All right, good afternoon the time my name good afternoon. I am Jeanette Farrell purchasing manager and the meeting facilitator I would like to call to order this combination initial and final evaluation committee meeting because I've got miles on my son Excuse me Anybody that's online, would you please mute your mics? I would like to call the order this combination initial and final evaluation committee meeting for request for proposals RFP number BLD 2 1 2 9 8 6 5 P 1 Oh, excuse me one second Okay, thank you. My apologies for the interruptions. We will do this again I would like to call to order this combination initial and final evaluation committee meeting for request for proposals RFP number BLD 2 1 2 9 8 6 5 P 1 container crane maintenance and repair For the port Everglades department Operations division the time is now Five minutes after 1 p.m. On may 18 2026 This meeting is being held through Microsoft teams Some representatives from the county are physically here in room 430 of the governmental center building East located in Fort Lauderdale, Florida Attendees 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 rec recording of the meeting the video will be made available at purchasing divisions publicly accessible Repository information reviewed by the evaluation committee as part of the evaluation process The meeting purpose is to determine the responsiveness and responsibility of the proposing vendors Only those vendors that have been determined by the evaluation committee to be both responsive and responsible to the solicitation requirements may proceed to the presentation scoring and ranking portion of this meeting At the time of the solicitation's advertising deadline 2 p.m. on November 12, 2025 Three proposals were received Meeting attendance is recorded in the following ways The purchasing division records attendance of county staff physically here in room 430 All virtual attendees including county staff use the chat and microsoft teams to click on the link or scan the qr code with your mobile device to complete the sign in sheet And three for attendants that cannot access the link or qr code in teams chat in the teams chat email the purchasing agent Purchasing agent marlin mahabar at m-m-a-h-a-b-e-e-r at broward.org With the subject ec meeting attendance and indicate your name your title and the company of the you represent in the email body The following county the following our county's project staff Theodore archway project manager operations division marlin mahabar purchasing agent Javier novice and Antonio lazado the county attorney's office Darnell kimbrough office of economic and small business development Norma Jean Demetrius risk management division Leah brazil finance division port everglades department We have a quorum present with the following evaluation committee members committee members Please say present after your name is called Tony Huey deputy director of public works and environmental services department Okay, please remember you you get never remember to use your mic. Thank you present. Thank you They cook for harvest director fleet services division transportation department present Carlos Rubio construction project manager Operations division Port Everglades department Port Everglades department present Richard Tornese director Howe construction and engineering divisions public works department present Glenn Wilshire deputy director port everglades department present Thank you all it is the evaluation committee's responsibility to review the vendor submittal To ensure the solicitation requirements are met and evaluate the 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 say to select vendors which provide the services that are in the best interest of the county 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 Broward county procurement code each evaluation committee member must affirm that they are free Of conflicts of interest as provided by part 3 chapter 112 Florida statutes and the Broward county employee code of ethics All evaluation committee members submitted the required Broward county disclosure forms and responded that they can be fair and impartial to all vendors The cone of silence has been in effect since the solicitations advertisement Vendors are prohibited from discussing the solicitation with the commissioner's office, county staff, or a member of the evaluation committee The cone of silence terminates when the awarding authority takes action which ends the solicitation During the cone of silence inquiries regarding this solicitation should be directed to the project manager Or 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 Broward county competitive solicitations was issued in the solicitation At this time the purchasing agent will report the findings on the responsiveness and responsibility And the exception is taken to the county's terms and conditions Good afternoon everyone Proposals were received from the following vendors GFC Crane Consultants Inc. Port Technical Training Institute LLC DBA Port Technical Services ZPMC NA East Coast Inc. DBA ZPMC USA The solicitation had six responsiveness requirements involving compliance One, bond requirement Two, criminal history screening practices certification Three, domestic partnership act certification Four, living wage requirements Five, lobbyist registration certification And six, pricing requirements All vendors are deemed responsive to all the responsiveness requirements Responsibility requirements The solicitation had five areas of responsibility requirements One, affiliated entities of the principal, principals Financial information Financial ability Three, insurance requirements Four, litigation history Five, workforce investment program requirements All vendors provided the required documentation for evaluation committees review for responsibility Terms and conditions The solicitation required vendors to state whether they accept Broad County's terms and conditions Or if they do not accept them To identify the agreement provisions and vendors proposed changes One vendor accepted Broad County's standard terms and conditions As a reminder, the volume of work in the responsiveness and responsibility matrix included with the director of purchasing memorandum Is not part of the evaluation criteria And is to be considered only in the event of a tiebreaker Additionally, for the evaluation committee's information At the December 9, 2025 board meeting Mayor Bogan requested the county administrator To negotiate an employee retention provision For the crane maintenance workforce For the selected vendor for this contract Vendors were previously notified by email of this direct direction This concludes purchasing's remarks And is presented for the consideration of the evaluation committee Thank you Thank you The next order of business is to determine the responsiveness of the vendors As defined in the procurement code section 21 point 40 a Is there any discussion from the evaluation committee regarding determination of responsiveness Hearing none, may I have a motion with respect to responsiveness Mayor's Glenn Wiltshire, I want to make a motion to find all three vendors responsive To the solicitation's responsiveness requirements Richard Tony, I second that motion All in favor say aye Aye Aye No opposed, the motion passes unanimously The next order of business is to determine the responsibility of the vendors As defined in the procurement code section 21 point 40 b Is there any discussion from the evaluation committee regarding responsibility of the vendors Hearing none, may I have a motion with respect to responsibility This is Tony Hui, I'd like to make a motion to find all vendors as responsible to the solicitation's responsibility requirements Thank you, may I have a second Carlos Rubio, I second the motion All those in favor say aye Aye No opposed, the motion passes unanimously The next order of business is to determine the vendors that were bound to be both responsive and responsible May I have a motion, may I have a motion with respect to the vendors determined to be both responsive and responsible Mr. Glenn Wiltshire, I'd like to make a motion to accept the three named vendors To proceed with presentation scoring and ranking I have a second Richard Tony, I second that motion Thank you, all those in favor say aye Aye Aye Motion passes unanimously Okay Okay Right now we are getting ready to move into the closed portion So the combination evaluation committee meeting will include presentations in accordance with section two eight six point zero one one three of the Florida statutes presentations and questions and answers are closed to the public Vendors, their teams and members of the public will be temporarily excused from the meeting to permit the start of the closed presentation session Only committee members, county staff, the presenting vendor and its team will be in the closed portion of this meeting Sub consultants partnering with the multiple multiple prime presenters are only allowed to participate in one vendor's closed presentation session As this is a combination initial and final evaluation committee meeting The vendors were notified prior to the day's meeting That they would that they should prepare be prepared to provide a 15-minute presentation Followed by an unlimited question and answer period The presenters will have up to five minutes for setup The timekeeper will be the purchasing agent Marlon Mahabar as the meeting progresses the purchasing division will provide email updates to all vendors Ensuring that each upcoming presenter is informed when it's time to join Once all presentations and Q&A sessions have concluded vendors and members of the public will be invited to return to the public portion of the meeting During which time the evaluation committee members committee will score and rank the vendors members of the public may provide an email address in the chat to be notified when to return to the public portion of this meeting Vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to this meeting The presentations were received and have been distributed to the evaluation committee members The presentation topics length and order were complied compiled and distributed to the presenting vendors each vendor has 15 minutes for presentations followed by unlimited question and answer session vendors will be presented in the following order First presenter DPMC and a East Coast Inc. DBA ZPMC USA Second presenter DFC crane consultants Inc. Third presenter Port Technical Training Institute LLC DBA Port Technical Services At this time presentations will begin this meeting is now closed the first presenting vendor ZPMC in a East Coast Inc. DBA Please remain in the meeting all others presenting vendors their company teams and members of the public are requested to leave the virtual meeting room as a reminder Please continue to monitor your emails for when to rejoin the public portion of this meeting Yes, I'm Hi, this is a mark. Give me a second. All right. So So ZPMC NA East Coast Inc. DBA ZPMC USA Attendees could be viewed in the team's participating panels displayed displayed on the screen Is a list of county staff can use? Okay, please review Please review the screen of list of county staff. Please review it to ensure only your team members and county staff are in attendance ZPMC NA East Coast Inc. DBA ZPMC USA while you are reviewing the list Please advise which member of your team should be designated as the presenter and teams to share their screen during this presentation Yeah, I will be the presenter Richard Pope For the record, please affirm that there are no other individuals in the meeting other than your team and county staff It would appear to me that that is true County staff and members of our team are all I see in the meeting Great. You will have five minutes to set up purchasing staff. Please start five minutes set up timer With some hope you might be seeing my screen Yes, we are All right. Well, that's a that's a good beginning. Let's see if I can get up my There we go Let us know when you're ready Hey, if you can see everything. I guess I am as ready as I'm gonna get All right Purchasing agent, please start the 15-minute timer for ZPMC USA presentation Well, good afternoon everyone Thanks for the opportunity to present ZPMC USA and why we are uniquely qualified to maintain the port's crane fleet We do have a plan for managing risk during transition And we have an approach to support safe reliable and cost effective operations over the long term Let's see here if I can get this thing to switch now There we go As introduction ZPMC USA is a US-based company Incorporated in Delaware with American management engineers and field technicians And while we're part of a larger global operation our operations Decision-making and accountability are firmly based in the United States What we believe truly differentiates us is our direct and continuous experience at Port Everglades We've delivered the six new ZPMC low-profile cranes for the port We've had crews on site daily for better than five years We know the daily rhythms and operations of the port And we're the prime contractor for the Samsung crane modifications and upgrades Which gives us a deep familiarity with the mechanical systems and the new modernized drives And finally, I think we've demonstrated our ability to handle everything from routine maintenance to unexpected incidents And we respond quickly and safely and effectively when it matters most This is not theoretical experience, this is actual You guys live with us every day, you know how we are We also support other major port operators across the US and Canada And we've been doing that for better part of a decade And our work has included crane raises and relocations Drive control upgrades, emergency response and troubleshooting And major mechanical repairs including things like trolley rails wire rope replacements and drive systems Much of this work occurs in live high-volume terminals where planning coordination and execution directly affect vessel schedules and customer confidence Our strongest advantages we believe are the fact that we self-perform all sorts of all of our work basically Specialized work that many contractors must subcontract Our in-house capabilities include many things including Medium voltage cable terminations, fiber optic terminations, advanced drive and PLC troubleshooting And code-compliant structural welding and thermite welding of trolley rails Basically, these things are not handed off to subcontractors Which improves our quality control and shortens outage durations To support our work as a substantial inventory of specialized company-owned equipment Such as synchronous jacking systems, SPMTs, crane carrying beams, purpose-built scaffolding And advanced diagnostic tools These resources allow us to execute complex work safely, predictably, and efficiently Even under the most challenging of conditions While we perform most of our own work We do maintain strong relationships with industry partners These guys provide independent engineering analysis Third-party inspections Specialized lift planning when required And we feel like this balances both efficiency and objectivity in our operations Plus, our global procurement network is a valuable resource for fabrication and parts Our operating philosophy is simple and proven Proactive maintenance is always better than reactive repair And the disciplined maintenance program that we employ identifies issues early Reduces unplanned downtime Extends asset life And supports predictable terminal operations With that philosophy in mind We propose a 24-7, 365-day coverage for Port Everglades Staffing levels would be actively managed to align with terminal demand Ensuring the most cost-effective solution Without sacrificing responsiveness Event of maintenance is completed on schedule And when unplanned events occur We respond immediately to minimize operational disruption We fully recognize that transitioning critical maintenance services carries risk And our approach is intentionally conservative At the center of our plan is workforce continuity We intend to retain the existing workforce Because these individuals possess valuable institutional knowledge Of the cranes, the terminals, and daily operations This minimizes disruption and preserves stability from day one At the same time, we invest in training, technical support, and standardized processes To drive continuous improvement We're proposing a phased transition Where phase one is obviously a formal kickoff meeting An alignment of scope, communication protocols, and reporting And at this time, equipment histories and documentation will be reviewed And maintenance systems will be aligned Phase two, supplemental staffing from our broader organization Ensures uninterrupted operations Retained employees will be onboarded And joint crane inspections establish baseline conditions and priorities In phase three, the full maintenance program will be executed Local crews will assume full responsibility And any temporary resources are phased out This phased approach reduces risk while maintaining operational continuity In terms of risk, this is question four from the committee The primary technical challenge we see is the mixed generations of cranes and control systems Including T-Mike, Siemens, and legacy DC-2000 platforms We mitigate this by committing dedicated multi-platform trained technicians Without reliance on OEM support Another challenge, of course, is the ongoing crane upgrades Which temporarily reduces availability This reinforces the importance of discipline maintenance On the remaining fleet And places an additional emphasis on the 99.8% uptime requirement We are quite accustomed to operating in a high-volume marine terminal environment This is our life Our technicians routinely respond to emergencies and complex failures That exceed the capabilities of typical maintenance staffs And whether it's a damaged wire rope or a control system fault Or some structural incident We mobilize quickly with the right skills and equipment This question regarding dedicated T-Mike specialists And semen specialists Yes, absolutely We will commit to dedicated specialists in these systems And as we see this as the first line of defense And it minimizes downtime And reliance on external OEM intervention A key part of our approach is planning Efficient scheduling Detailed work packages And a trust-but-verify mindset Ensure that work is completed as intended We use such tools as detailed drawings and models To reduce discovery time for the crew So that when they arrive to the work, they're prepared Because the port operates cranes across multiple generations Condition-based inspections play an important role Older equipment requires different levels of attention And we design our inspections around identifying age-related issues Before they become failures This question regarding backup of TLC and logic Or rather drive parameters We maintain a backup of these systems In our secure limited access SharePoint server And it's available when recovery is necessary So we recognize that the port has all sorts of equipment to maintain And we're prepared to support all of these different drives And types of equipment Our experience with T-Mike drives and PLCs Is rather extensive right here in Port Everglades In the crane upgrades We have six technicians and engineers prepared to support T-Mike, GE, or Siemens systems Emergency response is a core strength of our organization When incidents occur Whether it be mechanical or structural or electrical We mobilize immediately with the right people and equipment To stabilize, assess, and return the cranes to service safely As you've probably noticed by now We offer a full range of specialty services And self-perform the work with in-house labor And company-owned equipment Supporting this effort We may reach out occasionally to industry experts When specialized engineering or complex planning is necessary So rather than rely on subcontractors We perform the majority of our work in-house This includes, as mentioned before, medium voltage, fiber optics, PLC troubleshooting And co-compliant welding By maintaining these capabilities internally We reduce the dependence on external contractors And ensure greater consistency, availability, and quality of execution Our staffing strategy and workforce management plan Basically aligns with the committee's question number 7 We touched on earlier the transition plans And prioritization of employee retention Staffing levels We're aligned with current operations Where we anticipate 6 personnel at Midport And 36 at Southport Our common objective is to achieve the 99.8% or better uptime By emphasizing proactive maintenance Early identification of potential issues Prompt response to service calls And coordinated maintenance That's aligned with vessel schedules To ensure reliable uninterrupted operations In terms of cost included in our rates We've made the assumption that Port Everglades Will provide materials, consumables, and replacement parts For crane maintenance Except for third-party inspections and certifications Like OSHA annuals or quads All costs required to execute the maintenance program Are included in our rates We've offered for question 6 These initial KPIs But we expect that these will improve dramatically Over the course of 6 months Especially in terms of failure rates, repair time, and backlog reduction Safety and training is fundamental to our culture And we have a very comprehensive training program Because we think that everybody should expect a safe working environment And well-trained colleagues So our obligation is to ensure that everyone goes home safely at the end of each day So this is our ZPMC USA organization There's several hundred years of collective industry experience in this group This shows what we expect to have as a management for the local team in Port Everglades And in closing, talking about opportunities for cost reduction, reliability, and efficiency Efficiency is what drives the cost reduction in most cases Through proactive maintenance and in-house technical capabilities Improving emergency response We feel that we're best positioned to deliver consistent, high-quality service to Port Everglades While protecting the port's assets and supporting uninterrupted operations So thanks everyone Hope I didn't put you to sleep And we're ready to accept your question Thank you for your presentation Are there any questions from the evaluation committee members? The chair recognizes Glenn Wilshire Thank you And thank you for that presentation The retention of existing personnel I was a little in that slide It talked about retention of existing personnel But it also talked about bringing in ZPMC USA personnel for I think it was the first 60 days So if you can tell me a little bit more about your intent to retain existing personnel As well as how that might affect the pricing that you included in your submission Yeah Glenn, no problem We figure that onboarding of the existing people won't be instantaneous And there'll be a need for some supplemental support from our existing group That would not have to be any more than what's necessary But as I say, onboarding new people is not simultaneous with starting up, I don't believe It'll take some time to get that done As far as pricing goes, our price schedule in our proposal that covers any of this Thank you I've got some other questions, but I'll pass for others Okay Hi, good afternoon, Mr. Pope Thank you for the presentation This is Tony Hui asking a question Who is the individual that will be representing your company on a day-to-day basis at the port Or your firm to acquire the project? Is that? I wasn't clear on that If you can expand, explain that Who are the individuals that is going to be representing you? I would much appreciate it Yeah, sure Yeah, so Arnold Dela Cruz Jr. will be the day-to-day support person on site And then his crew and, you know, his foreman and such will be the boots on the ground, so to speak Can you describe a little bit about Mr. Dela Cruz's experience? And the foreman that will be accompanying him, does that mean that those foremen will be assuming certain positions that are currently at the port? I just want to make clear how that works Yeah, so the... Arnold's experience is... Gosh, I don't know how to count the years Five or six years now he's been with us But anyway, he's been involved in the... Heavily involved in the Samsung crane upgrades And so he's probably as familiar as anybody is with, you know, what's going on with those The upgrades, he's literally put together the entire procurement package for all the materials and fabrications and equipment and everything that's been purchased for those crane upgrades The foreman will essentially run the crews that are at each location, right? So there'll be one foreman that's assigned to the mid-port location and then one that's assigned to the overall operations at Southport Under them will be others that will assume, you know, different responsibilities that direct, you know, individual crews for tasks that have to be taken on day-to-day maintenance tasks and such Thank you Hey, Rick. This is Carlos. How are we doing? Hey, Carlos. How's it going, buddy? Righty. We're touching on your comments on T-Mike. Your on-site support or remote support, is that... What is the plan to have an on-site trained technician on a 24-7 basis or we're just going to go with a remote type setup? No, they'll be local, Carlos. And some of those you probably know personally. But they will be local. We won't rely on remote support unless we have absolutely no other choice. I can't imagine anything that's going to require OEM support, for example. I think we can handle most everything that comes our way. We do have some technicians remotely available in the event that, you know, we need to reach out to them. But our plan is... I'm sorry. Go ahead. No, go ahead. Go ahead. No, our plan is to support everything there locally, you know, at the terminal, not, you know, from remote. And the personnel, are there averse on the new drive, the new frequency drives and new T-Mike systems? And also with the old GE system in the Stampton Crane before they get upgraded? Absolutely. Yes. Absolutely. Okay. I have resumes on some of those folks that were not included in the original package of resumes that I can send to you if you need. Okay. Thank you. Sure. This is Richard Tornese. I just have a follow-up question where Carlos asked about your local support. And when you say local, how local is, and what would be like the average response time? Because I guess there's a variety of equipment that you have to service. So you'd have to have a variety of technicians. Yeah. Or a couple of technicians that are pretty good at all things. But, yeah, I would say response time would be fairly instantaneous without stretching too far out there. If they're on site or, you know, in town anyhow, they're certainly, you know, available rather quickly in the event something goes wrong. The, which is not what we can say for the OEM support. Those tend to be days if not weeks out. So, but, yeah, they will be local. When I say local, like in Fort Lauderdale, local. Okay. Thank you. Yeah. Excuse me one second. I just wanted for clarification. Mr. Polk, I noticed that you made the statement that you would send the resumes at this point in the solicitation. You cannot send anything directly to any EC members or any follow-up documentation. Just for clarification. Okay. Thank you. All right. Very good. Thank you. For the call to silence. Mr. Wishaw, you have additional questions? This is Jacob Horace. I have a follow-up question to kind of what he was in line with. When we have those critical calls on the weekends or you say soon. Is that within an hour, two hours, if they're in a local area to respond? I would say two hours is probably reasonable. Thank you, sir. Glenn Wiltshire, question again. A couple questions, actually, if I might. First one, going back to the retention of existing personnel and the pricing, the existing GFC personnel are represented by, I think, three different collective bargaining agreements. And I don't recall. It may have been in your original submission. What will the labor situation be with the employees that you would retain? We are an ILA signatory contractor, so it would be with the longshoremen. Okay. So they would have to switch unions then? They would, yes. Okay. All right. Then an unrelated question, but tied to the money side. You gave some examples of cost savings or cost control. So can you talk a little bit more about how you would approach those? Well, typically what we find is that as the cranes become more dependable through rigorous maintenance program, cost control is almost automatic. The idea, of course, is to most efficiently use your resources, right? So if the resources are being employed to properly maintain the cranes, then you avoid unexpected events that cause downtime, which is all very costly. And once you are on a program that's fairly disciplined and structured, then the costs tend to settle into something, I guess, what we might call normal. Initially, as the program is brought into fold and we start improving on the maintenance processes and the program, there may not appear to be much in the way of cost savings. But then as time goes on and as the efficiencies start to pay dividends, we see the cost savings come that way. It's difficult to identify any particular thing that gets better, but I think overall the operation or the dependability of the machines improves, which is cost savings in general because downtime costs a lot of money. That's what we seek to avoid is unexpected downtime. So in our experience, what we've discovered is cost savings is not easy to put a finger on one particular thing, but it's in general just the better, more efficient operation that results from a structured maintenance program. Okay. Okay. Got a couple more questions, but I'll pass for anyone else who may have questions. Okay. Yeah. This is Tony Hu again. In review, in looking at your proposal, your firm has provided a history of projects, a relevant local project history with a number of several pages of projects. Looking at them, most of them relates to installation, construction, commissioning, erection, and so it sounds like your firm has done a tremendous amount of work on that, but I didn't see anything related to maintenance program type projects. Do you want to provide any additional information to that? Yeah, sure. I'll give you one example. In the Port Elizabeth area up in New Jersey, we've had a staff on site maintaining RTGs there, for example, on a more or less full-time basis, but it's not actually a full-time contract per se. It's just an hourly rates contract where we have to guarantee the availability of a certain number of people qualified to do the work on RTGs, but it is, for all intents and purposes, a full-time maintenance contract where there's six days a week and ten hours a day or longer, if necessary, to do other types of work that may require us to be there longer. For example, wire rope changes and those sort of things we do from start to finish so that we're not spanning days to do that type of work. We get it done within a 24-hour period. So that, like I say, is, for all intents and purposes, a maintenance contract, but it's not structured the same as your maintenance contract where that's all we do. We do quite many other things on the terminal as well, but that RTG maintenance, we've been there for, I think, about six years now, uninterrupted every day. Thank you, sir. Okay, thanks, Rick. Once again, just a follow-up to that. So RTGs, obviously, for those who are on the EC that aren't aware of what that stands for, it's rubber-tired gantry cranes, which are used within a terminal yard for moving containers around within the yard. But in following up to the question, and I had the similar observation, are there any ports today that you're doing full-service maintenance on container gantry cranes? We do not have presently a full-service maintenance contract with anybody for ship-to-shore cranes, but we're the guys they call when they can't do it themselves. Okay. So, you know, so we do quite a lot of work every day at all of our facilities on every type of ship-to-shore crane you can imagine. So while we don't have an ongoing maintenance contract, we do ongoing maintenance. Okay. I understand. Thanks for that question. And then a final question from me, I think, is related to cybersecurity. And in your proposal, you make reference to, you know, some backups of systems and the like. But I didn't see any specific thing in your proposal that was submitted that addressed the ongoing concerns that exist nationally on the vulnerability of container gantry cranes, whoever the manufacturer is, to cybersecurity issues. So can you talk to us a little bit about that? Or me, anyway. Talk to me. Yeah. Yeah, sure. Yeah. In the first place, we have an IT group that works with us on cybersecurity. So we, and we employ Sophos as a cybersecurity system that, you know, protects things like email channels and various other things to do with our network. So, for example, you know, our SharePoint system, we've had no hacks or anything like that. I better knock on a lot of wood. You never know. But we have high confidence in the security of our operating system throughout the company. As far as crane vulnerability is concerned, and this is just in my view. I think that, first off, they're not as vulnerable as a lot of news articles might present. But the vulnerability lies within the terminal's systems that interact with the cranes. You know, for example, the CMS system, the crane management system. And those are typically, you know, reside on a terminal's, you know, IT backbone, so to speak. And it would seem that if there's vulnerability, it comes from that direction. I don't think that there's any reasonable way to just sort of hack into a crane, you know, to make it do things that it's not supposed to do. Least-wise, I've not seen any sort of vulnerabilities out there. There's a lot of claims of the possibilities of it, but I don't believe anybody's been able to actually put a finger on a case or a situation where that's actually occurred. So I think cranes are pretty safe from the sense of software vulnerability, at least for what we know out there now. You never know what enterprising group might come up with something, but we don't see, you know, that sort of vulnerability existing on anything at this point. All right. Thank you. Are there no additional questions from the EC members? Project Manager, do you have any questions? Okay. Thank you, Mr. Polk, from ZPMC USA for your presentation. You may now exit the meeting. Purchasing team, the first presenter, ZPMC USA, has now completed their presentation and answered all questions. Would you invite the second presenter, GFC Crane Consultants, Inc., to join the closed portion of the meeting for their presentation? GFC Crane, Inc., GFC Crane Consultants, Inc. attendees can be viewed in the team's participants panel. Displayed on the screen is a list of county staff. Please review to ensure only your team members and county staff are in attendance. Yes. Okay. GFC, while you are reviewing the list, please advise which member of your team should be designated as the presenter and teams to share their screen during your presentation. Mr. Faroz Khan. Okay. And for the record, please affirm there are no other individuals in the meeting other than your team and the county staff. We confirm that. Thank you. Your team will now have five minutes to set up. Purchasing staff, please start the five-minute set-up timer. Oh, we got to share our screen. Okay. Let's share our screen. Let's share our screen. Okay. How do we do that again? One second. Why we can't share. Yeah. It's grayed out. Hey, do we need permission to share our screens? Yeah. We've given you permission to share your screens. We've given you. You should have it. No, I don't have it yet. It's grayed out. Okay. Check now. Oh, now we have it. Now we have it. All right. Screen, I think. Are you able to see our screen now? Yes, we see your screen. Any word here is fine yet. Ready? Yeah, we're ready. Okay. You're ready? All right. No, we just need 10 more seconds. Okay. We're not ready yet. All right. No problem. Just let us know. You have five minutes. Hold on. One second. Are you guys ready? Yes, we're ready. We are. Please start the 15 minute timer for GFC's Inc presentation. Time is. You may begin. We can't hear you if you're speaking. You can't hear the volume? We hear you now. Yes. You may begin. Okay. Are you speaking? Because we're not hearing you. We're playing a video. Can you guys hear the video? No, we can't hear the video. No. You cannot hear the video. No. Can you see the video? Yes. So you have to stop sharing. And then once you click on share again, there's a button on the top that says audio. You have to click on that button. Hit share. Hold on a second. I'm going to stop the video. Yeah, yeah, yeah. Let me stop the video. Yeah, we'll start. So once you select share, there's a button on the top that says include sound. Include sound. Ah, got it, got it. Can we start back over 15 minutes? Yes. Yes. We're going to start you. Thank you. Thank you. Time starts now. You may begin. Yep. Yep. We do. I'm sorry. You're not sharing. I'm not sharing. No. A second here. Share. Maybe go share screen. Window. There. See the video now? Yes. Not the video, the presentation. The presentation, but the video started in a second. Are you ready? Not yet. One second. Okay, we're ready now. Okay, begin. One port. One uncompromising standard. GFC. Safeguarding the cranes of Port Everglades for three decades. Every move matters. Every second has a cost. Every crane must perform. Six new giants working alongside proven legacy cranes. Different eras. One mission. Uncompromising uptime. Reliability. And safety across every generation. New GFC leadership is listening. Investing in training and innovation. Raising the standard for themselves and for this port. Because reliability isn't given. It's built through experience, discipline, and a process that delivers. Around the clock, every day of the year. That's our commitment. When a crane goes down, GFC responds whenever it's needed. Whatever it takes. No delays. No excuses. At Port Everglades, safety comes first. Because protecting people, equipment, and port operations is our priority. Every inspection. Every repair. Every PM. Tracked. Verified. Reported. Port leadership sees everything. No surprises. No exceptions. Perceptions. 99.8% uptime. Consistently under budget. And a near perfect safety record for five consecutive years. Results that speak for themselves. Committed to listening. Built on legacy. Reengineered for what's next. Quality. Integrity. Expertise. At GFC, results aren't promised. They're proven. Can you guys hear us okay? Yes, we hear you. Okay. GFC Crane values the opportunity that Briar County has afforded us through this oral presentation. As the company's new CEO brings you insight, lesson learned, and best practices that we've gained through more than 17 years of hands-on experience in the crane industry. I'm Feroz Khan. Under my direction, GFC is already implementing proactive strategies to elevate safety, quality, and accountability, along with communication and operational excellence across all Port Everglades operations. This contract marked a new chapter for GFC. One that focuses on innovation, transparency, and measurable performances. We are integrating advanced technology, data-informed maintenance system, and modernized operational procedure to ensure maximum crane availability, long-term structural integrity, and dependability, reliability for Port Everglades crane fleet. I bring lifelong hands-on experience in business operations through family-owned entrepreneur, including KCM Machine, a company that has been servicing the Port for more than 20 years. I know Port Everglades and Cranes. My professional background combines technical field experience with entrepreneurial leadership. I'm instilling a culture of responsibility, pride, and accountability at GFC. At GFC, our mission is simple. Protect the reliability of the cranes and keep Port Everglades moving. While we continue to build on our 32 years of proven expertise maintaining STS, shuttle boom, A-frame, and mobile harbor cranes at Port Everglades, we also change fundamentally. Why? To ensure your future readiness. Expect forward-thinking decision. Expect high-energy professionals dedicated to safety and precision. Expect the intelligent application of proven real-world technologies. Expect continuous improvement, innovation, and measurable performance gained. Expect clear and timely communication. Expect rapid problem-solving response to crane's section needs. Expect a continuously improving, higher quality, and more motivated workforce. Over the next 12 months, as we hire new talent, expect lower overtime. Expect positive change that you deserve. Change that will greatly reduce the start-up time of this contract. As a responsible contractor and American-owned and operated business, our primary focus is protecting Broward County valuable assets and ensure they are available for the Port customers. On demand. Success factor for this contract are Port customer satisfaction, safety, and maximize the increase of crane uptime. Broward County Valuable Dollar. Broward County Valuable Dollar has been investing in training through GFC. The county preserved the institutional knowledge that the county paid for over the years. That translates into continuity of operation. Importantly, for the last five consecutive years, GFC has come in under the not-to-exceed amount, and furthermore, across our past three performances project under Evaluation Criteria 3. GFC was under budget by $1.6 million. Our goal is to extract the maximum value out of every dollar under the stewardship that Broward County invests in Port Everglades. At GFC, stewardship of Broward County resources is not just a responsibility, it's our commitment. Under my leadership as CEO, GFC enforces its strictly first culture supported by OEM and third-party training and daily toolbox talk and compliance audit. As part of our startup plan under Evaluation Criteria 2A1, GFC will conduct refresher, safety, and OEM technical training sessions. Our safety coordinator stands as a key position ensured adherent to OSHA and site-specific safety regulation. Every employee must now participate in a biannual safety and maintenance training, and each year, supervisor must conduct a full review of all safety discipline related to container crane and industry best practices. During the past three decades, we have performed more than 115,000 work orders at Port Everglades. The level of mastery and preventative care that GFC maintenance team members deliver has transformed the service from a commodity into a specialized partnership with the Port. Across Samsung, Peseco, Gawal, and ZPMC Crane, GFC maintained an outstanding aggregate record of 99.841% uptime in the period extending from October 2024 through September of last year. By combining advanced technology and discipline management, GFC ensured the Port-Crane fleet operated peak efficiency and readiness for every vessel call. GFC designed our organizational structure to minimize management layer and maximize direct communication between GFC personnel and their Port Everglades customer. There are only two management layers, the PM and dispatcher. GFC reimagined project management, empowerment, and autonomy allows high bandwidth in interacting directly with Broward County leadership. While we bring the insight, lesson learned, and best practices gained from 245 years of combined experience, we are also hiring and training the next generation of maintenance and repair technician to prepare you for your future. I'm now going to have Marty Kalin continue the slides. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thanks. Thank you. Welcome. crane must be available and ready for operation when needed. Every task must be traceable, measurable, and verified, and every cycle must result in improved efficiency, safety, or reliability. GFC is now maintaining a structured core competency training program that ensures that every member of our workforce, CMEs, mechanics, welders, painters, safety personnel, and administrative support is trained, qualified, and proficient in the specialized technical requirements of container frame maintenance and repair. Our training focuses on both theoretical understanding and practical hands-on application. Through our visual SDTRAC platform, each employee's certifications, qualifications, and task performance are viewed continuously. Over the decades of our on-site performance and direct involvement with major port operations, we have developed and refined unique field-tested ways of training our personnel that go far beyond traditional classroom learning. The result? A workforce that understands train systems and also knows how to respond efficiently, safely, and intelligently to real-world challenges that these machines present. Our training is purpose-built from the ground up for heavy-duty port train operations. It reflects what we've learned firsthand through thousands of maintenance hours, retrofit projects, and troubleshooting scenarios. GFC proudly introduces the Efficiency Approach, our integrated innovation initiative designed to transform how Port Everglades' crane maintenance operations are monitored, managed, and optimized. This comprehensive system combines GFC's proprietary efficiency app with the visual SDTRAC and Broward County's AssetWorks software to create a synchronized digital ecosystem for accountability, performance, and transparency. Our vision is to create an operational culture in which every task, resource, and decision is guided by measurable data. By digitizing daily tasks and unifying them into a single management framework, we reduce downtime, optimize staff utilization, and eliminate redundant reporting. The success of any program, project, or task hinges on consistent and effective communication. Recently, GFC established a dedicated communication channel with the Port's train section to provide immediate updates on work progress, issues, and safety matters. This new contract is time of change, and we're prepared to leverage this opportunity for transformational change. A major focus will be on the people side of change, ensuring that our employees are prepared, equipped, and supported to adopt new ways of working. For example, we look forward to investing in rapidly implementing a formal quality management system that aligns with the globally recognized ISO 9001. GFC will implement a cyclical four-step voice of the customer framework to anticipate the Port's customer future needs. Continued listening is essential. Analyzing what we learned to uncover trends as well as root causes is the next step. Then we'll act collaboratively implementing targeted improvements. As a fourth step, GFC will track the impact of changes on key performance indicators or KPIs. GFC will identify, track, analyze, mitigate, and monitor potential operational safety and financial risks. Our risk management plan formalizes communication and documentation and lights the way towards continuous improvement. Reflecting the Port's master vision plan, we will be there as you expand containerized cargo throughput and optimize infrastructure to achieve continuous improvement in efficiency and performance. Time brings with it many changes. As your agile partner, we have changed, and we will continue to change, to sustain your future as one of Broward County's foremost economic engines. Now to address Broward County's nine specific questions. GFC sent one of our senior engineers to South Korea during the manufacturing phase of the Samsung trains to participate in the original installation and commissioning of the T-Mic 930 drive systems prior to their delivery to Port Everglades. That involvement gives GFC institutional knowledge of these systems dating back to their inception. GFC's in-house specialists for T-Mic, Siemens, and GE systems continuously train our CME technicians. Approximately 95 percent of all work is performed by GFC personnel. We use subcontractors only to limit cases of supplemental support primarily for OEM level repair. Our approach is straightforward. Every change is documented, every configuration is backed up on secure servers, and every train can be restored quickly. Because GFC has maintained this fleet for more than 30 years, the potential risks are already known and managed. GFC commits to 98 percent to 99 percent operational uptime across the fleet. We will complete 100 percent of scheduled preventative maintenance actions on time. On day one of this new contract, operationally nothing changes. Full staffing, full coverage, and full continuity. GFC delivers a fully capable team without hidden costs or reliance on outside contractors. The biggest cost savings come from prevention and efficiency. In addition, GFC can meet the RFP's scope of work with a 10 percent to 50 percent reduction of hours. Across services, features, and budget, GFC stands out above the rest. We're anxious to get started supporting Broward County Port Everglades on this contract. A major benefit of remaining with GFC is that GFC has contracts with the unions that are currently involved with crane maintenance. As a result, our labor rates are the only ones that are valid at this point. Any other company wanting to perform crane maintenance will have to deal with those same unions, unless they intend to terminate most- Thank you for your presentation. Your time has expired. Thank you for your presentation. Your 15 minutes has expired. Are there any questions for the evaluation committee? We're sure we've got 30 seconds left now. Okay. Okay, that's fine. Yeah, that's fine. Okay. Yeah, that's fine. We're ready to answer any questions. Should we stop sharing? You can stop sharing. This is Richard Tornese. I guess I have a question. I guess it's slide number eight. I don't know if you could pull it up. Slide number eight. Yeah, I'll pull it up here. Okay. Yeah. And it's having to do- Okay, yeah, I'm here. Right. Emergency response time, less than 30 minutes average. How did you achieve that? In what ways did you implement the staffing plan to achieve that? Well, so GFC, we are always on site. We're there 24-7, 365. And so we are there. In fact, it's less than 30 minutes. It's average about 15 minutes. And the way that's done is that we are fully staffed, and we always have CME, CMT, and supervisor on site. So it's just a matter of, you know, the reason why sometimes 15 minutes is our access to the dock. There's a gate. And sometimes the gate is backed up. So historically, it's been 15 minutes to get to it. But we're always on site to answer your question. Okay. No, that answered my question. Thank you. Yeah. Hello. This is Tony Hui here. Thank you for the presentation. You managed to get a lot of information within a limited period of time. We are going through it. So my question is, looking at your org chart, your proposed project manager, Mark Tinney, he does not appear to work for your firm at the moment. And he has a starting date to be determined. Realizing, of course, that you guys have been on site working on a maintenance contract at the moment. But how does a new person coming in fits into the picture? And how is he going to be able to establish the, you know, what you guys have, how to connect with what you guys have done in the past? And how can he, being a new member, extend that improvements into the future? Got it. Great question, by the way. So yeah, so Mr. Tinney, he has been in the crane business for, I think, probably 15 years. I don't have his resume in front of me. So he has been an integral part in the SDS cargo crane business. And he understands the management side of the crane business. And to answer your question specifically is that he will be the one that oversees, so a big thing for us will be the new visual as the track. Visual as the track, it's, it's, it's something that was brought up to our attention via audit by Broward County, that they want to track downtime down to the minute. Well, with visual as the track, it gives us the ability to track it down to the seconds. So part of Mr. Tinney, merge into the company, or employment into the company would be, would be to have the control access of the visual as the track program. And this will get a little bit complicated, but I'll, I'll, I'll do the best to, to, to make it short. So I don't bore you to death, but everything he do, there'll be a work order attached to it. For example, crane number SP1, you know, he'll be the one create a work order that has to do with pre-inspection, post-inspection, road change. And he'll be the one that manages that particular, that particular visual as the track. And he'll be, he'll be handing out the work orders to the supervisor, and the supervisor passed that down to, to the, to the CME and CMT. And this is a request that we've been working on based on audit, like I said, from Broward County. So his main role would be a direct communication to, to the crane section and for us to comply with, with past audits that we had, which he's very good at. He's a good, good as far as, you know, integration to the visual as the track program. So that's kind of the short of it, you know, on how he will be integrated into the part of GFC. Just to confirm, Mr. Tinney will be on-site, on a, on a day-to-day basis, full-time. Correct. On-site. Correct. Thank you. On-site. You're welcome. Hello, gentlemen. It is Carlos. So I have a question. You guys are, in your presentation, it seems like your, most of your expertise or experience is on the Samsung cranes, um, drives, um, drives and the T-Mike system. So as we have six new cranes on-site and we're upgrading all the Samsung cranes, what's the plan or timeframe to have personnel on-site or training on-site to get your fleet up to, up to par and for, as far as the drives are concerned, as far as the new T-Mike systems are concerned? What's, what's the plan for you, uh, to get everything up to par because we're already there. Yeah. Great question, uh, Mr. Rubio. Um, so I've been in conversation with, um, Mr. De La Cruz and part of this new upgrade project, which I think you may be aware of, um, is that the part of the package comes with training from T-Mike and we discuss it about getting them here a bit earlier. Now we have to finalize that. And I think it comes with a week of training. Additionally, we're going to reach, reach out the third party, uh, training facility, which we made contact with to perform, uh, biannual training for all of our CME and CMT. To answer your question, Mr. Rubio. Um, okay. Additional to that question, I understand that the training will come once the cranes are, or before the cranes are upgraded, but a training of that magnitude that we're offering you guys is not enough to get you up to par. If you have some downtime or you have a drive down or any issue, um, do you have, I guess, uh, included in your pricing, do you have a remote access, especially for Siemens from the Agatwal system and, uh, for the new T-Mike system? Do you, are you planning on putting a remote system on, um, on your, um, I guess on your contract? Is that part of it? Um, I'm not sure what you mean by remote. I don't think we could remote into those cranes without Homeland Security risk, Mr. Rubio. So I'm not sure, um, is that what you're referring to or referring to something a bit different? No, that's, that's what I'm referring to. The remote, remote access to those cranes or someone on site or local that can get you out of a jam on a weekend, nights, holidays, where your personnel may not all be trained at the time to take care of those issues. So the remote, um, the remote access, that is something that has to be granted, uh, to us through you and I guess Homeland, because those cranes, you know, or they're, um, they're, they're being looked at strictly now. Um, but to answer your question, we do have in our budget, we do have personnel to provide on, on, on, on those access, but it's not remote. Remote is something that we'll have to get from, from the crane section. Um, but it is in our budget, if that's your question. Yes. To provide my annual training and on the event emergency as our, I think, I think one of our slides says that we have, uh, OEM specific people on call. Okay. Thank you. You're welcome. Okay. Uh, Glenn Wiltshire. Thank you for the presentation. Um, just so you're aware, we didn't actually see the video. We heard the video. We didn't see it, but that's a, that's neither here nor there of the text. We heard, we heard the explanation. Um, so a couple of questions related to, uh, I had one on the S to track, but I think that got addressed already. Uh, talk a little bit more about the pricing because, you know, your, your hourly rates are higher than the other, uh, vendors that came in and we'll leave it at that. Uh, so is, is part of that being driven by these additional enhancements like the ISO 9001, just trying to get a sense of, of, uh, you know, what's the cost of these, I don't want to call them extras because they're good things to have, but, uh, looking at from a cost, uh, management sub standpoint, recognizing that I think I heard Mr. Callan say that you saw the opportunity to reduce 10 to 15 percent of, uh, hours. Yeah, correct. I'll have Mr. Callan, um, address that in, in a minute, but, um, Mr. Wilshar, um, great question. Um, to, to speak to the pricing, um, we have, um, uh, existing contracts with, with the local unions here. Um, so, which is the Federation, the, the MEBA and the SIU, correct? Yeah. So those, those, those pricing are fixed. What is given to you on an a la carte basis? And this is a, this is something that, you know, um, we could discuss in length at, you know, when me and Marty is available, um, at your convenience is that there are some things you ask for, um, in the bid. Um, some of them are specifically, um, the, some, I can't recall while it's been a minute, but one of them was the, the, the, I think some pickup trucks, is that correct? Yeah. Golf cart no longer needed. Um, we added pickup trucks and then also we incorporate some training into the pricing that we, that we want to promote and, um, you know, some other things, which, which we'll happily discuss with you, um, you know, at length, but as far as the 10 to 15% goes, um, I'll let Marty, um, you know, uh, talk to that, how we, how, um, it saved you that, that amount. Yes. Um, so we completed the spreadsheet, the RFP spreadsheet, and, uh, it's our opinion that the spreadsheet is requiring a lot more hours, um, that is necessary. So we, uh, we feel we could reduce the amount of hours that we would build the port by 10 to 15%. And so that would be a substantial reduction, um, you know, from, from what we, from the amount that we put in, uh, but, but because we had to comply and be responsible and responsive to the bid, we had to, um, include the, the amount of wages based on the amount of hours that was required by that, by the RFP. Uh, as you know, the wages, um, include, the bid includes, it's a, it's a completely fully burdened number. And so, uh, that, that will include vacation time, that will include sick time, holidays. And so, uh, uh, because it's included, we can reduce the number of hours, uh, by 10 to 15%. I hope I answered that. Okay. Yeah, I think you did. You know, the, uh, the, the main thing in, in, as you said, is what, what's it, what was in the RFP was a notional number of hours. So everybody was bidding the same way rather than have you make an assumption of how many hours you would take compared to someone else, you know, another vendor saying, oh, I can do that less. So I, and now I understand where you're coming from on, on that answer. Yes. Uh, but let me, let me just, let me just add one more thing. Um, I just want to make it clear. Uh, so the, as you know, the largest component of the, uh, of the bid, of the budget is of course labor. And we're constrained by the, by our three unions. And so when we, when we, um, you know, completed the proposal, it's based on a projection of what we would be, uh, not just a projection, but also discussions with the unions on what the labor rates are. So, um, so that's, that's, uh, really the main driver for the, for the cost. Um, and, uh, you know, we, uh, we believe it's our understanding that Broward County, uh, supports, uh, these unions and wants people, wants the workers to get paid well, particularly Broward County workers. And so, um, you know, this, this is, you know, this is really the constraint and the driver for these wages. There are other areas that we could talk about in the negotiation about, um, you know, where, where this flexibility, uh, in terms of non labor, uh, wages. But we, we decided to, um, you know, until we have those discussions, we decided to be conservative, um, rather than be in a situation where we underbid and then, you know, we have to sort of talk about, you know, what, you know, we don't want to say we made a mistake. We'd rather start, uh, conservatively and then in discussions, uh, I don't want to be presumptuous, but hopefully we would get to that stage and then, uh, we could see what items are really essential, essential. We've also added, um, um, a new budget for trading, um, and that has increased the budget and safety, uh, for safety personnel. So we have a number of added, um, features that we do not currently have, um, in the, in the current, current extension, one-year extension contract. Okay. So I guess I could summarize by saying we look forward to get, getting that, that price down, down, um, and coming up with a win-win situation on cost. All right. Thank you. Uh, just one, uh, following question on your collective bargaining agreements. Uh, are they in place covering the, the entire term of what would be a new agreement or are they just, are you referring to the, uh, the agreements as they are in place today? Because you did have projections of, you know, multiple years. Yeah. Um, with the SIU, um, which is the bulk of our employees, we already have negotiated the contract anticipating, um, three to five years. So that's, uh, that's already, uh, that's already in place. And we've had extensive, uh, meetings and discussions with the Federation. Um, but we, we, we don't have a signed, uh, collective bargaining agreement, um, at, at, at this moment. Uh, they wanted to see whether we were going to win this contract. And so it's sort of a, a chicken egg, uh, uh, uh, issue. Um, I could tell you we, um, on the extension year contract, uh, uh, uh, they're turning, it's turning out that they're being reasonable. Right now we're about a half a percent difference right now in our discussions. So we're cautiously optimistic, um, that we'll be able to, um, get that collective bargaining agreement, um, you know, finished with, with, with reasonable rates, uh, based on our track record, based on our history and, uh, and track record. And the MEBA is the third union and they pretty much go along with the Federation and we only have three MEBA, uh, workers. So, um, yeah, so, so really we're really talking about, about 40% of our workers that has to be negotiated at this, at this point. Thank you for that. I have one more question, but let me see if anyone else has any more. Uh, last, last question. You made reference to training, uh, and, uh, I think Carlos, this question, sorry, touched on it. Uh, can you talk a little bit about cyber security and, uh, some of the measures that you would put in place to address the risks that we read about in newspapers and things like that? Got it. Got it. Yeah. Um, so we will start with, with, with access, like mechanical access onto the crane, meaning, meaning you just can't walk up, go up on the crane, hit the home button in the elevator, jump in the crane and go up. That's our step one is to have some kind of restriction on who accesses the crane. You have to come to the shop. If, if you're a subcontractor to Broad County GFC, you come to the crane shop, you sign in, you're done, you're then, you're then given an access code and then you go up to the elevator. So that's step number one is that no one could, could just walk up on the crane anymore. The grunt control station, uh, uh, maybe Carlos, correct me if I'm wrong. There'll be some, some kind of locking system on the grunt control station. So you, you wouldn't be able to have access to that. Furthermore, as far as the actual, um, the, the, the GSM network to access the crane, um, you know, that there is, it, it's managed through, um, the crane section. We go through the crane section. Um, I think there's an IP address somewhere that we go through that's governed by Broad County. So it's secure, whatever security system that Broad County and the crane section has, we implement that as far as remote login to the crane. And as far as mechanical system go, going up to the elevator camper with the crane, that's an additional two steps that GFC plan implementing on the crane. Did you want to mention subcontractors? Our subcontractors, we could a subcontractor. I hope that answers your question, Glenn. Uh, yes, it does. Uh, no further questions from me. And thanks for bringing that up, Marty, about the subcontracting, as that's always been a, uh, very sore subject at, um, Port Everglades. So with your training and the expertise that you're bringing to the table, Mr. Khan, what are we doing with a subcontractor? Are we training your technicians? Are you buying the equipment needed so we don't have to go outside for this subcontracting unless it's specialty, um, work? Yeah. Um, Mr. Rubio, yeah. Great question again. Um, actually, Marty, Marty just brought it up and you, you know, you, you guys are aligned on that level. So we, we discussed that in detail and, um, we, uh, I think one of our page, if you don't mind me pulling that up here. Um, well, I think one of the questions were subcontracting. Um, do you want to share it? No, let me just pull up here one second. Hold on. Uh, so I'm, I'm trying to pull up our thing with subcontracting here, guys. Um, where's it at Marty's subcontractor? Um, I lost you guys. No, you guys are there. There you go. So, um, the subcontractor, we plan on doing, I think it was 97% of the work in house. 95, 95, 95% of the work in house. The remainder 5% are for OEM level, um, uh, you know, uh, support IE like the Bobenger, the Alamac, um, the, the, the T-Mikes of the world, the Broma, but everything else other than that, you know, um, like, like, uh, some certain, certain extent of structural welding, like doubler plates, um, which I know you're very familiar with Carlos. We perform all that in house, but when it comes to the OEM level support, like, uh, T-Mikes, as you know, um, and Broma doesn't, doesn't let us into the computer. That's their thing. If we do all by all warranty or voice. So there are certain limitations that we have. And, um, uh, when it comes to Alamac, um, which we're dealing with right now, Alamac is very, very unique. Elevator. The elevator, the elevator in the crane. I'm sorry. Elevator. Yeah. So, uh, when it comes to the OEM, OEM level stuff, um, you know, those specific guys, we have to go to them, but everything else, uh, we do in house. Okay. And just one more question for y'all mind outside no, go ahead outside of Port Everglades. Um, you guys have been here for 30 plus years outside of Port Everglades. Have you guys held any kind of maintenance contract before, during now outside of Port Everglades? The, so the answer to that, um, question I think is no. Um, we are a unique partner to Port Everglades. We concentrate all of our effort to, to, um, Port Everglades. And we're thinking that we, with my expertise from, from KCM, right? Right. That I'm on board here with, from KCM, I'll bring, you know, I think most of you guys, they're probably, um, you know, know of KCM. I'll bring that level of, of, of commitment from KCM to GFC. And, um, to answer your question specifically, um, we look at ourself as a special purpose vehicle, but dedicated to Port Everglades. Um, you know, and thus we don't have any other contract, current contract outside of Port Everglades. Good answer. Thank you. Are there, are there any additional questions from the committee? Project manager, any questions? So the, the second presenter, GFC Crane Consultants, has now completed their presentation and answered all questions. Would purchasing staff invite the third presenter, Port Technical Training Institute, LLC, DBA, Port Technical Services to join the closed portion of the meeting for the presentation. Thank you again, GFC. Mr. Anastasia, are you representing Port Technical Services? Yes. Okay. Thank you. Let's give us a few minutes here, and then we'll, we'll, um, be right back with you. Okay. I also have David Rodriguez with me, who will be doing part of the presentation. Okay. Yes. Yes. So if everybody could just, um, give us a minute. We're going to take a two, three minute recess and we'll be back shortly. Okay. We'll give us five minutes. Okay. Thank you. Okay. No problem. Alrighty. Thank you for your patience. Okay. Great. Okay. Um, Port Technical Services, Inc. Um, I apologize. Port Technical Training Institute, LLC, DBA, Port Technical Services, Inc. Attendees can be viewed in the team's participants panel, displayed on the screen is a list of county staff. Please review to ensure only your team members and county staff are in attendance. Port Technical Services, while you are reviewing the list, please advise which member of your team should be designated as the presenter in the teams to share their screen during the presentation. You're on mute. I can't hear you. Hi, Jim Anastasia and David Barregas. We're together. So, uh, just, uh, uh, I'll be, uh, uh, sharing the, uh, presentation on my computer. Okay. All right. Um, for the record, um, please affirm that there are no other individuals in the meeting other than your team and county staff. I confirm it's just me and David. Okay. Who's, somebody's in there live? James Dean? Somebody, somebody, I'm going to deny it. I don't know who they are. Yeah. Okay. I see you gave me the share now. Okay. Um, you will have now have five minutes to set up purchases there. Please start the five minute timer for setup. How can I go to my, say, browse? I'm going to go over here. Hmm. Why does it not let me go to my documents? What the hell? I'll leave that there for a second. No, it's PowerPoint. No, that's not it. No, that's not it. How do I get it? Can you guys see the screen there? Yes, we can. Okay. Okay. Okay. We're ready to start. Okay. You're ready to start. Purchasing, would you start the timer for 15 minutes for Port Technical Services presentation? You may begin. Good afternoon. My name is Jim Anastasio. I'm the owner of Port Technical Services. I bring 40 years of experience in the maintenance and repair of ship to shore container cranes. I'm a licensed electrical contractor, authorized OSHA crane inspector and signatory, a certified technical trainer, and an authorized OSHA maritime trainer. I began my career as a crane electrician and advanced to a vice president of maintenance and engineering at the Port of New York. In that role, I oversaw the maintenance and repair of 16 cranes, more than 200 pieces of container handling equipment, the terminal's electrical distribution systems, and procurement of new cranes. Throughout my tenure, I consistently improved crane reliability while reducing operational cost. Recognizing a need for specialized crane service and technical training along the East and Gulf Coast, I founded my own companies. Over the past 25 years, my teams have trained thousands of port mechanics and equipment operators, offloaded and commissioned over 200 port cranes, refurbished approximately 500 cranes, raised 50 cranes, and relocated 130 cranes. One of our notable achievements includes being awarded the APM maintenance contract for 20 cranes across six ports in the United States. I am confident that my team and I can significantly improve crane maintenance operations at Port Everglades while delivering measurable cost savings. Good afternoon. I'm David Rodriguez, Vice President of Crane Services at Port Technical Services. I am a United States Marine Corps veteran. I bring over 20 years of experience in the maintenance and repair of port container cranes. I hold multiple industry certifications, including authorized crane inspector, certified welder, certified rigger, and certification in medium voltage electrical systems. My background combines technical expertise and operational leadership in complex port environments. For the past 11 years, I have worked at Port Everglades, where I developed a deep site-specific knowledge of its crane infrastructure and operations. My experience includes four years as a GFC crane supervisor and seven years as a local ZPMC crane service manager. In that role, I led the offload and commissioning of six ZPMC cranes and managed the refreshment of seven Samsung cranes at Port Everglades. This combination of hands-on technical expertise, leadership experience, and long-term involvement at Port Everglades uniquely positions me to lead the crane maintenance and repair operation as project manager. Port Technical Services provides three services to the ports along the East and Gulf Coast of the United States. Crane maintenance and repair, training for port mechanics and equipment operators, and OSHA crane inspections. We provide a full range of crane repair services. We teach mechanics on all trades and all types of equipment in the ports. We also provide safety training. We also train the operators that drive the equipment, hands-on, classroom and with simulators. Each year, Port Technical Services performs approximately 900 OSHA inspections. We have long-term contracts with many of the ports along the eastern Gulf Coast. Port of New York, 23 years. Philadelphia and Delaware, 20 years. Port of Miami, 20 years. Port of Virginia, 10 years. Port of Houston, five years. And the Georgia Port Authority, four years. I want to be moving into the project approach. PTSA startup plan is designed to ensure a smooth transition while maintaining full operational continuity and minimizing any disruption to ongoing crate maintenance. During this initial phase, our management team will conduct a thorough assessment of the operations at both terminals. This includes evaluating staffing levels, maintenance practices, equipment condition, and workflow processes. The goal is to gain a clear understanding of site-specific requirements before making any changes. At the same time, we will work closely with Port Management and Crane Section Manager and key stakeholders to review procedures, safety practices, and performance expectations. This collaborative approach helps identify opportunities for improvement without impacting current operations. Once the assessment is complete, we will begin implementing improvements in a structured and coordinated way. This phase approach ensures the workforce is prepared, operations remain efficient, and all contract requirements continue to be met. Our approach to maintenance is built on planning, balance, and continuous training. Scheduled maintenance is distributed evenly across all shifts so that no team is overloaded. This allows technicians to focus on doing the work safely and thoroughly while keeping maintenance on schedule. Progress is tracked regularly and supervisors actively monitor completion, coordinated resources, and address potential delays before they impact operations. To support both routine and unexpected work, we place a strong emphasis on training. Our teams learn through hands-on experience, repetition, and review and pass maintenance activities. This helps reinforce best practices and strengthen technical skills. For emergency or unscheduled repairs, our teams are trained to respond quickly and efficiently. They are prepared to assess issues, mobilize resources, and complete repairs with minimal delay. Our philosophy is simple, trained for what could happen so that when it does, our team is ready to respond safely and effectively. Our staffing strategy ensures continuous and reliable coverage at both Midport and Southport terminals while maintaining flexibility and efficiency. All personnel are cross-trained to work at both locations. This ensures we always have qualified staff available where they are needed most. At Midport, we operate three eight-hour shifts, each staff with one crane technician and one crane mechanic. This provides consistent coverage for daily maintenance and repairs. At Southport, we use our four rotating shifts. Three shifts provide full daily coverage, each staff with two technicians and four mechanics. The fourth shift remains on standby to handle emergency major repairs or increased workload. This rotation also ensures a balanced 40-hour workweek. We also have three floating mechanics who provide additional support for major repairs and help cover absences. To support corrosion control, we assign three welders and three painters across both terminals. Their work helps maintain structural integrity and extend the life of the cranes. Administrative support includes a project manager and administrative specialist and a scheduler. To ensure accountability and efficiency, we will implement a tracking system to monitor maintenance activities including work orders, inventory and crane billable hours. Our project manager approach is focused on reliability, accountability and safety with the goal of achieving at least a 99.8% crane uptime. We use a proactive maintenance strategy that emphasizes preventive maintenance and early issue detection. One key practice is conducting pre-operational crane inspections at least four hours before scheduled use. This allows us to identify and correct issues before operations begins. Our on-site manager provides daily oversight including reviewing work progress, checking equipment conditions and ensuring procedures are followed. They also stay actively engaged with the team to reinforce accountability and support operations. Quality assurance is built on proactive monitoring and continuous improvement. We rely on preventive maintenance, detailed inspections and proper documentation to maintain high standards. If issues arise, we conduct root cause analysis and implement corrective actions. We also share lessons learned with the team to prevent repeat issues and continuously improve performance. Training is a core part of our operation. We provide a combination of on-the-job training, classroom sessions, individualized instruction when needed. Formal training sessions are held at least once per month and focus on maintenance procedures, troubleshooting safety and best practices. Employee performance is evaluated through hands-on observation and supervisor feedback to ensure skills are effectively applied in real-world situations. Safety is integrated into everything we do. It is reinforced daily through our training, oversight and clear expectation. Unsafe practices are not accepted and all employees are expected to maintain the highest safety standards. Through this structured approach combining careful planning, strong leadership, continuous training and proactive maintenance, PTS will deliver reliable crane operations while supporting the port's performance goals and maintaining a surf working environment. We will now move on to the evaluation committee topics. I'll read the questions and then our answers. Describe your experience maintaining TMIke electrical systems on ship to shore cranes, which TMIke drive and POC families are your technicians trained or certified on. Our team has extensive experience maintaining multiple generations of TMIke drive systems, including those currently operating at Fort Everglades. Specifically, we are experienced with both the DC2000 drive and the TMD drive 10E2 drive platforms. We are also provisioned in the POC system currently installed in the Samsung ZPMC cranes, including the GE9030s and the newer RF3i POC families. I am currently involved in the upgrade of the Samsung cranes, which includes the replacement of drives and POCs, as well as the commissioning of these systems. This work provides direct hands-on experience with both legacy and modernized TMIke control platforms. The following question is, will you commit dedicated TMIke specialists and Siemens specialists, or do you rely on regional slash on-call engineers? I will serve as the on-site TMIke specialist in addition to our training institute employees for instructors who specialize in dry systems and POC technologies. These specialists will support the project by providing training to existing personnel to ensure they are fully proficient in operating and maintaining these systems. We also have a direct line of communication with TMIke technical support should an issue arise that exceeds our internal capabilities. The following question is, what is your backup and recovery plan for PLC logic, HMI configurations, and TMIke drive parameters? Our standard practice is to perform quarterly backups of all critical system components, including PLC logic, HMI configurations, and drive parameters. These backup files are stored on multiple secure storage devices and locations to ensure redundancy. In the event of equipment failure or data losses, system configuration can be quickly restored to minimize downtime and ensure operational continuity. The following question is, what risks do you anticipate taking over this fleet, and what are your mitigation strategies? The primary risks we anticipate during the transition is employee retention. To address this, we have developed a comprehensive transition plan designed to ensure employees feel secure and supported during these changes to PTS. This plan includes employment assurance and individualized training programs to help employees feel confident and comfortable in their roles. Our goal is to maintain workforce stability while enhancing skill levels and operational effectiveness. The following question is, what in-house specialties reduce reliance on outside contractors and are the roles an estimated effort for proposed contractors? PTS has the capability to perform a wide range of services in-house, significantly reducing reliance on external contractors. These services include, but are not limited to, wire rope replacements, medium voltage cable replacements and testing, crane upgrades and modernizations, fiber optic troubleshooting and installation, trolley rail replacements, application of coating systems, overhead crane maintenance, festoon cable replacements, structural fabrications and design, collision avoiding system repairs and design, and engineering. We intend to use outside contractors only for highly specialized work that requires unique equipment or resources beyond our internal capacity, such as full crane painting projects, precision parts machining, and motor rewinds. What KPIs will you commit to repeat fault reduction? Our operational goals include 99.9% uptime excluding catastrophic or external failure events, 100% completion of preventive maintenance within the recommended timeframe or manufacturer guidelines, improvement in mean time between failures through proactive maintenance and training, reduction of repeat faults through targeted employee training, and enhanced preventive maintenance practices. These KPIs will be monitored and continuously reviewed to ensure optimal crane performance and reliability. The following is transition plans, proposed staffing levels, including retention of existing staff. Our initial transition strategy focuses on retaining the current workforce as much as possible to preserve the institutional knowledge and operational continuity. If new personnel is required, we will use our vast network and experience to recruit and train new hires exponentially. Each employee will undergo an evaluation to identify strengths and training opportunities. Based on these assessments, we will develop individualized training plans to ensure every team member has its necessary knowledge, tools, and support to perform their duties effectively. With access to our training institute staffed by the most experienced professionals in the industry, we are confident the transition will be seamless. Our goal is to develop what we believe will be the most capable crane maintenance operation in the United States within a short span of time. Cost assumptions included in our labor rates are pay and benefit rates included in the ILA South Florida Employers Port Association Agreement dated March 12, 2025, US L&H workers' comp insurance, liability insurance, disability insurance, training, taxes, bonding, vehicle fuels, standard tools, overhead and markup. Any opportunities you see for cost reductions, removing the bonding requirement, consolidating the admin and scheduler role into one position, performing more work in-house than hiring outside contractors. And we commit to working closely with the port engineering team to find ways to improve operations while reducing cost. That completes our presentation. Thank you for your presentation. Thank you. Do we have any questions from the evaluation committee? Thank you. Thank you. Good afternoon. This is Tony Hoy. Thank you for the presentation. The first question I have is I just want to confirm that, Mr. Rodriguez, you will be the day-to-day contact, the project manager that handles the project at Port Everglades. Is that correct? That's correct. Okay. Can you talk a little bit about your team? Anyone else besides yourself, will you be bringing with you and how is that going to integrate with the operations at Port Everglades? Well, David will be the project manager and we hope to retain most of the employees there. I personally will be involved. I live in Palm Beach County, Florida, so I intend to be on site every week assisting David, especially during the startup. So, right now, that's what we have in mind. If we are awarded the contract, then we will, you know, get into meeting with the current personnel and figuring out, you know, who's wanting to stay and who we want to stay and go from there. We have a vast network. I've been in the industry 40 years. David's been in it 20 years. We have a lot of people already reaching out to us that are interested in coming to work for us. But our first choice is to retain the people that are there. Assuming that you will be retaining most, if not all, the employees. So, would your firm just be providing, Mr. Rodriguez? Is that, I just want to get clear how that works. Yes. Full-time. Yes. Full-time on site. That's the plan right now. As, you know, it develops, if we need more, we will. But we also intend to give him a lot of support from me personally. And from, right now, PTS has approximately 18 employees between full-time, part-time and contractors. So, and I've spoken with most of them, and all of them are willing to help out as necessary. Thank you. Hi, this is Jacob. A quick question as far as response times. So, you have 24-7 coverage for the three different shifts and a fourth for critical responses. What timeframe are we looking at as far as that response to make it to the port and start working? Well, hopefully, we're going to have the staff that's trained on site at the time when that happens for response time. If we do need to have extra help come in, then we're going to develop some kind of system where we give these guys a minimum amount of time to get in, maybe within an hour or two. Thank you. Good afternoon, Glenn Wiltshire. Thank you for your presentation. Thank you. Thank you. A couple of questions. On slide number eight, you had a list of customer contracts. How many of those are actually for crane maintenance versus the other services that it seems like you highlighted a lot of your training and your inspection services? None of those contracts are for crane maintenance. Okay. All right. They're either training contracts or OSHA crane inspection contracts. Okay. Okay. You did mention a Maersk contract with APM. Yes. Is that a maintenance contract? Yes. That was a crane maintenance contract for 20 cranes in six ports across the United States. And that was when I owned East Coast Cranes, which was another company I owned that specialized in maintenance and repair of crane services. We were awarded that contract in 2004. And I eventually sold that company to Calmar, a division of cargo tech. And they kept that contract until 2006, I forget now, 2016, I think it was. Okay. And the only reason why we lost the contract is because the cranes we were maintaining were retired or APM moved off the terminal and a different person came in the terminal. But I was the president of Calmar during that time as well up until 2013. Okay. Thanks. Thanks for that answer. A question on transition. And I think you covered the intent to do your best to retain as many of the existing workforce as you can. You had also indicated that the, I think it was, I don't know if it was in the written word or what was said about the, they would be covered by the International Longshoremen's Association agreement. Because as you may or may not be aware, GFC currently uses different unions for their workforce. So did your proposed rates, what was the underlying assumption that they would move from whatever collective bargaining agreements they're with now to the ILA? Yes, that's the assumption. That's the assumption. I mean, we are open to, you know, some kind of hybrid. I mean, right now, and for my career, we've been affiliated mostly with the ILA. And so we bid this contract with the ILA rates and agreement. So we hope to be able to move as many people as possible over to the ILA. And, again, you know, we would be open to some other arrangement. But that's how we bid it. We bid it with the ILA rates. Okay. I have one more question. Let me see if anyone else has questions before I hug this. You made a comment about backing up of data, and there's been a lot of interest in cybersecurity and cranes. So can you talk a little bit about how you approach, you know, the cybersecurity risks associated with container grant-to-granes? I mean, usually we do backups to hard drives, but we can have secure hard drives where no one can access the data from the cranes. I guess we'll work together with your security team and see what works best for you guys. But as long as we have someone we can store the data that's secure, then usually we do that on a monthly basis. And Port Technical Services currently has and has for the last number of years contracted data pros for our cybersecurity and for our IT assistance. Okay. So would they come in, because it's a transition, obviously, from our existing crane maintenance company, would that include an assessment of the current state of cybersecurity protections? I'm just trying to understand. I understand backups, offsite backups, but, you know, what would your transition plan be on that? So we would first have to learn more about, you know, the system there now, but data pros is contracted by us. So they would help us analyze and give us advice on what measures we would need to take. They are a licensed Microsoft company. So, yeah, I mean, we would start there and, you know, go from there. Okay. All right. Thank you. I think that's all my questions. Hello, gentlemen. This is Carlos. How are you doing? How are you doing, Carlos? Hi, Carlos. Just going through your submittal, you guys have a bunch of resumes in there, but most of everybody you have on there is mostly training. Besides David, who from that group will you have on site helping on startup and, I guess, getting all the guys moving to the way you want everything to go? Yeah, the plan is for David and I to be on site to get things started and to use the team as needed. Right now, you know, it's too early to say exactly what we will need until, you know, our understanding is we will have many months between the award of the contract to the actual start date. And during that time, you know, we plan to evaluate, and David already knows a lot of the personnel there, but we plan to evaluate the personnel and see, you know, what weaknesses they have, if any, and, you know, fill those voids in. So right now, the plan is for me and David to do all that evaluation and then use other team members as necessary. Okay. One more question on outside work, subcontracting work. What's the plan for that? Are you guys pretty much geared up with enough personnel, enough gear to be able to reduce our subcontracting? Well, that's our plan. Our plan is to gear up and train. You know, I have 40 years experience and David has 20, as we said. So I think, you know, we'll bring a lot to the table with reducing outside contractors that will be needed. So, yeah, the plan is to, you know, acquire the equipment that we need, you know, before the start date and, you know, be ready to train as much as necessary. Yeah. So, and also we have a network of subcontractors from our, you know, from our career that, you know, we worked with for a long time and would jump right in to help us as needed. Okay. Thank you. Are there any additional questions from the EC? Okay. Project Manager, do you have any questions? Port Technical Services, thank you for your presentation. Purchasing staff. Thank you for having us. Thank you. The third and final presenter, Port Technical Training Institute, LLC, DBA Port Technical Services, has now completed their presentation and answered all questions. This concludes all vendor presentations. Purchasing staff, invite all vendors and members of the public back into the open portion of this meeting, please. Let's go to the, so the next order of business is the scoring of vendors. We have the vendors back in the teams. We want to give them a few minutes to get back on. Let's go back. Okay. I think we're pretty much represented by each prime. So, the next order of business is the scoring of vendors. 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 as primary score is more than 25% above or below the average score or falls outside the 95% confidence interval. If there are no outliers, the evaluation committee members may adopt the mean, which is the average score, as the final consensus score for each 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 medium score as the final consensus score for each criteria. The points for the 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 sheets to the purchasing division, I will recess the meeting to tabulate. When the tabulations are completed, I will then reconvene the meeting where the evaluation committee will have the opportunity to discuss outliers identified through the mathematical analysis of their preliminary scores and make score adjustments if committee members choose. Committee members, are there any questions? Thank you, Glenn Wiltshire, once again. A question, because two of the three presenters in their presentations provided a lot of information that was well beyond what was in their written submission to the county as a response to the RFP. I think one of them submitted a separate package even as somewhere in the process. So my question really is from a process standpoint, how should that be addressed? Because, as I say, there was some information provided in presentations that was not covered by their original submission to the county. Okay. And yes. And so in that regards to the submittals that were received from each vendor, the vendors were requested to provide their proposals addressing the criteria. In this instructions to vendors, the vendors were notified that if they did not respond to the evaluation criteria, that they may not be scored on that particular criteria. So, at this point, I would say it's at the discretion of the committee members. Do you want to score or not score an area that you did not receive a response that was not submitted in the proposal? So, that would be for your discussion, whether or not you want to consider scoring or not scoring as it was permissive in the instructions to vendors. Okay. Just a follow-up question, then, is that in some cases there may be a situation where it wasn't addressed in their submission, but then was addressed in the follow-up. In other cases, it was addressed at a very shallow level, and then the presentation had a lot more detail. So, it's been a while since I've done one of these under the new process, so I'm just trying to understand how I take things into account or not, as the case may be. And from the procurement side of it, we asked them to provide their submittals presenting with their information in the submittal to meet the answers to the criteria. If that was not presented in the proposal that was received, again, as instructions to vendors, we stated that it may not be scored because it was requested that they provide it. Granted, yes, they may have came back and talked about it in the presentation, but as EC members, we're asking you to look at the submittal as provided by the proposals. And we should, the EC should be basing first off of the submittals because the submittals contain so much more information than can be categorized in a 15-minute presentation or short Q&A response. What we, what the EC gathers in the presentations and Q&A should be supplemental to that and also taken into consideration. I'm not saying to disregard it at all, but I think that might address your question a little bit further. Yeah, it does, for me anyway, I understand. If it wasn't in this original submission, then from, it's a discretionary determination, but, you know, whether we take into account what they said during the presentation, it's up to the EC member. Correct, and the EC, you know, the EC members sort of as, as a jury could take these things into consideration. However, it's, it's the submittals themselves that, that the EC members look towards. The, the presentations, Q&A, that's supplemental information on top of what's, what's produced by the vendors. Thank you. I, I think I heard the key word there is on top of, right? Information on top, the presentations information on top of. Yeah, correct. It's, it's, it's, presentations and Q&A periods are, are, are, are ways for vendors to provide, you know, additional information that EC members might individually have questions towards, or also to, to, to, to highlight certain key aspects of their submittal. Okay. Okay. Okay. But the scoring should be specific to the, the submittal. Yes. When you did the disclosure, it was being, based off of the submittal that they provided, that you would score. Uh, be fair and, and partial to them. Yeah. Yeah, it's Richard Tornese. Um, so Alex, actually, that was the same point I was gonna bring up that Glenn brought up. Uh, so, do we discuss this as a group before, as far as that actual, I think it was the approach, right? Or, that was not response, at least didn't have a response in the initial submittal? Or do we take an account individually, whether we have a reduction in our mind as far as scoring? Or do we have scores, don't score at all? So I'm just trying to get an idea. Uh, would this be a, a group discussion in a way that we can discuss it as committee members in Sunshine? Or do we, um, just taking an account and, and just whatever we've wanted? Yeah, this, this project will, our, our evaluation includes a consensus score in here. So, at first, you will all submit individual scoring. And then during the consensus scoring aspect of it, once we start going through the scoring with everybody, um, there, uh, each, each aspect of the scoring will be opened up for discussion. So, that's the moment when the individual EC members will be able to explain, oh, I scored this vendor higher or, or that one lower because of the X, Y, and Z reason. So, there, there will be a moment for, for open discussion amongst the EC members. However, that's after the individual scoring. And for the discussion to be open, and correct me if I'm wrong, but it, it depends on how they score. So, the specific, it, it has to be a triggering moment, correct? Yeah. It has to be a triggering outlier for then the EC to, um, to, to, to start discussing that specific aspect. If everybody's kind of on the same page in terms of scoring, we kind of go over to the next item. Yeah. So, if it's close to an outlier situation, then it's up to the EC to discuss, or sometimes the EC could just move along to the next item. Oh, okay. So, yeah, I get, so, um, you know, it could be that we take an account, um, that there was an initial submittal and they supplemented it. It could be at a, a, a, a scoring level reflective of that. So, in other words, you take an account both, or is it just, you know, because I, they've come back and they've actually supplemented some of the information. So, my question is, is it at a, do we take both an account and just score accordingly, because they didn't have it in one, but they brought it there, or is it just zero? So, again, we're going back to the original proposal that was submitted by each vendor as your objective of scoring. If the vendor did not answer the question, um, I don't know, and I refer to the county attorney's office, can they make a motion as a group to not score that area? Or can they just score, and then we'll look at an outlier? Yeah, it's up to the EC, if you guys would like to score, then look at the outliers, or the EC could open up, entertain a motion to, um, as, as you just stated. Um, you know, not, decide not to score on that specific. A particular area, if it's something that you want to address now. So that you are, I think where you're going is that you want to all be on the same page, doing the same thing. So, with that, is that the discretion of the committee to make a decision as to, um, uh, make an address to, make a motion to, as regards to that particular, um, section that was not responded to, as to whether or not you want to score it. Or if, and, and so, and we can go from there, take it from, at that point. Or you can score it, and then if we choose to, everybody's score it, and we have outliers at the point of the time when we get the preliminary scores back. We would then discuss it, for you to then make a final decision as to whether or not, for those who score, who may score at zero, or who may give a lost score, then you would have the opportunity to then address whether or not you want to change your score or keep your score. Okay, no, that actually, you hit, that, that was actually the point I was getting. So, I guess I can open up a discussion for the committee, um, if the, if the committee... Yeah, after the individual scoring. Oh, after. Yeah. Okay. Which is why, why, why we have consensus scoring, too. Gotcha. All right. So, at this point, we score whatever how we want to score, and then if it becomes an issue, then we'll do it after the action. Okay. No, that, that works, too. Okay. Thank you. All right. Thank you. Yeah, go ahead, Harmony. Okay, so just to provide clarity, what you're doing right now are your individual preliminary scores. Once we collect those, purchasing will tabulate. We will then reveal on the, on our screens for everybody to see, the whole public, the side-by-side with all of your scores. That spreadsheet then will be open for discussion. That's when you guys will, it'll have the outliers, like, that will be outlined in orange. We'll be able to talk about them. And we'll open the floor for discussion. You can even ask each other. If you see something, you can say, hey, Tony, what did you see there? Sounds good. That's, that's exactly where, but it's happened. Just make sure you are prepared to reference the specific criteria and the specific information that you're referring to that led you to your scoring. Okay. And again, you, you can make updates to your scores at that point, your individual scores, if you wanted. If someone presents information that, that you hadn't considered that will impact your scoring, you could do that. You just need to reference the section of the reason why you want to make the change. Thank you. Are we all good? Okay. Thanks. So at this point, we are ready for you all. If you all have your scoring sheets so that you can submit your scores. So committee members may begin scoring. Purchasing will notify me when they have received all the committee members' preliminary score sheets and are ready to be tabulated. Please make sure when you send your email with your score sheet that you copy everybody that was identified on that email list. Thank you. Okay. Okay. All committee members' preliminary score sheets have been received. And we will now take a recess to tabulate the results. The time is 3.57 p.m. And we're in recess. Okay. I'll put us back in the meeting. Okay. Alrighty. We're back. We want to now, the time is now 4.22 p.m. And I would like to reconvene the meeting. The preliminary scores have been tabulated and the outliers have been identified. Before we begin the review of the preliminary scores, let me review a couple of the key reminders. One, evaluation committee members may verbally revise their preliminary scores based on committee discussion, provided they articulate the rationale behind any adjustments. Two, the recommended score column in the Excel spreadsheet reflects the mean or the average score. Where outliers are identified, the medium is reflected. We will now review preliminary scores submitted by the evaluation committee members going vendor by vendor in alphabetical order, starting with GFC Crane Consultants, Inc. Is there any discussion from the evaluation committee members? There were no outliers. So, there were no outliers identified with this vendor. So, can you see it clear? Okay. So, is there any discussion from the EC members? Okay. Hearing none, may I have a motion for the final consensus score for GFC Crane Consultants, Inc.? Yes, Richard, Tony, as I make a motion to accept the scoring for GFC, Inc., as shown. Tony, who are I second? Wait, wait, wait. Just a sec. So, let's clarify. As a refresher, the recommended score column is reflecting the mean because there's no outliers. Are you then wanting to make a motion to accept the recommended score column or the mean score for all criteria? Please refresh your motion. Oh, okay. Sorry. All right. I'd like to make my motion to accept the mean score for GFC Crane, Inc. Okay. So, your motion on the floor then is that you'd like to accept the mean scores for all criteria for GFC Crane Consultants. Is that correct? Correct. Thank you. We need a second to the motion. Tony, who are I second? Okay. All in favor? Say aye. Aye. Any opposed? Okay. Okay. Moving to the next vendor, Port Technical Training Institute, LLC, DBA, Port Technical Services. Is there any discussion? So, there are some outliers here. There are several outliers here, a couple. You can see under Glenn, under criteria 2A is an outlier. Is there discussion? For, I mean, since I'm the outlier. The highlighted ones in yellow. On the three of the four. The rationale I used, and maybe it was harsh, was going back to, I started with what did they address in their written submissions? And then adjusted based on for the things that were in their written submissions that they elaborated on during the presentation. So, that's why I ended up with the low scores I got. The zero for them was because they acknowledged that they have no contract or have not had any contract related to crane maintenance. So, that was the rationale of my zero. Okay. Now, in light of the information, does anyone else have any discussion you want to add, or does anyone want to make any adjustments? Now, just a reminder, the outliers, you are not obligated to make any adjustments at all. The outliers are just pointing out that there is a statistical variance to bring up discussion, trigger discussion. No discussion about that? Okay. Now, on criteria 3, there's several of you. He adjusted. He talked about all that. So, criteria 3, there's several of you. Is there discussion? Yeah. I think I already explained my mind for criteria 3, but if I was overly harsh and need to adjust. On the microphone, please. Yeah. No, on the microphone. Go ahead. Save what you're going to say. Sorry about that. It's strange the way that it turned out on criteria 3 that I was the only one that wasn't the outlier. Is that what it means? So, the outlier is going to trigger if it's either 25% above or below the mean or if it's outside of the standard deviation, which is 95%. So, in this case, you probably fell within. You're within 25% of the mean. Looking at the mean column, that's 11.4. So, you were 10. So, you're well within the 25%. That's why you're not showing as an outlier. Yeah. But then everyone else, that's what's triggering the outlier. Just for the, I mean, from, I guess I really don't need to discuss that, because it's a, but from my perspective, the reason I put my score was I, in one sense, I concur with Glenn, that they also said that they didn't have that experience, but I thought that they had other technical experience, just not the technical experience that we want for this project. And that's why I sort of gave him, you know, a score somewhere in between the maximum and the minimum, and that's the reason I did it. So, based on that description, you know, I'm willing to raise mine to a 10 as well, if that's the process. You're not obligated to make any changes. Okay. If you'd like to, in light of his, you know, if you're taking his input into consideration, and that influences you to make a change, then you may. I looked at purely on the company, the individuals that were there that identified they'd be in management positions, they do as individuals have past experience. Mm-hmm. So, based on that, I'll adjust my score to 10. Okay. And that now is being reflected? We do need an articulated rationale behind the change. I know that you had mentioned that. Okay. So, my rationale, my original rationale is that they acknowledged, they identified in their presentation they had crane maintenance experience. But then, when I asked a follow-on question to Mr. Anzalone, I want to make sure I get his name wrong, he said it was with a different company at a different time. So, that's why, initially, I gave them zero for past performance, but I didn't account for experience of the two individuals that they identified by name that would be part of the contract. So, if that looks like others took that into account, then I would move them up to 10. Okay. Sort of put them in the middle. Thank you. All right. Okay. Do we have any other discussion? So, from anyone else, Richard or anyone else? No, I just was going to, based on the discussion, and I guess with Glenn and Tony, I was going to lower my score to 13. So, but it doesn't, either way, I'm fine. But I think 13 would be more appropriate based on hearing some of their reasoning. Which reasoning? Just, if we can make the adjustment, but just express your reasoning why. What part of their, because they said a lot of things. No, just based on, I was giving them past experience, performance, and was given the credit for their resumes on other projects that, you know, the combination, but not as a whole as a company. So, I think I was doing more individually. So. Okay. So, you would like to adjust your score to 13? Yes. For criteria, if you can enunciate that. Yes. So, for past performance evaluation criteria three, I'd like to move my score from 17 to 13. Yeah. Sorry. We just need an articulable reason for it on the record. Yeah. That's what I said. I did. Yeah. Yeah. Okay. At this point, is there more discussion on any of the other, on anything? When we get to a point where there's no more discussion, then we would need a motion. You guys can make the motion of however you want, but we need a motion for either individual criteria or an overall based on you. Again, the recommended score column, you can see it's recommending the median if there is an outlier in that row or the mean if there's no outlier. Just a question, and looking at the scoring. So, you have the mean score, and then you have the recommended score, which pulls some of the answers out of the mean and others out of the median. Yes. The recommended score will reflect depending on if there's an outlier in that row. So, that's why you're saying there's a mean column, there's a median column, and then there's the recommended score column. And you can see when there's an outlier present, it's recommending that you take the mean, sorry, median. The median. Okay. The median. Is there any further discussion from the committee? Okay. We need a motion then for the final consensus scores for Port Technical Training Institute. All right. Does Glenn Wiltshire make a motion that we adopt the recommended score column as the final score for Port Technical Training Services? Can we get a second? This is Jacob Horace, a second. All those in favor say aye. Aye. Aye. Aye. Okay. Passes unanimously. Okay. So, can we move into the next vendor, ZPMC, NA, East Coast, Inc., DBA, ZPMC, USA. Is there any discussion? We have multiple outliers in here. I'll go ahead and address my outliers. Okay. Start out with since I have most of them. So, once again, looking at their original submission, I did not see anything in the original submission that addressed evaluation criteria 2A, 2B, or 2B. In evaluation criteria number 3, they had a long list of installing, moving, modifying cranes. But, once again, and I think in response to the question that was asked to them, they acknowledged they didn't have any specific experience or contracts to maintain cranes. Although, the comment was, oh, yeah, but, you know, we know how to do that. So, I was overly harsh on both of those, on all three of them. So, I'm open to considering modifying those. Would you like to hear a discussion from the other committee members before you do anything? Yes. Okay. So, the other committee members, if you can discuss. I will discuss my outlier score in 2A. For me, the fact that they didn't provide any information in the proposal kind of got me started at, I guess I was similar to the thinking with Glenn, that they were, they didn't provide any information. But, they provided some information, I thought, they definitely provided more information today at the presentation. But, I thought the information that were provided today, in combination with not providing anything in the proposal, that just caused me to just provide, gave them five points rather than anything higher. I wanted to sort of acknowledge the fact that they really didn't do what our proposal asked them to do to begin with. So, that was the reason for that. And, I think it was a similar thing for 2B, even though it is not an outlier. And, I had a, for me, for the criteria 3, I gave them the same score as I did with the last firm, which is that they have experience but not experience in the area that we were looking for. Okay. Carlos, you have outliers there as well. And, Jacob, you guys can discuss. This is Jacob Porce. So, you know, I think this whole bid was the same situation. It was the before and after. It was difficult to rate and what we were going to submit of what we saw versus what we originally rated that wasn't necessarily presented up front. So, with that being said, the scoring is off on all of us. The information they provided was a lot more, but initially it was not. So, I kind of rated on the presentation and to see what these numbers looked at before we changed anything. Do you want to speak? Because the county attorney, I believe, gave direction that you should be scoring on the proposal. He was expressing that he scored very highly based on the additional information that was provided in the presentation. Yeah. I mean, it's up to the individual EC members. They gather all of the information that's presented before them. All right. So, it's just a matter of weighing, you know, how you're interpreting that. Things might be different from the way that your fellow EC members might see it. So, are we saying we're trying to, do we want to reconcile that since we kind of graded? Well, we need to discuss it, and then you guys need to make a decision if you want to stay with your preliminary scores, if you want to make adjustments to them. Alternatively, someone could make a motion to move on. But we definitely need to do something to get to final consensus scores for the vendors. You guys, those of you who are on one side of it can also make a motion to accept some of the means. As we mentioned, if there's an outlier there, then the median score is recommended, but you can always make a motion to accept means. You can do it on some criteria. You can, it's all up to the committee, but we do need to have a final motion in any discussion. I think Carlos didn't really have a chance to speak, so any discussion would be now. Yeah. Unmute you, Mike. Thank you. We're looking at 2A, is the one we're looking at? Yeah. Well, 2A, all of them have kind of addressed all of their outliers in general speak. Okay, on 2A, basically I scored it a 14 because they have a pretty good structural program. And they are, as far as the new equipment coming in with the new drives, new electronics and everything, they surpass all the other two vendors, so that's why I scored them a 14 there. And I don't know how everybody scored them, if they scored them on their first submittal or they scored them on their presentation. So you said that was up to us to, so that's the way I scored them. I scored them pretty much on their presentation. So that's why my score is where it's at. Okay. Is there any other discussion? Is everyone happy with their, they want to leave their scores the way they are, or do you want to make any adjustments in light of the information you all shared with each other? Okay. Then we need a motion then on the final consensus scores for ZPMC NA East Coast Inc. DBA ZPMC USA. I just have, for my evaluation criteria three, applying the same rationale that I use for adjusting for the other vendor. I would like to change my score from zero to 10, and the rationale is that even though their history doesn't show any projects that are just crane maintenance in itself, their team that they identified that would be assigned to the project does have that experience, so that would be my basis of adjusting it up to a 10. Okay. But I'm comfortable following the criteria of if it wasn't addressed in their original proposal, what they say afterwards is nice. So I'm okay with my other two zeros, however it may be beamed by anybody else looking at it. Okay. That's perfectly fine. Is there any other discussion? Okay. Then we need a motion. I'll make a motion. It's Glenn Wiltshire making a motion to adopt the recommended score for ZPMC USA as their consensus score. Please clarify if that's for all criteria. For all criteria. May we have a second? I'm rigid attorneys. I second. Are there any opposed? Oh, sorry. All in favor? Aye. Any opposed? Motion passes unanimously. So to ensure that the adjustments were tabulated correctly and determine the vendor ranking, we will take a brief recess. The final scores and ranking will be announced after the recess. The time is 4.43 p.m. All right. The time is 4.53 p.m. I would like to reconvene the meeting. The purchasing division completed tabulation of final consensus scores and will announce the scores and ranking. Before the results are announced, I would like to thank all the vendors for your participation in this solicitation process. We appreciate your time and interest in working with Broward County. Purchasing, please announce the scores and ranking. Good afternoon. Purchasing scores are as follows. GFC Crane Consultants for location, 5 points. For pricing, 19.67. For subtotal purchasing points of 24.67. Port Technical Training Institute, LLC, DBA Port Technical Services. Purchasing points for location, 0. Points for pricing, 25. Subtotal of purchasing points, 25. ZPMC NA East Coast, Inc. DBA ZPMC USA. Location points, 0. Pricing points, 24.19. Subtotal, 24.19. Final scores are as follows. GFC Crane Consultants, GFC Crane Consultants, Inc. 63 points. I'm sorry, total of the, okay. The total points are as follows. GFC Crane Consultants, Inc. 87.67. Port Technical Training Institute, LLC, DBA Port Technical Services, 69.80. ZPMC NA East Coast, Inc. ZPMC NA East Coast, Inc. DBA ZPMC USA. 67.19. The number one ranked firm is GFC Crane Consultants, Inc. Number two ranked firm, Port Technical Training Institute, LLC, DBA Port Technical Services. And the number three ranked firm, ZPMC NA East Coast, Inc., DBA ZPMC USA. Thank you. Thank you. The next order of business is the acceptance of the scoring and ranking. May I have a motion to accept the Evaluation Committee's results and recommendation of ranking for approval? Ms. Glenn Wiltshire, I make a motion to accept the Evaluation Committee's results as presented. Richard Thornese, I second that motion. All in favor say aye. Aye. No opposed. Motion passes unanimously. The Evaluation Committee recommendation will be posted on the Purchasing Division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the Director of Purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided that no county commissioner objects within five business days after receiving notice from the Purchasing Division of the final ranking. Once the ranking is deemed final, the county shall commence contract negotiations with the number one ranked vendor. As a reminder, all information reviewed by the Evaluation Committee members is posted on Purchasing Division's website repository. Committee members, is there any other business that needs to be discussed? No? Project manager? Okay. Again, I would like to thank all the vendors that responded and their presentations today. Thank you also to the Evaluation Committee members for your participation. The Combination Initial and Final Evaluation Committee meeting is adjourned. The time is 4.58 p.m. Thank you for your time. Thank you.