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PSA between the CMB and Accenture LLP Economic Development Consulting Services Pursuant to RFQ-2024-005-N
I ppWllpn EnYebp[ i0' rW�1iI.PZCIiIOn-0CB}-IS(.BP85FCEF1 20 24-33302 Comract No.]4-005-08 PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF MIAMI BEACH AND ACCENTURELLP FOR ECONOMIC DEVELOPMENT CONSULTING SERVICES PURSUANT TO RFQ•2024405-ND This Professional Services Agreement (`Agreenri is entered hdo this ("Effective Date'), between the CITY OF MIAMI BEACH, FLORIDA, a municipal corporation organized and existing under the laws of the State of Florida, having its principal offices at 1700 Convention Center Drive, Miami Beach, Florida, 33139 (the'CW), and ACCENTURE LLP, a Florida Limited Liability Partnership, whose address is 5201 Blue Lagoon Dr. Suite 250, Miami, Florida 33126 ('Consultant'), SECTION 1 DEFINITIONS Agreement. This Agreement between the City and Consultant, Including any exhibits and amendments thereto. City Manager: The Chief administrative officer of the City. City Manager's Designee; The City staff member who isdesignated by the City Manager to administer this Agreement on behalf of the City. The City Manager's designee shall be the Economic Development Department Director, Consultant. For the purposes of this Agreement, Consultant shall be deemed to be an independent contractor, and not an agent or employee of the City. Services. All services, work and actions by the Consultant performed or undertaken pursuant to the Agreement. Fee: Amount paid to the Consultant as compensa0on for Services. PrOposal Documents. Proposal Documents shall mean City of Miami Beach RFD, No. 2024.005. NO for Economic Developmerrt Consulting Services, together with all amendments thereto, issued by the City in contemplation of this Agreement, the RFO, and the Consultant's proposal In respon49 thereto ('Proposal'), all of which are hereby incorporated and made a part hereof; provided, however, that in the event of an express conflict between the Proposal Documents and this Agreement, the following order of precedent shall prevall_ this Agreement; the RFQ: and the Proposal. Oaatsi nEnwlopale:rD086061-A2C7430D-8CB2-15C6A65FGEF1 Contract No. 24-005-08 Risk Manager: The Risk Manager of the City, with offices at 1700 Convention Center Drive, Third Floor, Miami Beach, Florida 33139; telephone number (305) 673-7000, Ext. 26724; and fax number (305) 673-7529. SECTION 2 SCOPE OF SERVICES 2.1 In consideration of the Fee to be paid to Consultant by the City. Consultant shall provide the work and services described in Exhibit "A' hereto (the 'Services"). Although Consultant may be provided with a schedule of the available hours to provide its Services, the City shall not control nor have the right to control the hours of the Services performed by the Consultant; where the Services are performed (although the City will provide Consultant with the appropriate location to perform the Services); when the Services are performed, including how many days a week the Services are performed; how the Services are performed, or any other aspect of the actual manner and means of accomplishing the Services provided. Notwithstanding the foregoing, all Services provided by the Consultant shall be performed in accordance with the terms and conditions set forth in Exhibit "A" and to the reasonable satisfaction of the City Manager. If there are any questions regarding the Services to be performed, Consultant should contact the following person: Economic Development Department City of Miami Beach Rickelle Williams, Director 1755 Meridian Avenue, Suite #200 Miami Beach, FL 33139 Ph: 305-673-7572 2.2 Consultant's Services, and any deliverables incident thereto, shall be completed in accordance with the timeline and/or schedule in Exhibit "B" hereto. 2.3 Consultant shall only commence any services, or portions thereof, upon issuance of a Consultant Service Order ("CSO'). In selecting the Consultant with whom to execute a CSO, the city may select the prequalifled Consultant it deems most qualified for the project or seek proposals from one (1) or more qualified Consultants. SECTION 3 TERM The term of this Agreement ("Term") shall commence upon execution of this Agreement by all parties hereto (the Effective Date set forth on p. 1 hereof), and shall have an initial term of three (3) years, with one (1) two-year renewal option, to be exercised at the City Manager's sole option and discretion, by providing Consultant with written notice of same no less than thirty (30) days prior to the expiration of the initial term. Notwithstanding the Tenn provided herein, Consultant shall adhere to any specific timelines, schedules, dates, and/or performance milestones for completion and delivery of the Services, as ,bocualpn Envelope p._1l?a5W1-A2C1430DdCB2.15C5A55FCEF1 Cm m t No. 24-005-08 same is/are set forth in the timeline and/or schedule referenced in the CSO attached hereto as Exhibit "B." SECTION 4 FEE 4.1 In consideration of the Services to be provided, Consultant shall be compensated through individual CSOs (Exhibit 'B") issued for a particular future project in accordance with the established hourly rates (Exhibit'C"). Each future project will be awarded by a CSO, including a negotiated scope of services and cost (by deliverable). 4.2 The Services will be commenced by the Consultant upon receipt of a written CSO signed by the City Manager's designee. Consultant shall countersign the CSO upon receipt and return the signed copy to the City. CSOs shall be executed in accordance with Contract Approval Authority Procedure 03.02 or as amended. Any CSO not executed in accordance herewith shall be null and void. Any CSO exceeding $100k will require Commission Approval. 4.3 Additional services not included in Exhibit "A" shall be considered ancillary. The City Manager's designee and Consultant will negotiate such fee and will be approved in accordance with Contract Approval Procedure 03.02 or as amended. 4.4 Reimbursable expenses are NOT an allowance set aside by the City and shall be included in all bid pricing. 4.5 INVOICING Upon receipt of an acceptable and approved invoice, payment(s) shall be made within forty-five (45) days for that portion (or those portions) of the Services satisfactorily rendered (and referenced in the particular invoice). Invoices shall include a detailed description of the Services (or portions thereof) provided, and shall be submitted to the City at the following address: Accounts Payable: Pavablesamiamibeach0.cov SECTION 5 TERMINATION 5.1 If the Consultant shall fail to fulfill in a timely manner, or otherwise violates, any of the covenants, agreements, or stipulations material to this Agreement, the City, through its City Manager, shall thereupon have the right to terminate this Agreement for cause. Prior to exercising its option to terminate for cause, the City shall notify the Consultant of its violation of the particular tenn(s) of this Agreement, and shall grant Consultant ten (10) days to cure such default. If such default remains uncured after ten (10) days, the City may terminate this Agreement without further notice D=1PP Envelope in7D086061-A C7430D-8Ca2-15C6A65FCEF1 Contract No. 24-005-08 to Consultant. Upon termination, the City shall be fully discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. Notwithstanding the above, the Consultant shall not be relieved of liability to the City for damages sustained by the City by any breach of the Agreement by the Consultant. The City, at its sole option and discretion, shall be entitled to bring any and all legal/equitable actions that it deems to be in its best interest in order to enforce the City's rights and remedies against Consultant. The City shall be entitled to recover all costs of such actions, including reasonable attorneys' fees. 5.2 TERMINATION FOR CONVENIENCE OF THE CITY THE CITY MAY ALSO, THROUGH ITS CITY MANAGER, AND FOR ITS CONVENIENCE AND WITHOUT CAUSE, TERMINATE THE AGREEMENT AT ANY TIME DURING THE TERM BY GIVING WRITTEN NOTICE TO CONSULTANT OF SUCH TERMINATION; WHICH SHALL BECOME EFFECTIVE WITHIN THIRTY (30) DAYS FOLLOWING RECEIPT BY THE CONSULTANT OF SUCH NOTICE. ADDITIONALLY, IN THE EVENT OF A PUBLIC HEALTH, WELFARE OR SAFETY CONCERN, AS DETERMINED BY THE CITY MANAGER, IN THE CITY MANAGER'S SOLE DISCRETION, THE CITY MANAGER, PURSUANT TO A VERBAL OR WRITTEN NOTIFICATION TO CONSULTANT, MAY IMMEDIATELY SUSPEND THE SERVICES UNDER THIS AGREEMENT FOR A TIME CERTAIN, OR IN THE ALTERNATIVE, TERMINATE THIS AGREEMENT ON A GIVEN DATE. IF THE AGREEMENT IS TERMINATED FOR CONVENIENCE BY THE CITY, CONSULTANT SHALL BE PAID FOR ANY SERVICES SATISFACTORILY PERFORMED UP TO THE DATE OF TERMINATION; FOLLOWING WHICH THE CITY SHALL BE DISCHARGED FROM ANYAND ALL LIABILITIES, DUTIES, AND TERMS ARISING OUT OF, OR BY VIRTUE OF, THIS AGREEMENT. 5.3 TERMINATION FOR INSOLVENCY The City also reserves the right to terminate the Agreement in the event the Consultant is placed either in voluntary or involuntary bankruptcy or makes an assignment for the benefit of creditors. In such event, the right and obligations for the parties shall be the same as provided for in Section 5.2. SECTION 6 INDEMNIFICATION AND INSURANCE REQUIREMENTS 6.1 INDEMNIFICATION Consultant agrees to indemnify, defend and hold harmless the City of Miami Beach and its officers, employees, agents, and contractors, from and against any and all actions (whether at law or in equity), claims, liabilities, losses, and expenses, including, but not limited to, attorneys' fees and costs, for personal, economic or bodily injury, wrongful death, loss of or damage to property, which may arise or be alleged to have arisen from the negligent acts, errors, omissions or other wrongful conduct of the Consultant, its officers, employees, agents, contractors, or any other person or entity acting under Consultant's control or supervision, in connection with, related to, or as a result of the Consultant's performance of the Services pursuant to this Agreement. To that extent, the Consultant shall pay all such claims and losses and shall pay all such costs and ,Docusiign Envelope ID' 7D066061-A C]4WD_BCB2-15C6A65FCEF1 CoaKan No. 24-005-05 judgments which may issue from any lawsuit arising from such claims and losses, and shall pay all costs and attorneys' fees expended by the City in the defense of such claims and losses, including appeals. The Consultant expressly understands and agrees that any insurance protection required by this Agreement or otherwise provided by the Consultant shall in no way limit the Consultant's responsibility to indemnify, keep and save harmless and defend the City or its officers, employees, agents and instrumentalities as herein provided. The parties agree that one percent (1%) of the total compensation to Consultant for performance of the Services under this Agreement is the specific consideration from the City to the Consultant for the Consultant's indemnity agreement. The provisions of this Section 6.1 and of this indemnification shall survive termination or expiration of this Agreement. 62 INSURANCE REQUIREMENTS 6.3 The Consultant shall maintain the below required insurance in effect prior to awarding the agreement and for the duration of the agreement. The maintenance of proper insurance coverage is a material element of the agreement and failure to maintain or renew coverage may be treated as a material breach of the contract, which could result in withholding of payments or termination of the Agreement. A. Workers' Compensation Insurance for all employees of the Contractor as required by Florida Statute Chapter 440 and Employer Liability Insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease. Should the Contractor be exempt from this Statute, the Contractor and each employee shall hold the City harmless from any injury incurred during performance of the Contract. The exempt contractor shall also submit (i) a written statement detailing the number of employees and that they are not required to carry Workers' Compensation insurance and do not anticipate hiring any additional employees during the term of this contract or (ii) a copy of a Certificate of Exemption. B. Commercial General Liability Insurance on an occurrence basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000.000 per occurrence, and $2,000,000 general aggregate. C. Automobile Liability Insurance covering any automobile, if vendor has no owned automobiles, then coverage for hired and non -owned automobiles, with limit no less than $1,000,000 combined per accident for bodily injury and property damage. D. Professional Liability (Errors & Omissions) Insurance appropriate to the Consultant's profession, with limit no less than $1,000,000. 6.4 Additional Insured — City of Miami Beach must be included by endorsement as an additional insured with respect to all liability policies (except Professional Liability and Workers' Compensation) arising out of work or operations performed on behalf of the Consultant including materials, parts, or equipment furnished In connection with such work or operations and automobiles owned, leased, hired or borrowed in the form of an endorsement to the Consultant's insurance. Doc ,. Envelope ID: 7D086061-MC7430D- CB2-15C6M5FCEF1 Lvwa.yn -........... vovn..��. Convect No. 24-005-08 6.5 Notice of Cancellation — Each insurance policy required above shall provide that coverage shall not be cancelled, except with notice to the City of Miami Beach cto EXIGIS Insurance Compliance Services. 6.6 Waiver of Subrogation — Consultant agrees to obtain any endorsement that may be necessary to affect the waiver of subrogation on the coverages required. However, this provision applies regardless of whether the City has received a waiver of subrogation endorsement from the insurer. 6.7 Acceptability of Insurers — Insurance must be placed with insurers with a current A.M. Best rating of A:VII or higher. If not rated, exceptions may be made for members of the Florida Insurance Funds (i.e. FWCIGA, FAJUA). Cartier may also be considered if they are licensed and authorized to do insurance business in the State of Florida. 6.8 Verification of Coverage — Consultant shall furnish the City with original certificates and amendatory endorsements, or copies of the applicable insurance language, effecting coverage required by this contract. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant's obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time. CERTIFICATE HOLDER ON ALL COI MUST READ: CITY OF MIAMI BEACH do EXIGIS Insurance Compliance Services P.O. Box 947 Murrieta, CA 92564 Kindly submit all certificates of insurance, endorsements, exemption letters to our servicing agent, EXIGIS, at: Certificates-miamibeach(d,dskworks. com 6.9 Special Risks or Circumstances —The City of Miami Beach reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. Compliance with the foregoing requirements shall not relieve the vendor of his liability and obligation under this section or under any other section of this agreement. SECTION 7 LITIGATION JURISDICTIONNENUEIJURY TRIAL WAIVER This Agreement shall be construed in accordance with the laws of the State of Florida. This Agreement shall be enforceable in Miami -Dade County, Florida, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for the enforcement of same shall lie in Miami -Dade County, Florida. By entering into this Agreement, Consultant and the City expressly waive any rights either party may have to a trial by jury of any civil litigation related to or arising out of this Agreement. Docusign Emebpe ID: 70066061-A C74WD-6CB2-16 65FCEF1 Contrwt No. 21-005-03 SECTION 8 LIMITATION OF CITY'S LIABILITY The City desires to enter into this Agreement only if in so doing the City can place a limit on the City's liability for any cause of action, for money damages due to an alleged breach by the City of this Agreement, so that its liability for any such breach never exceeds the sum of $10,000. Consultant hereby expresses its willingness to enter into this Agreement with Consultants recovery from the City for any damage action for breach of contract to be limited to a maximum amount of $10.000. Accordingly, and notwithstanding any other term or condition of this Agreement, Consultant hereby agrees that the City shall not be liable to the Consultant for damages in an amount in excess of $10,000 for any action or claim for breach of contract arising out of the performance or non-performance of any obligations imposed upon the City by this Agreement. Nothing contained in this section or elsewhere in this Agreement is in any way intended to be a waiver of the limitation placed upon the Citys liability, as set forth in Section 768.28, Florida Statutes. SECTION 9 DUTY OF CARE/COMPLIANCE WITH APPLICABLE LAWSIPATENT RIGHTS: COPYRIGHT: AND CONFIDENTIAL FINDINGS 9.1 DUTY OF CARE With respect to the performance of the Services contemplated herein, Consultant shall exercise that degree of skill, care, efficiency and diligence normally exercised by reasonable persons and/or recognized professionals with respect to the performance of comparable work and/or services. 9.2 COMPLIANCE WITH APPLICABLE LAWS In its performance of the Services, Consultant shall comply with all applicable laws, ordinances, and regulations of the City, Miami -Dade County, the State of Florida, and the federal government, as applicable. 9.3 PATENT RIGHTS: COPYRIGHT: CONFIDENTIAL FINDINGS Any work product arising out of this Agreement, as well as all information specifications, processes, data and findings, are intended to be the property of the City and shall not otherwise be made public and/or disseminated by Consultant, without the prior written consent of the City Manager, excepting any Information, records etc. which are required to be disclosed pursuant to Court Order andlor Florida Public Records Law. All reports, documents, articles, devices, and/or work produced in whole or in part under this Agreement are intended to be the sole and exclusive property of the City, and shall not be subject to any application for copyright or patent by or on behalf of the Consultant or its employees or sub -consultants, without the prior written consent of the City Manager. Dmusgn Eme" ID: 7D086061-A C74300-BCB2-15C6A65FCEF1 Coetmt No. 24-005-08 SECTION 10 GENERAL PROVISIONS 10.1 AUDIT AND INSPECTIONS Upon reasonable verbal or written notice to Consultant, and at any time during normal business hours (i.e. 9AM — 5PM, Monday through Fridays, excluding nationally recognized holidays), and as often as the City Manager may, in his/her reasonable discretion and judgment, deem necessary, there shall be made available to the City Manager, and/or such representatives as the City Manager may deem to act on the City's behalf, to audit, examine, and/ or inspect, any and all other documents and/or records relating to all matters covered by this Agreement. Consultant shall maintain any and all such records at its place of business at the address set forth in the "Notices" section of this Agreement. 102 INSPECTOR GENERAL AUDIT RIGHTS (A) Pursuant to Section 2-256 of the Code of the City of Miami Beach, the City has established the Office of the Inspector General which may, on a random basis, perform reviews, audits, inspections and investigations on all City contracts, throughout the duration of said contracts. This random audit is separate and distinct from any other audit performed by or on behalf of the City. (B) The Office of the Inspector General is authorized to investigate City affairs and empowered to review past, present and proposed City programs, accounts, records, contracts and transactions. In addition, the Inspector General has the power to subpoena witnesses, administer oaths, require the production of witnesses and monitor City projects and programs. Monitoring of an existing City pmject or program may include a report concerning whether the project is on time, within budget and in conformance with the contract documents and applicable law. The Inspector General shall have the power to audit, investigate, monitor, oversee, inspect and review operations, activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant, its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. Pursuant to Section 2-378 of the City Code, the City is allocating a percentage of its overall annual contract expenditures to fund the activities and operations of the Office of Inspector General. (C) Upon ten (10) days written notice to the Consultant, the Consultant shall make all requested records and documents available to the Inspector General for inspection and copying. The Inspector General is empowered to retain the services of independent private sector auditors to audit, investigate, monitor, oversee, inspect and review operations activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. Oowsgn Emalopa 10: ID066061-A2G]-03W-6CB2-15CW5FCEF1 Contract No. 24-005-08 (D) The Inspector General shall have the right to inspect and copy all documents and records in the Consultant's possession, custody or control which in the Inspector General's sole judgment, pertain to performance of the contract, including, but not limited to original estimate files, change order estimate files, worksheets, proposals and agreements from and with successful subcontractors and suppliers, all project -related correspondence, memoranda, instructions, financial documents, construction documents, (bid/proposal) and contract documents, back -change documents, all documents and records which involve cash, trade or volume discounts, insurance proceeds, rebates, or dividends received, payroll and personnel records and supporting documentation for the aforesaid documents and records. (E) The Consultant shall make available at its office at all reasonable times the records, materials, and other evidence regarding the acquisition (bid preparation) and performance of this Agreement, for examination, audit, or reproduction, until three (3) years after final payment under this Agreement or for any longer period required by statute or by other clauses of this Agreement. In addition: i. If this Agreement is completely or partially terminated, the Consultant shall make available records relating to the work terminated until three (3) years after any resulting final termination settlement; and ii. The Consultant shall make available records relating to appeals or to litigation or the settlement of claims arising under or relating to this Agreement until such appeals, litigation, or claims are finally resolved. (F) The provisions in this section shall apply to the Consultant, its officers, agents, employees, subcontractors and suppliers. The Consultant shall incorporate the provisions in this section in all subcontracts and all other agreements executed by the Consultant in connection with the performance of this Agreement. (G) Nothing in this section shall impair any independent right to the City to conduct audits or investigative activities. The provisions of this section are neither intended nor shall they be construed to impose any liability on the City by the Consultant or third parties. 10.3 ASSIGNMENT, TRANSFER OR SUBCONSULTING Consultant shall not subcontract, assign, or transfer all or any portion of any work and/or service under this Agreement without the prior written consent of the City Manager, which consent, If given at all, shall be in the Manager's sole judgment and discretion. Neither this Agreement, nor any term or provision hereof, or right hereunder, shall be assignable unless as approved pursuant to this section, and any attempt to make such assignment (unless approved) shall be void. nocusign Envelope ID:7M(n1- 7430"CB2-15CWWCEF1 Conoscr No. 24-005.08 10.4 PUBLIC ENTITY CRIMES Prior to commencement of the Services, the Consultant shall file a State of Florida Form PUR 7068, Sworn Statement under Section 287.133(3xa) Florida Statute on Public Entity Crimes with the City's Procurement Division. 10.5 NO DISCRIMINATION In connection with the performance of the Services, the Consultant shall not exclude from participation in, deny the benefits of, or subject to discrimination anyone on the grounds of race, color, national origin, sex, age, disability, religion, income or family status. Additionally, Consultant shall comply fully with the City of Miami Beach Human Rights Ordinance, codified in Chapter 62 of the City Code, as may be amended from time to time, prohibiting discrimination in employment, housing, public accommodations, and public services on account of actual or perceived race, color, national origin, religion, sex, intersexuality, gender identity, sexual orientation, marital and familial status, age, disability, ancestry, height, weight, domestic partner status, labor organization membership, familial situation, or political affiliation. 10.6 CONFLICT OF INTEREST Consultant herein agrees to adhere to and be governed by all applicable Miami -Dade County Conflict of Interest Ordinances and Ethics provisions, as set forth in the Miami -Dade County Code, as may be amended from time to time; and by the City of Miami Beach Charter and Code, as may be amended from time to time; both of which are incorporated by reference as if fully set forth herein. Consultant covenants that it presently has no interest and shall not acquire any interest, directly or indirectly, which could conflict in any manner or degree with the performance of the Services. Consultant further covenants that in the performance of this Agreement, Consultant shall not employ any person having any such interest. No member of or delegate to the Congress of the United States shall be admitted to any share or part of this Agreement or to any benefits arising therefrom. 10.7 CONSULTANT'S COMPLIANCE WITH FLORIDA PUBLIC RECORDS LAW (A) Consultant shall comply with Florida Public Records law under Chapter 119, Florida Statutes, as may be amended from time to time. (B) The term "public records" shall have the meaning set forth in Section 119.011(12), which means all documents, papers, letters, maps, books, tapes, photographs, films, sound recordings, data processing software, or other material, regardless of the physical form, characteristics, or means of transmission, made or received pursuant to law or ordinance or in connection with the transaction of official business of the City. (C) Pursuant to Section 119.0701 of the Florida Statutes, if the Consultant meets the definition of 'Contractor' as defined in Section 119.0701(1 xa), the Consultant shall: (1) Keep and maintain public records required by the City to perform the service; (2) Upon request from the City's custodian of public records, provide the City with a copy of the requested records or allow the records to be inspected or copied within 10 ,Docusign Envelope ID: 7D086061-A C7430D_BCB2-15C6M5FCEF1 Contract No. 24-005-08 a reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes or as otherwise provided by law; (3) Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed, except as authorized by law, for the duration of the contract tens and following completion of the Agreement if the Consultant does not transfer the records to the City; (4) Upon completion of the Agreement, transfer, at no cost to the City, all public records in possession of the Consultant or keep and maintain public records required by the City to perform the service. If the Consultant transfers all public records to the City upon completion of the Agreement, the Consultant shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Consultant keeps and maintains public records upon completion of the Agreement, the Consultant shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the City, upon request from the City's custodian of public records, in a format that is compatible with the information technology systems of the City. (D) REQUEST FOR RECORDS; NONCOMPLIANCE. (1) A request to inspect or copy public records relating to the City's contract for services must be made directly to the City. If the City does not possess the requested records, the City shall immediately notify the Consultant of the request, and the Consultant must provide the records to the City or allow the records to be inspected or copied within a reasonable time. (2) Consultant's failure to comply with the City's request for records shall constitute a breach of this Agreement, and the City, at its sole discretion, may: (1) unilaterally terminate the Agreement; (2) avail itself of the remedies set forth under the Agreement; and/or (3) avail itself of any available remedies at law or in equity. (3) A Consultant who fails to provide the public records to the City within a reasonable time may be subject to penalties under s. 119.10. (E) CIVIL ACTION. (1) If a civil action is filed against a Consultant to compel production of public records relating to the City's contract for services, the court shall assess and award against the Consultant the reasonable costs of enforcement, including reasonable attomeys' fees, if. a. The court determines that the Consultant unlawfully refused to comply with the public records request within a reasonable time; and b. At least 8 business days before filing the action, the plaintiff provided written notice of the public records request, including a statement that the Consultant has not complied with the request, to the City and to the Consultant. (2) A notice complies with subparagraph (1)(b) if it is sent to the City's custodian of public records and to the Consultant at the Consultant's address listed on its contract with the City or to the Consultant's registered agent. Such notices must be sent by common carrier delivery service or by registered, Global Express Guaranteed, or certified mail, with postage or shipping paid by the sender and with evidence of delivery, which may be in an electronic format. (3) A Consultant who complies with a public records request within 8 business days after the notice is sent is not liable for the reasonable costs of enforcement. 11 Docusign Envelope ID: 7D086061-A C7430D-8CB2-15CW5FCEF1 w............e,.,� ...,..,....�_._w... _... _...-..... Contract No. 24-005-08 (F) IF THE CONSULTANT HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONSULTANT'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS AGREEMENT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: CITY OF MIAMI BEACH ATTENTION: RAFAEL E. GRANADO, CITY CLERK 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139 E-MAIL: RAFAELGRANADOC&MIAMIBEACHFL.GOV PHONE: 305-673-7411 10.8 FORCE MAJEURE (A) A "Force Majeure' event Is an event that (t) in fad causes a delay in the performance of the Consultant or the City's obligations under the Agreement, and (it) is beyond the reasonable control of such party unable to perform the obligation, and (!it) is not due to an intentional ad, error, omission, or negligence of such party, and (iv) could not have reasonably been foreseen and prepared for by such party at any time prior to the occurrence of the event. Subject to the foregoing criteria, Force Majeure may include events such as war, civil insurrection,riot, fires, epidemics, pandemics, terrorism, sabotage, explosions, embargo restrictions, quarantine restrictions, transportation accidents, strikes, strong hurricanes or tornadoes, earthquakes, or other acts of God which prevent performance. Force Majeure shall not include technological impossibility, inclement weather, or failure to secure any of the required permits pursuant to the Agreement. (B) If the City or Consultant's performance of its contractual obligations is prevented or delayed by an event believed by to be Force Majeure, such party shall immediately, upon learning of the occurrence of the event or of the commencement of any such delay, but in any case within fifteen (15) business days thereof, provide notice: (i) of the occurrence of event of Force Majeure, III) of the nature of the event and the cause thereof, (III) of the anticipated impact on the Agreement, (iv) of the anticipated period of the delay, and (v) of what course of action such party plans to take in order to mitigate the detrimental effects of the event. The timely delivery of the notice of the mmmence of a Force Majeure event is a condition precedent to allowance of any relief pursuant to this section; however, receipt of such notice shall not constitute acceptance that the event claimed to be a Force Majeure event is in fad Force Majeure, and the burden of proof of the occurrence of a Force Majeure event shall be on the requesting party. (C) No party hereto shall be liable for its failure to carry out its obligations under the Agreement during a period when such party is rendered unable, in whole or in part, by Force Majeure to tarty out such obligations. The suspension of any of the obligations under this Agreement due to a Force Majeure event shall be of no greater scope and no longer duration than is required. The party shall use its reasonable best efforts to continue to perform its obligations hereunder to the extent such obligations are not affected or are 12 Docuegn Envelope ID: 7D066061 C74W0 B2-15C6A65FCEF1 Contr No. 24-005-08 only partially affected by the Force Majeure event, and to correct or cure the event or condition excusing performance and otherwise to remedy its inability to perform to the extent its inability to perform is the direct result of the Force Majeure event with all reasonable dispatch. (D) Obligations pursuant to the Agreement that arose before the occurrence of a Farce Majeure event, causing the suspension of performance, shall not be excused as a result of such occurrence unless such occurrence makes such performance not reasonably possible. The obligation to pay money in a timely manner for obligations and liabilities which matured prior to the occurrence of a Force Majeure event shall not be subject to the Force Majeure provisions. (E) Notwithstanding any other provision to the contrary herein, in the event of a Force Majeure occurrence, the City may, at the sole discretion of the City Manager, suspend the City's payment obligations under the Agreement, and may take such action without regard to the notice requirements herein. Additionally, in the event that an event of Force Majeure delays a party's performance under the Agreement for a time period greater than thirty (30) days, the City may, at the sole discretion of the City Manager, terminate the Agreement on a given date, by giving written notice to Consultant of such termination. If the Agreement is terminated pursuant to this section, Consultant shall be paid for any Services satisfactorily performed up to the date of termination; following which the City shall be discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. In no event will any condition of Force Majeure extend this Agreement beyond its stated term. 10.9 E-VERIFY (A) Consultant shall comply with Section 448.095, Florida Statutes, "Employment Eligibility" ("E-Verify Statute'), as may be amended from time to time. Pursuant to the E-Verify Statute, commencing on January 1, 2021, Consultant shall register with and use the E- Verify system to verify the work authorization status of all newly hired employees during the Term of the Agreement. Additionally, Consultant shall expressly require any subconsultant performing work or providing services pursuant to the Agreement to likewise utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the subconsultant during the contract Term. If Consultant enters into a contract with an approved suboonsultant, the subconsultant must provide the Consultant with an affidavit stating that the subconsultant does not employ, contract with, or subcontract with an unauthorized alien. Consultant shall maintain a copy of such affidavit for the duration of the Agreement or such other extended period as may be required under this Agreement. (B) TERMINATION RIGHTS. (1) If the City has a good faith belief that Consultant has knowingly violated Section 448.09(l), Florida Statutes, the City shall terminate this Agreement with Consultant for cause, and the City shall thereafter have or owe no further obligation or liability to Consultant. (2) If the City has a good faith belief that a subconsultant has knowingly violated the foregoing Subsection 10.9(A), but the Consultant otherwise complied with such subsection, the City will promptly notify the Consultant and order the Consultant to immediately terminate the Agreement with the subconsultant. Consultant's failure 13 �Docuagn EmNope ID 7D086081- C74ND41C132-15C6 5FCEF1 Contract No. 24-005-08 to terminate a subconsultant shall be an event of default under this Agreement, entitling City to terminate the Consultant's contract for cause. (3) A contract terminated under the foregoing Subsection (B)(1) or (Bx2) is not in breach of contract and may not be considered as such. (4) The City or Consultant or a subconsultant may file an action with the Circuit or County Court to challenge a termination under the foregoing Subsection (Bx1) or (B)(2) no later than 20 calendar days after the date on which the contract was terminated. (5) If the City terminates the Agreement with Consultant under the foregoing Subsection (Bx1), Consultant may not be awarded a public contract for at least 1 year after the date of termination of this Agreement. (6) Consultant is liable for any add0ional costs incurred by the City as a result of the termination of this Agreement under this Section 10.9. 10.10 CONSULTANT'S COMPLIANCE WITH ANTI -HUMAN TRAFFICKING LAWS Consultant agrees to comply with Section 787.06, Florida Statutes, as may be amended from time to time, and has executed the Certification of Compliance with Anti -Human Trafficking Laws, as required by Section 787.06(13), Florida Statutes, a copy of which is attached hereto as Exhibit .E.. SECTION 11 NOTICES Until changed by notice, in writing, all such notices and communications shall be addressed as follows: TO CONSULTANT: ACCENTURE LLP Attn: Jina Braynon 5201 Blue Lagoon Dr. Suite 250 Miami, FL 33126 Ph: 917-719-6371 Email: iina.m.bravnoneaccenture.com TO CITY: Economic Development Department City of Miami Beach Attn: Rickelle Williams, Director 1755 Meridian Avenue, Suite #200 Miami Beach, FL 33139 Ph: 305.673-7572 Email: rickellewilliamsOmlamibeachfl.cov All notices mailed electronically to either party shall be deemed to be sufficiently transmitted. 14 �nawssiig`Env l� ID: 9D08W1- 2C7430D-5CB2-15C6M5FCEF1 SECTION 12 12.1 CHANGES AND ADDITIONS Cmtmct No. 24005-08 This Agreement cannot be modified or amended without the express written consent of the parties. No modification, amendment, or alteration of the terms or conditions contained herein shall be effective unless contained in a written document executed with the same formality and of equal dignity herewith. 12.2 SEVERABILITY If any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement shall not be affected and every other term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law. 12.3 WAIVER OF BREACH A party's failure to enforce any provision of this Agreement shall not be deemed a waiver of such provision or modification of this Agreement. A party's waiver of any breach of a provision of this Agreement shall not be deemed a waiver of any subsequent breach and shall not be construed to be a modification of the terms of this Agreement. 12.4 JOINT PREPARATION The parties hereto acknowledge that they have sought and received whatever competent advice and counsel as was necessary for them to form a full and complete understanding of all rights and obligations herein and that the preparation of this Agreement has been a joint effort of the parties, the language has been agreed to by parties to express their mutual intent and the resulting document shall not, solely as a matter of judicial construction, be construed more severely against one of the parties than the other. 12.5 ENTIRETY OF AGREEMENT The City and Consultant agree that this is the entire agreement between the parties. This Agreement supersedes all prior negotiations, correspondence, conversations, agreements or understandings applicable to the matters contained herein, and there are no commitments, agreements or understandings concerning the subject matter of this Agreement that are not contained in this document. Title and paragraph headings are for convenient reference and are not intended to confer any rights or obligations upon the parties to this Agreement. [REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK] 15 En_M_pq_ ID._l_W__f_6pe1-uC]i30D-0CBY-15C6Pb5FCEF1 Canaan No. 24-00"S IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their appropriato officials, as of the date fast entered above. FOR CITY: ATTEST: By: Rafael E./ nado, Cily Clerk Date: )AN 7 t 2025 FOR CONSULTANT: ACCENTURELLP By: L Wt.a. S� shireen Sackreiter r aliiN Di recmr Print Name and Title Data December ll, 2024 16 CITY OF MIAMI BEACH, FLORIDA (_LL�1_131� Edc CerperNer, ry Manager APPROVED AS TO FORM & LANGUAGE & FOR EXECUTION tq Attorney Date , Dowsign Envelope ID: 7D088061-A C7430DA B2-15C6M5FCEF1 Contract No. 24-005-08 EXHIBIT A SCOPE OF SERVICES I. Scope of the Services. A pool of multidisciplinary consultant teams has been established to provide economic development consultant services to the City. These services may include but are not limited to comprehensive economic development strategic planning, developing high-level evaluation of market opportunities and position strategies for key commercial corridors and areas, evaluation of current market dynamics and economic assets, benchmarking and competitive assessment, asset -based economic development, sustainable development, costifinancial modeling, leadership and organizational development models, business development strategies, targeted industry analysis, real estate development fiscal analysis, cost -benefit analysis, data collection and assessment, marketing and branding plans, prospect identification and outreach, competitive and responsible economic development incentive policies, workforce trends, forecasts analysis and talent development, and community outreach and engagement. IL Awarding Work. This Agreement is to ensure that there is a sufficient pool of consultants to assist the City with its future economic development needs on a project -by -project basis. In selecting the consultant with whom to execute a CSO, the City may select the prequalified consultant it deems most qualified for the project or seek proposals from one (1) or more prequalllfied consultants. Execution of this Agreement does not guarantee that the prequalified consultant will receive any work, only that the consultant shall be prequalified to be considered for future work, if and when needed. (REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK] 17 Contract Contract a Dept. C SO s Consultant project Tire: 1. Eatrmated calendar days to complete the vvora: 2. Total amount orlg'nal C SO 3. Total amount all previous Amendments /. Total amount this Amenomenl 5. Total Amount for Engagement 6. Fee Tor ancillary items for Uns Service Order Account Code: Notes For Cdy(Mame) Signatuu For Coaauttenl(Namel" _ Date i Docusign Envelope ID:7DO86061-APC7-430D-9CB2-15C6A65FCEF1 Contact No. 24-00"8 EXHIBIT C HOURLY RATES ECONOMIC DEVELOPMENT CONSULTANT SERVICES HOURLY RATES Pinci al-imachar a/Ec mi t Senior foecManagerr Mntr/P nn r/ nomi 1 ' r 1 .50 Prolect Manager Economic Develo mentAnal st 159.00 Senior PosNian$ and/or Ancillary Roles Inlcudingbm not Umited to: Senior Urban Designer Engagement and Research Director (Economic Development. Organizational Management] Economic Development Analyst/Research Manager Subject Matter Specialist Business Analyst Senior Financial Analyst Senior DlgitalChannel Branding Specialist Marketing Channel Management Specialist Economic Development Strategist MI Development Market Strategist NTE $259.00 7 10 32 4 15 16 16 17 lun Is 132.50 GISlorAnal T h'Is 132.50 Junior Position and/or Ancillary Roles inlcuding but not UmBadtW Urban Designer MarketinWAdvertlsing Specialist Community Outreach Specialist Public Relations/Media Specialist Graphic Designer Website Designer Social Media Specialist Videographer Photographer Video Editor Coprvniter Business Analyst Junior Financial Analyst Junior Urban Designer NTE$121.90 20 1 22 23 4 25 27 28 19 Dacns,2n E -lape0'7DO86061-A C7430D-8CB2--15C6AE5FCEF1 Convert No. 24-005-08 EXHIBIT D APPROVED SUB CONSULTANTS No Sub -consultants submitted with the proposal. [REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK] 20 IDocus"ign Envelope ID' 7D066061_A C7i30D_BCB2-15CGA65FCEF1 Contract No. 24-005-08 EXHIBIT E HUMAN TRAFFICKING CERTIFICATION Certification of Compliance with Anti -Human Trafficking Laws In accordance with Section 787.06 (13), Florida Statutes, the undersigned, on behalf of the entity named below ("Entity"), hereby attests under penalty of perjury that the Entity does not use coercion for laboror services as defined in Section 787,06, Florida Statutes, entitled `Human Trafficking". I understand that I am swearing or affirming under oath to the truthfulness of the claims made in this affidavit and that the punishment for knowingly making a false statement includes fines andlor imprisonment. The undersigned is authorized to execute this affidavit on behalf of Entity. amOlOweer S6iu.w ACCenture en or gnature) (Company Name) shireen sackreiter 38DO Esplanade way, Tallahassee, FL 3233.1 (Print Name) (Address) State of r' 1 n r l d a County of Leon The foregoing instrument was acknowledged before me by means of)d physical presence or 0 online notarization. this rxhrlr tiv S 4 ivfr Saal rrik V- to me to be the person described herein, or who produced as identification, and who did/did not take an oath. NOTARY PUBLIC: (Signature) otary PYfilk 81016 of Fitt"" 10AW: eN1p1 A. LaneY^ Exp ea taltlfe27700a �Qrllfdt hY• �nf�l (Print Name) My commission expires: 10 21 ATTACHMENT A RESOLUTION & COMMISSION AWARD MEMO RESOLUTION NO. 2024.33302 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER, PURSUANT TO REQUEST FOR QUALIFICATIONS (RFQ) NO. 2024- 005-ND, FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES, AUTHORIZING THE ADMINISTRATION TO ESTABLISH A POOL OF PRE - QUALIFIED CONSULTANTS FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES; AUTHORIZING THE ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH DAEDALUS CAPITAL, LLC, AS THE FIRST -RANKED PROPOSER; ERNST 8 YOUNG LLP, AS THE SECOND -RANKED PROPOSER: HUNDEN STRATEGIC PARTNERS, INC., JONES LANG LASALLE AMERICAS, INC., AND PFM GROUP CONSULTING LLC, AS THE TIED THIRD -RANKED PROPOSERS; WILLDAN FINANCIAL SERVICES, INC., AS THE SIXTH -RANKED PROPOSER; L.M. GENUINE SOLUTIONS LLC, AS THE SEVENTH -RANKED PROPOSER; ACCENTURE LLP, AS THE EIGHTH -RANKED PROPOSER; GOMAN YORK PROPERTY ADVISERS LLC AND NATIONAL COUNCIL FOR COMMUNITY DEVELOPMENT, INC., AS THE TIED NINTH -RANKED PROPOSERS; VISIONFIRST ADVISORS, AS THE ELEVENTH -RANKED PROPOSER: AND CAMBRIDGE ECONOMETRICS INC. AND ECONSULT SOLUTIONS, INC., AS THE TIED TWELFTH -RANKED PROPOSERS; AND FURTHER AUTHORIZING THE CITY MANAGER AND CITY CLERK TO EXECUTE AGREEMENTS WITH EACH OF THE PROPOSERS UPON CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION. WHEREAS, on May 15. 2024. the Mayor and City Commission approved the issuance of the Request for Qualifications (RFO) No. 2024-005-ND for Economic Development Consultant Services; and WHEREAS, Request for Qualifications No. 2024-005-ND (the "RFQ") was issued jointly by the City of Miami Beach, the Miami Beach Redevelopment Agency (RDA), and the North Beach Community Redevelopment Agency (NBCRA) on May 17. 2024; and WHEREAS, a voluntary pre -proposal meeting was held on May 30, 2024: and WHEREAS, on August 6, 2024, the City received a total of 18 proposals; and WHEREAS, On September 11, 2024, the City Commission adopted Resolution No. 2024- 33225, shortlisting the following fines to be further considered in the RFQ evaluation process: Accenture LLP, Cambridge Econometrics Inc., Daedalus Capital, LLC, Econsult Solutions, Inc., Ernst 8 Young LLP, Goman York Property Advisers LLC, Hunden Strategic Partners, Inc., Jones Lang Lasalle Americas, Inc., L.M. Genuine Solutions LLC, National Council for Community Development, Inc., PFM Group Consulting LLC. VisionFirst Advisors. and Willdan Financial Services, Inc.; and WHEREAS, the Evaluation Committee, appointed by the City Manager via LTC# 31&2024; convened on September 26, 2024, to interview the shortlisted firms; and WHEREAS, the Evaluation Committee received an overview of the project, mformabon relative to the City's Cone of Silence Ordinance and the Government Sunshine Law, general information on the scope of services, and a copy of each proposal; and WHEREAS, the Evaluation Committee was instructed to score and rank each proposal pursuant to the evaluation criteria established in the RFQ; and WHEREAS, the Evaluation Committee ranked the proposers as follows. Daedalus Capital, LLC, as the first -ranked proposer; Ernst & Young LLP, as the second -ranked proposer; Hunden Strategic Partners, Inc., Jones Lang Lasalle Americas, Inc., and PFM Group Consulting LLC, as the tied third -ranked proposers; Willdan Financial Services, Inc., as the sixth -ranked proposer; L.M. Genuine Solutions LLC, as the seventh -ranked proposer, Accenture LLP, as the eighth -ranked proposer, Goman York Property Advisers LLC and National Council For Community Development, Inc., as the tied ninth -ranked proposers; VisionFirst Advisors, as the eleventh -ranked proposer; and Cambridge Econometrics Inc. and Econsult Solutions, Inc., as the tied twelfth -ranked proposers; and WHEREAS, after reviewing all of the submissions and the Evaluation Committee's rankings and analysis, the City Manager concurs with the Evaluation Committee and recommends that the Mayor and City Commission authorize the Administration to establish a pool of pre -qualified consultants for economic Development Consultant services; authorize the Administration to enter Into negotiations with Daedalus Capital, LLC, as the first -ranked proposer; Ernst & Young LLP, as the second -ranked proposer; Hunden Strategic Partners, Inc., Jones Lang Lasalle Americas, Inc., and PFM Group Consulting LLC, as the tied third -ranked proposers; Willdan Financial Services, Inc., as the sixth -ranked proposer, L.M. Genuine Solutions LLC, as the seventh -ranked proposer: Accenture LLP, as the eighth -ranked proposer, Goman York Property Advisers LLC and National Council For Community Development, Inc., as the bed ninth -ranked proposers; VisionFirst Advisors, as the eleventh -ranked proposer, and Cambridge Econometrics Inc. and Econsult Solutions, Inc., as the tied twetfih-ranked proposers; and further authorize the City Manager and City Clerk to exe to agreements with each of the foregoing proposers upon conclusion of successful negotiations by the Administration. NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby accept the recommendation of the City Manager, pursuant to Request For Qualifications ('RFQ') No. 2024- 005-ND, for Economic Development Consultant Services; authorize the Administration to establish a pool of prequalified consultants for specific tasks relating to economic development consultant services; authorize the Administration to enter into negotiations with Daedalus Capital, LLC, as the first -ranked proposer; Ernst & Young LLP, as the second -ranked proposer; Hunden Strategic Partners, Inc., Jones Lang Lasalle Americas, Inc., and PFM Group Consulting LLC, as the tied third - ranked proposers; Willdan Financial Services, Inc., as the sixth -ranked proposer: L.M. Genuine Solutions LLC, as the seventh -ranked proposer; Accenture LLP, as the eighth -ranked proposer; Goman York Property Advisers LLC and National Council For Community Development, Inc., as the tied ninth -ranked proposers; VisionFirst Advisors, as the eleventh -ranked proposer; and Cambridge Econometrics Inc. and Econsult Solutions, Inc., as the tied twelfth -ranked proposers. and further authorize the City Manager and City Clerk to execute agreements with each of the proposers upon conclusion of successful negotiations by the Administration. PASSED AND ADOPTED this f0 day of 4ry 2024. Steven Meiner, Mayor ATTEST• NOV O 5 2024 Rafael E. Granado, City Clerk •.w APPROVED AS TO FORM &LANGUAGE &FO ECUTION c)m) xZ4- C Ahomey 5rt- Date Procurement Requests - C2 A MIAMI BEACH COMMISSION MEMORANDUM TO' Honorable Mayor and Members of the City Commission FROM: Enc Carpenter, City Manager DATE: October 30, 2024 TITLE: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER, PURSUANT TO REQUEST FOR QUALIFICATIONS (RFQ) NO. 2024- 005-ND, FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES, AUTHORIZING THE ADMINISTRATION TO ESTABLISH A POOL OF PREQUALIFIED CONSULTANTS FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES; AUTHORIZING THE ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH DAEDALUS CAPITAL, LLC, AS THE FIRST -RANKED PROPOSER; ERNST & YOUNG LLP, AS THE SECOND -RANKED PROPOSER: HUNDEN STRATEGIC PARTNERS. INC., JONES LANG LASALLE AMERICAS, INC., AND PFM GROUP CONSULTING LLC, AS THE TIED THIRD -RANKED PROPOSERS; WILLDAN FINANCIAL SERVICES, INC., AS THE SIXTH -RANKED PROPOSER; L.M. GENUINE SOLUTIONS LLC, AS THE SEVENTH -RANKED PROPOSER; ACCENTURE LLP, AS THE EIGHTH -RANKED PROPOSER: GOMAN YORK PROPERTY ADVISERS LLC AND NATIONAL COUNCIL FOR COMMUNITY DEVELOPMENT, INC., AS THE TIED NINTH -RANKED PROPOSERS; VISIONFIRST ADVISORS, AS THE ELEVENTH -RANKED PROPOSER, AND CAMBRIDGE ECONOMETRICS INC. AND ECONSULT SOLUTIONS, INC., AS THE TIED TWELFTH -RANKED PROPOSERS; AND FURTHER AUTHORIZING THE CITY MANAGER AND CITY CLERK TO EXECUTE AGREEMENTS WITH EACH OF THE PROPOSERS UPON CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION. (ECONOMIC DEVELOPMENT) JOINT CITY COMMISSION, RDA, AND NBCRA RECOMMENDATION The City Administration ("Administration") recommends that the Mayor and City Commission ('City Commission') approve the Resolution. The solicitation is currently under the cone of silence The City is dedicated to fostering a robust economy that stimulates balanced growth by connecting business, community, people, and jobs through business assistance and resources. comdor development and redevelopment. real estate. and creating a diverse economy that produces a dynamic and resilient community To meet City goals, objectives, and expectations, a pool of Economic Development consultants (Consultants) is secured to assist the City assess economic development potential, develop economic development strategies, implement projects, provide professional industry insight, build capacity, promote economic development awareness and more (collectively. "Consultant Services'). The Consultants are contracted to assist as needed and by specialty The current pool of Consultants contracts is set to expire on December 11, 2024 Page 43 of 2497 In anticipation of the expiring Consultant contracts, the Administration requested approval to issue Request for Qualifications (RFQ) 2024-005-ND for Economic Development Consultant Services for an Initial term of three (3) years with one (1) two-year renewal term or two (2) one-year renewal terms at the City Manager's sole discretion. ANALYSIS On May 15, 2024, the Mayor and the City Commission authorized the Issuance of RFO No. 2024- 005-ND for Economic Development Consultant Services On May 17, 2024, the RFQ was Issued jointly by the City of Miami Beach, the Miami Beach Redevelopment Agency (RDA). and the North Beach Community Redevelopment Agency (CRA). A voluntary pre -proposal conference to provide information to proposers submitting a response was held on May 30, 2024. Two (2) addenda were issued, and 89 prospective bidders accessed the advertised solicitation. RFQ responses were due and received on August 6, 2024. The City received a total of eighteen (18) proposals. On September 11. 2024. the City Commission adopted Resolution No. 2024-33225, shortlisting the following firms to be further considered in the RFO evaluation process. Accenture LLP, Cambridge Econometrics Inc., Daedalus Capital, LLC, Econsu@ Solutions. Inc., Ernst & Young LLP, Goman York Property Advisers LLC, Hunden Strategic Partners, Inc., Jones Lang Lasalle Americas, Inc., L M Genuine Solutions LLC, National Council for Community Development, Inc.. PFM Group Consulting LLC. VisionFirst Advisors, and Willdan Financial Services, Inc. The Evaluation Committee (the "Committee'), appointed by the City Manager via Letter to Commission (LTC) # 316-2024, convened on September 26, 2024, to interview the shortlisted firms. The Committee was comprised of Justin Kan, Economic Development Manager, Economic Development Department Rogelio Madan, Development and Resiliency Officer, Planning Department, Colette Satchell, Senior Project Manager, Office of Capital Improvement Projects, and Luis Wong, Administrative Services Manager, Economic Development Department The Committee was provided an overview of the request for qualifications and information relative to the City's Cone of Silence Ordinance and the Government in the Sunshine Law, general information on the scope of services, and a copy of each proposal The Committee was instructed to score and rank each proposal pursuant to the evaluation criteria established in the RFO. The evaluation process resulted in the ranking of proposers as indicated in Attachment A. A summary of each top -ranked fine is available upon request. The Administration has considered the qualifications of the top thirteen firms and finds them to be varied In capabilities and experience and, thus, a diverse selection of consultants. The types of economic development activities scheduled and projected vary from strategic planning, industry and market research, statistical and empirical economic analysis, workforce development viability, community and neighborhood development programming, economic impact studies, public -private partnership evaluations, and more Access to a robust pool of consultants, ranging from small, local. and regional to national and global expertise, ensures access to diverse approaches and talent and the ability to engage multiple consultants simultaneously. As the solicitation was jointly Issued by the City, RDA. and CRA, a wide variety of services may be needed Therefore, it is recommended that the thirteen (13) firms be awarded to establish a pool of prequalified economic development consultants to aid the City advance the economic development goals, mission, and vision of the City Commission. FISCAL IMPACT STATEMENT Page 44 of 2497 Fees will be established through the negotiation process. The Economic Development Department has budgeted $100,000 for these services. Services shall be subject to the availability of funds approved through the City's budgeting process Grant funding is not anticipated to be utilized for this project. Does this Ordinance require a Business Impact Estimate? (FOR ORDINANCES ONLY) N applicable, the Business Impact Estimate (BIE) was published on: See BIE at: https 71wwvvmiambea hfl ao fc tv-halllcity clerklmeetnn-notcesr 1011-0531-000312-35-004-534-00-00-00 1 $100.0001 CONCLUSION The Administration recommends that the Mayor and City Commission approve the Resolution authorizing the Administration to establish a pool of prepualified consultants for specific tasks relating to economic development consultant services, authorizing the Administration to enter into negotiations with Daedalus Capital, LLC, as the First -ranked proposer: Ernst 8 Young LLP, as the second -ranked proposer. Hunden Strategic Partners, Inc., Jones Lang Lasalle Americas, Inc., and PFM Group Consulting LLC, as the bed third -ranked proposers. Willdan Financial Services, Inc., as the sixth -ranked proposer, L.M. Genuine Solutions LLC. as the seventh -ranked proposer, Accenture LLP, as the eighth -ranked proposer, Goman York Property Advisers LLC and National Council For Community Development, Inc as the bed ninth -ranked proposers, VisionFlmt Advisors, as the eleventh -ranked proposer. and Cambridge Econometrics Inc and Econsuh Solutions, Inc., as the tied twelfth -ranked proposers and further authorizing the City Manager and City Clerk to execute agreements with each of the proposers upon conclusion of successful negotiations by the Administration Applicable Area Citywide Is this a "Residents Right to Know" item. Is this item related to a G.O. Bond Pursuant to City Code Section 2.177 Protect? am No Was this Agenda Item initially requested by a.lobbyist which as defined in Code Sec. 2.481, includes a principal enaaaed in lobbvina? No If so, specify the name of lobbyist(s) and pnncipabs) Department ProcuremFnl Sponsors) Page 45 of 2497 Co-soonsortsl Condensed Title Joint, Award RFQ 2024-005-ND, Economic Development Consultant Services ED/PR Page 46 of 2497 L a �� �i a ...�,_n __ _. S i a i 1' 3F b 3 o� gib Y ^ S 3' k ot� e xx m 0 <^ a E _ 9 � C N R Q cl m O U N p > G N H H N n � o u c U .c OV w c 4 a c a a o v � e n t Oa LL o O 0 L 0 L 93 ATTACHMENT B ADDENDUM AND RFQ SOLICITATION MIAMIBEACH PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3- Floor Miami Beach, Florida 33139 wxw.miamibeachfl.gov ADDENDUM NO.2 REQUEST FOR QUALIFICATIONS NO.2024-005-ND FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES June 26, 2024 This Addendum to the above -referenced RFQ is issued in response to questions from prospective proposers or other clarifications and revisions issued by the City. The RFQ is amended in the following particulars only (deletions are shown by strikethrough, and additions are underlined). Q1. (In reference to Section 3 — Conflict of Interest, page 7 of bid packet) Considering the size of our firm (over 300,000 global employees), can disclosure of any immediate family member who is also an employee of the City of Miami Beach be limited to those of the personnel identified for this RFQ? Al: Disclosure of any immediate family member who is also an employee of the City of Miami Beach can be limited to those of the Bidder's personnel identified in the proposal. Any questions regarding this Addendum should be submitted in writing to the Procurement Department to the attention of the individual named below, with a copy to the City Clerk's Office at RafaelGranadola@miamibeachfi.gov Contact: Telephone: Email: Natalia Del ado 3OM73.7000 ext. 26263 nataliadel ado miamibeach6. ov Proposers are reminded to acknowledge receipt of this addendum as part of your RFQ submission. Sincerely, Natalia Delgado Procurement Contracting Officer III 1 I ADDENDUM NO.2 REQUESTR0RQUALIFICATIONSNO.2D& NO FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES M I AM I B EAC H PROCUREMENT DEPARTMENT ENT 1755 Meridian Avenue, 3�^ Floor Miami Beach, Florida 33139 www.miamite!achfl.gov ADDENDUM NO.7 REQUEST FOR QUALIFICATIONS NO.2024-005-ND FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES June 24, 2024 This Addendum to the above -referenced RFQ is issued in response to questions from prospective proposers or other clarifications and revisions issued by the City. The RFQ is amended in the following particulars only (deletions are shown by strikethrough, and additions are underlined). I. REVISION. Section 0400, Proposal Evaluation, Subsection 4. Evaluation Criteria is hereby amended as follows: 4. EVALUATION CRITERIA. Responsive, responsible proposals will be evaluated in accordance with the following criteria: Experience and Qualifications of Pr me 8 dder (Tab 2) .r Approach r Methodology (Tab 40 TOTAL AVAILABLE POINTS for Qualitative Criteria 100 Quantitative Criteria Maximum Points Ki • TOTAL AVAILABLE POINTS for Qualitative and 105 Quantitative Criteria It. RESPONSES TO QUESTIONS RECEIVED: Q1: Who are the current on -call contract holders? At: Lambert Advisory, L.C., The Corradino Group, Inc., Willdan Financial Services, Inc., and Daedalus Capital U.C. Q2: Should teams have experience doing all parts of the scope, or can firms submit competitive proposals with deeper but more narrow experience? A2: The City is looking for consultant teams that specialize in all or a portion of the competencies identified in the RFQ. The City will engage consultant teams based on their area(s) of expertise. Q3: Is there any local preference in the selection process? A3: No, please refer to Section 0400, Proposal Evaluation for the evaluation criteria. r AQOexOex xo.r REQUEST FOR QUALIFICATIONS NO.202"06N0 FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES PROCUREMENT DEPARTMENT MIAMIBEACH 1755 Merdian Avenue, 3-FIWr Miami Beach, Florida 33139 AINA miamioeachll.gov 04: How are subcontractors evaluated in the scoring process? A4: Please refer to Section I. Revision. The subcontractor(s) will be scored in accordance with Section 0400, Proposal Evaluation. Any questions regarding this Addendum should be submitted in writing to the Procurement Department to the attention of the individual named below, with a copy to the City Clerk's Office at RafaelGranado@miamibeach0.gov Contact: Telephone: Email: Natalia Del ado 305-673-7000 ext. 26263 nataliadel ado miamibeach0. ov Proposers are reminded to acknowledge receipt of this addendum as part of your RF0 submission. Sincerely, Natalia Delgado Procurement Contracting Officer III 2 1 ADDENDUM NO.1 REQUEST FOR QUALIFICATIONS NO. 202< 1413 FOR ECONOMIC DEVELOPMENT CONSULTANT SERVICES MIAMI BEACH Request for Qualifications (RFQ) 2024-005-N D Economic Development Consultant Services TABLE OF CONTENTS 0100 INSTRUCTIONS TO RESPONDENTS 0200 GENERAL CONDITIONS 0300 PROPOSAL SUBMITTAL INSTRUCTIONS & FORMAT 0400 PROPOSAL EVALUATION APPENDICES: APPENDIX A SPECIAL CONDITIONS APPENDIX B SAMPLE CONTRACT APPENDIX C INSURANCE REQUIREMENTS N1,;AAA1BEACH SECTION 0100 I.GENERAL. This Request for Qualifications (RFQ) is issuadjointly bythe Cityof Miami Beach, Florida (the "City'), the Miami Beach Redevelopment Agency (the "RDA"), and the North Beach Community Redevelopment Agency (the "CRA"), collectively referred to herein as the "City," as the means for prospective Bidders to submit proposals for the Citys consideration in evaluating qualifications to select a firm or multiple firms with whom it may negotiate an agreement for the purpose noted herein. The City utilizes Periscope S2G (formerly known as BidSync) (www.oedscooeholdinos.com or www.bidsvnc.com) for automatic notification of competitive solicitation opportunities and document fulfillment, including the issuance of any addendum to this RFQ. Any prospective Bidderwho has received this RFQ by any means other than through Periscope S2G must register immediately with Periscope 82G to ensure it receives any addendum issued to this RFQ. Failure to receive an addendum may result in disqualification of the proposal submitted. 2. PURPOSE. For approximately five (5) years, the City of Miami Beach has had agreements with multiple firms for economic development consultant services on an "as needed" basis. As the need for services arises, firms are contacted to provide professional services according to a negotiated scope of work and cost. The current term of the agreement expires on August 12, 2024. To consider a replacement agreement, this RFQ seeks to establish a prequalified pool of multidisciplinary consultant teams to provide economic development consultant services to the City. These services may include but are not limited to comprehensive economic development strategic planning, developing high-level evaluation of market opportunities and position strategies for key commercial corridors and areas, evaluation of current market dynamics and economic assets, benchmarking and competitive assessment, asset -based economic development, sustainable development, cost/financial modeling, leadership and organizational development models, business development strategies, targeted industry analysis, real estate development fiscal analysis, cost -benefit analysis, data collection and assessment, marketing and branding plans, prospect identification and outreach, competitive and responsible economic development incentive policies, workforce trends, forecasts analysis and talent development, and community outreach and engagement. This RFQ is not issued for a particular project or service need. The RFQ is being issued to ensure that there is a sufficient pool of consultants to assist the City with its future economic development needs on a project -by -project basis. Therefore, the City may award a pool of two (2) or more consultants that may be eligible to be considered for future work. A master agreement shall be established with each awarded firth. Each future project will be awarded by a Consultant Service Order (CSO), including a negotiated scope of services and cost (by deliverable). In selecting the consultant with whom to execute a CSO, the City may select the prequalified consultant it deems most qualified for the project or seek proposals from one (1) or more prequalified consultants. Award of this RFQ does not guarantee that the prequalified consultant will receive any work, only that the consultant shall be prequalified to be considered for future work, if and when needed. 2.1 Irderested Parties. Interested parties are invited to submit proposals in accordance with Section 0300. A Pre -proposal conference will be held in accordance with Section 0100, Sub -sections 3 and 6. All proposals will be evaluated in accordance with the criteria found in Section 0400. 3. ANTICIPATED RFQ TIMETABLE. The tentative schedule for this solicitation is as follows: RFQ Issued May 17, 2024 Pre -Proposal Meeting May 30, 2024, at 10:00 am ET Join on your computer or mobile a _ BEACH Join the meeting now Or call in (audio only) +1 786-636-1480 United States, Miami Phone Conference ID: 725 334134p Deadline for Receipt of Questions June 13, 2024, at 5:00 pm ET Responses Due July 1, 2024, at 3:00 pm ET Join on your computer or mobile app Join the meeting now Or call In (audio only) +1 786-636-1480 United States, Miami Phone Conference ID: 711 808 4884 Evaluation Committee Review TBD Tentative Commission Approval TBD Contract Negotiations Following Commission Approval 4. PROCUREMENT CONTACT. Any questions or clarifications concerning this solicitation shall be submitted to the Procurement Contact noted below: Procurement Contact. Telephone. Email. The Proposal dlle/number shall be referenced on all correspondence. All questions or requests for clarification must be received no later than fifteen (15) calendar days prior to the date proposals are due as scheduled in Section 0100- 5. All responses to questions/clarifications will be sent to all prospective Bidders in the form of an addendum. 5. PRE -PROPOSAL MEETING OR SITE VISIT(S). A pre -proposal meeting or site visits) may be scheduled. Attendance for the pre -proposal meeting shall be via web conference and recommended as a source of information but is not mandatory. Bidders interested in participating in the Pm -Proposal Meeting must follow these steps: Join on your computer or mobile app Join the meeting now Or call in (audio only) +1 786-636-1480 United States, Miami Phone Conference ID: 725 334 134p Bidders who are participating should send an e-mail to the contact person listed in this RFQ expressing their intent to participate. 6. PRE -PROPOSAL INTERPRETATIONS. Oral information or responses to questions received by prospective Bidders are not binding on the City and will be without legal effect, including any information received at the pre - submittal meeting or site visit(s). The City, by means of Addenda, will issue interpretations or written addenda clarifications considered necessary by the City in response to questions. Only questions answered by written addenda will be binding and may supersede terms noted in this solicitation. The addendum will be released through Periscope S2G. Any prospective Bidder who has received this RFQ by any means other than through Periscope S2G must register immediately with Periscope S2G to ensure it receives any addendum issued to this RFQ. Failure to receive an addendum may result in disqualification of the proposal. Written questions should be received no later than the date outlined in the Anticipated RFQ Timetable section. MIAMIBEACH 7. CONE OF SILENCE. This RFO is subject to, and all Bidders are expected to be or become familiar with, the City's Cone of Silence Requirements, as codified in Section 2-486 of the City Code. Bidders shall be solely responsible for ensuring that all applicable provisions of the City's Cone of Silence are complied with and shall be subject to any and all sanctions, as prescribed therein, including rendering their response voidable, in the event of such non-compliance. Communications regarding this solicitation are to be submitted in writing to the Procurement Contact named herein with a copy to the City Clerk at rafaeloranadolrDmiamibeachfi.aov 8. ADDITIONAL INFORMATION OR CLARIFICATION. After proposal submittal, the City reserves the right to require additional information from Bidders (or Bidder team members or sub -consultants) to determine qualifications (including, but not limited to, litigation history, regulatory action, or additional references) and financial capability (including, but not limited to, annual reviewedfaudited financial statements with the auditors notes for each of their last two complete fiscal years). 9. BIDDER'S RESPONSIBILITY. Before submitting a response, each Bidder shall be solely responsible for making any and all investigations, evaluations, and examinations, as it deems necessary, to ascertain all conditions and requirements affecting the full performance of the contract. Ignorance of such conditions and requirements, and/or failure to make such evaluations, investigations, and examinations, will not relieve the Bidder from any obligation to comply with every detail and with all provisions and requirements of the contract and will not be accepted as a basis for any subsequent claim whatsoever for any monetary consideration on the part of the Bidder. 10. DETERMINATION OF AWARD. The City Manager/RDA Executive Director/CRA Executive Director (collectively referred to herein as the "City Manager') may appoint an evaluation committee to assist in the evaluation of proposals received. The evaluation committee is advisory only to the City Manager. The City Manager may consider the information provided by the evaluation committee process and/or may utilize other information deemed relevant. The City Manager's recommendation need not be consistent with the information provided by the evaluation committee process and takes into consideration Miami Beach City Code Section 2-369, including the following considerations: (1) The ability, capacity, and skill of the Bidder to perform the contract. (2) Whether the Bidder can perform the contract within the time specified, without delay or interference. (3) The character, integrity, reputation, judgment, experience, and efficiency of the Bidder. (4) The quality of performance of previous contracts. (5) The previous and existing compliance by the Bidder with laws and ordinances relating to the contract. The City Manager may recommend to the City Commission the Bidder(s) s/he deems to be in the best interest of the City or may recommend rejection of all proposals. The City Commission/RDA Board/CRA Board (collectively referred to herein as the "City Commission") shall consider the City Managers recommendation and may approve such recommendation. The City Commission may also, at its option, reject the City Managers recommendation and select another Proposal or Proposals that it deems to be in the best interest of the City, or it may also reject all Proposals. 11. NEGOTIATIONS. Following selection, the City reserves the right to enter into further negotiations with the selected Bidder. Notwithstanding the preceding, the City is in no way obligated to enter into a contract with the selected Bidder in the event the parties are unable to negotiate a contract. It is also understood and acknowledged by Bidders that no property, contract, or legal rights of any kind shall be created at any time until and unless an Agreement has been agreed to, approved by the City, and executed by the parties. 12. E-VERIFY. As a contractor, you are obligated to comply with the provisions of Section 448.095, Fla. Stat., "Employment Eligibility." Therefore, you shall utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the Contractor during the term of the Contract and shall expressly require any subcontractors performing work or providing services pursuant to the Contract to likewise utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the subcontractor during the Contract term. MIAMI BEACH 13. PERISCOPE S2G (FORMERLY BIDSYNCI. The Procurement Department utilizes Periscope S2G, a Supplier -to - Government electronic bidding (e-Bid) platform. If you would like to be notified of available competitive solicitations released by the City, you must register and complete your vendor qualifications through Periscope S2G, Supplier -to - Government www.bidsync.com/Miami-Beach. Registration is easy and will only take a few minutes. For detailed instructions on how to register, complete vendor qualifications, and submit electronic bids, visit https://www.miamibeachfi.gov/city-hall/procurementlfor-approval-how-to-beoome-a-vendor/. Should you have any questions regarding this system or registration, please visit the above link or contact Periscope S2G, Supplier -to -Government, at suoporl obidsvnc.com or 800.990.9339, option 1, option 1. 14. HOW TO MANAGE OR CREATE A VENDOR PROFILE ON VENDOR SELF SERVICE 1VSS1. In addition to registering with Periscope S2G, the City encourages vendors to register with our online Vendor Self -Service web page, allowing City vendors to easily update contacts, attachments (W-9), and commodity information. The Vendor Self - Service (VSS) webpage (httl)s:/Iseffservice.miamibeachfl.aov/vss/Vendors/default.asDx) will also provide you with purchase orders and payment information. Should you have any questions and/or comments, please submit them to vendorsupportAmiamibeachfl.gov. 15. SUPPLIER DIVERSITY. The City has established a registry of LGBT-owned businesses, as certified by the National LGBT Chamber of Commerce (NGLCC), and small and disadvantaged businesses, as certified by Miami - Dade County. See authorizing resolutions here. If your company is certified as an LGBT-owned business by NGLCC or as a small or disadvantaged business by Miami -Dade County, dick on the link below to be added to the City's supplier registry (Vendor Self -Service) and bid system (Periscope S2G, Supplier -to -Government). These are two different systems, and it is important that you register for both. Click to see acceptable certification and to register: htms7//www.miamibeachfl.aov/city-halVprocurementthow-to- become-a-vendor/. Balance of Paae Intentionally Left Blank MIAMIBEACH SECTION 0200 FORMAL SOLICITATIONS TERMS & CONDITIONS - GOODS AND SERVICES. By virtue of submitting a proposal in response to this solicitation, the Bidder agrees to be bound by and in compliance with the Terms and Conditions for Services (dated 10.27.2022), incorporated herein, which may be found at the following link: httos:lt~.miamibeachfi.gov/city-hall/procuremendstandard-termsand-conditionst Balance of Page Intentionally Left Blank MIAMI BEACH SECTION 0300 PROPOSAL SUBMITTAL INSTRUCTIONS AND FORMAT 1. ELECTRONIC RESPONSES IONLYI. Proposals must be submitted electronically through Periscope S2G (formerly BidSync) on or before the date and time indicated. Hard copy proposals or proposals received through email or facsimile are not acceptable and will be rejected. A Bidder may submit a modified proposal to replace all or any portion of a previously submitted proposal until the deadline for proposal submittals. The City will only consider the latest version of the bid. Electronic proposal submissions may require the uploading of attachments. All documents should be attached as separate files in accordance with the instructions included in Section 4 below. Attachments containing embedded documents or proprietary file extensions are prohibited. It is the Bidder's responsibility to ensure that its bid, including all attachments is uploaded successfully. Only proposal submittals received, and time stamped by Periscope S2G (formerly BidSync) prior to the proposal submittal deadline shall be accepted as timely submitted. Late bids cannot be submitted and will not be accepted. Bidders are cautioned to allow sufficient time for the submittal of bids and uploading of attachments. Any technical issues must be submitted to Periscope S2G (formerly BidSync) by contacting (800) 990-9339 (loll -free) or S2GCdperiscepeholdings.com. The City cannot assist with technical issues regarding submittals and will in no way be responsible for delays caused by any technical or other issue. It is the sole responsibility of each Bidder to ensure its proposal is successfully submitted in BidSync prior to the deadline for proposal submittals. 2. NON -RESPONSIVENESS. Failure to submit the following requirements shall result in a determination of non - responsiveness. Non -responsive proposals will not be considered. 1. Bid Submittal Questionnaire (submitted electronicallvl. 2. Failure to comply with the Minimum Eligibility Requirements (if applicable). 3.OMITTED OR ADDITIONAL INFORMATION. Failure to complete and submit the Bid Submittal Questionnaire (submitted electronically) with the bid and by the deadline for submittals shall render a proposal non. responsive. With the exception of the Bid Submittal Questionnaire (completed and submitted electronically), the City reserves the right to seek any omitted information/documentation or any additional information from the Bidder or other source(s), including but not limited to any firm or principal information, applicable licensure, resumes of relevant individuals, client information, financial information, or any information the City deems necessary to evaluate the capacity of the Bidder to perforn in accordance with contract requirements. Failure to submit any omitted or additional information in accordance with the CitVs request shall result in the proposal being deemed non -responsive. 4. ELECTRONIC PROPOSAL FORMAT. In order to maintain comparability, facilitate the review process and assist the Evaluation Committee in review of proposals, it is strongly recommended that proposals be organized and tabbed in accordance with the tabs, and sections as specified below. The electronic submittal should be tabbed as enumerated below and contain a table of contents with page references. The electronic proposal shall be submitted through the "Line Items" attachment tab in Periscope S2G. Cover Letter and Table of Contents 1.1 Cover Letter and Table of Contents. The cover letter must indicate the Bidder and Bidders primary contact for the purposes of this solicitation. 2.1 MIAMI BEACH principals and personnel involved in the proposal. The organizational chart should include the scope of responsibility for the prime proposer, its personnel, and any sub -contractor and its personnel. 2.2 Qualifications of Bidder. Submit detailed information regarding the relevant experience and proven track record of the firth or its principals in providing a similar scope of services as identified in this solicitation, including experience in providing a similar scope of services to public sector agencies. Submit at least three (3) client references within the last five (5) years, exemplifying experience in providing economic development consultant services. For each reference that the Bidder submits as evidence of similar experience for the firm or any principal, the following is required: project description, agency name, agency contact, contact telephone &email, and year(s) and term of engagement. For each project, identify whether the experience is for the firm or for a principal (include the name of the principal). 2.3 Similar Experience of Sub-consultant(s)/Sub-contractogs): Summarize projects in which the sub- consultants)/sub-contractor(s) and/or its principals have provided services similar to those defined herein. For each project, provide the following: project description, agency name, agency contact, contact telephone & email, and year(s) and tens of engagement. For each project, identify whether the experience is for the firth or for a principal (include the name of the principal). 2.4 Evidence of Prior Working Experience: If sub-consultants)/sub-contractor(s) are included in the proposal, submit evidence that the proposed team has successfully collaborated on prior projects. For each project, submit the project description, agency name, agency contract, contact telephone & email, year(s), and term of Submit detailed information on how Bidder has acoon clients, including detailed examples of services provide the following areas of work, including but not limited to: • General economic development services • Economic development strategic plans • Benchmarking • Competitive assessments • Asset -based economic development • Sustainable development • Cost/financial modeling • Real estate development fiscal analysis • Cost -benefit analysis • Data collection and assessment • Leadership and organizational modeling • Business development strategies • Target industry analysis • Marketing plans • Prospect identification • Economic development incentive plans • Workforce trend analysis • Economic forecast analysis shed the required scope of services for current or past which addresses Bidder's approach and methodology to MIAMI BEACH • Contract negotiations • Project management competencies • Event management and production services • Strategic meeting management • Hotel and Hospitality services • Venue Management • WorkforcelAHordable Housing • Community and stakeholder communications and outreach Balance of Page Intentionally Left Blank SECTION 0400 PROPOSAL EVALUATION 1. EVALUATION COMMITTEE. An Evaluation Committee, appointed by the City Manager, may meet to evaluate each Proposal in accordance with the qualitative criteria set forth below. In doing so, the Evaluation Committee may review and score all proposals received, with or without requiring presentations. It is important to note that the Evaluation Committee is advisory only and does not make an award recommendation to the City Manager or the City Commission. The City Manager will utilize the results to take one of the following actions: a. In the event that only one (1) responsive proposal is received, the City Manager, after a determination that the sole responsive proposal materially meets the requirements of the RFQ, may, without an evaluation committee, recommend to the City Commission that the Administration enter into negotiations; or b. The City Manager may recommend that the City Commission authorize negotiations or award a contract to one (1) or more fins in accordance with Section 0100, Sub -section 12, or c. The City Manager may Recommend that the City Commission short-list one (1) or more firths for further consideration by the Evaluation Committee or d. The City Manager may recommend to the City Commission that all firths, if more than one (1) responsive submittal is received, be rejected. 2. PRESENTATIONS BY SHORT-LISTED FIRMS. If a short -listing of firms responding to this RFQ is approved, the short-listed firms may be required to make presentations to and be interviewed by the Evaluation Committee. In further considering the short-listed firms, the Evaluation Committee will utilize the criteria set forth in Sub -section 4 below. 3. TECHNICAL ADVISORS. The City, at its discretion, may utilize technical or other advisers to assist the evaluation committee or the City Manager in evaluating proposals. 4. EVALUATION CRITERIA. Responsive, responsible proposals will be evaluated in accordance with the following criteria: Experience andQb 1 Approach •dolog r TOTAL AVAILABLE POINTS for Qualitative Criteria 100 Quantitative Criteria Maximum Points • TOTAL AVAILABLE POINTS for Qualitative and 105 Quantitative Criteria 5. QUALITATIVE CRITERIA. The Evaluation Committee shall review responsive, responsible proposals and assign points for the qualitative factors only. The Evaluation Committee shall not consider quantitative factors (e.g., veteran's preference) in its review of proposals. The Evaluation Committee shall act solely in an advisory capacity to the City Manager. The results of the Evaluation Committee process do not constitute an award recommendation. The City Manager may utilize, but is not bound by, the results of the Evaluabon Committee process, as well as consider any feedback or information provided by staff, consultants, or any other third party in developing an award recommendation in accordance with Section 0100, Sub -section 12. In its review of proposals received, the Evaluation Committee may review and score all proposals, with or without conducting interview sessions, in accordance with the evaluafion criteria. 6. QUANTITATIVE CRITERIA. Following the results of the evaluation of the qualitative criteria by the Evaluation Committee, the Bidders may receive additional points, which will be added by City staff. Veterans' Preference points will be assigned in accordance with Section 2-374 of the City Code. 7. DETERMINATION OF FINAL RANIONG. The sum of the evaluation criteria points will be converted to rankings in accordance with the example below: QualisBva Points 82 a 74 80 committee Quantitative PdMs 5 5 0 M..Wr1 Total 87 79 80 RW& 1 3 2 Qualitative Points 82 85 72 commltles Quantitative Points 5 5 0 Member2 Total 87 90 72 Reek 1 2 3 Qualitative Points 90 74 66 commlttae Quantitative Points 5 5 0 MemIMr2 Total 95 79 66 Rank 1 2 3 It is important to note that the results of the proposal evaluation process in accordance with Section 0400 do not represent an award recommendation. The City Manager will utilize the results of the proposal evaluation process and any other information shethe deems appropriate to develop an award recommendation to the City Commission, which may differ from the results of the proposal evaluation process and final rankings. Balance of Page Intentionally Left Blank APPENDIX A MIAMIBEACH Special Conditions RFQ No. 2024-005-ND ECONOMIC DEVELOPMENT CONSULTANT SERVICES PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 31d Floor Miami Beach, Florida 33139 1. TERM OF CONTRACT. The tens of the Agreement resulting from this RFQ shall be for an initial term of three (3) years. 2. OPTION TO RENEW. The City, through its City Manager, will have the option to extend for one (1) two-year renewal term or two (2) one-year renewal terms at the City Manager's sole discretion. The successful contractor shall maintain, for the entirety of any renewal period, the same cost, terms, and conditions included within the originally awarded contract. Continuation of the contract beyond the initial period, and any option subsequently exercised, is a City prerogative and not a right of the successful contractor. 3. ADDITIONAL TERMS OR CONDITIONS. This RFQ, including the attached Contract, contains all the terms and conditions applicable to any service being provided to the City resulting from award of Contract. By virtue of submitting a proposal, Consultant agrees not to require additional terms and conditions at the time services are requested, either through a separate agreement, work order, letter of engagement, or purchase order. 4. CHANGE OF PROJECT MANAGER. A change in the Consultant's project manager (as well as any replacement) shall be subject to the prior written approval of the City Manager or his designee (who, in this case, shall be a Deputy/Assistant City Manager). Replacement (including reassignment) of an approved project manager shall not be made without submitting a resume for the replacement and receiving prior written approval from the City Manager or herlhis designee (i.e., the City project manager). 5. SUB -CONSULTANTS. The Consultant shall not retain, add, or replace any sub -consultant without the prior written approval of the City Manager in response to a written request from the Consultant stating the reasons for any proposed substitution. Any approval of a sub - consultant by the City Manager shall not in any way shift the responsibility for the quality and acceptability by the City of the services performed by the sub -consultant from the Consultant to the City. The quality of services and acceptability to the City of the services performed by sub -consultants shall be the sole responsibility of the Consultant. APPENDIX B MIAMIBEACH Sample Contract RFQ No. 2024-005-ND ECONOMIC DEVELOPMENT CONSULTANT SERVICES BY VIRTUE OF SUBMITTING A PROPOSAL, THE FIRM HEREBY TAKES NO EXCEPTIONS TO THE TERM AND CONDITIONS NOTED IN THIS SAMPLE CONTRACT PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3,d Floor Miami Beach, Florida 33139 Contract No. XX-XXX-XX PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF MIAMI BEACH AND [FILL IN CONSULTANT NAME] FOR ,PURSUANTTO [FILL IN RFP, RFQ, OR ITB#] This Professional Services Agreement ("Agreement) is entered into this ("Effective Date"), between the CITY OF MIAMI BEACH, FLORIDA, a municipal corporation organized and existing under the laws of the State of Florida, having its principal offices at 1700 Convention Center Drive, Miami Beach, Florida, 33139 (the 'City"), and [FILL IN CONSULTANT NAME], a [FILL IN TYPE OF ENTITY/I.E. CORPORATION, LLC, ETC.], whose address is XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX ("Consultant). SECTION 1 DEFINITIONS Agreement: This Agreement between the City and Consultant, including any exhibits and amendments thereto. City Manager: The chief administrative officer of the City. City Manager's Designee: The City staff member who is designated by the City Manager to administer this Agreement on behalf of the City. The City Manager's designee shall be the Department Director. Consultant: For the purposes of this Agreement, Consultant shall be deemed to be an independent contractor, and not an agent or employee of the City. Services: All services, work and actions by the Consultant performed or undertaken pursuant to the Agreement Fee: Amount paid to the Consultant as compensation for Services. Proposal Documents: Proposal Documents shall mean City of Miami Beach [FILL IN RFP, RFQ, OR ITB] No. FXXXfor rXXXXXXXXXX, together with all amendments thereto, issued by the City in contemplation of this Agreement [FILL IN CORRECT ABBREVIATION RFP, RFQ, OR ITB], and the Consultant's proposal in response thereto ("Proposal"), all of which are hereby incorporated and made a part hereof; provided, however, that in the event of an express conflict between the Proposal Documents and this Agreement, the following order of precedent shall prevail: this Agreement; the [FILL IN RFP, RFQ, or ITB]; and the Proposal. Contact No. XX-XXX-XX Risk Manager: The Risk Manager of the City, with offices at 1700 Convention Center Drive, Third Floor, Miami Beach, Florida 33139; telephone number (305) 673-7000, Ext. 26724; and fax number (305) 673-7529. SECTION 2 SCOPE OF SERVICES 2.1 In consideration of the Fee to be paid to Consultant by the City, Consultant shall provide the work and services described in Exhibit "A" hereto (the "Services"). [NOTE: EXHIBIT "A" MUST INCLUDE DETAILED DESCRIPTION OF SERVICES] Although Consultant may be provided with a schedule of the available hours to provide its Services, the City shall not control nor have the right to control the hours of the Services performed by the Consultant; where the Services are performed (although the City will provide Consultant with the appropriate location to perform the Services); when the Services are performed, including how many days a week the Services are performed; how the Services are performed, or any other aspect of the actual manner and means of accomplishing the Services provided. Notwithstanding the foregoing, all Services provided by the Consultant shall be performed in accordance with the terms and conditions set forth in Exhibit "A" and to the reasonable satisfaction of the City Manager. If there are any questions regarding the Services to be performed, Consultant should contact the following person: 2.2 Consultant's Services, and any deliverables incident thereto, shall be completed in accordance with the timeline and/or schedule in Exhibit fXXX7KK�( hereto. [NOTE: TIMELINE FOR DELIVERABLES CAN ALSO BE INCLUDED IN EXHIBIT "A" OR IN SEPARATE EXHIBIT] SECTION 3 TERM The term of this Agreement ("Term") shall commence upon execution of this Agreement by all parties hereto (the Effective Date set forth on p. 1 hereof), and shall have an initial tens of �, with renewal options, to be exercised at the City Managers sole option and discretion, by providing Consultant with written notice of same no less than thirty (30) days prior to the expiration of the initial tens. Notwithstanding the Term provided herein, Consultant shall adhere to any specific timelines, schedules, dates, and/or performance milestones for completion and delivery of the Services, as same is/are set forth in the timeline and/or schedule referenced in Exhibit FXXXI hereto. Contmct No. XX-XXX-XX SECTION 4 FEE 4.1 In consideration of the Services to be provided, Consultant shall be compensated on a fixed fee basis, in the amount of EXXXXXXXX , for a total annual amount not to exceed $XXXXXXX 4.2 [NOTE: INCLUDE AMOUNT FOR REIMBURSABLES, IF ANY]. 4.3 [NOTE: INCLUDE HOW FEE IS TO BE PAID — I.E. "X" PERCENTAGE UP FRONT; "X" UPON DELIVERY; MONTHLY; LUMP SUM; ETC.]. 4.4 INVOICING Upon receipt of an acceptable and approved invoice, payment(s) shall be made within forty-five (45) days for that portion (or those portions) of the Services satisfactorily rendered (and referenced in the particular invoice). Invoices shall include a detailed description of the Services (or portions thereof) provided, and shall be submitted to the City at the following address: Accounts Payable: Pavables(amiamibeachfl.aov SECTION 5 TERMINATION 5.1 TERMINATION FOR CAUSE If the Consultant shall fail to fulfill in a timely manner, or otherwise violates, any of the covenants, agreements, or stipulations material to this Agreement, the City, through its City Manager, shall thereupon have the right to terminate this Agreement for cause. Prior to exercising its option to terminate for cause, the City shall notify the Consultant of its violation of the particular term(s) of this Agreement, and shall grant Consultant ten (10) days to cure such default. If such default remains uncured after ten (10) days, the City may terminate this Agreement without further notice to Consultant. Upon termination, the City shall be fully discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. Notwithstanding the above, the Consultant shall not be relieved of liability to the City for damages sustained by the City by any breach of the Agreement by the Consultant. The City, at its sole option and discretion, shall be entitled to bring any and all legal/equitable actions that it deems to be in its best interest in order to enforce the City's rights and remedies against Consultant. The City shall be entitled to recover all costs of such actions, including reasonable attorneys' tees. 5.2 TERMINATION FOR CONVENIENCE OF THE CITY Contract No. XX-XXX-XX THE CITY MAY ALSO, THROUGH ITS CITY MANAGER, AND FOR ITS CONVENIENCE AND WITHOUT CAUSE, TERMINATE THE AGREEMENT AT ANY TIME DURING THE TERM BY GIVING WRITTEN NOTICE TO CONSULTANT OF SUCH TERMINATION; WHICH SHALL BECOME EFFECTIVE WITHIN THIRTY (30) DAYS FOLLOWING RECEIPT BY THE CONSULTANT OF SUCH NOTICE. ADDITIONALLY, IN THE EVENT OF A PUBLIC HEALTH, WELFARE OR SAFETY CONCERN, AS DETERMINED BY THE CITY MANAGER, IN THE CITY MANAGER'S SOLE DISCRETION, THE CITY MANAGER, PURSUANT TO A VERBAL OR WRITTEN NOTIFICATION TO CONSULTANT, MAY IMMEDIATELY SUSPEND THE SERVICES UNDER THIS AGREEMENT FOR A TIME CERTAIN, OR IN THE ALTERNATIVE, TERMINATE THIS AGREEMENT ON A GIVEN DATE. IF THE AGREEMENT IS TERMINATED FOR CONVENIENCE BY THE CITY, CONSULTANT SHALL BE PAID FOR ANY SERVICES SATISFACTORILY PERFORMED UP TO THE DATE OF TERMINATION; FOLLOWING WHICH THE CITY SHALL BE DISCHARGED FROM ANY AND ALL LIABILITIES, DUTIES, AND TERMS ARISING OUT OF, OR BY VIRTUE OF, THIS AGREEMENT. 5.3 TERMINATION FOR INSOLVENCY The City also reserves the right to terminate the Agreement in the event the Consultant is placed either in voluntary or involuntary bankruptcy or makes an assignment for the benefit of creditors. In such event, the right and obligations for the parties shall be the same as provided for in Section 5.2. SECTION 6 INDEMNIFICATION AND INSURANCE REQUIREMENTS 6.1 INDEMNIFICATION Consultant agrees to indemnify, defend and hold harmless the City of Miami Beach and its officers, employees, agents, and contractors, from and against any and all actions (whether at law or in equity), claims, liabilities, losses, and expenses, including, but not limited to, attorneys' fees and costs, for personal, economic or bodily injury, wrongful death, loss of or damage to property, which may arise or be alleged to have arisen from the negligent acts, errors, omissions or other wrongful conduct of the Consultant, its officers, employees, agents, contractors, or any other person or entity acting under Consultant's control or supervision, in connection with, related to, or as a result of the Consultant's performance of the Services pursuant to this Agreement. To that extent, the Consultant shall pay all such claims and losses and shall pay all such costs and judgments which may issue from any lawsuit arising from such claims and losses, and shall pay all costs and attorneys' fees expended by the City in the defense of such claims and losses, including appeals. The Consultant expressly understands and agrees that any insurance protection required by this Agreement or otherwise provided by the Consultant shall in no way limit the Consultant's responsibility to indemnify, keep and save harmless and defend the City or its officers, employees, agents and instrumentalities as herein provided. The parties agree that one percent (1%) of the total compensation to Consultant for performance of the Services under this Agreement is the specific consideration from the City to Connect No. XX-XXX-XX the Consultant for the Consultant's indemnity agreement. The provisions of this Section 6.1 and of this indemnification shall survive termination or expiration of this Agreement. 6.2 INSURANCE REQUIREMENTS [NOTE: INSURANCE TYPES AND LIMITS BELOW SHOULD ALWAYS BE SAME AS WHAT WAS SPECIFIED IN BID DOCUMENTS] 6.3 The Consultant shall maintain the below required insurance in effect prior to awarding the agreement and for the duration of the agreement. The maintenance of proper insurance coverage is a material element of the agreement and failure to maintain or renew coverage may be treated as a material breach of the contract, which could result in withholding of payments or termination of the Agreement. A. General Liability, in the amount of $1,000,000 combined single limit, for bodily injury and property damage. The City of Miami Beach must be endorsed as an Additional Insured as their interest may appear. B. Consultant Professional Liability, in the amount of $1,000,000; and C. Workers Compensation & Employers Liability, as required pursuant to Chapter 440, Florida Statutes. A waiver of subrogation endorsement must be provided. 6.4 Additional Insured — City of Miami Beach must be included by endorsement as an additional insured with respect to all liability policies (except Professional Liability and Workers Compensation) arising out of work or operations performed on behalf of the Consultant including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired or borrowed in the form of an endorsement to the Consultant's insurance. 6.5 Notice of Cancellation — Each insurance policy required above shall provide that coverage shall not be cancelled, except with notice to the City of Miami Beach c/o EXIGIS Insurance Compliance Services. 6.6 Waiver of Subrogation — Consultant agrees to obtain any endorsement that may be necessary to affect the waiver of subrogation on the coverages required. However, this provision applies regardless of whether the City has received a waiver of subrogation endorsement from the insurer. 6.7 Acceptability of Insurers — Insurance must be placed with insurers with a current A.M. Best rating of A:VII or higher. If not rated, exceptions may be made for members of the Florida Insurance Funds (i.e. FWCIGA, FAJUA). Camara may also be considered if they are licensed and authorized to do insurance business in the State of Florida. 6.8 Verification of Coverage — Consultant shall furnish the City with original certificates and amendatory endorsements, or copies of the applicable insurance language, effecting coverage required by this contract. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant's obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time. Convect No. XX-XXX-XX CERTIFICATE HOLDER ON ALL COI MUST READ: CITY OF MIAMI BEACH cto EXIGIS Insurance Compliance Services P.O. Box 947 Murneta, CA 92564 Kindly submit all certificates of insurance, endorsements, exemption letters to our servicing agent, EXIGIS, at: Certificates-miamibeach().riskworks.com 6.9 Special Risks or Circumstances — The City of Miami Beach reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. Compliance with the foregoing requirements shall not relieve the vendor of his liability and obligation under this section or under any other section of this agreement. SECTION 7 LITIGATION JURISDICTIONIVENUEMURY TRIAL WAIVER This Agreement shall be construed in accordance with the laws of the State of Florida. This Agreement shall be enforceable in Miami -Dade County, Florida, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for the enforcement of same shall lie in Miami -Dade County, Florida. By entering into this Agreement, Consultant and the City expressly waive any rights either party may have to a trial by jury of any civil litigation related to or arising out of this Agreement. SECTION 8 LIMITATION OF CITY'S LIABILITY The City desires to enter into this Agreement only if in so doing the City can place a limit on the City's liability for any cause of action, for money damages due to an alleged breach by the City of this Agreement, so that its liability for any such breach never exceeds the sum of $10,000. Consultant hereby expresses its willingness to enter into this Agreement with Consultant's recovery from the City for any damage action for breach of contract to be limited to a maximum amount of $10,000. Accordingly, and notwithstanding any other term or condition of this Agreement, Consultant hereby agrees that the City shall not be liable to the Consultant for damages in an amount in excess of $10,000 for any action or claim for breach of contract arising out of the performance or non-performance of any obligations imposed upon the City by this Agreement. Nothing contained in this section or elsewhere in this Agreement is in any way intended to be a waiver of the limitation placed upon the City's liability, as set forth in Section 768.28, Florida Statutes. Contract No. XX-XXX-XX SECTION 9 DUTY OF CAREICOMPLIANCE WITH APPLICABLE LAWSIPATENT RIGHTS: COPYRIGHT• AND CONFIDENTIAL FINDINGS 9.1 DUTY OF CARE With respect to the performance of the Services contemplated herein, Consultant shall exercise that degree of skill, care, efficiency and diligence normally exercised by reasonable persons and/or recognized professionals with respect to the performance of comparable work and/or services. 9.2 COMPLIANCE WITH APPLICABLE LAWS In its performance of the Services, Consultant shall comply with all applicable laws, ordinances, and regulations of the City, Miami -Dade County, the State of Florida, and the federal government, as applicable. 9.3 PATENT RIGHTS: COPYRIGHT: CONFIDENTIAL FINDINGS Any work product arising out of this Agreement, as well as all information specifications, processes, data and findings, are intended to be the property of the City and shall not otherwise be made public and/or disseminated by Consultant, without the prior written consent of the City Manager, excepting any information, records etc. which are required to be disclosed pursuant to Court Order and/or Florida Public Records Law. All reports, documents, articles, devices, and/or work produced in whole or in part under this Agreement are intended to be the sole and exclusive property of the City, and shall not be subject to any application for copyright or patent by or on behalf of the Consultant or its employees or sub -consultants, without the prior written consent of the City Manager. SECTION 10 GENERAL PROVISIONS 10.1 AUDIT AND INSPECTIONS Upon reasonable verbal or written notice to Consultant, and at any time during normal business hours (i.e. SAM — 513M, Monday through Fridays, excluding nationally recognized holidays), and as often as the City Manager may, in his/her reasonable discretion and judgment, deem necessary, there shall be made available to the City Manager, and/or such representatives as the City Manager may deem to act on the City's behalf, to audit, examine, and/ or inspect, any and all other documents and/or records relating to all matters covered by this Agreement. Consultant shall maintain any and all such records at its place of business at the address set forth in the "Notices" section of this Agreement. 10.2 INSPECTOR GENERAL AUDIT RIGHTS Contact No. XX-XXX-XX (A) Pursuant to Section 2-256 of the Code of the City of Miami Beach, the City has established the Office of the Inspector General which may, on a random basis, perform reviews, audits, inspections and investigations on all City contracts, throughout the duration of said contracts. This random audit is separate and distinct from any other audit performed by or on behalf of the City. (B) The Office of the Inspector General is authorized to investigate City affairs and empowered to review past, present and proposed City programs, accounts, records, contracts and transactions. In addition, the Inspector General has the power to subpoena witnesses, administer oaths, require the production of witnesses and monitor City projects and programs. Monitoring of an existing City project or program may include a report concerning whether the project is on time, within budget and in conformance with the contract documents and applicable law. The Inspector General shall have the power to audit, investigate, monitor, oversee, inspect and review operations, activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant, its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. Pursuant to Section 2-378 of the City Code, the City is allocating a percentage of its overall annual contract expenditures to fund the activities and operations of the Office of Inspector General. (C) Upon ten (10) days written notice to the Consultant, the Consultant shall make all requested records and documents available to the Inspector General for inspection and copying. The Inspector General is empowered to retain the services of independent private sector auditors to audit, investigate, monitor, oversee, inspect and review operations activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. (D) The Inspector General shall have the right to inspect and copy all documents and records in the Consultant's possession, custody or control which in the Inspector General's sole judgment, pertain to performance of the contract, including, but not limited to original estimate files, change order estimate files, worksheets, proposals and agreements from and with successful subcontractors and suppliers, all project -related correspondence, memoranda, instructions, financial documents, construction documents, (bid/proposal) and contract documents, back -change documents, all documents and records which involve cash, trade or volume discounts, insurance proceeds, rebates, or dividends received, payroll and personnel records and supporting documentation for the aforesaid documents and records. (E) The Consultant shall make available at its office at all reasonable times the records, materials, and other evidence regarding the acquisition (bid preparation) and Conma No. XX-XXX-XX performance of this Agreement, for examination, audit, or reproduction, until three (3) years after final payment under this Agreement or for any longer period required by statute or by other clauses of this Agreement. In addition: i. If this Agreement is completely or partially terminated, the Consultant shall make available records relating to the work terminated until three (3) years after any resulting final termination settlement; and ii. The Consultant shall make available records relating to appeals or to litigation or the settlement of claims arising under or relating to this Agreement until such appeals, litigation, or claims are finally resolved. (F) The provisions in this section shall apply to the Consultant, its officers, agents, employees, subcontractors and suppliers. The Consultant shall incorporate the provisions in this section in all subcontracts and all other agreements executed by the Consultant in connection with the performance of this Agreement. (G) Nothing in this section shall impair any independent right to the City to conduct audits or investigative activities. The provisions of this section are neither intended nor shall they be construed to impose any liability on the City by the Consultant or third parties. 10.3 ASSIGNMENT, TRANSFER OR SUBCONSULTING Consultant shall not subcontract, assign, or transfer all or any portion of any work and/or service under this Agreement without the prior written consent of the City Manager, which consent, 9 given at all, shall be in the Manager's sole judgment and discretion. Neither this Agreement, nor any term or provision hereof, or right hereunder, shall be assignable unless as approved pursuant to this section, and any attempt to make such assignment (unless approved) shall be void. 10.4 PUBLIC ENTITY CRIMES Prior to commencement of the Services, the Consultant shall file a State of Florida Form PUR 7068, Sworn Statement under Section 287.133(3)(a) Florida Statute on Public Entity Crimes with the City's Procurement Division. 10.5 NO DISCRIMINATION In connection with the performance of the Services, the Consultant shall not exclude from participation in, deny the benefits of, or subject to discrimination anyone on the grounds of race, color, national origin, sex, age, disability, religion, income or family status. Additionally, Consultant shall comply fully with the City of Miami Beach Human Rights Ordinance, codified in Chapter 62 of the City Code, as may be amended from time to time, prohibiting discrimination in employment, housing, public accommodations, and public services on account of actual or perceived race, color, national origin, religion, sex, intersexuality, gender identity, sexual orientation, marital and familial status, age, disability, ancestry, height, weight, domestic partner status, labor organization membership, familial situation, or political affiliation. Contract No. XX-XXX-XX 10.6 CONFLICT OF INTEREST Consultant herein agrees to adhere to and be governed by all applicable Miami -Dade County Conflict of Interest Ordinances and Ethics provisions, as set forth in the Miami -Dade County Code, as may be amended from time to time: and by the City of Miami Beach Charter and Code, as may be amended from time to time; both of which are incorporated by reference as if fully set for0h herein. Consultant covenants that it presently has no interest and shall not acquire any interest, directly or indirectly, which could conflict in any manner or degree with the performance of the Services. Consultant further covenants that in the performance of this Agreement, Consultant shall not employ any person having any such interest. No member of or delegate to the Congress of the United States shall be admitted to any share or part of this Agreement or to any benefits arising therefrom. 10.7 CONSULTANT'S COMPLIANCE WITH FLORIDA PUBLIC RECORDS LAW (A) Consultant shall comply with Florida Public Records law under Chapter 119, Florida Statutes, as may be amended from time to time. (B) The term "public records' shall have the meaning set forth in Section 119.011(12), which means all documents, papers, letters, maps, books, tapes, photographs, films, sound recordings, data processing software, or other material, regardless of the physical form, characteristics, or means of transmission, made or received pursuant to law or ordinance or in connection with the transaction of official business of the City. (C) Pursuant to Section 119.0701 of the Florida Statutes, if the Consultant meets the definition of "Contractor" as defined in Section 119.0701(1)(a), the Consultant shall: (1) Keep and maintain public records required by the City to perform the service; (2) Upon request from the City's custodian of public records, provide the City with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes or as otherwise provided by law; (3) Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed, except as authorized by law, for the duration of the contract term and following completion of the Agreement if the Consultant does not transfer the records to the City; (4) Upon completion of the Agreement, transfer, at no cost to the City, all public records in possession of the Consultant or keep and maintain public records required by the City to perform the service. If the Consultant transfers all public records to the City upon completion of the Agreement, the Consultant shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Consultant keeps and maintains public records upon completion of the Agreement, the Consultant shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the City, upon request from the City's custodian of public records, in a format that is compatible with the information technology systems of the City. 10 Contract No. XX-XXX-XX (D) REQUEST FOR RECORDS; NONCOMPLIANCE. (1) A request to inspect or copy public records relating to the City's contract for services must be made directly to the City. If the City does not possess the requested records, the City shall immediately notify the Consultant of the request, and the Consultant must provide the records to the City or allow the records to be inspected or copied within a reasonable time. (2) Consultant's failure to comply with the City's request for records shall constitute a breach of this Agreement, and the City, at its sole discretion, may: (1) unilaterally terminate the Agreement; (2) avail itself of the remedies set forth under the Agreement; and/or (3) avail itself of any available remedies at law or in equity. (3) A Consultant who fails to provide the public records to the City within a reasonable time may be subject to penalties under s. 119.10. (E) CIVIL ACTION. (1) If a civil action is Bled against a Consultant to compel production of public records relating to the City's contract for services, the court shall assess and award against the Consultant the reasonable costs of enforcement, including reasonable attorneys' fees, if: a. The court determines that the Consultant unlawfully refused to comply with the public records request within a reasonable time; and b. At least 8 business days before filing the action, the plaintiff provided written notice of the public records request, including a statement that the Consultant has not complied with the request, to the City and to the Consultant. (2) A notice complies with subparagraph (1)(b) If it is sent to the City's custodian of public records and to the Consultant at the Consultant's address listed on its contract with the City or to the Consultant's registered agent. Such notices must be sent by common carrier delivery service or by registered, Global Express Guaranteed, or certified mail, with postage or shipping paid by the sender and with evidence of delivery, which may be in an electronic format. (3) A Consultant who complies with a public records request within 8 business days after the notice is sent is not liable for the reasonable costs of enforcement. (F) IF THE CONSULTANT HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONSULTANT'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS AGREEMENT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: CITY OF MIAMI BEACH ATTENTION: RAFAEL E. GRANADO, CITY CLERK 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139 E-MAIL: RAFAELGRANADO(a MIAMIBEACHFL.GOV PHONE: 305-673-7411 10.8 FORCE MAJEURE 11 Contract No. XX-XXX-XX (A) A "Force Majeure" event is an event that (i) in fact causes a delay in the performance of the Consultant or the City's obligations under the Agreement, and (if) is beyond the reasonable control of such party unable to perform the obligation, and (iii) is not due to an intentional act, error, omission, or negligence of such party, and (iv) could not have reasonably been foreseen and prepared for by such party at any time prior to the occurrence of the event. Subject to the foregoing criteria, Force Majeure may include events such as war, civil insurrection, not, fires, epidemics, pandemics, terrorism, sabotage, explosions, embargo restrictions, quarantine restrictions, transportation accidents, strikes, strong hurricanes or tornadoes, earthquakes, or other acts of God which prevent performance. Force Majeure shall not include technological impossibility, inclement weather, or failure to secure any of the required permits pursuant to the Agreement. (B) If the City or Consultant's performance of its contractual obligations is prevented or delayed by an event believed by to be Force Majeure, such party shall immediately, upon learning of the occurrence of the event or of the commencement of any such delay, but in any rase within fifteen (15) business days thereof, provide notice: (i) of the occurrence of event of Force Majeure, (ii) of the nature of the event and the cause thereof, (iii) of the anticipated impact on the Agreement, (iv) of the anticipated period of the delay, and (v) of what course of action such party plans to take in order to mitigate the detrimental effects of the event. The timely delivery of the notice of the occurrence of a Force Majeure event is a condition precedent to allowance of any relief pursuant to this section; however, receipt of such notice shall not constitute acceptance that the event claimed to be a Force Majeure event is in fact Force Majeure, and the burden of proof of the occurrence of a Force Majeure event shall be on the requesting parry. (C) No party hereto shall be liable for its failure to carry out its obligations under the Agreement during a period when such party is rendered unable, in whole or in part, by Force Majeure to carry out such obligations. The suspension of any of the obligations under this Agreement due to a Force Majeure event shall be of no greater scope and no longer duration than is required. The party shall use its reasonable best efforts to continue to perform its obligations hereunder to the extent such obligations are not affected or are only partially affected by the Force Majeure event, and to correct or cure the event or condition excusing performance and otherwise to remedy its inability to perform to the extent its inability to perform is the direct result of the Force Majeure event with all reasonable dispatch. (D) Obligations pursuant to the Agreement that arose before the occurrence of a Force Majeure event, causing the suspension of performance, shall not be excused as a result of such occurrence unless such occurrence makes such performance not reasonably possible. The obligation to pay money in a timely manner for obligations and liabilities which matured prior to the occurrence of a Force Majeure event shall not be subject to the Force Majeure provisions. (E) Notwithstanding any other provision to the contrary herein, in the event of a Force Majeure occurrence, the City may, at the sole discretion of the City Manager, suspend the City's payment obligations under the Agreement, and may take such action without regard to the notice requirements herein. Additionally, in the event that an event of Force Majeure delays a party's performance under the Agreement for a time period 12 Connect No. XX-XXX-XX greater than thirty (30) days, the City may, at the sole discretion of the City Manager, terminate the Agreement on a given date, by giving written notice to Consultant of such termination. If the Agreement is terminated pursuant to this section, Consultant shall be paid for any Services satisfactorily performed up to the date of termination; following which the City shall be discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. In no event will any condition of Force Majeure extend this Agreement beyond its stated term. 10.9 E-VERIFY (A) Consultant shall comply with Section 448.095, Florida Statutes, "Employment Eligibility" ("E-Verify Statute"), as may be amended from time to time. Pursuant to the E-Verify Statute, commencing on January 1, 2021, Consultant shall register with and use the E- Verify system to verity the work authorization status of all newly hired employees during the Tenn of the Agreement. Additionally, Consultant shall expressly require any subconsultant performing work or providing services pursuant to the Agreement to likewise utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the subconsultant during the contract Term. If Consultant enters into a contract with an approved subconsultant, the subconsultant must provide the Consultant with an affidavit stating that the subconsultant does not employ, contract with, or subcontract with an unauthorized alien. Consultant shall maintain a copy of such affidavit for the duration of the Agreement or such other extended period as may be required under this Agreement. (B) TERMINATION RIGHTS. (1) If the City has a good faith belief that Consultant has knowingly violated Section 448.09(1), Florida Statutes, the City shall terminate this Agreement with Consultant for cause, and the City shall thereafter have or owe no further obligation or liability to Consultant. (2) If the City has a good faith belief that a subconsultant has knowingly violated the foregoing Subsection 10.9(A), but the Consultant otherwise complied with such subsection, the City will promptly notify the Consultant and order the Consultant to immediately terminate the Agreement with the subconsultant. Consultant's failure to terminate a subconsultant shall be an event of default under this Agreement, entitling City to terminate the Consultant's contract for cause. (3) A contract terminated under the foregoing Subsection (B)(1) or (B)(2) is not in breach of contract and may not be considered as such. (4) The City or Consultant or a subconsultant may file an action with the Circuit or County Court to challenge a termination under the foregoing Subsection (B)(1) or (B)(2) no later than 20 calendar days after the date on which the contract was terminated. (5) If the City terminates the Agreement with Consultant under the foregoing Subsection (B)(1), Consultant may not be awarded a public contract for at least 1 year after the date of termination of this Agreement. (6) Consultant is liable for any additional costs incurred by the City as a result of the termination of this Agreement under this Section 10.9. SECTION 11 NOTICES 13 Contract No. XX-XXX-XX Until changed by notice, in writing, all such notices and communications shall be addressed as follows: TO CONSULTANT: [FILL IN] TO CITY: [FILL IN] All notices mailed electronically to either party shall be deemed to be sufficiently transmitted. SECTION 12 MISCELLANEOUS PROVISIONS 12.1 CHANGES AND ADDITIONS This Agreement cannot be modified or amended without the express written consent of the parties. No modification, amendment, or alteration of the terms or conditions contained herein shall be effective unless contained in a written document executed with the same formality and of equal dignity herewith. 12.2 SEVERABILITY If any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement shall not be affected and every other term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law. 12.3 WAIVER OF BREACH A party's failure to enforce any provision of this Agreement shall not be deemed a waiver of such provision or modification of this Agreement. A party's waiver of any breach of a provision of this Agreement shall not be deemed a waiver of any subsequent breach and shall not be construed to be a modification of the terms of this Agreement. 12.4 JOINT PREPARATION The parties hereto acknowledge that they have sought and received whatever competent advice and counsel as was necessary for them to form a full and complete understanding of all rights and obligations herein and that the preparation of this Agreement has been a joint effort of the parties, the language has been agreed to by parties to express their mutual intent and the resulting document shall not, solely as a matter of judicial construction, be construed more severely against one of the parties than the other. 12.5 ENTIRETY OF AGREEMENT The City and Consultant agree that this is the entire agreement between the parties. This Agreement supersedes all prior negotiations, correspondence, conversations, agreements or understandings applicable to the matters contained herein, and there are no commitments, agreements or understandings concerning the subject matter of this Agreement that are not 14 Contract No. XX-XXX-X S contained in this document. Title and paragraph headings are for convenient reference and are not intended to confer any rights or obligations upon the parties to this Agreement. [REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK] 15 Contract No. XX-XXX-XX IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their appropriate officials, as of the date first entered above. FOR CITY: CITY OF MIAMI BEACH, FLORIDA ATTEST: By: Rafael E. Granado, City Clerk Aims T. Hudak, Ctly Manager Date: FOR CONSULTANT: By: Print Name and Title Date: 16 Contract No. XX-XXX-XX EXHIBIT A SCOPE OF SERVICES 17 APPENDIX C MIAMIBEACH Insurance Requirements RFQ No. 2024-005-ND ECONOMIC DEVELOPMENT CONSULTANT SERVICES PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 31d Floor Miami Beach, Florida 33139 INSURANCE REQUIREMENTS The vendor shall maintain the below -required insurance in effect prior to awarding the Contract and for the duration of the Contract. The maintenance of proper insurance coverage is a material element of the Contract and failure to maintain or renew coverage may be treated as a material breach of the Contract, which could result in withholding of payments or termination of the Contract. A. Workers' Compensation Insurance for all employees of the Contractor as required by Florida Statute Chapter 440 and Employer Liability Insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease. Should the Contractor be exempt from this Statute, the Contractor and each employee shall hold the City harmless from any injury incurred during performance of the Contract. The exempt contractor shall also submit (i) a written statement detailing the number of employees and that they are not required to carry Workers' Compensation insurance and do not anticipate hiring any additional employees during the term of this contract or (ii) a copy of a Ceriifirate of Exemption. B. Commercial General Liability Insurance on an occurrence basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence, and $2,000,000 general aggregate. C. Automobile Liability Insurance covering any automobile, if vendor has no owned automobiles, then coverage for hired and non -owned automobiles, with limit no less than $1,000,000 combined per accident for bodily injury and property damage. D. Professional Liability (Errors & Omissions) Insurance appropriate to the Consultant's profession, with limit no less than $1,000,000. Additional Insured - The City of Miami Beach must be included by endorsement as an additional insured with respect to all liability policies (except Professional Liability and Workers' Compensation) arising out of work or operations performed on behalf of the contractor, including materials, parts, or equipment fumished in connection with such work or operations and automobiles owned, leased, hired or borrowed in the form of an endorsement to the contractors insurance. Notice of Cancellation - Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City of Miami Beach clo EXIGIS Insurance Compliance Services. Waiver of Subrogation — The Vendor agrees to obtain any endorsement that may be necessary to affect the waiver of subrogation on the coverages required. However, this provision applies regardless of whether the City has received a waiver of subrogation endorsement from the insurer. Acceptability of Insurers— Insurance must be placed with insurers with a current A.M. Best rating of XVII or higher. If not rated, exceptions may be made for members of the Florida Insurance Funds (i.e. FWCIGA, FAJUA). Carriers may also be considered if they are licensed and authorized to do insurance business in the State of Florida. Verification of Coverage — The contractor shall furnish the City with original certificates and amendatory endorsements or copies of the applicable insurance language, effecting coverage required by this Contract. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor's obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time. CERTIFICATE HOLDER MUST READ: CITY OF MIAMI BEACH c/o EXIGIS Insurance Compliance Services P.O. Box 4668 — ECM #35050 New York, NY 101634668 Kindly submit all certificates of insurance, endorsements, and exemption letters to our servicing agent, EXIGIS, at: Certificates-miamibeachAdskworks.com Special Risks or Circumstances • The City of Miami Beach reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. Compliance with the foregoing requirements shall not relieve the vendor of his liability and obligation under this section or under any other section of this agreement. Balance of Page Intentionally Leff Blank ATTACHMENT SUNBIZ & PROPOSAL RESPONSE TO RFQ D.. ISION OF CORPOR TIONS 7f . ji'Y-/org r mt oOlruot Iudv o/Plorida wrbm Previous on List Next on Cat Return to List FJIl0g Nistory No Authority Info Partner Info No Name History Partnership Name Search Submit Partnership Detail General Partnership Name ACCENTURE LLP Principal Address 100 SOUTH WACKER DRIVE CHICAGO, IL 60606 Change Date: NONE Filing Information Document Number GP0000002191 FEIIEIN Number 720549204 File Date 1227/2000 State IL Total Pages 46 Pages in Original Filing 42 Current Partners 2 Cancellation Date NONE Status ACTIVE Effective Data NONE Expiration Date NONE Name History NONE Document Images 12127/2000 -- Registration View image in PDF format pjgng Nisll" No Authority Into Partner Info No Name History Partnership Name Search Suhmtt ECONOMIC DEVELOMENT CONSULTANT SERVICES RESPONSE TO REQUEST FOR QUALIFICATIONS JULY 1, 2024 SUBMITTED BY: Jina Braynon Accenture Public Service Leader Email Address: Jina.m.braynon@accenture.com SUBMITTED TO: Natalia Delgado Email Address: Nataliadelgado@miamibeachfl.gov accenture A Cover Letter Dear Natalia, On behalf of Accenture, I appreciate the opportunity to present this proposal in line with the City of Miami Beach's (from here on referred to as the'City') request for a quote. We recognize just how important economic development will be to continue the incredible momentum of Miami Beach's growth and are excited about the prospect of being your partner in this effort. Accenture is thrilled to submit this business proposal outlining our comprehensive strategy to support Miami Beach's long-term economic growth vision. We understand that the City is seeking a partner firm with an exhaustive pool of multi -faceted consultants with the expertise and experience to navigate the complexities of modern economic development. Accenture is confident we are the ideal choice, offering a proven track record of success and a deep understanding of Miami Beach's unique strengths and opportunities. Strategic reports for City of Miami Beach highlight Miami Beach's commitment to fostering a diverse and resilient economy. From the information we have collated from public sources, the focus of the City lies on stimulating balanced growth through initiatives like: • Business assistance: Streamlining processes and offering support for entrepreneurs and established businesses. • Corridor development and redevelopment: Revitalizing key areas to attract new businesses and residents. • Real estate development: Encouraging strategic development projects that align with the city's vision. • Economicdiversification: Cultivating a thriving ecosystem beyond tourism, including technology, innovation, and creative industries. • Sustainable talent pool: Creating a pool of valuable human capital to bolster Miami Beach's core fundamentals. These goals strongly resonate with Accenture's core competencies. We bring a wealth of experience to the table, having partnered with cities around the world to develop and implement successful economic development strategies. We offer: • Breadth of expertise: Our 700k strong workforce brings together the best talent from different industries, helping our clients truly create a difference. • Deep Industry Knowledge: We understand the specific challenges and opportunities facing Miami Beach's key industries, including tourism, hospitality, and emerging sectors like technology and finance. Copyright c, 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. • Innovation and Technology Expertise: Accenture can leverage cutting -edge technology solutions to streamline business processes, attract talent, and enhance Miami Beach's global competitiveness. • Olobal Networkand Resources: We connect Miami Beach to a vast network of industry leaders, investors, and entrepreneurs, fostering collaboration and growth. • Proven Track Record: Accenture has a successful history of delivering impactful economic development projects across the globe. We are excited to work with the City of Miami Beach and regional partners to continue your momentum while bringing innovation into each of the planned development activities and ancillaries. We are committed to serving as a valued partner, to be there for you and collaborate in partnership as you look to the future. We welcome the opportunity to discuss our proposal with you and find opportunities to ensure it best fits your goals. If you have any questions or require more information, please don't hesitate to reach out. Sincerely, grf.u, cm. 03"tll Jina Braynon, Accenture Public Service Strategy & Consulting I Miami 305-450-67051 iina.m.braynon(Elaccenture.com Copyright) 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information Bidder and Bidder's Primary Contact Point of Contact Jina Braynon Legal Entity Name Accenture LLP Mailing Address 5201 Blue Lagoon Dr, Suite 250, Miami, FL 33126 E-Mail Address jina.m.braynon@accenture.com Phone Number 305.450.6705 Website Address www.accenture.com Copyrights, 2024 Accenture, All rights reserved - Thls ducurnont contains confidential and proprietary information. Table of Contents TAB -1 Cover Letter and Table of Contents......................................................................... Z CoverLetter.....................................................................................................................3 Bidder and Bidder's Primary Contact...............................................................................5 Tableof Contents.............................................................................................................6 Listof Tables....................................................................................................................8 Listof Figures...................................................................................................................9 Listof Boxes.................................................................................................................... 11 TAB - 2 Experience and Qualifications...............................................................................12 AboutAccenture.............................................................................................................13 Accenturein Florida....................................................................................................... 22 OurPoint of View........................................................................................................... 24 Proposed Organization Structure.................................................................................. 26 ClientReferences........................................................................................................... 35 TAB - 3 Approach and Methodology.................................................................................40 Initial Economic Development Planning and Analysis ................................................... 43 1. General Economic Development Services......................................................... 43 2. Economic Development Strategic Planning....................................................... 48 3. Data Collection and Assessment........................................................................ 53 4. Benchmarking..................................................................................................... 56 5. Sustainable Development................................................................................... 59 6. Competitive Assessment.................................................................................... 62 7. Target Industry Analysis...................................................................................... 65 8. Asset -Based Economic Development................................................................. 68 Strategic and Business Development.............................................................................71 9. Prospect Identification........................................................................................ 72 10. Leadership & Organizational Modelling.......................................................... 74 11. Workforce Trend Analysis................................................................................... 78 12. Business Development Strategy..................................................................... 83 6 Copyrights:=) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 13. Economic Development Incentive Plans......................................................... 86 14. Talent and Business Attraction/Retention.......................................................90 Financial, Cost, and Data Analysis................................................................................. 94 15. Economic Forecast Analysis............................................................................ 95 16. Cost/Financial Modelling................................................................................ 98 17. Real Estate Development Fiscal Analysis...................................................... 100 18. Cost -Benefit Analysis.................................................................................... 104 Communication and Stakeholder Engagement............................................................107 19. Community and Stakeholder Communications and Outreach ..................... 108 20. Marketing Plans.............................................................................................. 110 Project and Event Management.................................................................................... 112 21. Project Management Competencies............................................................. 113 22. Contract Negotiation..................................................................................... 117 23. Strategic Meeting Management..................................................................... 119 24. Workforce/Affordable Housing......................................................................121 LegalDisclaimer............................................................................................................125 7 Gopynghife 2024 Accentute. All rights rese,ved. This document contains confidential and proprietary information. List of Tables Table 1: Accenture's Offerings............................................................................................I/ Table2: Proposed Team..................................................................................................... 26 Table 3: Accenture Credential - Blueprint for Ohio's Future..............................................46 Table 4: Accenture Credential - Redefined Digital Government Strategy for Tennessee. 52 Table 5: Accenture Credential - NextGeneratiorl.......................................................... 55 Table 6: Accenture Credential - Annual CEO Study.......................................................... 61 Table 7: Market Assessment and Go -To Market Strategy for Multinational Telecommunications and Media Conglomerate................................................................ 63 Table 8 Accenture Credential - Target Industry Analysis .................................................. 66 Table 9: Accenture Credential - US Freight Transportation Company .............................. 69 Table 10: Accenture Credential - Awareness Campaign for the Launch of 988 in North Carolina.............................................................................................................................. 85 Table 11 Accenture Credential - Economic Development Incentive Plan .......................... 88 Table 12: Accenture Credential - Austin Chamber of Commerce Strategic Plan .............. 93 Table 13: Accenture Credential - Connected DMV............................................................ 97 Table 14: Accenture Credential - World Bank.................................................................... 99 Table 15: Indicative List of Data Sources.......................................................................... 101 Table 16: Accenture Credentials...................................................................................... 102 Table 17: Accenture Credential - Lumina Foundation and Multinational Health Insurance Company.......................................................................................................................... 105 Table 18: Accenture Credentials - California Department of Health ................................. 111 Table 19: NYC Mayor's Office of Contract Services PASSport Implementation ............... 118 Table 20: Accenture Credential - Atlanta Workforce Development Agency....................123 Copyright,, 2024 Accenture. All rights reserved. [his document contains confidential and proprietary Information_ List of Figures Figure 1: Overview of Accenture Performance...................................................................13 Figure 2: Overview of Health and Public Service Practice of Accenture ...........................14 Figure 3: Public Sector Awards and Recognition.............................................................. 16 Figure 4: Select Accenture Services................................................................................. 16 Figure 5: Accenture in Florida........................................................................................... 22 Figure 6: Accenture has been a long-term enterprise solution implementation partner to agencies and businesses in the State of Florida............................................................... 23 Figure 7: Economic Competitiveness levers for the City of Miami Beach ......................... 24 Figure 8: Illustrative Organization Chart........................................................................... 26 Figure 9: List of Task Defined in the Proposal Document...................................................41 Figure 10 Initial Economic Development Planning and Analysis ....................................... 43 Figure 11: FORM Methodology........................................................................................... 43 Figure 12; Illustrative Economic Development Factor Map ............................................... 45 Figure13: 4P Framework....................................................................................................46 Figure14: FORM Methodology........................................................................................... 48 Figure 15: Project Approach and Key Activities................................................................. 49 Figure 16: Sample of Primary Research.............................................................................49 Figure 17: Sample of Workshop Facilitation.......................................................................50 Figure 18: Sample of Strategic Plan and Action Plan Development..................................50 Figure 19: Sample of Socialization Plan..............................................................................51 Figure 20: Data Collection and Analysis Framework......................................................... 53 Figure 21: Key Metrics for Benchmarking.......................................................................... 56 Figure 22: Comprehensive Approach to Benchmarking................................................... 57 Figure 23: Sample of KPIs for Benchmarking.................................................................... 57 Figure 24: Sample of Benchmarking................................................................................. 57 Figure 25: Accenture's Principles on Sustainability........................................................... 59 Figure 26: Accenture's Awards and Recognition in Sustainability Development .............. 59 Figure 27: Accenture's Sustainability Support...................................................................60 Figure 28: Competitive Organizational Agility Assessment Tool ....................................... 62 Figure 29: Organizational Agility Quadrants..................................................................... 63 Figure 30: Steps for Target Industry Analysis.................................................................... 65 Figure 31: Aerial View of Biscayne Bay............................................................................... 68 Figure 32: Strategic and Business Development................................................................ 71 Figure 33: Accenture's Talent & Organization Practice and Our Clients ........................... 75 Figure 34: Accenture's Approach to Organization Design ................................................ 76 Figure 35: Framework to Improve Recruitment, Retention, Learning and Development, and Performance Management......................................................................................... 78 Figure 36: People Value Tree that shows Key HR Questions for Each Part of an Employee iif —A. ___ ...................................... 79 Copyrightic) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information Figure 37: People value Proposition Framework.................................................................81 Figure 38: Phased Approach to Creating Economic Development Plans ......................... 86 Figure 39: Examples of Media -Rich Interactive -Based Learning Deliverables ..................90 Figure 40: Sample Modules on Leading Self, Leading Others, and Leading the Organization...................................................................................................................... 92 Figure 41: Financial, Cost, and Data Analysis.................................................................... 94 Figure 42: Illustrative Areas to be Considered for Economic Forecast ............................. 96 Figure 43: Pillars of Accenture's Miami Beach -Centric Approach ................................... 100 Figure 44: Conceptual Framework for Impact Analysis .................................................. 100 Figure 45: Approach to Cost -Benefit Analysis................................................................. 104 Figure 46: Communication and stakeholder engagement..............................................107 Figure 47: Approach to Community and Stakeholders Communications ....................... 108 Figure 48: Sample of Socialization Plan.......................................................................... 109 Figure 49: Accenture's Talent Landscape.........................................................................110 Figure 50: Approach to the Development of Marketing Plan ........................................... 110 Figure 51: Project and Event Management....................................................................... 112 Figure 52: Pillars of Proposed Project Management Framework ...................................... 114 Figure 53: Proposed Governance Cadence...................................................................... 115 Figure 54: Proposed Risk Management Process.............................................................. 116 Figure 55: Problem Oriented Features in Accenture Control Framework (ACF).............. 116 Figure 56: Accenture's Contract Management Value Framework .................................... 117 Figure 57: High Level Approach to Tackle Affordable Housing ........................................ 122 10 Copyright ci 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. List of Boxes Box 1: Accenture Credential - Performance Management at George Mason University... 58 Box 2: Benefit of Asset -Based Economic Development.................................................... 68 Box 3: Comparison of Total GDP among Miami, Atlanta, Philadelphia, and Boston .........96 Copyrightrc> 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. About Accenture Our 738,000 people deliver on the promise of innovation Accenture LLP is a professional services company providing a broad range of services in strategy and consulting, interactive, technology, and operations, with digital capabilities across these services. Accenture's strong and continuous presence in Miami is part of an ecosystem that includes more than 720,000 people serving clients in more than 120 countries. We remain deeply ingrained in Florida, so that the City of Miami Beach's work is personal to thousands of team members. Every day, Accenture delivers complicated projects for both public and private entities, including 91 of the Fortune Global 100 and more than 75%of the Fortune Global 500, around the world. We can bring experience both in the public and private realm to City of Miami Beach's projects. The world's largest and most complex organizations come to Accenture to help define their strategies and implement their futures. Our market leading reach includes a wealth of relevant project management, business process reengineering, change management and systems integration experience and expertise. This depth allows us to leverage lessons learned and best practices that we will bring to bear on every project for the City. We provide services through four distinct business groups: Strategy and Consulting, Technology, Song (previously Interactive), and Operations. With our Public Service Accenture Overview operating group within Strategy and Consulting at the helm, we will bring the best of our integrated capabilities from each division to meet the City's needs. Our firm's unmatched experience and specialized skills are illustrated in Figure 1 alongside. As a collective constantly striving to uncover new best practices and r tlm•,ebo�Iew 720K °` ° Professionals ,I, gle0aly e..anr offiaesaneoperstlomin 200 1 and 5Oeamlldee US$61.68 ^� " dPnel oelive,y CaPabne« r 9-P IF 50+ .. re Alliance Network IF000 �, Accenture VV clients 200+ 40 120+ Iseadons Indusulas cuu.mms 0!7-1- 0-7�1 Industries our served services commum,ananx svm, a ueaas cnnsutins ,ecn,rolopy TechWWy FlnancNl Fli eon, eeaan a Pumm sewlces . npe�eeone $00} Fo,mal,lYencenu0onslye FYI roomers 185 Teapmlopy MatlonslvpsPesources Figure t: Overview of Accenture Performance 13 This oocu i enl mntems conOdenual and poVi�otery �nlaima�. leading innovation, we will empower the city to bring innovative, proven, and globally tested solutions to meet the challenges of our diverse and complex City. Acoenture'a Health and Public Service Practice For over five decades, Accenture has served as a dedicated partner to the world's leading governments, nonprofits, and education institutions with over 30,000 specialized public service professionals worldwide. These professionals serve over 350+ clients in public service spanning 37 countries and 40 industries ranging from federal to local governments, higher education institutions and non-profit organizations, including our dedicated practice focused on cities. We have delivered solutions to the most important strategic challenges for every cabinet -level U.S. Federal agency, 45 states, and 30 major cities. Figure 2: Overview of Health and Public Service Practice of Accenture Our teams help states and localities like City of Miami Beach across the world increase operational efficiency, reduce costs, improve service delivery, and become more transparent, accessible, and more responsive. We deploy more than 30,000 public sector practitioners who work on thousands of projects each year. In recent years, we've served more than 1,000 government and nonprofit organizations across 41 states and we currently work with government and public service organizations in 25 countries. This will allow City of Miami Beach to access best practices across a wide range of international cities. In the United States, we work with every cabinet -level department in the U.S. government, and therefore can also bring the national lens to the local context - something that is especially important given the City of Miami Beach's impact on the national landscape and need of cooperation from the federal government. At the state and local level, our public service solutions touch dozens of functional areas and industries. Our One Accenture team brings expertise from our various industry practices (Communication, Media, and Technology; Resources; and Products) to create specialized teams with both technical and functional knowledge for pressing Public Service initiates including Infrastructure Investment and Jobs Act planning and implementation, resource planning, workforce development, transportation and infrastructure, sustainability, public safety, public health, child welfare, and smart cities. 14 Copyright J 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. It is this depth of knowledge that City of Miami Beach will be able to access when tackling any new challenge or opportunity. Our team leverages our combined capabilities, experience, and research -based insights to support federal, state, county, and municipal governments, as well as nonprofits and educational institutions. With our approach and dedicated public service professionals, Accenture can provide successful and timely services on economic research and analysis, strategic planning, and the development of initiatives - but also the resources and methodologies that can help the City of Miami Beach tackle any project that comes our way. We understand the missions, needs, and commitments of government departments and agencies, economic development partners, and workforce development entities. Accenture believes in Purpose -First, People -Centered, & Data Driven solutions. • Purpose First: Accenture recognizes the importance of collaboration and partnerships in driving successful outcomes for cities and municipalities. Purpose is what guides us and our clients in public service. Our work will be anchored in realizing The City of Miami Beach's mission and aspirations to improve for the future, to undertake process improvements, and strengthen teamwork and communication across all our engagement. We are committed to partnering with The City across all relevant categories where we believe we can meaningfully and uniquely advance the goals of the project. • People Centered: Accenture focuses on designing solutions that start with the citizen, employee experiences, and desired outcomes. We recognize that the implementation of any strategic support service must be centered around people. This is why throughout our approaches we will rely on collaboration and co -creation with City of Miami Beach and its stakeholders. We believe that co -creation throughout the delivery of services and jointly working alongside one another will create organizational buy -in and enable The City's long-term success and economic growth. • Date -Driven. Accenture helps cities and municipalities navigate the complexities of today and tomorrow, enabling them to deliver better services to citizens. Data helps identify context -specific problem, find exemplars of best practice, and provide an evidence -based view of service delivery. Throughout any engagement, Accenture will bring a data -driven approach that focuses on prioritizing key performance Indicators and embedding a qualitative value orientation into our service delivery. We seek to go beyond statements of goals to incorporate specific, tangible indicators and targets for progress. Accenture has the breadth and depth to support the City of Miami Beach for all the aspects impacting the city's economic development, social and fiscal well-being. Accenture has received various awards and recognitions for its services delivery towards public sector organizations. Few of the recognitions are attached below: 15 Copyright« 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Awards & Recognition ® O Public Service clients In samosa& Ranked tap 10 for Fortune 100 Best Accenture Public Service was over 30 major ainee Compa into To Work For In The US racnynbed by Gartner' a Magic for 3 consecutive years Quadrant as a leader for its wand, far deers and innevativt Rarapecthema Figure 3: Public Sector Awards and Recognition Accentures Services As a market -leading consulting business with a strategic set of partners, we can fully provide the services the City of Miami Beach seeks, as well as a broad range of capabilities designed to increase value for the City, which will leverage consulting services. We understand the importance of research and analysis, strategic planning, and implementation. But we also know that there are other critical areas within those categories to help the City of Miami Beach achieve its goals. To execute on any of the areas outlined in this RFQ, the redevelopment agencies of the City of Miami Beach, can count on our experience to think about broad needs: to understand the City's talent pool; be committed to apply a diversity, equity, and inclusion - and sustainability- lens to all our shared projects; to ensure that communities and customers/end-users are engaged and that projects are communicated clearly and transparently. On top of that, we will work with the City to ensure our projects - and any project the City executes - is set up for sound financial management, operates ONE efficiently and is supported by a strong analytical base. Figure }o� alongside briefly APIS ninrt oar smamadip Assn.," curear" musing. describes our work in baw,amm s.rs. ems•. these areas. Further information is provided E-0®®� throughout the RFQ and a, ry0aa is available upon request. Eatwl.n•. "�^^^=`ram^ Our Service Offerings Figure et Select Accerdure Servlees We at Accenture, take pride in having organically grown the ability to offer a wide range of services to our clients. The core benefits that our clients realize are derived from our ability to demonstrate the value addition of bringing in cross -functional and cross - industry insights, we would aim to replicate a similar narrative with the City for the Miami 16 Copyrights: 2024 Accenture_ All rights reserved. This document contains confidential and proprietary Information. Beach Economic Development. Among the volume of the scope of work Accenture is capable of executing, some of our key service offerings relevant for this engagement are: programming and investments through data driven insights and an informed understanding of the broader economic and labor market environment practical, and implementable plans that address a market need based on best practices and sound business and financial analysis. multistakeholder projects that benefit entrepreneurs, promote innovation, and have positive fiscal impacts for Table 1: Aeeenture's Offerings • Macroeconomic Analysis • Labor Market Analysis • Market Sizing and Industry Analysis • Socio-Economic & Disparity Research • Monitoring & Reporting • Program Evaluation Need/Opportunity Assessment • Business and Financial Analysis • Program Design • Best Practice Collection Implementation Plans Engagement • Program Design at Scale • Marketing & Outreach • Complex Project Accenture worked with the Ohio Chamber of Commerce to develop a data -driven report on Ohio's business climate and economic opportunities that would be used to lay out the agency's legislative agenda for the next decade. The team gathered research from over 100 sources and analyzed data from states' national rankings to determine economic competitiveness, then created over 50 data visualizations and provided 52 Accenture provided a strategic view 01 the NYC Department of Parks and Recreation to ensure the DPR would maintain its momentum in improving the quality of parks and recreational programs in New York City, as well as improve business operations in maintenance, capital projects, and partnership development. Recommendations included improvement in capital design and capital procurement through Lean Six Sigma principals that yielded efficiency gains of 45 and 150 percent respectively. Accenture also created a new scorecard to better allocate park assets, a common framework, and new models to support partnerships, and a roadmap for new Office of Contracts in New York by providing a fully automated system to manage procurement workflow and oversee 40 agencies' compliance. In doing so, Accenture worked with stakeholders including the City and 17 Copyrights) 2024 Accenture. All rights reserved This document contains confidential and proprietary informaticn- Design and implement human capital strategies with clients that improve their overall business and financial performance Support clients in cantering equity in the creation, development, implementation and evaluation of their programs and initiatives. • HR Transformation • Talent • Organizational Change • Business Process Modeling and Reengineering • Training and Upskilling • Disparity Assessment • Measurement & analytics • Human -Centered Design Ivalua to digitize all the steps in the sourcing process and served as the systems integration sub -contractor with responsibilities including Pi testing and deployment, and conceptual design. Accenture worked with a Texan County Government with over 353,000 residents to strategically plan its COVID response. Accenture worked with stakeholders including the County Hospital District, County Health District, and State Health Institute to create an interactive health equity dashboard to guide response, including vaccine strategy. We also implemented a Program Management Office to holistically assist in COVID-19 response in conjunction with County to transform their entire HR operation, including changing the HR service delivery model and implementing Workday HCM and Workday Payroll as their HR technology. After accessing existing data protocols and developing approaches for integration, Accenture completed sprints to design, configure, test, and iterate on core functionalities and configurations. In addition, Accenture assisted with postproduction support and designed an implementation plan focused on HR Racial Equity and Accenture used human -centered design to develop an Equity Assessment rubric to assess each equity action plan that the Office put forward and map an agile path forward. Accenture also conducted a culture assessment to understand the lives of minority employees and begin behavioral transformation through our is Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Sustainability These support clients to . Sustainability Strategy Accenture has had a 10+year transform their . Sustainability partnership with the UN Global operations and business Operational Excellence Compact (UNGC). As part of this work, models to fully integrate . Energy & Resource Accenture and the UNGC jointly sustainability, initiatives Optimization publish an annual CEO Study which is across the enterprise . Intelligent now the world's largest assessment of Infrastructure & Cities CEO opinion on Sustainability. The . Analytics & 2022 CEO Study, focused on climate Performance resilience, surveyed 2,600+and Monitoring interviewed 100+ CEOs. In addition, Accenture jointly facilitates SDG Ambition, a global accelerator program to upskill companies on how they can accelerate accomplishing the UN SDGs by leveraging technology. Currently, the program engages 1,100+ com anies across 80 countries. EngagementCommunity Engage in large-scale . Stakeholder Fairfax County's Division of Children, projects that benefit the Engagement Planning Youth & Families (CYF) and Accenture community and . Community Outreach conducted a high-level current state stakeholder groups with . Engagement Material assessment into four core agency emphasis on involving Creation practice. Accenture conducted focus individuals at every level groups across multiple levels at CYF, to promote discussion, partner agencies, youth, country feedback, and local attorneys, and families to understand awareness. their needs, with attention given to priorities of equity and collaboration with community partners. At the project's completion, Accenture created a new operating model that will serve the agency's strategic plan for the next two years to aid in ensuring safety, permanency, and well-being for children in Fairfax Count . . Experience Accenture worked with the California Accenture Song helps our clients design . Channel Optimization Department of Health to lead the compelling products and . Platform and campaign to increase vaccinations. campaigns to Operations The campaign was focused on quickly communicate across increasing awareness and educating broad stakeholder groups Californians on available programs. and put customer Accenture deployed nearly 250 assets experience front and - in seven languages - across multiple center. channels in a month, including distributing assets to local health and community -based organizations. The cam ai n resulted in a 33% increase in 19' Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Accenture Song helps our clients design compelling products and campaigns to communicate across broad stakeholder groups and put customer experience front and center. Focus on operations strategy and process performance consulting to support the design, build and operation of high-performance supply chains and service operations. Span all aspects of financial management from strategy and operating model to process and technology enablement. •txpenence • Channel Optimization • Platform and Operations • Operations & Process Transformation • Sourcing & Procurement • Innovation& Product/Program Development • Service Strategy & Operations • Integrated Planning & Fulfilment Transformation • Finance Processes& Operations • Enterprise Performance Management • Integrated Business Services in the Latino Department of Health to lead the campaign to increase vaccinations. The campaign was focused on quickly increasing awareness and educating Californians on available programs. Accenture deployed nearly 250 assets - in seven languages - across multiple channels in a month, including distributing assets to local health and community -based organizations. The campaign resulted in a 33% increase in vaccination rates, including significant (FDNY) partnered with Accenture to modernize its dispatch and response system for the first time in 45 years, enabling it to continue keeping New Yorkers safe in a more complex world. To successfully accomplish the set goals of this project, Accenture worked with the FDNY to create a project plan and map out the activities needed for a successful project. This resulted in successfully handling of over 780,000 calls in the first 5 Accenture partnered with more then 50 state and local government agencies, including agencies serving more than 40%of the United States population, throughout the COVID-19 pandemic to provide comprehensive management of their federal funding. For example, Accenture has supported the New York State Division of the Budget with the processing of more than $10 billion in federal pandemic funding in New York State, including setting up financial management systems and platforms, optimizing funding use, assisting the state in reporting and compliance guidance, 20 Copyright,) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Analytics These are designed to . Customer & Marketing Accenture supported the deliver insight -driven Analytics Massachusetts Department of Labor outcomes at scale to help . Operations Analytics and Workforce to launch a program to organizations improve . Human Capital address hiring challenges experienced performance and range Analytics by employers due to the pandemic. By from accessing and . Health Analytics extracting, cleaning, and managing reporting on data to . Data & Technology large datasets and creating daily advanced mathematical insights dashboards, Accenture modelling, forecasting provided a consistent pulse on key and sophisticated market trends and program statistical analysis. performance for the Governor's Office. Using analytical tools, Accenture also helped the Commonwealth identify application bottlenecks and conduct environmental quality assurance checks to deliver the program in a way that balanced efficient and a uit 21 Copyngr i 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Accenture in Florida Over our more than 26 years of service to the State, we have been a consulting partner on many of the State's most strategic and impactful initiatives. Examples of those include past projects with the Department of Business and Professional Regulation, Revenue, Health, and Children and Families. Today, our state clients and projects include the Department of Management Services (MyFlorida MarketPlace), Department of Financial Services (Florida PALM), Department of Highway Safety and Motor Vehicles (Motorist Modernization), Miami -Dade County (INFORMS), the Agency for Healthcare Administration (IS/IP), and the Office of Financial Regulation (REAL). Figure 2 highlights our Florida experience. The figure below highlights some of Accenture's current public service engagements in the state of Florida. Accenture - Trusted Florida Partner Accenture has delivered services to more than 20 State agencies and 4 higher education institutions in the State of FL since 1996. Acantura bry mennekirp with the amid, Detainment nl Highway Safely and Mmoe Voint 1FLHSMVI in eaM 2015 FLNSMV pahatng diMNlcmtra" m mint, the oft, a Mmdiar Modemotion's PMO mh,w to now, l.dude a mmngib ewrc elopm memrxt I.modnniwa all aapoom of a;.., licence iwmwh_ rmowwm for 1l aM:I. M. dri—.. spinning in tared 302M.114 will inet. aD1.1I. mobile 4iendh dmor. Iken•e fee data minimiastimloata aN new •dwo n ne, m. c0VID99 world. A wmure on working to halo, R.rde tnmfarm Me Medicaid EntaPrNe ro mwida 1.9rwver meti improved --.ammo., and and hi.her I- In hwnM1 vane In Hat 51eu. Trough en Imam Data ..di' nal. We an• pan Ma DID. avemgic miluiiw Mt amew]" of lim'dea cmaew, Accentwe how ivwm he hamrvoh to vupoman. a cloud Magid txhMul whernewe whawo, pwidirg.satin. he WIId drat iMreetrucwm, mesu0ing ca nd il.iaa. neity and data man.. Mammon that Ien on aced 9na'e Manamed berme and mmide undiwam.& muted dw. eaM. M I1 (MF MP) a nd 2003. Id., —PI roes Malme eadeln?$M of eP�d annuellbnM-ma m rat IN' ,-Mat. Yn of drimoat1Mntement buyer0 and t..,DD an.. ecm.a red 5am.. Acwnture!a— aly working with Miami Dade. a county made a,.13a mu,.1wlimw and a Was uniacIXpmated ZMWe W 1. implement an.nunpnae Peoplefoe CRP syelem W rmin 25 agenciae. Rvanlure m implamanliiy the Feim, m—ang. Accounenp, and LMpn M•negmem (PALM) Poets a. a Ppp65o11 ERP r., Immo em rm. mat Prymll end Oneb Butlrom Imellyenea Fro 1M Dewtion. of nrulgial 5arvkae. TM1ie QW pmpi al...... na, mteMde acwuminD µstem inn aMmcr nandeloamn, an. ae .—lobed 1ouMatmn 1n e ate, vbuainw needs cM1whan and ln.am- he stele Im, loon. inn—om,. ' atanarewMbdenryhd ° Figure a: Axenture In Florida Accenture is also proud to employ more than 1000 people who live and work across the State of Florida. With offices in Tallahassee, Tampa, Orlando, and Miami, and other significant client -based operations in Jacksonville and West Palm Beach, we can serve a wide variety of client strategy and advisory consulting needs Statewide. our employees not only live and work here but are engrained in our communities and contribute their time and energy to supporting our community partners through which we strive to make Florida a better place for all. 22 Capyrightc 2024 Accenture. All rights reserved. This document conta'ms confidential and proprietary Information. Semple Clients Community Partners • pepr of Mgmt. Semces FWma 31.11r iy Q� • Dael of Nignaey safely eM rwMe rm \ Mamr yen¢ks • Dmled yy • caM^t Fnencmi s— MarcnoF •/panty for Hearin Oere .Florida shiso Adm�nRllm�en ,Community Semple Clients Partna6 ° " Q • wan oi, coryyofpi Unnxi Wayol Temp Bay Q • Nnenten E,ni Janmr TS,emem A, • LeNau St. oreutorsucceas • JPMoryan chase Cu.' Pkces n . • T. Cnamner W Lcmma'or Sample Clients Community Partners • Miami-0ede Couary Units W,41J.-Dade • lr xsd MPD Junioraofir—ireM Q • eeram Com • coAnam rouse Florima ( , • anddean c•aea 1i c • "orr Miami dram.' of w Una cammarea • Fmnm Power a ngm Figure 6: Accenture has been a long-term enterprise solution implementation partner to agencies and businesses in the State of Florida Cor myriltment to Miami -Dade County Accenture has been a long-term partner to Miami -Dade County, delivering mission critical strategic, consulting and solution implementation work. We understand the significance of your vision and aspirations for services delivery that residents find easy, improves citizen and employee experience, delivers service accurately, and is available when it is most convenient to your stakeholders. We have deep experience working with the County to enable agencies to adapt to new technologies and methods for service provision. Accenture is currently supporting Miami -Dade County with the implementation of a new 311 solution. And most recently supported Miami -Dade County with a countywide ERP system implementation (INFORMS). This program had a high degree of complexity and change for end users and stakeholders who moved from, at times, paper -based processes, or database systems to web -based systems. Accenture led and supported Miami -Dade County through this change by providing not only program management and implementation services to deliver the core ERP platform but also collaborated with all County Departments in developing strategies for change, communication, and stakeholder management and guiding Miami -Dade County through the change and supporting after go -live. 23 Co py rig hY:r 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Our Point of View Regions must strategically position themselves to win. Communities seeking continued economic growth and prosperity are reevaluating their approaches to attract businesses and talent. We have identified six areas to consider and evaluate when seeking economic growth, which we call Competitiveness Levers. We use these Competitiveness Levers and data sources to benchmark the current state and design a foundation on which the future Miami area can thrive. Like a healthy ecosystem, each lever plays a role in creating a productive environment to meet your growth vision for Miami Beach. ®Educadoi I Parteipaton/ �TX CcrsWTlA Workforce 1-mor Supply ghtoast 'Norklorce Barriers su K-12 Education OCensus Higher Education ® Taxes& I ® G�Bbfael Tex Burden Ratings Coats Coat of Doing Business Fiscal stability WNASBO rya wuwyanN U MERCATUS CE WER N Business it Regulat., andscape Geumeassnur—aa Friendliness Occupational Licendng as pI Legal Climate Fg� Econo oY Fi " `^ ^ ups. ro—.ex a.m 11 C GDP G i PuHeakh i4 °ons"s` OXFORD •0 Sense of Ablic ffordaghty B Housing Census %ECONOMICS v Place Economic Opportunity RecreationalAmenitles u ® SterePrene d u�n.asue. Emrepreneursnip Census Moden®o&Data C. CarJiIGHTS Collaboration Privacy Research &Development 6plteh Book G� Patents SBA Infrastructure I Enargy/tttilhies 6&&GV d hnl,lr Internet Accessibaty C Roads and arnica. A FeaenuWanon ]��L Transportation ® WminiSbMion Figure y: Economic Competitiveness levers for the City of Miami Beach 24 Copyright© 2024 Accenture. All nghts reserved. This document contains confidential and proprietary proprietary information. The uncertainty of global events, technological innovation, and compounding macroeconomic trends underscore the importance of businesses concentrating efforts and developing dynamic strategies to provide leading and forward -thinking solutions that drive resilient, enduring growth. They can inform these strategies by combining qualitative and quantitative analysis across each of the Competitive Levers to uncover the path forward to continued economic and community vitality. 25 Copyngi 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Proposed Organization Structure Accenture has a deep pool of experienced consultants who are specialized and committed to our public service practice. In this section, we have presented the illustrative persons in charge. Depending on the scope and timeline of each project, we will provide the city with final appointments. Below is an organization chart with an escalation path of responsibilities from the Accenture Team to the person in charge and responsible for the overall success of this contract. The Accenture Team and engagement manager will be staffed on a per contract basis and illustrative biographies of individuals are provided below: Illustrative Personnel Selection Rob Cohan Prashant lbe Shireen Sackreita Kendall Jennings Michelle McGinley Rahu lira Buynon Ryan Calliwn Danielle Alyarez Seen Burke Ray Hewer Rahul Prakash Amy Gendusa Penney Aden Hernandez Abi Adeyl Nick Kolucharoy Ashley Johnson Yolanda Manillian Emma Alta Jim Bard Nancy kay Blackwell Charlie Terrell CNitinhar Gupta _JI Figure a: Illustrative Organization Chart Persons In Charge The brief summaries of the illustrative team to support the Scope of Work are detailed below: Table 2bPropoead Team Name of Expert Details 26 Copyright) 2024 Accenture_ All rights reserved_ This document contains confidential and proprietary information. Rob is a Managing Director in Accenture's Health & Public Service practice based in Texas. He has served as a senior advisor and government services leader in transformation, planning, and implementation of programmatic, administrative and technology innovation for over 25 years. Mr. Cohan's experience spans over 20 years of government in performance management, program design, strategic planning, budgeting, procurement, auditing, organizational development, sourcing, Rob Cohan change management, and technology modernization. Shireen is the State Florida Client Account Lead for Accenture. She has both sales and delivery responsibility for all Health and Public Sector work that Accenture participates in with Florida. She brings an experienced perspective to public sector challenges and is singularly able to engage and enable staff uniquely skilled to navigate the environment in the State. Shireen Sackreteer itMichelle has spent her entire career within Accenture's Health & Public Service operating group. She has nearly 28 years collaborating with public organizations at the Federal, State and municipal level to design, deliver and support diverse solutions. Her most recent experiences have focused on implementing large COTS regulatory solutions with custom .NET access channels, CRM solutions, mobile office functionality and enterprise document management solutions. Michelle McGinley Michelle is an Accenture Managing Director and serves on the State of Florida Health & Public Service leadership team as the Technology Service Lead as well as the Inclusion & Diversity Are has over 20 years of public service transformational consulting experience. This includes 16 years of supporting technology -enabled transformations for public service clients. Jina brings extensive experience in organizational change management, delivering communications, training, and organizational alignment. Jina is adept in leading government organizations through complex transformations while keeping stakeholders engaged. Jina Braynon Jina is a native Floridian with experience delivering for clients at both the state and municipal levels in Florida. Apart from leading change, she is experienced in leading Agile and 21 Copyright) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Danielle is a security managing director with over 2 decades of experience in technology and cybersecurity, with over a decade in public sector. While serving in the role of CISO for Florida, she oversaw multiple risk assessments with one being a multi -agency legislative effort. Danielle developed and implemented an enterprise -wide Cyber Security Program that ensured comprehensive and resilient outcomes. She worked with multiple agency ISMS and IGs to develop and adopt a rule Danielle Alvarez to guide security practices to protect the state. Danielle ensured the security and integrity of government data in the Nation's third largest state, while accounting for agencies of various sizes and missions (government operations, healthcare and law enforcement). She designed and adopted incident reporting and response protocols, interfacing with the Florida Fusion Center at FDLE. As CISO, Danielle served as subject matter support for each agency and helped them to gradually mature cyber programs, support continuous improvement and guide risk mitigation activities. Avik is a Managing Director within the Service Iranstormation practice at Accenture Song, serving as the Public Service Industry Lead. Additionally, he is one of Accenture's _ Generative Al leaders, positioning offerings and solutions for clients across North America. He has more than 15+ years working with Public Sector clients to drive innovative service, digital, and Al transformations. He approaches all of his client's business challenges with diligence and commitment; looking Avik Betra to create practical solutions that produce better experiences. 7PhD. wat is a global transformational professional services, ation and change management executive who creates a on vision and has an obsession for customer success stomer experience. Led diverse and outcomes -oriented to deliver globally scalable software adoption and lting services. A courageous data -driven executive with indset, end -to -end P&L management and experience orming global organizations. An articulate and y,ingual communicator, who thrives in fast -paced growing enterprises, where strategic thinking is blended with superior execution. 28 Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Aden is the North American Lead for Accenture's Workforce Development and Labor practice. Aden brings over 19 years of extensive experience across the country in Public Service innovation for economic development/workforce development strategy engagements, complex large-scale assessments/delivery, and service delivery redesign and implementations. He works with public service organizations on issues related to economic/workforce strategy, Aden Hernandez benchmarking, policy implementation, operating model redesign, and organizational transformation. Aden collaborates with government clients to define community - focused outcomes and strategies, turning those conceptual goals into tangible, realistic, and measurable targets. Aden has co-authored publications with his clients that have been featured in publications such as the American Public Human Services Association's Policy and Practice Journal. Amy has devoted her over 25 year career leading organizational change through her work in technology services delivery to Public Sector clients in licensing and regulation, human services, transportation and education. She is experienced in the areas of Program and Project Management, Organizational Change Management, Business Process Transformation, Communications, Training Design and Development and Business Operations. Amy Gendusa, Pill Nick is a Principal Director in San Francisco who leads qPAccenture's Macroeconomics and Corporate Finance Strategy capability in North America. Nick has 15+ years experience as an economist working with senior clients across the public sector, financial institutions, and non -profits in the US, Europe, Asia, LstAm and Africa. Prior to joining Accenture, Nick was a senior economist at the World Bank Group, leading development policy and investment projects across various Nick Kolueharov sectors, with a focus on infrastructure, tourism, and financial services. He also led IFC's ESG impact assessment work for financial institutions. 4DYolanda has over 20 years of professional experience in consulting, IT, finance, and economics; including more than 15 years of working with federal, state, local, and non-profit clients on capital planning, budgeting, and forecasting. She develops financial strategies to transform and restructure organizations; uses Agile principles to establish enterprise - wide strategies; and engages with executives to implement high -value cost -optimizing solutions. Prior to her consulting 29 CopyrightF") 2024 Accenture_ All rights reserved. This document contains confidential and proprietary Information. Yolanda McMillian career, Yolanda was an economist with the Bureau or L Statistics where she focused on consumer purchasing patterns and international price fluctuations. Jim works side -by -side with his clients to solve their most pressing challenges and harness their most promising opportunities at the intersection of business, technology, and operations. His focus is working with government and higher education organization to address their sourcing and procurement related issues to deliver targeted outcomes. Jim is experienced in procurement transformation, procurement assessment and opportunity prioritization, strategic sourcing, Jim Bard procurement organization design, procurement governance and operating model design, sustainability, procurement technology design and implementation, and overall project management (PMP certified). Nancy Kay Blackwell is a passionate human services _ professional with over 25 years of experience in the public sector focused on child welfare, early childhood development, faith -based policy, workforce development and family homelessness. Prior to joining Accenture, Nancy worked at the following agencies: Congressional Coalition on Adoption Institute; DC Department of Human Services - Family Services Administration; Court Appointed Special Advocates Baltimore; Nancy Kay Blackwell Maryland Department of Human Services; DC Office of the State Superintendent of Education; and DC Child and Family Services Agency. Charlie Terrell is a Strategy and Management t;onsuiung Manager with Accenture and serves in the Public Service practice. Mr. Terrell has more than 15 years of experience in unemployment insurance, workforce development, and economic development. He has successfully led and delivered global public -private partnerships and grant projects (e.g., U.S. Department of Labor, National Science Foundation, Gates Foundation). He has supported workforce and unemployment Charlie Terrell insurance technology policy development at the federal and state level. Lastly, he sat on the Executive Board as Representative of the United States to the World Association of Employment Services for more than four years. 30 Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Nitin Gupta has more than 10 years of experience in industry, sectoral analysis, financial modelling, economic impact assessment, operating model design, KPI definition, organization review, business process re -engineering, digitization, program management unit operations, due diligence, documents and feasibility studies. strategy He has experience of leading cross-cultural teams to deliver Nitin Gupta engagement across public sector agencies and multilateral agencies (World Bank, ADB etc.) and has worked on multiple large area development projects such industrial corridors, industrial parks financing & sector alignment and land redevelopment projects. 41 Frasnant leads the l9daal NetworK M&l InoUSLry auategy Practice. He brings in 23 years of rich corporate experience across Industry and Consulting in various leadership positions in Government Advisory, Strategy Formulation, Business Transformation and Organization Design. He has worked extensively with multilateral funding agencies like DFID, ADB, UNDID and World Bank. Prashant has led several large transformation projects ranging from organization Preshsnt Jha restructuring to setting up business processes across various agencies and companies in both Public and Private Sector. Kendall is an internationally experienced leader wltn a recora of consistently outperforming and managing Fortune 500 clients and government entities. She is known for her ability to solve complex problems, improve user experience, and lead people. She has successfully managed projects from research/conception to design to execution. Kendall is a dedicated and innovative design professional with a passion for human -centered design and a proven track record in Kendall Jennings creating exceptional and immersive user experiences. Adept at leveraging a deep understanding of user needs and behaviors to inform the design process. Skilled in user research, prototyping, and usability testing, she has successfully translated insights into user -centric solutions that 31 CopynghtK 2024 Accentme. All rights reserved. This document contains confidential and proprietary information_ Ryan Callison has over 20 years of strategy, technology and management consulting experience across the following service domains: public service and IT strategy, enterprise and IT op models, executive coaching, governance and org design, process assessment and improvement, application modernization, cloud strategy & adoption, IT Service Management (ITIL), IT assessments, Independent Verification & Validation (IV&V), strategic procurement services, data center Ryan Callison strategy/consolidation, and disaster recovery/IT continuity. Ryan Callison's background includes over 20 years of strategy, technology and management consulting experience across the following service domains: public service and IT strategy, enterprise and IT op models, executive coaching, governance and org design, process assessment and improvement, application modernization, cloud strategy & adoption, IT Service Management (ITIL), IT assessments, Independent Verification & Validation (IV&V), strategic procurement services, data center strategy/consolidation, and disaster recovery/IT continuity. Ryan Callison has extensive experience working within the public sector, including with local, county, state, federal, higher education, and defense clients. As the Innovation Lead for Health & Public Service Nonprotit group in North America, Sean brings Accenture's end -to -end capabilities to help solve a broad range of societal challenges. Sean applies Accenture's leading Innovation Architecture - from Design Thinking to Digital technology -to develop solutions and products that address community and societal challenges. Sean Burke As a Subject Matter Advisor, he will bring his expertise in providing organizations with advisory support ranging from strategic planning and cross -sector partnership/co-investment strategy to supporting enterprise -wide transformation in operations or technology. Rahul Prakash Pandey has more than two decades of experience in strategy consulting services and has worked with government clients in a North America, France, UK, India, etc. to help and support align their business and technology strategy with evolving regulations and market scenarios. Rahul has an MSc. in Environment and Development from London School of Economics and an MBA in Business Strategy and Execution from HEC, Paris. 32 CopyrnghtiJ 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Rahul Prakash Rahul has extensive experiences and capabilities in the areas Pandey of economic development, economic strategy planning, sustainable development, incentive planning, organizational design, process improvement, program management, benchmarking and best -practice study, stakeholder consultation, workforce development, labor force analysis, business development strategy, financial and cost modelling, cost benefit analysis, etc. Abi is a manager with over 15 years of experience in Supply Chain and Operations roles, across public and private sectors. Prior to joining Accenture, Abi served in State Government in various senior leadership capacities in the Executive branch. His primary area of expertise is in Supply Chain and Operations Process Transformation projects. He has led client engagements in the areas of sourcing & procurement, Abi Adeyi procurement process transformation and complexity rationalization, prime value chain, value stream mapping, operating model redesign, risk assessment & mitigation, and business case creation. Abi holds a B.Sc. in Information Systems and a M.Sc. in Systems Engineering, both from Kennesaw State University, Georgia. He also holds certifications in Project Management, Supply Chain Planning, Operations Management, Process Optimization, Issues -Based Problem Solving, Win -Win Negotiation and Ethical Leadership. Ashley is a Manager in the Supply Chain & Operations - Source practice with over 17 years of experience in Source to Pay. Ashley has experience in large, complex transformation projects, Source to Pay system implementations (Ariba and Coups), contract management, spend management, process optimization, taxonomy alignment, and business case solution development. Ashley is a proven talent for aligning business AshJohnson strategy and objectives with established process management paradigms to achieve maximum operational impacts with minimum resource expenditures. She is an efficiency -focused thought leader and exceptionally dedicated professional with keen interpersonal, communication, and organizational skills. In addition to her experience, Ashley also became Coups 33 Copyright ci 2024 Aooenture- All rights reserved. This document contains confidential and proprietary information. Emma is a consultant in Accenture's Strategy Development Program. She has experience in both the supply chain & operations and growth strategy spaces, with a focus on data and analytics-based problem solving. She is also passionate about DEI at the firm and is involved in several different Business Employee Resource Groups across the firm. Prior to joining Accenture, Emma worked in digital marketing Emma Aker both in-house for a SaaS company and at an ad agency. She graduated from Dartmouth College in 2020 and holds a Bachelors of the Arts in English. is a key member of Accenture's global Supply Chain and Operations Business Operations team, where she focuses on managing the company's strategic priorities, including sustainability, investments, and assessing the return on those isHeather investments. Previously, Heather served as a Business Strategy Architect on the Global Responsible Business Team, contributing to Accenture's Sustainability and ESG strategy. Her work involved enabling Accenture to consider the broader Heather Kurame ethical implications of client engagements. The team develops comprehensive frameworks and guidance on various topics, addressing potential risks and providing proactive strategies to proceed responsibly on projects. 34 Copyright© 2024 Accent ure-AII rights reserved. This document contains confidential and proprietary information. Client References Included below are case studies of Accenture's recent comparable work, including contact information for references. These examples span across the topic areas for this proposal: economic research and analysis, strategic planning and implementation, project management, etc. We are ready to furnish additional references and client examples upon request. Reference No.1: Compassion International Project Name Compassion International- Global Finance Function Transformation Name Joe Wilkins Tide Chief Financial Officer Telephone Number 717-772-7906 Email JoeWilkins@us.ci.org VSummary of Work Completed Client is a leading global nonprofit in fighting child poverty, supporting more than 2.2 million children, in 27 countries, through over 8,000 frontline partners. But Client has a goal to dramatically scale that impact to more children, more partners, and more countries. Client needed to fully understand and assess its Global Finance functions to prioritize, scale and modernize its operations that could help pave the way for that future growth. Client's end goal is to have a best -in -class finance operation driven by innovation and strategic partnerships, that maintains the core principles of good fiscal stewardship. O Ve Key Activities • Created a tailored Current State and Finance Maturity Assessment and Modernization Roadmap • Assessed finance stakeholder engagement, mapped high level process, reviewed finance technology across key finance functions of FP&A, R2R, OTC and PV • Refined findings and co -created a custom prioritization matrix with client, further translating it into a transformation roadmap. • Developed and staffed a Transformation Management Office (TMO) that was responsible for overall transformation program and defining elements such as organization structure, operating model, and technology projects to drive improvement ENProject Outcomes 35 Copyogh,, 2014 Acee-tore. All rights reserved. This document contains confidential and proprietary information. Reference No.1: Compassion International • Assessed and documented the current state across People, Process and Technology of four major finance functions (FP&A, R2R, P2P and OTC) • Conducted a maturity assessment of finance process against leading practices to identify opportunities for improvement • Recommended finance transformation recommendations and roadmap followed by implementation through a TMO Relevance to Scope of Services Business Process Mapping Finance Technology Assessment Finance Organization Design Finance Modernization Roadmap Transformation Management Office Reference No. 2: Commonwealth of Virginia Project Name Commonwealth of Virginia - ARPA Program Management Name Dana Sullivan Tito Chief of Strategy and Operations Telephone 857-350-5891 Email dena.c.sullivan2pmass.gov Number Summary of Work Completed The Commonwealth required front-end support in understanding the U.S. Department of the Treasury requirements and authoring Virginia's Annual Recovery Plan Performance Report. In February 2022, Accenture began a partnership to provide Program Management Office (PMO) support, including reporting activities, for Virginia's State and Local Fiscal Recovery Funds (Si $4.38 program. Since then, Accenture has also supported Virginia with subrecipient monitoring and performing risk assessments of their internal control over federal funds. Accenture set up agency support processes to improve project reporting and provided technical guidance and tools to agencies on items like SLFRF guidance and reporting. Accenture has conducted portfolio -level analyses to quantify risk of SLFRF- administering agencies and reviewed policy and process documents to assess internal control maturity of identified high -risk agencies. 36 Copyright, 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Reference No. 2: Commonwealth of Virginia O V@ Key Activitles • Developed a standardized quality control process for reviewing reporting submissions from agencies. Supported seven quarterly reporting cycles and two annual reports • For risk assessment: Reviewed executive branch agencies' internal control over federal funds and provided recommendations to reduce risk • For Subrecipient risk assessment and monitoring: Developed a survey for localities' classification, produced support material, and currently outlining locality -specific monitoring plans EdProject Outcomes Accenture continues to support VA DOA in its efforts to minimize compliance risks associated with reporting on these funds, facilitate reporting across 42 agencies and 148 projects and coordinate the VA Annual Recovery Plan Relevance to Scope of Services Finance Quality Control Risk Assessment Internal Controls Monitoring Reference No. 3: Kansas Department for Children and Families Project Name Kansas Department for Children and Families - SNAP -Ed and SNAP Outreach Initiatives Project Name Stacy Thowe SNAP -Ed and SNAPativ Title Outreach Inities Program Specialist Telephone Number 1785-296-3374,785-296- I Email I Stacy.Thowe(rfks.gov 6960 WSummary of Work Completed I The Kansas SNAP -WIC Integrated Eligibility Campaigns stemmed from a collaboration between Kansas Department for Children and Families (DCF) and Kansas Department of Health and Environment (KDHE) to combine their SNAP and WIC enrollment data to 37 Copyright=' 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Reference No. 3: Kansas Department for Children and Families identify any individuals who were only enrolled in one of the programs but may be eligible for both. The teams then partnered with Accenture to design two awareness campaigns encouraging cross -enrollment in the programs for eligible low -resource Kansans. They spanned multiple marketing channels such as email, social media, SMS and print, with the intention of meeting Kansans on their channel of choice —reaching more Kansans with direct communication than they had before. 56 Key Activities We developed the following in both English and Spanish: • Landing Pages • Emails • Social Posts • MMS/SMS • Print Post Cards & Flyers 'E Projectoutcomes Ultimately, the campaigns drove 11,981 web visitors to KDHE and DCF's informational landing page sites, which provided information on SNAP and WIC eligibility and enrollment and resulted in converting 1.5%of web visitors to apply, which is outperforming the benchmark. IV Relevance to Scope of Services Marketing plans Communityand stakeholder communications and outreach P r� 38 Copyright',) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Reference No. 4: Puerto Rico Dept of Economic Development & Commerce Proleet Name Puerto Rico Dept of Economic Development & Commerce Name Humberto Mercader Title Assistant Secretary, Strategic Initiatives Telephone 787-461-9319 Email Humberto.Mercader®ddec.pr.gov Number Summary of Work Completed State and local governments are crafting growth strategies focused on the Information Technology (IT) Sector, aiming to expand their technology ecosystems. The Puerto Rico Government, led by the Department of Economic Development and Commerce (DDEC), is actively seeking to attract more business and stimulate growth within the global IT sector. This initiative aligns with Puerto Rico's economic transformation, fueled by increased federal funding, joint commitments to economic growth, and the rising opportunities presented by the digital economy for exporting IT Sector work from the region. W, Key Activities and Project Outcomes Accenture delivered twenty tailored initiatives to accomplish DDEC's strategic plan. Initiatives ranged from tax adjustments to infrastructural investments, to education content & strategy enhancements. We concluded the project with detailed guidance on implementation and governance to deploy the recommended initiatives. 39 Copy rig htrc) 2024 Accenture. All rights reserved_ This document contains confidential and proprietary information. F3 • TAB-3 Approach and Methodology The City of Miami Beach stands at pivotal point In Itseconornic journey. To solidify its positions as a global hub for prosperity and equity, we understand the rationale for the list of contents provided as part of the proposal document. For Accenture to truly create value in our engagement, we view the list of requirements as a function of the larger strategic requirements for the City. The following section highlights how the City can expect Accenture to lay out different problem statements and derive a data -driven solution for each one, while leveraging cross-pollination of ideas to ensure (unless necessary) no single project is executed in isolation. This will not only ensure that the solutions are compatible with each other, but also ensure scalability of the programs. The areas of work defined in the RFQ document have a unique chronology in our opinion, and we have chosen the same to structure our response to the City's requirements. 1e 2e 3e 4e 0000 General economic prospect Economic forecast Community and development identification analysis stakeholder services communication Leadership and Cost/financial and outreach Data collection and organizational modelling assessment modelling Real estate Marketing plans Benchmarking Workforce trend development fiscal analysis analysis Sustainable Business Cost -benefit development development analysis strategies Competitive Assessments Economic development Target industry incentive plans analysis Asset -based economic development Economic development strategic plans Figure 9: List of Task Defined in the Proposal Document Copyright(c) 2024 Accenture. All rights ie This document contains confidential and proprietary information. 5e IV Project management competencies Contract negotiations Strategic meeting management Workforce/ Affordable Housing 41 With an active workforce of more than 1000 people who live and work across the State of Florida and with offices in Miami, Tallahassee, Tampa, and Orlando, we are confident for being the perfect fit for the current engagement. Each of our consultants brings their own unique experience and skillsets accruing Accenture's abilities to execute large scale transformation programs efficiently and sustainably, such that of the City of Miami Beach's Economic Development. 42 Copyright') 2024 Accent ure- All rights reserved. This document contains confidential and proprietary information. Initial Economic Development Planning and Analysis General Economic Development Services Accenture has the necessary capacity, capability and skilled resources to support the City of Miami Beach in conducting macroeconomic analysis, including investigating and assessing economic trends and drivers, developing an understanding of the City's economy and its markets, and developing a broader social and economic context for further analysis. With prior experience in conducting research and developing studies across topics, Accenture understands how to identify and evaluate the economic demand and supply in the City. Accenture is prepared to support the City in identifying and summarizing relevant research, identifying best practices and comparison cases, and reaching out to experts to collect insights. Built off a deep understanding of economic analytical methods and best practices around economic modeling, Accenture understands that the City seeks a consulting partner capable of developing economic models to project or assess the impact of urban policy on the City, produce projections of international economic trends, and gather data and design and run economic models. The City looks for a team that will incorporate an understanding and context of local, state, national, and international policy and economic trends, a cross -industry, geography, and population analysis, and other relevant contextual factors into the approach to these tasks. Our approach to delivering management and economic consulting services is founded on our experience delivering thousands of consulting engagements for organizations in more than 19 industries across 120 countries. Our mantra is to 'turn insights into actions and the outcome of our work can be seen every day. The team will support the City of Miami Beach in embracing change, creating deeper impact for residents and stakeholders. Figure 101nidal Economic t Iopmera Plamlra and Mahysis Approach and Methodology The City of Miami Beach will get the power of One Accenture, which seamlessly combines diverse talent and expertise that can bring innovative research techniques Diteover Describe Create Scale Sustain Manage 43 Copynght2 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. ngure 11; FORM Methodology (economic modeling, data science, surveys, market sizing, data visualization, and design thinking) with a deep understanding of diverse industries. The depth of Accenture's skillset will allow the city to be proactive, not reactive, to changes in the economic climate -developing the underlying analysis around which the City of Miami Beach can create innovative initiatives and make forward -looking investments. This team will use an overarching FORM methodology, described below, to execute on City of Miami Beach's economic research and analysis tasks. In the discovery phase, the Accenture team will look at the big picture to understand the real economic challenge/opportunity first, instead of coming in with preconceived ideas and solutions in mind. The activity will be undertaken by gathering and analyzing data to find new insights and by looking at the current vision, level of ambition, current economic trends and changes across the City of Miami Beach's industry and ecosystems, with a preliminary round of literature review and data analysis. The team will spend time with the relevant stakeholders to understand their current motivations, needs and experiences to facilitate the discovery process, a factor map (see Figure below) may be created to gain a full picture of key impact drivers for strategic priorities, a factor map, and thus inform strategy development. IauNMlw 44 Ccpyright©2024 Accenture. All rights reserved. This document contains confidential and proprietary information. on tali) carrier. I b. ar andi "Imunty B Maoo� Acce55 b nii i u .dpi�dl Thriving Economy owns of pia FEE] .eeva a wrcnesers ana Fiauro12: Illustrative Economic Development Factor MOP The research would focus on a strategic review of industries or target subset of industries, current and forecasted market trends, competitive advantages, and opportunities to apply those advantages. Experts from the team will ingest and analyze existing research assets from national sources like U.S. census, Bureau of Economic Analysis, and regional stats from Miami Economic Development Department. In order to help gather further granular insights on industry needs and local capabilities, the team would conduct interviews, roundtables, and/or surveys with target stakeholders from private and public sector. The team would then consolidate the research insights to identify key clusters (groups of related businesses that contribute positively to the economy) within each geographic region. We would align these assets to other policy and programmatic areas, reviewing the wide range of considerations within economic development described below in our Ws" framework. Next, we would conduct benchmark assessment against peer states/cities based on pre-set metrics. The benchmark assessment would be further augmented by opportunity sizing data and as Copyrights 2024 Accenture_ All rights reserve(]. This document contains Confidential and proprietary information. trends to define sub -sectors to focus on. These focus sub -sectors would be defined and prioritized as industries for the City to pursue for growth and attract business activity. approaches. Succese stories in economic development Services Table 3: Accenture Credential - Blueprint for Ohloi Future Figure 13:4P Framework Blueprint for Ohio's• Macroeconomic cllamchalkmge Future Analysis The Ohio Chamber of Commerce (OCC) is the leading Labor Market Ohio business advocacy and resource, supporting Analysis free enterprise, economic competitiveness, and • Market Sizing and growth for the benefit of all Ohioans. The OCC had a Industry Analysis desire to develop a data driven, pro -active advocacy • Socio-Economic& effort to improve Ohio's business climate and Disparity Research economic opportunity. • Monitoring& Aecerture support a Outcomes Reporting To inform the research framework, the team first • Program identified key levers for a competitive business Evaluation climate-e.g., education and workforce, taxes and costs, business friendliness, innovation and collaboration. These indicators were distilled into quantifiable metrics to facilitate the data gathering phase. For example, education/workforce were broken down into rankings, completion rate, financial aid utilized, labor participation rates, while "sense of place' was broken down into housing starts. affordability, healthcare access, health outcomes, among other data points. Next, the team pursued different secondary research approaches - analysis of open source and proprietary data, literature review, and GIS mapping data to generate preliminary insights for each metric. To fill in data gaps and dig deeper into particular issues, primary research techniques, such as surveys, were utilized. One such example was a study done to look closer into the cause of the labor gap, specifically, what barriers prevented people from finding work. This yielded an 46 Copy rig m c) 2024 Accentu re. All rights reserved. This document contains confidential and proprietary information unexpected insight that most systems relied on exclusionary, rather than inclusionary criteria when screening candidates. To begin ideating policy recommendations, benchmarking exercises versus other states were conducted across a variety of metrics - tax effectiveness, venture funding, count of regulations. An in person working session was also held to brainstorm and prioritize with over 15 chamber representatives. Finally, preliminary recommendations were refined into 6 strategic areas of opportunity and 16 best practice recommendations to increase Ohio's competitiveness. 47 Copy rig hto 2024 Accenture. All rights reserved. This document contains confidential and proprietary information 1. Economic Development Strategic Planning Approach and Methodology Accenture is prepared to support the city with the full range of activities, including needs assessment and identification of market opportunity where Accenture will identify the City or client's needs with respect to the project objective, and assess the City or the client's strengths, weaknesses, opportunities and threats. In addition, Accenture will work in partnership with the city to identify and evaluate specific market gaps and opportunities available to the City or client and assess the City's competitive position and value proposition for said opportunities, and for each identified opportunity, generate impact scenarios and conduct an impact analysis of the opportunity's effect on City and resident economic factors. In this phase the focus will be aligned with the describe step of Accenture's FORM methodology previously described above and will also continue to incorporate work in the "Discovery" phases. Discover Deaerlbe Create Scele Sustain Manage Fleuri FORM Merhodobgy Accenture will study the planning maps of the city to understand the economic centers/ business centers, etc. to support in conducting microeconomic, business, and financial analysis, including conducting research, and modeling and analysis to assess the impact and effectiveness of various policies, programs, partnerships, strategies, and investments in achieving the City's goals. The team will support the City in option development, strategy and program design, including analyzing and replicating existing programs, identifying, designing and developing new programs and engaging in high- level implementation planning. Additionally, Accenture will conduct reviews of best practices, including performing comparable jurisdictions research and analysis to recommend effective, efficient, and replicable programs for the City. For proposed updates to existing or recommended new programs, Accenture will develop detailed implementation plans and if requested, support in their execution. Our economic development strategy would be as follows: 48 Copyright c) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 1 2 Define a Strategic ' Develop a Ambition Comprehensive Strategy Fmwrtlslarrdaupa Aaerrtant • Conduct primary research, including digital survey with city stakeholders e Conduct secondary .1 research: Peer city B benchmarking, Economic SwoTanalysis Y Synthesize quantitative and qualitative research to assess current state and identify opportunity areas vwmfwt fu • Facilitate a vision workshop to articulate the long term & short vision and align on focus areas • Facilitate ea initiative development workshop with city stakeholders, business community representatives and community members 3 IMSpcialize& Release Initiative Development & Value Targeting Continue to further define initiatives that drive economic development • Identify leading and lagging indicators and pinpoint Inibabve value Create initiative briefings that guide .'Pitch Day' prioritization session Detail key performance indicators strateelo Plan 0.vNessamesz Develop final Economic Development Strategy and Action Plan Create clickable microsite to showcase Strategic Plan sisadm &tauneh Suppop,o rt • Develop Socialization& Communication Stratri build support & excitement for initiatives • Provide ongoing expert support for mobilization activities, strategy refinement, and launch planning • Provideoptional socialization services Figure e6: Project Approach and Key Activities The details of the approach are presented below: 1. Defines Strategic Ambition Eeonomie Landscape Assessment: As part of the activity, qualitative interviews would be conducted along with focus group discussions with the stakeholders and business community representatives of the city such as lead investors, community leaders, etc. to understand Figure 16: Sample of Primary Research CopyrightCo 2024 Accenmre. All rights reserved. This document contains confidential and proprietary information. success drivers and pain points of the region. The team will work towards designing and deploying a digital survey the citizen forums, groups based on learnings from interviews and focus group to gather qualitative and quantitative data at scale. The information collected would help in synthesizing research to reveal insights and opportunity areas. Include benchmarked methods for driving attraction, retention, and growth outcomes per opportunity area. The findings would be represented through visualizations through a mix of charts, tables and ArcGIS maps. Vision for the future: Accenture's execution is focused on growing and sustaining stakeholder involvement and engagement, while creating actionable tactics for the future. In order to identify the vision for the City of Miami Beach, a workshop will be facilitated with select stakeholders of the city to explore focus areas to guide Figure 17: Sample of Workshop Facilitation early -stage hypotheses about initiatives and identify areas for collaboration to generate high-level value drivers and success metrics. 2. Develop a comprehensive strategy • Initlative Prioritization: As part of the phase the team will, distill findings into initiative briefings detailing prioritization scores (e.g., complexity, maturity, reach), success factors, funding, and risk and dependencies. The team will identify the leading indicators that 'y can predict the success of our initiatives and lagging indicators that reflect potential outcomes. - ., • Strategic Plan - -- -- - Development: The key activities of this Figure 18: Sample of Strategic Plan and Action Plan Development 50 Copynam c, 2024 Ai,,,mu, All nghts resin, ved- This document contains confidential and proprietary information. phase would be to Orchestrate phasing and sequencing of initiatives to finalize Economic Development Strategy & Action Plan. The action plan would guide towards the implementation of the Economic Development Strategy including key activities, ROM budget, funding sources, governance, etc. The team will also conduct implementation planning with the city stakeholders to finalize initiatives including key actions, involved entities and governance structure, etc. and create interactive showcase of the Economic Development Strategy Plan via a clickable microsite. Our immersive storytelling techniques and sensational visualizations will ignite widespread excitement and anticipation for the Chamber's Economic Development Strategy. 3. Soclallu end Release After the development of strategic plan, we would prepare the client to roll out its new initiatives and support the socialization and launch of the strategic plan. We will create a 30-60-90 Day Socialization Plan (We will develop recommended methods and approach for introducing strategy to stakeholders, building excitement and gaining buy -in). We will prepare for sustainable long-term operations and knowledge transfer and conduct investor pre -plan release engagement through a comprehensive investor and community relations. Figure 79: SnmPla W Soelelizetlon Plan 51 Copyright:§ 2024 Accent ore All rights reserved. This document contains confidential and proprietary information_ Success stories in economic development strategic planning Table 4: Accenture Credential -Redefined Digital Government Strategy for Tennessee Project Areas of sery ice Value created Redefined Digital• Digital Clleru Challenge Government Strategy Government Accenture partnered with the Tennessee Department for Tennessee Vision of Finance and Administration, Strategic Technology • Strategic Service Services to define the vision and operating principals Principles and for a Digital Government Strategy. action plan AccentureSuppo"80trtoorrres • Future State The methodology for creating the strategy included Concepts interviews with Tennessee residents and agency • Implementation personnel, outside research spanning state and Roadmap federal governments and the private sector, an immersive co -creation workshop with State IT stakeholders, and Accenture specific research and knowledge in technologies and customer experience. Using inputs from research and the co -creation session, Accenture team developed a robust strategy that embraces innovation and enables Tennessee to better leverage technology and government data to improve the quality of solutions and services for citizens. The strategy will move the state further into its digital future by better serving both citizens and state em to ees. 52 Copyright,' 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 2. Data Collection and Assessment Accenture's long running experience in advanced research and survey techniques, as well as deep grasp of complex public policy issues would help the City of Miami Beach generate timely insights on proposed and current policy initiatives. After aligning with stakeholders of the city on the critical research question(s), and development of economic development strategic plan, Accenture would continue on the describe phase to gather data from relevant publicly available and proprietary data sources. Examples of these proprietary sources are described in the section below. Further data would be gathered through structured interviews with a narrow set of key stakeholders to help form preliminary research questions. The findings from this analysis would be aggregated and refined into a research hypothesis that directly maps to the goal (e.g., what can be done to improve program uptake? What can be done to better serve the needs of the target community?). The hypothesis would then be mapped to research questions, each with their own directly measurable metric. A variety of survey and qualitative tools would be deployed to obtain community feedback on the research questions. The Accenture methodology for data collection and its analysis forms the core of the activity: Data pri and consent Data tmnapetaney Data accidesdy Esiptalaabledate enetysls Tools and surrey dedo,m Data � nroota betamanagementayavems Figure m: Data Cal kartitin and Analysis Fra mawark Our intent for this workstream would be to: 53 Copyright t, 2024 Accenture. All rights reserved. This document contains Confidential and proprietary information. t. Use the collected and analyzed data to identify key economic challenges and opportunities in Miami Beach. 2. Align the development of economic development strategies aligned with community needs and data -driven insights. 3. Establish performance metrics to track the effectiveness of implemented programs and initiatives to enable countermeasures and corrective actions. Our team proposes a robust approach outline to data collection and assessment for the Miami Beach Economic Development. Data Collection Strategies: Primary Research: o Surveys: Develop targeted online and paper surveys to gather information from residents, businesses, and community stakeholders. Surveys can assess needs, opinions, and current economic conditions. o Focu Groups: Conduct facilitated discussions with diverse groups to gain deeper insights on economic challenges and opportunities. o Interviews: Interview key players in the economic landscape, such as business leaders, industry experts, and economic development officials. Secondary Research: o Industry Reports: Gather insights from industry reports and publications relevant to project's focus area. o Federal ageneiesand other government Sources: Utilize data from Miami Beach and Miami -Dade County government websites on demographics, employment, wages, housing market trends, and existing economic development initiatives. Additionally, refer economic indicators and trends from the US Bureau of Labor Statistics and US Census, among others. Data Assessment and Analysis Methods: • Data Cleaning and Validation: Ensure data accuracy and consistency before analysis. This may involve identifying and correcting errors, outliers, and missing data points. Our representative will closely with the City to ensure data integrity and avoid any type-2 errors. • Statistical Analysis: Employ relevant statistical methods to analyze quantitative data, such as descriptive statistics, regression analysis, and correlation analysis to identify trends, relationships, and key economic indicators. • Qualitative Analysis: Analyze qualitative data from interviews, focus groups, and surveys through thematic analysis. This helps identify recurring themes, concerns, and opportunities. • Data Visualization: Create clear and informative visualizations (charts, graphs, maps) to effectively communicate findings and trends. 54 CopynghtU 2024 Accenture. All rights reserved. This document contains confidential and proprietary information, Tools and Technologies: Survey Platforms: Utilize online survey platforms like Microsoft Form or Qualitrics for efficient data collection. Data Management Software: Employ data management software like Microsoft Excel, or specialized data analysis software (e.g., R, Python-MatplotLib) to organize and analyze large datasets. Data Visualization Toots: Consider data visualization tools like Power BI to create data visualizations and reporting mechanisms of the analysis. Data is extremely valuable for us and for our clients. We understand the nature of large- scale data handling as well as governance and compliance requirements, thus our data collection and analysis framework are underpinned by our robust principles and ethical considerations: a) Data Privacy- Adhere to ethical data collection practices. Obtain informed consent from participants and ensure data security and anonymity. b) Accessibility: Ensure data collection methods are accessible to diverse populations. Offer alternative survey formats (paper, online) and translation services if necessary. c) Transparency: Be transparent about data sources, methodologies, and limitations in data analysis. Success storles in Data collection and assessment Table 5: Accenture Credential - NexaGeneratlori • Workforce Accenture Research ran an analysis of the development analysis NextGenerationEU financing mechanism, Europe's • Data collection and stimulus package to emerge stronger from the assessment pandemic, transform its economies, and create opportunities and jobs, totaling, €806.9 billion. Aeean mauPPerta Outcomes The analysis breaks down components of the package, paying particular attention to the Recovery and Resilience Facility which consists of €672B in large- scale financial support to digital and green projects. This research was conducted at a broader.regional and country level. A follow-on analysis provides plan allocations across flagship areas, budget allocations split by economic sector, and key measures that each country in the Ed has taken to secure the green transition including climate change and energy transition legal initiatives. Finally, a proprietary scoring methodology was used to evaluate whether the intended use of funds justified its costs at a country -by 55 Copyright.=, 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. specific recommendations, support for green transition, and level of balance and comprehensiveness in economic response. 3. Benchmarking Approach and Methodology Accenture adopts a comprehensive approach to benchmarking, leveraging a variety of tools and methodologies to gather inputs, conduct detailed analysis, and deliver desired outcomes. This approach is designed to deliver critical services and capabilities at the highest quality, improve efficiency and cost-effectiveness, and transform the way agencies serve communities. The need for benchmarking of public sector organizations is highlighted in the graphic below: ''i :tieaprousaMmmpanngane slued... me cenermani swede"' are nott o services Pmd o . by sty arm Govvclvx ea ... WINhew vi ern mend metummn provdes aanip nrelelio. to its nlnnrary rpicm mm d roves pith rn evaluation or net own performance and dessaimmant nmtls. I It provides valuable uaightem armed lrgYKthaarrdvafy arms aaa.anompn vere w nicam or reaa -prevented: n nwmttdo. e.pda or needs improvamem: tor ensure nsuKaat the War practices mu h M1ew recrims are edrr lea adur.rd warty W mabl'mB desiregd, Emil iom to meet the mistm and business made and improve the senreas e.cerienm: aeedrereetrea.nraua.0 with reeriadc goais for continuous enhma ens. Figure 21: Key Metrics for Benchmarking Copyright c) 2024 Accent ure. All rights reserved. This document contains confidential and proprietary information. aovarnnwwpmpmnm u (ng parameters such a s ,.ay' Processinfrastructure, netmton, etc, pedwwrove" aar encessurang cerach eeprbm vie r®I use ..hscr s. PswssinB theiftih enry and calmeram to ceirm ess and arrervewmuntim to cNttne and welne6a mmmunil'�.es —_0 56 After the development of a holistic strategic plan for the City of Miami Beach, the endogenous impact of the policy on economic development, infrastructure quality and incentives should also be benehmarked against target competitive locations. All this analysis will be combined to yield final results, recommendations, and an evaluation of the policy, investment or program's alignment with City of Miami Beach's capabilities and risk tolerance. Results and recommendations will be contextualized against a range of scenarios to help the city account for uncertainty inherent in predicting future trends. The overview of the approach to conduct the bent detailed below: Figure 22: comprehensive Approach to Benchmarking • Identification of Key performance Indicators for benchmarking: The KPls for benchmarking would be identified basis our understanding of the region and continuous discussions with stakeholders. Our initial economic development services analysis would also provide insights around the impact areas of the City of Miami Beach. • Identifya long list of cities for benchmarking: Basis the identification of key performance indicators, we would identify cities which are similar to Miami. We would analyze information available in U.S. Bureau of Economic Analysis along with other statistical tools to identify cities which are similar to Miami. • Shordistof Benchmark chills: A shortlist framework would be developed to to identify top 4-5 cities through extensive data analysis for benchmarking with Miami. The final list would be shortlisted basis consultation with the stakeholders. Figure 23: Sample of KPIs for Benchmarking ♦w.n�omrn.Mi.mrt l L J Figure 24: Sample of Benchmarking Conduct benchmarking: The team would conduct benchmarking activity of Miami city with shortlisted regions across KPIs to identify best practices across policies, process, infrastructures, etc. To identify the most appropriate best practices to harness, the team will identify and capture economic development policies and programs existing in other national and international urban 57 CopynghtzJ 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. areas. Each will then be assessed in line with a standardized set of evaluation criteria, looking at the strengths and weaknesses of each program, in addition to an assessment of impact and a cost -benefit analysis. Success stories In economic development strategic planning Performance Management at George Mason University: Accenture performed in- depth analysis of performance management capabilities for George Mason University by engaging stakeholders, benchmarking against industry best practices, prioritizing future state opportunities, and developing an implementation roadmap. The institution now has a clear roadmap on how they can improve employee experience, talent retention, and leadership development. Box t: Accenture Credemict- Wormanee Management a Owrge Mown Unlvenity 58 Gopyrigh0c) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 4. Sustainable Development At Accenture, we believe that sustainability needs to be at the core of every business. In line with the United Nations' Sustainable Development Goals, we define sustainability broadly to include environmental, social and governance (ESG) issues, from transitioning to a zero - carbon economy to human rights to inclusion and diversity. In fact, we have made sustainability one of our greatest responsibilities, not because it's the right thing to do, but because it's one of the most powerful forces for change in our generation. Accenture has been recognized on multiple events. Every business must be a sustainable business <me<d",- ikvi,c t"Ig bmb W,rm v,l....d me�wi %.....:. p�ma.m.a on -"o } mrlmpenlr�'bpM W w.M voedei`,m br,.rn.moarman"m..,p...m. I i f. mnmllmwiiM1�'. ryrm... h. Figure 25: Accenture's Principles on Sustainability Our awards and recognition rr..,<.""a.a,eb.i".—.nee,e—...,<, bu—.°.. --b. b.."...-1— Accenture takesa Figure 26: Accenture's Awards and Recognition in Sustainability Development comprehensive approach to sustainability development for public sector clients. Accenture aims to be a strategic advisor and implementation partner for governments and the public sector in driving sustainable impact and meeting global sustainability commitments. Accenture will support the City of Miami Beach to transform their operations and business models to fully integrate sustainability initiatives across the enterprise. The key aspects of Accenture's approach to sustainability development for the City of Miami Beach is as follows: 59 Copyrlght© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. --- Sustainability support O Q,as © 4 >,ae..rr• Generate Report .:. i4:a:G:l.S� —::. Identify the key considerations of the current sustainable precticesand generate key sustainable requirements Based on the inputs of the stakeholders of Miami, Identify trade-offs of the best practices and generate the sustainability quotient Generate an advisory report with the details on how to implement the beat practices value additionand additional support in terms of Accenture tools and offerings Figure 27: Accenture's Sustainability Support Identify • Identify Rolesof Governments: Accenture recognizes that governments have multiple roles to play in driving sustainability. The team would assist the redevelopment agency as regulators, influencers, buyers, investors, and employers to embed sustainable practices in each of these roles. • Identify requirementsof collaboration and partnerships: Accenture will leverage its expansive network of partnerships with organizations like the World Economic Forum, think -tanks, and research firms to support sustainability initiatives in Miami. Analyze • Three Pillars of Sustainability: Accenture will support the City of Miami Beach to take decisive action on the three pillars of sustainability - Environmental, Social, and Governance (ESG). Accenture will help the redevelopment agency in embedding sustainability practices into their core operations across these three areas. • Support for Green Transition: Accenture will integrate sustainability as part of the overall strategy development for the city's growth. It will assist in sustainability project management, environmental impact analysis, and ESG performance reporting for the city. • Technology and Innovation: Accenture will combine deep insight, experience, and technology to help the client convert citizen intentions into new behaviors through 60 CopyrighM 2024 Accenture. NI rights reserved. This document contains confidsuoal and proprietary information sustainable experiences. They provide tools, technology, and methodologies for enhanced sustainability data analytics, visualization, and decision -making. Resilience and Continuity: Accenture will help the city build resilience and develop continuity and crisis management plans. The team will offer geospatial analysis, data services, and proactive resilience capabilities to prepare for and mitigate the impact of climate change and other crises. Value Creation and Impact: Accenture's approach will focus on creating value and impact for the City of Miami Beach by embedding sustainability into their operations. The team will help agency achieve accelerated green transitions, increase credibility in delivering policy outcomes, and tap into constant innovation for 360-degree value. Generate Report • Measurement and Reporting: Accenture will assist the City of Miami Beach in implementing comprehensive metrics and benchmarking to assess and select policies that deliver desired sustainability outcomes. They also support clients in establishing clear reporting structures to track, oversee, and report on sustainability initiatives. Success stories in Sustainable Development Table 6: Accenture Credential - Annual CEO Study Annual CEO Study Sustainability AeeaMure Support& Ouseames Strategy Accenture has had a 10+year partnership • sustainability - with the UN Global Compact(UNGC3. As Operational part of this work, Accenture and the UNGC Excellence jointly publish an annual CEO Study which • Energy & Resource is now the world's largest assessment of Optimization CEO opinion on Sustainability. The 2022 • Intelligent CEO Study, focused on climate resilience, Infrastructure& surveyed 2,600+ and interviewed 100+ Cities CEOs. In addition, Accenture jointly • Analytics & facilitates SDG Ambition, a global Performance accelerator program to upskill companies Monitoring on how they can accelerate accomplishing UN SDGs by leveraging technology. the Currently, the program engages 1,100+ Oopyright©2024 Accenture. All rights reserved. This document contains confidenoal and proprietary information. 5. Competitive Assessment Approach and Methodology Accenture understands that the primary focus and objective of the City of Miami Beach is towards efficient public services and growth in regional economy. Accenture's has prior experience in building competitive advantages through innovation, reputation and management of their strategic assets. Accenture has developed a unique approach to assess the competitiveness of organizations in the public sector. This approach is encapsulated in their Competitive Organizational uuora:a Agility Assessment tool. This1°yam tool is designed to provide leaders with the necessary e insights to enhance their organization's agility, enabling them to respond swiftly to the opportunities and challenges in r�emw� their environment. It assesses organizations basis pre- • - -- -� aeata AarAaunaaa determined KPls to determine Foundational staaMums, a Srws their stability index and P Pie adaptiveness index and name Sat Competitive Organizational Agility Ausummet Tool prioritizes them across the themes of a) Truly Agile, b) At risk c) Chaotic and inconsistent and d) plodding along. We would help improve the City of Miami Beach's Competitive Organizational Agility to sustain performance over time through the capacity to rapidly sense and respond to opportunities and challenges - both novel and familiar - while maintaining its balance to progress core business objectives. As part of this activity, we would first Identify the key challenges, the City of Miami Beach faces, e.g. the need to reassess policy decisions, tackling leadership changes, complex processes of raising capital for improvements, attracting and retaining digital talent, etc. In order to solve the challenges, the Accenture team would adopt a customer - centric approach to meet the rising expectations of citizens. This involves thinking like the city's customers, realizing value through data analysis, building a responsive and resilient organization, and defining measurable objectives with accountability for results. Better use of potential data, distribution, and service partners to gain a competitive advantage in the marketplace. 62 Copyrights, 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. • We would also conduct extensive study of the best practices identified from city benehmarkingaetivity(as detailed in the previous section) and contextualize the relevant action items for implementation in the City of Miami Beach. • Simultaneously, in order to build the right set of competitive advantage for the City of Miami Beach, we will conduct a deep dive assessment/as-is assessment of the city to understand the current agility status of City of Miami Beach basis the organizational Agility quadrants. With the identification of the position of City of Miami Beach, Accenture will help create the right action plans for the city to elevate to?ruly Agile status'. The activity will be undertaken by continuous discussion with stakeholders of the city. The details of the organizational Agility quadrants are briefly illustrated below: CHAOTIC A INCONSISTENT 1 06 0 Target quadrant for the city of Miami TIYLy AGILE:,yr.r.rarrr r m.yu.�t.sab ,xn un�wnr�:Mlwlsu� AT RISK: PLOa GALONG co 00co so I 'Cr_ les SCALE A STABILITTINDEx Figure 29: Organizational Agility Quadrants Success stories on Competitive Assessments Table 7: Market Assessment and Go -To Market Strategy for Multinational Telecommunications and Media Conglomerate Market Assessment Competitive Challenge and Go -To Market Assessment The client wanted to enter the NA Smart Home Market Strategy for Strategic Plan to expand its services to its existing broadband Multinational Situational Anal sis 63 Copyright, 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Telecommunications . Leadership customers. The client required support in developing a and Media Engagement GTM strategy. Conglomerate Short -and Long- Accenture Support& Outcomes, Term Goals Accenture adopted the bottom -up and top -down approach for estimating the NA Smart Home automation market potential. Accenture conducted competitor analysis and developed five-year business case model to estimate client profitability. 64 Copyrlghtc) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 6. Target Industry Analysis Accenture's reputable network for Subject Matter Advisors as well as rich industry connects makes Accenture the optimum partner for the City to identify and undertake analysis for target industries. Provided the mission critical nature of the ask and our varied experience with providing these services, our consultants are well-equipped with our Industry Analysis framework for identifying target industries for investment and support. Economic impact Alignment with City goals Market demand Local ecosystem Industry research Industry analysis I Development of Competitor analysis Industry prioritizatio strategies Local data Partnership acquisition opportunities Figure=: bps for Target Industry Analysis Step It Industry Selection Criteria 1. Economic Impact: Identify industries with the potential to create high -quality jobs, attract investment, and generate significant tax revenue for Miami Beach. 2. Alignment with City Goals: Consider how target industries align with Miami Beach's existing economic development goals and priorities (e.g., innovation, sustainability, tourism diversification). 3. Market Demand: Analyze national and regional trends to identify industries with strong growth potential. 4. Local Ecosystem: Assess Miami Beach's existing business landscape to identify industries that can leverage existing infrastructure and talent pool. Step 2: Data Collection and Analysis 1. Industry Research: o Utilize resources like the Bureau of Labor Statistics, industry reports, and market research publications to gather data on target industries. o Focus on key metrics like job growth, average wages, and industry concentration in similar regions. 2. Competitor Analysis: o Identify Miami Beach's main competitors (general use beach in US South) for attracting specific industries. 65 Copyright(-, 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. o Analyze their strengths and weaknesses in terms of business climate, infrastructure, and talent pool. 3. Local Data Acquisition: o Collaborate with the Miami Beach Economic Development Department and local business associations to gather data on existing businesses within the target industries. This includes employment figures, growth trends, and challenges faced by local businesses. Phase 9: Industry Evaluation and Prioritization 1. SWOT Anelysis: Conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) for each target industry, contextualizing Miami Beach's specific requirements. 2. Industry lerloritizetbn: Based on the collected data and SWOT analysis, rank target industries based on their potential for economic impact, alignment with city goals, and ease of attracting businesses. Phase 4: Actionable Recommendations 1. Develop targeted strategies: Based on the prioritized industries, develop specific strategies to attract and support businesses. This may include incentive packages, workforce development programs, or infrastructure improvements. 2. Partnership Opportunitleu Identify potential partners, such as universities, research institutions, and industry associations, who can contribute to the success of targeted industries in Miami Beach. Success Story on Target Industry Analysis Table 8 Accenture Credential • Target Industry Analyela Strategic Plan and New Operating Target Industry challenge Model to Enable a New Business Analysis B2B developed a new business model with Model for Telecom Client Strategic Plan a goal to grow revenue by 50%over 5 Situational Analysis years and needed a new enterprise -wide Leadership operating model to unlock this growth Engagement (front, middle, and back office). The client Vision and Mission needed to transform, new markets with Short -and Long- new products. Their core business was on Term Goals the verge of disruption due to industry evolution (OTT, cloud, managed services), market fragmentation, perceptual competitors, security risks, and customization expectations. Aooemure Supporta Outcomes Accenture sized the addressable market and refined Cox's growth strategy and future state business model. We assessed current capabilities to identify gaps 66 Capyfightid 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. designed enterprise -wide future state op model (process, policy, org structure, platform, metrics, governance) by customer journey and end -to -end process to solve for customer and employee needs. Finally, we identified, sized, prioritized transformation initiatives to achieve future state, defined value and cost to achieve to inform investment 67 Copyright© 2024 Accenture, All rights reserved. This document contains confidential and proprietary information. 7. Asset -Based Economic Development Approach and Methodology Accenture has inherent expertise in supporting regions around asset based economic development with focus on Small, medium, and micro businesses, culture, natural resources, etc. Our team of real estate experts have direct real estate and capital project experience and have addressed planning scenarios under a variety of economic conditions. Our past experiences will be leveraged to provide specific and contextualized support to Miami in asset assessment and asset based economic development. Box 2: Benefit of Asset -Based Economic The key activities to be taken as part of Development the phase are: • Portfolio Assessment & Evaluation: Our team can conduct integrated examination of the city's assets such as current real estate and infrastructureassets, Varied state of businesses, natural resources, ecology, cultural asset, etc. starting with a detailed initial assessment of the city's real estate portfolio to identify ownership status, condition, and strategic importance of properties. Concurrently, we conduct a comprehensive review of the city's infrastructure, focusing on transportation systems, utilities, and public facilities. This includes zoning and growth analysis to understand the development trajectory and repositioning opportunities. Our assessment will incorporate market demand research and infrastructure vulnerability conclusions which provide a strategic blueprint for anchoring new developments and enhancing existing structures. Our holistic approach ensures we set a strategic foundation for sustainable urban growth and resilient infrastructure supporting the City of Miami Beach's growth. Figure at: Aerial Vleur of BiaeeYno Bay • Strategic Planning&Development: Building on the insights gained from our initial assessments, our team will formulate comprehensive, actionable strategies that se Copyright c 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. support the city's long-term objectives. This will involve collaborating with city officials to develop a strategic infrastructure plan that aligns with economic goals and community priorities. We will propose financing strategies to ensure sustainability and practicality in implementation. Special attention will be given to zoning changes and mixed -use development opportunities to promote smart growth. Plans will prioritize resilience, economic efficiency, and social equity to foster a robust and dynamic urban environment. e Real Estate Mgmt. & Advisory: Our advisory services can provide the city with expert guidance on real estate transactions, infrastructure planning, and risk mitigation. We can offer specialized advice on the acquisition, sale, or lease of public lands, tailoring our support to the city's specific goals. Our team can assist in modeling and evaluating project financing plans, ensuring they are viable and aligned with market conditions. Additionally, we can develop resilience strategies to address vulnerabilities related to natural hazards and climate change, ensuring sustainability. • Stakeholder Engagement & Project Reporting Our team will collaborate closely with city officials, stakeholders, and the community to develop to build consensus on infrastructure priorities. Our team possesses extensive experience in collaborating with state officials and economic development entities for master planning initiatives. We will prepare comprehensive progress reports including summaries of analyses, feasibility studies, and project milestones. We will develop high -quality graphics and maps that depict planning efforts and scenarios, enhancing the understanding and decision -making process for city officials and the public. Our documentation will aim to build trust and ensure all parties are well-informed throughout the project lifecycle. Success stories in Asset based economic development Table 9: Accenture Credential -US Freight Traneportatlae Company Project Areas of service Value created US Freight linear asset I Client Challenge Transportation management A US transportation company wanted to move from (LAM) operations manual to connected and automated processes. Digital technology Accenture Support a outcsianas enabled railroad The company turned to Accenture to help it define of the future and execute a digital transformation tourney for its id • Intelligent asset linear asset management (LAM) operations —a management program that consists of many phases across a multi- year effort and includes key capabilities in asset health and data science, work management, data management and inventory management. Accenture has worked closely with the company to develop a blueprint of the LAM functions: Plan, Design, Acquire, Construct, Operate, Maintain and Retire. The blueprint is the basis will help the company use digital tools to enable redictive maintenance, which can 69 Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. provide operational benefits such as reduced costs and reduced downtime. Additionally, the company's people will have access to more high -value data to simplify work processes and make more informed decisions. 70 Copyright(c) 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. Strategic and Business Development et..t.a;� and Biwlreas Prospect Identification Leadership and organizational modelling Wordometrend analysis Business development strategies Economic development incentive plans Figure 32: Strategic and Busirseea Bevaiopmmt 71 Copyrighhci 2024 Accenture_ All rights reserved. This document contains confidential and proprietary information. S. Prospect Identification Accenture has a rich history of adding value to our clients by identifying the key levers for alleviating their performance. We believe we can apply similar principles to accurately and efficiently identify promising prospects for investment and diversification. Real Estate Investment & Development: We can review city policies and align goals and priorities for real estate investment and development with the City's overall strategic vision. Our team can identify investment opportunities, potential development sites, adaptive reuse options, and properties that can be leveraged for development opportunities. Neighborhood Revitalization: With experience in redeveloping distressed neighborhoods, we can develop strategies to breathe new life into struggling areas. Our focus will be on fostering economic growth and attracting new investment to these neighborhoods. Market Analysis and Feasiblllty Studies: Our team can conduct a thorough market analysis using accepted methods for valuation. We can assess the feasibility of development projects, provide financial modeling, and forecast trends. This analysis would include the development potential of city -owned properties and other targeted sites. Enhancing Clty Appeal and Functionality: We can suggest specific actions and enhancements to improve the city's appeal and functionality. Our team can navigate the complex regulatory landscape, ensuring compliance with zoning codes and permitting requirements. We can also mitigate legal and regulatory risks through due diligence reviews. Specifically, Accenture implies a structured approach to identifying the prospects for our clients: t. Define Ideal Prospect Profile: o Industry Focus: Determine the specific industries most aligned with Miami Beach's economic development goals (e.g., tourism, technology, creative industries). o Company Sii Stage: Identify the ideal company size range (startups, established businesses) and growth stage (early -stage, expansion -minded) most suitable for Miami Beach's ecosystem. o Location Preferences: Consider if targeting businesses with existing locations or those seeking relocation aligns with your goals. 72 Copyoghtk 2024 A,, ure-All rights reserved. This document contains confidential and proprietary information. o Investment &Job Creation Potential: Define the desired level of investment and job creation potential you expect from prospective businesses. 2. Multi -pronged Prospect Identification Strategies: o Industry Research & Databases: Utilize industry reports and databases to identify companies within the target industries. Filters could be applied based on size, location preferences, and growth stage. o Government& Economic Development Resources: Collaborate with Miami Beach Economic Development Department and other relevant economic development agencies to access their existing prospect databases and leverage their expertise. o Networking & Events: Our consultants can possibly attend industry conferences, trade shows, and business networking events in Miami Beach and surrounding areas to connect with potential leads. o Partnerships6 Referrals: Collaborate with local business organizations, chambers of commerce, and incubators to gain access to their networks and referrals. o Digital Prospecting: Utilize online tools like Linked In Sales Navigator or Owler to research and identify companies that align with your criteria. 9. Prospect Evaluation & Prlorthartion: o Develop a scoring system and framework based on pre -defined criteria (industry focus, investment potential, job creation potential, etc.) to evaluate identified prospects. o Prioritize prospects based on their score and strategic fit with Miami Beach's economic development goals. 4. Prospect Qualification&Outreach: o Conduct deeper research on prioritized prospects to determine their specific needs, growth plans, and potential interest in Miami Beach. c Develop targeted outreach strategies for each qualified prospect. This may involve personalized entrails, phone calls, or invitations to informational meetings. S. Utilizing Prospect Data for Proposal Development: o Integrate information on qualified prospects into a proposal, showcasing the potential economic benefits they would bring to Miami Beach. This targeted approach aims to strengthens the value proposition that prospects bring to the discussion. 73 Copyright© 2024 Aecenture. Alf rights reserved. This document contains confidential and proprietary information. 9. Leadership & Organizational Modelling About Accenture: Organization Design Organizational design and realignment can be a critical supporting element to any entity, including cities, aiming to optimize performance maximize efficiencies and promote sustainable growth. Aligning the human elements of the transformation equation to the vision promotes engagement and positive change momentum across the organization and culture. It also enables more rapid upskilling and the tapping of workforce potential to drive change, realize benefits, and achieve goals more actively. Organization design is important to supporting effective and lasting change and financial goals. This includes ensuring the right size and structure of administrative and managerial staff, creating workforce transparency and elasticity to enable dynamic allocation of personnel to high -demand and high -value work, and addressing costly or inefficient bureaucratic processes. Advising on organization design requires addressing gaps in skills and organizational structure to innovate and deliver key functions all City residents and businesses rely on. Regardless of the scale, whether one department or an entire agency, Accenture's proven tools and adaptability can bring value to any organization or municipality. Ourproven methods are underpinned by the Kates Kesler methodology. It is industry recognized and the standard in the field, and built on established theories of human behavior and systems thinking. With our US patented Intelligent Organization Accelerator, we use technology enabled analytics tools throughout the design journey to gain insights and make evidence -based design decisions that enable smooth execution. Tackling these and other issues requires the use of demonstrated methods, approaches, and lessons learned Accenture bring to the City to help drive a successful program. To help the City of Miami Beach assess Miami Beach and its adjoining regions and redesign organizational structures, manage talent, develop policy, and manage change, we will leverage Accenture's Talent & Organization Practice (T&O, which includes more than 10,000 individuals who work with clients to transform their organizations using leading edge practices, methods, and tools, 1,200 of which are organization design practitioners specifically. This practice has worked with more than 1,500 clients across all industries, is a recognized thought leader in human capital, and delivers on 4,000 projects annually. Our T&O professionals possess a variety of skills including stakeholder alignment, leadership development, change management, executive coaching, and communications. 74 CopynghtsJ 2024 Accent ure. All rights reserved. This document contains confidential and proprietary information. aWnmum.ru ogeNlry nroNl, OeWn NmrbrvaMNa�i a�Non 4Nvle ma MnnlM ^^tl-eh op�xna mtlMmgle 96PabEd Sunlurr, 7S Wyk' ®5 inre OVrEO li'—+i— ® ixtuinvr ® MARS 5W �aris[ol Myers SQulGb' Fail ® P dysi ...'p^ �..t'!a micro� BOB accenture airbnb 13 N�'ci, a �Mn�w t0,M31Nn Figure 33: Accenture's Talent 6 Organization Practice and Our clients Approach and Methodology Accenture's framework supports the development of the best -fit operating model. We often work alongside clients and start with the ambition phase, which is focused on defining what the City's distinctive capabilities and offerings are, tradeoffs and choices on go -forward strategy, and alignment on value potential. In this blueprinting phase, we take this ambition to define the new organization model. This includes defining impacts by function, impacts to different roles, new governance, KPIs, and required training. In integration, we build the right collaboration across internal teams, external networks, etc. and establish the right technology to ensure the new operating model works. 75 Copyright F' 2024 Accenture. All rights reserved. This document contains confidential and proprietary info rmatlon- W pose ltrabYr' MrYm� nredY strategic choices Distinctive capabilities case for change Business mnfigura[ion organization motlel Enterprise miss Governance performance Work& TMAnology Teams netowkrs Experiences &processes Dora Tisch architecture Talent& workspace experiment Learn improve The rites the ovemgyrMbuYi of the describes the averamhing goals of engagement The operating model rMit an provides clarity on what will enable us to win given the strategy and business models and our understanding of the desired final state The blueprint sets out the architecture of the organization and layout of how the work will be delivered In so provides the full structure to the front line and how the organiration connects horizontally, and sets out the repuiremems for talent process, technology antl ausreinebiliry Figure34: Accenture's Approach to Oreenintion Oalgis Ambition Setting: Ambition setting starts with a series of strategic choices that we will cascade from the City's leadership, to define the to -be organization. We start with a series of strategic choices, including the role we expect corporate office to play vs. field organizations vs function teams, to help set guardrails for the rest of the design. We co - define the capabilities that are distinctive for the future and begin quantifying the investment and cost savings based on these choices. This helps define the KPIe and KPAs that define the success of the program (what are the high-level savings and benefits we expect to derive). We continuously refine these as we progress. The blueprinting process by function that applies the operating model principles and ambition to that specific function. This is where we show our function specific analyses. We start with a series of solutions and benchmarks that show how other organizations structure their functional teams and define the cost to serve of those teams. During Blueprinting we use our Enterprise Value Targeting benchmarking database has data on over 3,000 organizations and that helps define the right size and should be cost of all functions. We define'should be'sizing based on actual revenue per cost of team members. 76 Gopynghtc 2024 Accemnl, All rights iaserved. This document centams confidential and piopilet a ry hrformati on. We then work with City's functional teams to define what initiatives we could execute from our hypothesis database, to improve that specific function's performance, using leading organizations as examples. We will define where the existing workforce needs to pivot into new organizations based on the new operating model, and we will update our savings and investment ranges based on the updated values to provide an accurate cost -benefit analysis for City's stakeholders. Success story All Powered Ong Level Skills Gap Assessment for US Federal Agency The Federal Agency was looking to hire 3,000 employees over the next 2 years. Accenture leveraged its Al solution (Skills.Al) to assess the state of the workforce, the requirements for new or shifting roles driven by changes in the industry landscape, and how well the skills and positions of the current employees match these demands and develop recommendations to close the talent & skill gaps. n Copy rig hYJ 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 10. Workforce Trend Analysis Approach and Methodology About Accenture: Employee Development Services Accenture's approach to employee development encompasses the key areas of knowledge transfer, skill enhancement, and career guidance. We will focus on creating a clear, future -focused competency architecture that strengthens every step of the talent lifecycle by providing clear priorities at each stage: Select Onboard Locate` Enable VIA Define Deploy v a Develops Grow Network '•� <* a. '4.. _. • Engage Transition Succession Measure Flexible lob design Figureas: Frameworkto Improve Re foment. Retention, Learning and Development, and Performance Management The above framework can help guide the City of Miami Beach on improving recruitment, retention, learning & development, and performance management Developing a framework like the example above at the City of Miami Beach will help by maximizing the capabilities of each employee throughout his/her career through clear frameworks for performance evaluations, succession planning, mentorship and coaching, etc. As a first use of the competency framework, we can build a career pathing architecture in a data -drive, logical progression. For example: By developing data -driven career paths throughout the City of Miami Beach, we will make it easier for employees to understand the skills and competencies that are needed to progress in their career, 78 Copyright-) 2024 Accenture_ All rights reserved. This document contains confidential and proprietary information. making it easier for supervisors to embed conversations about career pathing and skilling within performance management conversations. We have extensive experience implementing these changes, including within Accenture itself, so each step of the design process is undertaken with full understanding of the change management steps needed for successful implementation that not only shares the new frameworks by creates a culture of learning and growth. Developing a career pathing framework will: 1. Avoid employees being promoted out of their areas of expertise and provide a clear and reasonable structure for employees to grow. 2. Develop the foundation for a comprehensive mentorship program that prevents knowledge from evaporating with retirement. 3. Provide the basis for successful succession planning by helping leaders clearly understand the skills and competencies needed at each level. We will begin our approach to developing comprehensive Employee Development Services with a Current State Assessment, called People Value Lob. This assessment is a validated analytical solution based on real data -driven model of people drivers and business outcomes. It provides predictive guidance to prioritize people drivers yielding maximum value creation for the organization. It will be supported by extensive benchmarking and are conducted without extensive surveys or interviews with every employee. Figure we People Value Tres that who" Kay HE Questions for Each Pan of an Employee Lifsoyele Using this current state assessment, Accenture will be able to develop effective strategies for the key areas identified by the City of Miami Beach: learning & 7s Copyrlghtt,' 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. development, coaching & mentoring, leadership development, employee engagement, and succession planning. You can find additional information about our learning and development, coaching and mentoring, and leadership development capabilities in Category 6 Workforce Training Consultant section. Employee Engagement Our view of employee engagement is shaped by Our recent Future of Work Study surveyed over 9,000 employees across a variety of industries and locations and found that an engaged workforce feels "Net Better Off" for their employment. In other words, they believe that their organization meets six fundamental human needs through work to unlock their full potential: 1) financial, 2) emotional & mental, 3) relational, 4) physical, 5) purposeful, and 6) employable (see Figure 27). These six included in our Net Better Off framework explained 64%of all work potential. Other factors include job autonomy, training in new market -relevant skills, effective health policies, etc. Accenture takes a holistic approach for itself and its clients to employee engagement by factoring in all areas that impact employee experience. Commitment and willingness to bring their whole selves to work also translate into benefits such as productivity and performance gains, healthier cultures, and higher referral rates by employees for new candidates. Organizational development techniques such as coaching, training, teambuilding and facilitation are among the many levers we can pull as an employee engagement partner. Accenture's People Value Proposition (PVP) framework is displayed in Figure 28 and built around five key components that resonate with the modern workforce. The value proposition addresses the 1) current work that employees perform, 2) how they are rewarded for their contributions, 3) trust in leadership and social dynamics of the organization, 4) the culture, and 5) the long-term career potential beyond their current role. Using this framework, we will be able to help the City of Miami Beach better engage their employees at all levels. Succession Planning Accentu re works with our clients to apply a rigorous approach to define and execute succession planning. We bring in data -driven insights to identify key talent needs and top performers, define competencies and behaviors for key positions, analyze gaps, and develop upskilling opportunities. Accenture focuses on creating a best -in -class succession experience with a comprehensive approach that incorporates competency needs, employee performance, team engagement, and leadership competencies and behaviors. Through extensive market research and experiences across industries, Accenture has identified key insights and leading practices that we will bring to the City of Miami Beach. Organizations must: 80 CepyrightJ 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. • Leverage real-time insights on the quality of candidates for critical and emerging capabilities. • Shift focus to talent pools with potential candidates for clusters of strategic capabilities and positions. • Make succession planning more transparent and inclusive to create a better plan and more employee engagement. • Be data -driven through HR Analytics, Al and other technologies to create succession plans and measure success. p•YikmFlwnwnM � - r. o.+..�r..n Figure 37: People value Proposition Framework Success stories on Workforce trend analysis Case study 1: Employee Development at Leading Public University The goal was clear, to create a coaching program aimed at enhancing the effectiveness of the financial leadership team. Accenture developed a leadership curriculum for 10 senior participants, focusing on utilizing Clifton Strengths to identify individual strengths and assess the team's collective strengths and weaknesses. This approach facilitated personal and team growth, fostering a supportive environment for mutual development. Each participant completed the course with a personalized leadership action plan, leveraging their identified strengths for personal and professional growth. Through one-on-one collaborations with each other, participants explored how their individual strengths could complement and support their teammates. The success of the program was evident as participants expressed their intent to reuse the curriculum with their respective teams, showcasing its effectiveness and value in enhancing team management. 81 Copyright i 2024 Accenture. All rights rese•ved. This document contains confidential and proprietary information. Case Study 2: Launching an inclusion educational platform to enable personalized learning for a Fortune 200 company Accenture was engaged to enable a multi -national insurance provider to change the hearts and minds of employees. Accenture equipped senior leadership with a unified inclusion narrative, engaged and equipped executive leaders with specific Inclusive behaviors, goals, and milestones, and created a roadmap to embed change through the activation of 5200 front line managers, human capital management, and leadership teams. 82 Copyright© 2024 Accenture. All rights reserved This document contains confidential and proprietary information. 11.Business Development Strategy Building a strong and sustainable economy is crucial for Miami Beach's continued success. To achieve this, a strategic approach to attracting and supporting businesses is essential. This section outlines a comprehensive business development strategy designed to leverage Miami Beach's unique strengths and target the right businesses to achieve the City's economic development goals. This methodology will guide the development of a plan that fosters: o Targeted Business Attraction: Identifies and attracts businesses with high growth potential that align with Miami Beach's economic focus. o Supportive Business Environment: Creates a streamlined and supportive environment for businesses to thrive. o Commun@y Engagement: Fosters collaboration and partnerships between businesses and the Miami Beach community. o Measurable Success: Establishes clear metrics to track progress and ensure the strategy delivers a strong return on investment for the City. Our focus shall focus on creating a data -driven and action -oriented business development strategy, Miami Beach can position itself as a magnet for high -growth businesses, leading to a more prosperous and vibrant future. To achieve this prerogative, Accenture shall employ a four -phase approach to structure the engagement. Phase 1: Current state analysis Economic Landscape: .: Analyze Miami Beach's current economic climate, including key industries, employment trends, and strengths and weaknesses of the existing business environment. Utilize data from local chambers of commerce, economic development reports, and Miami Beach government websites. 2. Industry Analysis: o Conduct an attractiveness analysis for Miami Beach's economic development efforts, as well as the analysis of the barriers of entry and exit. o Identify internal strengths (e.g., skilled workforce, infrastructure, location) and weaknesses (e.g., high cost of living, limited land availability), along with external opportunities (e.g., emerging industries, technological advancements) and threats (e.g., competition from other cities, natural disasters). Phase 2: Target Audience identification 83 Copyright() 2024 Accenture. All rights reserved. This document contains confidential and proprietary information_ 1. Industry Focus: o Based on the situation analysis, identify specific industries with high growth potential and strategic alignment with Miami Beach's economic development goals. 2. Busirrees Typea: o Within the chosen industries, define the ideal business type that our strategy will target. Considering factors like size, innovation level, and social responsibility practices. 3. Target demographic: o Analysis of the visitor data for identifying any frequently paying clusters of population. This will enable to establish a sync between the services required and services rendered, ensuring economic sustainability. Phase S: Develop Business Attraction Strategies 1. Marketing & Outreach: o Develop a comprehensive marketing and outreach plan to attract target businesses. o Utilize a mix of online and offline channels, including targeted advertising, industry conferences, and trade missions (Refer to the marketing plans methodology for more details) 2. Incentive Programs: o Design a strategic incentive program to offer competitive advantages for businesses considering relocating to or expanding in Miami Beach. (Refer to the Economic Development Incentive Plan methodology for details on crafting effective incentive packages). 3. Business Retention & Expansion: o Develop strategies to retain and support existing businesses in Miami Beach. o Offer programs that assist with business growth, workforce development, and access to resources. 4. Streamlining Processes: o Simplify regulatory processes and permit approvals for businesses, fostering a business -friendly environment. 5. Community Engagemem: o Facilitate connections between businesses and local communities. Encourage partnerships, networking opportunities, and collaboration. Success story on Business Development Strategy 84 CDpyrightiJ 2024 Accenture. All rights reserved. This document contains confidential and proprietary information_ Table 10: Aehxnmre Credential - Aware Campollinfor the Launch of 988 In North Carolina the Launch of 988 in North Carolina / VV Campaign • Business Strategy • Social - Media Marketing AO Mure9appart9Outeom" Accenture worked with the State of North Carolina to build an awareness campaign for the launch of 988, the new three -digit number for the National Suicide and Crisis Lifeline. The pain points and audience needs were identified for both the general population and specific at -risk demographics, informing the strategic split of content. The audience insights made it possible to tailor messaging and imagery to connect with those who need it most, achieving not only awareness of the resource, but assurance that it can meet their unique, personal needs. Channels of marketing included: • Out-of-Home(OOH) - Strategic, location -specific placements allowed us to reach audiences offline Social Media - Leveraging popular social media platforms (Facebook, Twitter, Instagram) provided the ability to target at -risk groups with important life-saving messaging • Radio - Traditional audio and podcasts reached both a digital and terrestrial audience • Search- Keyword search results for the largest search engine (Google) provided resources to those seeking help • Online Video - YouTube Ads used Google data to match our message to the right people at the right moment Figure 36 below displays Accenture's creative campaign to drive awareness to as many Americans as possible - with an overlay to specific at -risk populations with historically greater incidence of mental health crisis or suicide. 988 6i57iE vl� 'L'i �7 m'.. L•r• b LN... '. 85 Copyright;c) 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. 12. Economic Development Incentive Plans We understand the City, its stakeholders, both business and residents, and we understand where the City aims to direct the Miami Beach strategically. Which puts us in a position to take informed decisions to elevate the economic development incentive plans for geography. Our value would ensure that our solutions factor the three basic tenets of economic development of a region. o Equity: Ensure the incentive program fosters inclusive economic growth, encouraging opportunities for local businesses and diverse populations. o Transparency: Maintain transparency in the program administration by clearly outlining eligibility criteria, application processes, and selection procedures. o Scalability: Design a program that can be scaled up or down based on available resources and economic conditions. However, even with these project considerations, Accenture would aim to standardize our approach based on 4 primary phases: Figure aa: Phased Approach to Creating Economic Development Plans Phase 1: Understanding Miami Beach's Needs and Priorities 1. Stakeholder Engagement: o Gather understanding for the City for the overall economic development goals and priorities o Identify any preferred industries or business types that might have been internally discussed. 86 CopyrnghtKi 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 2. Existing Incentive Programs: o Research existing economic development incentive programs offered by Miami Beach and its competitors. o Analyze the effectiveness of these programs and identify any potential gaps or areas for improvement. o Perform a comprehensive analysis for the initiatives as well as effectiveness of such programs run by City's competitors, their effectiveness and any pain point of the engaged organizations. Phase 2: Develop Incentive Strategies I. Targeted Incentives: <, Based on industry analysis, stakeholder engagement and gap analysis, design a tiered incentive program targeting specific business types or sectors. o Create a layered portfolio of economic incentives, mapped to the needs of City's stakeholders, including: • Tax breaks: property tax abatements, sales tax exemptions. • Financial assistance: grants, loans, fee waivers. • Regulatory assistance: Permitting and regulatory streamlining. • Workforce development programs: job training, educational partnerships. • Infrastructure support: access to technology, transportation improvements. • Attraction of talent: Perform gap analysis for the public services such as schools, libraries, places of entertainment, feasibility of rentals, public transit, among others. 2. Performance -Based Incentives: o Strategize incentives to be performance -based, with rewards tied to achieving specific goals like job creation, wage levels, or investment in sustainable practices. This ensures efficient use of public resources and aligns business interests with city objectives. o Engage the stakeholders for understanding the pain point in the perspective of the industries to ensure a healthy take up of the incentive plans for the industries. Phase 3: Program Design and Implementation 1. Eligibility Criteria: o Define clear and measurable eligibility criteria for businesses to qualify for each incentive program. o Consider factors like industry type, job creation, investment amount, and adherence to sustainability principles. 2. Application Process: o Design a streamlined application process for businesses seeking incentives. e7 Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. o Utilize online tools and clear communication channels to facilitate efficient application processing. 3. Process for claiming benefits: o Create a tactical plan and user journey of how the economic incentives can be claimed by the stakeholders, while identifying the key pain points to be addressed. o Proposal of a technical architecture to standardize the claims process, or a digital portal for the stakeholders to utilize for filing their claims, providing necessary documentation and tracking the application status. 4. Monitoring and Evaluation: o Develop a system to monitor the effectiveness of the incentive program. o Track key metrics like job creation, investment levels, and program costs. o Conduct periodic evaluations to assess program impact and make necessary adjustments. Phase 4: Proposal Development 1. Cost -Benefit Analysis: o Conduct a cost -benefit analysis to demonstrate the projected return on investment (ROI) for the proposed incentive plan. o Consider both short-term and long-term economic benefits generated by attracting targeted businesses. 2. Stakeholder engagement: o Communicate the benefits for both businesses and the City, and its residents via business plans, implementation roadmaps, any additional support or other relevant information. o Craft a City and resident centric business case to collate the positive impact on job creation, tax revenue generation, and overall economic development. o Engage the City to gather feedback from the City's representatives, take corrective actions, and communicate the roll -out requirements. Success Stories on Economic Development incentive plan Table it Accenture Credential - Economic Development Incentive Plan Marriott International Travel Economic Client Challenge Experience Incubator I velopme Marriott International was interested in exploring new nt Incentive ideas, startups, and technologies that could help build Plan opportunities to reinvent their guest experience. Incubation Marriott asked Accenture to support them build a new support innovation and business incubator program to support this mission 88 Copyright©2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Accenture Support & OuI100on" As a part of our existing relationship with Marriott, we explored ways to co -innovate scalable solutions and invited start up incubator 1776 to join us. Together, we created a unique program to help Marriott tap into a network of startups to discover new technologies that could identify new opportunities and reinvent their guest experience. The program: The Travel Experience Incubator. The program began with a Challenge to identify promising startups and their gamechanging solutions. Startups were selected for the Incubator which took place in Washington, DC over the course of 12 weeks. During this time, a team of experts from Accenture, Marriott, and 1776 guided the diverse group of selected startups as they developed, validated, and tested their pioneering travel and hospitality solutions. Accenture co -created a custom curriculum, facilitated a mentorship program, and provided strategy, technology, and design support. The startup ideas were diverse, ranging from loyalty programs, to improved booking processes, to VIP experiences, to maximizing local activities during a hotel stay. The culmination of the program: Demo Day, where each startup pitched their solutions, with Marriott selecting the best to take to market. Five external startup and two internal teams were selected from over 170 startups that applied to the incubator program to adapt their products to pilot with Marriott. 89 Copyright K72024 Accenture All rights reserved. This document contains confidential and proprietary information. 13. Talent and Business Attraction/Retention About Accenture: Workforce Training Accenture's approach to workforce training centers on ensuring the city invests resources to deliver the highest value and successfully executes new workforce training strategies. We have experience in addressing and a clear understanding of the challenges that public sector organizations face in skill development and developing a culture that prioritizes learning and training. Among other aspects of workforce training, our capabilities include Learning and Development, Leadership Coaching (for managers, executives, and more), and Performance Management. Learning and Development: As a leading global innovator, Accenture has an appreciation for the importance of creating an organization ready to face an ever - evolving future with a variety of pressures. As required skills and the workforce mix change, Accenture possesses the capabilities and experiences to help the City of Miami Beach in building learning development program that can adapt to the changing needs of your workforce. Two of the services Accenture provides related to learning and development to develop a future -ready workforce include: 1. Mierolearning: breaking up complicated concepts into small chunks to easily fit into the schedules of a busy professional, with an emphasis on gamification and interactivity. 2. Experiential Learning: active learning based on real world experiences. Figure as: Examples of Media -Rich Interactive -Raved Learning Deliverables We have unmatched experience in learning and development with: 7,500 global learning practitioners - 120K+ Hours of content development 1.9M training days administered just in the last fiscal year 09 Copyright, 2024 Accenture- All rights reserved. This document contains confidential and proprietary Information_ Our expertise is met with alliances and partnerships across skills assessment accelerators like Pluralsight and SkyHive and learning content and certification partnerships with organizations like Northwestern's Kellogg School and Udacity. Leadership Coaching: When it comes to executive development, as shared further in the Talent Advisory section above, Accenture knows that coaching helps achieve desired objectives and increase individual and team potential. Underpinning our leadership coaching are a set of guiding principles that include developing a feedback rich program with measurable development objectives that are purpose and mission driven. Accenture's Leadership Coaching approach - to be customized for City of Miami Beach, often includes an assessment of the current state (leadership norms, culture, and traditions) to ensure the leadership development and coaching addresses the context that they must lead within in. We recognize government leaders and administrators face unique challenges in their agency, municipality, and operating environment. We will focus on shared competencies as well as unique personal leadership styles, which will accelerate their ability to lead and influence with impact. We recommend executing this in multiple phases: Assessment phase - Phase 1- focused on shared competencies and individual coaching across the City of Miami Beach and will include these activities: 1. Initial Diagnostic to understand the context for the administration's current culture, history, traditions, key strengths, and opportunities to better inform the solution. 2. Portfolio Strategy Workshops Integrating Team and Leadership Development to accelerate understanding, alignment, and commitment around the Portfolio Strategy, strengthen cohesion, unity, and collaboration and build leadership capability as a team. 3. Individual leadership coaching to improve leadership skills and accelerate the potential and performance of these already seasoned leaders, while establishing the culture that will deliver success. Phase 2 will focus on Leadership Team Development and will create a "train the trainer" model within the organization with a specific focus on: leading self, leading others, and leading the organization. By coalescing our Phase 1 learnings into final modules, we will allow leaders to own their training experiences and pass them on to future leaders. Sample curriculums are shown below: e1 Copy rig htc; 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. Explore iMividual strengths and areas nor development to enhance leadership capabilities Create aspirational named" leadership brand position Engage is batlershm skit building including topics such as'. Enhancing sett -awareness Data drwn decision making Inno2tion and creativity Moisture preblem soMng and anaMical Moor Developing resilience for self and others Explore indmdual strengths and areas for devebpntent for leading ofhers Engage in leading Mars skill building including topics such as Leading change Leading through cdaborahmn and clear communication Courageous execution Engaging and influencing others Inclusive leadership Leading from Me outcome Conflict research and negotiation Explore individual strengths and areas for devabpmerd for leading Me organization Engage in leading the cogeneration still Wilding including topics such purpose and enrich it mission purpose and VDSS mission O.erall poradio leadership northern a and communicatingowls poradia and unit goals end objectives Influencing key stakeholders Figure co: Sample Modules on Leading Sell, Leading Others, and Leading the Organization Performance Management: A transparent performance management strategy will create a culture of accountability among City of Miami Beach employees. Accenture views performance management as a holistic process that ensures employees' performance contributes to business objectives. It encompasses performance planning and objectives, performance feedback and assessment, coaching and mentoring, and competency management while incorporating the specific and diverse needs of differentiated job roles and the unionized workforce. Figure 23 outlines best practices that Accenture often recommends to our clients in this domain. Using leading tools and methodologies, Accenture can help the City of Miami Beach develop an end -to -end performance management strategy that begins with benchmarking current performance management practices, identifying gaps between current state and emerging practices, creating a roadmap to implement performance management initiatives, and guiding the City through those changes. We can also perform ad -hoc services such as developing a coaching and mentoring program, creating communications to enable transparency around the performance management process, or implementing performance management tools. Leadership and Development, Leadership Coaching, and Performance Management work hand -in -hand to develop a workforce training program that creates a culture of continuous learning at all levels and meets employees where they are. By focusing on these key competencies, Accenture will develop a leadership team that understands positive psychology and that will enable leaders to drive change while balancing competing priorities and tackling conflict. 92 Copyright:) 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information_ Success story on Talent and Business attraction Table 12: Accenture Credential - Austin Chamber of Commerce Strategic Plan Pr.jdrt Areas of service Val us created Austin Chamber of Workforce Client Challenge Commerce Strategic Improvement The Austin Chamber of Commerce and Workforce Plan Talent strategies Solutions Capital Area partnered with Accenture to bring together some of the city's top business leaders to understand their needs and drive business engagement issues. The Chamber sought to identify talent strategies to create a more resilient and robust local workforce to continue to retain and attract employers, keeping the Austin economy competitive. Axanture Support & Outcomes As part of the project, we used a data driven approach to inform 15 of the city's top CEO's to identify top economic priorities. The output informed regional economic development initiatives aimed at fostering job creating investments across the Austin region. Examples of the comparable work we completed were the following: • Benchmarked current workforce footprint in Austin • Defined a shared vision to align top ecosystem partners and employers • Conducted workshops to identify 18 opportunity jobs to begin to focus on to increase local skilled talent, improve income, and reduce poverty • Identified adjacent skills and develop potential career pathways highlighting existing funding r rams 93 CopyrightO 2024 Accenture_ All rights reserved. This document contains confidential and proprietary information. Financial, Cost, and Data Analysis Financial Coss and oats Analysis Cost/financial modelling Real estate development fiscal analysis Cost benefit analysis Figure 41: Financial, Coat, and Data Analysis 94 Copyrfghc052024 Accenture. All rights reserved. This document contains confidential and proprietary information. 14. Economic Forecast Analysis In order to stay up to date on the fast -evolving trends in the economic, socioeconomic and demographic makeup of the City, both the redevelopment agencies would benefit from Accenture's deep quantitative and primary research capabilities, as well as our extensive network across academic, public and private sectors, and intergovernmental organizations. Organizations such as the World Bank, the Rockefeller Foundation and the Inter -American Development Bank have relied on Accenture to conduct research and economic forecast analysis to address economic and social disparity issues. Approach and Methodology The team would undertake a two -phased approach towards conducting the economic forecast analysis for the City of Miami Beach as detailed below: Phases: The Accenture team will deploy economists and data analysts to begin with a round of interviews with the economic development department of Miami city for, preliminary data gathering around GDP, Income per capita, wages, Inflation, etc. and reviews to gain a deeper understanding of the research topic and lay the groundwork for a research framework. We would also gather data from the federal level agencies such as U.S. Bureau of Economic Analysis and publicly available databases such as Oxford economics, Frontier economics, etc. The team would map all relevant stakeholders, assets and other factors that are determined should be included for further data collection to augment. We would then triangulate the existing data. Since further data is often lacking - especially when seeking to understand disparity for historically marginalized populations - Accenture would engage in primary research to help the city unlock bottom - insights into the topic area. To gather this data, Accenture would also leverage our vast array of thought leadership and experience in advanced survey research for quantitative data collection and analyses by using data analysis tools such as Microsoft excel, Microsoft Power al, etc. Phase3:Through Accenture, the City of Miami Beach will have access to extensive research and quantitative capabilities, which include a wide range of modeling approaches, from bottom -up, market sizing analyses, to traditional econometric approaches (e.g., linear/non-linear regression, VAR analysis), to data -science. The team may seek the input of the PoC from redevelopment agencies for validation on context -specific data and parameters to improve the model's precision. After initial findings of the model are consolidated and analyzed, the results may be triangulated with comparable data from external data vendors such as Oxford economics, where available Accenture would help the City of Miami Beach leverage the appropriate talent to maximize the impact of the study findings and provide recommendations for actions. 95 Copyright(; 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Phase 9s Following this initial round of data collection, a roundtable will then be held with the redevelopment agencies and stakeholders to discuss the initial findings, preliminary recommendations, as well as next steps to finalize the report. Finally, Accenture would refine insights and generate final report based on the economic forecasts for the ice= rl upcoming 5-10 years for the -- Figure 42: Illustrative Areas to be Considered for Economic Forecast city, along with details on finalized research methodology, all research -related Total GDP (In mrtbu- 3019 2020 30R1 —�� • I —n.. nq won n, nLpn. —4pon Box 3: Comparison of Total GDP among Miami, Atlanta, Philadelphia, and Boston 96 I n. 1.11 11 11 n" is t" 1 This document contains confidential and proprietary information. instruments used, data collected (e.g., questionnaires, recordings, transcripts of interviews and focus groups, etc.). Success atorles in Economic Forecast Analysis Table 13: Accenture Credential - Connected DMV Project Are., of service Valuecreared Connected DMV Quantitative Cllent Challenge economic Connected DMV, a non-profit consortium consisting assessment of D.C., Maryland, and Virginia, tasked Accenture with Quantitative social creating a Hydrogen Greenprint as part of their DMV impassct pursuit of IIJA funding to build a hydrogen hub. As assement part of Supply -demand this effort, the Global Macro team was tasked with equilibrium building supply and demand projections for hydrogen energy, complete with quantitative i economic and social impact assessment AccentureSupport a Outcomes After agreeing on deliverables, research goals, and metrics of interest with the management team, a bottom -up supply -demand equilibrium model was chosen as the modeling approach of choice for this research. To segment the component demand use cases and supply factors for the model, the team first sought input from a wide representation of sectors, including utilities, automotive, energy, and infrastructure. This was followed by an extensive data gathering and literature process to validate the modeling approach and parameters. The analysis began with an estimation of demand from key sector candidates for hydrogen energy. This was followed by an estimation of supply requirements, which incorporated additional considerations such as maximum clean energy production over the projection horizon. F..b.. �. ,. 97 Copyright(+) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 15. Cost/Financial Modelling Approach and Methodology Our team would employ a custom -designed Return on Investment (return -on -investment (ROI) forecasting tool to conduct microeconomic and financial analysis on proposed policies, programs, partnerships, strategies, and investments. This approach would map quantifiable metrics such as costs, resourcing, feasibility considerations, and non- financial impacts to associated benefits and costs. Incorporated quantifiable metrics would overlap with the City's project objectives and existing KPIs as well as likely scenarios informing alternative projections for inputs such as program/policy participation. We anticipate that the co -developed ROI framework will distinguish between costs and benefits borne by the private sector versus the City, recognizing that solutions should be evaluated with respect to both their fiscal ROI (i.e., operational financial viability for the City, the broader social ROI, and the distribution of the costs and benefits by impacted stakeholder group). The social ROI calculation will be based primarily on direct and indirect benefits and costs. Where data permits, externalities will also be factored into the ROI calculation, or otherwise considered qualitatively in the decision criteria for providing recommendations. We took a similar approach in developing our System Value Framework for the World Economic Forum, which also served to quantify different, identified levers of energy transition technology opportunities. Key activities that will be undertaken for the custom -designed ROI are included below: • Identify direct& indirect stakeholders: Determine the relevant stakeholder groups such as target beneficiaries, primary financial supporters, influential groups impacting the rate of program participation, etc. • Estimate eosn: Estimate prospective program costs, including the relative shares that will be borne by the redevelopment agency, the City Miami, and any private co - financiers and contributors. These estimates will draw on previous of the city's program cost profiles, as well as cost information on similar programs in other US municipalities, states, or foreign countries. • Estimate benefits: Define the relevant benefit pathways for each program, including expected outputs, direct outcomes, economic multiplier effects, and potential other socioeconomic externalities. Each of these elements will be linked to quantifiable metrics that can be measured using existing public data, private data obtained through Accenture's partnerships with third -party providers, or information gathered during program implementation. • Monetize non -financial benefits: Estimate the monetary value of the different categories of identified benefits, leveraging Accenture's proprietary in-house models (e.g., for calculating economic multiplier effects and fiscal implications). 7M Copyrfghtiei 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. • Calculate social and monetaryR01: Calculate a fiscal ROI based on benefits and costs for the City, and a social ROI by including the benefits and costs for the broader economy. Since benefits and costs will be realized in a phased manner over time, ROI metrics will be based on net present value (NPV) calculations, using appropriate discount rates. Success stories in Cost/ financial modelling Table 14: AccentureCredsntlel - World Bank • Fiscal impact CllenlChallenae analysis As an international financial institution with a mission to • Workforce end extreme poverty, the World Bank is running a number development of initiatives to support governments in achieving their analysis climate commitments under the UNFCCC Paris Agreement. In light of this, the World Bank is assessing the creation of a program to support East Asia and Pacific (EAP) countries in the design and implementation of programs and projects leading to emission reduction credits. The proposed assignment aims to understand what demand exists in the global market for the purchase of offsets, what will be the likely requirements for emission reduction credits to be created and to be traded: and support the development of projects that create emission reduction credit designed specifically to meet these standards. Aceen W re supporta Outcomes Accenture conducted research and drafted an internal report which included the following: • Opportunities and gaps in emission reduction projects in EAP - Accenture designed an approach to assess GHG emission growth, Nationally Determined Contributions, carbon pricing mechanisms and emission reduction projects EAP to understand the challenges and opportunities to develop emission reduction projects. A scoring model was developed to assess the potential to generate credits across sectors and countries in EAP. • Value proposition and high-level operating model - Accenture conducted a design thinking workshop With experts from World Bank, Environmental Resources Management to develop a vision and unique value proposition for the EAP. Accenture designed a modular operating model for EAP focused on providing program support, project advisory services, transaction support, and training. • Stakeholder engagement plan and high-level roadmap, including preliminary cost and funding profile- Based on the insights from the workshop and discussions with World Bank, Accenture developed a stakeholder ecosystem map and created a phased high-level roadmap for the next two years, including 99 Copyrightc) 2024 Accenhrte. All rights reserved. This document contains confidential and pmpnetary information. 16. Real Estate Development Fiscal Analysis Approach and Methodology Accenture's overall approach to develop an impact assessment model will be centered around the needs and priorities of the City to ensure that all requirements, policy considerations, and decisions of the State are taken into consideration. Accounting for varying resident requirements or demographics help determine the demand for housing, Policy it. rat u thereby forming the underlying factor revito for the model, fiscal drivers, and housing development factors. LN Data drive nound eauty- based enarios� In addition to this, the approach will be supported by the state of Florida and Figure,13: Pillars ofAccenture's Miami Beach -Centric City of Miami Beach policy and Approach literature review, real scenarios and data driven analysis to ensure the model incorporates state benefits and presents an accurate picture. Development of the impact assessment model will be based on a conceptual framework detailed below. Our approach considers both direct and indirect fiscal impacts of housing development on municipalities. car durre Figure sa: Conceptual Framework for Impact Analysis 100 Copyright Jr 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Our employees have spent much of their careers working with the types of data that will be required to conduct these analyses. Through either direct government roles or in prior consulting engagements, we advise cities, states and private corporations on the types of data needed to source, clean and perform specific analysis. Key data sources that Accenture maintains membership or access to, in addition to department/ agency data, that we will be considering are highlighted below. We will use these organizations and data sets to source benchmarking data related to operating costs, capital/infrastructure costs, economic trends and housing development data. Tablets: Indicative Lbt of Deb Sources Topic Real Estate Data Source CoStar•s national database Real Estate Publicly available data (BEA. BLS, etc.) Real Estate National and local levels - have relationships with local and regional data providers and researchers Real Estate National Association of Realtors Real Estate Urban Land Institute (ULI) Real Estate Harvard's Joint Center for Housing Studies (JCHS) Real Estate National Association of Housing and Redevelopment Officials NAHRO Real Estate Royal Institute of Chartered Surveyors (RIGS) Government National Association of State Budget Offices (NASBO) Government National League of Cities (NLC) Government National Association of State Chief Administrators (NASCA) Government National Association of School Superintendents Government RI Department of Revenue Government RI Department of Education Government RI Department of Housing Demographics US Census - Census Block Group Demographics ACS/ US Census Retail hales US Census Fiscal drlwm to be considered Indicative list of drivers that can be considered during the assessment are below: Direct fiscal impact: o Existing service -based facilities such as school and education costs, healthcare etc. o Operating Expenses for schools and education services (Salaries, Utilities etc.) 101 CopyrighttJ 2024 Accenture All rights reserved. This document contains confidential and proprietary information. o Public welfare, policing and corrections o Infrastructure such as roads and highways Indirect fiscal Impact: o Real estate market conditions o Demand for additional land development such as school, retail, healthcare etc. o Local employment generation c Tax base (individual, property, sales, corporate) due to increased service utilization, employment and land development. Success story To highlight our direct experience with this type of work outlined in the RFQ, we have included 4 recent projects that members of the project team have delivered. We spotlight a few of those engagements below that show Accenture's experience conducting fiscal impact analysis and modeling related to housing development and the effects it may have on local governments. Table is; Accemum Credentials New England Since 2022, Accenture has partnered with a large New State - Housing England State Housing Department on a variety of housing System and homelessness transformation, operations and analysis engagements. This state was looking for a partner who Transformation could provide a wide variety of services and expertise across improving the housing system and services to residents. Accenture has supported various programs Mid -Atlantic starting in zuzz, Accenture partnerec wren the capnai tiny Capital City - of a large Mid -Atlantic state to provide a thorough fiscal Fiscal Efficiency efficiency review of current City expenses and operating models and provide recommendations to improve Analysis effectiveness of local government services and diversify revenue streams. The City was seeking a partner who could provide an objective analysis of their government operations and identify ways to improve delivery of City services while creating a more effective and efficient City Large N Since 2022, Accenture has partnered with a large New Yes Englandew 5tate- England State to provide detailed financial analysis of their Statewide & tax results for use in their annual reporting and publications. This state was looking for a partner with the Local Tax technical expertise and public sector economic knowledge Analysis to utilize source (individual tax filer) level data to uncover trends in collections, utilization and apportionment of various State and Local (property tax) data. 102 Copyright,c 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. Global Our client, a large pharmaceutical company had a plan to Yes Pharmaceutical merge and integrate a heritage real estate portfolio M&A-Real including residential housing properties with newly acquired company assets, the client required EstateA Housing comprehensive strategic support to optimize and navigate Analysis future investment decisions. Accenture provided detailed real estate finance strategy and housing Analysis as well as macro -economic analysis 103 Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 17. Cost -Benefit Analysis Approach and Methodology A detailed Cost -benefit analysis will allow the City of Miami Beach to evaluate financial decisions free of biases. As such, it offers an agnostic and evidence -based evaluation of your options, which can help your business become more data -driven and logical. Accenture will adopt a three-phase approach to conduct the cost -benefit analysis as detailed below: 1 2 3 Define the Project Goals and Objectives Identify Key Stakeholders Estimate Costs Estimate Benefits Compare alternatives Make Recommendatio ns Figure eu Approach to Coat-Banam Ani Identify a Define the Project Goals and Objectives: The Accentureteam in consultation with the stakeholders of the City of Miami Beach will create a business case for conducting a robust cost -benefit analysis and clearly state its goals and objectives. • Identify Stakeholders: The team will identify the comprehensive list all stakeholders affected by the costs and benefits of the City of Miami Beach and conduct discussion with the redevelopment agencies to determine which stakeholders are key decision - makers. Analyze • Estimate Costs: The financial experts of the team will conduct extensive data analysis of financial statements, latest budget, fiscal initiatives, upcoming capital projects, etc. to Identify all direct, indirect, intangible, opportunity, and potential risk costs to the City of Miami Beach and assign a monetary value to each cost. • Estimate Benefits: After all the direct, indirect costs are identified, the team will evaluate the monetary benefits of each cost segment. The team would also conduct evaluation to consider non -financial benefits as well. The approach to the analysis 104 Copyright, 2024 Accenture. All rights reserved. This document contains confidential and proprietary information_ would be to subtract total costs from total benefits to determine net benefit for each alternative. • Compare Alternatives: The team would also conduct a sensitivity analysis to test how changes in key assumptions affect net benefit. The overarching approach for the same is to calculate cost -benefit ratio for each alternative by dividing total benefits by total costs. Basis the sensitivity analysis, the alternative with the highest positive cost -benefit ratio will be selected. Generate • Make Recommendations: After conducting and finalizing the cost -benefit statistics, the team world provide recommendation supported by the cost -benefit analysis findings through the form of a report. Success stories in Cost -benefit analysis Table 17: Aecentura Credential- Lumine Foundation and Mukinational Health Insurance Company Lumina Fiscal impact analysis Client Challenge Foundation and Workforce Today, U.S. employers spend approximately $177B Multinational development analysis annually on formal talent and training development. of Health Insurance which 10%is spent on tuition assistance. Despite the Company significant investment in tuition programs, only -2%-5% of participating organizations have evaluated their return on investment that they receive from tuition assistance programs. In response to a growing interest among Fortune 500 companies to assess the ROI on such programs, Lumina Foundation commissioned Accenture to create a model and to facilitate ROI studies to uncover the value of major employers' tuition assistance programs. A global health insurance company volunteered its Education Reimbursement Program (ERP) to be one of the first programs evaluated. Aecenture Supporta Outcomes Accenture developed a robust ROI evaluation framework and methodology to calculate the business value of tuition assistance investments. The framework includes total investment costs and potential revenue and cost factors that could create business benefit (or loss) because of an employee's participation in an education program. The ROI study followed a four -step process: l) Select revenue, cost and benefit measures, using relevant proxies (e.g., promotions, transfers and turnovers) 2) Collect and prepare, and segment data (based on program usage), including HR business data, investment costs, supplementary data from employee interviews and surveys 3) Analyze data to model differences in behavior across segment groups, isolate variables and quantify the final impact of the education 105 Copyright(,* 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. and ROI measures, summarizing findings from employee interviews and surveys, assess ROI maturity and identify opportunities to improve program results and ROI capabilities. 106 Copy rig h yt, 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Communication and Stakeholder Engagement 4. It Community and stakeholder corn munlcation and outreach Marketing plans Figure 96: Communication and stakeholder eyagemem 107 Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 18. Community and Stakeholder Communications and Outreach At Accenture, we understand that any economic development activity, concerning a prominent geography such as Miami Beach requires not only tactical know-how, but also the ability to sustain a clear line of communication to all involved stakeholder and beneficiaries. To facilitate the community and stakeholder communication, and to strategize the outbound outreach campaign, we design the program into four distinct phases: 7-11, oaaaak micrak rempieeeeeot med+sn�sms rceeb, ana mee—e—al o1 verforOynp.. Figure 47: Approach to Community and Stakeholders Communications Approach and Methodology Activities identification of the current state of the community engagement, utilized channels, performance of outreach programs and the target demographic. Development of the communication strategy, which would include: • Creation of the messaging framework to tailor messaging and media to specific stakeholder groups • Creation of a 30-60-90 Day Socialization Plan for all interventions • Develop recommended methods and approach for introducing strategy to stakeholders, building excitement, and gaining buy -in 108 Oepydght© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Prepare data and insights from the performance metrics to take corrective actions to maintain the performance of the program. Figure 48: Sample of Socialization Plan Success story on Community and stakeholder communications and Outreach Accenture has partnered with state and local agencies to effectively convene and gather public input from a broad set of stakeholders and constituents. The goal of the Modernize Portfolio and Project Management (MPPM) Initiative was to help TxDOT capture and manage data to improve the delivery of transportation projects for Texans. Our team worked with TxDOT to gather input from all 25 TxDOT districts for the TXDOT Connect program. Accenture worked with the agency to design a community input engagement with clear objectives and facilitated a model that effectively gathered public input toward the agency's goal of replacing nearly 40 legacy systems used by over 3,000 end users to manage 165,000 transportation projects across the state. 109 Copy rig hoc, 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 19. Marketing Plans Accenture understands that a successful marketing plan requires automation and transformation, combined with the power of strategy, execution & technology. Accenture has the assets, capabilities and Our nsernlan°nea- "mtm"esusunique relevant expertise to develop a comprehensive marketing plan and strategy for the City of Miami Beach. We have an extensive resource pool across regions which positions us uniquely for the task. A glimpse of our assets and capabilities is presented alongside. ..nc.nmu,Jm ®. Nrne.. al,m.„o.e Figure 49: Accenture's Talent Landscape Accenture helps our clients design compelling products and campaigns to communicate across broad stakeholder groups and put customer experience front and center. Accenture has identified the key areas of marketing by taking into considerations the recent trends in the field for adopting a holistic approach towards success. strategy ant Manning MC4bnrvnOma unEwnenEi al roat�ievre ex Yile m..r.�,KKae .o.no.,.n..�mo..J .4a:e.:a omma Integntion and Ari,td Pure .tnii W n�aMpm �Jm mn o.,e.a aa— ao, Figure a0: Approach to the Development of Marketing plan Ilns Gnairra ce & Management mn,ev 6 Main vemw �Morm,r y JrnJM, la Jrp,4p a.e.ronJ The approach to marketing plan for the City of Miami Beach includes the following activities: Relevance to Citizens and stakeholders: Accenture team would strive to keep the city's service delivery relevant to its citizens in a rapidly changing world, through 110 t,upyII j n StQ"I Accenwre. Au rights reserved. This document contains confidential and proprietary information. continuous stakeholder consultations and as -is assessment with the aim to understand and meet the unique needs of their customers, which are constantly evolving. • Overcoming Challenges: The team will identify the key face challenges faced by the City of Miami Beach such as limited agility and flexibility, legacy systems, sliced functions, inadequate capabilities, fragmented data, fear of change, lack of clarity on the effort, alignment of KPIs and desired outcomes, sufficient investment, ability to measure and track impact, current state teams and processes, experience and desired skillsets, ability to pivot responsibilities, accountability for results, executive alignment and buy -in, competing and shifting priorities, and ownership and dependencies across teams. • Transformation Visioning: Post the identification of the key challenges, we will identify the vision and ambition for marketing of the City of Miami Beach and its stakeholders in line with governance policies, citizen needs, business and economic needs, cultural nuances, and industry evolution to tell the right story and get internal buy -in. • Opportunity Identification & Quantification: Post identification of the marketing vision the team will demonstrate quantifiable 3600 value associated with the effort, set priority areas for marketing transformation. Success stories in Marketing plans Table 19: Accenture Credentials -California Department of Health California Experience Department of Channel Optimization Health Platform and 0 Operations Accenture Support60uteomea Accenture worked with the California Department of Health to lead the campaign to increase vaccinations. The campaign was focused on quickly increasing awareness and educating Californians on available programs. Accenture deployed nearly 250 assets - in seven languages -across multiple channels in a month, including distributing assets to local health and community -based organizations. The campaign resulted in a 33%increase in vaccination rates, including significant increases in the Latino ill Gopyd9hrA 2024 Accenture- All fights reserved. This document contains confidential and proprietary Information. Project and Event Management Project management competencies Contract negotiations Strategic meeting management Workforce/ Affordable Housing Figure 51: Project and Event Management CopyrighKJ 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 112 20. Project Management Competencies Effective project management is the key to delivering programs successfully. This function mobilizes, establishes, plans, and controls the underlying components required to address outlined project and program objectives. In addition to our overarching FORM methodology, Accenture brings specific project management capabilities and resources support on -time, on -budget delivery of required business outcomes while mitigating issues and risks. Using these capabilities in conjunction with the knowledge and skillset of our people working with City agencies on complex multi -stakeholder programs will enable us to create clear paths to success. Accenture is prepared to support the City with the development and implementation of initiatives, including the range of example initiatives provided that seek to promote innovation and entrepreneurship, and economic opportunity. Accenture understands that the City seeks a consulting partner who can drive the end -to -end design, management and recruiting work associated with delivering on professional development programs (job placement, training, skill development initiatives), business incubators and innovations centers, and real estate, space activation, and public art programs. Additionally, Accenture understands how to deliver on the range of tasks associated with general project management, including procurement support, stakeholder management and communication, and other ad hoc services that the City identifies as required and necessary. Accenture has proven success in program implementation and project management for complex, multi -stakeholder public sector projects. Leveraging our experience and learned best practices, as well as our innovative FORM methodology that incorporates collaboration, design thinking, and iteration into our approach, Accenture is fully prepared to deliver comprehensive development, implementation, and project management on the range of necessary initiatives identified by the City. Our teams will leverage our standard for project management, based on sound Program and Project Management (PPM) principles, proven management practices, and alignment with industry standards such as the Project Management Institute (PMI). It focuses on planning, mobilizing, and managing a program with multiple projects with high -quality execution and achieving a defined value for the client and Accenture. This standard framework of methods and tools increases speed to results and support consistent, high -quality business outcomes. Accenture's project management methodology builds upon on the 5 pillars of management, which are parallel to the Project Management framework based on the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK) 113 Copyright 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Staff as per requirement Cross -train people for critical dependencies Maintain staffing continuity ti Identify and accomplish clear mitigation actions Identify, prioritize and manage rise a at each Tavel Quality control plan Emphasis on continuousimprovement Review and validation Quality assurance su nney O Establish and updated project Manage schedule variances Establish interim milestones Schedule progress report Figure 52: Filla sof Proposed Prolate Management Framework Our Program Management Framework will remain consistent across various activities as part of the project where we will fulfil different objectives as required by the City Governance Structure In addition to project management, robust governance framework coupled with periodic cadence is critical for seamless collaboration and for realizing the envisioned benefits in the larger picture. These principles ensure that our engagement with the City remains aligned with the goals of the agency, resources are managed efficiently, plans interchange information with each other and risks are mitigated. We will collaborate with the City to align on goals and objectives for different engagements, and to define governance structures. This will include designating the necessary human capital to be involved in the project, and in the review of work products. We will regularly update all Accenture stakeholder on project progress and equip them with the information necessary to facilitate efficient reviews and feedback, this will not only ensure transparency in operations, but also ensure efficient continuity in case of a resource swap. We would leverage a set of project management artifacts (timelines, research reports, business cases, among others) to communicate project related information and achieve engagement and alignment with stakeholders. In our experience in completing projects like this, the best results come from continuous collaboration between our clients and our project team. This will be supported by a well- defined Governance Structure as shown below. 114 Copyright § 2024 Accemu re. AI I rig his reserved. This document contains confidential and proprietary information. GOVERNANCE CADENCE SCHEDULE MEMDEDDNV ACC W"LM Visible, communist, decision making Bi-Weeay SeniorCity Leadership Leadership and directionFro progrem I Leonson Leadership SelExists setgreat E-Te='^s- Final tletiaian making Final decision DECISIONS WWI, IWeekly Delivery Lead Monitor prof. prog. One re=n engaged City divisional Leads Agree mitigations of risks Review escalations Provide updates to Committee provide key inputs on sectorel TARGETS egaeatallans As WorkstrMm Leads Monitor project progress required SMAa Agree mitigations of risks Review of key intermediate and flnet deliverables Reviewescelations ESCALATIONB As Workeneem Lead Design, Dwelop and execute required Consultanis Measure benefits delivered Engage the broader Business Create value for the Giy of Miami Beach W irloveam Consultants Figure 53: Proposed Governance Cadence Risk Management We envision Risk Management as a key component for all projects as part of this engagement. Accenture would provide the necessary recommendations for developing a comprehensive risk management framework that can be integrated into the initiation and implementation of the Economic Development of Miami Beach by the City. In addition to the above, Accenture would also support the City to put in place the necessary contingencies to mitigate these risks. Accenture will put into place dedicated controls to limit the potential risks to this engagement, including, but not limited to the following: is Resistance to project goals towards cost and organizational transformation is Availability of supporting system access, data, and documentation (financial, organizational, and process and policy) leading to delay in project mobilization is Lack of agency participation and commitment for ongoing governance For emerging risks, Accenture recommends deploying the four -step risk management process as depicted in the figure below.: 115 Copyright(c) 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. Id��nb'y ic.., c. MlYignte Close lbaWatesoumesof Asa..areklevaland Miblioendreepone Monitorrokcloady rlakwahin Nepmgram didineradeation rethe ask and ..a -.the Identiy any haw risk. sedan and disk an Watingthetrinere mitigation or response mumankruci and responder and rake appropriate MrateSay as headed address them to Calculate Me ..it ..!an until risk is hoobM leadership fprWnher soposum and update Report the risk status Closing any risks that analysis. assignment Me contingency as pan of the tracer no Wager need and action started, he needed ..a report monitoring Figure 54: Proposed Risk Management Process We would implement the Accenture Control Framework (ACF) that would govern how we manage all risk throughout the implementation process. ACF is an essential web -based tool that provides confidence that the customer operation has comprehensive, auditable control mechanisms. By generating a real-time, actionable status report, process improvement opportunities can be easily identified, and risks can be proactively addressed. Problen*�businessfeeu� O O O O�� O 7, Me �O QAp� Conditioned s paAamrtee Charge prates CaaaltYi Standard Configurable meepemem mrrgrerp IatarlatIFe 0era Agents have process to dynam is quality Root -cause Systematically Identify key gaps regular coaching capture quality assessment and top defect setup and in knowledge, for performance score, dispute formswith analyna, setup cascade process setup and where an analyst process and multipletypes of and manage changes, monitor administer can commit to an calibration parameters action plans compliance process action plan knowledge lasts Business outcomes O O IlkMae- slualRF Redumdeeet Improve OA of Improvement in operational productivity of Processes quality reviewers, team lead., and processors O O O O G T Iaa" kmbr y.rrd.d gaalahety On demand ability PFMMg Applicable to wide to access reports Leverage variety of business and dashboards benchmarking with processes; can similar processes, scale to large user benefit fromthe use base of standard CA practices Figure 55: Problem Oriented Features in Accenture Control Framework (ACF) 116 Copyfightli 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. 21. Contract Negotiation About Accenture: Contract Management Services Accenture has contract management expertise and commercial acumen to manage contract risk and improve margins by helping buy valuable work for clients. We navigate legal requirements and build effective client relationships for shared success. We make it easier for Clients to do business and enable them to go through their contracts with "no surprises. "Contract manager experts from the Accenture team are skilled to perform a broad spectrum of activities in support of the sale which are appropriate to the client's value and complexity Approach and Methodology The process of contract management would conduct basis the Contract Management Services Framework as detailed below. The CM Services Framework defines what Contract Management does and provides guidance on Contract Management areas of responsibility and on the specific activities that provide value to our clients. NAVIGATE Mill COMMERCIAL COMPLEXITY supplying, or cmneoingme business to. tlq ngM legel conme.acir tc anatrone sappon itoectivary aaaeanngend meregiI corm actaaM delivery, tomLLlgate rammerciai and carttaRual naka SUPPORTCONTRACT COMPLIANCE Ettcmir(pmneaaoappry limited ompnarce, porn'.. legal repuiamemainool accuum LEVERAGE CONTRACT EXPERTISE BtionalM lead bounce 0 knw .,Ma conbacr loenable canpliance aM commercialini BUILD CLIENT RELATIONSHIPS Dweloping trvat Mmugh tong Itttemel am egemal rebtlonabipawiM daliva and buairaosterrunioupponocmmemiel suctoors ENABLE PROFITABLE REVENUE GENERATION Snap.,sale. m an—fi .and anion, wo,ronadea to M avenuti prom Fteuro SO: Accentut o's Contract Management Value Framework The starting point of contract management that the team would adopt for the City of Miami Beach for achieving the CM service values areas are: • Standardize contract erection by building a central repository with templates for different scenarios for City of Miami Beach. This would help reduce time and money spent on drafting while ensuring error -free contracts. • Automate approval workflows to expedite the process while maintaining audit trails. Define approver roles for different contract types to eliminate ambiguity. 117 Copyrights 2024 Accenture. All rights reserved_ This document contains confidential and proprietary information. • Monitor contract performance by setting KPIs to measure progress and success. Automate notifications for renewals, terminations and other key dates to avoid missing important deadlines. • Digitalize contract management by using GonAl software that organizes, automates and facilitates the entire lifecycle. This provides better control, access from multiple locations, faster signing, and improved financial management. • Governance and Change Control: There should be a detailed governance structure that promotes collaboration and facilitates the timely resolution of disputes that arise during the agreement term. Also, there should be a clearly defined change control process. In order to create value for the City of Miami Beach in execution of contracts we will identify potential contract negotiations and management queries for effective and valuable contract execution. Success stories in economic development strategic planning Table 19: NYC Mayor'S Office of Contreet Services PASSport Implementation IeofCi Office of Contract Engagement ThewYor Cif The New York City Mayor's Office of Contract Services was Services Contract looking to deploy a fully automated end -to -end digital PASSport Management procurement platform to manage the procurement Implementation Program Design at workflow for the Mayor's Office of Contracts to oversee 40 Scale agencies' compliance. Accenture joined the project in the Marketing a early stages of Release 2, which provided agencies with a Outreach new electronic portal modeled after those used by e- Complex Project retailers. Management Accenture Suppona Outcomes Project Delivery Accenture worked with the City and lvalua to successfully implement the Release 2 Requisition to Order ("RTO") capabilities as well as the bigger and more transformational Release 3 and Release 4, which provide a full suite of Source to Contract ("STC") capabilities. The outcome cut citywide contracting process effort and duration in half while reducing provider costs due to mitigated risk and lower cost of capital. Accenture digitized all the steps in the sourcing process, from issuing RFPs and negotiating contracts to submitting documents to the New York City Comptroller for contract registration reviews. Accenture's responsibility as the systems integration sub -contractor to beside included: PMO, Requirement Gathering and Conceptual Design, Design, 118 CopyrightG 2024 Accenture_ All rights reserved. This document contains confidential and proprietary information. 22. Strategic Meeting Management About Accenturer Program Planning Services Accenture has extensive experience with co -creating and delivering strategic plans and providing program planning services across the Commonwealth. We have experienced industry practitioners with a specialization on cities and public service and cross - industry strategic experience of practitioners deeply focused on program planning. In service of the City of Miami Beach, we will tap into the knowledge of our 7,000 dedicated strategy practitioners. And while we provide these services across the globe and county, we also provide them locally. Below, we share a variety of services related to strategic and program planning the Commonwealth of Virginia alone: • Transformation assessment for Virginia Employment Commission to enable a best -in -class employment agency. • Strategic planning for Fairfax county to conduct first ever county -wide strategic plan. • Strategic and project planning for a Fairfax County's Neighborhood and Community Services following its merger with another related agency. • Strategic advisory and planning for cybersecurity for Virginia Retirement System. Accenture is able to provide program planning services that meet the unique needs of the City of Miami Beach. We are also able to bring to bear the emerging program planning needs we are seeing across our private sector and public service clients. The strategic themes that our Accenture planning and strategy practitioners have seen as emerging needs include Operating Model & Organization Design, Cost & Productivtty Reinvention, Strategy & Growth, Generative All, and more. Community Driven Strategic Planning at Fairfax County In partnership with Fairfax County's Department of Management and Budget, Accenture facilitated the county's first -ever 5-year strategic plan. The strategic planning process involved 1,000 participants at in -person focus groups and 15,000 responses to community surveys to develop one strategic plan around ten priority outcome areas. The strategic plan - aligned to related agencies' strategic plan, One Fairfax equity policy - included an implementation plan with tactical execution steps. Since adoption, the plan supported various divisions and departments with alignment and elaboration of the strategic plan for their programs, services, and workforce. 119 Copyrlghtc, 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. Accenture has facilitated key strategic plans and delivered project planning for clients across the Commonwealth and would welcome the opportunity to deliver these services for the City of Miami Beach. 120 Copy rig htt42024 Accenture. All rights reserved. This document contains confidential and proprietary information. 23. Workforce/Affordable Housing Accenture has a successful track record of developing and implementing initiatives which support job placement, training/retraining, skills development, and/or professional development programs, affordable housing initiatives, housing redevelopment, etc. With demonstrable experience into creating positive and sustainable user journeys, in addition to our deep integration within the Miami City operations, we would be in the optimum position to give back to the community. Accenture would also work with the city to provide digital solutions that can help streamline tasks and conduct workforce planning, driven by Artificial Intelligence. Accenture would also develop technology solutions to identify and anticipate skills gaps and create the personalized learning and upskilling experiences they need to create lasting change by helping their people and communities realize their full potential. • Workforce Resilience. We would work with the City agencies to support workforce resilience. We support various states in NA, with comprehensive workforce planning, including implementing reskilling initiatives, conducting adaptive workforce assessments and implementing projects to align tech, talent and learning investments. We are working with public sector clients globally to adjust to the rapidly changing work environment and identify opportunities to re -skill residents for "opportunity jobs" with lower automation risk. We would leverage our global experience and centers of excellence to ensure Miami city is delivering best in class, relevant workforce services and accessing available resources including Accenture tools and government funding. • Affordable Housing: We would work with the city to identify the social segments that are at risk of being marginalized and ensure to factor in their needs, in line with the City's long-term strategy for economic development. Having a personal stake in the City's and its residents' welfare would help Accenture and our representatives to always have the best interests of all stakeholders, while ensuring to fulfill our own prerogative of equitable development. Approach and Methodology We shall strategize equitable development of the Miami Beach and it's immediate surrounding by ensuring that our development plans do not disregard the welfare of the marginalized communities. We propose to take a three phased approach. 121 Gopyright(9 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. • Data collection and • Feasibility analysis • Compile the findings analysis • Financial • Vet the proposal • Pain points considerations • Implementation identification • Implementation and roadmap sustainability Figure l High Level Approach to Tackle Affordable Housing Phase l: Define: Needs assessment 1. Data Collection and analysis: a. Gather data on Miami Beach's housing market, including factors such as median income, rental vacancy rates, renter's churn and affordability thresholds. b. Identify the demographics of residents most impacted by the lack of affordable housing (low-income families, service workers). c. Analyze existing affordable housing programs, their utilization, and their effectiveness of alleviating. 2. Pain point identification: a. Conduct focus groups or surveys with residents, community organizations, and developers to understand specific needs and concerns regarding affordable housing. b. Identify potential areas for development and redevelopment. Phase 2: Plan: Develop Strategies 1. Feasibility analysis a. Research a mix of affordable housing options suitable for Miami Beach, considering factors like density, location, and existing infrastructure. Examples include inclusionary zoning, mixed -income developments, and land trusts. b. Analyze the feasibility of each option based on cost, land availability, and potential community impact. 2. Financial Considerations: a. Identify potential funding sources, including public -private partnerships, tax credits, grants, and impact investments. Explore opportunities leveraging existing programs like the Miami Housing Innovation Fund. In. Develop financial models demonstrating the long-term economic benefits of affordable housing for Miami Beach. 3. Implementation & Sustainability: a. Outline a clear implementation plan, including timelines, responsible parties, and performance metrics. 122 Copyught'-cr 2024 Accenture. All rights reserved. This document contains confidential and proprietary information. b. Develop strategies for long-term sustainability of the affordable housing units, including rent control mechanisms and maintenance programs. Phase 3: Validate: Verify the inferences 1. Compile findings: a. Summarize the needs assessment and strategy development phases in a clear and concise manner. b. Highlight the economic benefits of affordable housing for Miami Beach (increased workforce retention, business growth, etc.). 2. Vet the proposal: a. Clearly demonstrate how your proposed strategies align with the Miami Beach Economic Development Department's priorities and existing initiatives. 3. Implementation roadmap: a. Present a compelling call to action, outlining next steps and how the City can partner with your proposal to achieve its goals. Success stories in Workforce analysis Table 20: Accenture Credential - Atlanta Workforce Development Agency • Labor market talent Challenge research The Atlanta Workforce Agency (now called • Workforce WorkSource Metro Atlanta) comprises ten counties development plan and five Local Workforce Development Areas. Given the large geographical area this agency serves, it needed a plan so that its partners could work collaboratively and effectively to provide high quality services to its constituents. Needs identified by the agency included: targeting industries and lobs that are growing and need staff based on data analysis; targeting skills needed for those targeted industries and jobs to inform the type of education, training, and upfre-skilling needed by prospective employers; and focusing on collaboration with businesses and increasing employer engagement with small, medium, and large businesses. Aecemum support a outcome. Accenture provided detailed labor market research on an analysis of the impact of COVID-19 and automation to the regional workforce, specifically on the healthcare, IT, TDL, Skilled Trades, and Advanced Manufacturing sectors. Using this analysis, we identified market opportunities for WorkSource. We helped the agency identify high quality jobs or 'Opportunity Jobs:" lobs that have low potential for automation, pay a living wage, and show projected growth. Our data also showed how COVID-19 and automation impacted people living in the Atlanta 123 Copyright© 2024 Accenture- All rights reserved. This document contains confidential and proprietary information. to employment (e.g., veterans, formerly incarcerated people, income level, households receiving SNAP, disconnected youth, people with disabilities, and English language learners). In collaboration with the agency, we developed a four-year regional workforce development plan that aligned with market opportunities, incorporated our research and recommendations, along with timelines and strategies to implement. 124 Copyright) 2024 Accenture. All rights reserved. This document contains confidential and proprietary Information. Legal Disclaimer Accenture LLP ("Accenture") is pleased to submit this proposal to the City of Miami Beach ("City") and looks forward to discussing it further. The information, material and ideas contained herein are to be used exclusively to evaluate the capabilities of Accenture to provide assistance to the City. This Proposal is being supplied with the understanding and expectation that the City will keep it confidential. This proposal is an initial response for informational purposes only, is not meant to constitute a formal offer, acceptance, or contract by Accenture and is subject to final negotiation and agreement between the Parties. Accenture interprets the following words and phrases used in the solicitation and this proposal in the manner indicated: "maximize," "optimize," and "optimal" mean to improve to a commercially reasonable degree; "minimize" means to reduce to a commercially reasonable degree; "best" means leading or of a high standard; "partner" and "partnerships" do not mean a legal partnership, but rather a collaborative relationship; .right,' where used as an adjective, means appropriate; and "ensure" and "enable" mean to use commercially reasonable efforts to implement. This document was prepared on the instructions and information given by the City and, accordingly, no responsibility is accepted for any inaccuracy or error or any action taken or not taken in reliance on this document. Nothing in this document shall form the basis for any contract, and nothing contained in this document will be binding against Accenture unless expressly agreed to by Accenture under a formal contract. All representations and warranties, whether express or implied by statute, law, or otherwise, are hereby excluded. These limitations are not in any way intended to restrict continuing business discussions between the City and Accenture. 125 Copyrights) 2024 Accenture- All rights reserved. This document contains confidential and proprietary information. Copyright© 2024 Accenture. All rights reserved. This document contains confidential and proprietary information.