hear you thank you all right we are ready to get started good morning everyone i am jeanette farrell purchasing manager and the meeting facilitator i would like to call to order the final evaluation committee meeting for the request for proposals rfp number bld 212-8700 p1 janitorial services for terminals one through four the aocc and rcc for broward county aviation department the time is now 9 35 on september 26 2025. this meeting is being held through microsoft teams some representatives from the county are physically here in room gc 430 of the governmental center building east located in fort lauderdale florida attendees please mute the microphones on your devices to limit background noises meeting recordings and information reviewed by the evaluation committee as part of the evaluation process will be available on the purchasing division's website under the rli rfp repository this meeting has been publicly noticed the purpose of this meeting is for the evaluation committee to hear presentations scores and the rank and rank the vendors that were determined to be both responsive and responsible to the rfp requirements by the evaluation committee for the groups one for terminal one through four airport operations control center aocc and group two for rental car center rcc at the time of the solicitations advertising deadline 2 p.m on may 16 20 25 11 proposals were received for group one and 16 proposals were received for group two the evaluation committee determines seven vendors for group one and nine vendors for group two to be both responsive and responsible at the initial evaluation committee meeting on september 5th 2025. meeting attendance will be recorded in the following ways meetings one the purchasing division will record the attendance of county staff physically here in room gc430 to our virtual attendees including county staff please use the chat and microsoft teams to click on the link to to scan the qr code with your mobile device to complete the sign in sheet and three for attendees that cannot access the link or the qrc qr code in the teens chat email the assistant purchasing manager mary moss at m m o s s at broward.org with the subject ec meeting attendance and indicate your name your title and the company you represent in the email body the following county staff are assigned to this project katie effort project project manager for aviation department please mutual mics mary moss purchasing assistant manager from the purchasing division connie mangan assistant director from purchasing division ricardo abram danielle france keoki barron from the county attorney's office james voss from the office of economic and small business development tracy miles from the risk management division and kristin roots from finance division aviation department we have a quorum present with the following evaluation committee members committee members please say present after your name is called nausea horton facilities and ground service manager water and wastewater services public works division department marlon jerome facilities maintenance superintendent facilities maintenance division division public works department present vanessa major assistant director broward addiction recovery center human services department present michael nunamaker deputy director aviation department present andrew andrea sosedo assistant department director administration aviation department good morning present thank you it is the evaluations committee's responsibility to review the vendor submittals to ensure solicitation requirements are met and evaluate the submitters 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 evaluation committee members are responsible for the following for following the county's established committee procedures 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 committee members may be requested to substantiate their recommendation and discuss their submitter reviews the corner silence has been in effect since the solicitations advertisement vendors are prohibited from discussing this solicitation with the commissioner's office county staff or any other member of the evaluation committee the corner silent tournament corner silence terminates when the awarding authority takes action which ends the solicitation during the corner 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 rep with representatives from the office of economic and small business development at any time regarding solicitations small business enterprise or county business enterprise participation the summary of vendor rights regarding broward county competitive solicitations was issued in the solicitation in accordance with broward county procurement code each evaluation committee member must affirm that they are free of conflict of interest as provided by part three chapter 112 florida statutes and the broward county employee code of ethics all evaluation committee members and the project manager submitted the required broward county disclosure forms and responded that they can be fair and impartial to all vendors the minutes from the september 5th 2025 initial evaluation committee meeting has been distributed to the evaluation committee as a note the purchasing record is amended to identify the following vendors that have taken exceptions to broward county's terms and conditions gdi services inc harvard maintenance inc national aviation services llc dba the facilities group aviation and sbm management services lp is there any discussion regarding the minutes from the evaluation committee may i have a motion seeing none may i have a motion to approve the minutes from the initial evaluation committee meeting as amended all motion vanessa major may i have a second second all in favor say aye aye motion passes unanimously as stated previously as the initial evaluation committee meeting at the initial commit committee meeting the solicitation required vendors to state whether they accept broward county's terms and conditions or if they do not accept them to identify the agreement provisions and vendors proposed changes at the time 15 vendors accepted broward county's standard terms and conditions and for those that didn't encounter provided vendors with an opportunity to ascertain whether they would waive their exceptions prior to the final final evaluation committee gdi services inc waived all non-negotiable exceptions to broward county's standards terms and conditions national aviation services llc dba the facilities group aviation waived all exceptions to broward county's standard terms and conditions the specific exceptions taken by these vendors are outlined in the exceptions matrix that has been distributed to the evaluation committee members for their review the county attorney's office and the risk management division is available for questions by the evaluation committee concerning these exceptions are there any questions for the county attorney's office or risk management from the evaluation committee yeah i just i just want to make sure i'm clear so with that being said we have two remaining vendors harvard maintenance inc and sbm management services who have taken exception to the standard terms and conditions national aviation has waived all and gdai services has waived all non-negotiable exception am i correct correct um harvard and harvard and sbm were deemed non-responsive and responsible and i do want to make the correction the two remaining firms are gdi services inc and national aviation services llc dba and facility group aviation those are ones that are remaining all right so of the remaining vendors we're ranking everybody has except for gdi non-negotiable exceptions not all correct thank you any further discussion the next order business is the vendor presentations in accordance with section 286.0113 of florida statues 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 section only committee members county staff and the presenting vendor and its team will be in the closed portion of this meeting sub consultants partnering with multiple prime presenters are only allowed to participate in one vendor closed closed closed presentation session presentations will be limited to 15 minutes followed by an unlimited questions and answer period the presenters will have up to five minutes but set up the time keeper will be the purchasing assistant manager mary moss as the meeting progresses the purchasing division will provide email updates to all vendors ensuring that each upcoming vendor is informed when it's time to join once our presentations at 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 the evaluation committee will score and rank the vendors members of the public may provide an email address in the chat to when 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 have the presentations received have been distributed to the evaluation committee following presentation topics identified yes sir please mute your mics the following presentation topics identified during the initial evaluation committee meeting were subsequently complied compiled and distributed to the presenting vendors on september 9th 2025 which are additionally to showcase the autonomous equipment that your firm plan to use and specifically what it does and where they plan to use it identify your firm's capabilities to monitor real-time flight activity and when flight activity is experienced irregular operations how they plan to adjust real-time flight activity and when they plan to use it to ensure that your firm will share performance data with BCAAD project managers for this solicitation list your experience with 24-7 operations what are your plans to address difficult areas to clean as a result of 24-7 operations identify your firm's quality control standard not the counties what does your quality control program look like training what training is planned to be provided regarding cleaning and cleaning and janitorial services what other trainings specifically have they planned how they plan to train their employees on airport-wide needs such as customer service are you planning to train while employees are paid in high traffic areas how will you address the cleaning and maintenance of less obvious but important areas and services such as fixtures windows stainless steel services e.g. examples given handrails and elevator doors all high touch points and the baby oasis stations how do you plan on ensuring that you have enough adequate qualified staff and reserve staff to meet the performance standards of this project and finally what specific steps would you take in developing a robust quality control program and describe the procedures that will be established for ongoing monitoring evaluation ensuring transparency transparency and service delivery at the net at the initial evaluation committee meeting a random list generator was utilized to determine the order of presentations to be as follows one gdi services inc the second presenter will be flagship aviation services llc third will be lm pro services llc fourth will be united maintenance company inc fifth will be sfm janitorial services llc six will be chiada corporation seventh will be diverse facility solutions eighth will be sunshine cleaning services llc llc dba pritchard industries industries industries industries ninth will be trans triangle services inc 10th will be mckenzie cleaning inc 11th will be lgc global energy fm llc 12th will be daniel damo cleaning enterprise inc dba palm beach and browwood building maintenance and third in the final vendor number 13 will be national aviation services llc dba the facilities the facilities group aviation at this time presentations will begin and this meeting is now moving to a closed session the verse the first vendor presenting gdi services inc please remain in the meeting all other presenting vendors the accompanying 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 first presenter gdi inc attendees can be viewed in the team's participation panel displayed on the screen is a list of county staff for the record please affirm that there are no other individuals in the meeting other than your team and county staff we have a total of five on our team on maggie is on so we will actually have six i'm i apologize we have a total of six on our team looking at the participant panel can you please identify the ones who are not in your meeting so we can remove them once again can you please um look at the participant panel and identify which firm which individual we need to remove looking at the screen right now compare those names with the ones in the panel and if any there's anyone who's not part of brow county or your staff let us know so we can remove them i'm not seeing anyone i think we're good there's 18 people in the meeting right here so is barbara glenn a part of your staff yes yes don yes um winter h winter no no no no jeff south bird yes yes john some someone left i'm care what john sutherland yes margaret williams yes yes and ross manley yes okay so we can proceed gdi services inc which member of your team should be designated as the presenter to share their screen during the presentation that'll be myself john sutherland okay your team will now have five minutes to set up purchasing staff please start the five minute timer for setup if our screen is visible we're ready to go i believe does everyone want to do a mic check real quick jeff are you you good and okay i think i'm good ross ross thank you okay if you're ready eric could you please set the timer for the presenter to start have 15 minute timers on the time okay may begin a fresh innovative approach this is more than a tagline it describes the cleaning program gdi has developed in recent months it's tailored specifically to broward county all of our eyes have been focused on one common goal elevating the broward traveler experience today's presenters john jeff and ross are backed by scores of talented subject matter experts who collaborated collaborated over the recent months to build this program customized for you today's agenda is built addressing your questions a to h ross would you please lead us with question a thank you john let's talk about robots but gdi is unquestionably a leader with over 200 robots deployed across north america we are very well practiced in the deployment of robots and the true operational needs and the math behind that we've completed a full analysis and believe the optimum solution is based on four sorry six scrubbing machine robots four vacuum robots plus an additional one robot for group two significantly both the models that we have selected have a dual autonomous and manual modes robots do have sick dates the dual mode means that they can be used in either manual or autonomous if by chance the robot function has a challenge for some reason robots we deploy deployed for the key large unobstructed spaces in each terminal area example ticketing baggage claim concourse and building and boarding gates a very significant advantage we have in managing our robots is our consolidated dashboard it's a very sophisticated piece of software which connects directly with all of our robot fleet in real time this enables us to optimize the deployment and the routing of robots control them if need be diagnose any issues and also enables the analysis of robot cost and performance data with regard to the question of the use of flight tracking data the short answer is absolutely yes and that drives our cleaning routines and the continuous modifications to those gdi approaches on the basis of data is good and actions are better we have something of a candy jar of building technology which is deployed to monitor flight data and passenger traffic movements and we plan and track cleaning service tasks to match those we have gdi tracker which is used to schedule and confirm cleaning service tasks and frequencies we have gdi heat map for the sensing of passenger traffic it displays that in the form of heat and then it goes cold when a cleaning service is performed we have gdi service status which is a quick qr code that provides an instant display on any selected area of when the last service was completed the next one is due and enables the prompt call of an instant response gdi will be ingesting live flight data in partnership with tracy davis and her firm infax sourcing flight data from two providers oeg and live flight aware the data will feed into the track system real time as flights change in status tracks ingest the data creating cleaning tickets based on the flight activity those tickets are generated for for gdi's teams to then assign and clear them moving your cleaning program from proactively responding to a need to actively anticipating actual resources needing over a period of time tracks predictive analytics tool will start to learn patterns and understand where we should position labor and how to be productive with that labor tracks analytics functions using an open-ended api so we have the capabilities to share and send the raw data directly to bcad's project managers as requested this suite of technology combined with our quality assurance program will produce valuable data allowing for meaningful kpi tracking and performance reporting the three areas of performance data will be reported real time as well as with through weekly white glove and meetings with your teams and then in addition regular business reviews in differing formats per your key stakeholders and the needs you have as an organization our airport leadership team brings more than a hundred years of airport aviation experience and our company was built as a 24 7 365 day per year service company our references that you contacted including montreal and others speak for themselves why ul was named the cleanest airport in north america in 2024. when others are home celebrating the holidays and watching football our best teams are on the field the logos that you see in the bottom corner of this slide are all examples of 24 7 365 clients our rapid response teams are key to supporting and responding to those challenges that occur whether caused by delayed flights weather events or special events events that uh special events that come up and we'll talk a lot more about rapid response deployment teams in a minute thank you with response to questions e and i regarding our quality assurance program we have a very constant comprehensive qa program which encompasses everything that we do this is audited as part of our iso 9 000 14 000 and our sim certifications quite simply we say what we do we do what we say and we have third party independent auditors that check us on that within this global program we have cornerstone components for the checking and inspection being gdi inspect and photo finish these are used for the formal inspection of cleaning service standards and for specific detail items quite importantly these are components within a broader program which includes both formal and corrective and preventive actions on specific issues found plus review and analysis cycles that are completed weekly four nightly monthly quarterly etc etc gdi pays employees during all training for broward county airport there are three main components established to make up gdi's training program the first component is gdi lms system this is a multi-language video training series backed with segmented testing required during onboarding of all gdi employees and it allows for a continuous training function throughout the year and years of service gdi's learning management system industry wide is hands down the best lms training we have seen in 40 years the second component site specific training this will include all the airport specific site of badge training on the job training and safety initiatives floor care program training chemicals training fids monitor training and technology suite use training well the third component is our cleaning ambassador training elevating the broward traveler experience is our common goal achieved by training all gdi staff including our diversity partners on the principles of hospitality and counter and customer interaction its cornerstone is the golden rule of hospitality the back of the house is expected to be the cleanest and most organized throughout your property why is this this communicates loud and clear to our team team members that our bar is set that high in the back of the the house what the expectation is then in the front of the house and interacting with your customers the travelers further to elevate the traveler experience gdi is making an investment to engage audra lamoon with livewire livewire and gdi will deliver customized iconic hospitality across all broward touchpoints the program will be designed with input and transparency by involving broward's key stakeholders gdi staff involved in our on-site program will undergo both one-on-one and group training from livewire's third-party experts the power of this will be in the ongoing mystery traveler component whereby throughout the contract gdi employees are intentionally placed placed in situations to interact with livewire trainers this is not to judge them this is rather to correct and further train our teams on the best hospitality principles media i calc our work loading program separates tasks into those areas that are best handled by the cleaning ambassadors and the restroom attendants from those that require specialty skills and training specialty work like glass cleaning power washing high dusting your lactation pods you asked about and all the floor care done by trained technicians it's been proven this delivers the highest quality and the best lowest in lowest cost you can't beat a specialist at their trade the rapid response team concept was developed by gdi more than 20 years ago team members and airports were constantly being pulled away from their areas to handle spills sick calls or urgent issues the response team is assigned to a detailed cleaning schedule it can be interrupted at any time to respond to those calls and then get back to their high dusting their gum removal they were working on before the emergency occurred so our staffing and how we're going to staff it all starts with an aggressive recruiting and retain and retrain philosophy we are the employer of choice by providing a work environment where team members are aligned with our clients mission we are not just cleaning an airport we are enhancing the traveler experience teams are given the resources to do the job the first time do it right the first time studies show employee turnover more due to culture and not being treated with dignity and respect than for pay we instill a culture where team members are highly regarded and rewarding for a job well done we have many examples we can share of our programs to build teamwork and team member success best example i have is our manager one of our managers when no one could hire people during the pandemic our manager had a waiting list and it was totally due to this culture the management style and the culture that this breeds breeds employee success we offer excellent benefits including a 401k almost unheard of in our industry and we pay weekly we find employees really really value that we know there will be turnover absenteeism and and and we have to cover for pto so we statistically over hire to make sure we have the right number of staff scheduled for each day of the year and never have shortages with that i think we're still ahead of schedule and we'll just move right into your questions thank you for your presentation are there any questions from the evaluation committee members of the project manager this major yeah i do have one question what is the communication method like how does each person know where to go for an incident or a spill is that with you um using you know each airport is a little bit differently we typically i mean if it's up to us we have radios we have ipad communication everyone has smartphones um but each airport can address this a little bit differently we would dovetail with with with your best practices for your airport and come up with the the very best communication plan um so sometimes we're receiving those communication from uh the tower others from the facility group so not exactly knowing your airport um that that's something that would be have to be completely dialed in but we we've got budgets for all of those types of communications a lot of our employees will be will have ipads on their carts where they'll be in constant communication that well but if there's an emergency spill we need that response team all of our supervisors alerted immediately so we can jump into action and that needs to be done by radios or correct text thank you on the autonomous equipment um my question is what happens uh when you lose wi-fi connectivity with that piece of reporting can certainly cover that wi-fi connectivity is not a critical aspect of the robot continuing its or completing its route on any given day it does require to connect with home to upload data yes of course but given the robots that we have selected they don't require a continuous connection so any drop connection at any point has simply no interruption to the robot and its routing whatsoever thank you yes thank you good morning i have quite a few uh sorry um good no great so some of it is based on your original proposal and some of it is based on your presentation that you just did uh you mentioned on your autonomous equipment that you are you would use that in the boarding gate areas um does your board um your equipment have the ability to both scrub and clean terrazzo and vacuum carpet not a jewel mode on the machines we have selected both carpet vacuum robots and scrubbing machines but they're not jewel machines where you switch out the deck and that's purely a function of what we believe is the most efficient deployment option for those we've we have tested machines we can switch out the deck from scrubber to vacuum machine but we find the complexity of that and indeed the delays that that causes and in terms of normal routing and programming it's simply not as efficient in our view as dedicated machines to one function versus the other okay i understand um so with that equipment um you know an airport's hold room is filled with seating uh how what is your methodology for cleaning under the seating in a carpeted area it's a fabulous question i'd use the term cobot where most of the deployments with is a robot and a human together so essentially robots are fabulous at doing rectangles but compromise when it comes to complex spaces like seating robots are terrible at moving garbage bins in order to clean under and around them and so the robot is programmed to do the rectangles i.e the walk areas whereas the human humans beat robots nine times out of ten it's the human with example a battery powered backpack vacuum or a vacuum with a beater bar that's doing underneath the seating you just answered my next question what is your preferred method of vacuuming under seating using a broom or using a backpack vacuum so yeah yeah i mean city backpack battery powered backpacks are incredibly efficient um but they don't quite get the thorough deep vacuum that's needed periodically that you get with a vacuum with a with a beater bar on it got it well you know that answered that question um happy to help as far as your your leadership is concerned in your original proposal you had in there that the airport project manager and one assistant project manager were to be determined have you made those hires yet and if so what are their qualifications yeah i will take that one so we we have identified our candidate and he is um committed to us we're not able to we have he's worked for a long time he is um an subject matter expert in airport operations he's he's ran some of the best cleaning operations in north america and he has agreed to move to florida he's good about the opportunity he's very excited about the effort but worked at another airport he has worked at more than 10 airports and he's been one in particular force for many years uh just a few more um so i'm sure you're aware at an airport the janitorial staff is highly visible by the general public and therefore they are going to get questions uh about the airport unrelated to janitorial um activities where in the training on your slide is the is the planned training for airport specific familiarization to include where airlines are where concessions are ground transportation services and and other and uh um custom services and things like that sure i could take that question um so that really falls into our second and third tiers of training um the second tier of training is our airport specific training um we've even gone as far as to put information symbols onto our uniforms um and then teach the people that do interact in the terminals uh and act as more of a um you know an interface to the public to be able to to point direct people uh they go through a specific training in our tier 2 training which is the site specific in addition to that that is one of the key things that livewire will be working with us on they have proven methods to establish in a site where the the key questions or what the key questions will be and anticipate those uh oftentimes there's a language barrier so we need to address that and we need to at least teach uh key phrases so that we can you know uh give pointers and directions and so that will be done in those two tiers okay that's the main reason we refer to our our custodians as ambassadors um it's really key when we're hiring when we're training them that you're you're not just a janitor you're not just you are a ambassador and that's a really big part that that's why gdi has always used that term for our airport people our airport staff thank you that's all i have do you have any questions good morning yes i do um this is based on the proposal i noticed that uh and janitorial will have about 93 percent of the um the service in the rcc and i was wondering what gdi's role will be in um in that area yeah and from that john you can also you've worked really closely with that also our um so heist we could possibly the hands perform also they will provide all of the all the role trooper that additional questions at this time we would like to again thank gdi services for their presentation and response to questions so at this time we will ask your team to leave the meeting purchasing staff would you please invite the second presenter flagship aviation services llc to join the closed portion of the meeting for their presentation can we just close by saying thank you all and um we uh we really go beyond cleaning and we're excited to uh work with you um especially in the high traffic mission critical environments um and we've earned at montreal trudeau um we're part of the designation of the cleanest airport in north america and we really ask the opportunity to do that with you thank you appreciate it thank you everyone thank you i'm sorry guys do you have the discussion the mic so we can record it please yeah yeah so apparently that was my question is that here they have all these people in their in their senior leadership but the airport project manager and one of the assistant managers that was my question was you have anybody and that was his answer back so they yeah they list they list their qualifications and everything and in here uh but there was they had yet to hire this mr jerome can you please restate your question just for the record on with the mic please the question is that the vendor did not list their um management staff and i was wondering how am i going to basically agree because the other vendors have people already in place and they do not the answer was they have people in line but not yet hired so um i would just say for the remainder of the presenters that you know if you do have a question specifically like that that you want to ask it feel free to you know at your time to ask those questions that you know you want additional clarification from the presenter on as well and then you know then you make your choices as you go about evaluating okay thank you i'm sorry and um normie you mentioned that that question you already asked or you followed up with and making sure that you know they were related right the question that you had and the explanation provided or related thank you hello we um there is someone in the room at this moment thank you flagship is in the meeting yes and courtney right still needs to be let in thank you she's in thank you as well as don tool i mean okay thank you don okay flagship aviation services llc attendees can be viewed on in the team's participation panel displayed on the screen is a list of county staff for the record please affirm that there are no other individuals in the meeting other than your team and county staff that's correct it is myself courtney wright don tool and jim micasage okay which member of your team all flagship okay which member of your team should be designated as the presenter to share their screen during the presentation that's myself courtney wright okay all right you will have five minutes to set up purchasing please start the timer racing that in slideshow mode derek dawn yes yes that is correct we are we are ready when you are i don't know if we go the whole five minutes or no wait for you for if you're ready then we can move forward um with that purchasing could you please set the timer for 15 minutes okay flagship please proceed thank you so much my name is courtney wright i'm with don tool jim micasage and derek dedweiler today and excited to tell you a little bit more about our plan for fort lauderdale so we want to start by telling you a little bit about our experience with 24 7 operations and specifically with airports flagship currently provides janitorial services to 30 airports across the country including six right here in the state of florida many of those airports we've worked at for more than a decade allowing us to really develop best practices in terms of hiring and training but also dealing with regular operations and emergency operations such as hurricanes fort lauderdale will really benefit from a company that has experience servicing airports of like passenger counts and square footage to fort lauderdale flagship brings that experience we're proud to have partnered with san diego international airport for almost 30 years in fact last week we helped them transition their beautiful new terminal we've worked with tampa and orlando for over 10 years and our most recent airport transition was just on the street from you guys with miami international where we successfully transitioned almost 30 employees within 45 days and flagship and its airports are truly award-winning we are proud of the fact that we are not only sim certified but sim certified with honors and many of the airports that we service have recently won top rankings in both the asq as well as jd power in their categories so we want to tell you a little bit about our operational approach and how as a company we think about laying out our staffing but also recruiting and retaining our staffing to ensure that they're qualified to work at the airport so we want to give you the understanding that we know out of staff given our proven success of our 30 airports we use the same system to develop our operations plan and the analysis starts with reviewing the rfp the scope doing meetings doing the pre-walkthrough site tour and additional visits and then we do our floor care planning based on the surfaces of your facility whether it's the terrazzo or the carpet different colored terrazzo all that and then again factor in autonomous and other items and then we build our staffing plan by uh looking at the union information we get then looking by area by surface the traffic flow the seasonal needs and then we do by shift and then we layer in lead supervision site management all of that and then we work with our flagship to intuition make sure we put in our programs for periodic work schedules safety information when's training completed all of those items and we even factor in peak days information like that on staffing and all this preparation is to focus on a smooth transition and we have smooth transitions as we just did in miami by doing all of these items and then with regard to the 30 airports we surface service these are the only we're the only company here today that can say we work in over 30 direct county airport contracts the size and scale of fort lauderdale and the items we compare and we get our benchmark information from this experience is things like passenger restroom coverage gates versus cleaners and then as this graphic shows we do square feet versus cleaners and this helps us determine you fall in line you're even a little better coverage than we get on our average airport and that's how we came up with our 312 ftes and this experience will again allows us to benchmark and double check what we've developed to ensure success one of the things that's really important to flagship when we look to partner with an airport or any company for that matter is making sure it's a good cultural fit you'll see our six core values at the bottom of the screen there and in learning more and researching more about broward county and fort lauderdale and your core values and mission statements we found a lot of commonalities why is that important well culture and employee engagement are truly at the heart of everything we do starts with recruiting making sure that we're hiring the right person for the right job understanding they're going to be interacting with the passengers on a daily basis going through our onboarding process that's really where we instill those core values in our employees because what we found is that employees who feel like they're part of not only the flagship culture but the fort lauderdale culture actually bring passion to what they're doing and when employees are passionate that leads not only to retention but to better outcomes for your airports and your passengers so we want to walk you through our autonomous equipment program and how we plan to utilize that throughout the terminals so based on our extensive use of autonomous equipment san diego for over 20 years seattle seattle salt lake city tampa miami john wayne airport we have analyzed your site and we've decided on a fleet utilization deployment over eight units and to complement our additional flow machines our placement is strategically places the vacuums and scrubber cobots for their maximum impact and efficiency to create optimal coverage and enhance our staffing plan that we put together and our autonomous equipment plays a pivotal role in helping achieve greater cleaning throughout the facility and each concourse and we look at innovation and utilizing autonomous equipment not to replace people but to enhance the productivity of our current staff for example allowing them to do bright work detail edging wiping down the chairs and the gates items like that and again essentially our effective ftes is more than what we've shown you with the 312 and then in the end we enable with sbr connect for you to have greater transparency you will receive reports after each shift's coverage and the operational time of the autonomous units uh to ensure their task completion effectiveness of the units you can see that every day so you asked about our capabilities to monitor real-time flight activity and we do that through our flight data integration program we did include this program in our proposal for fort lauderdale and this is where our cleaners are automatically notified of a flight status change so for example a flight departs from gate c2 the cleaner responsible for that gate receives a notification on their ipad and they move towards that gate in order to get it refreshed for the next arrival or departure we also really utilize this during times of irregular operations but when flights may be delayed we have to look at understanding how are we going to increase our frequencies in terms of trash pulling getting in and portering those gates when there may be hundreds of people in there so it really is adding more of a responsive layer toward normal gate cleaning activities and ultimately enhancing that overall passenger experience so we want to walk you through our robust quality control program how we monitor it evaluate it and ultimately how we communicate it to roward county and let me start by saying quality control starts with the team behind the team our our on-site leadership has a direct line of support both up with our operational leadership as well as our corporate support this allows them to focus on fort lauderdale and the many passengers that pass through on a daily basis and as part of that leadership team we have a dedicated quality control manager who will be tasked with performing and managing inspections in conjunction with our supervisors they'll be responsible for analyzing the data and providing valuable feedback and then using said data to make continuous improvements in the operation and our team behind the team process allows flagship to both provide mentorship and guidance to our subcontracted partners so how do we do that we do that through flagship intuition which is our proprietary quality control mobile application this is where we perform all of our quality control inspections where all of our frontline employees receive their cleaning alerts and task management this is where we receive feedback from your passengers we have included touchless feedback qr codes and all passenger facing restaurant restrooms really giving your passengers a voice and allowing them to communicate with us in real time this allows us to communicate in terms of dashboards and reports ultimately providing fort lauderdale with that real-time visibility into our operation and providing your passengers with consistency across your airport so one of the things that's important to us is being able to monitor in real time the cleaning tasks and activities that are being performed we do this through our clean and inspect platform this requires our custodial staff to check off the tasks they're performing throughout the day for example a cleaner enters a restroom and they open a cleaning alert on their ipad they check off those tasks that they're performing within that restroom uh sweeping dusting trash and then once they're done they close out that cleaning alert this does a couple of things um this provides validation and proof of service it also ensures that we're staying in compliance with the frequencies and the kpis of the contract so then we really look at closing the loop with that quality control so that cleaner has just performed um task management within the restroom and then we have our inspectors and our supervisors that have the ability to go out and actually inspect that while we can't unfortunately inspect every clean that occurs occurs all day we do expect them to be on the floor inspecting multiple facilities within the airport not just restrooms we utilize that data to train and retrain the staff we also welcome to do joint inspections with you and your team to ensure that our visions of clean are staying aligned throughout that contract we understand how important it is to address high traffic areas stainless steel areas areas that may seem non-important but really affect that overall passenger experience we do that through our cleaning alerts and our work orders and periodics within intuition during that transition period we would upload all of that scope within to that periodic calendar and whenever it's time for one of those items to be performed that generates a work order that gets sent directly to our project team where they're able to go out and perform that task that then is closed out and we're able to track the number of work orders that were performed in a day the time it takes it took to complete those work orders and then ultimately to create dashboards based on what's important to flagship as well as your team in terms of seeing those work orders and periodics and really it's about how we communicate you have those live dashboards and access to the reports but every week you'll receive a weekly report from flagship where we really highlight all of those metrics from intuition the information from the autonomous equipment show before and after photos update you on staffing and recruiting needs and then really highlight the employees and how they've gone above and beyond that week to affect your passengers in a positive way so we've talked about staffing equipment our technology and now let's go into training and how we really ensure our employees are qualified to perform the best service yeah at the start of this contract we provide our new hires with hands-on experience with real-time demonstrations addressing questions that they may have we focus on familiarizing employees with equipment we also look on at operational specific tasks restroom cleaning deep restroom cleaning and we include topics everywhere around osha standards chemical handling of course really important customer service and ambassador training and moving forward we organize this to be able to focus in on corporate culture safety and security awareness and as you can see this is our training schedule and the focus of our training schedule is to take a systematic approach that concentrates on tasks as well as looking at in-service trainings focusing on airport initiatives badging human trafficking customer service and then it's a long elongated process through technology training from timekeeping as well as uh computer basic computer skills and i want to emphasize that during this time all of our employees are paid during training and then finally we offer a multitude of career leadership trainings designed to promote opportunities for any personnel from frontline specialists to supervisors and managers to be able to grow personally and professionally within flagships you can have confidence with a company that has transitioned multiple airports with over 2 000 unionized employees uh we've developed best practices including our 150 point transition plan this is a live spreadsheet that you that you have access to so that you always know that we are on time and on track great communication is key from the very beginning for your current employees so we have developed a unique landing page that we get out immediately upon award that helps eliminate anxieties and fears giving the staff all the information around pay cycles benefits and more with a clear path for communication moving forward so as we you kind of come to a quick end of all the information that we provided there's no other presenting company that can provide the flexibility the sophistication or the proven airport experience that flagship aviations can provide uh for you in this um very important transition to make sure your passengers have the best passenger experience 24 7 from the very first day thanks okay thank you thank you for your presentation are there any questions from the evaluation committee mrs adem ms major mr nanomaker no uh uh no we just uh thank you very much a couple of questions uh surrounding uh your presentation um the first one has to do with the qr code that you have a picture of is is that qr code something that if you're awarded this contract you would propose putting in uh each restroom to get live feedback on um passenger satisfaction yes that that is correct um and we can either use the qr code or the nfc and some airports we use both which is that near field communication where they actually don't have to hold the phone up to it um and then any of that information or those questions around that feedback would be customized with you and your team during that transition period okay next question as far as training is concerned it's one of the last things y'all brought up um janitorial staff is very forward facing in the eyes of the public and uh the public has a tendency to ask janitorial questions on you know staff a lot of questions about facilities at airports within your training where would we see the plan for airport familiarization such as where all the airlines customs facilities janet or um excuse me the uh concessionaires and ground transportation uh offering that that is a great question i'll answer that so as we get started in our transition one of the things that you'll see on their executive cards is that we will put input what we'll put onto the executive cards the maps around the airport with uh language and information to be able to help support those custodians especially if somebody comes in in speaking in a different language we'll have those cue cards ready for an employee to be able to present to passengers so that they have a opportunity to be able to communicate in the best way possible especially if there's a language barrier in your presentation you rick you just referenced that you recently transitioned over to the responsibility of miami international airport is that the entire terminal uh facility at mia so let me i'll answer that question so we took over um half of the airport so we have terminal g all the way through terminal j which encompasses about 4.9 million square feet um i want to clarify it's over 300 employees that we were able to transition over from uh the current current or the incumbent at the time to us uh that includes just fte that includes supervisors and so forth so the total square footage is about 4.9 million square feet okay so you are not in concourse d delta at mia no we are not no we are not we are in concourse g h f nj okay thank you for that nh okay uh so uh one more thing as far as you know some philosophy some cleaning philosophies uh hold rooms areas uh not uncommon at airports for uh people to obtain food and drink items or snack items and then consume them in the hold rooms uh especially where we have hold room seating uh in abundance what is your methodology what's your preferred methodology for cleaning around those seats during operational hours that is a great question so there's two components behind that the first one is as courtney had mentioned earlier the the flight bank information when an air typically when a plane does depart and that area now becomes available we immediately send an alert to the technician who is responsible for that area and they go and refresh it the second component behind that is frequency based which allows us to have a police or that will go into that area with the needed tools and resources and in some cases what we do keep is cordless backpack backs in a close proximity if we have something that just can't be swept up we send that over there and allow our employees to be able to attack that area pretty frequently so we have two components we have one that allows us to send an alert the second one allows us to be able to have a police or that's addressing that area every shift thank you very much good morning um my one question that i have is about uh in your proposal you mentioned that you would be partnering with sfm and i was curious as to what percentage they would be providing services what what our thinking was there is it's a it's a small percentage of the overall project um and our thinking was again we have the the local businesses with our other two uh partners who i think are also presenting today in other areas and then sfm is our partner one of our sub-partners at miami and they also know the market and are a big player in the in in the fort lauderdale area and we just thought they would be valuable as a uh as a partner and uh give me one second and i will i mean it's either five or ten percent of what we had done and and let me attest to this with them being a partner with us in miami uh what sfm has done an excellent job with us on is being able to help orchestrate the transition very well they follow the same guidelines that we do they they get behind the same program we especially when it comes to union negotiation having conversations and transitioning uh they've been a pivotal partner because they have experience working with unions and so forth as well as our others with damel as well as with ands and with mckenzie so very strong we're very confident in the teams that we put together uh it's coincided and worked very collaboratively and you know as as you can say as you can see we've converted many airports in florida and we take a very concerted effort to make the decision who's going to come aboard with us and it's five percent of the project but that's up and above that's not counted toward the participation we just wanted to have another local business involved in the project so that's above the required participation we've submitted thank you thank you thank you thank you for your presentation the second presenter flagship aviation services llc has now completed their presentation and answered all questions as the team is leaving the meeting with purchasing staff please invite the third presenter ln pro services llc to join the closed portion of the meeting for their presentation thank you all thank you everybody for the opportunity thank you thank you good morning good morning morning my speaker's working right just make sure okay i'm good thank you lm pro services llc attendees can be viewed in the team's participation panel this displayed on the screen is a list of county staff for the record please affirm there are no other individuals in the meeting other than your county staff other than county staff there's someone in the lobby named um mr almonte is that yes that's final of our team okay yes could you please affirm uh for the record there is no additional individuals in the meeting other than your team or county staff confirm confirm okay thank you who would be the uh who should be designated as the presenter to share your screen and presentation it would be naely de la rosa that's all okay you will have five minutes to set up purchase the staff will start the timer you you can let us know when you're ready if it's before the five minutes okay thank you are we ready second she's just setting it up okay we're ready okay purchasing staff could you please set the timer for 15 minutes okay lm pro please begin thank you okay great i'll take the lead good morning and thank you for having us my name is ken bell i'm the company's specialist and speaker with me today are naely de la rosa chief executive officer good morning everyone and lady almonte our chief financial officer of ellen pro services ellen pro services has been providing reliable services since 2016. in 2022 we're voted the best innovative product service by sba for this project our priority is simple to ensure the airport consistently clean safe and meeting all standards but before we begin we also want to confirm there are no other individuals in the audience other than our team including our subcontractors okay great this is our agenda and all topics we'll be covering through this project and presentation to provide a comprehensive overview of our plan for this project so what is our plan to keep the airport clean and meet all standards our plan to keep fort laura hollywood international airport clean comes down to three things people technology and oversight first and foremost people we develop a staffing plan that covers all areas of the airport and adjust as traffic shifts backed by a weekly updated reservoir roster secondly technology we use real-time tools like tablets radios and cloud-based quality control systems to keep supervisors informed and connected and thirdly oversight supervisors check every ship managers inspect weekly bcad joins monthly audits and leadership reviews quarterly with trade bilingual staff and full cmi cms and living wage compliance this ensures our plan stays consistent clean safe and meeting all standards autonomous equipment for groups ellen pro will deploy a complete fleet of scrubbers vacuums sweepers sprayers and specialty equipment these autonomous and specialized machines will allow us to cover more ground efficiently while ensuring consistency the combination of technology and staff oversight ensures we can maintain high standards across terminals concourses aocc and rcc areas flight activity monitoring we'll monitor flight activity through bcad updates and log deployments in our power app when the airport is busier than usual our crews will pivot to restrooms trash removal spills and high touch surfaces supervisors direct orders through radios and or in person while also utilizing garbage bin sensors and restroom satisfaction buttons to reallocate employees when traffic drops unexpectedly instead of leaving staff idle we redeploy them to cleaning projects detailed restroom cleaning glass and high touch areas as well as pet relief and baby oasis stations these projects are logged in our power app so bcad can see downtime use productivity while staff remains ready for immediate redeployment if traffic re-increases again performance data we share performance data full transparency our tools record every task with time stamps when an issue is reported when work begins and when it's resolved supervisors and quality control managers log inspections the same way this information is consistently complied into weekly reports emailed to bcad monthly summaries highlights with key metrics and quarterly review meetings where we meet with bcad to verify and review results email reports will also be maintained and recorded efficiently seven by 24 365 operation we run a non-stop operation in some of the busiest public environments at the mta the teams worked around the clock for over 5.5 million riders a day we manage the steady surges of tourists and in local sensitive public spaces and across 39 nitra developments we provided rapid emergency response alongside daily service our approach to difficult areas is simple and proven first we provide continuous coverage for porter stations and restrooms and gate areas and other high use zones second we use smart scheduling overnight or low traffic periods our detailed cleaning projects are completed such as escalator tread floor care stainless steel and sanitation and pet relief and baby oasis areas thirdly we rely on real-time communication and technology for supervisors using ipads and our power app to log activity monitor traffic while radios let us redesign porters instantly as continue uh things change for us 24 by 7 operations means working with the traffic not against it so every area stays clean safe and passenger ready thanks again i wanted to say the rossi control program is proactive and data driven supervisors prefer at least three water drops daily and the manager performs a putting special weekly monthly our project manager walks with a client project manager and quarterly senior leadership performs on announced audits all issues are documented in our cloud-based system with timestamps assignments and closure details minor issues are corrected immediately and systemic ones within 24 hours site managers review peak and downtime data trends to adjust staffing and improve deployment. This ensures that our service consistently meets high standards. By conducting detailed inspections, descriptive documentation, implementation of passenger feedback data, and effective communication, our quality control program ensures we maintain high performance and transparency. Every employee receives paid training before commandment of duties. We cover core janitorial skills like equipment use, chemical safety, restaurant sanitation, and waste management, with materials in English and Spanish. Safety training includes blood-borne pathogens, hazard communications, PPE, sleeves and folds, and emergency response. Based on the environment, we will also train staff in customer service and facility orientation, ensuring they know they lay out the terminals and can assist passengers professionally. Technologies is a key part of our program. Employees are trained to learn about garbage bin sensors, feedback buttons, radios, and tablets tied to our log system. Customer service training is revisited every six months or as needed. Safety and work quality are reinforced daily and toolbox tasks. All of this is done on paid time, so staff are fully engaged, accountable, and prepared from day one. Our approach addresses high traffic areas by combining constant spaceable presence, schedule detail cleaning, smart monitoring tools, and strict safety protocols to ensure no errors is overlooked. We focus on constant coverage, detailed work, and low traffic hours, and always keeping safety first. Footers, white down hem rails, elevator doors, and older touch points every 15 to 20 minutes. Glass and installing steel are spot clean immediately in detail at night. Our experience taught us that passengers notice glass and installing steel they must, making those and older high traffic surfaces a primary focus. Baby oasis and per relief areas are checked constantly, then fully sanitized overnight with auto control. Our staff are trained in safe movement pathways, ensuring they move quick equipment and clean and crowded spaces without disrupting travelers or creating hazards. We will have a photo-assigned team for all positions. We also maintain trained on co-staff who can be deployed right away if needed. We keep a reserve roster that is soldated weekly with names and contact numbers ensuring supervisors can reach them instantly. Our scheduling is flexible. Employees who work less than 40 hours a week are scheduled to fill gaps to reduce the risk of overtime and keep coverage strong. All our staff for reserve or part-time are trained to the same standard, allowing them to rotate fluidly and ensuring full staffing without interruption. Our quality control programs is built with clear monitoring step and full transparency. Every shift supervises to do a start, middle, and end inspection with checklists. In manager, we do a weekly site inspection and each month we invite the client's project manager to join us for a joint audit. In addition, senior leadership conduct poorly unannounced audits. Passenger feedback trains along with input from BCAD to assigned personnel are reviewed regularly to measure service quality from multiple perspectives. All items are tracked in a cloud-based lab with timestamps, assigned staff, and resolution times, displaying when issues are resolved. Most issues are resolved within hours and photos can be provided to show completion. Combined with third-party teams audits, this gives BCA data full confidence in our service. This concludes our presentation. We appreciate your time and attention to reaffirm that we are fully prepared and ready for this venture. Thank you. Thank you for your presentation. Are there any questions from the evaluation committee? How do you plan on reporting facilities type issues to the chain of command, as in leaking pipes, water intrusions? Sorry, can you repeat the question? Yes. How do you plan on reporting any type of building issues, facilities-based issues to the chain of command, as in water leaks, water intrusion, maybe electrical issues that you find amongst your travelings? Yeah, I can answer that question. So for facility issues such as leaks or equipment malfunctions, they're reported immediately to airport management. This is also logged into our cloud-based application with photos, time, location. We then communicate it through both our reporting platform and direct phone or radio to contact to ensure that there's no delays. We track it. We track these reports, log it into our daily log so nothing is missed, and we follow up until it's confirmed or resolved. Mr. Nanamaker. Hey, good morning. Thank you for your presentation. I have a number of questions, both in your original proposal and in the presentation. In your original proposal, it shows that the project manager for this is going to be the CEO of the company. Lily De La Rosa, my question is, how does the CEO of the company be the project manager for the project of Orlando Hollywood International? Yeah, so for this project, I'm going to be fully involved myself. So I'm going to be going to the location on a daily basis and I'm going to be redirecting the managers and side managers. So I take this work very serious and I want to be fully involved. I want to meet in terms to any issues, if issues arise or anything like that. So I want to be need at the site location. Okay, I just want to make sure it's out there that the CEO of the company is planned to be the project manager for FLL and can be available anytime we have an issue that we may have. I want to make sure that that's out there. Okay, thank you. Okay. Also, it looks like a lot of the experience that Ellen has is related to housing and transportation, not airport. So my question would be is describe how your skills in other transportation areas is transferable to an airport environment. Yeah, I can answer that question for you. So while we may not have a current airport contract, our team has extensive experience managing high traffic security sensitive passenger focus facilities, especially with governmental agencies. So for example, within our we kind of trickle and take from our experience and what we've done in the past, which is what builds us as well. So for example, within the MTA contract working 24 seven, very similar to this project. In that sense, we managed over 500 employees while maintaining the stations and the train cars. And so while doing this, we accurately lost thousands of trains cars cleaned every ship in full detail. So it would have the train car number, the time that it came into the station, the time that it pulled out and after it was cleaned. And so with our NYCHA contract, for example, we covered over 10 million square foot feet across all of the developments that we were deployed to. So the level of scales shows that we can handle high volume while maintaining organization and compliance, especially while working with government and public facilities. And so sometimes for us, we believe too, that not being tied to the way it's been done is an advantage. And so we bring a fresh perspective, we bring experience with very similar passenger front work. We have proven discipline and we will, we're planning on bringing this all with us to to this airport and meet the standards and excel them. Okay. Do those facilities have passenger screening checkpoints with very, very highly sensitive equipment, especially cleaning products? Can you repeat that? So the facilities that you're, you're talking about, do they have passenger screening facilities, security checkpoints that have equipment that is highly sensitive to the cleaning products? Yeah, of course. So our experience included working with secured high sensitive environments for sure. And so for example, in the MTA, when we clean the trains, cars and stations where we were required, they're required to have bad acts. So a lot of areas are restricted, everybody is trained in coordination to that. So because of that, we were in constant coordination with the transit police security teams. Department of housing, for example, we, you know, we worked in developments where we would have boiler rooms. So we would do every single aspect of any call. So it would be anything from the daily cleanliness to, you know, going down to their drains and their compactor rooms, which were very sensitive to what we use. And so we're very, you know, accustomed to working alongside guidelines and following the rules. Okay. One more question. Thank you. In your proposal, on page 14, you identify what your staffing plan is on 24-7. It says restroom attendance. Terminal 1-6, Terminal 2-4, Terminal 3-4, and Terminal 4-5. Are those people who you would plan to be stationed inside of the restrooms at all times? Just say page 14? Oh, yes. On your original proposal that you submitted. Yes. So we also have Flutter's, Estran employees to reassign them for in case that we have a condensed high traffic areas, especially for restrooms. So besides those restrooms attendance that you received on the roster that we included, so we have Estran 5 employees to attend those areas. Okay. I'm just trying to understand the restroom attendant. If those, let's say Terminal 1 has six, those six people are dedicated to the restroom, correct? Yes. They are dedicated besides Estran employees that we're going to have, that we're going to reassign to those areas, like for more custodians and also floaters, if it's needed. Okay. Because there's more than six rest, you know, six restrooms that require attention in Terminal 1. So I'm not understanding how the attendant program in your mind is portrayed. So would the floaters, would the floaters, the floaters would augment the attendance for the restrooms that don't have an attendant? Correct. Besides that we're also including of old extra, six extra custodians as well. Now I understand. Thank you very much. No more. You're welcome. Ms. Effress. Thank you for your presentation. Um, I, I am curious about your project workers. Um, in your, in your proposal, you, um, the requirement is about 40 of them, and you only mentioned about 14, um, in that. Would that be increased if you were to be awarded this contract? And then absolutely. Okay. Thank you. And then, um, the quality control, um, you didn't really touch on that. Could you elaborate on your quality control program? Yes, I can elaborate on that. Um, so our quality control program is built on three layers. So first supervisors, they perform the daily inspections per shift. They use both digital platforms and physical checklists. Second, our management team conducts weekly walkthroughs with photo documentation, corrective action laws. Third, we incorporate client feedback in our system. So every concern is logged, tracked, and resolved with follow-up verification. Um, and this is in conjunction to the walkthroughs that are conducted alongside, um, BCAD. Um, let me go back quickly here as well and touch through our quality assurance. And so with this is, um, so the manager will do the weekly inspections monthly. We will invite the project managers to join us for a joint audit, and then, um, we will ask the senior leadership to conduct a quarterly unannounced audits. Um, alongside BCAD personnel, we regularly measure how things are running. And if we need to have more regular, uh, walkthroughs, we would have them. Um, besides the walkthroughs, we are also SIMS certified, and we are prone to annual, um, walkthroughs with them, just to ensure that we are following the guidelines, not only with within our certification with, um, within the janitorial industry, but with the project in the airport as well. Okay. Thank you. And then lastly, um, if you are awarded, say the terminals and the RCC, so group one and group two, um, would you commit to having, um, a separate project manager for group two? Yes, of course. Um, and even with the project manager that we listed, uh, we know that, um, touch base, Alili Nayeli is listed as a project manager. Um, and just to clarify it in that sense too, she won't be the only one. Um, so it, you know, it was listed this way because we want to showcase our commitment to this, but we do have plans of having project managers, um, take the responsibility and not just Nayeli for both groups. Okay. Thank you very much. You're welcome. Thank you. The third presenter LPN, sir, LPN Pro Services LLC has now completed their presentation and answered all questions. Thank you for your presentation, um, and your team may now leave, leave closed. Thank you so much. Thank you. Thank you. Thank you. Does any of, any of the EC members need a break and we can take a five minute break? Everybody's good? Okay. All right. Purchasing, would you please invite the fourth presenter United Maintenance Company Inc. to join the closed portion of the meeting for their presentation? United Maintenance Company Inc. attendees can be viewed in Teams participation panel. Displayed on the screen is a list of county employees, county staff. For the record, United, could you please affirm that there are no other individuals in the meeting other than your team and county staff? That is correct. Thank you. Who should be designated as the person to share the screen for the presentation? Us, Clifford. Okay. Thank you. Your team, we have five minutes for setup. Purchasing, we'll start the timer. If you finish early, you can just let us know and we can proceed. All right. We're teaching. You guys are ready. Are you ready? Let me just make sure you can scroll through. Okay. United, you're ready? Yes, we are. Okay. Purchasing, could you please start the timer for 15 minutes for United Maintenance Company Inc.'s presentation? Thank you for giving us the time today. My name is Rick Simon and I am the chairman and CEO of United Service Companies, the parent of United Maintenance, and also serve as the president of United Maintenance. I'm happy to lead a company that we've been leading for a number of decades and are with a commitment to excellent service. We're a 724-365 operation. We're experienced in many, many high traffic areas from convention centers, airports. We service airlines, convention centers, stadiums, and arenas, and our footprint is from the eastern seaboard through the Hawaiian Islands. We'll be introducing everybody here momentarily. We'll be talking about the advanced technologies that we have, the rigorous quality control that we implement, and real-time responsiveness that we're known for. With me today is Vicki Rosen on my left, who is the Vice President of Business Development. Unfortunately, Ryan Moore is not here. He's at a stress test today that was pre-scheduled and we couldn't reschedule. Veronica, who is on my right, who does operations for United Maintenance, and Miguel Perez, who is the VP of Human Resources for all United Service Companies. I'm committed to keeping your facility spotless, and I would want to mention just a couple things. One of the things that makes a difference for us is our GBEC and SIM certification. In fact, our company, myself, it was part of the group with ISSA that originated the GBEC certification, and all of the process to disinfect high traffic areas and public venues at the start of the pandemic. Since then, it has morphed from just GBEC certification to a higher certification of SIMS, of which we partake in all of that. With that, I'm going to turn this over to Vicki Rosen to go into some of the questions that you have. Good morning. My name is Vicki Rosen, Vice President of Business Development. I've been with the company for 37 years. I just want to go through the questions that were asked of us to let you know what our United's plan is. We plan on utilizing two autonomous floor scrubbers for this contract, the Tenant X4 Rover and T380. Floor scrubbers are the best suited for these autonomous equipment due to high impact on efficiency over large high traffic areas. This equipment and our strategic utilization plan ensure efficient cleaning while also prioritizing patron and employee safety. We will only be utilizing this equipment during off-peak hours, mostly during the hours from midnight to 4 a.m. This timing prevents continuous disruptions, which increase safety and diminishes cleaning times for this equipment. Monitoring flights with the ability of availability of flight activity tracking through a variety of resources, such as Broward County's website and other real-time trafficking technology, we can instantaneously respond to a variety of issues that affect passenger traffic. Our supervisors will be the first responders to these dynamic changes as they will be trained for various scenarios of common flight disruptions and irregular operations. They will be responsible for updating online staff, as well as working with the ship managers to reallocate the staff strategically to ensure continuation of cleanliness across the terminals. Being proactive and nimble with our staff deployment is how we can maximize the use of the flight tracking technology. As far as communicating with Broward County Aviation Department's project managers and stakeholders, we will provide performance data through a combination of technology-driven reporting tools, daily communication, and formal review processes. During the transition period, we will schedule weekly meetings with the Broward County Aviation Department project managers, as well as stakeholders, to discuss and review performance expectations and results. These meetings set the foundation for continuous feedback loops and primary means of sharing data. Outside of these meetings are our daily management reports, which were provided in the handout. We will also access clean, intelligent report and work order system updates on the IBM maximum suite, which is what Broward County is currently using. We will update any outstanding work orders as soon as they are resolved and follow up with the appropriate people should any further issues arise. Experience and locations. We possess decades of experience with 24-7 operations ranging from stadiums, convention center, airports, municipal facilities, hotels, and various others. We have listed just some of our current and previous clients and are confident that over 40 years of experience with these clients has more than adequately prepared us for this contract. Three of the most impactful clients that directly relate to this type of services that we will be providing at Fort Lauderdale Airport, our Chicago O'Hare International Airport, Houston first convention and cultural facility at the United Center. Each of these clients has greatly contributed to our historic knowledge for 24-7 operations. For O'Hare, our 10-year tenure helped us ensure that we were able to always respond to any custodial services at all domestic terminals. We were servicing the interior and exterior of these terminals. We employed more than 400 cleaning staff daily and our time at O'Hare taught us countless lessons about servicing these high traffic areas 24-7. This facility contained extensive terrazzo flooring which presents unique challenges in high traffic 24-7 environments in order to keep those the high quality standard. Our trade show and convention experience is very similar to the demands of an airport. We operate these events for truly 24 hours a day, seven days a week clean. We are working before the show opens where there's lots of degrees resulting from booth construction and after the show we are clearing the floor for the next convention. We have worked some of the nation's largest convention facilities with over 2.6 million feet of exhibit space, thousands of attendees and over 1,000 tons of debris in a condensed period of time to be show ready by a specific time. Houston first taught us the benefit of utilizing a scalable staffing model due to the conventions and events occurring at the various Houston facilities. This also resulted in tackling the challenges that stem from fluctuations and shift times across all 24 hours a minute each day. United Center is one of our longest term clients. We've been with a partnership approaching 25 years. United Center is home to Chicago Blackhawks, Chicago Bulls and it's one of the largest arenas in the United States hosting over 200 events per year. During the pandemic we also aided United Center and their GBAC certification to help elevate the facility during the pandemic and just and to further showcase our combined commitment to cleanliness and public health. We've attributed our longevity of this contract to encouraging stable and receptive feedback groups, dynamics and flexible staffing solutions and stellar management. This facility contains extensive torousal flooring which presents unique challenges in high traffic areas. Addressing problem areas. Working with high traffic facilities for over 40 years clients have shown us we need to be cognizant of the ebb and flow of the properties with unique realities and challenges that airports like Fort Lauderdale have. We need to understand how their flow of passengers affects our ability to staff and maintain the property. To ensure continuous and cost conscious services we need to, we sometimes need to redeploy our staffing based on these cycles, which we will learn to understand with the help of various stakeholders at the Fort Lauderdale airport. Knowing which airlines are adding flights and the expected increased volume encourages us to deploy the staff to respond with strategic planning. We will be involved in weekly communication meetings with the stakeholders that can help inform us of any of these changes due to federal holidays and school breaks. Quality control. I'm going to pass this off to Veronica. Hello everybody. Veronica Blauwell, Director of Operations. So when talking about quality control, we believe a clean space is a healthy, welcome space. Here's how we'll keep things fresh and safe at the Fort Lauderdale airport. First off, we will clean high touch areas several times per day. Regular cleaning and sanitation help prevent the spread of infectious diseases, creating safer environments for passengers and staff alike. This is particularly crucial in high traffic areas where the risk of germ transmission is elevated. Maintaining high standards of cleanliness in public spaces is essential for public health. In contrast, poorly maintained facilities can reflect negatively on the facility, suggesting apathy or lack of communicable responsibility. Such perceptions can deter passengers from utilizing the airport in the future. Another thing we do, we treat every surface the right way. Soft surfaces like carpets and curtains get vacuumed and cleaned with gentle products. Hard floors and windows are cleaned with materials that protect them. Outdoor areas like patios and entryways are power washed and disinfected when needed. We also aim for top tier cleanliness. We follow a professional scale that ranges from spotless to knees work. Our goal is to always be near the top, clean, organized, and safe. We also clean space. Well, we believe clean spaces build trust. A well-cleaned building shows we care about our community and helps stop the spread of germ. We know the difference between cleaning, sanitizing, and disinfecting. When talking about cleaning, removes germs, sanitizing, lowering the number of germs, and disinfecting, killing germs after cleaning. We also use safe products the right way. We use proper PPE and ventilation. No mixing chemicals ever. Our team is trained and protected. Our staff wears protective gear, knows how to handle cleaning products safely, and has access to all safety information. And finally, we work with professionals. Our cleaning crews are extensively trained, use eco-friendly products, and tailor their work to each space. Now, as far as training, United has developed a robust training program which is designed to ensure exceptional customer service, high employee retention, and consistent operational excellence. Key component of our training include orientation and initial training, safety and security of the facility, job-specific skills. Customer service and ongoing development is on the job training. New staff will be assigned a trainer who they will shadow to ensure proper usage of equipment, supplies, and chemicals, as well as learn the footprint of the facility. They will have hands-on experience and given feedback on various custodial techniques, recycling programs, and biohazard cleaning. Employees who demonstrate the ability to handle these tasks and techniques repeatedly will, over time, be introduced to a more advanced skill, including hard floor care, carpet cleaning, and equipment maintenance. We will be providing identical training to our self-contracted line staff. Most of our training that is not directly related to the actual cleaning of the terminal relates to safety. The three main areas of safety we focus on are workplace safety, professional safety, and disaster safety. Because our staff will have a consistent presence throughout the terminal all day, they have the ability and responsibility to be prepared for any disaster in the event to occur and be the first responders to any sort of safety issue. Overall, our training is extensive and all-encompassing to make certain our staff are thoroughly prepared for what comes their way. Next, I'm going to hand it off to Miguel Perez to speak about our ambassador program. I apologize. I'm going to touch base on our ambassador program. Another aspect of our customer service is our ambassador program, which consists of a hand-picked team to represent United Maintenance. By providing next-level direct customer service to patrons at Fort Lauderdale Airport, this team is chosen to be courteous, helpful, informed, and proactive. They will undergo specialized training that is above the standard training for our frontline staff. We will give them the tools to maintain successful customer interactions throughout their shift. Their additional hospitality training will be particularly useful during the busy travel seasons when many travelers who might not normally travel are flocking to the airports. Next, I'm going to hand it off to Miguel. Good morning, everybody. Excuse me. Thank you. Your time is up for our presentation. We can now have questions from the EC committee. Mr. Nottemaker. Yes. Good morning. Thank you. A couple questions. I'll start off with what you were just talking about, which had to do with the ambassador program. So, janitorial staff is very public forward-facing. So, it's not uncommon that they will get questions regarding the airport facilities where airlines are, concessions, international arrivals, ground transportation. Help us understand the differentiation between the training that your frontline staff would get and this ambassador program that would be visible during high peak time. Commissioner, every one of our people should be an ambassador of goodwill to the patrons of your property. So, we start identifying those that are most communicative and we make sure that they understand the complete layout of the property, the function of everything. For instance, the location of baggage flame each airline, emergency services. And we actually put a sticker on them that says, ask me. And you know, they're a goodwill ambassador. Because of the businesses we're in with hotels and convention centers and stadiums and arenas, we're in the hospitality business. And we've learned over the years, training our folks to be ambassadors of goodwill for our customers goes a long way. Does that answer your question, sir? You said the most communicable. Assume that all of your employees would be considered to be trained to be able to answer the questions that they may be asked by the general public. Absolutely. But we'll also have individuals who will be in a separate uniform indicating that they're ambassadors. We will have all of our staff understand the layout of the facility before they're ever allowed to work in our facility. It's part of our onboarding. We want to make sure they understand that most people are going to see a custodian before they see anybody else from the airport. So we are stressed to them that they need to be helpful, courteous to all passengers and patrons who visit the Fort Lauderdale airport. That's in our initial training. After that, and in the initial training, they'll understand where the closest restroom is, where, what airlines flies out of what gates. Our ambassadors will have, we will select from our line staff. These individuals will have leadership skills, but also understand a passenger has lost a child, extenuating circumstances that a custodian or a line staff might not be able to help them. But these ambassadors are ambassadors of goodwill. They might be able to walk that person to where they need to go. Again, these people are representative of your, your airport and our company, but also they need to present themselves as helpful and courteous. When we, when I, to clarify one thing, what I said was we start with the most communicable and then the other folks aspire to be part of that group and they'd start training up as they get more experienced than the property. But everybody should be an ambassador of goodwill. But the ones that Vicki's talking about that we changed the color of their shirt and had a patch on there that says, ask me, we start with the, the people that are, we perceive to be the most communicable and we train the rest of them up to that standard. And there will be one assigned to first and second shift each of the terminals. And depending on the, um, passenger count for that day or for that week, is it a spring break, we will have two or three. Again, we want to be helpful and assist your clients. Okay. Question about your experience at our, our, um, O'Hare International. I think you said that you were in the domestic terminals. Um, did you, what was you, the breadth of your responsibilities there? Did you have the janitorial contract for the entire facility? Domestic? Yes. Uh, and international? Domestic. Okay. So any experience at the international, um, side of that? Yes. No, the only time we assisted in the international was during the pandemic. They needed some additional staff because the current staff was not being able to, uh, being able to, uh, be there. Um, the international, international terminal, their contract was a facility management contract. So not only did the contract involve custodial, it also involved engineering, um, carpenters, electricians. So we did not, um, participate in the international except for pandemics and also weather rule, weather related events. Okay. We do have experience in, um, custom areas with our aviation group and handling cargo and, and, uh, having custom seals. So we understand the importance of that. Yeah. I was, uh, trying to ascertain the experience of janitorial services in and around some of the, uh, areas, the primary and secondary areas of a, you know, federal inspection service. So, um, correct. Commissioner, with our aviation division, which I can speak pretty authoritatively on, uh, we're completely familiar with the customs. We're actually bonded in several airports because we handle cargo for some of the airlines in the Hawaiian Islands and, uh, we just took over Houston and Chicago. Okay. For cargo, um, for janitorial, we do do the custom area. In, um, Hawaii, the aviation division. And the only reason that maintenance does not do that, we help train them to be technicians and janitorial is because it's a very small footprint and they did not need such a robust custodial team. However, we did help them with their custom seals, understanding how to work through, um, custom areas, the high level of security. We are very, um, conscious and the project manager that we, uh, sent the resume with our bid is Curtis and he has extensive experience as he was in, in the Hawaiian area, but he was also at Philadelphia and Miguel could speak to, um, that a little bit more. Yeah. Uh, Curtis Brooks Johnson was our general manager in Philadelphia and currently is assisting in transition of United Airlines cargo contract that we were just awarded in Houston. Uh, he does have experience with custom seals on international flights for cabin cleaning with Delta airlines. And he was also in charge of the janitorial portion of the cleaning for the Delta gates, as well as passenger services at the Philadelphia international airport. Um, so, uh, high, high traffic areas, concourses, specifically hold rooms, uh, where we have a lot of hold room seating. What is your preferred methodology of cleaning in and around the whole room seating, uh, during operational hours? Well, again, those weekly meetings will help us understand what the flight capacity for our arrivals and departures for the following week look like. Obviously, if the gate is delayed, the holding area is going to be delayed as far as our cleaning. So that's why the redeployment of our staff is so important. Obviously, if a flight is delayed in, um, in departure, we know that that area is going to be inundated with a lot of passengers. So they're going to be, um, creating a lot of trash. The restrooms are going to be busy in that area. So the supervisor will be monitoring that. And if at all possible, they will be able to do a pick of any trash or change the cans. As soon as that flight takes off, we will use non-electric carpet sweepers in areas that are carpeted. We'll wipe down the seating after that flight is departed. The deep cleaning obviously needs to be done when that gate or holding area is empty or cleared, because, um, in our experience, people don't like janitors cleaning around them. They get the perception that they're being either pushed out of the, or the, uh, airport is not clean. So again, we want to be cognizant of passengers, but also want to ensure that those high touch areas have been wiped down, cleaned, and then deep cleaned at night. Okay. Thank you very much. Okay. Right now, we would like to thank you for your presentation. Um, your team may now exit the closed portion. Thank you. Thank you. Committee members, um, would you like to go to the next presenter or would you like to move forward with possibly taking a lunch break? Okay. Okay. No problem. Thank you. Okay. Purchasing, would you please invite the fifth presenter and SFM janitorial services to join the closed portion of the meeting? We'll just close the participants panel. And then normally there's a, um, um, a view where you focus on content since no one's sharing right now. It's not as important, but at least it just takes away the panel stuff. It's not us. Say less than five minutes for free. Oh, I got it. The second one, please. I had it this morning. Are you okay? I'm running on Cassie and sugar. I'm running on Cassie and sugar. I didn't get express off. Oh, my God. I didn't get express off in my office. No, I'm fine, but thank you. You said you get occasional hugs. I get a lot of hugs. And I'll get a lot of hugs. Mom. Mom. I don't like that mom one. Oh, my. Are you kidding me? Oh, my God. You're 30 years old. I get the mom like I wasn't cool back in the day. What do you mean? How old are your kids? 10. My daughter's 10. Really? Yeah. She's got so much time. Enjoy 10. Yeah, I know. She's been a teenager in spirit since she and I was two. New. That's it. You juice it. You're breathing. That's all. That's all. It's agreeing that. I did a course on Friday. That person. Oh, yeah. You know what? Oh, we're done. We're done. I didn't want to have on Friday. It's just that everybody's schedule made it a Friday. That was the problem. I didn't want to have on Friday. No. I don't want to have on Friday. It's freezing. I don't have a little. Oh, no. Okay. We got United. We got a tea. We got a tea. We got a tea. Oh. Oh, how are you doing? I didn't want to put it out yet. Oh, I was feeling good. Oh, yeah. I know it's very comfortable. This is SFM? Yes. At the moment, please view the team's participant panel displayed on the screen and just confirm that everyone listed is either your staff or the county staff. Participants are here in this room, so the only other participants in this virtual meeting should be the Broadway County staff. Correct. Thank you. Just give us a second, and then we will come right back to you, okay? Could you tell us who, SFM, Janitorial Services, who will be the person that will be presenting for your team so we can have them set up to display? Yeah. So, my name is Priscilla McBombin, and I'll be the first speaker, and we'll have two other speakers that are in the room that will be speaking as well. Okay, so we'll give you five minutes to set up. If you finish before the five minutes, you could just let us know, and then we'll begin your presentation. Purchasing, please start at five-minute o'clock. Okay. You have five minutes to set up. Sure. We need to share our powerpoint, which… What would you tell the teams? Yeah. We have. We have. We have. We have. We have. We have. We have. We have. We have. We have. We have. We have. We have. You see that okay? Yes, we can see it on the screen. So, I think we're ready. All right. We'll come right back and let you begin. You have a couple more minutes. Can we introduce ourselves so we don't eat up time? No. Just give us a minute, and we'll allow you to introduce yourself. Thank you. Okay. All right. SFM Janitory Services, you're ready. So, we will give you now 15 minutes to start your presentation. Your 15 minutes begin now. Proceed. It's great. Thank you. Well, thank you for the opportunity to present. My name is Christian. I'm the president and owner of SFM Janitorial. With us today is Israel Rosado, the C-O-O, Pascal Lopez, the Janitorial Manager, and Barbara Findo, the Director of HR. So, we try to focus on the points set to us in the questions. Currently, we do use autonomous equipment at other sites. autonomous equipment makes sense for certain abilities. We felt the RCC was not one of them. However, we do have a lot of equipment budgeted to make our job quality better. This is showing some of the equipment that we have included in our proposal. Everything from furnishers for the aerosols and escalator, scrubbing for the restrooms, right on the scrubbers, et cetera. So, you know, we are familiar again with using autonomous equipment, but this is the tenant equipment that we have budgeted for the RCC. So, this just talks about our operational capabilities that we have to support irregular operations. Irregular operations are something that we do, especially after servicing so many facilities that are 24-7. You know, our operational environment, we're headquartered not too far from the RCC. We have warehouses in Miami Bay and Broward County that store plenty of equipment. Our staffing is flexible. We have floors that are available should there be an emergency that we need to address. We also have the expertise of our floor care division. You have beautiful terrestrial floors in your site and our terrestrial floor care team can definitely make them their best. We also have strategic responsiveness. We have technology that we have in our proposal that we'll go into in more detail. Good morning, everyone. As Chris just mentioned, one of our techniques that we use is we do leverage technology. We actually included some of this technology within our proposal, which is the janitorial manager. If you like, you can actually get some more detail. It's listed in page 83 in our proposal. But this gives us the capabilities to be able to share up some of our reporting, cleaning reports, frequency reports, project schedules. We also do have the experience working with Trax Analytics over in the Miami International Airport, which offers additional reporting such as people counters, dispensing units, and stock of supplies. So that is not included in our proposal, but we can definitely, you know, speak about that at a later time. So one of our systems that we use is actually the TAPIC system. This system is utilized to improve overall communication with our clients and staff. It is a simple email address that you may send to us. And that email triggers a ticket alert to the leadership team, the contract manager, and the executive team. We give ourselves immediate response. In the next slide, I'll show you a quick example of how the system works. The ticket is received. And as you see the timeline within an hour, the issue was resolved. Now, this also allows us to track concerns and use these tools as training and coaching methods. Our experience is something we're very proud of. We have many honorable clients, but also the attention of our clients. For example, Miami International Airport, we've been working with for the last six years. The City of Coral Gables for the last 24 years. The City of Miami Beach, the last six years. And especially the 24-7 sites that we clean. For example, the City of Miami Beach, we clean every single parking garage and public restroom, which is 50, Miami Beach 24-7. At Miami International Airport, we clean Terminal J, which is 24-7, that has 153,000 passengers a day. At Miami International Airport, we also clean all the cargo areas. That's over 1.5 million square feet. And also a highly apart casino. It's also another 24-7 operation. We've been servicing that casino for the last 12 years. This question with D, G, and H should all touch upon what I'm going to review right now. So D, G, and H, the first is how do we address difficult tasks? We've already addressed difficult tasks. It's about planning coordination. As we go into any account, we identify all the tasks that need to be done. This then gets segregated by location. The location, then we start beginning the assignment of personnel to be able to do that. Along with the frequency associated to each task to be able to comply with any standard that we might have. As you will see here, we also have what's core duties and project work. The separation of that allows us to be flexible in terms of not only meeting the core duties, which is the maintenance associated to it, but the project work that also gives the facility a different look, a different feel to it. One of the things that we look at as well is how do we staff appropriately? The pool of floaters assigned to this task is something that we use regularly on our larger contracts on the market engagements. So this being one, this will have a pool of floaters assigned to this account. So the idea here is obviously we have the proper staffing. We know the assignment being done. We have the coverage levels that are requiring us to excel in this. Obviously proper equipment, proper products, and it becomes predictable results even in irregular operations. But what the irregular operations do, or what do we do? SFM has handled many things over the last half century. So, you know, the special requests come in. We have SOPs built for emergencies. We have the communication 24-7. We have the equipment warehouse here locally. So what does that mean? That anything from water extraction, we have main break into it. We have COVID-19 happen. You know, an electrostatic equipment that needs to be used. It's readily available for us to be able to use. Whether it's a plane crash that happened in 2022 at the main international airport. We dispatch three liters within two hours. That doesn't happen very quickly. But obviously, it's something we can do. Whether it's splash squatting for our health. Again, we have the water extraction team to be able to go, attack that, and be able to respond to what you need. Which are these unpredictable . But our project team is able to respond with, which gives you the quality service that you deserve. There's a lot of questions around quality standards. These are questions that are asked through H&I of this. And how do we approach it? One of the things that we look at is, we don't just hire employees. We have a talent acquisition team. And talent is something that we look for to form a strong team. After we look left or right here, we take that talent and we train them. We train them in different facets depending on the account, depending on the facility and the requirements there. So when we set up for success, which is step three here, we know the scope of work that's going to be required. And we adapt our training and our quality programs associated to it. We evaluate our results associated to it. So from January 1st to August 31st, we perform over 9,000 evaluations of our sites. Which is something that helps us. It helps us understand efficiencies. It helps us respond. It helps us understand what root cause analysis is. And learn from it, which is very important. So that continuous improvement model and culture here is part of not only a standard. It helps us get better. As you can see, over these 9,000 plus opportunities that we've had, we got 2,000 over 2,500 deficiencies, or close to 2,500 deficiencies. Of which we've learned from and great programs to improve us throughout the life of the contract. And that's something that they're valuing to you and us because we learn even yet better. Our quality insurance program is something that we use to leverage technology, Orange QC. We have our team, which is completely agnostic from the operation. Completely separate. It's not important to the operation. There's no conflict of interest. It is just a reality of what takes place. Whatever happens there at the site, we'll go in and evaluate it. And we use the technology Orange QC to be able to evaluate the geolocation. Document it as you can see here on the iPad. Whatever's there, we'll look at it. We'll go over the quality control inspections and learn from it. Learning is part of our culture. Learning makes us better. We report that. There's transparency in our reporting and transparency in order to you in terms of the quality that we're servicing with or the opportunities we have as a team. Fifth thing that we looked at is product standardization. Part of our training is to create standardization throughout. Not every account is the same, so we customize as part of our training. But the McDonald's concept, you go to any McDonald's franchise, it's the same because there's same standardization. And we believe that in the quality of the products we use. So retail certified products training is part of what we incorporate within our organization. Building strong habits and we support the skills that people have. So overall, what this gives you is an optimized result. It gives us the opportunity to be successful. There's a training program that we have. We call it SFM University. Training is, there's basic training, which is throughout the genitorial industry that we use. We leverage the training system, which is part of Spartan. We have manuals and we have web-based training. But then we customize our training, which is very important to this account. What is different in this account? Then we start reading this. So floor care is one. 3M, Toronto Diamond Restoration. 3M is a partner of ours. We leverage their experience, obviously, to be able to give you the best experience when it comes to floor care. When it comes to cleaning, we go through this process as well. Color coding everything from a cleaning perspective. We don't cross contaminate anything. We have the manuals. We have the bench. We have the catalog service. And also included in this is risk. Safety. We have an on-site, part of our personnel is an instructor that is going to certify and certify all on training. Employees are complicated, which is a question that was asked. Part of our certification process that we look at is here. So we have our supervisory staff. We are sim-certified. We have Pascal Wilco at CDSC. And we have organizational aspects that create quality, efficiency, and customer satisfaction for you. Throughout the last 53-plus years, we've actually been with vast experience with dealing with high traffic areas. We understand scope of work using our blended standardized productivity rates, which come from basic ISSA standards and our own experience. We optimize our conforming clubs. We understand how to work with peak traffic times. We do have the proper plan with our project work and differentiate what is a project work versus your day-to-day operations. So all these topics are actually covered with our staff to make sure that we are able to deliver this high-quality experience to you. So here we're sharing just a few pictures of some recent project work over at another location. As you see earlier, Chris mentioned that we did have experience with autonomous equipment. We show and demonstrate a picture here at the facility just for your view. So in this slide, you'll see a glimpse of our org chart. Why do we not cover our org chart at this moment? You not only get your accountant, but you get the support from the whole company, from our executive team, our HR team, floor care, safety, quality control. That's the service we will provide to you. We have locally engaged employees. We have accountability, accessibility. Our president, Christian, will pick up the phone at any time and speak to anyone having an issue. We're all engaged and involved in our operations. Our local warehouse is equipped with all the supplies and equipment needed, as Israel mentioned before, as well as our locally placed employee team that will be dedicated to your account to respond to any issue or emergency we may have. So quality control is the secret to our success. It's been something that we've been using for many, many years, and we feel that it will be ideal for the RCC. We have a multi-million dollar food care division. If you go to page 75 of our proposal, there's a detail there on how we're going to treat the Toronto War Care. The warehousing that we have in Mike Dade County and Broward County to have all types of equipment and supplies needed. We have the technology, as Pascal mentioned, and again, the 3M floor care product that we provided in this proposal, I think, is top-notch. Disaster recovery, as Indra mentioned, the flash floods of years ago in Broward County, we were able to take care of our clients. Emergency disinfection using electrostatic disinfection is something that we're very accustomed to. And again, we have our offices in Miami Dade and Broward. And lastly, we are, well, we feel the best local partner for Broward County for this contract. We've been in business since 1972. We have over 1,100 employees just in Miami Dade and Broward County. We clean over 8 million square feet daily. We're a proven trusted partner. Our client retention, I think, speaks for itself. And we're ready to partner with Broward County on this contract. Thank you. Thank you for your presentation. Do we have any questions from the committee? Yes. This is Andrea Celina Saucedo. You mentioned in the proposal that you were called on an emergency basis to clean up the runway at MIA. Can you please elaborate on that? So, I want to say it was 2022 Red Airlines when they landed. There was a crash situation where the Brits didn't work and there was debris all over the tarmac. Representative from the airport reached out to us and within two hours we actually had authorized personnel boots on the ground working. Obviously, it did take some coordination with MDAC directly in order for us to gain access to the space. Does your current contract with the Miami International Airport include all the areas at the airport and the runway or was this a special service? This was actually a special service. Okay. Thank you. Ms. Major. Yes. Thank you. Good afternoon. Afternoon now. Selina, I was going to ask the same question. Thank you very much. A couple of questions about your contract with Miami International. I think you said that you are responsible for the Concourse J. That's correct. So, we have one contract that we are the prime contractor. Our contract is directly with Miami-Dade County and that is to clean all the cargo areas for the airport. We completed the first five years of the contract and now we are returning to a new contract. So, it's our sixth year. Reference Terminal J. We partnered with a company by the name of Flagship who presented earlier today. And so, they subcontracted to us all of Terminal J. So, they have the rest of their contract, but Terminal J, everything 24-7 is our staff. How many restrooms are in Concourse J? The door plus the CBP area, a good 26-28 restrooms. About 26-28. 28 restrooms in a Concourse? 28 restrooms in a Concourse? 28 restrooms in a Concourse? Well, that includes the different areas that we covered. The Concourse itself, they have one, two, three, four. Four sets plus two, six sets. Plus four. Yes. Okay. So, there's four levels to it. So, it goes from ramp that we clean, we go to the terminal itself. We also do customs area associated. So, collectively, that's where that, and then the Custom Border Patrol separately as well. So, collectively, that's the amount. The amount. Okay. That clarifies it. And how many escalators or moving walkways? More sets of moving walkways, escalators, would be two, one, two, four. I believe it's four. Okay. Okay. Now, I'm just trying to understand the size and magnitude of that compared to the rental car set. In your training, all of your training that you mentioned, help us understand where in the training you plan to educate employees about commonalities about the airport for the rental car, specifically, you know, where the locations of specific airlines are, different terminals and concourses, and ground transportation, how passengers get to and from. And is your training paid? Well, to answer the question, yes, the training is paid. And we would first, obviously, gather as much information from your team, and we would develop a training specifically for the RCC. Which includes, I'm sorry for the interruption. So, looking on board with staff, we go through the whole routine. So, going back to the slide I read, we just go about what's the needs, right? Four needs versus not. Maintenance needs versus project work. Once we do that, that's the technical training. There's also a soft skill of training, which is customer service training associated with the account. So, once we scope out the entire project, have it all ready in place, have a plan behind it, have tasks associated to it, how we cross-reference down with our quality insurance department, we're there. So, we encompass everything as part of our transition plan, and I'm ready to launch this account. One more. One more. You started off, you know, addressing the autonomous equipment, and identified that you didn't feel like the facility really needed autonomous equipment. The rental car center has some of the largest open floor space at FLL. Help us understand what your trepidation is with using autonomous equipment. So, we've been using the tenant scrubbers and the equipment tenant for many years, and at the time of submitting the proposal, we just felt it was the best fit for the building, and the one that we have, that we felt more comfortable with. You know, after some time in working the site, you know, we are always looking to see where we can be more cost efficient for our clients and productive. So, I mean, we would study it, and if we see that we can find some cost savings for our clients, then we would. Thank you. Ms. Eftis, good afternoon. Thank you for your presentation. Ms. Eftis, good afternoon. My question is about the QR codes that you mentioned in your proposal about where and how would you have those implemented. Ms. Eftis, we face the strategic areas, focusing more on restrooms and high traffic common areas, and we can share before place. We can actually share what we're proposing to place. Ms. Eftis, thank you. Okay. Thank you for your presentation. Ms. Eftis, SFM, Janitorial Services, LLC has now completed their presentation and responded to all questions. We want to again thank you for your presentation. You can exit the closed portion. Ms. Eftis, thank you. Ms. Eftis, we're going to continue on? Ms. Eftis, thank you. Ms. Eftis, we're going to continue on? Ms. Eftis, okay. Ms. Eftis, right. Ms. Eftis, could you please call in the sixth presenter, Chi-Aida Corporation. Enter the room now for their presentation as attendee. China Corporation attendees can be reviewed in the team's participation panel. Displayed on the screen is a list of county staff. For the record, please affirm that there are no other individuals in the meeting other than your team and county staff. Good afternoon. Ms. Eftis, yes. My name is Bart Okoro. I will be representing China Corporation. Ms. Eftis, okay. Do you see anybody other than your team or yourself or any other than Broward County staff? Please confirm, showing in the participation panel. I have three staff, two other staff from our company. Do we have to show our IDs? Ms. Eftis, no. Okay. All right. Who will we be presenting and need to have? We'll share the screen. Okay. Bart Okoro, next to me is Ike Okoro. He's one of our IT officials and next to him is Genos. Okay. And which one of you will be presenting the PowerPoint? I, I, Bart Okoro will be doing the presentation. Okay. All right. You will have five minutes for set up. Purchasing, please start the timer for the five minutes set up. Okay. Thank you. Sure. Are you ready? You can begin your presentation. You will have 15 minutes. You can begin now. Thank you. Good afternoon, ladies and gentlemen. My name is Bart Okoro. I'm representing Charidad Corporation. Charidad background is experienced for 31 years, cleaning over 9 million square footage. We have cleaned Broward-Fort Lauderdale Airport from Terminal 1 and Car rental in 2015 to 2021. At the same time, we cleaned Miami-Dade Metro Rail. The entire Metro Rail, movers and board facilities are having 22 passengers, 22,000 passengers every day. Charidad Corporation plans to come into Fort Lauderdale Airport with equipment called radio robotic equipment, which is the modern technology today. This equipment has the capability of working independently because it has sensors inbuilt into it. That when the equipment is scrubbing floor cleaning, the passengers can as well be working. And this equipment has the capability of cleaning a large environment without human interference. And it has sensors that will stop when people are coming closer. So we try and we plan to implement this equipment in all four terminals. Terminal 1, 2, 3, 4 and Car rental space. Our managers will be working with tablets to real time adjusting to schedules, updating schedules in terms of high flights or low time. At the same time, Charidad plans to implement a joint review meeting for visual presentation that will include a combined chat infographic and studies, automated alerts and executive summaries. For operations of 24-7, Charidad has been used to it, and we are capable. For airport and transportation hubs, we have managed a continuous operation in high-traffic facilities like airports, which are stated at the Fort Lauderdale Hollywood Airport for six years. We have dedicated staff model quality assurance. We phase our service into zones, breaking down the airport into zones, and cleaning during off-peats. Use of window time, gates not used, baggage claim in between flight surge, rotate deep cleaning schedules, specialised equipment which I have mentioned that we will put in place, staffing, hotspot, dedicated rapid response, coordination with operations, continuous training. We plan to implement inspection and monitoring, routine schedule inspection performed by supervisors and managers, accountability and reporting, use performance tracking tools, continuous training and staff development. We use our quality control program actions, monitoring and inspecting supervisors conduct daily work-throughs and schedules audit, random inspection ensuring no blind spot, result in log-in inspection sheets or digital apps, document reports, each inspection generates a report or checklist noting areas of compliance or deficiencies, work-through daily, weekly, monthly summaries, corrective actions if deficiencies are found, work-order are corrected, tasks are given in immediate for immediate corrections, supervisor follow-up to ensure, to ensure the issues are resolved within a set time, review improvement, meeting both team and the client's managers, to analyse trends that raise recurring issues and update standards. Shattered training, starting with orientation and shadowing, new employees shadowing our training for five days. We introduce classroom core training, general responsibility training, room cleaning, restroom cleaning protocols, sleep trip and prevention, customer service skills, professional courtesy interaction with passengers and visitors, keys and security procedures, strict control of access cards and keys, no sharing, hazard and safety awareness, supporting suspicious behaviour and unsafe conditions and report immediately. Our training continues, specialised training as flock here, safety operation and tool equipment, chemical safety training, blood-borne pathogens training, chemical blood fluid, universal precaution using CDC, green cleaning, environmental friendly products, meeting lead verse 4, sustainability standard, infection control, safety and emergency preparedness, fire and evacuation procedures, economics and lifting, hazard communication, emergency response training, ongoing and refreshing training, annual retraining for safety, green cleaning, customer service and workshops, supervisors and manager training in leadership, conflict resolution, performance advanced facility management, monthly, quarterly in-service training, continuing employment development, respectful and courteous interactions. Employees are thought to be respectful, courteous and professional when dealing with passengers, airport staff and travelling public. Complaint handling. Staff are trained to respond promptly and effectively to customer complaint. Service requests ensuring a result quickly without escalation. Positive engagement. Supervisors encourage staff to maintain professional appearance and demeanor to all times, reinforcing that they are part of the airport public facing image. Security and sensitive awareness. Sider protocol. Suspicious behavioural recognition. Staff are trained to watch for unusual activities. Unattended bags. Assets control. Employees land proper or badge key procedure. No tailgating. No sharing of information. Credit sharing only for assigned work area. Safety, health, safety, passenger comfort. Sleep trip for prevention. Restroom responsiveness. Green and low impacting cleaning. Communication. Clear communication. Employees are instructed on how to interact with passengers politely when cleaning is in progress. For example, explain wait time or redirect customers to another restroom if one is engaged. Incident reports. Staff are trained on how to use the Lighthouse Time Management app not to escalate incidents and spills. Restroom shortages. Emergencies are attentive. Ongoing reinforcement. Annual refreshment. Mentor training to pay recognition with new employees when they are on training. Staff are trained to disinfect surfaces on frequency cycle of 20 to 30 minutes in restroom in particular. Using the hospital grade fast drying disinfection that kills pathogens while minimizing disruption to passengers. Integrating into Lighthouse Time Management app checklists. Challenges. Spot clean multiple times per day using microfiber cloth and eco-friendly glass cleaning. Schedule deep cleaning during off-peak hours including ledging partitions. Supervisors conduct inspections daily to ensure appearance standard. Approach. Baby oasis. Challenge changing stations. Importance. High visibility area for families requiring both sanitation and safety assurance. Cleaning every 30 minutes. Replenish sanitary liners and wipes. Programme oversight and quality assurance. Inspection protocols. Using orange QC softwares. Repeating any missing are flagged. Correcting immediately. Courteous improvement trend in missing or recurring issues are analyzed. Ensuring adequate rigorous hiring training process. Pre-employment screening. Background checks. Security clearance including airport badges of work eligibility. Classroom sharing phase training. All new hire are trained in cleaning protocols. Safety and security awareness before full deployment. Annual refreshers training. Use incubant staff. If we are considered for award, we will plan to interview those who are working currently at the airport. who are qualified already familiar with the airport to minimize transition risk and help maintain service continuity. Notice and coverage system. Flexibility hours. Shift between facilities. We have three ships. Those who would start 6 o'clock. Walking to 2.30. 2 o'clock to 10.30. And 10 o'clock to 6.00 in the morning. Whereby all ships are covered. Initial deep cleaning and staff calibration. All project launch. Shedder provide initial deep cleaning and facility assessment. Strategic steps. Developed. Established dual oversight. Shedder implement dual inspection dual model. Supervised conduct end of shift inspection. With the QC quality control managers. Both of them do a follow-up audit. Great feedback and corrections. Continuous improvement and training. Procedures. Monthly. Monthly. Monthly. Evaluation. Evaluation. Procedure. Trend analysis. Benchmark. Ensuring transparency. Digital reporting assets. Lighthouse lock. Automated notification. Service delivery. Assurance. Dual site enforcement. Action. Correct. Creative action line. These are done by our supervisors with the quality control. Sign off on all inspections. Ensuring that deficiency is corrected immediately within inspection. And regular surveys. And direct communication channels. Are followed. Levels of purpose. Of adjustment. Thank you. Thank you for your presentation. Are there any questions from the committee? Yeah. I just want to make sure on the record here that the presenter and Chayda knows that they're going for group two. He was mentioning a lot of group one facilities in his presentation. And I want to make sure that it's clear that he understands that he is vying for contract for the rental cars. Chayda, do you have an understanding to that? Are you directing the question to me? Yes. The question was directed to you. Mr. Notamaker, please repeat your question to me. So, in your presentation, you were mentioning facilities that are in terminals one through four and the Airport Operations Control Center. I wanted to make sure that you understand that the contract that you're vying for here in your presentation is for the rental cars. As well, at the time we were cleaning both areas. We cleaned terminal one, like I said, and car rental areas. This, what I presented, will apply to both areas. The equipment, the auto equipment will be deployed in the same area. Because we clean restrooms. We clean the common areas. The car rental companies clean behind their counter. There's a perimeter where we stop during the time that we cleaned that place for six years. So, all those are inclusive in my presentation. Okay. I just want to clarify that in regards to your presentation, you are being considered to be evaluated for group two only and not to be, which is the RCC Center and not for group one, which is the terminals one through four and the AOC. Are you understanding that, that you're only being considered for evaluation for group two, RCC Center? Oh, okay. That was not defined when I started. So, I agree. Whatever I have said will be applicable to current aspects because we have cleaned it. We have experience in those areas. I agree. Okay. Thank you. Okay. Thank you for your presentation. You can exit the closed portion. Purchasing department, could you please, purchasing staff, could you please invite in the seventh presenter, Diverse Facility Solutions, Inc.? For the record, may I ask if we could, after this vendor, we could decide on maybe a recess at some point, maybe. Well, yes, if I may recommend, if we could recess after presenter number eight, Sunshine Cleaning, if that's okay with the rest of the EC members. Right. Diverse is next and then Sunshine. If that's okay with everyone. Yes. Okay. Thank you. Oh, we can decide now if that's okay. Everybody feels, thank you, thank you, thank you. Okay. Can we have confirmation that Diverse Facility Solutions, Inc., is in the team's participation panel displayed on the screen in the list of county staff? Is there someone from Diverse? Yes. Good morning. Good afternoon. We can confirm. We're on the call and we can see the list. Okay. Please affirm that there are no other individuals in the meeting other than your team and county staff. Confirm. Okay. Thank you. You will have five minutes for setup. Purchase the staff. We'll start the timer for five minutes. If you finish early, you can let us know if you're ready to start early. Appreciate it. I'm trying to share my screen. Who is the person? And I am unable. Okay. Who is the person that needs it, access? Omar Ramirez. Okay. You should have it now. Please let me know when you are able to see my screen. We are able to see it. We commence now. Are you ready to present? We are ready. Okay. All right. You will have 15 minutes to present. Purchasing agent. Time to start. You may begin. Thank you. It's a pleasure, first and foremost, to meet you all. And thank you again for the opportunity to present today. This is DFS's presentation of Fort Lauderdale Hollywood International Airport, Janitorial Services, One for the Poor, and the AOCC Group One, in partnership with McKenzie Cleaning and AmeriPlus Janitorial Cleaning Services. This is just a quick overview of the content we'll be discussing during our presentation. And I will start it off with a brief introduction of our leadership team. I just want to do a quick snapshot of the team members that will be dedicated in supporting every aspect of this contract and partnership. Going to the first question that was provided, showcase the autonomous equipment that your firm plans to use, and specifically what it does and where we plan to use it. Although our proposal originally did not include autonomous equipment, DFS is flexible and fully ready to adapt the program into the operation. And for this program, we would like to introduce the Tenant X6 Rover Floor Scrubber. It is the latest autonomous piece of equipment that Tenant has to offer with longer battery life, a longer range of clean square footage. And this machine would be deployed in high traffic areas such as ticketing, baggage claim, concourse hallways, anywhere where we could maximize the cleanable square footage of this piece of equipment. And the other great thing about this piece of equipment is we would be able to customize and automate reports in regards to its performance so that way we can remain transparent and provide results. Second question, identify your firm's capabilities to monitor real-time flight activity. And when flight activity is experiencing irregular operations, how they plan to adjust. One of the key factors that we utilize and we train our employees all the time is to monitor the flight information display systems, which is a very key piece of an airport operation. Employees are tasked to constantly review those boards, monitor the banks of flights in between the boards, sorry. That way we are able to go in and clean the areas in between those turnaround windows. When it comes to the management, they also review the FIDSA monitoring systems and communicate with the employees as they're doing their supervision routes, making sure that they're under the understanding that certain gates are about to become empty so that way they can go and proactively clean the area. And again, the other thing that we found as well is the constant communication with our teams and the airport leadership and the airlines. Sometimes we get information a lot quicker just talking with the agents, where we are able to then proactively get ready to go clean those areas before the FIDSA monitoring system is actually updated. When it comes to regular operations, we activate our IROPS contingency plan. This practically focuses all labor to public areas. We cancel deep cleaning projects, special projects are all suspended, and that labor is allocated to these public areas, these focused public areas. And we also activate standby staff ready to deploy if we are in need of more staff to come and assist. And the IROPS contingency plan is part of our disaster and emergency preparedness plan, which focuses on floods, hurricanes, thunderstorms, medical emergencies, active shooter scenarios, IROPS events, anything that we could do in order to help be proactive with emergency staging areas, supplies, accommodations for staff, whether it's onsite or offsite, even just proactively acquire meals in case of emergencies. And our disaster and emergency preparedness plans, they are strict to customizations to every single facility. Identify your firm, how your firm will share performance data with BCAT's project managers for the solicitation. So DFS has a robust way of sharing performance data, and it all starts with providing weekly operational recap reports, which ensures consistent updates on performance. From there, we follow it up with a monthly summary reports that provide an operational outline overview of the month that we are reviewing, followed by quarterly business reviews that we'd like to set up with BCAT leadership have given the opportunity to make sure that we review the quarter, the wins, the successes, the opportunities for improvement, and then move on to the next quarter and set those goals. Our commitment is always to be fully transparent and maintain that strong line of communication throughout the partnership. And I'll pass it over to Gia. Excuse us. Could you, your volume is low. Could you increase your volume? Barely. Barely? Okay. I think you're improving. Can you do a sound check? Is it getting better? Yes. That's better. Yeah? Okay. Sorry about that. So let's start our experience with 24-7 operations. DFS has extensive experience in 24-7 operations. We've been in this industry for more than 20 years, starting with our very first account at Midway International Airport in 2003. Since then, we've expanded. Can you hear me? Yeah. Okay. Since then, we've expanded to several major airports across our country as demonstrated on the timeline. Over the years, DFS has built an operation model that works specifically for these complex airports like FLL. Our teams will not only be trained in advanced cleaning, but also in awareness and making sure passengers can move throughout FLL without getting any disruptions. When it comes to those difficult areas to clean, such as restrooms or gatehold rooms, our teams will plan carefully around flight schedules and passenger flow. And then we'll also make sure we schedule major projects in sections and during slower periods of time so that we could avoid disrupting travelers. Next slide, Omar. Identify your firm's quality control standard, not the county's. What does a quality control program look like? So at DFS, every inspection must score an 80% or higher and anything less than that is considered a failure and will trigger an immediate response from our custodial teams. And while that 80% is our minimum, we aim much higher with the goal of consistently achieving 93% or better on all KPIs every single quarter. Our quality control program will be completely customized to FLL's needs and goals. We'll start by reviewing your contract and identifying the items that are most important to FLL, and then we develop our inspections based on those priorities. All of our management will conduct daily inspections with each supervisor completing a minimum of one full inspection per day, which totals at least 300 inspections per terminal per month at FLL. And then I'll hand it over to Melissa. Great. Thank you, Gia, Sales Manager for DFS. Sorry, quick introduction. Omar is our Director of Sales and I'm our Chief Operating Officer. I will introduce our next guest here when we swish over in slides. But what training is planned to be provided regarding cleaning and janitorial services? And what other training specifically is planned? Our new hiring orientation goes beyond onboarding and moves through a variety of training programs in that process. We'll begin training with a reinforcement of the airport-specific operating protocols, followed by a deep dive into OSHA safety guidelines, preparing the frontline staff for safe and secure operating procedures in secure areas, and in a work environment that varies not only from day to day, but even, you know, moment to moment. The Spartan CleanCheck Foundational Training Program is designed to directly address the specific cleaning chemicals we will use on site, as well as the proper cleaning procedures in areas like public restrooms for hard floor care, carpet care, common areas, as well as blood-borne pathogen standards, GHS-HASCOM, and a review of the ABCs of cleaning chemistry. Lastly, we maintain a training program that focuses on enhanced situational awareness from the common practices of see something, say something, to preventing slip and falls. Excuse me. This training cultivates a proactive, vigilant, and safety-conscious workforce. The next step in our employee development is hands-on training that's focused on job-specific instruction from supervisors on the floor and in the field. It reinforces all the classroom learning programs in real life. Our on-site training also takes place with our premier vendors like Tenant, 3M, Spartan Chemical, and then local supply vendors. And lastly, I just want to say training never stops. Ongoing learning takes place daily through our shift briefings where we go over simple but necessary topics like using wet floor signs correctly and being aware of your surroundings. We continually train for customer service skill development, we review monthly safety bulletins, and we perform annual retraining of key topics like proper chemical use and OSHA safety guidelines. Next slide, please. How do you plan to train employees on airport-wide needs, such as customer service, and are you planning to train while employees are being paid? As I mentioned, our training program goes beyond just cleaning, and we train team members on safety and awareness and operating in complex airport environments. Our customer service training is what we call the ambassador program. It's focused on teaching team members about attitude, appearance, awareness, and knowledge to enhance passenger experience. We are an extension of you, and customer service skills are equally as important as cleaning tasks. All training programs are conducted during paid time. This ensures compliance to employment laws, the CBA, and produces full engagement, higher retention, and quality performance from our new hires, our rehires, and active staff. Next slide, please. In high traffic areas, how will you address the cleaning and maintenance of less obvious but important areas and surfaces such as fixtures, windows, stainless steel surfaces, all high touch points, and the baby Oasis stations? This really kind of ties up our training program, and this is what happens really in the field. Every employee is assigned a cleaning zone with a defined job description that's tailored to that zone. We outline clearly the tasks and responsibilities as well as each and every item or unit or area that is the responsibility of the cleaner in that zone. We review that space entirely and tasks associated with it in person as part of our hands-on training in the field. We go over every fixture and surface. Task frequencies are built into the schedule from daily to weekly and monthly responsibilities, and our supervisors and managers are performing quality control inspections and coaching in the field to monitor performance. This all rolls up into a routine reporting structure shared and reviewed with the port. I'll hand it off to our CFO, Charles Cole. Excellent. Thank you, Melissa. My name is Charles Cole. I'm the CFO for DFS. The next question is, how do you plan on ensuring that you have enough adequate qualified staff and reserve staff to meet the performance standards of this project? The success of an operation of this size, DFS is very confident that we staff this project to deliver the highest level of service with attention to every detail. Offering competitive wage rates and benefits allows us to effectively hire and retain qualified staff. As for reserve staff, DFS's program of hiring and ongoing hiring to make sure that we're backfilling any kind of time off, excuse me, sorry, any vacation time, any sick time to call off, that we have enough staff that's going to backfill for those positions. In addition to that, we have our robust leadership team, so our supervisors and our managers will be available to make adjustments to any kind of schedule for any kind of shortfall hours so we have enough staff for FLL. Next slide, please. What strategic steps would you take in developing a robust quality control program and describe the procedures that will be established for ongoing monitoring, evaluation, and ensuring transparency and service delivery? So, our quality control program, it starts off with the initial assessment of your location. What we do is we have our corporate bodies perform an assessment of your facility to make sure that we're saying the same language that you're saying. When we build it in our customized platform so that when we're talking about a certain location that we're saying the same thing. On top of that, we have multi layers of inspections involving our supervisors and our corporate leadership from our staff that's local at the site to our upper management and then our corporate leadership as well are performing ongoing quality inspection reports. All inspections in our system is rolled up into a weekly report and we can provide all that information. We can provide that information on a weekly, monthly, quarterly basis with our QBR meetings with FLL. Next slide. So, why choose DFS? DFS has experience in airport operations. We've done work from New York to California in facilities of your size with the type of staff that you ultimately have, you know, for your facility. DFS is very transparent. We're almost transparent to a fault, you know, from our staffing to our invoicing to anything that FLL would like to see from DFS. DFS is an open book. We're flexible and adaptable. You know, one of the things that we pride ourselves on mostly is that if there's something that needs to change and we need to make an adjustment, it doesn't take an act of Congress to get something done. And most importantly, at the end of the day, DFS, we care. We care about our employees. We care about your facility. We have the same goal in mind and we want to work with FLL to make sure that you're achieving all those goals. I'm sorry. I felt proud. No, it's okay. It's fine. Yeah. Sorry to interrupt, but your 15 minutes is up. Thank you for your presentation. No problem. Do we have any questions from the EC Committee going down the road? Ms. Hardin. This is Nadja. I just wanted a clarification. You mentioned that you did not include autonomous equipment in the original proposal. Is that what I heard? And then if you determine later that it's needed, you would be adding that? Would you clarify? That is correct. We did not include autonomous equipment in the proposal. But again, as mentioned, we are more than willing to work with BCAD leadership to identify the implementation of autonomous equipment if that is a route that ultimately FLL wants to pursue and integrating the latest and greatest of autonomous equipment to kind of showcase the progression into the new world of AI robotics, assisting in cleaning and facilities. Okay. So a follow-up question. Okay. So a follow-up question. And that would be included in the price and the cost that you proposed that you provided? If later you determine the need to include autonomous equipment, would that be part of the price that you proposed? Yes. If I could hop in there. So we do have a budget of units that we are planning to utilize for your facility. Again, like I said, we're very adaptable and we can make adjustments to that list to meet some of those needs when it comes to autonomous cleaning and inside of the pricing that we've given. Okay. Thank you. Thank you. Thank you. Thank you. Thank you. Good afternoon. I have a question that goes back to your original proposal that you submitted. In the presentation you just showcased to us, you said you have a robust leadership team. In your original proposal, you submitted very generic resumes. In fact, they're not even resumes. They don't tell us who would be the leadership team if you're successful in getting this contract. It did not say who and what experience those people have as far as years in the industry. It just talks about generalities. Can you help us understand who we would be working with if you're the successful vendor? Absolutely. Great question. So we do have internal people that are willing and able to go and commit themselves to ensuring the facility start up the operation is fully successful since day one. So not only that, we also would have multiple corporate team members that would be on site through the entire process, the transition. Sorry, got distracted by that notification by the transition. But ultimately, what we propose is what we expect from our team members. So what we included in the proposal was the actual job descriptions to what we hold all of our team members standards to so that way you can understand what we're expecting from any team member. Now, in specific to this project, we do have a person that would be dedicated. I know Ms. Melissa Segura would love to elaborate a little bit more on that point. Sure. So we have a regional director of operations, excuse me, who would relocate to the area for six months. We really want to get into a facility and get to know it. We certainly want to interview and see some local folks. We're requiring at least five years of janitorial leadership experience for a position of this nature. We anticipate that there can often be experienced folks currently at the airport or others that have been in that region for an extended period of time. Every airport is different. Every facility is different and unique and has its own personality. And finding the right fit from the start is really the most important part for us. Making an investment in a person that we don't know enough about isn't something that we enjoy or we found to be very successful. So Karen Simano, our regional director of operations, would be relocating for six months at a minimum, given that it's going to take about that amount of time to integrate a brand new manager and person to oversee a facility of this size and a staffing level of this size. So we would be giving a specific person who has, she currently has five years of leadership experience just with us at DFS, but she's been in the janitorial industry for over 10 years. She dedicated herself to the site as the interim manager, relocating there and working with the team to continue to develop the operation so that we can find the right fit long term for a manager, quality control manager, site directors, etc. And supervisors that are committed and will be successful in an operation of this nature. And those people have experience at any one of these airports that you list? Absolutely, yes. Yeah, they're two different. We've got, we have directors that are on a divisional level that operate locally in Chicago that are, you know, focused on municipalities and parks and recreation, but specific to airports, it's, they've got to be airport related folks. Yeah. Okay. In your presentation, you identify what's called an internal standard requiring an 80% score or higher on all inspections. Help us understand 80%. Is that, I'm not sure I understand what an 80% score means in terms of janitorial. That, that to me means that there's 20% that is allowable that falls below standard. Am I correct? If I can, if I could, if I could just hop in really fast on the math of that, right? So when we say 80%, really it's when we're doing the score and it's a four out of five, right? So obviously there's areas of opportunities to, you know, go back to different areas that is not a five, but 80% would really be four out of five. Okay. Like restroom cleanliness. I still don't understand what four out of five means when it comes to say restroom cleanliness. How, how do you judge that? Sure. So restroom inspection will cover everything. I mean, we knock off every single item in the facility, in that, that small room, right? So, um, all of the fixtures, mirrors, sinks, um, dispensers, how stocked the dispensers are, the cleanliness of the floor, the walls, um, fixtures underneath the, the sinks, um, anything that we are seeing in that space, we're going to inspect as part of the process of an inspection. Um, literally talk to bottom. Um, when we say 80%, that is considered a passing score, but not our goal, right? We actually operated a 93% goal. That's where we really push everybody. But an 80% score on a specific inspection certainly means that there's still room for improvement and that there are issues in the, in that, that area that need to be improved upon. Um, but it's not considered a full failure. Anything under 80% is a failure. Okay. So switch gears for a second into the terminal, the hold rooms, um, hold room areas or areas where people have a tendency to consume a lot of, uh, food and beverage items. It's also packed with seating, um, during busy times. What is your, what would be your methodology for cleaning in and around that seating areas, knowing that they are carpeted areas, not terrazzo floors? That is a great question as well. And our methodology and approach to it is training our employees to go into those busy areas. I, we understand that we've, we've encountered various times where it's passengers are cramped up in the areas and our employees sometimes don't want to weave in and out. But we've actually approached and changed the mindset to have our employees go in. Be polite. Excuse me. Could I pick that up very quickly? Uh, be proactive, be approachable. Thank the passengers. Creating the sense of not only welcoming to the airport, to the environment, but also being able to provide that cleaning service. A lot of times what we end up receiving as feedback is, uh, from the passengers and passenger feedback modules is that they actually enjoyed that somebody was there to take care of the airport. So that's our approach in regards to the gate areas and other high traffic areas. We need to be proactively entering the areas, cleaning the areas, whether there's employees, whether there's passengers or not. And what kind of equipment would you prefer to use in those areas? So preferred equipment obviously would be something that is not too big, abrupt to, to inconvenience the passengers and obviously try to get in and out. Uh, the most basic methodology that we utilize is your customary dustpan and broom, right? It is very flexible for the employees to be able to go in, maneuver around passengers, luggages. But at times what we, uh, what we have identified in those areas, if the opportunity presents itself, we could also acquire cordless vacuum cleaners that have low decibel voltage. Uh, so that way it's not, uh, uh, uh, just causing a disturbance to the passengers as they're utilizing those vacuum. And even in between the back of lights, we've identified that cordless vacuums or utilizing vacuums helps us get the areas turned around quicker for cleanliness and ready for the next bank of light. Thank you. Ms. Effis. Okay. Thank you for your presentation. Um, you may now exit the closed portion. Thank you very much. Take care, everybody. Thanks. Appreciate it. Would you please invite the eighth vendor, Sunshine Cleaning Systems, LLT, DBA Pritcher Industries to join the meeting? So both Sunshine Cleaning and McKenzie's are current vendors at FLM. Uh, so some of the history that they have, we're able to see their product more than we are, you know, participating vendors. So some questions may be a little bit different than, and I want to make sure we're okay with that. Sunshine Cleaning, LLC, DBA Pritcher Industries. Attendees can be reviewed on the, in the team's participant panel displayed on the screen is a list of county staff. For the record, can you please affirm that there are no individuals in the meeting other than your team and Broward County staff? No team. Okay. Who on your team needs to have, be designated as the presenter to share their screen? My name is Stalin Flores, Mr. Jason Brock. Okay. And, uh, Mrs. Uh, Erin Meehan. Lori Vassello will be sharing her screen for presenting. Okay. Thank you. You can access, you'll have five minutes to set up the time, purchasing set the timer for five minutes. Let us know when you're ready within the five minutes. Is Sharon Brock a part of your team? Jason Brock, yes. Jason Brock. Okay. All right. Is H. Winter a part of your team? Um, they're currently in the lobby right now. I'm sorry, who? Can you repeat that name? H. Winter. They're waiting in the lobby now. Is that someone on your team? It's one of the subcontractors. Thank you. Do you want us to admit them? Would you like for them to be a part of the meeting? Yes, please. Yes. We're ready now. Is MCJ a subcontractor for you as well? Yes. All right. Thank you. Now if you want. Okay. Thank you. You will have 15 minutes for your presentation. Purchasing, please start the timer. You'll proceed, please. Good afternoon, everyone. My name is Stalin Flores. I'm the Project Manager for Sunshine Cleaning at Fort Lauderdale, Hollywood International Airport. Joining me today are Jason Brock, President of our Aviation Division, and Aaron Meehan, CEO of Bridger Industries. Over the past eight years, FLI has become more than just my workplace. It feels like my airport, and that sense of ownership and pride is something I share with our team every day. Thank you for the opportunity to present today. We have worked hard to provide the clarity that requested in our last meeting. Given the limited time, if any topic requires further detail, please feel free to raise it during the Q&A session, and we'll be happy to elaborate. As you know, Sunshine has been your reliable services provider for nearly four decades. We started with a simple but strong commitment to delivering in our contractual obligations. We feel strongly that we've been able to do this and evolve our mission through the many changes and challenges, such as hurricanes, that 100-year flood, and the pandemic, among others. We have always been able to step in and lend a hand. As soon as we're faced with challenges, we regroup, develop a solution, and then action that solution with positive results. I am proud of the work we deliver every day, and I am very proud of our team and the labor harmony we have managed to cultivate over the years. Again, thank you again for having us today, and I will turn this over now to Mr. Jason Brock. Hello, Jason Brock. I'm President of our Aviation Division, and it's a pleasure to meet you today. As Stalin mentioned, Sunshine has done a great job of providing great on-site leadership, involving the community as part of our core decision-making, and hiring a workforce directly from Broward County with an incredible record for employee retention. As you may or may not know, Sunshine joined forces with Pritchard Industries, and here are the areas in which we plan to leverage our Pritchard power to take our program from good to great. As Stalin mentioned, we've been good at delivering on our contractual obligations. This is just one factor. We've re-engineered our plan around three pillars. The traveler experience, the end users, the consumers, our workforce, and the client, you. In the end, we know if we get the first two pillars right, you, our client, will be more than satisfied with the result. The traveler experience in our world boils down to these three components. Clean and supplied restrooms, clean and sparkling hard and soft surfaces, and rapid response to issues. Sounds easy, right? Well, when you add in all of the variables surrounding irregular operations that happen frequently, you find yourself constantly reprioritizing your staffing model. And you end up calling on a few people that are star performers who always come through. Does that leverage your entire workforce to the highest output? Not always. Just like your mission control, we must make real-time decisions based on the best information we have available, utilizing the trust and the skills we've developed with this workforce over time. In addition to the great information that BCAT supplies us with monthly, which shapes our schedule for our workforce, we've partnered with Trax Analytics to be able to monitor real-time flight activity to pivot faster at the front line in the event of irregular operations. We will also leverage our proprietary QMS system called Clean Touch, which is also powered by Trax, to track our QA process as well as our QC process. This will provide us with the ability to monitor productivity as well as guide our team to where we are experiencing higher demands, while compiling the data we need to continue to make better decisions on the floor when it counts. As you may know, Trax has software to create smart restrooms, which are good at creating data for restrooms using sensors. These sensors can indicate supply levels, count the number of people traffic in restrooms, and even provide opportunities for passenger feedback. Please know that we do consider the restrooms when we schedule our workforce using that great data that we're provided. This should ensure a seamless process as it relates to a predictive schedule pattern. However, as we know, irregular operations occur, and this is when we need this data to attend to potential near misses. While the sensors are great indicators to let us know when dispensers are running low, low does not mean empty. It's an indicator telling us to be mindful of a potential issue. The data behind the sensors is effective in telling us where we need to add more dispensers or higher capacity dispensers to account for irregular operations. It's important to distinguish the real utilization of these sensors and how to use this technology to increase quality while reducing cost through better solutions or workforce planning. As you may or may not know, we ran a successful pilot with Spark Oz for autonomous scrubbers and vacuums at this airport. Due to the success we enjoyed, we plan to deploy two scrubbers to each terminal and spread the vacuums across the soft surface areas. The consistency and privacy in high profile areas will allow for more predictive results. This means that we can use our floor technicians to focus more on the details, the edges in the corners, the high touch point areas, which will increase our output for quality overall. These machines were not only tested here, but were having great outcomes at some other locations and the metrics for us have been game changers. With all this new information coming to us in real time, we need to be able to communicate more effectively with our frontline staff. This is where we intend to utilize our partners at RelayPro. We can effectively sync with your secure channels and provide VCAD with radios for instant communication. We can also pivot to cellular in the event that we need to. The real impact here is instant real time translation. We can speak to our staff in our language and they will hear us in theirs. They can speak to us in their language and we will hear them in ours. Each device is GPS tagged and we can track down the location of the device in real time. This will allow us to respond quicker to irregular ops or emergencies by using the people closest to the incident and not having to rely on the same set of people for every incident. Finally, we will no longer have to pass information from shift to shift through a manual communication log. Relay will provide us with digital comms to show us where the issues were on each shift to ensure that we are paying more attention to these areas. This data will drastically assist us in scheduling and with scheduled planning for future deployments. So I've taken you through three independent technologies that we'll be utilizing to enhance our services, placing the passenger experience and our staff as the center of our focus. These are great fragmented technologies, however, we'll be consolidating them into one dashboard for the ease of integration and sharing directly with you. When it comes to training, we're on a mission. Our mission is to provide each employee with their journey for each day to ensure that passenger experience is the front of mind in all they do, as you can see from guest services training on day one. In addition to this strict set of training standards, they will also be trained on your program, such as see something, say something and stop human trafficking. Without this strict paid training protocol, we'll not be successful in our deployment strategy. Now, all this technology is great, however, we are a people company. None of this stuff will work unless our workforce is ready to receive it. Using the trust that we have with our team for all these years, we are confident that we'll be able to implement this with speed in which no one else will be able to match. As a matter of fact, a new partner or provider will be challenged with first building that trust, which can set your journey back a bit further than you might be aware. The data that we'll be able to leverage from these systems will continue to evolve our process. And you have my word as the president of aviation that will work hard every day to ensure that you're receiving our best results. By leveraging this new technology, success should look like this, a better passenger satisfaction, a better workforce experience, a more consistent and predictive experience. And finally, a more enriched culture as our management will be able to spend more time attending to their people rather than directing them. With that, I thank you all for your time. And I'll turn this over to our CEO, Erin Meehan. Good afternoon, everyone. Thank you so much for the opportunity to be here with you today. We're really excited about the service solutions that we've been able to recommend for the Fort Lauderdale Airport. I'm really excited to have the opportunity to present these solutions to you today. I want to just take a moment to talk about how we built up these service solutions. It's certainly not lost on me that we've been your partner for a really long time. And as we built our solutions for this new proposal, we really needed to focus on what the opportunities existed inside of our organization today to be better and do better as we go forward. The exciting part about that is we were able to study years and years of information. We've been able to read our prior service evaluations. And frankly, the last one in March of 2025 said that we were just fair at performance. And so our team really leveraged not only the skill sets and the tools that exist in the sunshine umbrella, but we in the future could look like. Second to that, we really read the RFP and can see an entirely new standard that you're asking us to present as we go forward. And so we focused on solutions that we have proven skill set and work on in our business today to recommend those as service solutions as we go forward. And so I thought I'd tell you a little bit about how Pritchard does that inside of the Pritchard organization. We leverage something called Pritchard pie, which stands for purpose, impact and insight in our organization. Pie, as you know, is an infinite number, which requires us to constantly be looking at the future of the organization. But not only the organization, the future of the markets in which we operate. And what you'll see below are the four pillars that make up that work. So the solutions you've seen today around the robotics and the relay come out of our pie dev group, which is our research and development group who are constantly piloting new technologies, new solutions and new innovations across the 13 different verticals in which we work today. They bring the best of those verticals forward. They bring the best of those verticals forward. And then what we do from there is we pilot, much like we did the Sparkos pilot in the robotics inside the Fort Lauderdale airport and how we recommend those service solutions as we go forward based upon the success we've seen there. But the two I'm really excited about is our Pitchard Pals, which are the associates who work inside of the organization, including those staff who work inside the Fort Lauderdale airport today. They are our secret sauce. And without that group being constantly committed to excellence, then we run the risk of not being able to perform. This still is a people business, no matter how we look at it. And so we focused a lot on our Pitchard Pals. And I'll talk about some upcoming innovations in the organization. And then the second one is that pie experience. That's why we're so convinced that using the track system will give not only our staff better visibility into opportunities to excel and to thrive in quality output. But more importantly, it offers your passengers the ability to have a much better experience met in more real time needs. And so those are the two things that really drove the solutions that we've put together today. But I want you to know it doesn't end here, because one of the things that I do know is that inside of an RFP, you've asked for a multi year service solution. But I want you to have my personal commitment to continue to evolve the innovative side of the business as we go forward. And on this next slide, I'll show you, you can see some of the really cool innovations that are being built out currently piloted in the marketplace and that you could expect to see long term for your facility. The first one is I have no bones about saying I absolutely hate a janitor's cart. It's probably my most passionate conviction that I will change the janitor cart before I retire from this industry. I'm really excited to say, if you look in the far right hand corner of this slide, we have been able to create two new innovations for our space. The first is the Pritchard Powell backpack. So rather than having staff have to take carts around the facility, we now have digital backpacks. The backpacks, when loaded, weigh a total of four point nine pounds. So we can include our products, our utensils and the things that we need to do our daily job. But more exciting is these backpacks are also digital so they can wave to passengers as they walk by our staff. They can provide advertising if you've got local advertisements you'd like to display through the facility. And even more cool than that, we can use them for things like wayfinding and exciting solutions. I'm really excited to get to show these to you if we're your chosen partner. And then the last one before I let you go is Shine and Spark. Pritchard Industries and Sunshine are going to be able to roll out the first ergonomic cleaning program built specifically for women and by women. By the time we roll into January of twenty twenty six, we built out a set of tools that are designed to make the work we do ergonomically focused on the staff that do it. So while our tools have always been unisex, there's a whole new set of tools coming that make it easier for our female employees, which make up sixty two percent of our workforce to do their jobs as we go forward. Just two really exciting examples of how Pritchard Industries is leveraging the skill of our organization to add more power behind our Sunshine brand. So that as we move forward, if we're your chosen partner, you have not only the power of experience, but you have the power of innovation and the Pritchard family behind you. Thank you so much for your time today. Do we have any questions from the committee? Yes. Hi. Good afternoon. Andrea Celina Saucedo. Can one of your project managers please expand on the baby oasis and what does a clean baby oasis look like to the team? You're on mute, Jason. Sorry. Stalin, would you like to answer that question? Yes. Hi. So we managed to have our three shifts be in charge of the baby oasis. So now instead of just having the first shift, taking a look at it now, all three shifts are responsible for checking the baby oasis and cleaning them. And we do a cleaning from top to bottom. We use our cleaning solution and we do the everything from, you know, the doors to the benches to even the, um, the, um, the, um, sorry, the wiping machine, uh, or the cleaning wipes. Um, so we focus, like I said, on checking those baby oasis every day at a couple of times per, a couple of times per shift. Uh, we have people dedicated to cleaning them. Um, we clean the outside, we clean the inside. Um, and that's something that we focus on now more than ever, ever before. Thank you. Hi, this is Vanessa major. And I was curious, when was that appraisal that you received a fair mark for like what time? Uh, it was, it was the service evaluation for the renewal that ran from 4-1 of 24 to 3-31 of 25, I believe. Okay. And when was the merger with Pritchett? Uh, Pritchett actually, um, acquired Sunshine in 2022. Um, however, that actual, the ownership responsibility was the first piece. Sunshine operated independently until mid-2024, at which point then Pritchett's, uh, leadership team took over responsibility for operating, um, as we went into summer of 2024. So, so Pritchett was a part of the last review for about three quarters of it or so. Like from an ownership perspective. Correct. Okay. So what, what is different now? Cause I'm assuming that those four pieces of the pie existed when you got the fair review. So actually the opposite, we did not have managerial responsibility for Sunshine until July of 2024. So they, Sunshine would not have had those tools to leverage under the Pritchett leadership, um, until summer of 2024. And so from there, we have the actual rollout of the responsibility in terms of the leadership changes that have taken place, the building out of the operating models that you see now. Largely, some of those items were rolled out in, uh, the Fort Lauderdale airport as we went into the second half of, um, end of quarter one of 2025. So really sort of simultaneously with receiving this evaluation, we would have been just assuming and rolling out the Pritchett solutions. Okay. Thank you. This is Jerome. Do you have any questions on the maker? Yes. Good afternoon. Uh, I have, I have some questions. Um, so you're, you, you, um, you, um, talk about being a good partner for 40 years at the Fort Lauderdale Hollywood International Airport. So four decades, that's a long time. Um, and now you're showcasing, you know, some things that you've done as, as a result of a pilot, um, especially the, the robotics. You're identifying your culture and some very creative things that you plan to do moving forward. Now that those pilots are, I assume, done, if you're the successful vendor to continue on, would it be safe to say that on day one, since you would not have to do a transition, that we would start to see these things out and about throughout the facility? Yeah, I think our intention would be, so we have actually already sort of spoke to the solutions that we have recommended for this proposal to the staff. Um, because we for sure wanted to, um, ensure that we would have the buy in of our own staff because we have a trusting relationship with those long term staff members. It would be our intention that as soon as we would receive a notice of intent to pursue with us, we would start the actual implementation of the solutions. The robots are ready to go because we've already done the pilot on the facility and we know that those are available to us. The relay units are part of our standard operating model. So those are available to us in real time. I don't think we would even need to wait until the contract was executed to roll through this stuff because the faster we get the solutions in place, the more likelihood we have of success. The hardest one that will be needed to be implemented is the track solution. And that's just because of the responsibility to insert it inside of the airport. So the sensors have to be responsibility lies with the person that it's supposed to. I think those particular pieces and having that real time information cycle back through allows us to have the real conversations that we need to about discipline or any kind of workforce challenges that we've been facing. And and allows us to to really, really move that needle in the right direction. I would add to that. I think there's a couple other components that this system actually brings to bear that assist with that exact example. So when you don't have any kind of current digitized solution, for example, in our service line where we don't, we rely on the staff to complete tasks as assigned and then supervisors follow up in some schedule in which to check that work. With the sensor based technology, there is now a real time tracker of toilet paper levels, soap levels, paper towel dispenser levels to give us an idea in real time, not only just the sort of theoretical traffic pattern in the restrooms, but really in real time what that pattern is. Secondarily to that, it also sends triggers and alerts because we know based on volume usage through these sensors, if this if the actual usage is higher than we expect, then the cleanliness needs are bigger than would have been planned for previously. Because before you had no idea, because before you had no idea if the toilet paper dispenser was full or empty unless it was part of that regular cycle of cleaning. And then the third component of the track system, which is one that is proving the most beneficial to us is the ability to escalate. So once the sensors trip or once a metric trips out of scale, there's an escalation system that goes from this site leadership to react to sensor technology. So we have the ability in real time to be actually notified all the way up to my desk should it actually occur that we have not sorted through the frequency and or the alerts of those systems. So what I say, it's like having secret eyes and ears behind the service that we do, which has never been available before when you're using a pure manual people driven process without any way to really kind of test that outside of standard supervisory roles. So you get more real time feedback, you get more escalations into leadership to ensure that we could meet those expectations going forward. And then the last piece you get on the QA side is the real time look at data over time. And I just use this as an example. We assume that when soap dispensers and or paper towel dispensers are inserted into bathrooms that we know, for example, that that's enough for the traveling population. What we're able to see now is on most facilities that we operate, we are typically short anywhere from two to four paper towel and or soap dispensers based upon the usage of facilities. So over time, we'll be able to make more meaningful recommendations to the facility around solutions and tools that are needed to keep the facility moving in real time than we've ever been able to do before. Because you just simply don't know when the task is to load the paper towel dispenser or the soap dispenser. That task is done without any real time acknowledgement of whether that was actually enough or the frequency was enough. So I think you kind of get four new ways of looking at the business to prevent service failures from happening. Two more questions. Both might be a little bit difficult. I'll start with the easier one first. In the last slide you had, in the picture, there's a broom. One of our most challenging areas is whole room seating. Whole room areas where a lot of people consume food and beverages. And what we have seen in the current contract is frequent use of a broom and dustpan. With your new proposed culture, will we see more advanced, more efficient cleaning techniques in our whole room? Jason, do you want to take that? I mean, along with the autonomous equipment, which is a bit more private, it's a bit more running through those spaces. In whole rooms, we're typically utilizing either scrubbers or on soft surfaces, our autonomous vacuums. They'll be a little bit more responsive to those areas with a little bit more integrity in those areas. But I do think that a lot of those spaces and places, we could definitely look at a new solution. And we could, I mean, we've used in other spaces, we've used lobby vacuums. We've used just using our hands to pick or waiting until someone actually, it's a bit more on training to make sure that we're actually going into an area appropriately, as opposed to sitting down. And then all of a sudden, you have someone sticking their broom around your legs. It's about making sure that we're getting into those areas at the appropriate times and training to ensure that we're not interrupting someone's meal or someone's space in order to get the space cleaned. Well, I think the answer to the tools themselves are, we will see a lot of fundamental change to Pritchard and Sunshine tools as we move into this ergonomic cleaning program that has been in development in 2025. There are a lot of new tools on the horizon, and not only just new tools, but we've actually leveraged sort of R&D outside of the traditional space. So outside of the traditional manufacturers who have kind of produced what I lovingly refer to as the most hated tool in the world, the janitor cart. So we've actually spent the time to work with more leading manufacturers to actually custom design tools. I would really actually welcome, if we were to be your chosen provider, to sit with you and walk through some of those tools and then listen to what, you know, sort of the perspective is of what the airport would really want to see as we go forward. Because we have the ability now to custom manufacture all the tools that we want to use with the manufacturers we've chosen for the ergonomic program. I'm not sure if it's just me, but I can't hear anything. We hear you now. Do you hear us? Okay. Okay. Yes. All right. Could you repeat your statement? We lost you. Oh, sorry. I thought it was just me. Yeah. So what I was saying is we have the ability. We've used now custom manufacturers to actually build out the ergonomic cleaning program called Shine and Spark, which is our ergonomic program for women. We have the ability to leverage those manufacturers to work on what kind of new tools we'll be looking for. What I would say is I would welcome the opportunity, if we're your chosen provider, to sit with you and kind of walk through the specific or unique needs of the airport so that tools can be custom built and developed for what would be better for not only our staff, but really for the traveling public so that we're the least disruptive we can be with the cleanest work product we can have. Okay. One more question. For quite a few years under the current contract, we saw our terrazzo floor consistently become duller and duller throughout the campus. And then we started to see the terrazzo floor really start to pop. And I will say that the work that was done to make that terrazzo floor pop, very appreciated. But here's my tough question. After all those years, we started to see the terrazzo floor change around the same time that this RFP was issued. Help us understand why that happened. Mike, are you with us? Would you be able to jump in? Sure. I can try, Mike. Thanks for the question. I would say it just was a matter of timing and technology. 3M came out with some new padding that we've been utilizing, the purple pads, which are diamond encrusted, that allows us to polish while scrubbing. And in the past, we were just able to scrub your floors. Now we're actually polishing them while we are scrubbing. And installing could probably provide further insight on that for you. I think the question, Mike, is was it intentional? Like, did you guys implement those tools? No, it was just a timing on the technology becoming available to us through 3M. The purple pads were not available prior to this year. So it's just new technology that's out. I'm okay with that. Okay, thank you, Ms. May. Hi, this is Vanessa Major again. And a couple of questions brought up by Mr. Notamaker's question. So one was, it sounds like you guys already have implemented the tracking system or the tracker system. Can you tell me where, like not where, how many locations and for how long has the system been in use under your purview? Sure. I'd be happy to answer that. For 42 locations in our company, we've piloted the track system. And we've been now running that track system for over 12 months with phenomenal results. We did trial it across our entire sports and entertainment division, which allows us to actually really check. It's a difficult environment because there's a lot of overnight flips in a lot of those locations. And to be able to time out the QA and the QC in the way that we're using it now, it has been very effective. And the majority of our clients have come on board. Well, we've also done this not just for sports and entertainment venues. We've also piloted at the Orlando Airport. It started there a little over two months ago, and we've been actually very successful with it. And it's also, TRACS is a tool that is used at the Baltimore Airport. For today, our service provision at the Baltimore Airport is purely quality assurance and quality control. And the TRACS system is what we've used. That system got implemented in early 2024 in the Baltimore Airport. So we've got, at this point, close to about 18 months' worth of data inside the Baltimore Airport. And in terms of kind of improving their quality assurance, I'd be more than happy to share some of that data with you if that would be of value. Thank you. Any additional questions from the AC? Ms. Afty? Okay. Good afternoon. Thank you for your presentation. I have one really question, and it's about the, do you have any kind of, like, platform or technology that will help you guys schedule with all the project work we have? Because we do have quite a bit with the high dusting, the terrazzo floorings, the cleaning of the seating areas, everything. So do you have something where you're able to forecast and share that kind of data with us? We can, actually. Super exciting. So, Pritchard went live, and Sunshine specifically went live on September 1st with our new Dynamics 365 backup house system. So that's an entirely new accounting and platform for the organization. Time and attendance, which is actually project-based accounting and work, is actually a module that's set to roll out across the organization in January of 2026. And so, essentially, everything that we do from a scope of work perspective, both proactive, reactive, and base contract, is loading into that system now. And then it will run dynamic schedules for us with AI learning in the background so that that AI learning can actually tweak the schedules going forward. Sunshine is set to go live the first quarter of 2026, and that will become the standard with which how time and attendance as well as work scheduling is done for us. That was the only question I had. Thank you. Okay. Thank you for your presentation. You can now exit the closed session, and we'll be back. Thank you very much. Thank you all very much. Thank you. Committee members, could I have someone provide a motion with an estimated time to take a break for? Good afternoon. This is Andrea Celina Saucedo. I would like to make a motion to recess for 20 minutes until 2.20 p.m., 2.25 p.m., please, and thank you. Second. Second. All right. Okay. So the time is now two, three minutes after 2.00. We will recess for 25 minutes. Purchasing, would you please notify the, we are in recess. Purchasing, yes. Would you please notify the participants that we will recess until 2.25? Okay, so we'll be back. Okay. Thank you. Thank you. Thank you. Thank you. Thank you. I was sharing. I think that's the best thing I was here in the gym. Oh! I mean, yeah. Yeah, yeah. Yeah, you put the best thing I was here in the gym. Oh. Do you know something like the wrong way? That's what I feel about. I'm like, and then they were crying. I know that they were crying. I know that they were crying, and I'm like, oh, no. And I feel like I'm going to choke. Yeah. It's so much fun. I don't know why people don't want to choke. Oh, please. Okay. Yeah. Thank you so much. Those people don't come out. That's all you do. You've got to be shocked though. Yeah. I don't know who you are. Yeah. That's all you do. You're shocked though. Yeah. Yeah. Yeah. I know who you are. Yeah. I know who you are. That's all you want to do. I know who you are. That's all you want to do today. I think for her, it was a good job. No, they're gonna bring me this. You don't have to go back. Go on there, come back. It looks okay. I would say money, you know, the kids. I don't even know. I have to eat those. I took the one to come by and bring it back to the three. I have to take care. I can't do it. This is how I'm going to call him. I have to take care of them. I have to take care of them. I have to take care of them. I have to take care of them. I have to take care of them. I have to take care of them. I have to take care of them. Okay, one to the other. So, she has all emails on one word document. And then sending out, that's practice, that can't strike through it to give us, you know, a copy of the wrong one again. Oh. I have to take care of the following. I have to take care of them. Oh. i would come back with mr overland yeah yeah that's what i want to have to look at the boat that's that's that's something that's i wish but you're going to do it okay but then i don't know i don't know why we have the same i gotta put something in there oh there's a couple more oh you said what i like i don't want to please you can put too much water um you just measure whatever you want and then you have to do it i don't know i don't know oh i don't know i don't know oh i don't know i don't know i don't know i don't know oh hi hi good afternoon vanessa uh so actually you're a little bit early uh the ec is going to reconvene at 225 but feel free um you know if your team wants to get ready we're just eating quickly so you'll just see us moving on in the background uh but we'll call on you at 225. you're with triangle correct i'm with SFM actually SFM yes we actually already presented uh we thought that you guys were all done so if you guys are still evaluating we are we have five more teams for presentations so yeah we got a bit going on so actually exit thank you thank you so i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i individuals in the meeting other than your team and county staff Yoki Brown or Kiyoki Barron I don't see that name okay okay item 16 yep it appears it appears correct yes yep does anyone see anything else no I think we're good okay you will have who is gonna be designated for your team okay great okay you have five minutes to set up time it starts now purchasing let us know when you're ready okay thank you Antonio says please shut the screen we are ready first of all thank you as the ninth I'm gonna be a little tough to keep your attention but the upside is I can thank you for your patience down there and commitment to finding the right partner for the Fort Lauderdale Airport so thank you to everybody that's sitting in that room I'm sure it must be a really long day and good morning members of the evaluation committee and thank you for the opportunity to present today triangle service has been a trusted partner to Broward County for over 20 years and we're here to show you how our proven performance and new innovations make us the best choice for the Fort Lauderdale Airport my name is Perry fine I'm one of the principal owners of triangle services and have spent more than 40 years in cleaning and aviation services matter of fact I started at the age of 17 years old as a cleaner and a ground handler at JFK Airport over the years I've earned my RPA a CPM and a master's in real estate all with the goal of better understanding our clients operations and delivering unmatched service at Fort Lauderdale Airport you already know us as our aviation division operates their permittee and we provide both above and below wing services to airlines our experience here means we understand the unique demands of this airport and then can execute precision from day one I work right here in Broward County with our offices on Sunrise Boulevard in the cis-trunked area this is not just a contract for us it's our community our message today is simple triangle is the safest most reliable and most the cost efficient partner for the Fort Lauderdale Airport's cleaning needs before we begin I would like the other members of the triangle team to introduce themselves George please introduce yourself and will the others follow absolutely good afternoon everyone and thank you so much for having us I am George Bacone chief operating officer for triangle services facilities division I started in this industry 20 years ago as an overnight shift supervisor at Newark Airport and throughout my career had the responsibility of overseeing airport cleaning operations and senior level management roles at three major airports Newark Philadelphia and Baltimore Washington beyond airports I've led commercial office portfolios totally more than 200 million square feet comprised of office towers campuses and mixed-use environments so I understand both 24 7 mission critical operations and the daily rhythms of class a assets I'm also a lead green associate of over 10 years and I track the constantly evolving landscape of green initiatives moving from just green products to more measurable programs in waste reduction water and energy conservation and data-driven validation this afternoon I'll connect those experiences to what matters most at Fort Lauderdale Airport predictable quality rock-solid safety and compliance next-level tech and sustainability you can measure in the terminal in your budgets and in your KPIs Paul please introduce yourself good afternoon everyone my name is Paul Olaj senior vice president at triangle services I've been in the facility management management industry for over 15 years thank you for the opportunity to be here today good afternoon everybody my name is Anton Olaj I'm the divisional finance manager for triangle services and I'd like to thank the committee for having us all good today good afternoon everyone my name is Darren Calamano vice president of sales I've been fortunate enough to be with travel for just under two years I come from a strong background in finance and hunt have also been a resident of South Florida for over 15 years and I pass it back to Perry so I'd like to talk about autonomous items today this is a very passionate item to me so autonomous equipment is transforming the cleaning industry and triangle is uniquely positioned to bring these benefits to the Fort Lauderdale Airport over 15 years ago I studied exponential technologies at Singularity University and chose to focus on robotics since then I've co-founded invested in telos one of the first companies to successfully bring autonomous cleaning robots to the market today I continue to advise entrepreneurs and evaluate new innovations across the industry this hands-on experience gives me a clear understanding of what works what doesn't and most importantly what's ready to be delivered and deliver results for the Fort Lauderdale Airport our analysis of the Fort Lauderdale facilities show that no single autonomous unit can serve all areas effective wide open spaces such as ticketing halls concourses and some baggage claim areas are best handled by larger scrubbers like the tenant x6 picture but in tighter spaces gate waiting areas jet bridges offices and some other zones with obstacles smaller more agile robots like the telos unit shown in the picture will work better together these systems create a comprehensive autonomous solution teller to the Fort Lauderdale airports environment each unit is equipped with advanced safety and sensors to prevent collisions or trips optimize run teams and practice and practical battery systems for example telos office fast battery swapping simply has changed changing a flashlight battery ensuring continuous operations with minimal downtime the advantages go beat on labor savings these autonomous systems record detailed cleaning metrics is maps of what and where and what has been cleaned performance data and even the volume of dirt removed this gives the output full transparency and accountability these reports and data will be stored on a secure us-based cloud server Wi-Fi is not required for the equipment to operate but will be required should you wish the reporting features I will be on a flight tonight to don one show China to work on the development of autonomous trash disposal and a midsize robot for both hard service and carpet cleaning kind of an all-in-one unit I've also been mentoring one company and following another very closely to have a commercially viable autonomous unit for bathroom cleaning so to say I'm not involved in the industry would be an understatement few providers can match triangles depth of knowledge and autonomous cleaning with more than a decade of direct involvement in developing and deploying these technologies we are confident in selecting the right equipment mix for the airport maximizing efficiency safety and service quality from day one George so moving on to real-time flight activity and irregular airport operations airports don't run on a static schedule so cleaning shouldn't either our technology and approach ties our operations to real-time flight and passenger flow signals through our trilogic software that means our teams see exactly what's happening on the ground bank departures late arrivals diversions and trilogic's predictive AI software tells us where we should shift resources based to where based upon where people are gathering right now if there's another expected delay in Terminal 3 for example trilogic flags rising occupancy levels at nearby restrooms and gates we ship labor reroute a robotic unit to a quiet zone and push a fast reset to the baby oasis stations and touch points nearby the same thing happens after a big arrival wave restrooms and concourses that just might get prioritized for quick turn service by aligning labor robotics and consumables to real traffic not yesterday's plan we keep standards high during the exact moments passengers notice the most and how we turn flight data into daily staffing and rounds in this sock slide you'll see actual Fort Lauderdale Airport flight data from January 1 2025 through August 31 2025 we built a custom dashboard to analyze flight traffic to align with staffing models but data is only useful if it changes the plan so each morning will start the day with with flight activity profile and our historic patterns for each terminal trilogic translates that into the right size staffing optimized routes and time windows for detailed tasks high density periods get more frequent restroom checks and touchpoint wipes lighter periods get deeper detailing floor care and supply resets throughout the day we watch for deviations cancellations gate swaps late banks and the plan updates supervisors see route progress coverage heat maps and pending priorities on their smartphones and tablets if we need to flex we flex crew crews move crews move first autonomous units are rewound and especially tasks slide to the next available window by closing the loop between forecast and actual we reduce idle time minimize rework and put our effort exactly where it matters most transparency performance and how BCAD sees our work triangle believes visibility builds trust so BCAD will have direct access to our trilogic QA portal you'll see exactly what we see live dashboards with route completion restroom inspection scores response times and photo verified corrective actions if you'd like to spot a concourse after a rush spot check or concourse after a rush you can simply click into a timestamp record view notes and images from the supervisor daily summaries roll up to weekly and monthly scorecards that highlight trends like where we improved where we slipped and what actions we're taking next we also track SLA performance and consumable usage to keep costs predictable and reduce waste the point is simple no black boxes no surprises you get on-demand visibility so we can collaborate on facts and fix issues before they turn into complaints and this transitions into our quality control standard our QC program is built around a closed loop system inspect act verify and learn we define practical KPIs restroom pass rate response time to service calls route compliance and corrective action closure and measure them continuously supervisor conduct scheduled and unannounced inspections using trilogic attach quick photos assign fixes on the spot and trilogic then triggers automatic follow-ups once corrected a re-inspection verifies closure and the lesson is captured so we prevent repeat issues instead of chasing them we run daily huddles and to review hot spots and trend checks to for night walks to validate resets for the morning shift moving on to strategic steps for a robust QC plan this is how we make quality control durable we start with a 30 60 90 day ramp ramp up plan to baseline conditions finalize routes and lock staffing to real-time traffic then we then we stabilize consumables response times and finally we optimize tuning frequencies and robotic coverage based on trends governance and transparency keep it honest daily supervisor huddles a weekly QA review with corrective action tracking trackers and a monthly joint session with BCAD to to see to review the dashboards that we see quarterly business views turn insights into bigger improvements like shifting labor from low-value tasks into high impact detailing then we add refresher training and supervisor calibration plus root cause analysis on any recurring issues it's a living program measurable visible and continuously proven over the life of the contract Perry I'll pass back to you Perry you're on mute thank you Darren for pointing it out triangle service has been a trusted provider for over 65 years founded by my father who rose from foster care to build a true American success story our first major contract was cleaning eastern airlines at the at the then Idlewold Airport now JFK we are proud to say that some of our original clients like TWA Easton and Pan Am are gone but triangle continues to thrive over the decades we have proven our sustainability reliability and our adaptability our aviation experience spans above and below the wing and our operations run 24 7 in demanding high security environments we even supported the opening of the new Bogota's El Dorado Airport which gave us a valuable lesson on adapting our systems to difficult cultural and operational contexts today the history translates into a partner who understands aviation at every level we know how to keep critical facilities running smoothly safely and efficiently and we bring the same proven experience to the Fort Lauderdale Airport triangle's history proves we just don't serve contracts we build lasting partnerships that endure for generations Paul we are trying to believe in over over training our staff all of our employees go through paid onboarding and job specific training before they ever step onto the floor OSHA safety PPE chemical handling and janitorial procedures we also provide specialized certifications like clean check and leave compliance are available to those who are interested as we all know an airport is a has unique needs this is why we train our employees in customer service situational and security awareness so they are prepared not to just clean but to contribute to the overall passenger experience our training does not end at onboarding we provide ongoing refreshers tailgate safety talks and cross training so our team stays sharp and flexible all that is training is paid this ensures that our employees are motivated compliant and fully prepared to deliver a safe clean and welcoming airport and environment high traffic high touch point areas in high traffic areas our focus goes beyond floors and restrooms we have specific protocols for fixtures windows stainless steel handrails elevator doors and all other high touch points staff are trained to use microfiber and surface specific products and we assign specialized team members each ship to cover these nuanced areas at the same time restroom and public area crews incorporate these tasks into their daily and nightly routines supervisors then verify completion through detailed checklists and our trilogic platform for sensitive spaces like baby oasis stations we provide specialized disinfection and restocking as part of our critical touchpoint program this ensures even the less obvious areas are maintained to the highest standards for passenger health and experience Darren hello again I would like to first and foremost thank you all so much for the opportunity to present today and for allowing triangle to take part in this opportunity regarding staffing we've been fortunate enough to be headquartered and operating in Broward County for several decades in that time we have built strong employee relationships and community partnerships that help us meet any client staff needs our employees are literally part of our family and are always there whenever needed and vice versa but great staffing isn't just about hiring it's about staying prepared that's why we built a flexible model that includes cross-trained floaters on every shift plus a dedicated pool of relief staff ready to step in for vacation sick days or anything unexpected we also have reserve staff in the pipeline that will be trained and working on the Fort Lauderdale airport badging so we can respond quickly whenever there's a need thank you through community partnerships thank you for your presentation thank you so much now we would extend opportunity for questions EC members hi this is Mike Notamaker I just have a couple of questions based on your on your presentation you're focusing a lot on the technology in your QA program but help us better understand how does the technology help you understand that the real-time cleanliness is taking place the way you intended so the the the the trilogic program is is an it's a full suite of of software it has an AI engine that that that allows us to tie in both real-time data with our actual employees so we know where the employees are at you know against the actual flight time data and passenger traffic that that ties to the occupancy sensors within the program uh and the the software also offers the ability to have additional sensors in restrooms and such so we can monitor um uh restroom uh toilet paper paper towels soap levels and so on and each employee has a beacon with you know within their cart or on their person um and we can track where they are in relation to what's happening in the airport in real time okay so as part of what you just said um i understand it right this technology comes with hardware so if you're the successful vendor you plan to uh request to install hardware and then use software at your expense as part of your QA program that is correct that is correct with your permission we would install these sensors um and we would have full insight into restrooms passenger traffic um and our employees absolutely okay um i think you mentioned the customer service part of your training um correct that would have been one of my other questions but another one i have that i've been asking everybody is hold rooms uh the reason i ask questions about hold rooms is because at our airport a lot of food and beverage is consumed in the hold room seating um so as far as keeping the whole room seating areas clean what would be your preferred methodology uh especially around the seating and under the seating how how how would you guys go about uh during operational periods of keeping the whole room seating areas clean um so during operational areas you you're specifically referring to first and second shift um i mean we we intend to have rovers throughout the concourses um i mean and and of course without um um in you know intruding on passengers we would be constantly policing those areas um but of course the main cleaning would take place on third shift underneath the actual seating areas um and that's that's part of our plan with the robotic vacuums that we intend to use in the common areas um and that's part of our plan with the robotic robotic vacuums that we intend to use in the common areas in those gate holds uh and detail vacuuming underneath seating areas but of course that's policing and constant you know constant monitoring through our day staff so you just opened up uh and another question though uh well i guess i need to get clarity on that one first so what kind of equipment would you use in and around the seating so on third shift we plan to utilize the rosy uh robotic vacuum um and now that has several modes in which we can deploy um and our intent is to utilize the the robotic vacuums for main areas within the seating areas and have an employee do detail vacuuming underneath and that would take place in each one of the concourses for each one of the the gate holds um and we we have a plan in place with a certain number of vacuums based on the square footage and the productivity numbers um that the robotic units support um and that's that's that would be our plan so one employee would dispatch several robotic units and do detail vacuuming while the robotic units units are actually performing the the main area or in between area between the the seating and whatnot uh this is i would just like to add um you know we will be using uh real-time flight train uh flight aware data uh that we use on our below wing also services because obviously knowing when aircrafts arrive and depart is time is important and and having that data will allow us to adjust staff accordingly uh if we know we're experiencing a lot of delays and people are spending a lot more time in the hold areas and people are backing up or eating uh then additional services will be needed and we will redirect the staff accordingly based on where we think the loads are so if nobody's checking in because everybody's stuck in the hold area as an example we may pull people out of the check-in area and movement to the hold areas exactly and and that's that's what our trilogic software is able to tell us so if we see that um you know in concourse b uh we have two gates that you know that are relatively empty we can we can deploy staff to vacuum go underneath seating and do whatever is necessary uh you know as opposed to a gate that has you know uh is full of passengers so that's absolutely you know what what the beauty of that system allows us to do manipulate the staffing accordingly okay um part of your answer did open up uh you know another question and a lot of it has to do with the paradigm of the third shift um i think people get the sense that at fll the third shift it's wide open for us to do heavy janitorial all night long that is not the case at fll that's not the case yeah and and we see that through our flight data yeah sorry yeah we fll does not have many many hours overnight for us to do heavy cleaning so uh we can have people arriving at 3 30 in the morning for the early morning departures the overnight transcons and then uh we have departures that go well out well after midnight so you know help help us understand what you what you're now that you've opened it up what is your third shift look like because you don't have those opportunities to get into certain areas because there's operational you know issues still going on so that that ties to one of my responses um so that that would tie to the actual data uh that that we see and and our our software helping us understand what gates are utilized in certain you know time windows on certain shifts so we know that there's a pattern and the software the ai engine within that software aids us in in you know putting that together it will tell us exactly based on trends what gates have windows in order for us to do certain tasks so we will know exactly what gates and what that historical data is and what what it should be uh in the coming days and coming week where we can plan our project schedules accordingly so we could complete those tasks within the the down times in certain areas in certain gates okay oh good thanks um good afternoon thank you for your presentation um my question is more geared towards the pricing that you guys have provided um i um i um i'm kind of confused on the uh percentage of labor allocations because there's such a variation between so i just want to understand the process of where you came up with that absolutely and i have a response fully prepared for that because we actually reviewed that uh so yeah our percentages were solely based upon the raw labor raw labor for just union employees um so it did not include payroll taxes and insurance it did not include fringe costs and it did not include supervision so the up the updated um the updated percentages are in the 80 percentage points if i could find where they're at it was 81.63 if i remember correctly anton if you could help me find that i know we have it i know we have it i just don't have it in front of me uh but that that is the answer to your question uh so the actual percentage is 81 pretty much across the board okay thank you and then like i said that's that's inclusive of all costs payroll taxes insurance fringe costs and supervision perfect thank you no problem thank you no additional questions okay we would like to thank you for your um presentation at this time um as you exit purchasing could you please invite the ninth presenter or the tenth presenter mckenzie cleaney into the to join the closed portion of the meeting for their presentation thank you very everybody have a great weekend also thank you so much have a wonderful day everyone thank you very much thank you guys yes purchasing okay okay purchasing okay okay purchasing will now move on to the hold on let's check audio okay mckenzie inc and attendees um can you please review the participants in the panel who has a list of the county staff and for the record please affirm that there are no other individuals in the meeting other than your team and county staff one second please the volume is really low the volume is max here we're here clicking on over here turn on the tv then verify who's in the room on the page how many county staff right there they're over here only two can you hear us yes we hear you the list is on the screen as well as you look if you look in the participants you can identify the list there those are all county staff is there anyone other than other than that if you're looking at the attendees those are county staff with the exception of terry and mckenzie mike right there yes everyone's accounted for okay most of the team is with us in presence most of our team is with us in presence so no one no one else should be in that meeting room but this one login okay great um who will be the presenter and and you oh you got the control all right you will have five minutes for setup purchasing staff please set the timer for five minutes we're ready i've been nervous all day okay so you're ready all right you will get now yes ma'am all right you will have now 15 minutes for your presentation ready one second okay there you go all right you have 15 minutes to begin you can start now good afternoon and thank you for the opportunity to present today one second the slide screen isn't up we're gonna see that okay sure screen sharing the screen sorry the screen didn't come up you can see your screen are you able to see your screen are you able to see the screen we see your screen okay good afternoon and thank you for the opportunity to present today on behalf of mckenzie's cleaning inc we're excited to share not only our qualifications but also the passion and commitment we bring to the rental car center project here at fort lauderdale hollywood international airport our company's model is simple we don't cut corners we clean them and this principle has guided everything we've done for over two decades my name is terry mckenzie and i serve as the chief operating officer and president of mckenzie's cleaning for those of you who do not know mckenzie's mckenzie's mckenzie's has been in business for 22 years servicing the tri-county area and my journey began in the field literally as a janitor building this company from ground up through hard work and determination i advanced step by step servicing as a supervisor quality control manager a project manager before ultimate result before ultimately right into the role of president each stage shaped my perspective giving me hands-on experience in a deep understanding of every aspect of the business this is what set us apart from our competitors of course no project is about one person it's about the strength of the team behind it at mckenzie's we are proud to have assembled a group of professionals who bring experienced accountability and shared commitment to service excellence alicia pan our assistant project manager has been with us and previously managed operations at the faa era center a 24-hour high secure facility and jordan mckenzie our quality control manager has a keen eye for detail in the proactive approach that guarantees every standard is met terrell taft our potential rcc supervisor brings years of industry experience and his detail-oriented leadership and strong coordination skills ensure that daily operations flow effectively while keeping staff motivated and engaged rounding up the team is joe our equipment and supply specialist contributes over 15 years of expertise particularly in the terrazzo floors backed by his knowledge and our trusted partnership with tenant and culture will deliver both innovative and reliable and reliability across the board together this team embodies the seamless blend of operational expertise and hands-on leadership which will deliver results one thing we take pride in is that we are broadwoods owned over the years we have partnered with the county in both roles as a prime contractor and as a trusted subcontractor to other primes whether it's bcad mass transit pubs or your local libraries and courthouse our track record with the county speaks for itself no matter the role we play leading the work as a prime or supporting a larger prime our standard never changed we remain always responsible and always responsive our reach extends beyond broad we are presently performing janitorial services for both tsa locations at palm beach international airport and here at fort laudale international in addition we also serve the usda facilities the air route traffic control towers and center and the united states postcard among others these are highly secured location with strict standard and critical standards our proven ability to perform in these settings is a clear indicator of our capabilities to take on the rcc recognized as the gold standards in the cleaning industry we are proud to be stems gb certified this achievement validates not only our management and operational excellence but also our deep commitment to responsible cleaning practices so with this certification we are fully aligned to support bcat in maintaining its g-back accreditation leveraging eco-friendly spartner chemicals green steel certified products and ephorce solutions to ensure both safety and sustainability our green clean strategies bring together smart equipment and eco-friendly practices to keep spaces both clean and safe for example you we use electrostatic sprayers and fogger machines for thorough disinfection we also use microfiber cloths and tools that capture dirt and germs more effectively than traditional methods along with hepa filters to improve indoor air quality these proven practices and practical methods protect us all one area that often gets overlooked but speaks volumes about the quality of maintenance is the terrazzo floor unlike standard flooring terrazzo requires a specialized approach to to preserve both its appearance and longevity to ensure this mckinsey will use a neutral hp cleaner that will protect the integrity of the stone along with microfiber mopping mops that lift dirt and bacteria without scratching the surface precision is precision is placed on drying techniques that prevent streaking and long-term damage beyond daily care we follow a structured polishing and sealing schedule that keeps the floor shining and durable this level of care ensures that the terrazzo floor not only looks immaculate but also reflects the professionalism and excellence expected at rcc in the area of autonomous equipment mackenzie's clean do not bring people we bring innovation we plan to use the cold kobe kobe 18 autonomous scrubber to perform routine floor service during the day and the night ships the kobe is compact powerful and smart it uses smart navigation technology edge cleaning and built-in safety sensors to work seamlessly alongside our staff with kobe we can more frequently cover more ground and provide data-driven proof of performance so the county knows exactly what has been cleaned when and how well second the ecovac winbot omni takes glad fear to the next level it handles both interior and exterior windows up to eight feet high more importantly it removes the need for ladders reducing risk lowering liability and keeping our staff safe safe safe safe safe on the ground looking towards the future we are evaluating thematics robotics robotics a full autonomous restroom cleaner system designed to sanitize restrooms without direct supervision while still in its emerging state this innovative innovation signaled our equipment to staying ahead of the curve exploring safer and smarter ways to maintain the highest standard of hygiene when mackenzie's cleaning you're not only choosing a contractor you're choosing a partner that evolves with broward airports can be a challenging environment during irregular operations events such as delays cancellation or severe weather can affect the flow at the rcc when we experience sudden passenger surges our plan is designed to respond quickly and effectively we monitor real airline dashboards and faa advisories so we can anticipate changes before they impact the facility when necessary we will relocate staff to high traffic areas to keep the facility maintained for example we would increase a restroom inspection for every 50 minutes and dependent on the level of the surge we may even designate a bathroom attendant additionally we would increase trash pickups and position overflow bins to manage high volumes of trash at the same time our team conducts continuous spot cleaning to ensure floors remain safe and presentable this level of flexibility means that even in times of peak district this disruption the rcc will continue to look clean safe and welcoming transparency is at the heart of how we operate because true partnership is built on communication and accountability at mackenzie's cleaning bcad will never be left guessing about the work being done we provide immediate communication whether via phone text or emails so questions and concerns are addressed in real time our team delivers weekly reports that clearly summarizes completed tasks and inspections reports this can be found in a logbook on-site at each location similarly we have monthly check-ins and quarterly review meetings with our clients and their team these methods ensure transparency and guarantee improvements in service as mentioned we are no strangers to demand of the 24-hour and facilities for the rcc we will implement a three-shift staffing model that ensures continuous coverage and consistent quality the morning ship will focus on setting the tone of the day and will respond for maintaining and will be responsible for maintaining the restroom cleaning trash removal walkways and first impression errors for passengers notice that passengers notice immediately the afternoon ship will continue to concentrate on maintenance of the restroom as well as high touch surfaces and monitoring the kobe machine and performing the floor clear the overnight shift will deliver the deep cleaning that keeps the facility in top shape deep cleaning of the restrooms care for the terrazzo floor window cleaning and detail sanitizing of high touch areas are the focus of this team at the end of this shift there will be an inspection confirming nothing was overlooked or neglected our quality control at our quality control at nti is built on it's built on accountability we go beyond the standard county checklist we inspect what we expect tasks that are not regularly inspected by the county such as how a trash bag is tied or the vacuum patterns left after vacuuming a carpeted area are just examples of keen eye to detail as far as communication goes mti response goes beyond calls and email i personally show up when needed to make sure issues are resolved quickly and accordingly when management's with management that's available 24 7 to support employees and planning we deliver a hands-on responsive approach that guarantees reliable services and results you can see training is the background of performance at nci we invest in our employees to ensure excellence at every level our program covers safety protocols proper use of ppp along with hands-on demonstration for cleaning various surfaces restrooms and high touch areas and specialized areas like a baby oasis station as mentioned mentioned we emphasize green cleaning practices infectious controls protect both people in the environment in addition employees receive airport specific training in customer service security awareness and professional conduct most importantly all training is paid which keeps our employees motivated accountable and fully invested in delivering the highest standards of service we guarantee adequate staffing and continuity of services by taking proactive and people first approach whenever possible we take we retain the incumbent staff to preserve institutional knowledge and ensure a seamless transition we also maintain and we also maintain a reserved pool of trained on-call employees ready to step in whenever additional coverage is needed beyond staffing numbers we focus on retention by offering competitive pay recognition programs and team building events that foster pride and loyalty at mckenzie's employees aren't just staff we are family when people feel valued supported and recognized they stay longer perform better and take ownership of the service they deliver at mckenzie's cleaning we maintain a high standard through a structured system of ongoing monitoring and evaluation as previously stated this can this includes regular meetings with the client and staff to share updates address concerns and verify all tasks meet contractual requirements before issues arise in closing mckenzie's broward's own brings together local commitments certified excellencies innovative technology and two decades of proven experience in the janitorial industry we are fully prepared not just to meet the expectations of the rental car center but to steadily surpass them thank you for the opportunity to present today and we look forward to continue growing with broward county thank you for your presentation are there any questions from the committee no mr notamaker any questions okay we welcome your questions good afternoon thank you uh a couple a couple of questions uh going back to your original proposal it shows that um that you are actually going to be the project manager for this um head of operations project manager you have an existing contract at the airport uh help us understand how you're going to balance uh as the president ceo and project manager for this for this project sure well as the project the president the ceo as a project manager can and will be able to sustain both projects or any other path projects because it's not just me it's a team of people if the problem gets to me that mean there's a problem with everybody else who is under me as such as the assistant the supervisor the quality control everyone for it to get to me the project manager that means something is not being done because i communicate now with people as the project manager on on certain projects and it doesn't interfere like i'm there i'm visible the hours that i put in i mean i'm working 24 hours mckenzie's has become my life when we will when we will have a need for someone else in the event that we do win this project and another portion of the airport with one of the primes we might be hiring someone else to fulfill the role as an additional project manager okay um also in your original proposal you're showing that there would be one supervisor and four general cleaners and restroom techs uh that would be the staffing on the day shift in the afternoon shift um there are 12 how many restrooms in there four to eight 12 restrooms in the rental car center help help me and my fellow committee members understand how four cleaners are going to keep 12 restrooms and all the tens of thousands of other square feet of area clean in the rental car center during the operational hours i don't think there's 12 employees i think there's 16 employees i don't have the sheet in front of me at least it's trying to find it for me right now no but i think there's what you what you put in was on shift one one supervisor and four general cleaners and restroom tech the project manager for the day shift shift two supervisor four cleaners general restroom tech and a quality control manager six total and then seven total on shift three with 12 restrooms and all of the open square footage we need to understand how those cleaners are going to be able to manage that volume especially four cleaners for 12 restroom well based on the how the rental car center is set up we will have two cleaners on each floor and they will go back and forth monitor the restroom and we will also have the kobe the ultimate autonomous machine that will be focusing on floor care so if you have two people on each floor with the restrooms it's two it's two floors right two floors with the restroom one is designated they'll be doing their cycles on one side and the other person will be on the other the west wing and the east wing you will have would have two designated people and then we will also implement the kobe to do the floor care so in between the restroom spot checking they will be doing high touch areas okay you know that there are three public area floors in the rcc not two three i'm sorry so and what i'm here what i'm hearing is if you have cleaner on each side i don't know how your makeup is my concern is that with such a small number that we will have to close restrooms if you have cleaners that don't match up with the gender for the restroom so well no that's actually the mark that they have in place now and that's what we are we're betting on based on what was provided so if there is more uh service that is needed that's a concern we'll have to disrupt uh respectfully discuss with your project manager because uh i think you know that i honestly think that you need more service there but based on the county's anticipated budgeting what you've had in the service in the past we made our model off that but to going forward based on you know airport getting more clients in the fort lauderdale you might very well need more people but this this what we're presenting is based on what you have existing and mr non maker you can recognize your project manager to clarify or ask any questions regarding the statements made okay go ahead okay so that that is um with the current contract in place there are 19 to 20 people per day that are um responsible for cleaning the three floors in the 12 bathroom okay and to clarify though as far as those were just given for information to proposers not what was requested or quote unquote required right those were not set as minimums it's for the vendors to propose as well just information information of how it currently is more or less or whatever yep but as far as the needs to meet the standards that were set got it thank you so we have a total of how many people 18 and hours alicia 26 okay the paper i i understand that i understand um terrazzo floor so you are proposing a non-contact device to polish and maintain the terrazzo floor where where have you used this type of equipment before where it was proven to be successful it says high pressure on that question sir what was the the the high pressure non-contact what's the you uh went over it in your presentation it says touchless cleaning system high pressure cleaning systems that's sanitized without physical contact and you were referring to the terrazzo floors so i'm yeah the sanitizing disinfecting would not be for the floors um i think that that's more like the electrostatic it sounds like disinfecting but the floor care would mean would be the terrazzo would be you know stone polishing pads um you know high speed low speed um the purple pads i'm trying to use as few chemicals as you can um to really bring the natural shine out of the stone okay yeah what kind of what what brand do you use um what kind what brand pad um so pads i mean 3m's the kind of the the name and the biggest name in the game but uh niagara is another one uh many of the distributors have their own time kind of um off brands um but 3m pretty much makes most of the pads for everybody that's mainly what we'll be using is 3m branded okay yeah uh for the rental car center you understand it's very very important because it's such a large open floor area that the terrazzo is essentially the you know the shining star of the rental car center um the other thing is is the robotic window cleaners those work on doors that slide sliding glass doors no no that would be nice that's so that i'm trying to think of where in the rental car center this would be applicable for so much of our our our glass is the entrance doorways yeah i don't know if the um the wind bot robot would be applicable for your facility um there's other options like hunger where they have the extension poles where somebody could stay on the ground they can reach up to three to four stories with those carbon fiber poles um so that's something as well they have indoor and outdoor specialty brushes um that are designed for um indoor outdoor cleaning okay so this what's in your presentation really isn't workable for the rental car center what is the sliding glass door we will switch that to the hunger yeah not not for the sliding glass it was sliding glass doors you know that's more of like office spaces that have glass partitions and uh you know we would switch that to the the hunger there pretty much we will switch that to the hunger machine he described because if it's sliding glass doors they will not work yeah that's more for fixed structure but we do have access to the hunger machine as well okay is that a manually operated or automated um so it's a automated but someone has to be watching it i mean it's a manually operated but it has it has um it runs water through the pole out the brush um at the top so but it does have to be manually operated by by a person all right thank you very much okay good afternoon and thank you for your presentation um so i have several questions and i want to revisit the um terry and you being the project manager for this so according to our specifications and requirements the project manager must be on site and dedicated to this contract and no other contracts so um and same with the assistant will be hired you're right and say and that goes with the assistant project manager as well so i do understand that alicia right now is currently with the tsa and servicing the admin buildings as well as the project manager at least it will be transitioning to be your full-time assistant project manager and jocelyn most likely would be your uh project manager okay for the administrative um yes okay so you would have a full-time project manager jocelyn medina and uh alisa would be her assist okay um so they will go she will transition to that location full-time okay perfect thank you uh the other thing is is i am i noticed with your proposal that uh you did not have a pressure washer uh included on your listing and so we have those um the nine floors or the stairwells that need to be pressure washed every so often that's literally the only area we have um do you have a pressure washer or would you be able to get one if you were awarded yes we have a pressure washer system on a truck that we have actually we have our own pressure washing system that's mounted on the truck and we have also one of the pressure washers okay i'm not sure that would be um feasible for that location i'm not the portable ones she has portable ones that they can bring to anywhere needed okay um i also noticed that okay you don't have any overlapping shifts so and um the specifications and requirements we have um a set schedule in number 1.8 for shifts and staffing will you commit to um abiding by that yes we have no problem with overlapping the shift usually uh we have one the other team can't leave until the other team gets there that's what we usually do can you did you hear me ma'am yes yes i did i'm sorry yes i did okay we don't have any problem with overlapping the shifts okay and i believe that is all i have thank you thank you thank you thank you for your presentation um and as you ask as you exit the closed session purchasing could you please invite the 11th presenter else gc global energy fm okay thank you thank you thank you have a great one guys oh gc global energy fm llc good afternoon good afternoon to review the participant panel display yes and as well as the um list of county staff and affirm that there are no other individuals in the meeting other than your team and county staff okay let me check very quickly yes we'll need access to be the designated person to share the screen for your presentation that would be me to share patel you all right you have access you will have five minutes to set up for your presentation purchase and please set the timer for five minutes and if you're ready before then you can let us know can you see my screen yes we can okay are you ready whenever did you say you ready yes okay all right you will have 15 minutes for your presentation purchasing would you set the time for 15 minutes you are ready you can begin okay thank you thank you for allowing us to present our proposal uh to fll quality is the recipe of a success and this is how we deliver world-class fm services you know through our methodology which is people processes and technology we believe that in order for us to present any quality services our people are our assets along with our people and to enhance them to make sure that they are able to do whatever they are required to do in a high traffic areas processes well-defined processes should be at the palm of their hands and we give them enough technologies in both in terms of iot's autonomous cleaning equipments state-of-the-art other equipments manual equipments as well as cmms systems are in the palm of their hands having said that today we're going to talk about mostly how we deliver the services and the questions which the board evaluation committee has asked us to present having said that our overall solution depends on our people our processes and our technologies we want to empower individual people of our what you call working ambassadors right in front of the passengers to make sure that they are trained enough they have professional skills they are competent they have the best equipments they have the best resources and business processes and they are ready to come to work on a daily basis along with that we think that in order for us to provide a quality services a best practices which is understood by each and every one of them our well-documented procedures are always in the palm of their hands because each and every one of our employees have a company-based cell phone which has got their cms system as well as well-documented training modules and the different processes and checklists which they are supposed to do on an everyday basis this allows them to be efficient optimized at the same time to do the same thing again and again very successfully on a daily basis having said that they are pioneers in adapting what is called as the integrated solutions as well as robotic solutions in terms of autonomous equipments to provide a eco-friendly efficient cleaning operations all throughout the airports scrubbers are generally kobe's and emma scrubbers which are generally used in larger areas where there are concourses gates etc we use a autonomous vacuum cleaners which are wiz which uses for carpet purposes vacuuming the carpets near the gates and any sitting areas we also have what is called as an autonomous fully robotic bathroom cleaner which we use from hybridics which does all our restrooms it uses steam as a cleaning agents so it disinfects anything and everything which needs to be done in a restroom we also use a lot of autonomous what is called as iot enabled waste collection systems so it tells you when it is filled and we can go and give just in the time services which is required and make sure that all what you call gate areas at the same time that the waste what you call recycling areas are are clean and are attended to the reason why i use this autonomous equipments all throughout the airports is just because so we can be efficient our people can be utilized to the fullest extent where machines cannot be used at the same time it brings us about a 30 faster coverage as well as consistent uh what do you call qualities some of the examples in our you know from uh different various what do you call floor cares which we do through our scrubbers small big uh you know uh emma which is this uh scrubbers which are bigger equipments from uh emma's uh from ice robotics some of them are fantasies all these whichever equipment comes in place we invest into them and we implement them throughout any aviation customer of ours or any cities counties or federal bases using technology we provide passenger services so we use it in autonomous passenger mobility services trash compactors you know from uh disinfecting what is called as the rails handrails on the escalators if it is lawn care and also we use iot's in terms of making sure that each and every consumables in the bathrooms and the restrooms are filled so that it is never out of stock so the public is never inconvenient the future which we are working on right now with our innovation strategy team is a completely robot which is the humanoids we are working on it i think it will be ready in the next about 18 months for us to deploy so from uh that perspective real-time monitoring now one of the questions was how do we monitor it we integrate our cmms system so that we have a real-time response with any flight delays or we if we need to actually change uh what you call configuration of our people attending to restrooms as well as waste management all throughout the terminals and or any parking lots whichever we service this reduces what is called is the turnaround time since we are integrated with the cmms systems along with the flight tracking systems this allows us to do a dynamic scheduling when there is a gate change over in a rapid response team is also available to us so that we can drive where we have the necessity having said that we share our data on a real-time basis because all our employees does what is called not only the checklist what they have to do on a daily basis they take pictures before and after all this is so that we can drive a data-driven insight and this is shared with fll or anybody at fll which is required to be uh what do you call be able to see this report on a what do you call real-time basis it's not something which we email this is something which you have it uh you can see it and both our teams your team and my team are in one what do you call thinking are they looking at what is happening in real time uh daily auto reports are generated you know cleaning logs are being generated and they're all what you call uh available and shared on a real-time basis with both our teams my team and your team at the same time anything which our team does whether it is cleaning whether it is waste uh tracking whether it is recycling waste or whether it is taking floor cares or preventive maintenance that has been shared on a real-time basis we do monthly reviews uh collectively so that we can share all the kpis and then we make a data-driven decision as to what next steps to be done some of the cms dashboards tells you how we collect what is being run where it is being ran checklists are being done schedules are being done this is all done on the palm of their hands and it is shared with you and your people at all given times 24 7 365. you know we service about 440 million passengers annually all throughout various international hubs uh we have a 724 when the passengers come from uh what you call departure all the way to what you call passenger goes home we service each and every area whether it is secured non-secured customs uh immigrations uh baggage claim uh we service them both in custodial as well as full integrated service management systems uh from electrical to plumbing you name it uh target areas during 24 7 areas which we target is generally not only just the restrooms in what is called as the gate areas but at the same time baggage the bells the jet bridge the ceilings the high ceilings which we need to do we want to make sure that the stainless steel is what you call without any smudges at all given points or hard to get areas we have a dedicated detail cleaning teams which does at night and also all policers all throughout the days and restroom attendance uh throughout the facilities quality is a must we want to make sure that quality is in adhered to as far as task is being done on a daily basis on an hourly basis this are updated by our employees so that they take pictures before and after once the task is particularly done uh we do weekly what do you call walkthroughs and managers audits along with what is called as the kpi photo evidences at this end also we do a walkthrough on a monthly basis with leadership this way we have a scoring system which is a red yellow and green green means good and we have to work on a continuous improvement red means we need to what do you call send a team to take care of that situation at any given point and yellow means we need to start working on a continuous basis how to improve and get it to a green uh when it comes we are in operations i i can tell you one thing if something is going to go wrong i know that something is going to go wrong okay but do not judge us from what has gone wrong but how do we service it how do we take care of it how do we manage it how do we train our people so that those things doesn't happen again and again and that's how we maintain uh what what do you call quality having said that one of the questions was on training we gave uh clean uh what do you call cleaning and janitorial services uh osha chemical handling uh what do you call equipment training at all given times specialty training because of our hospital experiences bloodbath pathogens you know anything to do with confined spaces anything to do with aviation security all those special trainings have been provided to each and every one of our associates we also realize that our people are the ambassadors to all the passengers the ambassadors to the facilities and so we train them to make sure that their etiquettes are right they always have good attitudes towards assisting and helping passengers at all times all these trainings are paid on the clock and so that we can retain and have compliance at all given point all different areas we use what is called color coded micro system fiber systems for cleaning so that it restroom what you call cleaning equipments are not mixed with general equipments we want to contain each and everything right where they are so there is less cross contaminations we make sure that every fixtures and every area is wiped on a daily basis and we also use a lot of ue marker inspections which verifies that the cleanliness has been effective and efficiently done on a daily basis staffing and resources we do have a four-step processes we make sure that the area has to be completed we compare that with the frequencies and at the work loading that's how we come up with a staffing process we typically have about 15 percent of built-in floaters as well as trained employees which are batch ready and train associates so that if there was absenteeism if there was vacations you know if there was anything which we have to accomplish can be accomplished if there was an emergency if there was a flood if there was anything else these are the people those who have uh able to do it in regular time and are able to assist in maintaining the facility at all given points we also take assistance from our local staffing agencies uh which keeps people batched and ready also and so we will provide them part-time and what do you call employments so that they are familiar with the terminals they are familiar with all the services which are required and we can help extended workforce with that way we also are through our technology and our handheld we know who's what do you call attending at which area they are geo-fenced diamond attendance is monitored on a regular basis and it is if somebody was missing we would know how we need to uh send what you call floaters to take their places you see making sure that corrective action workflows and our alerts are being given we are very transparent when it comes to that we want to make sure that all the uh what you call dashboards the monthly scoreboards the kpis and everything which our employees are doing on a daily basis has been shared with our customer at all given times 24 7. in short why lgc we have a proven 24 7 aviation record we have uses technologies which are available right at the forefront we want to make sure that our people are elevated not eliminated through this technology uses we want to make sure that we have a robust training processes and a commitment to safety sustainability as well as customer service uh together we deliver a cleaner and a safer uh welcoming airports every day by the hour every day i'm ready for questions okay thank you for your presentation committee members questions who's the not a maker um just before i get into some questions i just want to note that in the presentation there was um reference to other parts of the terminals baggage claim gates and things like that i believe this is for group two i just want to make sure that he understands that this is not for the rest of the year did you understand that uh no can you please repeat that okay so your presentation included areas outside of the rental center which your evaluate you will be evaluated only for group two which is the rental car center yes we are we are aware of that uh but when we were looking at the questions uh they said it was common so that's why we presented what we present as part of our what do you call experiences we do realize this we do realize that uh you know terminals secure and non-secure areas are not within what we are being evaluated for all right thank you all right um question about terrazzo floor in your presentation here and and in your original proposal you show the equipment operating at other airports um however in all of the pictures i do not see how and how you're going to or what equipment you're going to use to maintain the terrazzo floor the rcc has a tremendous amount of terrazzo floor help us understand how what you're going to do to keep the terrazzo floor looking new and shiny so we use what you call as manual as well as automated scrubbers we also have what is called as different uh what do you call uh center what do we call it burgersers uh and different their equipments which make sure that uh the technicians which are certified with terrazzos they will be all 3m certified and that's what we are going to utilize with their training as well as proper equipments which is recommended for all maintenance of terrazzo at all given times all right so in in your experience at other locations where do you maintain terrazzo floor uh we maintain throughout the airports uh at different locations we maintain throughout rcc's uh you know and wherever there is a terrazzo floor we maintain them we also do cities and county buildings we also do what you call transportation centers so be be specific at what airports at what airports are you maintaining terrazzo floor we maintain at mumbai airport we at riyadh airport we maintain at orlando uh you know uh we maintain at san antonio uh what do you call rcc's uh various airports which we do uh we like i said we we have 140 million passengers which we do majority of our airports are both carpets as well as as terazos okay and different floorings okay in your original proposal you stated that you would use autonomous uv disinfection uh help help us understand how you're going to use that and still protect passengers and employees from exposure yeah most of these are in quarantine areas so basically when we do this we make sure that the area is what you call not present our autonomous equipment also has what is called as a safety mechanisms which will definitely stop if there was any human being within you know few feet uh and will not even continue unless and until it has been safe to operate so you would plan to use this type of technology in the public areas we will use it only especially when it comes to uv we will make sure that there is use only in times when there is no human being in that particular area and we quarantine that areas you realize that there is no time when there are no human beings and and we do realize that so for that purposes at that particular time we will not use those kind of equipments we will do manual uh what do you call scrubbing as well as a manual disinfection from an electro spread aesthetic what do you call guns okay last question you mentioned that uh there's the potential in about 18 months for humanoid technology is that humanoid robotic janitorial staff i don't i don't understand what the robot would be used for the robots would be used mainly we are right now training the robots to make sure that they can take care of what is called as deep clean of restrooms and that's what we are focused on as far as our first deployment would be so fort lauderdale hollywood international airport port would be your first deployment of this technology we will we generally when we implement any technologies just like we implemented our what you call uh fully robotic uh bathroom cleaners we do it at our corporate offices first we make sure then we do it in a safe way into different what you call buildings with lower traffics and then we take it to what is called as an aviation hub which is high traffic okay thank you good afternoon and thank you for your presentation um my questions are geared more towards your um your staffing so during your presentation i would i didn't catch if your your employees are going to be part-time full-time or a mixture of both the the workload is a mixture of both what we generally do is we have found within our experience that there are a lot of people those who are single moms single parents and they are what do you call uh you know they are willing to only work which is called part-time we provide what you call benefit packets to both part-time and full-time people but this way we take advantage of people a good quality of people those who are willing to work part-time that way we have people those who are batched they are onboarded they are drug screened they are trained and so that they can actually come and work for us at any given point where we are required and also gives us for vacations uh scheduling changes and anything which we need to do okay thank you and then um my last question is um in your proposal you um only had one supervisor that would be covering all three shifts seven days a week um can you help me understand uh i think uh there is some kind of a mistake we have three supervisors covering all three shifts okay thank you okay we would like to thank you for your presentation um and now we would ask the purchasing division to invite the 12th presenter damio damo cleaning at enterprise inc dba palm beach and browwood building maintenance to join the portion of the meeting close portion okay thank you oh that's what it will stop i had that problem they're saying this morning where the vpn didn't work but then it's working now yeah it's still trial no i couldn't marry in the end that she had to go to you know no but now i'm just working on a regular vpn i think can i just do some morning for the vpn are you sorry you didn't hear the funny public yeah i mean go and work it out maybe it's connected okay thank you oh good afternoon good afternoon thanks yeah thanks for inviting us into the meeting hi hi this is ashley melendez and david melendez the father and daughter and we're trying to set this up now right yeah so we can just go ahead and um share our screen yeah all right so um on the screen you're going to see the broward county staff as well if you look in the participant pane you'll see those that are participating let us know if you see anybody other than broward county or yourself that's listed okay thank you who on your team needs to have okay thank you you have five minutes to set up your time will start now okay thank you thank you i think we're going to set up we're going to start it now is that okay include some you you set up you ready to go yeah i think so which one you're not sharing it's loading okay we can see your screen if you just want to make sure you can flip through it a little bit good afternoon members of the evaluation committee thank you for giving us the opportunity to present today my name is ashley okay all right are you ready yeah we're ready okay all right you have 15 minutes your time starts now and i am the office manager at damel cleaning enterprise inc doing business as palm beach and broward building maintenance our team is excited to share how damel can deliver exceptional value to the rcc at fll we understand the committee is focused on several key areas during the evaluation process and today we will address these key topics good afternoon members of the evaluation committee producing the tenant x6 rover which is capable of scrubbing 75 000 square feet an hour battery run time is six hours the rover is equipped with a 25 gallon tank and a 26 inch cleaning disc the x6 rover is powered by brain os an advanced artificial intelligence and robotic technology platform training equipment will be provided by the vendor of the equipment on site upon delivery as well as ongoing training by management and training specialists of the manufacturer additional equipment is stored in a nearby warehouse in pompano beach florida our firm has implemented a dedicated process to monitor real-time flight activity at fort lauderdale hollywood international airport ensuring we can proactively respond to our regular operations and traffic fluctuations a dedicated laptop is assigned solely for monitoring fll's arrival and departure information using the official fll airport website this laptop is positioned at a central operations point and is continuously monitored 24 7. supervisors are trained to review live flight data including delays early arrivals cancellations and gate changes in real time the team closely watches for alerts status changes or valuable flight information that could impact operations response to irregular operations when a regular flight activity is identified supervisors immediately access the situation and adjust operational plans accordingly anticipated traffic surges for example multiple arrivals within a short window or significant delays trigger predefined response actions such as relocating staff to key areas of service adjusting schedules for passenger baggage handling enhancing coordination with internal and external partners to maintain service levels supervisors are empowered to make real-time decisions to ensure seamless operations operations during periods of disruption our firm is committed to maintaining transparency and accountability in all aspects of our performance to ensure broward county aviation department bcad project managers are kept informed we will implement the following four performance data sharing practices one regular reporting two real-time communication for critical updates or operational issues we will ensure direct and immediate communication with bcad project managers via phone or email three scheduled review meetings we propose conducting quarterly review meetings or bcad's preferred frequency with project managers to discuss performance trends address concerns and identify areas for improvement four digital sharing and documentation apps that we are about to show our firm is committed to transparency and accountability in operational performance for this solicitation we will provide broward county aviation department bcad project managers with consistent timely and accurate performance data through both digital tools and scheduled reporting processes we currently utilize the following digital applications to monitor track and report operational performance heartland time this platform is used to track employee attendance scheduling time management and compliance with staffing requirements it allows real-time visibility into workforce allocation and shift adherence orange qc this quality control application enables our team to log expansions report issues track resolutions and generate audit ready performance reports it provides a comprehensive view of service quality incident response and task completion both applications are accessible via desktop and mobile devices enabling on the go monitoring and data sharing by supervisors and managers our firm brings extensive experience in managing and developing janitorial and facility services in 24 7 airport environments with a long-standing history of excellence and dependability examples are palm beach international airport since 2006 our firm has provided janitorial services at the air traffic control tower at cct and tracon facility from 2011 to 2020 we also deliver janitorial services to the transportation security administration tsa at pbi currently we provide janitorial services at pbi as a subcontractor to flagship to flagship aviation including full on-site management and supervision we operate in full compliance with flagships policies and directives while maintaining high standards of cleanliness and safety fort lauderdale hollywood international airport we have provided janitorial services at the air traffic control tower at fll demonstrating our ability to operate in secure and critical aviation and environments our firm has also delivered janitorial services at multiple regional airport towers and facilities including fort lauderdale executive airport pompadone airpark north perry airport keywest international airport demo cleanings office and warehouse are centrally located within broward county just 15 miles from fort lauderdale hollywood international airport this strategic location enable us to respond quickly to operational needs support on-site teams efficiency and ensure timely delivery of supplies and equipment our close proximity to fllo allows for rapid deployment of additional personnel when needed efficient logistics and inventory management an immediate response to urgent service requests or operational adjustments demo cleaning is fully experienced in achieving and maintaining the service and quality standards outlined in the statement of work sal our firm adheres strictly to performance benchmarks safety protocols and cleanliness standards required in airport environments through detailed supervision ongoing training and quality control measures we consistently meet and often exceed client expectations our proven track record across multiple airport facilities demonstrates our ability to operate in high security 24 7 environments while upholding the highest levels of professionalism cleanliness and dependability demo cleaning utilizes orange qc and heartland time powerful quality assurance and expression platforms designed to keep our operations aligned with client expectations and control standards demos quality control program consists of monitoring techniques for the required services identifying deficiencies periodic field audits and a comprehensive inspection system that will cover all services required in the scope of service demo's project manager assistant manager and quality control manager are all gbac certified by issa hiring process begins with an interview an fdle background check and e-verify check this is done with every new employee demo cleaning enterprise inc has a comprehensive training manual that describes many of the different activities and challenges that we undertake daily from using different machinery to dusting services dealing with blood-borne pathogens etc training is the most important aspect to ensure janitors are meeting contracts expectations training for janitorial skills such as training includes workplace conduct and ethics code of conduct and professional behavior anti-discrimination and harassment policies emergency response fire safety and evacuation procedures spill response and hazardous material protocols environmental sustainability eco-friendly cleaning practices minimizing chemical and water use technology use mobile work order and reporting apps clock in systems digital checklists and real-time quality monitoring skills customer service will be integrated on the onboarding and ongoing development process airport customer service training welcoming behavior and passenger interaction protocols responding to injuries giving directions and assisting passengers in need cultural sensitivity and dealing with diverse travelers specialized modules handling complaints or escalations respectfully de-escalation techniques in high-pressure situations familiarization with airport signage layout and key service areas and collaboration with airport authority align training with the airport's customer service mission participate in airport-led or approved orientation programs attend briefings or quarterly workshops on airport-wide changes or campaigns examples of our security training procedures at airports and government facilities include these three main points access we as contractors must conduct our operations in strict observation of access routes and other areas established by security conduct standards the company shall be responsible for maintaining satisfactory standards of employees and team effort remain alert use knowledge and environment around to notify law enforcement when something or someone is out of place our company the security and safety of the clients and the employees is at the utmost importance we utilize emergency responses in cases of condensation flooding biohazards or any emergency that can occur as a company we review and update training and procedures for our employees to follow in emergencies the best approach to clean these areas will be in the overnight shift with deep cleaning and maintaining over the day as the supervisor and cleaner knows that this won't disrupt passengers and others with high touch points and baby oasis station handrails etc we would maintain at least an hourly cleaning to ensure we disinfect these areas hourly to maintain the cleanliness of the facility baby oasis stations more often as necessary our firm has employees in other locations within the county at the government center west broward chairs offices the broward county criminal justice complex and many county libraries all employees have been vetted for backgrounds to work at highly secure locations the firm will begin the process of obtaining fll ids for several of our current employees to use as emergency backups when needed the firm would also offer positions for employees who would want to work at fll on a full-time basis daily inspections and random spot checks supervisors perform daily inspections using digital checklists random quality spot checks are conducted to catch and correct issues early scheduled internal audits this can be weekly or monthly quality audits to measure performance against slas scoreboards used to quantify compliance levels across various service areas customer and stakeholder feedback integration we can use this by using surveys qr code feedback stations and customer feedback apps complaints and compliments are logged tracked and linked to qc reports damill cleaning enterprise inc is proud to be cbe certified for broward county from everyone at team damill thank you for your time we appreciate your attention and thoughtful consideration thank you for your presentation at this time do we have any questions from the committee questions actually i do have a question um you mentioned that you guys would be watching watching the um the flight schedules for you know traffic fluctuations and if i heard that correctly there would be a laptop that would be staged for that is that correct you want to put one in there yeah and also have the ability with some apps that our supervisors could have in their phones as well but we would have a dedicated laptop just for that okay they'll be operational 24 7 i think it kind of makes sense for us okay then um say there's an uh influx a flight's been you know released and there's a whole bunch of people coming to the rcc how would you notify your staff that their attention would need to be shifted to a specific area well that that's why the on the on time and a 24 7 laptop would help us to do that we do that at at palm beach international now because there are delays and other things that's happened during the course of our events and we have to shift people almost immediately palm beach international has some interesting issues with condensation especially in the first floor with the luggage uh that luggage ramps are and and i almost noticed maybe the air conditioner will fail and we'll have to send you know five six people just to take care of that this would get uh you know water extractor extractors and stuff like you put floor signs down mop that up it happens more often than not and unfortunately it happens a lot during the summer and we see that that happens if it's a big rain shower and then we're going to have this issue so our people are aware of that it starts raining we start getting a little nervous over here and it you know this time of year it happens all the time i guess let me clear uh uh would it be verbally or is there um would it be something that they get pinged on their cell phones or something you know in their pocket that they would get an alert that they know where to go actually able to be on either website or on your phones or you can download them on either one of them okay and we would have radios for our people as well katie so that's another thing we do it at uh commission international as well we we have radios we're a supervisor and we do like the two-way radios and that kind of stuff so we get them but we have five or six people in a different areas hey we have an emergency going on so they would notify them pretty immediately okay thank you so much i appreciate it sure thank you katie so i do have one question um in your presentation you show the videos of the autonomous equipment but it looks like it's going over tile and you showed a beautiful picture of the shiny parquet flooring at the end where where do you showcase your experience with terrazzo floor we we've been doing terrazzo for a long time actually we we have a new custom florida panthers warren memorial stadium the auditorium there we just did their floors about a week and a half ago the public goes there because the panthers are in session now and we've been doing terrazzo for pretty much 20 years through marble and terrazzo and that kind of flooring as well you know so we use auto scrubbers that autonomous equipment is really more of a scrubber you know like a day-to-day scrubber not not going to do anything heavy it's not going to grind the terrazzo not do any of that work but we have people that do that for us as well thank you okay we want to thank you for your presentation purchasing at this time would you please invite the 13th presenter in national aviation services llc dba the facilities group aviation to join the closed portion of the meeting thank you thank you mary thank you all thank you very much prepare yeah and i think connie was talking about giving you a usb drive can you access your email if you can access take a seat if you can access your emails okay yeah so if you're going to do a paper copy then we'll pass it okay yes make sure you make sure you do that we already started well that's how i'm in it's National Aviation Services, LLC, DBA. Are you able to see the list that's there with the county staff as well as the participant panel? Yes, we can. Okay. Do you see anyone? Can you please affirm that the people that are listed are only your staff and Broward County staff? We just see Broward County staff. Okay. In the list, in the participant panel, do you see those? Adam Taylor, Brandy Hoot, Brandy Hutter, Demir? Yes. Herb, Tyler? Yes. Keaton? Yes. Okay. We have a steward, Herder, and then Timmy? Yes, that's me. Okay. Great. Who needs access to control the presentation? I do. Timmy Semenza. Okay. Okay. You will have five minutes for setup. Purchasing will set the timer now for five minutes for your setup time. Roger that. Start sharing. As long as Broward County can see the presentation, then we should be ready to begin. Do you guys need to do any audio checks? Good call. Each of our presenters, could you please just confirm that we can hear you? Let's start with Adam. This is Adam. Can you hear me okay? Yes. Great. This is Keaton. This is Stewart. Brandy. This is Herb. This is Brandy. Herb. This is Herb. Good afternoon. And Demir. Can you guys hear me? Yes. Okay. Great. You have 15 minutes for your presentation. Purchasing please. All right. You are good to go. Start your presentation. Well, good afternoon. This is Adam Taylor, president of the facilities group representing aviation and NAS here today. So I just want to thank everyone for the time. We're excited to share with you. Go to the next slide, Timmy. The agenda items that we put together answers the specific questions that were asked of us. But I would say holistically as a team on behalf of our team, we're in 47 airports today. We serve multiple rental car centers. We currently have operations in Fort Lauderdale. And we're really excited to share with you our solution today and hope that we answer any of your questions. And we'll leave time for open Q&A. Next slide. I'll kick it off. So when it comes to autonomous equipment, SoftBank Robotics is a global leader. They have about 35,000 robots worldwide. They're in over 20 airports in the U.S. They have a broad portfolio of devices which integrate into their ecosystem, which Wiz is one of those. They also have a connect platform that has great reporting and analytic capabilities to manage and monitor the fleet in real time. It also has instant alerts that can integrate with third parties, so it's very robust. One differentiator with SoftBank is their customer success program. They not only assist with the initial rollout and training, but they continue to stay engaged and support for continuous improvement. From our experience, one of the lessons learned is with these, you just can't set them and forget them. It's continuously tweaking and improving the process. As far as the overall program, we would use the robots in the bridge walkway and the rental car lanes. And they would work extremely well in the terrazzo floors and level four. Next slide. Thank you. Good afternoon, everyone. Again, this is Herb Sklar. So our plan is to utilize Springshot, which provides us with live flight time integration. It is a proven system. It's currently up and running in 47 airports. We're going to focus on our spill response time, which is three minutes or less. We're going to have our dispatchers who are going to be able to move our employees around based on demand. Geofencing will be able to indicate where all of our folks are throughout the course of the day. So we'll know where everybody is in real time. We're going to focus on the afternoon operation. We know that there are storms during the summertime. So additional focus will be needed out there, as well as being ready for cruise ships on Saturday. We know that that is a big market down there. And rental cars are primarily coming and going at a pretty good clip. Next slide, please. During IROPS, our dispatchers are going to deploy cleaners where needed. That's probably the biggest key piece. Our dispatchers and supervisors are going to pay close attention to any alert that may be triggered or any airport notification that may come our way. We're going to strategically place spill kits throughout the Rent-A-Car Center. And in those spill kits, they will be but not limited to PPE equipment, wet vacs, and, of course, cleaning solution as needed. We'll follow up with BCAD on any incident that takes place in the Rent-A-Car Center, as long as any notifications we receive. Next slide, please. I think one of our best strengths at the facilities group is our robust IT team and our ability to integrate. Of course, our goals to make your lives easier and to be an extension of you. But we do have the capabilities to do a bi-directional integration with SpringShot and Maximo, or we can have staff use Maximo. So, you know, we're looking forward to partnering with you and figuring out the best solution. Stuart, I'll turn it over to you. Yeah, also with SpringShot, we use it as part of our scored audit system and observation platform, not only for audits that we create for the car rental center specifically, but also for all our operational equipment and our safety observations. And then, obviously, our cleaners and dispatchers collect a vast amount of data on their day-to-day assignments and their mission on and off times to the location confirmations and the team size and the photos and the videos that we collect. And then we also able with that data to create daily reports, dashboards and real-time API so we can feed that data to whatever systems or emails that are preferred by yourselves. And that actually enables us to give you the specific detail that makes our life easier and obviously your lives easier as well. Next slide, please. Listen, in this account, we're going to make sure that we have full 24-hour coverage seven days a week. We're also going to have full supervision on staff 24-7. Our supervisors, as well as management, will be doing self-audits throughout the day. Those audits will be done in SpringShot. We'll be able to take pictures and those will actually be used for briefing with our employees to make sure that, you know, if there was a place that we missed or could have done better, that we have that. And it's also an opportunity to share that with you folks at VCAT as well. There's going to be high focus on all the high touch point areas such as stainless steel and glass throughout the building. While we're going to be cleaning elevators during the day, we're going to be very, very cognizant not to stay inside the elevators for a prolonged period of time, recognizing that, you know, we need to get our customers in and out as needed. So customers will come first. So we'll be in their cleaning, but we will be cognizant again. The heavy floor cleaning is obviously all going to be done on overnight just as the escalators and the, you know, floor care. And again, you're just going to really be focused on taking care of all of the high point spots, but more importantly, what's visible to the customers. Next slide, Adam. So comprehensively, when we look at how it will drive performance management, we really look through this from a lens of number one, what are the key metrics that we're driving towards? And we believe that this is a collaboration with VCAT as well as other stakeholders within the aviation environment. And so we would work very closely together to not only have the metrics which are in a contract, but also leading indicators that collectively we can work against. Based off of that, we'll implement the process where we're capturing the key data points, whether that's through third parties, through passenger feedback, through our own systems. And based off of that, it's really converting data into information that we can take action on. As we analyze those results, we'll be able to identify the root causes, and that could be for positive performance as well as some negative. And from there, collectively, we'll work on action plans. There's always an action plan. It's an action to continue to get better and sustain or to correct some negative areas that we see or trends. And we'll wrap that into an overall business review, which we'll do this on a regular basis with key stakeholders, driving data, as well as passenger feedback. Next slide. Thank you, Adam. So within TFG Aviation, we know that training is one of the cornerstones of how we support our local workforce from many different levels, all the way from leadership down to our service level employees. And with that, we understand that our employees' time is valuable, which is why we do make sure that we provide 100% paid training to each team member from the moment that they join our team. Our training program will begin with a five-day onboarding process that will include both an in-person orientation with local leadership that takes place after the employee has been fingerprinted and badged. And then from there, we have an online learning system where we will assign the employees modules through our HRIS system, which is called ADP Workforce Now. In addition to the learning modules that we assign our employees in ADP Workforce Now, our employees will also be assigned OJT training that will be completed by their direct supervisor during the first week of the employee being placed on the schedule at the local level. This is something that we do review, track, and stay in compliance with from a corporate level as well, so we make sure that the local leadership is held accountable and that also our employees have the support that they need to be successful within their roles. In addition to that, we have partnered with Dale Carnegie to deliver customer service training to our team members, and this is a program that will help our team members build strong communication and service skills, which is essential in a critical public-facing environment like the rental car center, where our passengers will expect and deserve a high level of service each and every day, whether they are coming or going. In addition to this, we will make sure that we coordinate and partner very closely with BCAAD and the airport badging office to make sure that all of our employees are adhering to all the specific safety and security requirements with Fort Lauderdale. We also have strict safety and security requirements locally that will ensure that our team members are in compliance with. This will help us to make sure that our employees not only understand their scope of work and responsibilities, but they also stay current on the compliance and service standards throughout their employment with us. Next slide, please, Timmy. Alright, so one of the areas that we take great pride in is how we build and sustain our workforce across our organization. So for the rental car specifically, we know that staffing stability is going to be critical as this is a high traffic environment that's going to require consistent service with no room for staffing gaps. So in order to bridge that gap, we are going to focus on community-based recruiting. We'll work closely with organizations like the OIC of South Florida, which is a nonprofit program, and this will help us to reach local talent pools and provide opportunities right here in the local Fort Lauderdale area. In addition to that, we are going to make sure that we uphold our partnership with 32BJ, which is the union over this contract. We'll make sure to respect and collaborate with the union to ensure fair treatment, transparent communication, and consistent labor practices under the CBA. In addition to that, we also maintain a reserve bench of trained employees, and we also support second chance hires through our community impact. This will help to not only strengthen our staff and resiliency, but also create pathways for individuals that are adhering to their reentering the workforce as well as adhering to our current policies and procedures that we have in place. And lastly, you know, we strongly believe that retention is just as important as recruiting. We do offer performance bonuses, star programs, recognition programs, as well as advancement opportunities to make sure that our employees feel valued and have room to grow within our organization. And based off these practices and procedures that we put in place, we have been able to achieve a 95% retention rate in one of our stations called Atlanta, where that is one of the busiest airports in the country. And these success rates are a direct result of treating our employees as our greatest asset. And that's the same treatment that we intend to bring to Fort Lauderdale. And with that, I will go ahead and hand it back to Adam for closing. Thank you, Brandy. So in summary, we view ourselves as not just having tasks to perform, but we're really driving the purpose of why we're doing this. And so in that transition from task to purpose, we're embracing the human and technical systems together. We believe strongly in innovation and evolution. We've been able to prove that out multiple times across this industry. We hope to partner with BCAT as well as the rest of the aviation community and expand our current presence in Fort Lauderdale. So we look forward to any questions and we really appreciate this opportunity. Thank you. Thank you for your presentation. And that concludes our presentation. All right. Thank you for your presentation. Committee members, questions? Mr. Nunavaker. Good afternoon. Thank you. Let's start off with your original submission. In the back of your submission, you have a number of resumes. These resumes that you put in your submittal, Pamela Rivera, Andre Ramirez, Mark Anthony, Ms. Carondo, and are these the people who are your intending to be principal people who are working this project here at FLL? I can take that one. I can take that one. Yes. So that is correct. We did source for local candidates that we have either existing relationships with that we could bring on that we felt would be the right candidates for the specific roles tied to the specific contract. Okay. So one of the candidates, or I guess one of your candidates works for United Airlines, another one for Menzies as a gate agent. And I'm trying to determine, the other one is works for Menzies and used to work for Air Canada, Western Alaska, or I guess they're servicing those airlines and was a fuel supervisor. Trying to wrap my head around how those skills transfer over to a janitorial contract. Absolutely. And that's a great question. So I will state that when we go through our interview process and we're sourcing candidates for specific roles, we not only take into account their prior experience but also room for growth within their experience that they have had in the past versus where they are trying to go in the future. I will say the resumes that we had attached, we did initially bid on all the lines of services and I know we were chosen for the rental car facility to present. So what we would do is we would take these resumes and we would then reach back out to the candidates. We will re-interview them and then we would decide which of those individuals we would move forward with. However, we would then still make sure that we're partnering with BCAD and if we felt that it was not the right fit, we would source other individuals as needed to ensure that not only you feel comfortable with who we have in leadership, but we also have the source candidates that meet the requirements of each role. Okay, so if you were the successful vendor, what kind of corporate support would BCAD be able to count on during a transition of this nature? Yeah, great question as well. Adam, do you want to take that one? Yeah, I was just going to jump in on that. Obviously, the team that we have on the call today is both from our technology with Keaton as our CTO of all of TFG where we have 16,000 plus employees across 50 states. Herb, who is our regional vice president, would oversee in overseas Fort Lauderdale Airport today, and then Stuart as our vice president operation. So this team here would not only be involved, but we also have corporate resources from across the system specific to aviation where we have training, we have technology teams, we have recruiting, HR, as well as operational TDY support. And so we would build out not only that plan, but corporately wise to have the backup there, both from an executive standpoint as well as functionally getting up and started. Okay. Shifting gears to a couple other things. This soft bank with vacuum. I can't tell by the picture, but it looks really small. How big is that? Yeah, so the Wiz vacuum is a smaller vacuum. They also have larger devices that are in airports and other areas. So we just want to show that one as a model because the Wiz, they work in different areas, but for larger square feet, they do have the vacuum 40 and the scrubber 50. So they have other devices as well. Okay. So I do want to thank you. You guys actually did recognize our cruise capacity issues. So I do thank you for that. As far as Terrazzo is concerned, where, where do you have experience? You did a walkthrough of the rental car center. So you saw how vast the Terrazzo floor is and the Terrazzo floor kind of makes the appearance of the rental car center on all three floors in the public area. So where's your experience with keeping up with Terrazzo floor of that magnitude? Stuart, do you want to take that one? Yes, certainly. We've got a number of airports where we do Terrazzo, particularly in Atlanta, obviously the largest airport in the world, a vast amount of Terrazzo within their, within their airport location that we service and look after and maintain. So we have the experience for those larger areas as well. There's other locations where we have Terrazzo floor large quantities of Terrazzo floor that we manage and make sure that, as you say, when it's a large Terrazzo floor, really the floor makes the place look clean. So we do have that experience in very large locations, particularly the airports that we service. And we've been doing it for a number of years and have experience in that with experienced team members. And to that point, obviously, when we're training folks that come in that may not have that experience, we'll have trained experienced people that have worked on Terrazzo for a number of years. Along with our suppliers, we have supplier trainers that we have on hand that we can bring in that specialize in Terrazzo cleaners and actually doing the operational work and will assist us in that training as well. And I would just add to that, if I may, from a support standpoint, outside of just pure aviation, this is where TFG as a whole, we have 18 total brands and tapping into our other expertise and resources where we're doing a thousand retail spaces across the US. We have expertise that we can tap onto as well to support the existing aviation team, which does have experience in Terrazzo. Okay, shifting gears to training. You mentioned the Dale Carnegie Customer Service Program. Is that for all your frontline employees? That would be at FLL? Yes, that is correct. It is an in-person training. They do also have the option to do online training through the portal, but we do prefer to do it in person because it's more impactful that way. And we also will still have the compliance checklist to go along with the training once it has been completed, but we will be going with the in-person training. This is something that we've put in place in other locations like Atlanta, and our scores have skyrocketed. We consistently get great compliments from passengers that are going in and out of the restrooms in these locations, so we find it to be very impactful and something that we certainly want to continue as we continue to grow. Okay, last question about training. In your description of your training, obviously, janitorial staff are forward-facing in the public. The public goes up to janitorial staff a lot and asks questions about the airport. Where are airlines, where's food outlets, concessions, ground transportation? Where would your training on airport familiarization fall in there? Yeah, so we actually do, as Adam has stated, we have a lot of resources within our network. And for aviation specifically, we do work alongside each of the station leaders, but as well as our local contacts to make sure that each of our employees do have a map of each location as they are onboarded. And in addition to that, the station manager that is assigned to the specific contract will also work with our employees to ensure that if we do get those questions, they are able to give appropriate answers to them. And in addition to the OJT training that we do on a local level, as well as the Dale Carnegie training, making sure that their situational awareness is also a part of our training process, and that is included in making sure they understand the map of each area. Not only for if a passenger comes up to you and asks you specific questions, but also for our employees' own personal safety. And I would just add to that, that really gets into moving from task to purpose, where we're training them to listen to what a passenger is asking. So sometimes they may say, where is XYZ gate? But training our employees to ask additional questions, are they running late? Are they looking for something to eat on the way? So we can really incorporate that into the training so it becomes more than just them cleaning a floor. They're going to engage anyone with a badge engages with passengers. And we want that experience to reflect VCAT as well as Fort Lauderdale Airport. Thank you. Ms. Effress. Thank you for your presentation. The 13th and final presenter, National Aviation Services, LLC DBA, the Facilities Group Aviation has now completed their presentation and answered all questions. This now concludes all vendors' presentations. Purchasing staff, please invite all vendors and members of the public back into the public portion of this meeting. The next order of business is the scoring of vendors. The purchasing division will now provide comments on scoring sheets. The score sheets have been distributed to the evaluation committee members, including the points for a price and location, which are applied based on specific criteria stated in the solicitation. Thank you. When all evaluation committee members have completed and submitted their score sheets, I will recess the meeting to provide the purchasing division time to tabulate the results. Committee members, are there any questions regarding the scoring sheets? Are you able to receive emails or you need a manual? Okay, great. Email. He said he can do email. He said he can receive email, so he doesn't need the hard copy. Yes. And as far as for the one member that can't, we've provided a flash drive so we can take that. If not, we'll go manual. Email. Reply all. Reply all. Reply all. Yes. Committee members may begin scoring purchases and will notify me when they have received all the sheets and tabulations. Yes. I'm sorry. I have a question. Reply all to which email? Thank you. All score sheets have been submitted and received. We will now take a recess to allow purchasing division time to tabulate the results. The time is 5.31 p.m. Oh, you don't got to ask me. Purchasing division has completed the tabulation. That just said it too, right? The time is 5 minutes after 6, 6.05 p.m., and we are reconvening the final evaluation committee. The purchasing division has completed the tabulation of scores. I would like to reconvene, and again, it is 6.05 p.m. Can everybody hear us? Great. Before the results are announced, I would like to thank all the business for their participation in this solicitation process. We appreciate your time, interest, and interest in working with Broward County. For purchasing division, please announce the scores and ranking of the vendors. For Group 1 Terminals and AOCC, for Diverse Facility Solutions, their total points were 298.5533. Black Ship Aviation Services, LLC, 446.1673. CDI Services, Inc., 415.7421. LN Pro Services, LLC, 343. Sunshine Cleaning Systems, LLC, DBA Pritchett Industries, 425.6788. Triangle Services, Inc., 446.5311. United Maintenance Company, Inc., 348.5651. The ranking, starting with the first-ranked firm, is Triangle Services, Inc., 2nd-ranked firm, Black Ship Aviation Services, LLC. 3rd-ranked firm, Sunshine Cleaning Systems, LLC, DBA Pritchett Industries. 4th-ranked firm, GDI Services, Inc. 5th-ranked firm, United Maintenance Company, Inc. 6th-ranked firm, LN Pro Services, LLC. 7th-ranked firm, Diverse Facility Solutions. For group number two, the RCC. Chiada Corporation, their total points is 312.3375. Demo Cleaning Enterprise, Inc., DBA Pond Beach and Broward Building Maintenance, 365.0461. GDI Services, Inc., 410.2480. LGC Global Energy FM, LLC, 359.5654. LN Pro Services, LLC, 340. McKenzie Cleaning, Inc., 379.5901. National Aviation Services, LLC, DBA, the Facilities Group, Aviation, 308.7739. SFM, Janitorial Services, LLC, 365.4845. Sunshine Cleaning Systems, LLC, DBA Pritchett Industries, 434.9169. The ranking, starting with the number one rank firm is Sunshine Cleaning Systems, LLC, DBA Pritchett Industries. Number two, GDI Services, Inc. Number three, McKenzie Cleaning, Inc. Number four, SFM Janitorial Services, LLC. Number five, Demo Cleaning, Enterprise, Inc., DBA, Palm Beach and Broward Building Maintenance. Number six, LGC Global Energy FM, LLC. Number seven, LN Pro Services, LLC. Number eight, Chiada Corporation. Number nine, National Aviation Services, LLC. DBA, the Facilities Group Aviation. 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 have the purchasing division submit the proposed recommendation of ranking for approval starting with group one for terminals one through four and AOC, then group two for RCC. Mike Notemaker, I would make a motion to accept the evaluation committee's results and have the purchasing division submit the proposed recommendation for ranking for approval for group one. I second. Vanessa Major, I'll second the motion. Aye. All in favor say aye. Aye. No opposed. Motion passes unanimously. May I have a motion with respect to the proposed recommendation of ranking for group two? No, I'm Mike Notemaker, I'll make a motion to accept the evaluation committee results and have the purchasing division submit the proposed recommendation of ranking for approval for group two. May I have a second? Vanessa Major, I second. All in favor. Aye. Aye. No opposed. Motion passes unanimously. The evaluation committee recommendation will be posted for three business days as proposed recommendation of ranking. Following this three day period, if no objections to the proposed ranking have been received, receive 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 a ranking is deemed final, the county shall commence contract negotiation with the top-ranked vendors. However, award of the resulting contract requires formal board approval unless the contract amount is within the delegated authority of the director of purchasing. Information and documentation reviewed by the Evaluation Committee members as part of the evaluation process are posted for general review on the purchasing division's website located at the RFP-RLI Supporting Documents Repository. The recommendation for ranking is posted on the purchasing division's website under the heading, solicitation, recommendation, slash recommendation of rankings. We estimate final agreement will come to the board or county commission for approval and execution within 90 days of final approval of the ranking. Committee members, is there any other business to be discussed? Again, I would like to thank all the vendors that responded to the solicitation for their time and interest in working with Broward County, and I want to thank the Evaluation Committee members and all county staff that worked on this project. The time is now 6.14 p.m. this final evaluation committee is adjourned.