did your list know what they did for? You ended up narrowing it to three, Jen on her stand because the first companies you ranked higher when they came in, but you didn't include them in the bottom three. I don't know when you
when you do the weightings. I think the it works out that we do choose the ones that were weighted, the highest I can also provide you in that there's a big spreadsheet, Miss Lane that goes with that. And we just gave you the summary sheet. We'd be happy to provide you with that additional detail
Anna? Oh, absolutely. I mean, this doesn't make sense. I'm looking at the way you categorize CCS learning. It had a very average 4.75 with a ranking of five and yet you want to take a company that's got an average of 1.25 with a ranking of one. I mean,
it's one to five one is the highest once a high once the high ones, the highest ones.
Okay, that would be nice to have that ranking. And I'm here because I mean I
So when was our lone star? Yeah, what was our choice? And five was our was our least or number five choice. I can provide you and they are in this spreadsheet. There's there's a couple of pages in the spreadsheet. One has all the prices on it. CCS was 179 700. They were the most expensive. Octopus was one final.
I get it Becky, I know you do. Good. Okay, but I'm February and December 3 2020. I said Patrick the list, and again, I'm not I'm tired of being ghosted. If you want my information you need to I wrote very specific I see in 2019 there was a contract for 110 for active purchase agreement, whereas 25% was completed then on February 5, the board approved signed on January 16 2020. The perks extension what happened to part one, part two, the original contract and other was suspension during work COVID shutdown. What is the 100k for Trini requested in this budget. I mean those are questions that we have and still there and then not get an answer. Well,
I'm not prepared either.
So let me just address I probably can't address all your concerns, but
then I guess I did send my emails to you so that you could answer them or but not doing anything in my mind. Ghosting me you know, I'm only asked him for is that to be disrespected? And don't expect from me to come here and your timeline. You know, I spend time reading, asking questions telogen questions, put it in email spend my time to send an email to get no response. So
let's just move on and I'm going
I'll wait to get the information.
Appreciate it.
So you're not prepared to vote on this item. misleading? No,
I'm still waiting for information. And I got emails here. What is the reason? Could somebody give me a legitimate reason why my questions need to be ignored. Are they going to spam or you just don't want to respect is that no our ESP CT?
I don't know.
Do I need everybody to agree we can't have a quorum but and I could blow up everybody's emails but out of respect for everybody. I and whatever I asked I have no problem you sharing it, but every time I if you had to receive the emails you guys would be like Marilyn stop blowing up my emails, but that's what it takes. And I brought a complete folder with me here of all the emails, how many attempts, months of attempts with no response and I brought up,
Mr. Chairman, the chair. So is it possible to get some answers to the questions and then we can maybe revisit the this contract or can we table this until the next meeting? What is your recommendation?
I'm not gonna go through the exercise of calling for a vote knowing that mysoline is not there. It's just not
sorry, I'm not gonna please everybody understand?
Do we understand exactly what it is that you're requesting? So that way next time, we know we have it all?
Does anybody not want it? So what I'm asking is that when we get the sheet, which doesn't even tell us the scale, I thought I was high you know? I didn't know one was low. I mean, so it doesn't even explain and we're supposed to understand it as we find it now, but I did put that in there. And then originally sp sp grace is from Detroit. These other ones are all out of state la Texas, Canada. I would like to least know as SP grace, even in the running was there. I don't even I can't even
I can I mean I can address some of that. I mean, we were really impressed with SP grace. They should be able
to have the information that we have bustles weekend.
A concise one she
or whatever detail on each one or some sort of Yeah,
if I would have saw SP Grace was like three times greater in value, you would almost go out they were really high. So if they said to this wildly while we didn't get consent when you so when
you find out everybody that where they came in a way we chose
because it's interesting that unless there's like one company in Michigan, we had all these interests in Texas, la California, everywhere outside the state yet. We don't see this information. Where did it get posted? I mean, that should be a red flag right there. Why does everybody outside of Michigan seem to know about it, but nobody in Michigan knows about it and the one company that didn't know about it? Why were they not qualified?
Let's just figure out what we need to do moving forward who's going to be in charge of this and into the we do a suggested checklist or at least so everybody knows exactly what needs to be included? For us to have all the information we need.
It's a standard way
request for proposals happen everywhere. But yeah, I mean, this is the information I'm requesting to do. This is no different than any other organization does. I think the problem has been in the past very customed to our former chair, made decisions and everybody just went along with that. And that was a plan that worked well for them. They didn't and I'm not saying it's good, bad or indifferent. But I've never been a follower. I'm just asking for consistency, however we get there.
Well, perhaps a meeting with Miss Lane and yourself. And Mr. Charo
probably just read my emails and answer them and make a date all the way back to December of last year. Starting answering the emails and we can go from there. But ignoring them and me spending more time because they don't want to accept my emails or respond. Just ignore on those me doesn't mean that I want to spend more time go back and gather all my emails. I got a copy of them.
I was just wondering if we could put it in in and not to give you any more more work but if like, we would kind of go through and just have any of the questions related that have already been sent related to the this contract and just have answers sure to them and just submit it back in memo form when we have our next meeting, and in preparation for our next meeting and the board packet so you can review and then the anticipation Do you feel like based if you answer those questions, are there any additional that you'd want to add or
do you feel like no I just have them down in there, consistent and they apply to all of them. When our contract braces
which which is which does go to like I think, again, when we get our procurement director super happy to hear that you're you're closing in on that decision. It would be great for us to kind of after he does like he or she does a 90 day look at like what we should be doing comes in and does a presentation on like, Okay, here's how we score. One means this five means that something like that, and then we can go from there. But maybe it was just done in the memo and you just get this done. I mean, so do you think you're I feel like this based on all you've spent a lot of time on this conversation. I think octopus totally makes sense that to me. When you started with this company that you felt really you got good results, but you haven't finished the whole program. That to me even even when you do have other companies that you're going to consider that is something that seems to make sense to me. But at the same time those questions we got to answer those because that's really important because I think this lane has this like ability to kind of laser focus and look at things that oftentimes I don't always even pick up on and I value that so let's let's come up with the memo painted make sense? I think as long as you're comfortable that
yeah, I just I don't think these questions I'm asking are very difficult. It would take very little time if they just would respond or told me check with Becky I don't know where to go, but I'm done. I'm done chasing the answers. I'm done. Okay, we'll get those questions and just know what we're doing any request. I bet she's going to ask for the list. But that's going to be open ended by now you I think I can almost anticipate what the thing would come and so I shouldn't even ask the question. And I know we don't have anybody but you know, we find what was amazing to me is that all of a sudden landscaping so important, you gotta have this landscape. We got to have belay and but yet we have so many contracts that have been out there. We're still have a expired contract for our public relations. You know that that's included in the budget. I brought it all the time. So ignore that,
but definitely should do landscaping. Okay.
When is Monday you can miss. Thank you. Thank you very much. We have any unfinished business school over?
Budget? Yep. Any new business?
We have any public comments Miss powers. That being said, at this point, I would like to consider a motion to move to executive session to discuss attorney client privilege information.
Do I have a motion? Second.
All in favor, aye. do a roll call.
Miss Lane? Yes. Mr. Cruz. Yes, Mr. Bucha. Yes, Mr. Molinari? Yes. Miss Wylie. Yes.
I don't know when I'm supposed to vote when you are. Yes, brilliant. All right. Thank you, everybody. We're gonna know
a moment I wanted to apologize for recording stuff. This morning. There's for some reason it was it dropped off my calendar. So I'm believing that and I'm one of these people where like, I live and die. By my
