Final Evaluation Committee Meeting: RFP No. BLD2129654P1 Security Guard Services for FLL and North Perry Airports - Mar 06, 2026

Okay. Good morning, everyone. We're about to get, we're going to get started. Good morning. I am Jeanette Farrell, Purchasing Manager and Meeting Facilitator. I would like to call to order the final evaluation committee meeting for request for proposals RFP number BLD-212-9654-P1, Security Guard Services for FLL and North Prairie Airports for the Aviation Department Security Division. The time is now 10.02 a.m. on March 6, 2026. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in room GC430 of Governmental Center Building East, located in Fort Lauderdale, Florida, or virtually through Teams. Attendees, please mute the microphones on your devices to limit background noises. This is a public meeting and is being recorded by Broward County. The video recording will act as the official recording of the meeting. The recording will be made available on the Purchasing Division website under the RLI-RFP repository. Information reviewed by the evaluation committee as part of the evaluation process will also be posted on the repository. This meeting has been publicly noticed. The purpose of this meeting is for the evaluation committee to hear presentations, score, and rank the responsive and responsible vendors. At the initial evaluation committee meeting on February 18, 2026, the evaluation committee determined four vendors to be both responsive and responsible. The following vendors advance to final evaluation and ranking taking place today. Covenant Aviation Security, LLC, Global Security Consulting Group, Inc., Intercom Security Systems, Inc., Universal Protection Services, LLC, DBA, Allied University Security. Meeting attendance will be recorded in the following ways. One, the Purchasing Division will record the attendance of the county staff physically here in room GC430. Two, all virtual attendees, including county staff, please click on the link or scan QR code that is currently listed in the Teams chat. Check to complete the sign-in sheet. Three, for attendees that cannot access the link or QR code in the Teams chat, email the purchasing agent, Carlene Grant, at kgrant at broward.org, with the subject, EC meeting attendance, and indicate your name, your title, and the company that you represent in the email body. We have a quorum present with the following evaluation committee members. Committee members, please say present after your name is called. Richard Ebley, III, Airport Manager, Security Division, Aviation Department. Present. Ped Buchanan, I'm sorry, Ped Buchan, Chief of Staff, Port Everglades Department. Present. Wanda Del Toro, Security Operations Manager, Facilities Management Division. Present. Freddie Lugo, Airport Manager, Security Division, Aviation Department. Present. William Willis, Chief Safety and Security Officer, Safety and Security Division, Transportation Department. Present. Thank you. It is the evaluation committee's responsibility to review the vendor's submittals to ensure solicitation requirements are met and to evaluate the submittals and make a recommendation to award a contract. Each evaluation committee member was appointed by the county administrator to serve on this committee based on their experience. The evaluation committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county. At the discretion of the board, the evaluation committee members may be requested to substantiate their recommendation and discuss their submittal reviews. The cone of silence has been in effect since the solicitation advertisement. Vendors are prohibited from discussing the solicitation with the commissioner's office, county staff, or a member of the evaluation committee. The cone of silence terminates when the awarding authority takes action which ends the solicitation. During the cone of silence, inquiries regarding this solicitation should be directed to the project manager or to the director of purchasing and or his designee. Also, vendors may communicate with the designated representatives from the Office of Economic and Small Business Development at any time regarding the solicitation's small business enterprise or county business enterprise participation. The summary of vendor rights regarding Broward County's competitive solicitations was issued in the solicitation. The initial evaluation committee minutes have been distributed to the evaluation committee members. Evaluation committee members, is there any discussion regarding the minutes? Hearing none, may I have a motion to approve the minutes from the initial evaluation committee meeting? Motion to approve. Thank you. Attendees, please ensure that your mics are muted. Go ahead, Ms. Toro. Motion to approve the minutes from the initial evaluation committee meeting? Second. All those in favor, say aye. Aye. Aye. And no opposed. Motion passes unanimously. As stated previously at the initial evaluation committee meeting, the solicitation required vendors to state whether they accept Broward County's standard terms and conditions or if they do not accept them. To identify the agreement provisions and the vendors' proposed changes, one of the four advancing vendors accepted the county's standard terms and conditions. The county provided vendors an opportunity to waive their exceptions prior to the final evaluation committee meeting. The county provided vendors an opportunity to waive their exceptions prior to the final evaluation committee meeting. Global Security Consulting Group, Inc. and Allied University Securities waived all exceptions. Intercom Security Systems, Inc. waived two of their exceptions but elected to maintain one exception to the county's standard terms and conditions. The specific exceptions taken by this vendor is outlined in the contract exception review memo that has been distributed to the evaluation committee members for their review. The county attorney's office and the risk management divisions are available for questions by the evaluation committee concerning these exceptions. Are there any questions for the county attorney's office or risk management from the evaluation committee? And now we'll move on. So the next order of business are the vendors' presentations. In accordance with Section 286.0113 of the Florida Statutes, presentations and questions and answers are closed to the public. Only committee members, county staff, and the presenting vendors and their team will be in the closed portion of this meeting. Other vendors, their teams, and members of the public will be excused from the meeting to permit the start of the closed presentation sessions. Sub-consultants partnering with multiple prime vendors are only allowed to participate in one vendor's closed presentation sessions. Presentation will be limited to 15 minutes, followed by an unlimited questions and answer period. The presenter will have up to five minutes to set up. The timekeeper will be the purchasing agent, Carlene Grant. As the meeting progresses, the purchasing division will provide email updates to vendors, ensuring that each upcoming presenter is informed when it's time to join. Once all presentations and the 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 be notified when to return to the public portion of the meeting. Vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to this meeting. The presentations received have been distributed to the evaluation committee members. The presentation topics, length, and order was identified during the initial evaluation committee meeting and was distributed to the presenting vendors. Each vendor has 15 minutes for presentations, followed by an unlimited question and answer sessions. Vendors will be presented in the following order. The first presenter, Intercom Security Systems, Inc. Second presenter, Allied Universal Security. Third presenter, Covenant Avigation Security, LLC. And the fourth and final presenter, Global Security Consulting Group, Inc. At this time, we will move into the closed portion of this meeting. The first vendor presenting, Intercom Security, Inc. Systems, Inc. Please remain in the meeting. All other presenting vendors, their 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. This meeting is now closed. Intercom, Inc. System Security. Attendees can be viewed in the team's participation panel. Displayed on the screen is a list of county staff. Please review to ensure only your team members and county staff are in attendance. Intercom Systems, Inc. While you are reviewing the list, please advise which member of your team to be designated as the presenter and teams to share the screen during your presentation. I'll be sharing the presentation today, John Campbell. Okay. And I see one phone number. It's 1-3, then it's redacted, ends in 2-3. Not sure if that is a county member or not. It doesn't look like it matches anything on the screen. Is that person removed? Okay. For the record, please affirm that there are no other individuals in the meeting other than your team and county staff. That does look to be correct. Yes, ma'am. Okay. Your team will now have five minutes to set up. Purchasing staff, please start the five-minute set-up timer. Can you see my screen okay? Yes. And we are ready. Okay. Purchasing, please start the 15-minute timer for Intercom Systems, Inc. presentation. You may begin. Hi. Good morning. My name is Richard Stack. I'm the Chief Operating Officer of Intercom. I'm responsible for all operations globally. I've been with Intercom 29 years. John Campbell. Yeah, John Campbell. I'm Senior Vice President for Intercom. I have extensive aviation experience, formerly at Securitas Security Services. As country president, I ran 54 airports on the eastern seaboard. And then coming back to the U.S., I ran the Hawaii Airports contract for many years. So looking forward to answering all your questions today. Josh. Josh. Josh Marie, Senior Vice President of Operations. Just to give a quick bio, I'm A-certified through AAAE. Over the last 12 years, I've managed some of the busiest Caddx airports in the country. And I actively am the chair of our Aviation Advisory Committee. Thank you guys for the opportunity this morning. John. Good morning, everyone. John Kingston, Head of Pricing. I've been in the security industry for over 10 years, formerly with Securitas and now with Intercom. Thank you. So we'll move very quickly. We have about 14 minutes left. I'll give an overview of Intercom. I apologize, I'm not a salesperson, so I'm just going to run through it kind of quickly. Intercom was founded in 1973 by the Hernandez family. We're still owned by the same family. So 100% privately held. We started in the very highly regulated sectors in the government side with NASA and then have taken that to expand and start doing the airports, aviation, other mass transits back in 2018 and over. So you can go through, John. I'll move quick. Currently, we sit at just about $1.3 billion in revenue, which makes us the fourth largest security company in North America. We have over 37,000 employees worldwide. What we're very proud of, though, is we're still 100% family owned. That means the people that you're dealing with across the table now will be the people you deal with throughout the life of any relationship we have. We have about a 97% client retention rate. So our growth has come all organically. None of it has been through acquisitions, purchases, or buying problems of other organizations. It's we win a contract. We do what we're supposed to do, and we retain them for decades long. And we're very proud that our technology and our management team and then supervisors are able to afford our clients a 99.8% post coverage rate, which means that if we're supposed to staff a post, we do. And if we don't, it's usually because of a one-off thing such as a flat tire. Somebody has a problem and they're out to work. We do that also while not fatiguing our officers and operate at less than a 2% unbillable overtime each week. Some of our differentiators, we do have an extensive aviation department. We are doing a location such as the Port Authority, JFK, LaGuardia, Newark, and several other airports, and then those AOA authorized areas to make sure that we are able to allow our clients to have unfeathered access to the tarmacs, to the planes, and to their logistics hubs. We do realize that many other companies will say they have 10,000, 12,000 people in a certain area. We don't do that because we do a project management-based approach, meaning the officers that we hire are not guards by the pound. They are fully trained, vetted, for years, Cytobadged, able to work at your location so that we can build our surge capabilities with personnel that know how to operate in your area. We were named GSX's 2025 Secure of the Year. We've also received the 2024 TSA Gold Standard Award for one of our operations up at the Munich Airport, Supplier of the Year by JPMC, and we are a vet of our diversity organization, one of their top organizations in 2023, 2024, and 2025. Some of our clients that are in the aviation space, because that's all that really matters to you, it doesn't matter if we're doing Nike or some of those other things, even though we have them up there, though, are those Port Authority contracts. We're also doing the Clinton Airport, Nashville Airport, Munich's Terminal, United Airlines inside the terminal, American Airlines at several airports for their maintenance and their corporate office spaces attached to terminals, and then UPS and Prime Air, where we are actually driving right out to the plane, taking the crew and screening anything that's going on those aircraft throughout the world. One thing that we do know, even though we are doing over, you know, 3.3 million hours annually in aviation security, is that every airport is different, and even those within their organization, JFK is totally different than LaGuardia, which is totally different than Newark, but the foundation is the same, the regulatory compliance with TSA and the other organization is still the same, and we'll take that as a foundation if we were selected to be your vendor here. Go ahead. Some of the relevant airport experience, we just listed the different areas that actually hit some of the airport operations, everything from 49 CFR regulations down to the general security presence, TSA, CIDA badging, package and delivery searches, personnel and passenger inspections, all the way down to the reporting and response to alarms within the timeframes required so that TSA doesn't have any issues with the performance, and then how are we able to surge up for temporary and ad hoc services? So we just listed those and then tried to show some representative organizations of which we're doing so. I believe these materials will be made available for you later, so I won't belabor it on this slide. Go ahead. How are we able to hit that 99.8% coverage and keep our clients in our organization and keep our employees with us? It's through our technology. So Intercon has a wholly owned proprietary system that was developed by our technology department called IC Labs, which is Iconic. And this is our interface with our employees, everything from their application process to how they do their personnel management, interact with those requests, time off, see their schedules, and then very importantly to you as a client, as we're doing our schedules and working our posts, you have real-time visibility on how well we are doing, where our officers are, are they responding, incident reports, daily activity reports. We can track our personnel to make sure they're within a geofencing area. And then we have very high fidelity in our time and attendance system, which translates to our payroll system. So all of this is put together and we're collecting all these data points and we're able to put them in dashboards that you as the client can go and retrieve information without even asking us, should you want to, or allow us to give you reports that we can then push out to you. It does give one single platform that collects everything and there's no clunkiness in translating payroll from paper timesheets, which you really don't have much confidence in the fidelity of those, to having geofenced biometrics and PIN codes to make sure the people are at the post that they say they are when they clock in. John, we'll go to the next one. This is what our device looks like. We're able to use AI also to interact with our officers when it comes to shifts or allow them to put their post orders in there for the shift that they are on when they clock in on the devices that we will issue or on their personal device for when they're off duty when it comes to interacting with us for time off requests, seeing when open shifts are coming up because of temporary additional services and allows us then to give them tests at the beginning of their shift, asking them what they should do, the first thing they do when they log on or if there's a new campaign going on because there's been a concern about badges being replicated or whatever they may be. And airports were reminding people, well, when TSA drives through or anybody comes through the access control points, make sure they rolled on all windows. You check the back seat. Nobody's laying down. Ask them to open the vehicle in accordance with whatever that airport's regulations are. It also does give us, as I said, that multi-factor authentication for our employees so we know it is that person who has the right license, the right training, the right qualifications coming in to staff that post. All that's done on the back end through our technology. And then we can also use our AI-powered chatbot for them to be able to query what time does the loading dock close, what cars are authorized to come in into this area, and they can put it in and get instantaneous results based off of their post orders. This is what our schedule looks like in our security operations center. It's also dashboards that we have up throughout all of our offices. It'll just show the list of the posts on the left-hand side. On the right-hand side, it's a 24-hour clock. And then we can actually filter this in to see where our real-time post coverage is. And then our supervisors, managers, and any of our clients that look at it can filter to show if everything's going green, it's going properly, just show me the things that need attention. And that would be the yellow and red. And yellow and red would be anything that's current or in the future over the next seven days that needs attention where somebody needs to be scheduled. Somebody has called in sick in advance. Somebody has a vacation. Somebody's call is about to expire. So we pulled them out of the schedule. And then we can focus on what really matters is the things that need our attention. Good, Jones. Then, as I said earlier, that geofencing alerts, we can understand where our employees are and where they've been on the devices that we were issuing for their patrol techniques or patrol duties. And then that is tied into whatever NFC tags or RFID tags that we put out on locations. So as employees are hitting certain points, that is our guard touring system, not the old pipe, not the old, not even just relying on swipe badges. And it allows us to give them instructions. So if there's a server room or if there's a door that has to be checked and verified it's locked, as they walk by it, they'll get a push alert that tells them, go check that door, record the temperature in that room, ensure it's locked. And then when we need to go back and see what they did throughout the day, we can see their history and the breadcrumbs from that. That's vetted by federal government and also banking institutions. Here's a copy of some of our dashboards. Our technology team would work with your stakeholders to understand what's important for you to see in real time. You get your own login. It could be everything from employee morale because we judge that at the end of every shift. They have to tell us happy face, sad face, neutral face, much like as you leave a restroom in an airport and they ask you how you thought it was or when you go through the TSA line. We're doing that at the end of every single shift to make sure we're recording how they were and then going back and following up with any employee that has not given us a happy face. That allows us to improve our employee retention rates. We can also then track in here any SLAs, any KPIs that you want, alarm response times, make sure they're correct. Well, not all on this dashboard. We'll go to the next one, John. So here's our reporting capabilities for performance. We're looking at our daily activity reports, which are in our device, our incident reports. We can initiate incident reports on ours and feed them through an API into any proprietary system you have, or we can send out automatic alerts for certain categories. So if you say maintenance issues, I want to go to this group. Anything with an emergency response, you need to go to these people in real time. As soon as that report's generated, it can flow out to the right personnel and we can map that with you. Again, our patrol and rounds, so understanding where people were, so you can go back and demonstrate to any compliance or regulatory agency, we did hit this area, we did review it, and somebody was there. Also, our training records are hosted within this because each post is built out with the training requirements. So if you're in an SOC, or if you have to have CIDA badge, or if you have to have customs certification, we will build that out into the post, and then the employees that have those certifications will be the only one that we're eligible to actually put into that post. And as training records need to be updated, we can put suspension times on there to give us 90-day alerts. We talked about the customer satisfactions. I think that was it, John. So I apologize. I went really quick. I can go over anything because I think we have two and a half minutes left, but I just wanted to make sure we gave you a brief overview of Intercon. The one thing I would leave you with is that while we understand every airport and every environment is different, we do understand how to be very flexible. We are having real-time decisions made by the people that are operating the program. They don't have to go through a branch, through a district, through a territory to get approval, to apply resources, to make sure a program's running well. And that's what's allowed us to celebrate our 97% client retention rate. And I'll stop there for the Q&A. Okay, thank you for your presentation. Are there any questions from the Evaluation Committee members? Richard Abley, how does Iconic load its information? What systems does it integrate with? That's a very good question. So Iconic is built off of a Salesforce platform. It then runs through an AWS data system so we can audit the material and then we can integrate the data. It is all cloud-based so anybody that has access to the internet and it doesn't matter about the device, it can be an iOS device, an Android device, a Microsoft Office type device, it does not matter, but it's one through Salesforce and then AWS. Thank you. Peg Buchan, I have a question. Could you brief me on the chain of command from boots on the ground up? Who do they report to? Sure. So the way we have this operated is much like a paramilitary type organization. I am a former Marine myself and I started with Intercon as a security officer. So very familiar with having a clear chain of command so you know how to go through the different aspects of your day. So as this org chart shows, we would have our security officers and the security operation center specialists. They are separate, but both doing very important functions. Their first line supervisors would be the first personnel that they would engage should there be an emergency or they have a question about any of their duties or need something to be resolved. From there, we have considered and having an assistant project manager. Somebody that is there, we feel the assistant project manager is very well capable of having operational control. So if this was a military organization, we would think they are kind of like the executive officer. They're making sure the day-to-day operations are handled, that the actual strategy is being translated into delivery of service. They're looking at compliance. And then our project manager would be the person that's looking at strategy, long-term health of the organization, ensuring that training is ready, that the recruiting efforts are being done properly by the support elements that do that. And then we also look at your key stakeholders as being part of our chain of command when it comes to emergency situations, anything that needs to happen in real time during a crisis situation. But we would hope that they are interfacing daily with our project manager and then we are taking whatever your directions are and translating them into the service delivery. We would also have Universal Security Guard Association, which is our sub that we are proposing in this operation to make sure that they are reporting to us. You don't have to interact. Everything is as if you were just dealing with intercon and it's our responsibility to hold them to the standards of the contract. In your organization model, who in that model is actually present as opposed to being at headquarters on ICONIC? Great question. So in this, how it's demonstrating, I don't know how it shows on your screen because each screen shows a little bit different tint. In mine, it is a gray box with a blue outline. From project manager down, they are on site working and fully dedicated to your program. Anything that is in the yellow box are either at a corporate office right there that we're setting up just to support this program. That'd be the recruiting, the training, the people operations, the support element of the group or back in our corporate office such as payroll, legal, invoicing, contract administration. And then that's also us up on the executive team member. Wanda Del Toro, can you explain your hiring process from posting the position, interview process and time frame to hire? I'll kick that off and then Joss, maybe you can clean it up because you're seeing it every day. So our interview process is we don't have our operations team involved in the initial parts of the interviewing because you can imagine we will post an ad or we will go out and headhunt through LinkedIn and others key and critical positions that are operating in these spaces. But we'll post an ad and we'll get flooded with inquiries. So our first screening is through our system and it's all done virtually to see if the people meet the minimum requirements. Then our recruiting team starts to engage those individuals either virtually in a team's meeting like this or they'll bring them into our office in kind of a mass hiring process. At that time, we start wendling the group down to those that really do meet the requirements, the ones that we believe can do the physical responsibilities of the job that will meet the requirements, that will meet the CIDA badge based off of their online application. So our application is built into an environment that really does match somebody that can get screened through. And then at that point, we turn it over to operations to do the last part. So Josh, do you want to go through that? Absolutely. So at that point, operations will be doing an interview for every individual, the dedicated management on site who understands exactly what the expectations are of the contract are. we put a preference on individuals that have airport aviation experience. And then our recruiters who are trained and will be our authorized signatories would then follow the life cycle of the actual CIDA badging process from the fingerprinting, you know, the criminal history records check to the STA all the way through your CIDA training, whether it's third party or internal, all the way through getting, you know, the final verification of their ID, at which point they would be, again, we would work collaboratively with your group to identify we have tailored aviation training programs that we could do, that we could kind of manage, but we like to kind of work in concert with the stakeholders to ensure that every single training point that you guys want to reference, pain points, challenges, are being adhered to. Once that individual is fully trained and provided OJT, that individual starts on your program. And maybe go to slide 29, John Campbell, if you wouldn't mind. All of our process, though, is meant to screen people out of the process. We're not hiring, as I said earlier, guards by the pound or we're trying to put a warm body on a post. We're looking for quality individuals that will be there throughout the lifetime of our program. We do enjoy a pretty high retention rate on our aviation security programs. Oftentimes, if we are losing personnel, they're getting either hired by the client or they're going on to take managerial or high supervisor positions with other people within the airport ecosystem. But we also are very cognizant, even from day one, when we're interacting with these employees, that if they are to receive that side of badge, we put some effort into letting them understand what it means to possess that badge, what the requirements are and the trust that's being added to them. And more importantly, if they were to leave or take a long-term leave of absence, they need to return that badge to us so that way we don't interfere with your operations and create an environment where badges are not being returned and you have to look at doing certain audits to meet the TSA requirements. This is Wanda Del Toro again. Can you go into the rates for full-time and part-time hires and how you plan on managing that? You want to discuss the pay rates for those? No, no, no. The rates, the percentages of how many part-timers and full-timers, the percentage rates, not the pay. No, no worries. I'm sorry. I misunderstood. Yeah, well, here's our staffing model. We're looking at and what we find usually typically works here is about an 80 to 20 ratio. 80% of full-timers, 20% of part-timers to help us build a pool of individuals that are ready to come to work should there be an emergency or should there be a need to actually increase our levels. So as we start the program, if we were to be selected, during that transition period, we would identify all the incumbents that are qualified and willing to transition over. When we did the Port Authority program for Newark Airport, JFK, LaGuardia, also included the World Train Center and PATH, which are the trains that come from New Jersey into New York, we actually had 18 days to do that transition over the Christmas holiday during Omnicron. So it was really 13 business days. We were very pleased to see that we had a 98.5% incumbent capture rate. So we bring those incumbents in, but we are also been hiring new employees with the understanding that it takes quite some time to get people badged through CIDA, get trained, get certified. And we looked at about 120% staffing. So if that program needed 1,000 people, we hired 1,200 people. Then we started letting those that wanted to perform and did show up to work continue to work on their post. Those that had attendance problems or performance issues or didn't wear the uniform right, we started exiting them out of the company. That then leveled out at an 80-20 ratio. And we find that in doing so, then we can honor the schedules that are very meaningful to the full-time employees, those that have other life commitments, child care, they coach their children's sports team, they care for an ailing parent, whatever that may be, that they could get the shifts that they really want. And then we backfill those with the part-time employees. And then when situations arise, such as now Epic Fury, where there's a concern at what's going at airports, we take those part-time personnel and bring them up to full-time hours to give us a staffing surge capability. So like for instance, in your program, we believe we could add almost 1600 hours a week just by asking the part-timers to pick up more hours. And then if there was the natural disaster, the hurricane hits or something of that nature, we could then start putting people into overtime while not fatiguing them and then getting them that we could actually almost double the size of the program until recruiting can catch up. But the percentages we look at are that 80-20. Yeah, the one thing I'll add to that is the efficiency we're able to do that using Iconic. The system will automatically send out the text alerts to all the officers that have the proper qualifications for those positions. And we're able to staff up, you know, very quickly for additional people that are needed. Thank you. Yes, ma'am. Richard Abley, I got three questions. It's going to piggyback on Ms. Mwanda's question. If I said I need 10 new officers, how long would it take you to get me brand new from start to finish hiring on the post? We typically find going through the recruitment process to the training process and we will recruit and have a pipeline of personnel. So even if we were fully staffed or overstaffed, our recruiting team is fully dedicated to this project. We'll continue to recruit and then we'll reshuffle that deck of personnel to see who's the most qualified and ready to go. Then they have actually weekly touch points with those individuals. Are you still interested? Are you still ready? Has anything changed? So that way if we were to get that request and that requirement, we could activate them into the training process or the screening process through the airport and through our background screening and they get them through, we typically find a candidate that has a very vanilla background. They haven't lived overseas or they haven't served overseas in the military. They have lived in a general region for a good portion of their life cycle. Obviously don't have any issues with their backgrounds or anything like that. That it would take them about three to three and a half weeks. Josh, keep me honest on this. You're seeing it to go from I've taken my acceptance letter, I've given some notice, all my background checks come in, I go get sighted a badge and I've gone through training. But Josh, is that correct? Yeah, that's accurate. And again, I think it's dependent upon the training requirements. Some of our aviation facilities will require 80 hours of training, so that could push more towards Richard's 25 to 30 day range. If it's a shorter training cycle, then we're seeing periods of maybe 15 or 20 days to get folks through our recruitment through the screening and sighted processing trained and on post. And whether or not we control the training. As I said, every location is different. Two of the airports or port authority, we are actually the trainers and we control the training. And then we have one airport where the client does the training. So then we have to slide in or slot into their training cadence, which may hinder the process or delay the process. Thank you. Next question. What is your company's experience with unions? Very, very experienced. I would say that maybe 75, 80% of our domestic work is associated with the union. As a former security officer at Intercon and working my way up the ranks, I was a member of two unions on a federal program that I was associated with at the State Department. We've never had a labor stoppage. We've never had an adversarial relationship with the union. We deal with local unions that are elected by the employees, some of the smaller ones, and we also deal with SCIU for some of the ones that were elected by the employees. We think it's the employees' right to choose whether or not they want to be represented by a union. We also comply with the NLRB, Department of Labor, of not interfering with that right. But we've never had a major conflict, never had a strike, we've never had a lockout, never had a disruption in service because of a union. Thank you. Next question. What are the typical services, security type services, do you support at one of your airports? Let's use JFK in this scenario. Josh, I'll let you take it, but John, do you want to go back to that one table that had the check marks? Go ahead, Josh. Yeah, so at JFK, specifically, we're dealing with access control onto the AOA. We provide escorts for any companies, primarily construction companies that are going, there's a tremendous amount of construction work being performed at those airports. we provide response units, both externally through PIDs devices, so the perimeter intrusion detection systems. So we have rovering drivers driving around the entire fence line, ensuring that they're responding to any inquiries that are coming in through the SOC. We have terminal response units, so any breaches of any doors within the terminal space we're responding to. We handle AWS, so airport workers screening, and recently we've worked in concert with the Port Authority of New York and New Jersey to devise a new role, which is the airport security compliance inspector, which is really kind of a quality assurance role that services not only our posts that we manage, but kind of all the posts to include customs areas. So these are the individuals that have access to the entire airport community. And we're doing the badging, so we do all the credentials for the badging for those three airports. And then locations like Newark, we're also doing some of the terminal operations. So Munich airport terminal, which received that gold standard award. Intercon is the security provider there at all aspects of it. And then for other ones like United at Newark, we are screening their employees, escorting their employees, doing things at the aircraft. So I think we do the wide variety of every aspect to include SOC operations. We are the dispatchers and monitoring the alarms as well. Thank you. Wanda Del Toro again. So according to you, you have a high rate of smiley faces, and I put that in quotes, for your guard surveys. Can you share some of the questions you asked the guards to determine how they respond on that customer employee survey? Sure. There's two different ways we get this material. So even though our lawyers have argued with me and our CEO about this, we do not allow any of our employees to clock out at the end of their shift without providing this question. That's actually the question you have up there, John, is actually the question on training. But there's questions that we'll ask them with the smiley face, sad face, medium face. Before you clock out at the end of your shift, we do a couple things. Did you take all your breaks? Did anybody ask you to work off the clock? Because we work in California, highly regulated area, so we're making sure we're recording that. And then how was your shift? Whatever they do, happy face, medium face, or sad face, they must then tell us what caused that. Was it the fact that your supervisor, your manager, the working conditions, the building you were in, whatever it may be? That has been collected and everybody's got a happy face. We will send them every so often. Thanks for your response. Those that have a sad face are people in operations team immediately to call them, and they have a set of questions they're asking. Are you having issues with your supervisor? Are you having issues with your schedule? Are you having issues with payroll? Are you missing any uniforms? Any of those type things we'll start to ask through until we drill down to what has caused you not to be happy at work. Oftentimes, we'll find it's something that's external, that they'll say, well, I'm going through a divorce, or my child custody changed, I need to change my schedule, or I just moved, and now my commute is too long. And then we're able to redirect them to our scheduling department and get them reassigned to a program or to a location on that same contract that is better fitting their new lifestyle. We then also do at the first week that they, in their first week of work with Intercon, the first 30 days, the first 90, the first 180, they have a survey that we send out to them that they respond back directly to what we call people operations, and that is the people and culture group that reports directly up to our CEO, doesn't report to operations, and they are asking them a litany of questions. How was training? Do you feel like you were prepared? What could we do better? How did the new, how did the former employees or long-term employees treat you when you came out on post? Were you, did you feel like you were joining a family? Whatever that may be, we're asking those, and we're taking that data so we can pinpoint down, do we have a friction point somewhere at the entry of this employee's introduction into Intercon, and how can we fix it? So we've taken the firm stance that it costs much more money to hire and train and vet and uniform a new employee than it does then to treat the ones that have already agreed to come work for you, you've already invested a bunch of money and time into to make them feel like they want to stay there. And some of this is derived from my experience of coming out of the Marine Corps right into Intercon and what I remember being like when I'm out on post, middle of the night, do I feel like I'm being cared for? We also do program-wide pulse surveys every 90 days where they send out a similar survey, so it doesn't matter how long or tenured you've been with Intercon, you're getting that survey. And again, we're asking, how do your fellow employees, what are the working conditions? Do you have a break area? Do you have a place that you can go to the restroom that's clean? Do you have access to water? Are you getting your breaks on time? Is anybody asking you to work off the clock? And by doing that, collecting that data, and then more importantly, taking action on anything that's not right, we find that our employees feel like their voice is heard, they're working in an environment where we care about them, they're not just a guard by the pound or a employee number, and we see our retention rates go up higher and our attrition rates go down. Last question, hopefully, it's Wanda again. Pull your mic a little bit closer. Better? Yes. Okay, sorry. Hopefully, last question, this is Wanda Del Toro again. Do you mandate use or lose PTO at the end of the year? And if so, how do you manage the peak time off requests for holidays, especially at the end of the year? Wanda, I'm going to give you, as we've done the whole time, just giving you honest answers. I don't know if this program had a PTO that was use or lose, and we'll be happy to respond to you that in writing after this, or to the appropriate channel should you want. Typically, our programs for PTO are not use or lose. They are paid out at the anniversary date, but I don't know what this program requires for through any labor agreement or what we put in. But typically, it is not use or lose. It is theirs, and they are compensated should they not utilize all that time. The way we look at the peak time during the holidays, because of course, everybody wants off during the holiday, everybody wants off every holiday in the middle of the year, 4th of July, any of those type things, if their sports teams are doing well and going to the Super Bowl, we first go through seniority, but we will push out to employees, here are those that want to stay and not take off during this period, and we'll ask for volunteers first. We also created every major holiday or every major event in an area. So, for instance, just recently, we had to make sure in Seattle and we had to make sure in the New England market that we were accounting for people that might want to watch the Super Bowl. We start raffles during that period. The three days leading up and the three days after the event, anybody that has perfect attendance, they're then entered into a raffle, and then we'll give 10 people a cash award if their name was drawn randomly through that. We find that spending that $2,500 at each one of those periods offsets the chaos created by mass call-offs or people saying, I don't want to work for this reason. So, we do it through seniority based, we do it through volunteer system, and then we do it, we try to battle it through our raffle, and then the last thing that we do is then we schedule what's called post-extras. If our data is collected through our system that every single Thanksgiving, 10% of the workforce calls off, if your site needs 100 people, that day I'm going to schedule 110. If all 110 show up, I'll pay the cost of those personnel that are 10. I'm only going to charge you for the hours you contracted me with. If all 110 show up, I'll ask for volunteers, do 10 people want to go home? Some will say, yeah, I was here because I was scheduled, but I'd rather go home, and we'll release them. If they all stay, I'll then use that time to give cross-training, supervisory training, extra breaks during that period, but we're still only going to charge you for the hours that you contract, and that's why we're able to maintain that high post-coverage during the holiday seasons and peak seasons. Thank you. So I have a question about your subcontractors. What percentage of your subcontractors are full-time employees? We would require for the subcontractor those that are assigned here to be 100% full-time. We will be the ones that operate the part-time force. We oftentimes do not, we prefer not to do subcontracting. We are fully capable of operating the entire program ourselves, but we do understand many of the counties, many of the states, many of the federal organizations would love for us to help mentor other organizations so that they can be invited to and operate in these spaces. So we try to put really good guardrails on that where we won't give them the most difficult posts to staff. We'll take those. We set them up for success and we do that through those that are going to be on this program. They need to be a full-time force. We will operate the part-time force because at that point we can absorb any absenteeism or any recruiting efforts that need to support that part-time force. Thank you. William Willis, I got a couple questions. One is just on the AI chatbot, just to make sure I understood correctly, that would be a tool if I'm on post to basically be able to electronically do a quick search for post-order responsibilities? That is correct, if you allow us to. So places like the Department of State, Department of Energy, and then even the banking industries and healthcare industries, they have vetted it. They have made sure that everything is partitioned. I should have gone through that too. Iconic is set up that each contract is totally separate. You wouldn't be able to see Port Authority New York, New Jersey. They couldn't see your information. Information is only available to the officers in this format if they are on post, geofenced in the area they're supposed to work, and permission-based. So a supervisor can see access to more than an officer could by their role base. If you allowed us to, we would load in the post orders into this chat bot, and then they would be able to quickly ask questions. It is a learning environment, so we train to the post orders, we train to what the requirements are, but this is, we find, is utilized usually by the longer-tenured employees when a unique situation comes up that they haven't had to deal with in a while, that they could type it in, and then it would query it and give it to them really quick. I understand. Thank you. The second one I had, as you talked about attrition and retention, what is your typical average for locations on your attrition rate annually? And that varies. So those that are in ultra-high-net-worth individuals' home, which we do several of those, that may be 15% attrition because of the benefit and the pay that they get in the environment that they work in and the background that they have. In the aviation side, Josh, what would you say we're at in the 40% attrition? Where are we at based on cloud, or is it lower? Yeah, it's lower based off of our last quarterly business review. It was 33%. And I think a big part of that is we do a lot of kind of leadership training. There's a lot of cross-training, almost kind of a career path. We try to develop a career path for every individual coming into a program. And so for aviation-based programs where you have various classifications, SOC officers, rovering patrol, supervision, we try to kind of create a career path to maintain those individuals. The other piece to the puzzle is being a unionized locations, you've got a richer, robust CBA, medical benefits, and those things. And so we tend to see that in programs that are having various career path opportunities, as well as a unionized environment, we have a lot higher retention levels. Thank you. Sure. Project manager, do you have any questions? Cesar Rossi, project manager. I would like to know, I would like for you to expand a little bit in the search capabilities and if you have any examples of a project you'd be involved with. Sure. I'll start and then I'll let Josh give you the case study. Maybe don't go into a specific number of hours and go through percentages, Josh, just out of respect for what's going on. But our search capabilities first start with, during the transition, we will identify key and critical post. We will also work with your stakeholders if you were to say, and if this happens, personnel can be cleared at a different level. For instance, the natural disaster happens and you want to expand your perimeter outside the normal airport operations, set up roadblocks or checkpoint shuttle bus operations further out. Those people can be cleared at a different level or trained at a different level. But what we would look to hopefully do is through our part-time force and our full-time personnel, we think we could, without fatiguing them, get about an extra 8,000 hours a week, which would be about 75% of your force just by using those that are on the program while our recruiting team catches up to help for a long-term surge. If there was an unknown that hit the area that we just, it's going to take us more than two to three weeks to come out of for the airport operations. If you were to ask for 20 additional personnel, so 10 post, 24-7, if we were going to go into 12s, we think within eight hours, we can absolutely knock that out of the park. Probably shorter time frame, to be honest with you, but I would rather under-promise and over-deliver. If you need an extra 50 personnel, we think within 48 hours and then an additional 100 personnel within 96 hours. Josh, why don't you talk through some of the things we've done through Snowstorm, through Pipe Burst, and through Epic Fury? Yeah, so the perfect case study, yeah, I mean, we've had some challenging weather in the Northeast, and over the last two weeks, we've been tasked with about a 45% increase in standard hours across the entire kind of aviation landscape to the tune of about 5,000 hours within a 24-hour period, and we were able to secure or manage all of those posts with 0% dark posts. So we're really proud of that. I think Richard really kind of touched on it. We look at an overstaffing model. We look at kind of identifying a blend between our full-time and part-time workforce, and then there's a constant kind of trend analysis that goes on. We look at, you know, how much average hours per week do you have special coverages? How much, what is the call-out percentages? How much call-out volume do we have? How much vacation time is being taken? When we take all that information into our system and really kind of look at what your trends are, we start to develop post-extras to really secure that. And so when you do have these huge scale events or a hurricane, we have the manpower to staff it with relative ease. That's the approach. And then Josh meets weekly, and we have our meetings on Thursdays at 1130 Pacific Time, 230 Eastern Time, with our CEO, myself, the CFO, the general counsel, and our people operations. And we're looking at the employee morale, because you can't surge if you have a bunch of people that are not happy to come to work, or at least content with coming to work. We're looking at what does unbillable overtime look like? And for Josh's program and the aviation security, we are hovering around 1% overtime over that whole thing for all the hours that we're doing there. We're also looking at how many people do you have in the pipeline, how many people have given us notice that they want to go on vacation, how many people might be coming up for license expiration or any of those things. And we take that into account. So even at a program or an organization the size of ours, being at that 1.3 billion, we are still using the data that we have, and we're able to filter out all the things that are going right, just focus on the ones that need our attention, that you could have the C-suite level personnel looking at the aviation sector or the mass transit sector or the health care sector and looking at the health of our organization on a weekly basis. Thank you. This is Richard Apley. I do have one last question. I apologize to everybody, but you mentioned AWS. I wanted to hear a little bit more about what you're doing with AWS at your airports and what equipment you're using. Sure. So I won't give the exact airport, but what I can tell you is that at all of the facilities, we are doing a 100% employee screening. We were just tasked with one of our contractors or vendors, rather, excuse me, to provide equipment. So we work with Rhodes and Schwartz. We work with RapaScan. We do EDT, so explosive trace detection equipment. All of our trainers are certified to kind of operate all of those technologies. And so those are some of the things we do with kind of the employee screening checkpoints. We also have what we call security directive agents, where these are random individuals that are walking around the terminal space. And those individuals are randomly kind of pulling someone to the side and asking to verify their CIDR credentials. Those individuals are kind of equipped with Tolaris devices that are scanning the CIDR badge and are seeing that the CIDR badge is valid in real time. Thank you. Sure. Wanda Del Toro, two questions. Do you have certified trainers in-house and how do they get certified? And what is your ratio for supervisor to employee? Yes, we do have certified trainers in-house. Josh can talk through how they get certified. And our supervisor to officer ratio, it really does vary depending on the programs. For instance, if you have a shift that only has five people, that would have a higher supervisor ratio. If there's a supervisor there than when there's 10 people, it looks like it's half the supervision. But we try to keep it about a 1 to 15 is what we try to. Sometimes it'll go to 1 to 20 based on the area. But we really look at what are the operational needs. And if we had to add more supervisors, we'll do so. It's not so much for us the short-term view of, well, that's all the contract requires. It's what's going to keep us successful. But Josh, do you want to talk about how you've got our people certified so that they can train in that environment? Sure. So for the equipment that we're leveraging, every single one of our trainers gets a train-the-trainer training on equipment utilization. All of our trainers and our managers are ACE certified. So we partner with AAAE every year to work. Jeff Price comes out and does a training in the Northeast. So all of our trainers are ACE certified as well as trusted agent certified. Although they're not working in a credentialing office environment, they're training and they're doing refresher training for those environments. And so those are some of the areas where we kind of ensure our trainers have the certifications necessary to provide the training to our workforce. And so that's the external training that we're doing. Internally, we have a national training director. She is responsible for vetting all employees that will go into a training environment, looking at their background to say that they've had a training experience in either the military, law enforcement, or commercial sector, or even just the education levels. We have some of our trainers that are coming out of university level professor force. She then puts them through a training curriculum development, then a training delivery course. She certifies with some of their peers that the person can give training because they'll give it to our group first. And then they are supervised giving training and delivering it with a certified trainer before they are allowed to train on their own. Thank you. No additional questions? Thank you, Intercom Security Systems, for your presentation. Thank you. We greatly are honored to at least get to this stage in the process. We do think we have a pretty unique solution to securing environments in highly regulated areas where security really matters. And that's actually our tagline, everywhere security matters. You won't find that if we were selected that you would have somebody working your post one day and then working down at Walmart the next day, that's just not the model that we do. And we think that your procurement has been absolutely wonderful to participate in. And even if we weren't selected, we're sure that you're going to pick the right partner. And we hope you have the most success throughout this process. Thank you. Staff, the first presenter, Intercom Security Systems, Inc. has now completed their presentation and answered all questions. With purchasing staff, please invite the second presenter, Allied Universal Security, to join the closed portion of the meeting for their presentation. Thank you. Thank you. Okay, we're going to take a five-minute recess. The time is 11.11 and we'll be back shortly in five minutes. Thank you. Good morning, everyone. Thanks for joining. We're currently in recess. Okay, the time is now 11.18 and we're back in session. Allied University Security, thank you for joining. As your team members join, please review the meeting attendees in the team's participating panel. Please review to ensure only your team members and county staff are in attendance. We are displaying on the screen the list of county staff in attendance. Allied University Security, while you are reviewing the list and participant panel, please advise which member of your team should be designated as the presenter in teams to share the screen during the presentation. Thank you. This is Taylor McDonald. I do believe I'm designated as the presenter, but I do not see the share icon. It's grayed out at the moment. Staff will give you access momentarily. Splendid. And so for the record, can you please affirm that there are no other individuals in the meeting other than your team and county staff? Is Kirsten Roos a part of the county staff? Yes. Okay. You are confirmed. All right. Thank you. Your team will now have five minutes to set up. Purchasing staff, please start the five-minute timer and just let us know when you're ready. We are ready. Okay. Purchasing, please start the 15-minute timer for Allied Universal Security's presentation. Good morning. On behalf of Allied Universal, we appreciate the opportunity to discuss with you today how, as your security partner, we will continue to deliver compliant, scalable security services. For Fort Lauderdale, Hollywood International, and North Perry airports, we understand this is a highly visible, federally regulated, and operationally sensitive environment. Over the next few minutes, I will share information about our experience and capabilities to support your security program. Starting with our experience, Allied Universal supports more Category X airport security programs than any other security provider in the nation. At Fort Lauderdale specifically, we have served as your security partner since 2010. Fifteen years of direct operational knowledge of the airport operations and security plan, including site of badge enforcement, AOA access control, exit lane monitoring, employee screening, vehicle inspections, patrol operations, and irregular operations support. Across the nation, our aviation security responsibilities include controlling access from the sterile area to public areas at exit lanes, access control at security vehicle gates, biometric badge verification, aviation worker screening, vehicle inspections to TSA and ASP standards, alarm response within required ASP timeframes, AOA escorts and ramp access, pedestrian and vehicle management at terminals, and many additional aviation services. We are not new to aviation security. We are not learning regulatory or airport compliance for the first time on this contract. We operate aviation security programs every day across the nation. Many of our Category X airport contracts, including BWI, Miami, Orlando, Philadelphia, and Phoenix Sky Harbor International airports, have been renewed for multiple cycles. These are long-standing aviation security partnerships built on compliance, operational stability, and performance. We understand that aviation security is not about guard posts. It's about protecting sterile areas, maintaining access integrity, and ensuring compliance with federal regulations while enhancing the passenger experience. When it comes to emergency staffing and surge capability, there is no better resourced organization than Allied Universal. To support the county's request for 20 additional certified security professionals, we can surge within hours using our resources within Broward County. For 50 additional security professionals, we can surge using regional cross-trained personnel within 24 hours. And for 100 additional security professionals, we can activate national deployment with structured logistics within 72 hours. These estimates assumed licensed, trained, deployable security professionals and intentionally exclude the airport badging timeline. This is possible because Allied Universal has more than 3,500 security professionals in the greater Fort Lauderdale area alone, over 10,000 security professionals in the tri-county area, and state licensed security professionals strategically located throughout Florida, ready for deployment. We can support surge requirements through our local reserve pool, regional cross-trained security professionals, and national response team. We have repeatedly demonstrated our capability through hurricanes, as well as the Fort Lauderdale airport flooding event in 2023. When it comes to inspections and incident reporting, we utilize our proprietary Helios platform, an integrated digital system with GPS and checkpoint validation to document inspections in real time. Our incident reporting capabilities capture full narratives, timelines, and attachments. The result is an audit-ready documentation and leadership dashboards that show trends, compliant rates, and exception management. This technology has received Homeland Security recognition for its application at other airports nationwide. Throughout the transition process, our goal is straightforward. Zero disruption to the airport operation. As your current security partner, this transition is a structured ramp-up to include expanded scope, not a cold start, where a new provider must learn the nuances of the Fort Lauderdale market and the airport's operating environment. Selecting Allied Universal to continue as your aviation security partner mitigates potential transition risk. Our first priority during transition is the retention of personnel. We immediately notify and engage qualified incumbent personnel to preserve institutional knowledge. Simultaneously, we begin external recruiting to fill open posts, leveraging our AI-driven recruiting platform, veteran pipelines, employee referral bonuses, and local branch resources. We will identify a dedicated badging liaison to coordinate the badging and rebadging process to minimize disruptions to the airport badging operations. Part of our transition process includes reviewing and refreshing all post-orders and training to incorporate any new regulatory or contractual requirements. After transition, we conduct formal 30, 60, and 90-day reviews to confirm performance and compliance under the new contract. At our heart, Allied Universal is a learning organization. Our employees are only successful when properly and fully trained to perform their duties. We train through a blend of classroom instruction, e-learning, and scenario-based exercises. We employ over 120 training instructors nationally, including a training director and five instructors in Florida. Training and records are maintained digitally and structured to support TSA audits when conducted. All training is delivered internally. We do not subcontract our training programs. Supervisors monitor compliance and comprehension through post-inspections, patrol tracking activity, and documented coaching. Training is continuous. It's not one and done, so we expect what we expect from our security professionals. Our staffing structure includes security professionals, field supervisors, site leadership, training staff, and scheduling support. Candidates are screened based on state licensing requirements, background checks, communication skills, and prior experience. Recruiting is supported by our AU HireSmart platform, candidate pipelines, referral programs, and our AI-based technology platforms. Our candidate pre-screening process identifies applicants who are unlikely to obtain a sighted badge before we ever submit them to the airport for badging, thus mitigating burden on badging operations. We conduct continuous recruiting to build bench strength in order to fill open positions quickly without compromising standards rather than waiting when an opening happens and risk the possibility of not having a qualified candidate. Report writing is electronic. It is not paper. We produce shift summary reports, document site inspections, and capture incident data in real time. This provides the airport with transparency, what happened, when it happened, who responded, what actions were taken, and what follow-up is required. Reports include narratives, timelines, attachment, and stakeholder notifications. Training is a continuous process for Allied Universal. If performance data, inspections, or an incident reveals a gap, we upskill the workforce through targeted in-person refresher training and scenario-based retraining, not just a memo or a reminder and a pass-down log. Our aviation training curriculum includes Fundamentals of Aviation Security, 49 CIFAR 1542 Compliance, Insider Threat Awareness, Behavior Detection Awareness, CIDA Responsibilities, as well as many other relevant aviation security topics. For patrol operations, we use the LER approach, including foot, vehicle, and golf cart patrols as needed based on post orders and operating conditions. Our technology supports accuracy and accountability through geo-fencing, GPS, and checkpoint validation. They confirm patrol completion in real time. If a checkpoint is missed, the system triggers an exception alert and supervisors respond immediately with corrective action or retraining. Patrol results roll into a dashboard that is available to be CAD 24-7. For accountability, we maintain real-time digital oversight of patrol activity, attendance, and task completion with alerts when performance deviates. Supervisors document coaching and corrective actions in our Helios platform. We conduct routine post audits and quarterly walks, including joint walks with airport staff, to observe and coach our security professionals and provide on-the-spot training to reinforce post-order knowledge and capabilities. Typekeeping is controlled through digital clocks tied to scheduling and supervisory approval, preventing time theft and improving payroll accuracy. Our incident report, our incident reporting follows a structured life cycle. Detection, response, escalation, documentation, after-action review. This operational continuity, audit compliance, and reinforce, this ensures operational continuity, audit compliance, and reinforce accountability. When it comes to incidents, more broadly, we follow detection and initial response with immediate safety actions and evidence preservation. Escalation through pre-defined pathways based on severity, including coordination with airport operations and emergency responders. Stabilization, securing the scene, and maintaining operational continuity, documentation, and after-action review, including detailed reporting and root cause analysis to drive improvement and compliance. Our training for the airport also includes use of force, de-escalation, observation and report writing, and communication. Our training for the airport also includes use of force, de-escalation, and regulation. Supervisors and airport stakeholders receive clear and timely information. Our payroll is electronic and supported by integrated timekeeping controls. We use geofencing to ensure security professionals are where they are supposed to be and supervisor workflows for accurate time capture. We process payroll weekly, offering our employees direct deposit and early access to online pay stubs, providing transparency to their pay. We also offer daily pay to our employees for those times when an employee finds themselves in an immediate need for their paycheck. Supervisory sign-off and reconciliation controls compliance with contract staffing requirements and transparency for our clients and our employees. Our operational assets match the county's requirements, including vehicles and golf carts for patrols, radios, handheld devices, and charging stations ensure continuous communication, safety equipment, and crowd control tools to use when needed for access control, identifying hazards, and rerouting of passengers or vehicles. Uniform and safety gear to include high visibility apparel, weather gear, PPE, flashlights, and other equipment used in the performance of the contract are provided at no cost to the security professionals. Cell phones are provided to all supervisors, managers, and posts, and are equipped with our proprietary Helios technology, which integrates patrol tracking, reporting, accountability, and supervisory oversights into one cohesive platform, as well as our electronic timekeeping platform, Mercury. Our local HR managers and recruiters handle airport-specific recruiting, onboarding, and employee relations, while our regional centers of excellence oversee compliance, training governance, legal consultation, and consistent HR processes across the company. Finally, we maintain a comprehensive, company-wide, drug-free policy that includes pre-employment testing, random testing, post-incident testing, for-cause testing. Supervisors receive impairment recognition training to identify behavioral and physical signs quickly. We take corrective actions promptly, including removal when required to protect operational integrity. And I'd like to close with why I like Universal. We are offering the county a comprehensive security program built on people, systems, and command, backed by proven operational experience at Fort Lauderdale, Hollywood, International, and North Perry airports. We bring the depth of a national aviation expertise, the resources of a global provider, and the infrastructure of a local partner with decades of experience in the Fort Lauderdale market. We are confident in our capabilities, but we have approached this opportunity with a fresh perspective and a commitment to further strengthen our partnership. We are not proposing to come in and learn your airport. We are proposing to continue to protect it with enhanced structure, expanded capacity, and measurable accountability. We thank you very much for your time today. Thank you for your presentation. Are there any questions from the evaluation committee members? I have a question about training. Do you train the employees in self-defense? Yes, we have the capabilities to train employees in self-defense. It depends upon the contract and what it is that's being asked for those team members. Second question regarding de-escalation. Is that a mandatory training class? Yes. De-escalation is a part of our mandatory training, and that ties into use of force training as well. And when is that class taught to the employee? It's a combination. It's through our initial de-license training, and then it's also a part of the aviation-specific training that they receive. Thank you. Yes. Richard Abley, got a question. What are the typical services at one of your airports? This example you mentioned, MIA. Let's use MIA as a typical service provider at that airport. I'll start with answering this, and then I'll let our Florida team chime in as well. The old phrase, you've seen one airport, you've seen one airport. No two aviation security programs exactly alike. Miami, the predominant service that we provide is employee screening. As you probably are well aware, Miami was the first airport to implement full employee screening back many years ago, long before the mandate came down. And so that is the fundamental main part of our program out of there, although we also control access. We're at all of the exit lanes. We are at the parking decks. We are down in the – under the baggage – in the baggage area where they're controlling access to the vendor elevators going up and down inside the sterile area. Taylor, I know I'm missing something in our description of what else we're doing at Miami. At Orlando International Airport, we do aviation worker screening. We're at the vehicle gates. We're doing screening of, you know, controlling access at the AOA area. We are doing terminal patrols, controlling access on the FIS. It's got the whole gamut of services along with curbside management. Taylor, you want to add anything on those two programs that I have missed? You know, I think that's important to mention that we pretty much, in one aspect or another, touch every aspect of security at our airports. Thank you. Second question in relation. You mentioned employee screening and AWS. What duties do you do currently at some of your providers with AWS, and what type of equipment are you using to perform those duties? That also runs the gamut. We have some airports that are doing the absolute minimum, leveraging the delightful randomizer, and so they're doing bag searches based upon whatever door they're assigned to at that particular point, and their aviation screening process is predominantly just hand-wanding and bag searches. Programs such as programs such as DFW, or Orlando, or Miami International Airport, we are doing full employee screening, so we're operating the x-ray technology, we're doing the walkthrough metal detectors. Miami are the more traditional SIA arches, whereas DFW, they have the Roden-Schwartz, more robust walkthroughs with the millimeter wave technology. We have, at Atlanta Airport, we're also doing the ETD screening out at the vehicle checkpoints where they're doing random swabs on all vehicles coming through in anticipation for next month, you know, having that fully deployed. We, again, run the entire gamut, it really is dependent upon what the partnership would like from us to provide, but we're doing every aspect of aviation worker screening, including we've built, for one of our airport clients up in North Dakota, we built a randomizer that was approved by their AFSD to be used as an alternative to either the Safe Skies randomizer or the TSA randomizer. Okay, and in addition to that, any experience with credentialing and badging infrastructure? Yes, so we have run badging operations for the Port Authority of New York and New Jersey under a previous contract that we had with them. Ran that for about seven years. We've also run the badging operations at Rochester Airport. We've had another badging operation, and my mind is going blank at the given moment. It's left field, we've done some badging operations, supporting their badging operation out of that. That's a totally different, obviously, aspect of aviation security, and so in running badging operations, we put those employees through our trusted, through AAAE's trusted agent training process, because that gives that framework on how you, you know, identify breeder documents and making sure you're looking for any fraudulent documents. And the importance of being a trusted agent, I do hold my ACE trusted agent certification through AAAE as well as security. And so we find that to be a very important aspect, because that's not the same type of training that you would give a security professional who's standing in an AOA gate or an exit lane. Thank you. Wanda Del Toro, what is your supervisor-to-officer ratio, percentage? Fernanda, do you remember what it is on this program? I would like to speak specifically to the Fort Lauderdale program, because like all airports, that course does vary based upon the requirements of the contract. Currently, we have 106 staff members at Fort Lauderdale Airport, and we have seven supervisors, including management. Okay. What is your part-time to full-time percentage? Majority of our employees nationwide are full-time employees. I don't know that we, does anybody have the exact ratio for the Fort Lauderdale Airport contract currently? Currently, for part-time employees, out of the 106 batch that we have at Fort Lauderdale Airport, we have 12 that are considered part-time. It is unusual for us to have a large part-time workforce. Most people are full-time employees. Okay. My last question is, do you have use or lose paid time off? And if you do have use or lose paid time off, how do you manage peak vacation time off requests, especially during holidays? I'll answer that question. This is Bob Wood with Allied. We allow our employees to buy their time back if they would like, or they can use their time. We do it by a seniority ranking, so we make sure that we have proper staffing throughout the entire holiday season and do not let multiple people off at the same time. And we do it, like I said, by seniority and by date of request. So we work very closely to make sure we have proper deployment at all times, including holiday and peak times during the season, such as we're facing now with spring break. Thank you. William Willis, I've got a few questions here. In relation to your Helios system, is that accessible by the customer? It is. Helios, we make Helios, we provide you with your own user login, as many people as you'd like to have within the BCAD ecosystem in the county are welcome to access it. It is real time. So what we see on our dashboards and how we track our employees, like there's the breadcrumb trails if you're watching a patrol route, that is the same thing that you're going to see live. So we do make that available to our customers, yes. The reports through the system, when do those get submitted or received to the customer, client? It is. They're instantaneously available when an employee hits submit. We structure what information you all receive based upon what you'd like to receive. So most of our customers don't necessarily want to receive daily shift logs that are being done. They want to receive, obviously, copies of incident reports. They want to receive copies of any inspection failures. And so we configure that based upon how you all would like to receive the information and then make certain – and then when the reports are submitted, they are submitted in real time to everybody who is a stakeholder in receiving them. Okay. You mentioned doing audits and the available walks and related to posts. What's the periodicity that you all perform that? So we do periodic audits, everything from monthly, because monthly badge audits are obviously a requirement on any airport program. So we do monthly badge audits. We do periodic quarterly training audits. We can do audits based upon any frequency that is a best practice or a desire of the customer. On the walk process, that's really a daily process, including our management team who travels through the airport, their opportunity to do those interactions with our employees, our on-site management team who's out there, you know, not just sitting in the office but actually out walking the airport property, riding in the vehicles, interacting with our security professionals. It really is a daily interaction to engage with our employee base and then, of course, with our supervisory team. They are out there every day inspecting every post, every employee to make certain that we're doing the right thing and that they have what they need. Okay. You mentioned root cause analysis. What kind of training do you provide to your employees for causal analysis? We use the basic, or I would say we use a standard that comes out of actually Safe Skies Alliance did a root cause analysis guidebook, and we based our training and our reporting off of that. If there is an incident that results in a fine or potential letter of investigation from TSA, that information captures who, what, where, what should have happened, what did happen, what should have happened, what are the corrective measures we are taking, and then what are the preventive measures we are taking. So we really dig down into the why something occurred to make certain that we are identifying any potential operational or training gaps and then making those adjustments, and then we also document who all is receiving that. So in our corrective measures, it is, you know, everything from, you know, maybe it's retraining, maybe it's a disciplinary action, but we identify who all is involved, who's responsible for delivering it, who's receiving it. The timeline for completion, and then the same thing with preventive measures. Okay. My last question is in relation to attrition rates. What do you see for attrition rates? Fernando, what do you give us the latest numbers? I'll have to double-check on that. I know I receive reports periodically. I'll double-check. I will share that in the last several years, during the COVID period and immediately thereafter, the security industry, as all frontline workers, whether it's hospitality, fast food, take your pick of what type of industry, experienced a tremendous amount of turnover. Attrition was very high. Everybody was going to be a TikTok star. So you had a lot of people moving into the gig economy, and that certainly had a significant impact on the security industry. And the last year and a half, and Bob, please keep me honest here, I know that that has changed significantly. As an organization, we have seen our turnover rates drop more than in half down to pre-COVID, pre-2019 levels, down in the average of 35% to 40%, which is about normal. As we have invested very heavily in our technology platforms to integrate, and I know I mentioned AI a couple times, we leverage AI to help us be more effective in our processes. And what that has allowed us to do is to better identify qualified candidates at the start and help them understand the environment they're coming into. Not everybody is designed to work a vehicle gate out at the airport, you know, when it's July and it's hot and humid and the rains are coming in in the afternoon. That's not an environment for everybody. So we do a better job today leveraging our technology tools to identify qualified candidates for the environment in which they're going to be assigned, which has really made a tremendous difference in our ability to recruit and retain people. I would say two other things I'd like to add, if I could, please. One is we've been very effective on managing turnover because the way we traded a very good culture, right, at the airport. We've created one where there's opportunity to grow, there's opportunity to expand, and there's opportunity to get promoted. So people have an opportunity to make more money as they grow within the allied structure. I would say the other thing is this engagement, right? We do a lot of employee engagement. We do surveys. We also do meetings. We ask for feedback. So I think when you have a voice, I think there's a tendency to feel like you belong somewhere where you actually connect and where you can actually grow and people hear you and they address your concerns. So we've been very successful in creating that environment at the airport, and I think it's definitely had an impact on our ability to retain our personnel and be an employer of choice at the airport as well for security. Fernando, were you able to get the turnover numbers pulled up? Yeah. The turnover numbers since the beginning of the year, we've seen a decrease. It started around 7.92 percent due to some changes. And to Mr. Wood's point, there are individuals that have moved on to better. I know that there's a couple of individuals that actually went directly to BCAT, and currently we're holding at 3.2 percent. Thank you. Richard Abley, I did have a follow-on question in regards to Helios. What platforms can be loaded into Helios? Helios is an HAP, for lack of better terminology. It sits on a cell phone. So any application that you would like to add to the cell phones, we're capable of adding. With Helios comes our Mercury platform. We talk about them separately because Helios is a more robust, comprehensive operational management tool, whereas Mercury is our electronic timekeeping and employee communication tool. Richard, one of the things that is very interesting about our Mercury platform is it has a similar capability to the blank slate technology that many airports have evaluated for utilization. And I know Fernando, over the years, has worked with the team to push information similar to blank slate in that we do training nuggets. When people log in, log out, so we're able to track their post-order knowledge, their knowledge of the ASP and the security responsibilities in their environment. And that allows us to look at that data and make adjustments to our training schedules or training delivery based upon operational gaps. Sometimes it's a way we phrase a question. So we do ask the question two or three times to really ascertain, is it a knowledge gap? Or did, was it just clear in Tracy's mind? And Tracy didn't quite say it in a way that other people understood what we were asking. And so that integrated platform is something that already exists out on your program today. And it's been a real game changer and, again, employee, to Bob's point earlier about employee engagement and our ability to communicate and keep our employees getting, building that culture that's part of our culture in addition to the airport's culture. Thank you. Can you tell me what percentage of your bill rate is actually paid to the employee? Bob, I'm going to allow you to take this one. And I believe that we, in general, across the company, it is on average 78% of all of our bill rate is labor-related. So that is going to be wages, benefits, payroll taxes. That may even be a little on the low side, depending on the environment. But I will allow a member of the local team to answer. Yeah, I would say it's closer to 82% because we have the health and welfare component. With the living wage, so the living wage is also factored into the wage itself as a base wage. And then the living wage is the health and welfare component, which the union allowed us to convert into salary recently because they could not provide the health care, and we provide the health care ourselves. So I would say we're closer to 82% just because of that factor that's rolled in on top of the base wage. Thank you. Project Manager, do you have any questions? Yes. Can you elaborate a little bit in your organizational chart and your support team for a lot of those? Absolutely. Taylor or Bob, did one of you want to take this? By the way, I don't think we did team introductions. I'm Tracy Fuller. I'm the president of our Government Services Division for North America. I oversee all federal, state, and local government programs across Canada and the United States. I also happen to serve as our subject matter expert on aviation security. I have been actively involved in the aviation security industry for more than 15 years. I serve on ACI's Public Safety and Security Committee. I'm also very actively involved, as I said, in AAAE, Safe Skies Alliance. I sit on a number of the Paris Project panels and have the honor of working closely with our aviation security programs around the nation. Bob Wood is my counterpart, our regional president for Florida and the Caribbean. Bob, would you like to take it from here and introduce your team and how the program is structured? Yeah. So just so you – and thank you again for the time today. Just so you understand how our structure is, we have a regional vice president that oversees West Palm and Fort Lauderdale. That's Rob Chambers. He's on the call as well. Below Rob, we have a general manager, David Macedo. Unfortunately, David's out of town, so he's not on this call today. And then we have two director of operations. One is Carmen Villarreal and also Fernando Frias. Fernando Frias, as you're aware, at one time was our manager at the airport. He did such an excellent job. We promoted him to be director of operations. So we talk about opportunity for growth and advancement. Fernando is a prime example and a great model for that as well. And then below that, Fernando, I'll let you take on how we're structured to support the airport. I would say this in addition to mentioning the operational team. We have full-time recruiters, full-time trainers. Also on the call today is Josh Rich. Josh Rich is our director of training for Florida. He was answering the use of force questions and the other questions regarding training you asked today. Also on the call is Taylor McDonald, who's our director of government services from a sales perspective, and her media supervisor, who's the vice president of sales, Andrew Daniels. So that's the team we have on the call today. So in addition to Fernando and David Macedo, we have, as I stated, we have a full-time recruiter assigned in the Fort Lauderdale office to support us from a recruiting perspective. We have a full-time trainer. In addition to what we call the center of excellence, which are people that report to me, such as Josh and Andrew, to support any of our concerns that we have from a customer standpoint or employee standpoint, we also have a HR division that sits in Florida. So all these team members I mentioned directly or indirectly support our airport and our Florida-based operations. So we are fully invested not only in Fort Lauderdale and the airport, but also the state of Florida. We are currently in the state of Florida, and we're operating multiple airports in the state of Florida. Hopefully I answered your question. Or if you want any other additional details, I'll be glad to provide. I think it's also important to understand that we have been serving Fort Lauderdale airport since 2010. That program started off very small. Over time, we've continued to progress, build out our infrastructure to support the airport, build out our team and our resources dedicated to support the airport. And over time, we have refined that. We feel like it's successful. We see some of our top candidates moving into BCAD roles. So we feel like it's been a very strong partnership and that we continue to grow and change with the airport. No more questions. Thank you. Thank you. Okay. The second presenter, Allied Universal Security, has now completed their presentation and answered all questions. As the team is leaving the meeting, we're purchasing invite the third presenter, Covenant Aviation Security, LLC, to join the closed portion of the meeting for their presentation. Thank you again, Allied Universal, for your presentation. Have a great day. And we'll follow back up. Thank you all so much for your time. Thank you. We appreciate it. Thank you again. Thank you. We appreciate the opportunity. Thank you. Take care. Covenant Aviation Security, LLC, thank you for joining. As your team members join, please review the meeting attendees in the team's participants panel. Also, please review to ensure only your team members and county staff are in attendance. We're displaying on the screen the list of county staff in attendance. Also, Covenant Aviation Security, which member of your team should be designated as the presenter to share their screen during the presentations? That would be me, Max Jacobson, please. For the record, can you please confirm there are no other individuals in the meeting other than your team and county staff? I see all members of our team on there. Looking at Kristen Roos and Richard on there. I assume those are county staff? Yes. Okay. Great. Then, yes, it appears it's just our team on board. Okay, Adrian, who's it? Okay, you will have, um, your team will have five minutes to set up. Purchase the staff, please start the five-minute set-up timer. We should be good to when you guys are. It looks like we have the spare up and running, so you let us know when you guys are ready. I assume our team is good to go there. Let me confirm. Looking across the board, can't seem to see everybody here. I think we are, all systems go. Okay, you will have 15 minutes, um, for your presentation. Richardson, please start the timer. You may begin. We can't hear you if you're going. We can't hear you. It seems everybody is frozen. Are you able to hear me? I hear you, yes. Everybody on my end appears to be frozen as far as I can see. Um, I'm seeing their mics. Some mics are muted. I can hear you, Max. You can hear me? Yep. All right, I apologize for this. Uh, okay. Mike Bowles, are you able to hear us, Mike Bowles? Interest of times, uh, Max, why don't you go? We're good to go? Give me one second. I think we're, we can keep, Carleen, is it all right if we use this as our five-minute set-up time here? It sounds like, uh. Yeah, we'll give you your time back to start. I appreciate that. I don't know what's, he's moving again, so that's good. I, I didn't hear anything. Can you hear me? Yeah, now we can hear you. Yeah, I was on mute, but I wasn't hearing anybody else. So, are we ready? We are all ready when you are. All right. Hi, everybody. Good morning. My name is Mike Bowles. I'm the president of, I'm sorry? Hold on. We're going to start your time again, so give us a minute. Are you ready now? Okay? Yes. All right. Yes. Time has started. You have 15 minutes. Be in. Go ahead. All right. My name is Mike Bowles. I'm the president of Covenant Aviation Security. With me today, I have Bob Wheeler, our VP for operations. Zach Hollenbach, our VP for quality assurance and training. And Zach is also our proposed transition manager. Matt Pomerbill, our director of operations. operations, Max Jacobson, our VP for strategy, and Adrian Ellis, who's the president of Infinity Protection, our CBE subcontractor. And I wanted to particularly thank Adrian for participating on the Covenant team today. Before we get started in our presentation, I do want to mention that although it's not a requirement, we do have a safety act. We have both designation and certification, and our designation and certification covers all of the work elements of the Broward County RFP. And we believe particularly this is important because with all of the things that are happening in the Middle East, our safety act provides the airports and Broward County a level of indemnification that is really unprecedented. In terms of our experience and qualifications, on the next page, public aviation security, aviation security is all that we do. And as you can see, we have, right now, these are current contracts. In our RFP, we talk about past contracts as well. But our current contracts, we're in a number of CatX and Cat1 airports. We, as many of you may know, we have been at Orlando since 2007, and we transitioned our latest CatX airport at Denver in 2022. Last year, we did two transitions, successful transitions at Portland and in Milwaukee, which are Cat1 airports. So, all told, we currently have about 70,000 weekly hours of security at 10 airports. In terms of our organization, there's two points that we'd like to make on the organization chart. First, even though we have over 2,200 employees, we have strategically a very flat organization. Our project manager reports to Bob's group, Bob reports to me. That really facilitates us having great agility and flexibility. We can make fast decision-making. We don't get bogged down with, you know, this extensive chain of command to make decisions. The other thing we want to point out is that given the size of the operation, the FLLHWO operation, we kind of, we feel it's really important to have an organization down in, at Fort Lauderdale that can basically sustain that operation. That means five duty managers, so we can do 24-7, 365 coverage, basically a standalone HR group that can function, you know, that knows the culture and knows the post orders that can function at, you know, successfully function, as well as a dedicated training group with five trainers. We do understand that this organization that we're talking about at FLL increases our costs, but we believe there's a better return on investment. With that, I'm going to turn it over to Bob. Thanks, Mike, and appreciate the invitations. Good to be here this afternoon. At Covenant, one of the vital points of this operation is our staffing strategy, and it's designed to ensure that this operation is never understaffed and never unprepared. It starts with a stable, full-time workforce that provides experienced coverage across every post and every shift. This forms an operational backbone and ensures consistent performance, accountability, and continuity. Where we differentiate ourselves is how we build the flexibility into this workforce. Our part-time personnel aren't just a last-minute solution that happen to be working somewhere else. They're fully trained, badged, and strategically scheduled to absorb normal operations to take on pressures like surge of vacations, training, peak periods, and unexplained absences or unexpected absences. Beyond daily staffing, we maintain a structured surge capability within 24 hours, planning to deploy additional trained personnel to stabilize an operation when it need be. Within 48 hours, we can expand this up to respond regionally, and within 72 hours, have a significantly scaled staffing through our established workforce. Back to the steady state, as Mike was talking about. But the real advantage is that control. Our operation, recruiting, and scheduling team continuously is monitoring staffing levels, maintaining a pipeline of qualified personnel ready to deploy. We have evaluated the best practices with our subcontractors, and we're ready to team up with Infinity to ensure that that continues. The result here is simple. Covenant doesn't chase a staffing program. We engineer the workforce so we don't have to have one. And with that, I'd like to talk about our technology, and I'll let Matt Palmerville take it from there. Thanks, Bob. Covenant's data reporting and analytics software, known as Cedrus, is Covenant's own data capture platform developed specifically for aviation security operations. We scoured the market for a data capture system that would meet the needs of our specialized industry. Looking around, we found that none of the available products were built with airport-specific requirements in mind, and we wanted a product tailored to the way aviation security actually works. We're not a mall. We're not a credit union. We are aviation security. Our operational requirements and regulatory environment are just fundamentally different. With that in mind, we developed our own in-house data collection system with input from numerous airports that allows us to collect and electronically store performance data, such as incident reports, daily activity reports, and aviation worker screening forms, just to name a few. The software is built with input from airports for airports and is currently in use only at airports. Next. As part of the Cedrus platform, Covenant uses a dynamic touring management system that allows our officers and supervisors to capture operational activity in real time while they are outperforming their duties across the airport. Using their secure mobile devices, officers complete their assigned patrol tours and checkpoints by scanning designated locations or entering observations directly into the system. As each tour is completed, the system captures the activity instantly and records details such as patrol progress, observations, and supporting documentation, including photographs. Supervisors and Covenant management are then able to see that information in real time, allowing them to quickly evaluate the situation, provide direction to personnel in the field, and ensure the appropriate responses occur without delay. If an incident occurs, officers document the event directly in the system, allowing supervisors to immediately assess the situation and initiate appropriate responses. Cedrus compiles the operational activity we just discussed into structured reports that provide clear visibility into the performance of the security program. Incident reports captured in the system are reviewed by Covenant supervisors and management to verify response actions, evaluate performance, and identify opportunities to improve procedures or training. These reports can then be provided to BCAD through the secure web portal or delivered directly via email depending on how you prefer to receive and review this information. Additionally, since this is an in-house system, we can add additional data collection measures specific to Fort Lauderdale. We build and expand Cedrus to you, for you, and with you. Covenant uses all systems described at our current airport sites and is ready to implement these systems here at Fort Lauderdale immediately should we be selected as your partner in this contract. With that, I want to turn it over to Zach. All right. Good morning, all. A key component of our plan is actually our transition plan, and we manage that as a project since each contract is unique and requires a plan that incorporates all contract-specific and client requirements. Resources already on board and ready to assist in this transition include myself as the transition manager and Bob and Matt, who just spoke, and plan on working toward a smooth and orderly transition. We will routinely meet with you all to ensure that transition activities are on pace for completion on time and any concerns along the way are addressed. Additionally, our corporate team of HR and recruiters are ready to onboard our dedicated management and administrative teams. As far as recruiting frontline security personnel, we will run our recruiting actions for both incumbent and new hire personnel in parallel so we maximize retention of the current workforce and their knowledge and sufficient new hires to completely staff the operation. Job postings will immediately be activated with our staff performing numerous actions to onboard this staff. Even when the transition is complete, though, there are numerous activities that need to be managed until the operation achieves a consistent high level of performance. Our executive team will be engaged and support the site until we achieve this performance level. And post-transition, two key components to success include training and QA, which I'll go into now. In regard to training, this is a key component of our aviation-specific safety acts, and the training program has been proven effective by the Department of Homeland Security. Our training program is designed for the highly specialized airport security environment with all activities documented and available for review. Our training staff are all full-time Covenant employees and have been assessed on training effectiveness by our corporate training manager. For the size and complexity of this contract, we are proposing a dedicated training team of one manager and five trainers who will oversee all new hire, recurrent, and remedial training activities to meet performance expectations. For our new hire training program is – sorry, that threw me off a little bit – we'll implement our recurrent training program that provides monthly training to our team. This serves to reinforce performance expectations, educate our workforce, and can even be used to implement emergent procedures as needed. In regard to the new hire training program, I do want to say that this includes topics such as post-order compliance, effective observation and communication, documentation requirements, and additional functions required to the job. We also incorporate key things such as customer service and de-escalation techniques to ensure each understands their level of authority and proper interaction at the airport with stakeholders and just the general public. This is followed by significant on-the-job training under the guidance of a co-worker prior to being working independently. And in regard to monitoring the workforce and compliance at the various locations for this large operation, we have a robust quality assurance program, which I'll get into next. For our quality assurance program, we collect various performance data and key performance indicators as part of our commitment to continuous improvement. Key to this success is continuous monitoring, which includes assessments performed by supervisor and management staff in an overt manner, internal covert testing, and even third-party audits. This well-rounded approach allows us to assess performance, determine any deficiencies, and implement improvement opportunities, and then apply corrective action if it's actually needed. And specific to one of the questions asked about what accountability measures we do have, some of them have already been described, such as continuous performance monitoring, but another few that are key to us are routine post-visits by our supervisors and management. And our routine post-visits are all documented in our CEDRAS system that was well-described by Matt just a few slides ago. In-field coaching and mentoring activities will be done by our training team in addition to supervisors, and so our workforce can really expect to see our trainers and our supervisors constantly out there and can give assistance as needed. For timekeeping, we ensure proper recording of post-assignments and accurate and timely employee pay, followed by invoicing. And for data analysis, with CEDRAS, we are collecting a lot of data, and our team is going to review this data to analyze for job performance and contract compliance. It's a very robust system. And with that, I'd like to turn it over to Max for some final comments. Thank you, Zach. So really, to wrap it up, I'd like to leave everybody with four things that truly differentiate Covenant Aviation Security. First and foremost is our people. This is our top-tier security team. We invest heavily in recruiting experienced professionals, competitive compensation, and providing really structured leadership oversight to our operations. This investment then translates into lower turnover, stronger accountability, and a more confident and visible security presence throughout the airport. Second is our customer-focused operating model. As you can tell, we do not take a one-size-fits-all approach. Our program is built specifically for your environment. It's scalable as needs grow. It's adaptable as threats evolve, and it's supported by QA systems that provide measurable results. Third is our partnership approach. We understand that this contract sits at the intersection of many stakeholders. It's airport operations, TSA, law enforcement, tenants, airlines, the union, and, of course, the traveling public. We believe in a collaborative, transparent, and proactive communication approach. We believe in shared problem-solvings and really long-term relationship building. And fourth is our aviation security specialization. Aviation is not one of many verticals for us. It is our only line of business. For 24 years, we've operated exclusively in this regulated airport environment. That expertise combined with our Aviation Security-Specific Safety Act that Mike covered really brings a level of risk mitigation and operational discipline that's difficult to replicate. So, with that, we did want to say many proposals focus on lowest price. Based on our experience with similar operations, our pricing reflects deliberate investment in dedicated on-site local management resources, training, and HR oversight. We definitely welcome and would appreciate the opportunity to further discuss details on this operation and our pricing with the county to really ensure alignment between expectations and costs without compromising security. At the end of the day, our goal is simple. It's to provide the county with a stable, professional aviation security partner that really delivers long-term value to the county. And with that, we really appreciate the opportunity to present today. We look forward to the possibility of serving the county's airports. Thank you, and we will welcome any questions that you might have. Thank you, Covenant, for your presentation. Do we have any questions from the committee? I have a question about your Infinity collaborators. What is the percentage of full-time employees for Infinity? Bob, why don't you address that one? I'm sorry. The 25%, how many of his employees will be full-time? Correct. All of his staff will be full-time. He'll have additional part-time that occasionally work through the system. And Adrian, of course, you know, trying to prepare for this with not crossing any nondisclosures with other partners, he may be able to better align with his current policy. The one that we would actually be coaching and running up with him is the way that we plan to enact it. We are fully prepared regardless of whether his will be 100% full-time, as we understand going in. We will adjust accordingly to our people so that our staffing model that we've determined is most successful for these dedicated airport programs will still have that accurate and consistent bid line, regardless of whether his 25% is all full-time or a mixed hybrid. But his actual company policy, I don't want to speak for him. Would that answer your question? Yes, it did. Okay. Thank you. Adrian, is there anything that you'd like to add to that? No, it was said quite well. I guess the only additional thing that I would add would be that we would also have additional staff that would work as ad hoc because we do know that occasionally, particularly during holiday season, things tend to ramp up as they did with spring break or some of the other days. And so we would also have additional ad hoc staff members who can step in and fill in when there's a surge of passengers coming to the Great Fort Lauderdale Airport. That's Richard Able. I've got the next question. What are the typical services at one of your airports? You mentioned Denver. Let's use Denver as an example on this question. In terms of what are the services that we're providing? Yeah, what are the typical services? Okay. Sure. Go ahead. Bob, why don't you answer that again? And by the way, in our proposal, we do have a checklist of all of the work elements that you have for your RFP and then where we provide those services elsewhere, including Denver. I just mentioned that for reference. But go ahead, Bob. No, and that's a great question. At Denver, Denver actually has their contract broken out into two public contracts. We have the regulatory side. So everything under 1542 that's going to be regulated by the airport security program is what we're currently handling on the air side. There are some of the gates. So we do exterior AOA gates and enter into SIDA area where we are on both the public and the air side. Matt, actually, when he started out here, worked as the manager at that site for multiple months. So for more detail, Matt, you want to get kind of in the weeds as far as the escorting, the vehicle search, all the other stuff that we're doing out there? Yeah, and I'll highlight things I think are very applicable to the Fort Lauderdale operations. We're heavily involved in vendor inspections, freight inspections, elevator inspections. We also roll out multiple EAPs. We've been beta testing a lot of different technologies built into x-ray technology. So we've seen multiple upcoming products, and we've been able to provide feedback on it. And that just kind of goes back to when it comes to x-ray, we're well versed in it from our San Francisco operation to Denver. We just reopened a new EAP out there very recently. So we also do vehicle patrols. You know, when you have that mileage of a fence line, really stresses how you use the CEDRA system, the way our supervisors respond, the way our managers are able to actively view those events as they happen and deploy people as needed, you know, across multiple concourses. But anything that's within that regulatory side falls under us. So it's a massive operation. And just to clarify, a lot of airports have different terms. So EAP, the employee access point, that's to comply with TSA's Aviation Worker Screening Program. Okay. Thank you. And I just wanted to add something to close the loop that obviously the AWS program has just got a lot of visibility. So one of the things that is interesting for us is we've been doing AWS before there was a program because we were doing it at San Francisco as part of our SPP contract. But most importantly is that our Safety Act actually covers employee screening. So that's another element that differentiates us, we believe, from other people in industry is our Safety Act covers employee screening, AWS, which clearly is a vulnerability point. Thank you. Off of that answer, I got two more questions for you. First question off of that is what duties in AWS do you currently perform and what type of equipment do you use? Zach, I'll let you answer that. Zach, by the way, was kind of an expert on AWS. And then about a year, two years ago at a AAA conference, he was actually part of a panel talking about AWS. All right. Thanks for that intro. When it comes to AWS, obviously we work with the airport to come up with client-specific airport-specific post orders and the technology and screening solutions that we want to use at that airport. But in regard to actual equipment, the various models we've done or the various procedures we've done is simple as handheld metal detection, walk-through metal detection, various forms of X-ray screening. We've done body imaging at different locations. And then when it comes to physical screening, various types of bag searches. So when it comes to the full range, we've probably done just about any procedure. It just depends on which airport we've been at for it. And what type of badging, credentialing type experience comes along with that? You know, there's different locations where we do manual checks where you look at the indicators of the badge from the image to the access level to the, I'm saying the expiration date, things of that nature. There's actual automated readers that we have at some locations and then handheld readers that we've had to use at some locations. So we've done the electronic approach. Depending on if the airport can facilitate that. And we've done the actual manual checks during all our procedures at that point. Thank you. And the last question is regarding Cedrus. What type of documents can we integrate with Cedrus? Go ahead, Matt. But I will say this. One of the reasons why we did what we did, it's an open architecture, is that it gives us a lot of flexibility to work with our clients so that we can integrate what we do, what they want, particularly in terms of what the dashboard looks like. But I'll let Matt give a more detailed answer. Yeah, the beauty of Cedrus is it does integrate and can output raw data into your systems as needed. But any report you can think of at an airport, we do data activity reports. We have specific airport worker screening forms that we've built out, vendor inspection forms. We do tours. It tracks the tours. It generates it out. And really the beauty of it is it's designed just with airports. You don't get it. There's no extra fluff or there's not something that's missing on that because it's tested at other airports. And like I mentioned before, any changes or anything you want to expand on that, we can do. But property searches, there's a form for that. Incident reports, pre-vehicle checklists, accidents, escalations, built into our DARS. We have kind of an escalation feature. You know, I know it was at ASC and stuff, you want to take a quick look at an incident report, not delve too deep, but know exactly how far something may or may not have escalated up. Those are things we got from input from other airports and just naturally built in our systems. Hopefully that answers your question. Yes, thank you. Wanda Del Toro. Earlier in your presentation, you mentioned, and I want to make sure I quoted you properly, you said guards working something else. And my question on that is, is that something you prohibit within your organization? And how do you confirm or determine if somebody is working a secondary job or doing something else besides working for your company? Yeah, that's a good point. Bob, why don't you handle that staffing? Yeah. So we do have, we have dedicated human resource and recruiting that will be on the project. In regard to working somewhere else, you know, a lot of times that, it comes down to the process that we've come up with. And it's a hybrid approach to ensure that there's full staffing. And when I talked about, just to kind of take a step back before I get to the meat and potatoes of your question there, is there is certain people on the bid line, which is a blend of that full-time and part-time. And what that does is that allows the ability to flex up or down easily and to have the rover or the backfill. Everyone that we hire is for this project. You're not getting somebody who worked at Amazon in the morning and then they're at the airport for us in the afternoon and not familiar. Our part-time staffing, there is an element where we do allow them, obviously, to have outside jobs. However, that's even scaled. So in our part-time hiring approach, we monitor who exactly is coming on board as to how many, what percentage of retirees do we have. A lot of time, reserves with other jobs that won't conflict with here. But there are a handful of people as far as who we've got and what the needs are, where the spike periods are, determines as to what level of people with outside employment we do have employed. And the ability to staff them also takes into consideration. We do require that to be disclosed up front. And for those part-time employees, we have that built into the system so it works around that because they need to be able, when they come on board, to be able to flex up to a full-time day or stay over or be taken off early at last minute. So I'm not sure if that answers your question, but we do allow it. We actually encourage it in some aspects to it because we keep those people able and ready, especially the ones that are going to work very few hours. However, they have to work a certain amount of hours, obviously, to be up on their training, their time, and the knowledge of the operation at the airport. Thank you. So that segues into my next question. Do you offer – do you have use or lose PTO? And if so, how do you manage peak vacation time off requests, especially during holidays? Yeah, that's a good question. You know, Max, on the benefit side, why don't you respond to that if you don't mind? Yeah, we follow what the – well, we planned on following what the CBA says here for the frontline workforce, obviously. And it's accrued PTO. It is not use or lose in that regard. When it comes to managing PTO over the holiday season, right, this is a very proactive approach by our on-site management where they are looking at the schedule, making sure that they have the right people working. And there will be certain blackout period where they say, okay, we can't do PTO during this week, depending on how the bid line is structured. Does that answer your question? And I know our ops team, I'm not necessarily operations here. They can speak better to how it's actually implemented on that front. But a lot of it is handled through the bid lines that happen on a regular occurrence. What do you mean by bid lines? Zach, you want to go ahead and take a stab at that one for me? Yeah, definitely. I think at our larger sites or more complex sites, we run what we call a shift bid where we have all the bid lines that are used to staff the complete operation, and it will be by day, by time, by post. And we conduct it usually in seniority order, and that gives us a general idea, okay, where are people going to be? What are their shifts going to be? How do we flex in relief and part-timers to really get the most effective shift and schedule going? Because once we have that shift bid completed, we know where we can actually start targeting for time off and approving for time off. And when it comes to the time off process, our employees are allowed to electronically submit their time off requests in our time and attendance system for our management team to easily review, including our schedulers. So when they start seeing these time off requests come in, because we do work with our employees to, say, put them in as much advanced notes as you can, we can start planning ahead from that point to actually cover that with relief officers, with part-time, with flexing officers for call-up, things of that nature. So because our system is able to document those and have it electronically available for the managers to do, we actually can accommodate a lot of time off, especially, as we know, during holidays, more people want it. Now, granted, not everybody can have it, but we do plan for that well in advance with our systems. And what is your supervisor-to-officer ratio? We've got that number. Bob, do you have that number? I'm looking at it right there on the screen, right? So we've got 33 supervisors to about 315 officers. I'll do that math for you. I'm good. Thank you. Yeah, no, no, just to touch on that as well, is a lot of that is, and I know the cliche, you've seen an airport, you've seen an airport, but it's actually true. It goes into our C-DRESS system, and that's why we have it, so that we're not using an off-the-shelf to try and flex up or change. We're actually using a system that's built for an airport. So adding to that, same thing when it comes to the scheduling, is the supervisory. A lot of times there are places where there's a lot of one-person sites, and what we do is we sit down and evaluate how many of those one officer sites is being supervised versus, say, a checkpoint where there's four or five officers where the supervisor can be better utilized. So we believe that also to be, that's why there's just no standard answer across the board, because we believe that with the regulated environment, that that can be taken a look at, and based on the ASP, that can be changed, manipulated, based on the partnership and decisions that we make together. Thank you. Question. What percentage of your bill rate goes directly to the employee? I'm just pulling that up right now. Yeah, and I think that we have a careful, when we talk about goes directly to the employee, generally we're going to answer that in terms of wages and benefits, because, you know, once again, the benefits, the extensive benefits that we will be offering is a significant piece of that cost. I guess my question was, do you want to know just wages, or do you want to know wages and benefits? No, wages and benefits is fine. Okay. Obviously, so the rates vary by position, right? But then if you include our overhead personnel that are also, you know, non-direct bill, I mean, we're looking at a number that's close to 85%, 90%. If I pull this out, inclusive of benefits... I want your lowest, your officers, not... Oh, just for the officers. Just for your officers, please. Yeah, I mean, it would fall in the similar range, right? It's, sorry, trying to do that math in front of you guys in real time. That's north of 80%, I would say. Thank you. No questions. Any other questions? No. All right. We would like to now thank you for your presentation. Staff, the third present presenter, Covenant Aviation Security LLC, has now completed their presentation and answered all questions. With purchasing staff, please invite the fourth and final presenter, Global Security Consulting Group, Inc., to join the closed portion of the meeting for their presentation. Thank you, and we'll be back with you shortly. Thank you for the opportunity. All right. Thank you all. Thank you. Y'all need a recess? Yes. Okay. All right. We're going to take a recess, 10 minutes. Yeah. We're not doing lunch, right? No. So we're going to have a little bit of... We're going to have to see about it, but no. Typically, we're kind of... That's why we got... We brought some snacks. Thought about sandwiches, but, you know, we're trying to give y'all something. Now, did you have to brought some freaking, like, vegetarian, or rye bread stuff? Oh, no. No, no, no, no. No. I'm going to have to go to one of it. I need to do a promo. I'm going to go to the office. Grab some snacks. I need them out and bring them to me. I'm on the fourth floor at 430. So, if you don't know what to take a look. I'm going to have to do a... Are you working on it? How are you working? We're like family. We're going to be together no matter what. We're going to be like each other no matter what. We like facts and treats and love, but we share. We're going to be together. We're going to be together. I remember there's a couple here or down the houses? Well, the recesses were longer for my. They put on, they didn't get on my arm. Sometime. Okay, let's tag team here. There you go, you're on. Yep. So, but we work towards it. This is the last one, and then we get team. We will be doing scoring, and then after recording, y'all have that little time, so we'll be in recess, and then we have to regroup and stuff. All righty, so we ready to go. All righty then, so. Your mic. I'm sorry? Yes. Okay, we are now, time is now 12.47, and we are back in session. Global Security Consulting Group Inc. Thank you for joining. As your team members join, please review the meeting, attendees, and teams participant panel, and ensure only your team members and county staff are in attendance. And while you're reviewing that, could we have the person who would be responsible for presenting the presentation? It'll be Joseph Descoli. Would you please affirm that there are no other individuals in the meeting other than your team and the county staff? Correct. I'm sorry. Confirmed. Thank you. You will have a five minute, five minutes to set up. Once you set up, you can let us know when you're ready, and then we will give you the time for your presentation. Thank you. Do you want to test that real quick? We have five on. Just give it a quick. Just want to do a soundtrack real quick. One, two. Want to do a soundtrack, if you could hear us? Yes, we can. Excellent. Thank you. We're ready to go when you want. Okay. Could you reduce your volume just a tad? One second. Ready? We're just working with reducing volume. Does that work better for you? Yes. Ready. Okay. So you now have 15 minutes. You may begin. Good afternoon. My name is Vector Andrews. I am the President and CEO of Global. I wanted to thank you all for the opportunity to present to you today. I know you've had a very long day, and we're going to get through this as quickly as possible. Unfortunately, we don't have time to introduce the whole team, but I did want to mention that this entire team is operational. We have no salespeople as part of the presentation team, and this team has a collective 100 years of tenure with Global. We did submit a very comprehensive proposal, but we felt it would be helpful just to give a quick overview of who Global is. We've been in business for 24 years. We've enjoyed major growth. We have an average client retention rate of nine and a half years. Aviation security is a truly specialized field, and since our inception, we have remained focused on aviation security only. We are recognized in the industry as being true specialists when it comes to airport security. Some of the information below speaks about credentials as being airport-focused only. We are just as much airport professionals as we are security professionals. We received a question regarding our experience in the aviation security. While we are known to Brown County, particularly BCAT, as we're providing services at the airport currently, we highlighted some examples in Orange where we do have work and the scope of services are very similar. We particularly wanted to call out Washington Airports on both Reagan and Dulles Airport, which we started in April 2025. Very large contracts. We started those on the same day, same time, and this is the first time in 20 years that the Washington Airports Authority has provided the contract for both airports to one provider. We have very similar services in San Diego Airport, which we've been serving since 2020. And more recently, we started a contract in Portland, Maine Airport, which is very similar in scope of work. We were asked this question about contract renewals. As I mentioned, we have an extremely high retention rate, and we've cited some examples here. Newark, we've had four one-year contract extensions. In San Diego, we've had three one-year contract extensions. JFK, multiple extensions and renewals. As it relates to the question of experience, it's important to note that we have specific experience at Portland, Lauderdale Airport, where we continue to provide security services. Services include perimeter gate operations, global security services at the construction sites. Similarly, staffing, access control points, traffic managing, patrolling land site and air site areas. One of the biggest challenges that an organization faces when spending money on security is the ability to obtain what the return on investment is. One way to measure that is to determine the effectiveness of security measures. So we wanted to cite one example. Between global security offices and our CVE partners, we have detected almost 400 prohibited items and intercepted them before they could be introduced to the secure area of the airport. In response to the question about our staffing plan, we wanted to briefly talk to you about the structure that we had proposed. We believe in a fully dedicated team on the ground to manage and implement services. We don't run a branch office concept. This office is purely focused on running the airports. The boxes in light blue show what was specified in the RFP, and the dark blue boxes show the additional on-ground resources that we have dedicated to the two airports, which is included in our pricing. The grey boxes are all the additional support resources that we bring to bear to support the on-ground team. What's important to note is that the names that you see on that organization chat are the actual managers who are currently running the contract at Fort Lauderdale Airport. Our proposed project manager, Josie, is our current manager. We propose her to continue as our proposed project manager. She has 11 years of experience and a lot of institutional knowledge. We don't like to put fancy bios into our proposals of people that are actually not going to be assigned. These are the actual people. We submitted a very detailed staffing plan in our proposal which shows our manpower coverage. The billable section you see on top refers to what was specified in the RFP. The non-billable section references the additional resources that we believe are necessary to ensure that services are delivered in a qualitative and responsible way. We've included two dedicated recruiters. What differentiates us in our offering is that we believe that 24-7 on-site management is absolutely crucial. Security incidents don't happen Monday to Friday 9 to 5. They typically happen outside of working hours. So the on-site management at all times is crucial. We've structured the staffing plan to ensure that there is administrative and training support behind it. There was a question about our ability to increase staffing if needed. We do have the ability to provide search support from various assets as you'll see on the screen. Important to know that as a company our largest employee base is in Florida and we serve more airports in Florida than in any other state. We can claim all day long that we have the ability to provide search support. But what's important is that we have actually demonstrated this over the past three years. As you will see from some of the knowledge you see on the screen, the demand for additional support has grown considerably since 2023. And we've always delivered on this without impacting our core services. We have actually placed auxiliary offices on their state of readiness right now given the current threat climate. Regarding the question about handling incidents, it's important to know that we follow the required plans that are in existence at the airport. That's the airport security plan and also the airport's emergency plan. Post orders are structured in a way to handle incidents. We work with the NIMS system, which is a nationally recognized system. And also we had a presence at Fort Lauderdale Airport during the active shooter incidents in 2017. So we do have experience on the ground. But what's important about us is that when we talk about incidents and responses, we don't wait for incidents to happen. We prepare in advance. We've highlighted an example here where we took the initiative to reach out to the Browell County Rescue Firefighting Division of the BSO and initiated training for our people in preparation for future incidents. What we also wanted to demonstrate to you is that we do not just offer empty promises. We provided some examples, which you'll see in the materials, of the recognition that we've received from BCAT for the great work that we've done. And really, in summary, Global is vested in Fort Lauderdale and North Parry community. We attend stakeholder meetings. We take part in airport initiatives such as Fort Walks, airport emergency drills, as we did last night. And every day we challenge ourselves to find new ways to better serve Browell County. We have no other fixed contracts in Browell County. All our focus in the entire county is on the aviation division and the airports. And with that, I'd like to hand over to my colleague, Doug, who's going to talk through some additional information. Thank you, Vic. Good afternoon, everyone. I'm Doug O'Mara from Senior Vice President of Training Compliance. Global prides ourselves on our core training by internal certified instructors currently in Fort Lauderdale. We have eight company instructors and field training officers. They're supported by our Florida-based regional training manager and overseen by very experienced national training directors. I do want to note, we do integrate external training resources at times, but only under the approval of Broward County. As you see from the slide, we have a number of training key functional areas which cover the full spectrum from initial training all the way up through OJT, hands-on practical training and evaluation, and then, of course, leadership development and continuous improvement. It's important to note that it's non-billable training to Broward County. Our current training program that we have in place is already approved by BCAAD, and that includes direct training of the CBE personnel. I won't read this whole slide, but as you can see, it's a sample curriculum. We have a large, very well-equipped training program. And as the inquiry came in, I just want to note that our program does, of course, cover incident report writing, observations, communication, de-escalation, and, of course, use of force. From an additional training standpoint and continuous improvement, we have various ways that we attack this. But one of the most effective methodologies is through further development of our supervisors and management supervisory teams. We do this through a lot of compliance and capacity-building workshops, utilizing our internal and external subject matter experts. And we really view this as a proactive training approach, which best prepares our security managers and supervisors to then relay that information onto our frontline security officers. Shifting gears a bit to technology and data, a couple areas I want to just highlight is safety culture, which is a key tool for gathering quality inspections. Competency testing. Competency testing. And we get a lot of extensive data that feeds our quality management program. And then TRACTIC. From a quality standpoint, quality assurance, we have a very robust program. We do local daily inspections, internal covert testing utilizing real-world training aids and test pieces. We get a lot of external testing through Broward County and the TSA. And then a comprehensive audit program utilizing internal auditors and external independent quality auditors at no additional cost to Broward County. Operationally for management oversight, we have on-site 24-7 management coverage. We utilize a Rostomo workforce management system for scheduling and operational efficiencies. Currently, we conduct CCTV reviews at Fort Loyola right now to ensure performance and compliance standards. From operational reporting, we utilize our Vision TRACTIC system, which provides real-time data, which allows client access to the web-based portal. It gives our management 24-7 oversight of our personnel as well as our CVEs and ensure a solid handover for our supervisors from shift to shift. And right now, I'm going to pass it over to Katie just to touch upon some HR policies. And just quickly, we did provide a list of the equipment that was one of the questions, so we just wanted to point that out. Okay, so Global enters this expansion with a strong staffing advantage already in place. Based on the current staffing levels, our Flex Officer model, and three established CVE partnerships, 46% of the required staffing is in place on day one. Our CVE partners already support this contract, so we can enable a seamless transition with them. With immediate incumbent outreach, we can scale quickly. Within the first several weeks post-award, we project reaching 74% staffing using incumbents and existing workforce resources. This reduces external recruiting needs to just 24% to 30% of the total headcount. As Vic mentioned before, Florida has the largest employee base of all the states that we currently operate in. And just to answer the question about the Drug and Alcohol Screening Program, although armed security is not specified in this contract, we do maintain a rigorous program that's compliant with federal standards that ensures workforce reliability and operational safety. So this starting position allows us to accelerate mobilization, maintain operational continuity, and reduce transition risk. Since inception, Global has specialized exclusively in aviation security, and we hire accordingly. At Fort Lauderdale, we maintain two dedicated AVSEC recruiters that are embedded in local operations. They're operationally integrated, not just isolated HR staff. Global has already proven its ability to mobilize successfully at Fort Lauderdale. When we were awarded Group 2, there was no incumbent workforce available as the other provider retained all of their staff. So we staffed entirely through external hiring at that time. Despite that challenge, we fully mobilized in compliance with all requirements. This demonstrates our ability to transition incumbents when available, but also build a workforce from the ground up when necessary. For this expansion, we would leverage both of those approaches. We have a stable and growing local workforce supported by strong leadership and career pathways. Since mobilization, we've increased our retention by 74%. Our focus on retention, advancement, and engagement produces a workforce that is experienced, committed, and locally invested. Workforce stability isn't just an HR metric. It's risk mitigation, cost control, and operational continuity. All contract qualifications serve as baseline screening criteria, but our AVSEC recruiters go further assessing aviation security professionalism, operational readiness, a service mindset. We prioritize the soft skills required in high visibility, safety, critical airport environments. And with our world-class training programs, we can teach the technical skills, but professionalism and mindset must be present on day one. To answer your question about our HR structure, our Fort Lauderdale-based recruiting and leadership team ensures daily workforce engagement. Our corporate support ensures policy alignment, employee relations expertise, and compliance. And we also work closely with our cross-functional departments like regulatory compliance, quality assurance, and training. And to answer your question about how we process payroll, we believe accurate, timely payroll is essential to workforce trust and operational continuity in this critical infrastructure environment. Our payroll processes ensure employees are paid correctly, on time, and in full compliance with contract and labor requirements. All of our payroll records are submitted to Fort Lauderdale Operations with our monthly invoices, as well as provided with our biannual audit. Global has never received a payroll audit finding, which reflects 100% audit compliance and strong contract integrity. And with that, I'll pass it back to Ben. Great. Thank you, Katie. Just in closing, in the limited time that we have, again, to reiterate that Global is fully invested in Fort Lauderdale Airport for 11 years. It is our highest priority. You have a commitment and ownership of all levels of the organization, myself included, and the BCAT team members will affirm to you that I spend a lot of time on site because it is that critical. It is a low-risk transition for us because for us, it's a matter of scaling up. We have a proven track record with Brown County and numerous other airports. Very important is that we are agile. We can adjust our pricing accordingly. On the matter of pricing, I know that there were a number of disparities, which was made known to the purchasing department. We know, for example, that one of the bid is submitted pricing based on wages from 2025. Our assurance is that all our pricing is based on wages from January 2027. Thank you for your presentation. Your time is up. Thank you. Do we have any questions from the EC committee? I guess I'll start off with a few questions. You talked about vision tracks. How does it load up information and what type of formats can you load into technology? So vision and track tech, you have the ability to create customized forms that are something we can collaborate with your team on so that you can see the data points that are important and relevant to you. And we're actually overhauling the dashboard settings so that you get a more customized look and feel whenever you're trying to approach information that's specific to you, not an out of the box solution. Based on location, guard post service type, whichever metric you want to adjust and create the current template templates have been overhauled and the integration and implementation of the new dashboards are something that are in progress, but will be fully live by the contract start. Thank you. Next question. Next question. You mentioned a few other airports. What are the typical services that one of your other airports you listed Reagan? Let's use Reagan as an example. With regards to Reagan. So Washington Reagan has a combination of aviation worker inspection screenings. So that's employee screening services. Also run the vehicle checkpoint services there. And then we have concourse and the centralized terminal roving patrols as well as exit lane security so that they can touch on every asset or every facet of the airport security program. In Reagan, we have the airport concession air screening, which utilizes x-ray equipment in order to screen the goods that are entering in through the loading docks, validating the vendors and the goods are what they need to be before they enter those secured areas. Thank you. That actually introduction to another question. You mentioned AWS. What do you perform? What actual services do you perform with AWS? And specifically, what equipment are you using in regards to AWS? So we have hybrid models based upon the different airports and facilities that we're working at. There's a combination of physical body pat-downs where necessary. We have handheld metal detectors for highly mobile operations. We utilize walk-through metal detectors in various airports around the country. And then we also have explosive trace detection equipment that are in use at various locations as well. So it's important to note with the Aviation Worker Inspection Program or AWS, you can set up fixed or mobile locations. We're comfortable with both setups. Our staff are familiar with receiving randomized options as well as fixed minimum criteria as well as target criteria for what the goals are within that airport for their program to comply with TSA standards. We're extremely collaborative work with them to make sure they're getting everything they need to aim for. If I could just make a quick comment. So basically, we're set up to do both types of screening. It's the airport worker screening. That's similar to the national amendment for like the Atlas team work that the TSA does. And then also set up for full employee screening where we're doing 100% employee screening at airports such as MSP with x-ray equipment and a full TSA-style type checkpoint for full employee screening. So we have tons of experience operating in both types of capacity for employee screening. Okay, one final question in regards to that. What type of AWS screening or correction, not screening, badging, credentialing experience do you bring? So our staff perform both visual reconciliation against the badges, including stop lists, do not pass lists. But they've also utilized technology where the technology is integrated with our client's badging and credentialing system or in some cases a terminal specific system so that it can capture information from the site badge, validate that that badge is in fact working or they're not on any of the stop lists. So we can do both. We have the physical inspection as well as the use of electronic media to validate it. And all of that is in excess of the hardwired, you know, key access control systems that are in place at the airports. Thank you. Wanda del Toro, in your presentation you mentioned you have a robust testing program for prohibited items. Can you share the results of that from like a global perspective? How much is a pass rate, fail rate? Yeah, I mean, right now, as far as internal testing, it's approximately about 98% compliance of testing across the board for Q4 of 2025. What is your supervisor to offer officer ratio? One to eight. One to eight. Based on current staffing. How many of that, do you have the breakdown of part timers to full time personnel? We actually proposed all full time staff. The exception to that would be our flex staffing model. So that would be, you know, in excess as needed based on the volume of additional services. The flex officers are considered part time from a classification standpoint because they're on call. So their hours are going to fluctuate. Last question. Your PTO, your benefits program involving PTO, is it use or lose PTO? And if it's lose PTO, how do you manage peak vacation time off requests, especially during the holidays? So our PTO policy is based on the CBA requirements, which does require separation payout upon leaving as well as payout of any unused time when they reach their anniversary. So that's, that's in the current CBA. It goes into effect April 1st of this year. And as far as how PTO requests are handled, our local managers handle all time off requests and may have established a threshold of how many individuals can be off at any given time. And they use a first come first serve model. So the requests that are received first are approved. And once that threshold is met and no further requests for time off can be approved, then, you know, we work with the employees to request flexibility and make sure that we do have the required number of staff on hand at all times. And if I could just jump in there, you also mentioned holiday. So we recognize that there's more call outs during the holiday period. So we usually sort of beef up the staffing and put flex officers on call to be able to fill any call out additional call outs during the holiday period. Thank you. I think the fact that we are paying out unused time really does kind of, it helps with that challenge of, you know, people feel that they're going to lose their PTO, then they're going to be more, you know, less flexible on when they're using it. So the ability to pay it out definitely has a positive impact on that. Question for you regarding your strategic hiring. You state that you have an established and scalable workforce. What is your strategy for recruitment when natural attrition happens? So we maintain a regular ongoing pipeline of qualified candidates in the pool of people that we're onboarding on a regular basis. So we always have a 20% above the staffing levels ready, fully screened by our recruiting team in front of the hiring managers in process. We do some, we utilize that flex workforce to kind of build a pipeline into those full time positions. So that allows us to have people ready, badged, licensed and trained so that wherever there is any sort of turnover or turn in the operation, we're ready to put, you know, full time people into those spots that have already worked portions of the contract from an additional services standpoint. Thank you. Certainly. A question with the surge staffing. What times are associated with those, those numbers, you know, whether it's hours, days associated with when that would be provided? I mean, our surge staffing is always available. There's no specific timeframe. We, when we hire our surge staffing, we hire surge staffing based on availability and we hire for all hours of the day, right? So we have a group of surge staffing available from, I'm just giving random times from eight to four. And then we have another set available from four to 12. And then we have another set available overnight. And so that gives us the opportunity to be able to take the surge staffing. Um, and if there's an incident or a gate malfunction or a vehicle drives into a gate, whatever the case may be with the, with the on-call staffing, we can pick up the phone. We can, they're readily available. We can call them in if needed. And, you know, part of that is having the management resources on 24 seven to be able to make those calls and do it and get the individuals in when needed. I think it's a good time to bring Robin on talking about some of the incidents and how that's worked out in the past. We'll see if there's any questions. Okay. Thank you. Do we have any other questions? All right. We want to thank you. May I have a, may I have a quick moment? I'm very sorry to, to jump in and address it. My name's Ron Furman. I'm a director at Global for three years. I think I have a unique perspective. I'm a Broward County resident, live in Oakland Park. And I've been here for three years, but I retired from the Broward Sheriff's office where I was the assistant chief at the airport from 2014 to 2019. I was there when we put in the new runway. I was there for the FedEx crash, dynamic air crash shooting. I did the after action reports on all those. And I delivered those to law enforcement agencies across the country that had a lesson learned. When I retired, I came here. The reason I came here was because when we had that shooting, I got a call from the CEO of this company asking if we were okay and how the airport people were. Were they okay? Because they had a contract in 2015 with the airport for doing security on Emirates, but they were thinking about us. Airports are completely different. This meeting started off today with a statement from the county saying that you're there to choose a vendor in the best interest of the county. I'm telling you this is the best interest. All right. So we want to thank you for your presentation. And so we will now move forward. This concludes the vendor presentations. We do. Does any see members want to take a break before we start the next section for scoring? This concludes the presentation. So if we want to take a break, we'll notify the public of when we want to come back. Yes. Yes. Thank you. Thank you. Thank you. Thank you. Okay. Okay. So we won't take a break. All right, then. So purchasing, could you, we're not going to take a break. Could we please invite all the vendors, members of the public back to the open portion of the meeting? We're not in recess. Wait, you can send us questions. We see everybody's coming back in. Are we good? Mm-hmm. Yes, we are. No. No, we're going to keep it rocking and rolling. All right. So the next order of business, we'll give everybody the opportunity to get back in. You see them? We can move that from the screen. Yeah, I'm going to keep moving. So the next order of business is the scoring of the vendors. Have you distributed them all? Okay. The score sheets that have been distributed to the evaluation committee members. The score sheets include the assigned points for location, which are applied only on the specific criteria stated in the solicitation. The score sheets also have points for price, which were calculated based on the formula identified in the solicitation. When all evaluation committee members have completed and submitted their score sheets, I will recess the meeting to provide time to tabulate the results. Committee members, are there any questions? No, she's going to send you an email. Yes, check your emails and you should see a new score sheet. New score sheet, seen score sheets that you can fill in and then send it back for the instructions in the email. Did you refresh your screen here? Yeah, because it's slow. Emails will be slow transmitted. Yes, sometimes it's slow. Yeah, she got it. Sorry? The evaluation criteria, you need a copy of the evaluation criteria? What the actual question is? Yes. Do you have copies of that? Give it to all of them. So, everybody received their score sheet. So, committee members may begin scoring. Purchasing will notify me when they have reviewed all score sheets and are ready to tabulate. Okay. All scoring sheets have been received. We will now take a recess to tabulate the results. The time is now 1.59. We are at recess. The time is now 2.17 p.m. I would like to reconvene the meeting. Before the results are announced, I would like to thank all the vendors for your participation in this solicitation process. We appreciate your time and interest in working with Broward County. Purchasing, please announce the scores and ranking. Good afternoon, everyone. Covenant Aviation Security, LLC, 409.13. Global Security Consulting Group, Inc., 418.98. Intercon Security Systems, Inc., 445.00. And Universal Protection Service, LLC, DBA Allied Universal Security, 445.97. The number one ranked firm is Universal Protection Service, LLC, DBA Allied Universal Security. The number two ranked firm is Intercon Security Systems, Inc. The number three ranked firm is Global Security Consulting Group, Inc. And the number four ranked firm is Covenant Aviation Security, LLC. Thank you. The next order of business is the acceptance of the scoring and ranking. May I have a motion to accept the evaluations committee's results and recommendation of ranking for approval? Motion to accept the rankings. May I have a second? All those in favor say aye. Aye. Opposed? Motion carries unanimously. Excuse me. Ms. Farrell, if you can announce who made each motion. Thank you. Yes. The motion was made by Wanda Del Toro and second by Richard, by, I'm sorry, by Freddie Lugo. Into the room. The evaluation committee recommendation will be posted on the Purchasing Division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the director of purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided that no county commissioner objects within five business days after receiving notice from the Purchasing Division of the final ranking. Once the ranking is deemed final, the county shall commence contract negotiations with the number one ranked vendor. As a reminder, all information reviewed by the evaluation committee is posted on the Purchasing Division's website repository, including the closed portion of this meeting. Committee members, is there any other business that needs to be discussed today? Again, I would like to thank all the vendors that responded and their presentations today. Thank you also to the evaluation committee for their participation. And just as a reminder, until this contract is finally awarded or another decision is made, we are still up under the cone of silence. The final evaluation committee is now adjourned. The committee meeting is now adjourned. The time is now 2.21 p.m. Thank you all for your time and participation. Thank you all for your time and participation.