being to order time is 102 i'm christine shorey one of the purchasing managers and the meeting facilitator we are here for the combination initial and final evaluation committee meeting for request for proposals number pnc 213 1822 p1 managing general contractor pfast water treatment and transmission systems improvement for the public works environmental services department water wastewater services this meeting is being held through microsoft teams and some representatives from the county are physically here in room a 460 of the governmental center building east located in fort lauderdale florida attendees if you could please mute the microphones on your devices to limit background noise this is a public meeting and is being recorded by broward county the video recording will act as the official recording of the meeting and the video will be made available at the purchasing division's publicly accessible repository information reviewed by the evaluation committee as part of the evaluation process will be available on the purchasing division website under rlirc repository and this meeting has been publicly noted the meeting purpose is to determine the responsiveness and responsibility of the proposing firm only those vendors that have been determined by the evaluation committee to be both responsive and responsible for the solicitation requirements may proceed to the presentation scoring and ranking portion of this meeting at the time of the solicitation's advertising deadline which was 2 p.m on july 14 2026 two proposals were received meeting attendance is going to be recorded in the following way the purchasing division will record attendance of county staff specifically here in room a 460 and all virtual attendees including county staff please use the chat in microsoft teams to click on the link or scan the qr code with your mobile device to complete that financial and any attendees that cannot access the link or the qr code in the teams chat if you could email the purchasing assistant manager nancy olsen at nolson at brower.org with the subject meeting attendance and indicate your name your title and the company that you represent in the email body following are the county's project staff merle medina project manager water and wastewater services nancy olsen purchasing assistant manager javier navas and matthew haber of the county attorney's office olga shiner of the office of economic and small business development pauline tonal of risk management division and ron thomas of water wastewater services finance we do have a quorum present with the following evaluation committee members committee members if you could please stay present after i call your name john fogosong enterprise director capital projects seaport engineering and construction division port everglades thank you alan garcia director water wastewater services public works and environmental services department thank you john k assistant director of water wastewater operations public works and environmental services department present jeffrey thompson assistant director construction management division public works and environmental services department present and david van landingham director environmental permitting division public works and environmental services department present it is the response i'm sorry it is the evaluation committee's responsibility to review the vendor submitters to ensure solicitation requirements are met and evaluate those submittals to make a recommendation to award a contract each evaluation committee member was appointed by the county administrator to serve on this committee based on their experience the evaluation committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county and at the discretion of the board the evaluation committee members may be requested to substantiate their recommendation and discuss their submittal reviews in accordance with the browery county experiment code each evaluation committee member must affirm that they are free of conflicts of interest as provided by part three of chapter 112 of the florida statute as well as the brower county employee code of ethics and all evaluation committee members submitted the required brower county disclosure forms and responded that they can be fair and impartial to all vendors the cone of silence has been in effect since this solicitations advertisement advertisement vendors are prohibited from discussing the solicitation with the commissioner's office county staff or a member of the evaluation committee and the cone of silence will terminate once the awarding authority takes action which ends the solicitation during the cone of silence inquiries regarding the solicitation should be directed to the project manager or to the director of purchasing and or his designee also vendors may communicate with representatives from the office of economic and small business development at any time regarding the solicitation small business enterprise or county business enterprise participation the summary of vendor rights regarding brown county competitive solicitations was issued in the solicitation so at this time the purchasing assistant manager will report the findings on the responsiveness and responsibility and any exceptions taken to the county's terms and conditions good afternoon everyone proposals were received from the following vendors kewitt water facilities florida company pcl construction inc the director of purchasing waves the following technicalities or irregularities in accordance with the procurement code hewitt water facilities florida company proposal admitted an original bid bond at the time of the solicitation opening on july 14 2026 however the vendor uploaded a copy of the bid bond dated july 10 2026 with their proposal in depro our electronic bidding system by the solicitation due date and time the original bid bond dated july 10 2026 was received in the purchasing division on july 15 2026 refer to the waiver technicalities or irregularities memorandum for additional details the solicitation had four responsiveness requirements involving compliance bond requirements criminal history screening practices certification lobbyist registration certification and a pricing requirement all vendors were found responsive to all the responsiveness requirements by the purchasing division the solicitation had six areas of responsibility requirements affiliated entities of the principal financial information financial ability insurance requirements license pre-qualification or certification requirements litigation history an office of economic and small business development program requirements all vendors provided the required documentation for the evaluations committee review for responsibility the solicitation required vendors to state whether they accept brower county's terms and conditions or if they do not accept them to identify the agreements provisions and vendor proposed changes no vendors accepted brower county standard terms and conditions the county provided vendors with an opportunity to ascertain whether they would waive their exceptions prior to the final evaluation committee meeting jewett water facilities florida company was given the opportunity to to waive their exception to brower county standard terms and conditions but elected to maintain their exceptions to brower county standard terms and conditions pcl construction company was given the opportunity to waive their exceptions to brower county standard terms and conditions they waived some of their exceptions but not all exceptions to brower county standard terms and conditions the specific exceptions taken by these vendors are outlined in an agreement exception table that has been distributed to the evaluation committee members for their review The County Attorney's Office and Risk Management Division are available for questions by the Evaluation Committee concerning these exceptions. Are there any questions for the County Attorney's Office or Risk Management from the Evaluation Committee? This is David Van Liningham. I do have a question regarding the exceptions, and I know that some of these exceptions were rejected by the Office of the County Attorney. So I guess I would just like to hear from the Office of the County Attorney more specifically, you know, really, what is the upshot with respect to that? And should a decision be made today? I mean, first of all, I guess the question is, can that influence the decision that we make today? And then second of all, if that vendor is chosen and there's an impact, then what? Mr. Haber, do you want to take that question? I mean, that sounded to me more like a procurement procedural question rather than a substantive question about the terms of the contract. I can answer the impasse part. If both vendors went forward from today and the highest rank were negotiating and we get to a term that we can't come to an agreement, we would be at an impact. Yeah. And so then with respect to those conditions that have exceptions, I mean, are there any of those items, Mr. Haber, that you see as potentially disruptive or in some way catastrophic to the contract? I mean, it begs the question, why would we pursue nomination of a vendor if we know that those conditions are not going to be acceptable to the county? So there were a few questions in there. I'll respond to one part of it first, which is just kind of a good example of one of the exceptions and why it was recommended for rejection. So on Cuit's exemption form, on Section 8.4 of the contract, the exception, the request of change was to make liquidated damages the sole form of monetary remedy. That is very, I'm unaware of the county ever agreeing to something like that. And the reasoning for not agreeing to something like that is because liquidated damages are intended to cover the kind of damages that are difficult to quantify. So if you are limiting yourself to the liquidated damages as the county's remedy, that means you are automatically foregoing all of the damages that you can quantify. And I cannot, for the life of me, see a situation in where that is a wise use of public funds. Because this is Jeff Thompson. So, and part of that, Matthew, if I'm understanding you, is just because direct costs are, say we had a consulting firm or other people that had to be brought in and their time extended, those direct costs would be charged at their direct costs. If the liquidated damages were, if the liquidated damages were to encompass those, they would have to be a higher liquidated damage and everyone would have to assume that those costs were part and parcel of the total project. Right, but remember for a liquidated damage amount to be a valid liquidated damage, it has to be the kind of cost you can't quantify. So if it is construction administration costs, that's not liquidated damages. That's a direct cost. And yet, in that instance, those would be a business decision as to how those direct costs were applied as part of the final negotiations or that liquidated damages cost. Yes, but to bar recovery of costs that we can quantify as a matter of contract, again, I can't think of a time that I've seen that done, nor can I think of a good reason to do it. So if we're talking about protecting the county from risk, which I, you know, that's sort of the, you know, my view of what these provisions are for and how and why they are typically referred to as legal boilerplate, as opposed to the truly business provisions, right? You know, the price for widgets and services, you know, that's where we're at. Any other questions, Todd? Any questions for risk management? Because there was a separate set of exceptions related to the insurance requirements. They're available as well. Quite a few citations on the insurance. And that's primarily to it. Let's do it. Right. Okay. Any other questions on that? Comment? We're going to move into responsiveness now. Okay. All right. The next order of business, and thank you, Mr. Haver. The next order of business is to determine the responsiveness as defined in the procurement code section 21.40A. Is there any discussion from the evaluation committee regarding determination of responsiveness? May I have a motion with respect to responsiveness? I'd like to make a motion to find all, excuse me, Jeff Thompson, I'd like to make a motion to find all vendors as responsive to the solicitation's responsiveness. Thank you. May I have a second? Alan Garcia, second. Thank you. All those in favor, say aye. Aye. Thank you. That motion passes unanimously. The next order of business is to determine the responsibility of the vendors as defined in the procurement code section 21.40B. Is there any discussion from the committee regarding responsibility of the vendors? May I have a motion regarding responsibility? David Van Lanningham, I would like to make a motion to find all vendors as responsible to the solicitation. Thank you. May I have a second? Jeff Thompson, would you like to second the motion? Thank you. All those in favor, say aye. Aye. Motion passes unanimously. Next order of business is to determine the vendors that were found to be both responsive and responsible. I know it sounds like we're being redundant, but we need to have a motion with respect to the vendors that have been determined to be both responsive and responsible. And I'm on page 9 and 22, if that helps. David Van Lanningham, I would like to make a motion to find all vendors as responsive and responsible for the solicitation. Thank you. I'll see you in a second. Thank you. All those in favor, say aye. Aye. That motion passes unanimously. This combination evaluation committee meeting will include presentations in accordance with section 21, I'm sorry, in accordance with section 286.0113 of the Florida statute. Presentations and questions and answers are closed to the public. Vendors, their teams, and members of the public will be temporarily excused from this meeting to permit the start of the closed presentation session. Only committee members, county staff, the presenting vendor, and their team will be in the closed portion of the meeting. Subconsultants that are partnering with multiple prime presenters are only allowed to participate in one vendor's closed presentation session. Sorry, that should have been subcontractor. As this is a combination initial and final evaluation committee meeting, the vendors were notified prior to today's meeting that they should be prepared to provide a 20-minute presentation, followed by an unlimited question and answer period. The presenter will have five minutes each for their setup, and the time people will be named to Ilson Purchasing System Manager. A random list generator was utilized to determine the order of vendor presentations. As the meeting progresses, the purchasing division will provide email updates to both vendors, ensuring that each upcoming presenter is informed when it is their time to join. And once all presentations and Q&A session have concluded, vendors and members of the public will be invited to return back to the public portion of the meeting, during which the Evaluation Committee will then score and rank the vendor. Members of the public may provide an email address in the chat of this team's meeting to be notified when to return to the public portion of the meeting. Vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to today's meeting. Those presentations received have been distributed to the Evaluation Committee members. The presentation length and order were compiled and distributed to the presenting vendors. Each vendor, like I said, has 20 minutes for their presentation, followed by an unlimited Q&A session. Vendors will be presenting in the following order. The first to present will be PCL Construction Inc. The second to present will be Pooitt Water Facilities Florida Co. At this time, presentations will begin. The meeting is now closed. If the first vendor presenting, PCL Construction Inc., please remain in the meeting. We'll just pause for a minute while we transition. Thank you. PCL? Good morning. Afternoon for us. It is afternoon. You're correct. Who do I have to pose? This is Dixie Hammer. Hi, Dixie. Hello. We wanted to just transition. We just realized we didn't have our camera on. We apologize for that. We see that all of you in a conference room with Nathaniel's name, I think it said. No, that is not our. So, in the meeting, in the participant panel, and we should only be having PCL Construction in the meeting now, as we're to the closed portion. What we have on the screen there is a list of the Broward County staff members, and we're looking for PCL to compare that list of county staff members to the participant panel and make sure that it is only county staff in the meeting and your team from PCL. Okay. I believe in attendees. Are you showing seven attendees currently? Myself, Corinne, Dakota, Elizabeth, Bernie, and then the one PCL, Civil Constructors? I see a lot more people than that, but that's because we have county staff members. So, is there anyone? Yeah, I see 12 presenters as well. Alicia Dunn, Matthew Haber, Alex Corrado, Anna Kennedy, Carolyn Messersmith, Nancy Olison, Laura Rogers, Lance Sultzman, Olga, Christine Shmory, and Ron Thomas? Yeah. Do you see the list on the screen of the county staff members? I do. Those are all county staff members. What we're trying to do is make sure that PCL can confirm that in the meeting, in the team's meeting, there isn't anyone other than members of PCL on the call and the county staff that are, you can compare that. That is all that I see. Okay, good. All right. So, I have a statement real quick. For the record, please affirm that there are no other individuals in the meeting other than your team and county staff. I apologize. I do see one name in the attendees that I do not see in your list, Carolyn Messersmith. Okay. Am I missing that one in your list? One of the purchasing managers, and unfortunately, we didn't have her on our list, so we are going to add her on our list. I apologize for that. No worries at all. Just going to make sure I didn't miss something. Okay. So, who is going to need presentation rights in the team for your slide deck? So, I will need presentation rights. Okay. I may be listed twice on here because I am joined from two devices, but I can, I'm about to drop off of the secondary device. Okay. What, are you by phone and your name? I correct, I am. So, my name, Dixie Hammer, the one that's currently muted, is the one that we will present from. Okay. Okay. So, Nancy's going to give you the presentation right, and we'll set the clock for five minutes if you want to do a quick A-B check for anyone else who's going to be either on camera or the mic. Okay. We will do that. I'm going to spotlight my computer for everyone. I'm going to drop off my other device, and then we will do our A-B check. I don't see a slide deck yet. Dixie? Did we lose Dixie? No. Hi, this is Dakota with PCL. We're just getting our slide deck queued up. Just give us one more minute, and we'll be ready to test. Okay. Thank you, Dakota. Yep. A little bit of background. Do you want to test the audio? Yeah. You can hear me? Hello? Good? Yes. Can you hear me? Yes. And the slide deck is composed behind you. I don't know if you want to do an A-B check with anyone else, or mic check, sorry, with anyone else. We're ready to go. Are you ready to go? We'll reset the clock for 20 minutes. What's that mean? Yeah, we have an A-B check behind you, and we can hear you. Can we come to you? Can you please say, so can we confirm that we are ready to go and our timer has started? Can we confirm that we're ready to go and the timing's started? Yeah, you're still in the setup. I didn't know if you wanted to do a mic check with the other people, anyone else. If not, we'll reset the clock for 20 minutes, and you can start whenever you're ready. We're just doing a quick A-B test. We're testing the microphones. It'll just take a minute or a second. Okay. Okay. Got the green light? Okay. I apologize. I just wanted to check in one last time. I think our audio sounds good, and our video sounds good, and looks good on our end. Is everything good on your end? Yes, it is. We're ready to go when you are. Okay. We are going to, I'm going to mute myself, turn the other one back on, and as soon as Richard starts speaking, we are ready. We will be in full presentation mode. Thank you. And Richard is using the on screen, by the way. Thank you. Yes. We're ready, Richard. Richard, you ready? I'm going to start eating into your time. Okay. Good afternoon, and thank you for the opportunity to be here. I'm Richard Hewitt, PCL's project executive for this program. I grew up in Fort Lauderdale. I went to St. Thomas Aquinas High School. The people who rely on this water system are my family, my friends, and my neighbors. For me, this project is personal. You can see the depth of PCL behind us. We have the national experience, people, and resources to support a program of this size and complexity. But what matters more is who actually will deliver it. This is a Florida team with more than 650 people, with offices and resources across the state, including right here in Fort Lauderdale and Las Olas Boulevard. The people you'll meet today live here, work here, and will be here to deliver this program. Furthermore, PCL has 20-plus experience working with both Carollo and CDM Smith here in Florida. As project executive, I'm accountable for making sure this team has the authority, the expertise, and resources to deliver certainty to you. That's certainty of relationships with your engineers, certainty of schedule, certainty of cost, and certainty of continuous operations. And we put the right team together to do exactly that. Ray, introduce them to the team we put together for Broward. Awesome. Thank you, Richard. And thank you, Broward County, for allowing us for the opportunity to be here today. I'm Ray Torijon, and I'll serve as PCL's project director. You're a single point of contact throughout your project. I've spent the last 15 years with PCL delivering water infrastructure projects. In fact, my first three projects were all designed by Carollo, all membrane treatment facilities. That experience has given me firsthand insight into what it takes to deliver successful, complex water treatment facilities, from planning through commissioning. But great projects aren't built by one person. They're built by the right team. And today, I'm excited to introduce you to that team. We'll be delivering this project with these people from the start to the finish of the project. And those people include Todd Palmentier, with 28 years of construction experience, including 25 here in South Florida. He knows this market, the stakeholders, and what it takes to deliver a successful project in your community. Craig Jacopo. He's helped shape nearly every water project that has come through the pre-construction group. His longstanding relationship and partnership with Carollo and CDM bring invaluable insight to this team. Gene Capra. He started his career as Richard's intern here in South Florida and has grown into one of our strongest project managers, delivering PCL's most complex facilities across. Reagan Bryce, my first superintendent here at PCL. Today, he's one of the most respected field leaders in our organization and someone I immediately think of when it comes to safety, quality, and execution. Last but not least, Mr. James Stridem. He leads our startup and commissioning team. One of PCL's true differentiators. With more than 22 years in commissioning experience and over 100 treatment plant startups, he hopes to ensure that we're delivering a facility ready to perform from day one. And with that, I'd like to introduce Todd Palmentier, who's going to be leading our operations efforts. Todd, take it away. Thanks, Ray. We built this team specifically for this project, bringing together local knowledge, technical expertise, and relationships we need to deliver. A major piece of this program is the six-mile pipeline connecting your two plants. So we have Man Con, who's been working in Broward County since 1991, successfully completing over 34 projects. When it comes to deep wells, Youngquist brings unmatched Florida experience, having drilled more than 87% of the deep wells in the state. We also know how significant the INC and SCADA scope will be, which is why we have prime controls as part of our team. James will share more about them later on. PCL is a strong electrical team, but there's no substitute for the institutional knowledge. That's why we've got Mills Electric in as an extension of our electrical team. They know these plants. They know the county. And we want that knowledge at the table throughout pre-construction. A local CBE, Brazaga, strengthens our public outreach along the pipeline corridor, while CES helps us accelerate permitting. And then there's Frank Brinson with McCafferty and Brinson, who many of you already know. Frank brings 20 years of experience at both 1A and 2A and is currently piloting membrane systems throughout Broward. His firm has worked on membrane treatment for PFAS at Delray, Riviera, Pompano, Boca, and Coral Springs. We've integrated Frank into our team from pre-construction through startup and commissioning, helping us deliver an NF system that works for the people who will be operating it every day. Just as important are our relationships with your engineers. We've worked with Corolla for more than 30 years. We have established relationships with CDM Smith and Chen Moore. That matters when you're joining the design between 30 and 60 percent. There's no time for a learning curve, and we don't need one. In 2014, Richard, Gene, Craig, and myself, along with Liz Fujigawa and Vinny, Hart with Corolla, and Suzanne from CDM Smith delivered the Boynton Beach MyEx Progressive Design Build Project ahead of schedule and under budget. Most recently, we've delivered the North Miami Beach Norwood Project with Sandeep, your current Corolla project manager. And our investment in this project started long before this proposal. We've been following it since the engineering procurement in 2024, and this team has already invested more than 1,000 hours preparing to deliver it. We're not waiting for day one. We've already started. So I'm going to let Craig walk you through pre-construction. Thanks, Todd. As Todd mentioned, we've already invested over 1,000 hours developing a detailed pre-construction plan and project approach to ensure that we're going to provide schedule and cost certainty. And the key aspect of that approach is the 30 percent design deliverable. We're ready to hit the ground running to work together as a team to develop the project to ensure we're meeting all your needs for schedule and pricing. And we can say that is because our project approach has a proven track record of establishing a plan at 30 percent and working with all the stakeholders to ensure that we're meeting that plan or beating that plan. Now I'd like to turn it over to Gene to talk about our overall project approach. Thank you, Craig. So I would like to start with the three components of the project, right? We got District 1A, Water Trim Plan 1A, 2A, and the Interconnecting Pipeline. This is not a greenfield. This is three projects under one contract, and each one of them needs to be treated with its own challenges and its own approaches. And I want to get right through it, right? Water Trim Plan 1A and 2A with the yellow dots there and the blue dots, you got the two time points of the Interconnection Pipeline. And on the red dot, you can see our centralized hub. Our centralized hub is basically a warehouse where we can actually create efficiencies when it comes to prefabricating equipment. And we understand how tight 1A is, and we don't want to create more space constraints there with the operation. So having that available, making sure we can receive electrical equipment, store it properly, and process equipment as well, it's going to create a lot of efficiencies when it comes to our early works and long lead time items, and we'll get right through it. So our fourth GMP approach, it's going to start with GMP1, starting from July 2027 to March 2028. That's going to be our pipeline. In our pipeline, we want to highlight our partners here, CES, Brzezaga, and Mancon. Mancon has helped us start to look at this project together. We've already looked at a possible $5 million in saving, and they're here and be able to talk about that during Q&A. But I want to highlight major crossings here, starting with Copens Road. As you can see here, our MOT crossing right here in Copens Road, it's going to take about one week duration, open cut, and always making sure our maintenance of traffic doesn't impact the public. Then we're going to keep heading south towards 1A. And I want to highlight C. Markham Elementary School, where we're going to be passing by, and then the residential area in pink there. We're going to highlight Brzezaga here as our partner, communicating with the people there. That way, we don't create any calls to the commissioners. Then in the railroad crossing, as you see it here, we're going to be dealing or coordinating with the new jurisdiction, which is SRTA. For this one, we're proposing a jack-and-boar approach. It's going to take about one month duration. Always making sure we're keeping lanes open and maintaining that traffic there. Then we're going to keep heading south towards the C-14 canal. And right here, we're going to find a new jurisdiction. It's a South Florida Water Management District. And right here, we're proposing an area of crossing. But again, this is just an approach. There's multiple ways we can do this, like directional drilling. And we're ready to bring this to the table as soon as we get awarded. This is going to take us to our tying location at the repump facility at 1B1. This is going to give us one month of testing and trying this redundancy between 2A and 1A. And I'll touch on that when I get to GMP3. Starting with GMP2, this is going to be our deep injection well and our monitoring wells. This is going to go from March 2028, and then it's going to go to August 2029. The reason why we propose this as our own single thing is the permitting can be extensive. And we need to get in front of this. Also, there's other municipalities that are doing deep injection wells, and rigs can be limited. So locking a subcontractor in early on, it allows us to lock in those rigs and have it available for this project. Then we're going to move into GMP3. This is going to be Water Treatment Plan 1A on the top and Water Treatment Plan 2A on the bottom. Early works is going to be the foundation and the underground utilities under the foundation. And then our long-leating items. We've already identified it's going to be electrical equipment, specifically generators, transformers, and switchgear, and then the nanoflutration skids. So as I said, going with our foundation underground utilities, and then making sure we're going to finish that pipeline by March 2028. That's going to allow us to partially demo a portion of 1A. Again, this is an approach. We're ready to sit down and look at other options, but this is going to create more real estate within the plant. We're not going to keep going with a clear wheel under utilities and SLAP facility, interconnecting the pipeline from the transfer pump station to the storage tanks. And then same for the chemical building. This is going to take us to the completion of GMP3 by August 2028. And then we're going to be able to roll over to GMP4. GMP4 is just the balance of the work, the vertical work, the commissioning, and then I'll touch on demolition. But April 2028 to December 2029. December 2029 is when we're going to get that PFAS-compliant water. Right here, we're going to go vertical with our columns, beams. But one thing we want to highlight is the precast panels that we were highlighting for innovation here. It's how quick we can deliver those, enclose those buildings and get the equipment inside. We're talking three to four months that we can get this building and advance the schedule three to four months. And we could be looking here at $3 million in savings right off the bat. Then we're going to keep going with the clear wheel. We're going to be proposing crumb square tanks. Crumb square tanks, it's a new technology. It's going to be faster construction, less joints. And they provide an extended warranty between five to ten years compared to the regular one year on the casting place. Then we're going to keep going with setting our degasifiers, our auto scrubber, and, of course, our transfer pumps. Then for the chemical buildings, setting the tanks, closing that out. Again, using the same precast approach to expedite schedule. And then the raw water pump station, same approach, going quick. This is going to take us to our MOPOS. And right here, we've got five major MOPOS that I'm happy to talk about in our Q&A. One that I want to highlight is FP&L. FP&L could be critical. We've worked with them in Miami recently. We're working with them in Boynton. And we need to make sure we get this coordination ahead of time because it could become a problem, right? Then we're going to get into startup and commission. And this is going to go from August 2029 to December 2029. James is going to talk a little bit more about that here in the next slides. Once we're producing PFAS-compliant water by December 2029, that's going to allow us to demolish the old plan. And that's going to be from January 2030 to April 2030. So now we've seen how we can get this project built. Now I want to turn it over to Regan to show you what we've done before. Thanks, Gene. We need more than a good plan. We need one that can be executed. That's exactly what Gene has showed you as a good plan. Our approach is grounded in how we've successfully delivered projects like this before. The Baker Water Treatment Plant is a great example. We upgraded an existing operating treatment facility while maintaining operations and installed a large diameter pipeline through an active neighborhood and busy roadway. That required the same things Broward will require. Early planning, close coordination with operations, disciplined sequencing, and managing impacts both inside and outside the fence. We planned it, we validated it with the people who had to execute it, and we delivered it. That's the same discipline we'll bring here. But everything you've heard about our approach today ultimately has to be led by one thing. Two plants that are operating reliably and ready to serve Broward for years to come. That's why we start with the end in mind also. Commissioning isn't something we begin when construction is finished. We plan for it from the beginning. And those decisions influence how we design, procure, sequence, and build the work. James, show them how we will start with the end in mind for this project. James. Thank you, Reagan. One of the things that truly differentiates PCL, and you've heard Ray talk about this earlier, is that startup commissioning is not something that we subcontract or assemble at the end of the project. It's a dedicated in-house department, commissioning managers, commissioning engineers, schedulers, commissioning engineering support, that gets involved way early in the pre-construction. But they are focused solely on delivering operational readiness. And when we talk about commissioning the NF system, Frank is part of that conversation. We've intentionally teamed up with him because he knows what it takes to take it from construction to a stable operation. Because it's not simply just turning on the pumps and see if we can make water. There's a deliberate process of conditioning the system, stabilizing it, before we can put the system under load and demonstrate what it was supposed to do. The other area we immediately recognized is the risk around working in a live plant, from a SCADA perspective, of course. Now, this is very familiar territory to us. I've personally been involved in over 50 SCADA migration and integration projects. So this won't be just a cutover and hope-it-works approach. Now, there's a lot behind what you see on the screen here, running systems in parallel, a controlled cutover, and the ability to roll back if needed. And I'm happy to get into more of that during the Q&A. But I want to just highlight our partner, Prime Controls. We have some history here. We've worked through planning, many planning and integration strategies together. And I've seen firsthand how they approach this work. And what I can tell you, whether we stay with Dynec and upgrade that, whether we go to GE, whether we go into a complete different direction, the real work here is the integration. And a true systems integrator is not just integrating PLC and SCADA code. It's integrating the people. It's integrating the systems. It's integrating the operations. And that's what we are good at. I thank you. Great. Yeah. Great job, James. And thank you very much for that. And thank you guys today. Today, you've heard our approach. You've heard our plan. And the team we've assembled to deliver your project. But ultimately, this decision comes down to one question. Who gives Broward the greatest certainty for success? PCL gives you that certainty. Because we're not starting from scratch. We've already invested the time. We've built the team. We've aligned with Corollo. We've engaged with the right partners. And we've developed a plan centered around your priorities. Uninterrupted operations. Schedule and cost certainty. When construction begins, we won't be introducing ourselves. We'll be executing. And when challenges arise, we won't be building new relationships. We'll be relying on the relationships that have already delivered successful projects here. And when Broward reaches PFOS compliance, it won't be because of one company. It'll be because you selected the right team that was aligned, prepared, and committed from day one. Two plants. Six miles of pipeline. One compliance deadline. Zero interruptions. That's the commitment. That's the plan. And that's why PCL is the right partner for Broward County and the residents you serve. Thank you guys very much. And I think at this point, we conclude our presentation and we'll get started on Q&A, if that's okay with you. Thank you very much to the team. We appreciate your presentation and available to the facility now to answer any questions that the committee members may have. Committee, open to discussion. So, Jeff Thompson, there's some conversation. Obviously, your proposal is quite elaborate. There's a lot of material there. You discussed self-performance of work. And how will that work ensure the self-performing work ensure cost-effective GMP? I saw your discussion in 10.1 of your proposal. You talked about 65% to 80% of your workforce would be self-performed. And I just wonder how that would look in this particular project. Yeah, no, that's a great question. I'm going to invite Craig Yacobo, our chief estimator, who's going to help me augment my answer here. But I'll get started just to touch on it. With regards to self-performing capabilities, what we do that, you know, we're a self-performing contractor, and that's another tool that we have in our toolbox. As busy as this market is, the reality is that it's been a very strong tool for us to be able to keep projects on time, on schedule, and to be honest with you, under budget. We feel like we're a very competitive contractor. We do compete against the open market. And actually, before I jump in and steal your thunder here, Craig, I was about to go into it, man. I'll let you kind of highlight just our estimating efforts, and I'll add to it some more if I need to. For sure. Thanks, Ray. So as we look at the project, as Ray mentioned, we have the capacity to self-perform really the major components of the project. One of the key things is going to be working through pre-construction, understanding the approach, and providing an open book cost estimate for the team so that you can truly see the value that we're bringing to the project. And then really select those key components of that self-perform that are going to make the most sense for us to bring that value, to aid that schedule, and provide that cost competitiveness. And really analyze if it's best to go to market for other types of components. So we are going to not do it in a vacuum, but really work together to make sure that we're analyzing our approach and bringing in all the right parties to build the project. Yeah, I'm glad I didn't answer that for you. Thank you. So how do you demonstrate that competitiveness in a typical project like this to the stakeholders? So when you're in the midst of the project, you say you want to use your electrical, in-house electricals. And I saw you're partnering with mills. So are you comparing pricing? Are you showing unit pricing? I mean, how does that work for your project? So there's options that we can go through. Traditionally on this project, we would actually provide you a full, transparent, open book estimate so that you can see exactly the pricing and the costs that we have in there right down to the nuts and bolts, productivity, labor rates, and work through that as a team to ensure that we feel comfortable with that pricing. For some components, we can also go out and competitively bid against the market. It's really going to vary on the criticality of the components that we're bringing into the job. And if we want to show that competitive spirit and bring the market in versus what could be potentially schedule critical, mobile critical activities where we want to work together in an open book environment to kind of agree together on that best value. And when we're developing those transparent price models, you have to keep in mind that although we may be taking on a large port of the self-perform, a great majority of the work associated with that is competitively going to market from going to market for our labor and bringing that in, going to market for construction equipment, materials, and that will be all transparent to the team to see exactly who we're bringing in and how we're spending your money. Yeah, and I'd like to add to something a little bit that, Craig, a big thing, it's a tool. So you mentioned the capabilities that we have up to 80% of self-performing capabilities. It's a tool that with this current market, we realized that as a contractor and started making sure that we're ramping up for those services internally. Thank you. So if I could ask another question, too, on your Synchro 4D. It looked like a really interesting program, and you're in the Oli Visual Planner. Do those two tools work together, or do you, you know, your Synchro 4D, obviously, with your BIM models? And I have another question on the BIM model. Who develops them? Are you working through a Corolla BIM model, or you develop your own BIM model, or is that just dependent upon this project? I'll start it off. Yeah, I might have to ask for that second part. So just in case if I don't get to it, I'll make sure I close the loop on that with you. But, yes, with regards – yeah, thanks, Craig. With regards to the 4D model, we do – the awesome thing about this job, it's a Corolla. Corolla is your lead designer. So we have an extensive relationship with Corolla, and we've been doing projects with them for over 30 years, as Todd mentioned. So we figured out what tools they use, what programs they use. PCL, specifically, we have in-house modelers. So the nice thing about this and going MGC is that we're able to coordinate directly with your engineer and take that model from where they're currently at now, take that and run with it. So we don't have to reinvent the wheel. We don't have to restart this and add additional cost. We actually take their model, and we start using that for our purposes, constructability, schedule. So you mentioned synchro. We take that. We pretty much explode it a little bit more in some more details with poor sequences, and we really tie that into our P6 schedule. And that gives you, as the owner, you're able to look at that schedule and even share that with stakeholders as far as, you know, where you're at with the process. I'm hoping I'm answering the part of the synchro portion, but, yes, we take it from Corolla, we run with it there, and there's a lot of efficiencies. As far as the BIM modeling, do you want to highlight a little more on that? Yeah. So when we talk about BIM and the model, this is something we're going to start coordinating early with the engineer, Corolla CDM. Because, of course, they're going to have efforts when it comes to BIM, and we're going to put those efforts there, too. We've got to make sure we're not overlapping. Like Greg said, hey, take it from where they have it to avoid overlapping and don't create any more costs, right? We're going to make sure that we utilize that model during pre-construction, right? We're looking at constructability reviews. We've got programs like Assemble, where you can utilize and overlap different models for 30% to 60% and then get quantities out of that. So that's something we're going to leverage and we're going to use through the constructability review. And, of course, as we keep advancing, even when we're in construction, we're looking at job drawings, when we're crossing walls and making sure we're aligning with our model. And then even after that, startup and commissioning, when we're talking about assessment management, right, turning that over to you where you can actually use it for assessment management. So that's the BIM modeling. I believe the second part of that was Niali. And so what we do with that, we also incorporate the model into Niali. But the big tool for that one, it's a digital scheduler. So initially, when we started using that software, it was for pool planning. That brings in all our partners. And we start this early on in pre-construction. As a matter of fact, the schedule that, Gene, we can talk about that if there's a question about schedule. There's a lot of detail that we even proposed with a detailed schedule in there. And we use those tools, the pool planning tools. And that's a digital version that brings in all the stakeholders. And they're able to see it even on digital platforms. So if you're not present on the job site, you're able to utilize that tool and see live feed where we're at in construction. So all those systems talk, which is pretty nice. But I think this is where I was talking about. I wanted to come back to you as far as your question. Did I answer the Niali question? Or did you have more details on that that you wanted to find out about? I was just wondering if you linked it to your Syncro 4D or not. Or was it a derivative from the Syncro 4D? Because it looked like the Niali was very intuitive and you were able to shift progression of the project as you go in your pool packages. I just didn't know if that went back to your 4D model as well. Or if you did that on a monthly update. Or how you work with that. Yeah, can you put the pre-construction chart? Yeah, I'd like to put something here on the screen because it's critical. I mean, Nialis for us is used when we talk about pool planning. Specifically right here, this is our pre-construction chart that Craig was talking about. But one that's very important that we're going to start doing at the beginning is going to be the storyboarding and pool planning. And that's what we bring Nialis. We've done, of course, we use the boards or we use Nialis. And that produces our baseline schedule. That's how we create our baseline schedule. When we have all the parties in the room, pool planning, we're talking design milestones. Then we're talking about for the county, what are those review times, approval times with the board. And we get all the Nialis, and that's what we use to produce the P6 schedule in Primavera and make sure we are all aligned there. Yeah, so to get a little more into depth there. So we utilize Niali as a tool in order to establish P6. P6 talks to synchro, and that assists with the model. And it all ends up living in P6. So when you're asking about your updates, they will be P6 updates with narratives. So everything that your engineer can go back and cross-check, make sure that all our ties are good to go, and the schedule is actually accurate and live. With what's going on in the construction. So it all comes back down to P6, and all three of those can talk. And just, I think, this is my last question. I have many, but I'm sure I'll need to leave room for other people. How many Brewer County projects have you had recently working with the regulatory agencies you're going to have to work with on this particular project? Have you had a lot of recent Brewer County projects? Or I saw you did some work for City of Fort Lauderdale? Yes, we've done some work with City of Fort Lauderdale. Gene Capra is actually the project manager on that job. But a lot of our partners, if they want to come up and speak to some of the jurisdictions that we're going to be dealing with, and that's why we brought the right team here. Sure. I'll start off. We're heading up with the permitting or regulatory assistance, but CES Consultants also does design, construction, and design builds. And we have participated in Fort Lauderdale and design builds for large pipelines, similar to this six-mile pipeline. I'm also going to hand it over to Anthony Mancini, and he'll talk to you about his experience. Thank you. Good afternoon, Anthony Mancini, Mankind Incorporated. One of the reasons I think we were brought on to this PCL team is our experience in Broward County for Broward County, WWS specifically. Our first project in Broward County was in 1991. We have 34 projects completed to date. Our main business is in Broward County. We're not Miami-Dade guys. We're not Palm Beach County guys. We are Broward County focused. All the different cities within, different regulatories, we have dealt with them all, and we're here to support the PCL team. And I'd like to add that CES Consultants, in conjunction with CDM Smith, at the time they were CDM, that was years ago, we worked at Water Treatment Plant 1A. We actually updated the Stormwater Master Plan for that treatment plant. Thank you. And I think I forgot to mention, I'm sorry, just for the rest of the room, we do have every trade partner that's in our proposal. We do have them here live. So as any questions come in that you guys want to ask, we do have them all here present. Absolutely. Frank wanted to probably add to that as well. I wanted to mention a couple actual water plant projects that we permitted through Broward County. We've done all three of the county's four-log treatment systems through the county and through the DEP. We've done a water plant design and permitting at both water treatment plants. We recently finished a 30-MGD design and permit for the city of Pompano Beach, and we've done membrane element replacements for Pompano Beach as well. And those are effectively a new plant startup. So commissioning a new plant is very similar to replacing the membrane elements in an existing plant as far as starting up the SCIDs and bringing them online and getting them cleared through the health department and the DEP. Thank you, Rick. Thank you. Okay, this is Alan Dorsey. I've just got two fairly quick. So on your proposed tilt-up construction at 1A, do you envision any issues with the limited work area at the 1A facility type of construction? Take that one, man. Yeah, yeah. So thank you for the question. So, yeah, for sure we know 1A is a very tight plant. That's what we talk about, our centralized hub, and minimizing our lay-down areas in that plant. All we want to prevent is we don't want to be another issue to operations putting all stuff around there. So having that centralized hub where we can keep things off-site and then service that plant as we move forward, and also having stack trailers that we can mitigate using much of the available land. We talk about our approach, and again, it's just one approach, about bringing that pipeline ready online to allow to give the flexibility for CDM, to look at different alternatives if we can actually or partially demo one of those trains early on. Of course, an approach, if that's not an option, we'll work with the available space, and we'll work with Carollo and CDM to make sure we can fit the buildings with the available space that's there right now. Yeah, to add to that, it's okay. A big portion of this is going MGC, right? In this particular case, this allows us to get in there during pre-construction, bring in Reagan Bryce, allow them to really dive in with your operations staff as far as where's our no-fly zone? Where are your operations staff consistently at that we've got to be mindful of that so when we're setting up shop, we're not in the way, right, and we're being a good neighbor. So this is the beauty of this delivery method, that we're able to get in early and kind of peel it back just a little bit more. Instead of just having a great plan and a great process, we're actually being a little bit more sensitive to the operations staff that are there on the daily. It sounds like Todd wants to come up here and say something. Go for it, Todd. Yeah, one other option that we did propose on and discussed was potentially using pre-cast panels. If you construct these buildings out of concrete and block, that laydown and footprint is going to be quite a bit. There's a lot of disruptions. So one of the potential options we did show is pre-cast panels. We can ultimately construct that building in a matter of weeks versus three to four months doing that out of block and concrete. So that's another way we can not impact that project site, utilizing that. Thanks, Todd. That's all I have. One question. You know, obviously you have all of these water suppliers throughout the entire country that are racing to meet this regulatory deadline for compliance. So I'd like to ask you, do you anticipate, based upon your experience, are you seeing any supply chain issues? Secondly, do you anticipate any supply chain issues? And then lastly, how would you ensure resiliency or redundancy should that become an issue as we move towards that deadline? Yeah, I'll get started, and I think you can talk a little bit about schedule. But, yes, we are seeing, you know, some domino effects with everybody going to the market at the same time. I'm going to go back, and I'm going to hit it a little bit. I'll let you talk about procurement and some of those. But I'm going to hit on something that wasn't really mentioned on that part of the question, but it's the resources. So we're seeing it being resource-strained. And a little bit of what PCL does, being a self-performing contractor, is that we're able to bring in our own resources in order to make sure that we maintain the schedule and we're able to keep moving as things come in. And, Gene, do you want to talk a little bit about the procurement, what he's talking about? Yeah, so that's one of the main reasons we have our GMP faces, and GMP3 specifically focused on long lead-time equipment. Because, yes, we've definitely seen long lead-time equipment starting to show up in all these projects. When we talk about generators, talking about two years, transformers could be over two years, switch gears, one year. So how do we mitigate that? We work with CDM and Corolla, starting from the design, advancing those specs to the point that we can actually procure that equipment early on and take it out of the critical path. That sort of centralized hub is going to help, too. We're going to get that equipment early. We're going to store it there, but we're not going to let it affect the project schedule. Yeah, and I think I do want to augment on something that you just said there, Gene. And with regards to the project schedule and coordination with Corolla and CDM, we're also bringing in our partners. You can see the partners that we've actually listed on there. They're people that you guys have all worked with, people that know the area, but they also know the market. And, you know, I mentioned Todd having 25 years. That is one of our secret weapons there that we've been doing work here for so long. We know the people to talk to. We know where we're going to get the real answers with regards to lead time. We brought Mills Electric. They know exactly what you guys are looking for. They've been doing work on that plant for quite some time. They know what questions to ask Corolla and CDM in order to expedite those specifications to mitigate that risk and pretty much put us in the best position to win. Craig, you want to add to that? Well, I just wanted to make sure to address what I heard for the second part of your question was, and I think it will be very important through the pre-construction stage is to come up with mitigation plans for every potential issue. And because of our national presence, we have a very strong and proven supply chain record so that we can put in risk mitigation plans to provide potentially temporary solutions to ensure that we have all of the potential items that could come up with the project handled and a plan for it as we're in the build stage. We actually have a slide. Can you put the risk slide? You might want to stay up here. We've got some things on that slide there. So we have some more risk here, and to your point there, we've been looking at this, right? The level of effort that we put into this project and what we've been looking at, you know, we really wanted to identify some specifically with the job that you guys have going and dealing with PFAS. These are some of the things that we're seeing, and we're trying to get ahead of it. We brought in the right partners, like I mentioned, you know, to ensure that we're not just looking at the design, but we're looking at what is going to hinder us during construction and really being a partner up front and early on during this process. Is there any one that you want to highlight there, or I think you kind of touched on it a little bit there, Craig? Yeah, I think, you know, of course, the one you mentioned about lonely time equipment is there. Of course, we've lived it, we're living it, and we're always making sure that we can procure that equipment early on to make it. That's one of our mitigation strategies when it comes to lonely time equipment. Was there an additional part to that question before we move on? No, I think you've covered everything. Thank you. Thank you. Committee members from our project manager, Merlin. Yes. I have a question. What do you see as the biggest construction risk to keep both plants in operation, and how would you manage it? The MOPOs. So, what are the biggest MOPOs? So, if you want to go to the MOPO slide? Yeah. You want to get started on this? Fine. Sorry, we'll pull up a slide here real quick so we can speak to it. But, you know, we did put a lot of effort and time into identifying what are the biggest MOPOs is exactly what you're asking, and how we're looking at to tackle these closely. We have Reagan, who's probably going to join us here shortly, but I'll let you start, Gene. Yeah. So, of course, when we're looking not only on the plants, right here we're highlighting our MOPOs, what we call maintenance of plant operations, inside the plant. So, these are things that we're going to be coordinating with the operators during the pre-construction. We're going to be meeting, and we have Mills Electric, and McCaffrey Brinkson to have extensive knowledge of what's in these plants, what's in the ground. That's what we're going to make sure that we learn through pre-construction and through the design how they operate these plants, and really know how we can prevent being an impact. But, of course, we already started working on how some of the major ones. We're talking about the raw water main pipeline and tying. We know you're utilizing it right now for your lime softening plant, so we're going to need to do a hot tub on that one and don't impact that one. We're talking the SCADA integration that James talked about, right? That's going to be one of the major ones that needs to be very collaborative and coordinating with operations and make sure we avoid any impact to any of these plants. I mean, we've got other ones like tying into your storage tanks. We need to make sure the right valves are closed, and we don't start this from the day before we're going to actually do it. This is going to happen throughout the design. We're going to plan these coordinations, plan how we're going to talk to operations. What valves can we close? What valves can we not close? And make sure we don't impact any operations as we're building these projects. Yeah, I just want to add a little bit to what Gene is saying here about keeping these two plants in operation. That is definitely a challenge, and it's something that we do all the time. You know, Gene kind of mentioned it there that we don't start doing these MOPOs, and we've only planned for a couple weeks. We start planning for these during the pre-con phase, early on in the pre-con phase, because that can really affect how we execute these projects in whole. So what I do at the very beginning is I integrate my team, my field construction team, with the plant operators and make sure that they are integrated and they're communicating at all levels, and we start planning for these types of portions of the project that we need to perform that could impact the operation of the plant. So it starts at the very beginning, and we work through it. We develop a really good plan, a MOPO plan, and then we go through it. We do mock executing the plant. We do a MOPO just to make sure it'll work, and then we execute it. So, yeah, there's a lot of thought and effort put in to make sure that we don't interfere or impact the operation of these existing plants. You want to highlight FPL? I think that's one of our biggest ones there, Gene. Yeah, definitely. And I highlighted through the presentation, but definitely FPL is one of the major ones, right? But right now you're using your existing feed to feed your lime softening plants. So we need to coordinate with FPL to get that new feed there so we can run the new plant, and then how we tied everything together, right? That's going to be critical, and that coordination needs to start happening now. Can we go to the risk slides? The question was about risk, and we got other risk here that we could highlight when it comes to construction. So, actually, the first one that you brought up was maintenance of existing operations, right? We know this is critical for every project. The first thing that we see as a risk is if we are impacting your plants, that's a no-no, and that's how we go through everything that we talk about to mitigate that. Schedule compliance. We know you have to be in compliance with the PFAS by 2031. You need one year of data. So, we're bringing up our phase approach with the GMPs and making sure we can accelerate schedule foundation. We can phase permit this, and as Corolla, CDM, are advancing the design of the actual facility, we're already building foundation. We've got long-length equipment we already talked about. FPNL was another one we talked about already. Labor availability, right? Making sure that we've got our people coming out of our project in Miami, our project in Norwood, in North Miami Beach. We've got that availability and making sure this is not an impact to this project. Subcontractor capacity, financial stability. This is a large project, right? We need to make sure we have the right partners. We need to make sure when we're going through this pre-construction, we're pre-qualifying the subs that are going to be in this team. Make sure they can actually execute this project within the schedule that we have available. And also, we talk about water treatment plan 1A constraints and jurisdictions. Hopefully, that answers your question. Do you have another question? I have one more little thing just to ask about it. I'm intrigued by your four GMPs. Obviously, we use multiple GMPs on projects. But one of the questions that always comes back is, how do you keep the total project cost within our total project budget when we're issuing the first GMP? And are you assigning values to those risk factors as far as managing your budget so you have set-asides for those eventualities or those potential eventualities? And how do you keep track of that so that you can provide the project managers and WWS the confidence that if they move forward with that first GMP, they won't run out of money as they're approaching GMP4? Absolutely. Dixie, if you mind putting it down to the 30% GMP, the one that shows kind of the graph. And to answer that question, I'm going to have Craig Yackle come join me, but I'm going to get this thing started here a little bit. The way we manage it, we always give you a holistic view of the overall GMP. We don't give you a portion of it and then surprise you on the back end. And the reality is we do assign risk to each of these things, unknowns, right? We coordinate closely with Corolla. And the beauty of it is that we've done so much with Corolla and CDM, we've kind of really already learned our lesson over the past 30 years of what exactly they're going to be expecting and their expectations and level of effort and design. So, Craig, if you want to highlight this one again here, I think really giving them the whole picture at every milestone, I think really paints a little bit of that answer there, but I'll let you detail it. Yeah, certainly. And I just kind of want to step you a bit through the process. As Ray mentioned, when we deliver any GMP, we're also delivering an overall price model for the project. So when we go into that 30%, you'll understand what the price is for the project. And we'll have already allocated at that time what we're anticipating for each GMP. And then we don't actually wait for any additional deliverables to price it. We work in a live environment. We like to be over the shoulder with the engineers so that we're actually understanding how the price and design are evolving in real time so that when we've made contingency allocations or assumptions, we can ensure that as the design is progressing, we're updating you, that we're validating those and validating the price. So it's not a snapshot, shall we say, at different milestones, but it's really a live living document throughout the evolution of the project. So at all times, you can see the total cost and how it's trending. And then as we need GMPs to go to construction, we'll pull that out of the total cost. That's a good point. I would like to add because we work together building that schedule. And if you look at that detailed P6 schedule, that's how we broke it out, right? First, we're doing a 30% price model for the overall job. We're not just breaking this from the beginning. As we start moving forward, that's when we start splitting things up. But you can see right there we got our 30%, 60% different price models before we actually go split it to GMPs where you can actually see the total budget of the job. Yeah, that's one of the keys to being able to validate. And the proofs we have is that approach of understanding the overall project cost and updating it live throughout the duration of pre-con to ensure that we can meet your fiscal requirements. I want to add one more thing to this and the beauty of going MGC, right, specifically with this process and being able to do the multiple GMPs, it also allows us to give that 30% price model up front exactly where Corolla is going to be at and hopefully when we get on board and be able to give us a reality check of what's the price so we can make the right adjustments, get the owner involved, get your operations involved. And where do we need to make adjustments to make sure that we're in the right price and the right budget where you guys currently have? So that's a big part of it, that really giving you the big picture as we go continues to give us that checks and balances throughout the process. Thank you very much. I don't know who else is available or on the call. You say that you have representatives from each of the subs. We heard from Mr. Birdsong, I believe, and Anthony Mancini. Is Verzaga there or McAfee? Yes, we do have every member from our proposal on the call. Can you go to the sub-slide side? Yeah, we have everybody. You want to join us? I'm assuming there's a question coming, so we're ready. Not necessarily. So everybody. Mr. Bogdanov, hi. Anyone from Youngquist Brothers? No, unfortunately. I'm sorry. Yeah, we all signed in. I'm sorry. Yes, we all signed in. All right. Sergio Williams from CES? Yes. He was just here. Sergio Williams is not here, but I am here and representing CES consultants. Okay. Thank you. I'm with McAfee-Brenson. We're going to have everybody come introduce themselves. Frank Brinson, McAfee-Brenson. Thank you. I'm Chloe with Prime Controls. Thank you. I'm Jeff Myers with Prime Controls. Thank you. I'm Rudy Ortiz with CES Consultants. Good afternoon. Bob Birdsong, Mills Electric, along with our president, Jim Subblefield, Mills Electric. Thank you. Hi, everybody. Hi, Jim. Anybody else left? We could do a big group selfie, probably. Oh, no, no, no, no. Okay. All right. Well, thank you very much. Family portrait. Thank you, guys. I'm glad everyone introduced themselves. We appreciate not only the proposal from PCL Construction and the availability of your team, as well as your intended subs. Thank you very much to all of you. Well, thank you very much, and we're very excited. And thank you again for the opportunity to be here today. Stay monitored, so you can come back for the open portion. Monitor your email. We definitely will be. Appreciate it. Thanks, guys. Have a good one. Thank you. First presenter, PCL Construction, Inc., has now completed their presentation and answered all questions. Before I ask purchasing to bring in QWIT, does anyone need a break? Yeah. Okay. All right. More than five minutes? We can do a recess? Okay. Five minutes. Okay. Are you all acquainted with this building? Is there a restaurant on this building? Yeah. Yep. We have a kitchen on this building with hot water. So purchasing, if you don't mind, who's sending the emails, if you don't mind not inviting QWIT yet. Yeah. Thank you. I'm just going to put us on mute for just a minute, and we'll be right back. You could all remain muted, please. Unfortunately, so I had to put the accelerator down. Maybe if I'm watching it, I just wanted to inform you. You think I should read that? But I can't read that if they're not here. Yeah. You mean because of the budget? Oh, yeah. Do you read that? No. I didn't know the bathroom was closed. Do you have a quorum? No. No. Use the feedback. Oh, that's right. It's all right. Can you go ask? No. Use the feedback. Well, there are already. How long have you been released? It's probably been, I'll tell you exactly how long. 2.23, so it's been three minutes. Purchasing, if you could please invite the second presenter to a water facility, Florida Co., to join our closed portion of the meeting for their presentation. Thank you for the snack. Yes. They're leftovers for Monday snack. All right. Monday meeting. I tried to be a little healthy-ish. Then we have to trust you. It's kind of soft. These things about that you guys do. Yeah. This is going to be your first theme of this project. You need help. This is being called on. Thank you. We do these, like, every day. And John, too. John, I don't know about anything. I will be closed. Yeah. Thank you. Dakota, you didn't intend to stay on this call, right? PCL's presentation is over. And Corrine? I will reach out to Dakota and Elizabeth and make sure that they log off. Okay. And you're going to log off as well, Corrine? Correct. Okay. Perfect. Thank you. And to the representatives from Hewitt, welcome. Thank you. We have a couple of stragglers from the previous presentation, so give us a minute while they transition off the call. While I have you, who is going to need the presentation rights from Hewitt to load your slide deck and run your presentation? Thank you. Okay. Natalie? Eid? Okay. Okay. Thank you. And what we have on the screen there is the list of Broward County staff members that we're showing you them because they're probably in the meeting. And we want to make sure that there aren't any other members in the meeting other than those that are listed as Broward County staff or part of the Hewitt team. And I apologize. I'm using Hewitt abbreviated. I do know that Dakota Knox was with PCL, and we're going to be taking her out of the meeting right now to take care of that. May have walked away from her computer. And anyone else that you might not recognize, if you want to call out their name and we'll identify them, or if they're not to be in here, we'll have them removed. Can you see anybody? Let me get graded. Yep. Is that Dixie Hammer? Yes. That's PCL. Yes, she is. That's PCL. Yeah. It just says she's added to the chat. Oh, okay. But I think not actually. The chat is a memorial. It's got everybody in there. But it's the participants, I think is what the category is. Attendees. Sorry. Attendees. And then also the top part, presenters. See, George Brown is in the lobby, and he is with us. Okay. I'm bringing him in now. Okay. And anyone else that is questionable? Well, it's a little tough to cross-reference the list on the left with the folks in the room. But I think if you may be more familiar there, if you're comfortable with it, I think we are, too. I don't know all the folks. I would not want to take that responsibility on. So, George Brown with Hazen was dialing in. It sounds like he got kicked out a couple times. Okay. If he wants to try again, we're welcoming people from the lobby. We are going to announce them before we bring them in, just to make sure so we don't go through this effort again. Okay. George Brown coming back in again. We've admitted him twice. I don't know if he's got a bad connection. If he wants to call in. Yeah. For some reason, it seems like he's got an admittance part. Is Garrett or Pat calling in? Pat's online. Dana, are you guys cross-referencing? Okay. Is Pat Davis? Pat Davis? This is Pat Davis. I'm online. Thank you. George, we haven't gotten to your five-minute setup. I just want to make sure we have everybody on the call. George is knocking on the door again. He doesn't give up. He's persistent, that guy. We see you all in what looks like a conference room, but I don't know who all is there. So, could you introduce yourselves before we get into the five-minute setup? Sure. I'm Matt Allen with Kiewit. Alex Koker with Kiewit. Arturo Cruz with Kiewit. Rishan Candiel, David Mancini and Sons. Chastina Peart, the Valerian Group. Janine Wigriffy, Hazen and Sawyer. Ed Walsh, Kiewit. And Kaylin Hollenberger, Kiewit. Thank you. And online is Patrick Davis with the Kiewit team, Hazen and Sawyer. Thank you. Okay. Yeah, this is Garrett Ullman with Hazen and Sawyer, part of the Kiewit team. Hi, Garrett. Welcome. Thank you. Thank you. So, I have a quick statement. For the record, if you could please affirm that there are no other individuals in the meeting other than your team and the Broward County staff. Extensive Broward County staff. Confirmed. Thank you. Okay. So, now we're going to transition. We are going to give Natalie the right to load the slide deck, and you're going to have your five-minute setup. We want to do, we do see the camera. I mean, sorry, we do see the conference room. No slide deck yet. And the gentlemen that were on the phone have all introduced themselves, so their audio is good. Garrett, Dana, and Patrick. And the slide deck is there. Anything else you want to test within this window of setup? Can you hear us okay? Yes. Loud and clear. No, I think if that's all good, then we're ready to go. Okay. We will reset the clock for 20 minutes, and you have the floor. Thank you. Great. Thank you. Well, good afternoon, and thank you for the invitation to share our plan for helping Broward County achieve PFAS compliance. So, this program is more the Building 2 treatment facilities. It's about protecting a water system your community depends on today while preparing it for the decades ahead. That takes more than a capable team. It takes a team you can trust. And we're speaking to you today from the recently completed Prospect Lake Clean Water Center, a 50 million gallon per day membrane treatment facility right here in Broward County. The water many of us are drinking here today, cheers, was produced by this facility, this team, designed, built, commissioned, and started up ahead of schedule, which is great. But the one thing we are most proud of is our safety program. We worked over 800,000 man hours on this site with zero OSHA recordables. Everybody that showed up to work here went home the same way they showed up. Now, your facilities are being designed by Carollo and CDM Smith and a few other engineers on the team, and that's being customized with your preferences. But the first-hand experience that we all bring from this membrane treatment facility, from the permitting and the procurement to commissioning and operator training on the new technology, will be invaluable for your project. So, no team in the industry today is better prepared to help Broward County deliver this project. So, our team for your PFAS project is led by these long-tenured Kiewit employees who've already been working together in their exact same roles delivering this project. I'm Matt Allen. I'm the project executive, and I'll ensure you have the right resources assigned to your projects at the right time. Good afternoon. I'm Alex Coker. I'm your project manager, and I'll be your single point of contact from pre-construction through commissioning. My name is Arturo Cruz, and I'll be the construction manager. I will oversee all construction, and I will support during the constructability phase. And as we already mentioned, we have some other team members joining us today from Hazen, Valerian, and Mancini. So, we have these specialty subcontractors and consultants on our team to provide valuable insight into constructability and planning during the pre-construction phase. So, Hazen brings their extensive institutional knowledge of Broward's facilities, and they're on the team to help us with our MOPO and commissioning support, having commissioned numerous membrane facilities across South Florida and servicing the county's plants for over 40 years. And Mancini brings their extensive and local collaborative delivery experience with Chenmore, designing and building transmission pipelines, including the 48-inch transmission line from this plant to the 5-ash plant. They're here to support constructability, permitting, and accurate cost estimating. And Valerian is very familiar with the local communities and will lead our public outreach effort, ensuring we proactively communicate and engage with the community in the industry. And we've worked very closely with Youngquist on this site. And together, we permitted, designed, installed, and commissioned two deep injection wells ahead of schedule. We know where the risks are in that operation and how to mitigate them. And we'll bring that experience to your project, ensuring the same results. And we know that SCADA integration can be an especially personal choice at times, performed by the engineer of record. We have strong relationships with many major integrators across the country. And we wanted to make sure that you and Corolla were involved in this selection so you get the best solution across your two plants. And we've shown in our proposal our extensive collaborative delivery experience. And this slide highlights just three of the many successful projects we've delivered both with Corolla and with CDM Smith over the past three-plus decades and the total cost saved through value engineering and constructability. And you add that up, and yeah, that's over $200 million in savings on these three projects alone. You know, to achieve savings like those, it takes discipline, pre-construction, and effective collaboration. And we know that jobs don't go wrong. They start wrong. And getting aligned early is a critical step to ensuring project success. Through formal partnering, we'll achieve a common vision for the project's goals, team members' expectations, and clear lines of communications. That sets the stage for success. And once we're aligned, we'll execute the process to make sure early decisions, to make the early decisions that shape the project delivery success. We'll identify risks and proactively manage them, evaluate options, and help you make informed decisions to influence cost and schedule. Every MGC can talk about bid packages and value engineering and procurement. But we're the only team that brings Broward County the recent South Florida nanofiltration experience in guiding those decisions. Now, this slide's busy, and the intent isn't to understand everything on it. But what's important is that it represents a project-specific pre-construction process that's tailored for Broward County. And it's founded on over $3 billion of MGC or similar work that we've executed with Corolla. Our nanofiltration experience in South Florida gives us incredible insights that will inform each step of the process. And our experience also gives us the confidence to accurately price the early work GMPs and not wait for the designs to be fully fleshed out, which often causes multiple early GMPs. The single early GMP for injection wells, transmission pipeline, and long-lead electrical and mechanical equipment at both plants will reduce the county's administrative overhead and accelerate the delivery of the project. So this image at the top of the slide, I know you can't see it, but it's our actual permit matrix from Prospect Lake. And we used it to track more than 130 permits and approvals, including city building permits, county environmental and licensing, FDEP drinking water permit, and the UIC requirements for the deep injection wells. So these are all the same entities and individuals we'll be working with on your project. And permitting can become a critical path to startup. So on your job, our job is to support Corolla and CDM Smith by bringing permitting considerations into design and sequencing early. And one thing we always do on collaborative delivery projects is get in and meet with these permitting agencies early and often and explain our phased design approach so there are no surprises or delays in permit approvals. On this project, we knew who was going to review the work, what information they needed, and when they needed it before we submitted the permit application. We worked with Broward County and the City of Fort Lauderdale to phase the permitting, separating underground and above-ground work so permitting, design, and construction could move concurrently. That's what we bring to your project, not a theoretical permitting process, but the actual people with recent experience and relationships navigating the agency requirements together. And early coordination with agencies is one part of preparing the work. We take the same approach with local subcontractors. Engage and pre-qualify them early and structure the bid packages to encourage competition and achieve Broward County's 15% CBE commitment. We'll bring the trusted relationships we've established over the last 55 years in Florida to your project. You know, around 40% of the project cost is in equipment and materials. That's a lot of risk to manage. I recently led the procurement of $100 million of process equipment following this four-step process, and it delivered great results. Early collaboration with you and the designer to assure we pre-qualify the right suppliers. Making the project quality expectations clear to the vendors while they're bidding. Thoroughly reviewing the supplier's quality processes and procedures before they get started. And finally, performing in-shop inspections with qualified inspectors to assure the equipment is fabricated correctly. The good news is that executing this process is proven to protect the project schedule. Now, sometimes our competitors will send a construction team member to a factory acceptance test. But supplier quality is a big risk to the project. And when equipment arrives on site, or even worse, when it gets started up, is the wrong time to identify defects. In-shop inspections, done by qualified inspectors, frequently uncover issues that constrain projects. I'll highlight an early shop inspection where we found a casting defect in a pump. By finding it during an early inspection, we prevented a delay at the factory acceptance test, or worst case, a failure years into operation. The benefit to Broward County is simple. Our proactive approach identifies problems early, while they're cheapest and easiest to fix. Before it reaches the job site. And that protects the project schedule. Our preliminary schedule for the project leveraged our experience at Prospect Lake for equipment procurement, installation, and commissioning durations. We're now in the midst of transitioning the NF water into the distribution system. Keeping the project on schedule is a collaborative effort, and we look forward to joining the team and integrating the current design's progress to form a tightly aligned project schedule. Our proposed early GMP in Q3 of 2027 supports mobilizing by the end of 2027, then completing the project in Q4 of 2029 to maintain compliance with the PFAS deadline. The work at plants 1A and 2A is similar, but the 1A site's more constrained. And Arturo's developed some visuals for the 1A site with some of our concepts that we look forward to refining with your team. Thank you, Alex. Plan 1A is a challenging site. Access is limited, and it will require a lot of coordination and planning to keep the plant operating during construction. But with the early GMP in place, some of the first steps that we will take on this plan will include mobilizing and setting up access. Coming from the west, we will keep traffic and deliveries out of your plant, but we still need to take in consideration the schools and the park right next to the facility. We are also looking around that area for other properties that we can potentially use as a laydown. We've got established protection for the existing Florida and aquifer wells, and we've got to identify and mitigate risk by early investigating all the underground utilities through the whole site. We will invest the time up front to properly set up this project, keeping the plant operations running and minimize the impact to the residents in this area. Next, we're proposing to demolish the existing sludge tank early. This step will unlock the site. It will give us a full access to the northwest corner of the plant and the space needed to start drilling the deep injection well. Start drilling early is a key step that adds flexibility to the schedule. The other benefit of demolishing this tank early is that it will allow us to maintain construction operations independent from the daily planned operations. From there, we will continue drilling the deep injection well with the possibility of bringing a second rig to start monitoring well sooner. At the same time, we will begin underground piping, electrical work, some foundations work for the membrane building and other major structures. By late 2028, we will complete the deep and the monitoring well, and we're going to begin installing installing the membrane system. We will also start some piping and electrical installation. This is where the plant really started taking shape, as we installed equipment, piping, and electrical systems. By early 2029, we will complete testing, and we will continue and finish building constructions. Equipment installation, piping, and electrical work. We're going to install some temp chemical systems that we may need in order to keep the plant operational. At this stage, we will begin some early dry commissioning activities, applying all the experience that we gained from successfully commissioning a similar facility. Now, at this point, all construction will be completed. And we will start wrapping up commissioning as we move towards substantial completion. Your plant will be ready to transition to a full operation. With this new plant running successfully, we will coordinate with the county to demolish and repurpose existing structures that are no longer on service. Now, Alex will share some key aspects of commissioning a membrane facility. Thanks, Arturo. You know, for us, commissioning starts during pre-construction. And we'll work with the county operations and maintenance staff, along with the design team, to align on how the project needs to be commissioned. And through that process, it'll become clearer where it will simplify commissioning to have additional flanged outlets to manage the water and support subsystem commissioning. Right now, during design is the lowest cost time to integrate the outlets. It's also important to understand source water constraints. We'll identify the volumes needed at each stage of commissioning, add that to your estimated production to distribution, and assess how that total demand aligns with your water use permit to keep the county in compliance. Having well-trained operations and maintenance staff isn't an afterthought. We'll work collaboratively with the team to develop training plan that assures that the county staff is fully trained and confident when the plants go live. Krishan and the Mancini team evaluated the five potential pipeline routes, and we agree the preferred route is the preferred route. That route's constructible and is advantageous because it's predominantly in Broward County right away, which gives you more control over the permitting and installation process while avoiding dense residential and commercial areas. An example of our team's constructability is horizontal directional drilling certain sections of the waterline. Now, this method uses small entry and exit pits every few thousand feet to minimize traffic disruption and lower surface restoration costs. But it typically requires going deeper, beneath the existing utilities, which we understand complicates access for future maintenance. The pipeline route on the screen was optimized for directional drilling and could yield substantial cost and schedule savings for that portion of the project. Now, we offer advice, assistance, and recommendations. And not all of our recommendations will make it into the project's final design. And that's part of the process, and perfectly fine. With the Kiewit team, Broward County will hear ideas that move the needle on reducing cost, schedule, and risk. Our team understands the unique constraints of commissioning an NF plant in South Florida while the existing plant continues operations. We successfully drilled two injection wells continuously for two years here in Broward County with no complaints from the neighbors. And we just executed an operations and maintenance training program for transitioning from lime softening to nanofiltration. We are the team that has the recent relevant experience that matters to your project. Thanks, Alex. And this experience Alex talks about drives a clear choice for you today, the lowest risk option. So we're the only proven team that has this critical experience. So we delivered a nanofiltration facility in South Florida that meets PFOS compliance. And we lived through a very specific design and construction permitting life cycle. And we managed the construction of deep injection wells. We're the only team that knows how to prepare your systems and your staff for this transition from lime softening treatment to membrane water. And it's the same local staff that just did all this together sitting here. We're proposing for your project. So as you deliberate, our ask is that you consider these questions. Do you select a team that you hope can deliver? Or do you want to partner with our team that just built a very similar facility whom you know can deliver? And this concludes our presentations, and we'll take this time for Q&A. Thank you very much. To the team from Kewitt Water Facilities, Florida, our floor is open for the committee members to pose any questions they may have. It's Jeff Thompson. Thank you for your presentation. As I was reviewing your proposal, you spoke to your BIM-8 model and your connected workflow to that. Do you link your BIM-8 to your 4D scheduling as well? And how do you manage your BIM model with Corolla? So I know, Alex, you recently worked through this on a Corolla project, a CMR Corolla project. Yeah, I did. On the Northwater project in Colorado, we worked with Corolla and utilized their BIM model throughout construction of the project. In that specific instance, we didn't have it connected 4D. That was a couple of years ago. So the technology's really coming along. I know that the, shoot, now I am blanking on the name of the software where we use it to connect to the, it's UPV, sorry, UPV viewer. Essentially can connect in the P6 data from the schedule and combine it with the model. I am personally not into the details of all the little kind of connections and tagging that needs to be done. But we've got the right experts that definitely know how to advise on that. And I've seen it done for sure. And so it's possible. And, you know, we look forward to collaborating with the design team to, you know, get the details ironed out on how to make that all come together. And thank you. So on the, I read in your proposal, you're proposing roughly 70% of self-performance. And I just wondered how you competitively manage that in a transparent manner and demonstrate to the, to WWS that they're getting the best value in all respects. Sure, I can, I can take that. And as far as the 70% self-performance and what we, what we say is we have the ability to self-perform 70% of the pro, of the scopes on projects like this. It doesn't mean we will self-perform. We really want to do what's best for the project and, you know, what adds the best value. Um, I think on this project and generally on treatment plant projects, we want to control what the high risk and critical activities are and ones that really control the out successful outcome of the project. And generally, and on this project, it would include the process equipment, um, and associated process piping at a minimum. So we would structure a package that one entity would perform that. So there's not a lot of finger pointing between different subcontractors, uh, when it comes to commissioning and startup. Um, but a lot of the trade packages were not necessarily interested in self-performing, but there's other packages, even with concrete and site civil, where we have the ability to self-perform and we would like the ability to compete on those packages. Um, but often it's better and more advantageous for the project to subcontract that work. So we're not, we're not a hundred percent. We need to self-perform 70% of the work, but as we've seen in some other projects in the region that often they don't get the participation and they're not able to develop this GNP. So one thing with Kiewit is we're always guaranteed at least one quote, um, on a bid package, cause we do have the ability to self-perform. And then an added benefit with our, with our self-performance around the country is when we do go out to bid for these packages, we do hold the pricing of our subcontractors accountable. Because we do know what it takes. We have very detailed productivity, um, records that we track on all our projects. So we know what it takes to perform that work and the duration it takes. So we can guarantee you're getting a fair price for those packages. Um, and so just kind of segueing out of that then. So you spoke to having a, an early, a GMP for early procurement, um, long lead items, which is, is a very smart thing in, in these days. How many, how many GMPs do you anticipate you would have to complete this project? So I think first we look forward to getting on board and understanding where your engineer is with design. Um, ideally we would like to have one early GMP and one final GMP. And again, as, as Alex detailed, we would have an, we'd like to have an early GMP for the deep injection well and the transmission pipeline. And then looking at some of this long lead equipment and generally some of the longest lead equipment we've seen on projects is electrical switch gear. And then, you know, some of the high pressure pumps we want to get a handle on, but it really, what we've done on this, this project, for instance, and it was a different delivery model. This is, was a design bill over the design builder, but we didn't need to get those design inputs early. So we have enough information to release those manufacturers and get quotes on information, quotes on equipment. And I'm probably stepping over Alex is chomping to the bit because I know you went through this the last several years and maybe you can elaborate Alex. Well, yeah, I can, I think, uh, you know, a key thing also will be, you know, if those couple packages with the transmission pipeline, deep injection wells and long lead process and electrical equipment, if those designs aren't moving in tandem to be able to get them all in the same GMP, we certainly wouldn't want to hold up something, you know, let's say the deep injection wells that need to move forward because we're not far enough on our mechanical design. So flexible on the number of GMPs, but ideally, you know, one early GMP. And, um, let me think the, um, I think the added, added benefit there is what we've seen with, you know, we, we haven't done this with Broward County, but I think with other entities, the, the burden it can put on your procurement department. And, and it gives us, I guess the added benefit, if we do a lot of this upfront, it gives us that cost certainty early in the job rather than multiple GMPs where it kind of keeps building up. Sorry to interrupt. No, no, no. That's good. Early cost certainty for sure. The more of that can kind of be firmed up early. I think, you know, the, the key thing there too, is with the, you know, getting informed by the electrical and mechanical designs and where that progress is and getting tuned into the, the right level of design. That's going to be able to get us out to procurement on the longest lead gear. Certainly we don't have that detail today and, and that's, you know, critical information for us to come to understand, uh, early as we come on board. Um, can I ask about the Fort Lauderdale project? Was that a traditional, uh, best value design build or was it a progressive design build? It, it was, it was a kind of a progressive design build. The contract model was lump sum, but we did a lot of progressive work upfront before executing the agreement, but we were the design builder on that project. So, and the GMP model here, um, do you use your risk register and other elements of the anticipated GMPs to ensure that the final GMP that's issued is still within the, the, uh, county's design budget or, excuse me, construction budget or project budget? Yeah, you know, absolutely. The risk register is an important tool in, in, uh, managing the risk on the job and, and coming in at or under the county's budget. And so, you know, critical tool risk registers will, no matter the delivery type, CMAR, PDB, lump sum design build, certainly always have a well-developed risk register that we're working to and managing. And certainly in, in, in collaborative models with the, the parties and very transparent about where the risks are at. And that really gives us things that we, we can run at to manage and mitigate those risks. And really at the, at the 30% design, which is, as I understand and anticipate, you know, when you do bring the MGC on board, um, the design will be around 30%. And that, at which time we were under the understanding we could, that's when we would put our first cost model, cost estimate to that. And, and based on, you know, going to the market, getting budgetary pricing for certain things, we're getting hard pricing on what, what we can, I guess, uh, get that level of detail on. But really based on our, also based on our historical data of what it takes, we can develop a very accurate 30% cost model that we can use as, as a barometer. And obviously our risk register feeds into that. And if we identify risks, we could kind of assign those contingencies to that. It's a very transparent process. So we can see that. And as design progresses, that contingency is going to go down. Thank you very much. Thank you. Um, this is Alan Garcia. Uh, just one question. Did you, do you have identified a subcontractor, subconsultant for your SCADA or is that going to be self-performing? So the SCADA, we likely will not self-perform that. And we contemplated bringing just like we have Hazen and Valerin and Mancini on our team. Um, I know the, the SCADA integrator, that contractor, um, I think I've done work in the past where it's been sometimes performed by the engineer of record, but we have relationships with, you know, several different integrators around the country. And here at prospect, we use Revere, but I know on treatment plants, sometimes it's a very personal decision who you may want to choose. And so our idea was once we're on board, we can evaluate that with, with the county and with Carollo, decide who's the best fit, look at price, look at the pros and cons, and decide together who you want as your integrator on the job. So we treat it like another package that we would qualify and get the right person on the team. Okay. Thank you. Yeah. This is John Kay. In your, one of your earlier slides on the demolition plan, you said you were going to demo early on the thickener. When I looked at the schematic, it looked like it wasn't a thickener. It looked like it was a treatment unit. Can you clarify that? Yeah. If I look at the, it's a lime softener and sludge blow down. So it may have mischaracterized that structure itself, but it's one of the things I know when we walked the site back in February or so was the time we were on the site, but looking at where the other structures are, I think like Arturo explained, it would, it would kind of unlock that area of the site and give us access. But it's obviously one of those things that during, during this pre-construction, we want to work with you and your staff on the plant to make sure that's doable. And if we need to provide something temporary, if that goes away, or if we need to work around that, we certainly will. So this was an idea we had that I think Arturo said we still need to vet this out with the staff. Yeah. Hi, John. It's Janine from Hazen. And I believe it is one of your treatment units. And I believe typically at 1A, you use one in service and take the other one down and rotate. And so certainly the Kiewit team could look at some temporary arrangement. But again, Corolla's probably already looked at that and has the MOCO established. So it would be working with Corolla to figure out what they already had. But the intent is just to clear out the area, but not impact your operations whatsoever. Do whatever's needed so that you can maintain your operations as, as you operate today. Thank you. So the Fort Lauderdale treatment plant, is it providing water to the entire service area now, or is it still in transition? It's in transition. Right now we're operating at 20 MGD. Next week we anticipate going up to full system demand. Now that said, Fort Lauderdale has their Peel Dixie water treatment plant, which also supplies to distribution, which is a membrane plant. But any short story, this will be full demand replacing 5-ash next week. Understood. Thank you. And could you speak to what you observe or what you're observing as far as lead times for equipment and supply? And then also what redundancies or contingencies that you could have in place to address those lead times moving forward? Because I would anticipate those are going to become more of an issue. Yeah, definitely. You know, thinking, and I don't remember the number off the top of my head, you know, like electrical gear, you know, switch gear, MCCs, items like that are 100 week plus lead times. And with the data center market, I think that that's obviously getting more challenging. You know, one of the benefits that Keywood has is that we buy a lot of that gear across the country. And so we had an example, and we have developed relationships with those manufacturers. So we had, I think it was some switch gear that had a long lead time on it. And because of that relationship we had with the manufacturer, we were able to kind of have pretty detailed discussions that got us into what the specific constraint was. And it was some factory floor space at kind of a subcomponent manufacturing facility. We were able to talk through that with them and able to kind of get them to shift it around and shorten the lead time for us. So, you know, good, I think A is we've got well-developed relationships with the manufacturers. And then B, the other critical thing is, you know, working with the design team to make sure that we've got the right manufacturers specified so that maybe we're able to, you know, we're not locked into just ABB gear. And, you know, there's Eaton and multiple manufacturers that we can be talking to and trying to find more pockets of flexibility. And it's kind of our buying power with those relationships, which really helps us accelerate some of that procurement, whereas other contractors might not get that preferential lead time. Yeah, we didn't get into it in any detail really here today, but Keywood buys about $10 billion worth of materials every year. And we have a 400-person procurement department with category specialists for, say, electrical or mechanical equipment that their job is to have those relationships and know how to go in and press the right buttons to get the best result that they can for us. And I guess to address the redundancy part of your question, if we do get into a situation, I think, Janine, I think you know that plant very well, if you have something to add there. Right. No, I was thinking redundancy or thinking you were going to talk about FPL redundancy, but you've got to hit that first, if you don't mind. So, John, I'm sure you can attest to the fact that you do not like your plant going down, right? And when it does go down, you want to get it up very quickly. And I'd just like to compliment the Keywood team that they understand the severity of those situations and they work to make sure that we can minimize that time as much as possible. And so, early, early in the process, and George Brown was very heavily involved in that, they met with FPL on a weekly basis at the very, very beginning. So, whether your design team is doing that now or you would want to start that through the NGC process, it's absolutely critical to the successful operation of the facilities. So, you know, it's something that we take very seriously and maintaining the redundancy of treatment units, but maintaining redundancy of the feed from FPL and the backup supply as well. All very critical to making sure that Broward can produce water nonstop from both the 1A and 2A plants at all times throughout construction and into startup and operations. And I guess to further the concept of redundancy, I recently worked on a project where it was a semiconductor facility, but we were building the wastewater treatment facility for it. And the lead time on this equipment was extravagant, was not going to meet schedule. So, we worked with some companies to build temporary treatment systems to anticipate the flows in advance of the permanent system being online. It wasn't the entire plant, but it was certain segments of the plant. So, I mean, whether it's companies like Veolia or others that do offer some of this rental equipment for whatever that process may be, we could look at and investigate some of those options. Do you have any questions? Yes. Where do you see the biggest opportunity to save time without increasing risk for this project? Your question was the greatest opportunity to save time without increasing risk. Is that correct? Okay. Correct. Great. So, as we look at our preliminary schedule, I guess, as I think through that, I think electrical buildings we've done in the past, like on this site, we use pre-manufactured electrical buildings, which allowed us to accelerate underground construction. And I may fail in explaining this adequately, but we don't need to run the conduit up in exactly the correct location because the electrical buildings are elevated. So, we can land those close, and then we use flex to run up into the bottom of the building. But we're able to procure all that electrical equipment early without having to have the rest of the design done. And we place it in the building. So, that's one aspect of that. And then, as I think of, we talked about getting the deep injection wells out there earlier. Now, they don't necessarily need to be out there earlier. And having done two deep injection wells here recently, we delivered them on time, actually a little early. But there is risk with deep injection wells. If you run into some sort of adverse downhole condition, you get your bit stuck down there. There's a number of things that happened. And we did have some things on site that delayed Youngquist, but we were able to overcome those and still deliver early. So, I think the earlier we get out there, it creates a little bit of contingency in our schedule to account for some potential unlikely events. So, that's something that could certainly save time. And I know we're doing this on some projects with Palm Beach County with Hazen, designing the deep injection wells right now and trying to get that GMP out and produced or priced early and working so far. Thank you. Okay. Thank you very much to the team from Hewitt Water Facility, Florida Co. We appreciate your proposal, your presentation, and the availability of your subconsultants and yourselves to be on the call. Thank you. We appreciate your time. Thank you. If you want to remain, we're going to invite everybody else back. Purchasing, if you could please invite all vendors or the other firms back, members of the public, to the open portion of the meeting. And I'm just going to mute us for just a minute while we transition and welcome them back in from the lobby. Come back. We're transitioning the other firm to come back to the meeting. So, we'll be right with you. Come back. It's going to be another minute. I just want to make sure we get everybody back from the closed portion. Okay. Looks like we have everybody back. So, the next order of business is the scoring of the vendors. And Broward County is utilizing a consensus approach to provide a summarized group consensus evaluation score. The evaluation committee will submit preliminary scores to the purchasing division. Preliminary scores will be tabulated, and any outliers will be identified. Score outliers are considered either preliminary score that is more than 25% above or below the average score, or it falls outside the 95% confidence interval. If there are no outliers, the evaluation committee members may adopt the mean or the average score as the final consensus score for those criterion. For any outliers, the evaluation committee members may discuss the scores for that vendor's evaluation criteria. After discussion, evaluation committee members may make scoring adjustments if desired, or adopt the median score as the final consensus score for those outlier criteria. The points for price and location are determined in accordance with the solicitation and are not included in the consensus scoring process as outlier scores are not applicable. Once committee members have completed their preliminary scores and emailed their respective score sheet to the purchasing division, I will recess the meeting to tabulate. Once the tabulations are completed, I'll then reconvene the meeting, where the evaluation committee members will have the opportunity to discuss the outliers identified through that mathematical analysis of their preliminary scores, and make score adjustments if they so choose. Any questions on the consensus approach? All right, so committee members, you may begin scoring. If everyone can stay on mute, please, and try to give them a little quiet time to think. I had a feeling there might be questions about the score sheet. So, you would have all been provided the score sheet by email when? Friday, I think. And if you'd like. If you need copies, I can resend them to you. She can send them again. We'll get them individually. Pardon me? Where did we send our scores? We can reply all back to our email. So, anyone who needs them, she can resend them. Found them? Everybody good? Okay. I'm going to go on mute, and if everyone else can please as well. Thank you. Okay. Thanks, everyone, for your patience. All committee members' preliminary score sheets have been received. So, we're now going to take a recess to tabulate those results. The time is 3.42 p.m. Thanks for your patience. I'd like to reconvene the meeting. The time is 3.56 p.m. The preliminary scores have been tabulated, and any outliers have been identified. Before we begin the review of the preliminary scores, let's review it. I'm sorry. Sorry. We didn't have our camera on again. So, before we begin the review of the preliminary scores, let's review a couple of- Sorry about that. A little technical issues. Let me start again. We've reconvened. The time was 3.56. Preliminary scores have been tabulated, and any outliers have been identified. But before we begin to review the preliminary scores, let's review a couple of key reminders. Evaluation committee members may verbally revise their preliminary scores based on committee discussions, provided they articulate the rationale behind any adjustments. The recommended score column that you're going to see in the Excel spreadsheet reflects the mean or average score. Where outliers are identified, however, the median is reflected as the recommended score. We'll now begin to review the preliminary scores submitted by the evaluation committee members going vendor by vendor in alphabetical order, starting with Hewitt Water Facility, Florida. So, one moment. We're going to put that up on the screen. So, the yellow, orangish, highlighted is not reflective of the Florida Gators in any way. It is reflective of an outlier. So, if that's so we can see the left side. You can't see the whole thing. You can't see the whole criteria. Okay. So, as you can see, we see an outlier in 1A criteria, 3A, 3B, and 4A. And so, for those outliers, the recommended score over to the right is reflecting the median score. As opposed to those with non-outliers, it's the recommended score is reflecting the mean or the average score. I'm going to try to figure it out. Yeah, just a bit. I'm going to try it. I'm not getting any younger. There we go. Come back over to the left. One second. There we go. Okay. So, is there any discussion on any? I know that there isn't much of a spread, which is why we're getting this. It's really not. Yeah. You could make a motion if you wanted to, and some of the motion examples are in the agenda script on page 17. Nancy, can you just minimize it a little bit so they can also see what the next column over is? And that will be the final consensus score based on your motion. So, you can either discuss, change a score, or make motions on the recommended scores, reflecting the median or the outlier. So, the median? Yeah. You guys do the median? I do the median score. Yeah. All right. This is Alan Garcia. I'd like to make a motion to accept the median score that the criteria is shown and the recommended scores for all other criteria as the final consensus scores for border facilities. The motion would be take the median score for criteria 1A, 3A, 3B, 3A. That ends up. I'm sorry, and it's 3B. Yes. So, 1A, 3B, 3A, 3B, 4A, median scores. That's the recommendation. Okay. Let's start in the commercial. So, we'll do median first, and then we can do. This is Alan Garcia. I'd like to make a motion to accept the median score for the criteria 1A, 3A, 3B, and 4A. May I have a second? David Van Leningen, my second motion. Thank you. All those in favor say aye. Aye. Should I hear you? Should I? Okay. Thank you. That motion passes unanimously. And the second motion? This is Alan Garcia. I'd like to make a motion to accept the recommended scores for all the other criteria as the final consensus score for Kewit Water Facilities Florida. Thank you. May I have a second? David Van Leningen, my second motion. Thank you. All those in favor say aye. Aye. Aye. Thank you. That motion passes unanimously. So, Nancy is just going to update the sheet, and then we're going to move on to PCL construction scores. A little bigger, maybe. So, we only have one outlier, and that is on 2C. So, either discuss or change or make a motion. Maybe similarly structured to the previous two. Do it again. Yeah. I don't think that's what 2C was. This is Alan Garcia. I'd like to make a motion to accept the median score for criteria 2C. Thank you. David Van Leningen, my second motion. Thank you. All those in favor say aye. Aye. Aye. Thank you. That passes unanimously. And to the remaining scores for Hewitt Water Facilities, Florida. PCL. I'm sorry. PCL. Wow. I'm sorry. This is Alan Garcia. I'd like to make a motion to accept the recommended scores for all other criteria as the final consensus scores for PCL construction is. Thank you. May I have a second? I'll second the motion. Thank you. All those in favor say aye. Aye. Aye. Thank you. That passes unanimously. She's just going to update that score sheet for PCL. And to ensure that the adjustments were tabulated correctly and determine the vendor ranking, I'm going to take another quick, quick recess. And then final scores and ranking will be announced after the recess. The time is 4.03. And we will return in just a moment. Thank you, everyone, for your patience continued. I'd like to reconvene the meeting. The time is 4.11 p.m. The purchasing division completed the tabulation of the final consensus scores and will now announce the scores and ranking. Before the results are announced, though, I'd like to thank all of the vendors for their participation in the solicitation process. We do appreciate your time and your interest in working with Broward County. Purchasing, could you please announce the scores and the ranking? Kewit Water Facilities Florida Co. Final consensus score is 7.81. Purchasing points for 9.38. I'm sorry. The mic is here. Oh, okay. Sorry. Total score is 80.38. PCL Construction, Inc. Final consensus score is 69.60. Purchasing score is 10 points. Total is 79.60. After application of the local preference, although I'm having computer difficulties, after application of the local preference, the number one ranked firm is PCL Construction, Inc. and the number two ranked firm is Kewit Water Facilities Florida, Inc. Do you want to click somewhere else on this? And the local preference is based on the non-local status of Kewit, Kewit, and the local status of PCL, and that is what leapfrogs PCL to be number one ranked. So, the next order of business is acceptance of the scoring and the ranking. May I have a motion to accept the Evaluation Committee's results and recommendation of ranking for approval? Ms. Allen Garcia, I'd like to make a motion to accept the Evaluation Committee's results. Thank you. May I have a second? David Van Leningen. I'd like to second the motion. Thank you. All those in favor, say aye. Aye. Aye. Thank you. That motion passes unanimous. Please note, effective September 22, 2026, the Broward County Procurement Code has been updated to remove the objection process. Therefore, the Evaluation Committee's recommendation of ranking will be posted for five business days on the Purchasing Division website, and if no vendor timely protests, the ranking shall be final, provided that no county commissioner requests to review that ranking. Once the ranking is deemed final, the county shall commence contract negotiations with the number one ranked vendor. And as a reminder, all information reviewed by Evaluation Committee members is posted on the Purchasing Division website repository. Committee members, is there any other business that needs to be discussed today? No. Okay. Again, I'd like to thank all vendors that responded for their presentations today, and thank you also to the committee members for your diligence and participation. This combination initial and final Evaluation Committee is adjourned. The time is 4.14 p.m. Thank you, everyone. Thank you. Thank you. Thank you.