Final Evaluation Committee Meeting: RFP No. GEN2129760P1, Shuttle Bus and Other Transportation Services for Fort Lauderdale-Hollywood International Airport - Sep 30, 2026

Good morning, everyone. I am Dania Cohen-Ebanks, Purchasing Manager and the Meeting Facilitator. I would like to call to order the final evaluation committee meeting for a request for proposals, RFP number GEN-212-9760-P1 for shuttle bus and other transportation services for the Fort Lauderdale-Hollywood International Airport, the Operations Division. The time is 9.08 a.m. on September 30, 2026. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in room GC430 of the Governmental Center building located in Fort Lauderdale, Florida, or virtually through Teams. Attendees, please mute your microphones on your devices to limit any background noise. This is a public meeting and is being recorded by Burrard County. The video recording will act as the official recording of the meeting. The recording will be available on the Purchasing Divisions 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 shortlisted vendors. At the initial evaluation committee meeting held on September 18, 2026, the evaluation committee determined seven of the eight vendors to be both responsive and responsible and shortlisted six of those vendors. The following vendors advanced to today's final and final evaluation and ranking. ABM Aviation Inc., Academy Bus LLC, Keolis Transit Services LLC, LAZ Florida Parking LLC, RTW Management, and SB Plus FLL Shuttle Services Joint Venture. Meeting attendees, meeting attendance will be recorded in the following ways. The Purchasing Division will record the attendance of county staff physically here in room 430. All virtual attendees, including county staff, please click the link or scan the QR code that is currently listed in the team's chat to complete the sign-in sheet. For attendees that cannot access the link or QR code, email the purchasing agent, Michael Mullen at M-M-U-L-L-E-N at Broward.org with the subject, meeting attendance, and indicate your name, your title, and the company you represent in the email body. We have a quorum present with the following evaluation committee members. Committee members, please say present after your names are called. Michael Nonamaker, Deputy Director, Aviation Department. Present. Thank you. Kristen Roos, Enterprise Assistant Director, Finance Division, Aviation Department. Present. Thank you. Stacey Hilton, Enterprise Assistant Director, Facilities Management Division, Aviation Department. Present. Thank you. It is the evaluation committee's responsibility to review the vendor's submittal to ensure the solicitation requirements are met 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 corner silence has been in effect since the solicitation's advertisement. Vendors are prohibited from discussing the solicitation with the commissioner's office, county staff, or a member of the evaluation committee. The corner silence terminates when the awarding authority takes action which ends the solicitation. During the corner silence, inquiries regarding this solicitation should be directed to the project manager or the director of purchasing and or his designee. Also, vendors may communicate with the designated representative from the Office of Economic and Small Business Development at any time regarding the solicitations, small business enterprise or county business enterprise participation. The summary of vendor rights regarding the Barrie County competitive solicitation was issued in the solicitation. The initial evaluation committee meeting minutes have been distributed to the evaluation committee members. Committee members, is there any discussion regarding the minutes you've received? Hearing none, may I have a motion to approve the minutes from the initial evaluation committee meeting? State your name, then the motion. This is Mike Nonamaker. I move to approve the minutes from the initial evaluation held on September 8th. Thank you. May I have a second? Kirsten Ruse, second. Thank you. All in favor say aye. Aye. Any opposed? Motion passes unanimously. As stated previously at the initial evaluation committee meeting, the solicitation required vendors to state whether they accept Barrie County standard terms and condition or if they do not accept them to identify the agreement provision and the vendors proposed changes. The county provided vendors an opportunity to waive their exceptions prior to the final evaluation committee meeting. LAS Florida Parking LLC waived five out of the eight exceptions that they took. SP Plus Shuttle Services Joint Venture did not respond to this opportunity and therefore maintained its exceptions to the county standard terms and condition. The specific exceptions taken by the vendors are outlined in the exceptions memorandum that was submitted to the evaluation committee members for their review. The county attorney's office is available for any questions by the evaluation committee concerning these exceptions. Are there any questions? Questions? Yeah, I have a quick question. So, you know, we got this memo this morning and it says for the exceptions that LAS has taken, three, you know, three of them are non-negotiable. Does LAS know that? Yes, I believe they do. They do. County attorney's office representative? Hey, good morning. This is Javier Novice assistant, county attorney. I've spoken with the both B-CAD attorneys, B-CAD attorneys, this is real far down. Kaylee Rush on this. I believe that that LAS Parking has been told about that, but I wouldn't be able to definitively. You're breaking up. Javier, is any of the B-CAD attorneys on the line? Give me a moment. I'm asking again. Javier, you were breaking up. I don't know if any of your colleagues is on the line from B-CAD. Yeah, no, I don't believe that they're online. I've spoken to both of them. I can't attest whether they, that LAS Parking knows for certain, but I believe so. Okay. I think it's important then when we get to LAS that we ask them if they know about these since they're non-negotiable. Agreed. Are there any other questions? Hearing none. The next order of business are for the vendors' presentations in accordance with section 286.0113 of the Florida Statues. Presentation and question and answers are closed to the public. Only committee members, county staff, the presenting vendor, 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 session. Each presentation will be followed by an unlimited question and answer period. The presenter will have up to five minutes for setup. The timekeeper will be the purchasing agent, Michael Mullen. As the meeting progresses, the purchasing agent will provide email updates to vendors ensuring that each upcoming presenter is informed of when to rejoin the meeting. Once all presentations and question and answer 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 of when to return to the public portion of this meeting. Vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to this meeting. The presentations received have been distributed to the evaluation committee members. Please note that the statements made during the presentation may or may not be accurate. If any vendor references or critiques another vendor, the evaluation committee must carefully review and verify the information against each vendor's submitted material and rely on their independent judgment when making determinations. The presentation length and order was identified during the initial evaluation committee meeting. Each vendor's presentation is limited to 20 minutes and the vendors will be presented in the following order. First presenter, ABM Aviation Inc. Second presenter, Academic Bus LLC. Third presenter, RTW Management. Fourth presenter, Keolis Transit Services LLC. Fifth presenter, LAS Florida Parking LLC. And the sixth presenter, SP Plus FLL Shuttle Services Joint Venture. At this time, we'll move into the closed portion of this meeting. At this time we will move into the closed portion of this meeting. The first vendor, ABM Aviation Inc. Please remain in the meeting. All of the vendors, all of the presenting vendors, their accompanying teams, and members of the public are requested to leave the virtual meeting room at this time. As a reminder, please continue to monitor your emails for when to rejoin the public portion of this meeting. Thank you. Good morning again, ABM Aviation Inc. Good morning, Ms. Lescott. How are you? Good morning. Good morning. ABM, attendees can be viewed in the team's participant panel. Momentarily displayed on the screen will be a list of county staff. Thank you. Please review the list and the team's panel to ensure that only your team members and the county staff are in attendance at this time. While you're reviewing the list and the participant panel, please advise which member of your team should be designated as the presenter to share your presentation. Ms. Lescott, who is Kirk Thompson? That is a county employee. Okay. It looks like we are all here. I need to be able to share the deck, and it looks like I'm not able to in the portal right now. Are you able to give me access? Yes. That's what I just asked. Who on your team will be sharing? Me, Wally Bice. Thank you, Wally. Yes, ma'am. Wally, you should be able to share now. Your team will have five minutes to set up. Let me know when you're ready. Team, are we ready? Yes. I believe we are, yes. I think we're ready. All right. We will begin. I'll start your timer. Hold on one second. Purchasing agent, please start the 20-minute timer for ABM Aviation Inc.'s presentation. You may begin. All right. Thank you. I'm going to kick it off. Wally, good morning. I'm Sean Bromfield. First of all, thank you for having us today. I'm actually the president of ABM Aviation. I have the privilege of leading this team. We've assembled our leadership team. All of our stakeholders are on the call today, and we look forward to presenting to you. We recognize that it is an honor to be here, and we don't take this opportunity lightly. And with that, I'm going to turn it over to our Vice President, Larry DeLuca, to introduce our team. Thank you, Larry. Great. Thank you, Sean. And thank you. We truly appreciate this opportunity. I'd like to introduce our team that are present, along with several that are not, but will be a supporting cast, certainly during a transition period and ongoing. My name is Larry DeLuca. I'm the Vice President for Parking and Transportation. With us today, we have Andre Cook, which is our proposed general manager. Remo Weber, our fleet manager. Chris Doney, which is our Vice President of Sales. Wally Bice, our regional account manager. Dana Hastie, Senior Director for ABM Vantage Technology Platform, along with Dan Mendel for ABM Vantage Technology. Those featured that are not with us today, but will be supporting this opportunity. Stephanie Glashagel, our Vice President, Human Resource Talent Acquisition. John Alford, Vice President, Center of Excellence, Customer Experience. Along with John Freeman and Zach Sprengler, which are our Directors of Environmental Health and Safety for Aviation. Thank you. Next slide, Wally. Chris? All right. Well, good morning, everyone, and thank you for the opportunity to be speaking with you today. So, at the heart of our approach is a simple but powerful combination. Enterprise strength, specialized transportation expertise, and a genuine commitment to partnership. So, ABM brings a scale of an enterprise with more than $8 billion in annual revenue. We have approximately 100,000 team members today and more than 20,000 clients with a history dating back to 1909. So, that scale and longevity give our local transportation teams access to financial resources, technology, experience, training, and operational support from across the organization. So, for Broward County, that means access to the strength and resources of the entire ABM enterprise delivered by transportation subject matter experts who understand your unique demands. We're not simply looking to be a service provider by any means. We want to be a committed partner aligned with your goals and accountable for delivering the safe and dependable experience your customers not only or passengers not only expect but also deserve. So, our focus is on the outcomes that matter to you. Wally, could you please go to the next slide? Thank you, sir. So, our philosophy is straightforward. It's centered around one outcome, really. It's one team truly elevating the guest experience. We accomplish that through five principles, as you can see on this slide. One strategy, an experience-focused culture, consistent operating practices, and an ownership mentality, continuous training and development. So, these are not simply corporate principles. They guide how our transportation teams make decisions and serve passengers every single day. They create consistency while giving the local team the ability to act quickly and truly, truly solve problems. Thank you very much. Wally, over to you, sir. Elevating the passenger journey. This slide illustrates the various services we offer an airport. From parking, shuttle, and valet management with ABM Vantage Technology to microgrids and EV charging stations to janitorial, building, maintenance, and engineering, ABM brings the people, expertise, and innovative thinking to meet your challenges. Always planning ahead for the possibilities of your facilities in the future. ABM sets the standard for these services. As the slide depicts, we have your passengers covered from the car seat to the plane seat. We know Broward County. This slide provides a snapshot of the various corporations, companies, and entities that ABM provides or has provided services to in Broward County. As noted, we provide the janitorial services for the Broward Center for the Performing Arts, and also in the past, we've provided wheelchair-assist services for JetBlue at Fort Lauderdale Hollywood International Airport. Larry? Thanks, Wally. Operational expertise. You know, ABM Aviation has a robust depth of transportation experience, not only in the U.S., but abroad. Right here, we're featuring three of the large airports that were actually in our proposal as references, and we hope that you had an opportunity to contact them. MCO, Orlando Shuttle Operation. We provide a 24-7 management oversight of both the public and employee and airside transportation. Oversee dispatching, fleet management, and day-to-day operations. We manage and transport supporting passengers, employee and stakeholders. Actually, on this particular opportunity, ABM, because of our financial strength, our requirement was to purchase 61 Gillig diesel buses, which we did and had them in service right on time for the start of the contract in May. We also manage 10 co-bus vehicles on the airside for their hard stand operation for passengers. Port Authority New York Shuttle Operation. Again, we provide the shuttle opportunity for LGA and JFK, manage the routes and networks connecting terminals, coordinate daily operations with the Port Authority and stakeholders. We oversee the fleet operation, fleet maintenance, dispatch, routing, and operation performance, support passengers, along with running approximately 63 mixed fleet of 40-foot, 35-foot hybrid and EV buses. Along with that, we have LAX shuttle operation, again, providing 24-7 operations, oversee the dispatch and fleet management, manage employee parking operations, including permit administration, account management, and facility oversight. Administer fleet maintenance programs, administer fleet maintenance, inspectors of repairs, and regulatory compliance. We coordinate with all stakeholders as every operation. And, in fact, we deployed and integrated 11 custom-designed BYD electric buses for this opportunity, along with supporting Allawa in the planning and development of 24 additional EV buses. Well, I think the next one is me. I'll stay. I'll stay. Transition strategy. So our transition strategy, you know, it's a three-step method. Transition plan. Transition plan. We'll use the transition plan that we provided in our proposal as a roadmap to success. Management expertise. I have directed and overseen probably over 30 in my 25-year tenure with ABM airport transitions. The key to this is not only having a good support cast, as we feature below, but also communication. Communication not only with our own team members on a regular basis during and leading up to the transition, but with you, the airport. Letting you know every step of the way what we're doing, where we're at, where we're at with hiring, where we're at with any supplies, material, and other items that need to be coming into that operation. And then operational expertise, finalized shift rosters, initiate training, mobilization of equipment, and onboarding key staff. I think we're going to Andre. Andre? Yes, sir. Thank you, Larry. Good morning to everyone. So my name is Andre Cook. I've been with ABM for just under four years now as a general manager. But just a little about me, I started my career 31 years ago in transportation as a bus operator, bus driver in Baltimore, Maryland. Stayed there in that position until about 2002 when I went into the management sector of the business. And that's where I've spent the last 24 years in state government and in private agency. Of course, also in the airport industry as both a client and a service provider in union and non-union environments. A little more, I have experience in different modes of transportation such as paratransit, shuttle buses, charter buses, tours, and fixed route, as well as here in the airport industry. And the vehicles that I have all that have been a part of my career, of course, have been diesel buses, CNG buses, 60-foot articulated buses, the shuttle buses that we currently use at Tampa, electric buses, as well as co-buses. But my career will have a lot of experience with different types of transportation as well as vehicles. And, of course, as a manager with managing people and the contracts that we are currently a part of and talking about today with Fort Lauderdale. So I'm looking forward to the opportunity to work with Fort Lauderdale and any questions that you may ask. Back to you one. Remo. Good morning. My name is Remo Weber. In the fleet airport shuttle bus fleet support since 1998 with the ABM team on the LAX program to make this all work since 2023. And the key behind it is when vehicles are new, it's a little bit easier to deal with. When vehicles getting aged and into the mileage, it's key to keep them up and running and safe for the customer. So we are approaching all those repairs and maintenance, same as we experienced in aviation. So everything gets, every part on a vehicle gets a calendar date, a time in service or a mileage used. And we use exactly that system to replace parts before the breakdown to keep even a fleet that has already miles on it or is aged in tip top safe and clean condition. And especially sometimes there is changes or some companies have hardship like the Eldorado product went to some hardship and it was for a long time or for some while difficult to get some parts. We established that part source and parts that had issues, we actually used the engineering and engineering connections to make sure that we have adequate parts or even better parts to keep the fleet going. So we are very, very confident that that fleet will have the greatest stop time even possible with our experience in the fleet department and fleet management. Larry? Thank you. Thank you. So I wanted to tell a little bit about the Avian Vantage shuttle platform. It's our comprehensive platform that drives real time transparency, operational awareness and the passenger experience. We take all of your existing platforms or we can add new ones to augment your shuttle operation. So we look at fleet maintenance, fleet inspection, driver behavior technology, GPS and passenger counting. We use real time analytics and historical data to help operational awareness and find cost savings as well as efficiencies. And we allow our airport customers and our airline customers to have access to the portal to review the data and look at it themselves. Using the Avian Vantage shuttle platform, we can measure and prove our service promise to our clients. We can manage gaps, make them visible and actionable, and we can improve the guest experience by connecting operations to your riders and your passengers. And now I'm going to pass it over to Dan so he can talk through the platform. Thank you, Dana. In addition to everything Dana has said, this is really an ability for us to meet the customer where they're at. So every location we've gone to, we have developed new functionality to meet the needs of the operation on the ground. Some examples of that are at Orlando. We were focusing on a headway based interval. Another location we went to required schedule based interval. And so those are new features that we built out in addition to some of the ones below. So the Avian Vantage platform is the baseline that normalizes all the data coming in from all of the existing systems and pushing out to other systems. One of the major advantages that we have is to be able to take advantage of existing technology that's already been deployed, whether that is technology on the bus, whether that is technology on the curb. What we are really trying to do is improve the operational excellence of us, the operator, with real time visibility into the system, as well as passing all that information. Not excuse me, not all that information, just the right information to the passengers, which we'll see in the next few slides. But here are some of the modules that we have available today. The dispatch module, which allows for the dispatchers to have real time views of what the fleet is doing in the in the moment. And it goes well beyond the live map. We have information about the names locations that these these vehicles are, how long they've been on assignments and how long they've even been on driver brakes. The rider module is focused towards your passengers. This gives them the information about not only when ETAs are going to be, excuse me, when vehicles are going to be arriving at their location, but also the ETA for when they're going to get to their destination. Compared to a lot of the other other solutions on the market, we really stripped back all the extra noise and really focus on only giving the passengers the information they need, which we'll see on the next slide. Headway. We spoke briefly about that. That is to keep track of the performance of the buses. Headcount is automatic passenger counting. So understanding the boarding and the lighting at each stop and those passenger behaviors over time. Wally, next slide, please. If you if the reviewers would like to pull out their phones and scan the QR code in the bottom right hand corner, you can kind of follow along and see this in real time. What we have here is you can kind of see in the screenshot on the left hand side we have when the vehicles are going to get to you and the right hand side when the when you're going to get to the destination. So reducing that the customer stress and worry at the beginning of their journey by giving them the confidence that they're going to be able to get to to their their destination on time. Additionally, this does not require any app download. I don't know about you guys, but the last thing I want to do is download another app. And so through a QR code or through a link or through embedded in whatever existing systems you have, we can present this to the passengers. Wally, next slide, please. What's better than having all the information in your pocket, not having to take your phone out of your pocket at all? We've partnered with an e-paper digital signage manufacturer to provide this information to the customers. So these devices are completely standalone and self enclosed. They have a warrantied three year battery life and an expected battery life of five plus years. So no trenching, no wires, no engaging engineering. This can be hung up anywhere and be removed and relocated just as quickly with the right tools. Vandal resistant and easy to replace external components in case the vandals try. But again, this is really helping improve the customer passenger experience by giving the information that they need, where they are, when they need it. And from here, I'll hand it to Larry. Thanks, Dan. So ABM differentials and why ABM? You know, introduction to world class technology, as Dan just described. Well, we're rolling this technology out in several airports, Nashville and MCO as two prime examples for the e-paper technology. ABM's financial strength, which is impeccable. As I mentioned earlier, we purchased 61 40 and 35 foot buses. And, you know, it was only because of ABM's financial strength that we're able to do that. So should you need something, if ABM is fortunate enough to be part of FOL, we're able to do that for you. You know, we welcome you at this opportunity and become your trusted advisor. And as we said earlier, being your partner, not just a vendor. ABM training program is the most robust training. We have ABM University. We have mandatory and non-mandatory training modules from customer service, shuttle service, and so on for all of our employees. And then experienced management team. You know, we have over 60 years of experience combined in transportation and services experiences just on this call alone. So, again, we're very happy and we are appreciative of Fort Lauderdale for affording us this opportunity. I'm going to pose it over to Sean if you want to have any closing remarks, Sean. Yeah, thank you so much. Look, we really appreciate the opportunity. We understand this is a massive decision for you. We would love to be your partner. What you get from us is 100% commitment to the partnership. You've seen and heard a little bit about our experience management team and the depth we have in leadership around transportation and shuttle. We leverage technology. It's tech-enabled solutions that ultimately drive operational efficiencies. And at the end of the day, provide upscaled, escalated guest experience, which is what it's all about for all of us. So, thank you for this opportunity to present and we look forward to working with you on that decision. And that concludes our presentation. Thank you so much for your presentation. Committee members, are there any questions? And project manager, any questions for ABM? State your name, then your questions. Good morning. This is Mike Nonamaker. Thank you guys for your presentation. I do have a number of questions for you all. And just so you know, I take my questions out of the original proposal that you all presented. And then I have a follow-up on the one that you just presented. So, I want to start off with your mechanics. I did see that you were proposing a number of mechanics. I just want to verify that what you're planning is all ASC mechanics on diesel, biodiesel, electric, co-bus, and your familiarity with the trams that we operate in the parking garage. If you could touch on that. Short answer from my end is yes, Mike. But Remo, would you like to elaborate on some of the experience we have with those types of vehicles? Yes. Good morning. Thank you so much. Yes. It's going back to 1998. All the experience goes back into airport shuttles. We not only have the trained technicians, we actually train our technicians. So, my background, I actually came from Switzerland. I was trained at an apprenticeship, the BMW dealership. That's how I started the game. Came to the United States in 1991 to manage a 750 motorhome for a Swiss company and established more training with the technicians. So, it's my pride to teach our technicians. So, we hire technicians wherever we can with experience. But, frankly, the best technicians we have, the most decorated, highly sought-after technicians is we trained ourselves. One of our lead trainer or helping me in the project is actually my daughter. She is 26. She grew up in Texas, did school. Thereafter, I sent her to Switzerland just to do an apprenticeship. I did not ask her to be a mechanic. She chose herself to be a diesel mechanic. She did four years with Mercedes in Switzerland. When ABM asked for us to help with the LAX airport, I signed up and said, okay, I can be your fleet manager at LAX and be hired and trained the staff over there. We went from 53% uptime on most of the fleet to today over 93%. And the technicians, we trained the technicians and the experience. LA is mostly CNG and electric, but we have great experience with gasoline, LPG and diesel vehicles as well. But the training is our key. We really cherish our employees and make sure they get the proper training, safety training as well as technical training. So, yes, we are very capable of keeping even aged vehicles on the road safe and clean for a very long time. Okay, thanks. The reason I ask is because on page 21 of your original submission, you identify that ABM will coordinate fleet maintenance with alignment with FLL requirements. So, just so you guys are aware, I ask the question because we are not bus mechanics. That's why we employ vendors who have bus mechanics. So, you know, as far as the requirements are concerned for maintenance, it's not the FLL requirements. It's what the vendor does to ensure that the vehicles are operating with high uptime and safety. So, I just wanted to make sure you knew that that is why I brought that out. And in there, I assume you touched briefly about pest control. I assume that pest control would be part of your maintenance program. We don't really. Yeah. So, whatever is required to keep pets or pests out of vehicles, I mean, it's in the cleaning. Okay. The only thing we had to deal with in the past is rodents and ants. But once we take on a fleet and they get cleaned to the way we cleaned it and maintained, we do not have rodent problems. Rodents do not go into vehicles when the engine compartment is clean, if the cabin is clean, if the passenger area is clean. We do not deal with rodent problems when vehicles are cleaned. So, we might get initial when we take on a fleet, but that goes away right away. And with the ongoing cleanness of the vehicles, that is not something that we're spending a lot of time, a lot of money on it. It's really keep the vehicles clean, engine compartment clean, cabin, driver cabin, passenger cabin cleans. That keeps ants, rodents, everything away from the vehicles. Yeah. Mike, just to expand on that, you know, in addition to not only our fleet preventative maintenance and going through the bus and ensuring the cleanliness of the bus and so on, to specifically answer the question, you know, ABM is much larger than just transportation. We're a janitorial company. We have all of the tools and technology and chemicals and so on that are safe for use. So, that is our goal is to utilize that on these buses to ensure that they're clean, safe, well-maintained, and pest-free. Okay. Hopefully that answers your question, Mike. Yeah. This is South Florida. Yeah. It is humid. It is hot. So, insects are prevalent in just about everywhere we live and work. So, I just wanted to get clarification on that. Yeah. The only pest that we might have to call out for are alligators and so on, but we don't deal with those guys. Iguanas. And iguanas. Yeah. Iguanas. All right. So, moving on, on page 26 under ADA accommodation, it says ADA has trained and certified employees to operate the, you know, the equipment for ADA accommodation. I just want to confirm that the drivers are the employees that are trained and certified on the equipment. Absolutely. And I'd like to maybe, Andre, can you expand on that and some of the training that you do with the drivers and the ADA equipment? Sure. So, we actually do train our drivers on the ADA equipment. That training involves not only how to secure a person, any wheelchair or any mobility device on the vehicle, securing the vehicle itself, but also escorting the passenger on and off of the vehicle. So, they do that hands-on. There's a checklist of different things that we have them go through in that process so that we can add that training to the file. We will not release a person into service who cannot provide that service as an ADA accommodation. So, it's not only a video training, but it's also a hands-on operation that we do for them. Okay. Thanks. In addition, Mike, any maintenance of wheelchair and wheelchair lift certainly will be done by our team. But again, we have relationships with Brom and the other wheelchair lift companies that can support us. Okay. Thank you. And on page 33 of your submittal and in the presentation you just did, you brought up a number of technological advancements that your company showcases. Can we assume that that technology will come along? If you are the successful vendor, that's going to come along with the shuttle operation? You're going to bring that to FLL? Absolutely. And in fact, one of the main pieces of that, and then I can let Dana and or Dan expand, but one of the main pieces of that is every one of our vehicles are equipped with what we call motive, the motive system. That is a driver behavioral system where internal, external view of the bus, but everything ties off motive and the cameras within the vehicle. And Dan or Dana, if you wanted to expand on that and how we've incorporated all that, not only at BNA, but also MCO and other airports that we're looking at. Yeah. Thank you, Larry. BNA is a great example. We were able to go in there and save them probably, speculatively, $100,000 on hardware. We were able to go in and take over an existing vendor's installation that included automatic passenger counting hardware as well as the cellular routers on them. And so not only were we able to save at least $1,500 per bus on costs of hardware, but also the installation effort as well. So that is really the approach that we take is not what technology can we sell you, what hardware can we sell you, but how can we make a better experience for your operation, for your operators, for your team, and for the passengers by not only having this technology available, but making it bespoke for your location. As I mentioned during the presentation, every location we've gone to has had new product requirements, new product requests, and most of them are actually coming from the dispatchers themselves. And so this is not a off the shelf piece of technology that we're slapping onto the operation. This is an integral part of how we will be operating the service and rely on you and your customers for continuous feedback on how we can improve that product for you and for the other locations that we have. Okay. So what I like about this, Mike and team, so you know, as Dan said, it's not like getting a PASIO or other spot or other technology where it's off the shelf. You're kind of limited to what you can do. This is an ever developing process that we have that Dan and team can build off of. So if there's something else or a report or something that you want to look at, we're actually modeling it off of the operation itself as opposed to just putting something in and then dealing with it later. So I really like that about what we have with ABM Vantage technology. Okay. Thanks. One – well, this is my last question, but it involves a quick test. Quickly describe to us your knowledge of South Florida's cruise market. I'm sorry. South Florida's – I didn't get that, Mike. Cruise ship market. The cruise ship market. Quickly describe to us what your knowledge is. And I guess I should add the potential impacts of the cruise ship market here in South Florida. Yeah, we're very familiar with the cruise ship market. I'm assuming you mean if we have to deploy buses because of that or if there's an increase in volume. You know, again, we not only have MCO, Tampa, and RSW as Florida market airports. But, yes, hopefully I'm answering the question. We are familiar with the port and the impact that that can have on an operation by the airport. Okay. I guess I can – if I'm permitted, one of the things I think is most important about the cruise ship and port passenger experience is leveraging the technology we currently have. So, if you look at your current fleet and you look at some of the technology we offer, we have the ability to look at what your capacity and your occupancy is on the fleet. So, when you're starting to see, we can grab the passenger data, who's coming into the airport, who's looking at cruise lines or picking up how many schedules you have. If we have to deploy fleet to the port to supplement or to help out the county, we can certainly look at that data and then provide the staffing and the efficiencies to support the port as well as the passenger counts. When those busy days are, when the cruise ships are coming in, when they're offloading and unloading. And make sure that your airport passengers are getting the best experience due to your proximity to the port. Okay. And that's really helpful because, you know, I understand Orlando, but Fort Lauderdale and Miami have the second and third busiest cruise ports in the world. And we far outpace Orlando in the volume that we face. And the reason I asked you all to explain that is because on page 67, and this is my last question just so everybody knows, on page 67 of your submittal, you have your proposed schedule. And in there, you have the manager on duty schedule. On Friday and Saturday, it shows no manager on duty between 6.30 in the morning and 10 in the morning. On Friday and Saturdays, that is a huge cruise pinch point for us between the months of November and April. How do you plan on overseeing, you know, those gaps, especially during critical times for the airport? Sure. Well, you know, Mike, we built the schedule basically for Fort Lauderdale for that airport and operation. That doesn't mean that it can't change. As we move forward and into the process of the transition and we get an opportunity to really see hands-on what exactly is going on, the peaks and valleys, the days needed, we can alter that schedule. And we can move people around to fill those needs. So, again, I look at it as more of a living document, that schedule with management, and we move them around accordingly. And in addition, as Dan mentioned, a lot of the technology that we have, and Dan, I don't know if you've mentioned it, but it's also looking at staff. It's looking at, you know, how many members that we have on duty, where are the peaks, where we can shift employees around. So, you know, again, that's kind of a living document, and we're willing and able to alter that to make sure that we meet the needs of FOL. Fair enough. If you guys are the successful vendor, I highly encourage you to examine Friday, Saturday, Sunday, Mondays. You got it. That's all I have. Thanks. Thank you. Good morning. Thank you, Bruce. I was just wanting to know a little bit more about how you do your planning to address peaks in passengers utilizing the shuttle service. So, Dan, did you want to chat a little bit about the technology piece, about the peaks and so on with the passenger count? Yeah, that sounds good. You know, the solution is not just operations, and it's not just technology. It's the marriage of those two together that are working really well. And so, you know, as we mentioned, we actually work with the dispatchers at each location, and so understanding their needs, which includes that ridership amount information. So, by deploying automatic passenger counters on the buses, with the other technology we have, we're able to see by bus, by route, by stop, what the ridership is over time. And so, as we see those trends, as we see the huge amount of people that are coming in Friday and Saturday for those cruises, we can start adjusting that. Where we want to get to eventually is by having that data, the number of planes landing and taking off, the number of cruises scheduled. The more information that we have, we can provide a better picture of not only how this has affected our operation in the past, but using this information to predict what we need. So, there's obviously, you know, a lot of contracting around, you know, how many buses we need per hour and what that headway is. But with the data that we're going to be gathering, we can then start informing that contracting language with actual ridership data. All right. Thank you. I have one other question. How do you handle evacuations, whether it is because of whether like floods we have frequently here or if we have other security issues like active shooter or something like that? How does how do you plan to accommodate those types of incidents? Well, I would have to say communication, communication, communication, not just with our team, but with the airport. One is going to be an event that we see and a perfect example. I'll use New York where they have inclement weather, snow and so on. We start planning ahead when we know those those times are going to be coming in. Then we start developing that evacuation plan if need be, and also any other type of plan that we need to make sure that all the passengers and employees are safe at that airport. You know, Andre, I know in Tampa, you do weekly training with the co buses to ensure that we have if there's a train down or if there's inclement weather, we're still able to transport those individuals to where they need to get to during that weather event. So we have a very robust knowledge and background in handling that in a lot of areas such as New York, Florida, where you have that inclement weather and disaster evacuation process. All right. Thank you. That's all the questions I have. Thank you. Thank you. Any other questions? Project Manager, any other questions? Any questions for ABM? Hi. Carolyn Willman, Project Manager. Can you please clarify that your platform in ePaperDigital comes at no cost to FLL? We have all the technology that we mentioned as part of our pricing, so we will be able to cover that cost. Any other questions, Carolyn? No other questions? Circling back to the Committee members, any other questions for ABM? Hearing none. Again, ABM, thank you for your presentations. As a reminder, please continue to monitor your emails for when to rejoin the public portion of this meeting. We appreciate your time this morning. Thank you all so much. Looking forward to it. Thank you so much. Looking forward. Thank you. Thank you. The first presenter, ABM Aviation, Inc., has now completed their presentation and answered all questions. As the team is leaving the meeting, purchasing agent, please invite the second presenter, Academy Bus, LLC, to join the closed portion of the meeting for their presentation. Good morning. Thanks for you joining us. While you're joining the meeting, we had the EC members take a quick break, so we'll wait for them to come back before we commence. Okay. And will we have the ability to share our screen as a presenter? Yes. We'll go through that momentarily. I'll start. I'll go through those instructions when the EC members are back. Great. We have the Academy Bus team. We're here in this screen as well as Tom Scullin joining us remotely. Thank you. We now have a quorum present back again in the room. So, Academy Bus, thank you for rejoining the meeting. As the team members join, you just mentioned that everyone is with you. Attendees can be viewed on the team's participant panel. Displayed on the screen is a list of county staff. Please review to ensure only your team and members of the county are in attendance at this time. Second. Through. And while you're doing that, can you remind me who needs to have the ability to share? It's this window here. We're logged in as Derek. Okay. Thank you. And then Matasia Miller. Under attendees, Tom Scullin is with us. The other two names on there I don't work on is Matasia Miller and Scora. Those are county staff. Okay. Yep. Good. You should have the ability to share. Pulling that up now. Can everyone see our cover page here? Yes, we can. Black and white box is the date. Yes. Thank you. And I'm just going to ask you to affirm for the record that there are no other individuals in the meeting other than your team and county staff. Affirmed. Thank you. We're ready when you are. Okay. Let me start your timer. I just wanted to make sure that you're ready. Okay. Are you guys ready? Ready. Ready. All right. Purchasing agent, please start the 20-minute timer. You may begin. Good morning, Evaluation Committee members. My name is Francis Tedesco. I am the president and CEO of Academy Bus. Nearly a century ago, my family started this company with a single bus and a simple promise. Show up on time, treat every passenger with respect, and take responsibility for the job. That promise hasn't changed. What has changed is scale. Today, Academy is the largest privately owned bus company in the United States, operating a fleet of more than 1,200 vehicles, employing more than 2,300 people, and moved millions of passengers a year across the country, including our airport contract services at Newark International Airport, our municipal and state commuter service contracts with New Jersey Transit and the state of Maryland, and university shuttles, which includes Rutgers University of Miami, Boston University, NYU, and Columbia, to name a few. We know airports and aviation. My dad was an aeronautical engineer. We spent lots of time in and around airports, following his former students coming out of the World War II. So, often time, an airport shuttle is the first and last impression of the place they are visiting. For Fort Lauderdale, Hollywood International, that impression needs to be reliable, clean, safe, and easy to navigate, whether it's a family arriving for a cruise, a business traveler with a tight schedule, or an employee starting a 4 a.m. shift. We are not here to simply run a shuttle. We are here to be a partner to the airport and to Broward County, accountable to you and to the people you serve. I've assembled a team of our professionals to be available if you have any questions or require more details after the presentation, and they are here in the room with us. I thank you, and let me start by introducing Matt Shapiro, our Strategic Planning Director. Hello, we lost audio if you're trying to speak. Hi, I can hear us now. We can hear you. Okay, good morning. Sorry about that. I'm Matt Shapiro, Director of Strategic Planning for Academy Bus. I support our fixed route shuttle services, and if awarded here today, I will be the executive sponsor supporting the partnership between Academy and Fort Lauderdale Airport, ensuring corporate planning support, and overseeing our team providing daily execution. Matt, you're breaking up. Academy is proud to be recognized as the largest privately owned bus company in the country. Our ownership is hands-on and deeply involved in supporting daily operations, seeing that each of our partnerships is successful. We possess nearly a century of operating experience with a team of 2,300 strong, operating from 25 full-service facilities. Our fleet of over 1,200 buses includes examples from virtually every major manufacturer in the industry. The breadth and depth of our experience is second to none. We are your neighbor. We are speaking to you today from our headquarters locally right here in Broward County, Florida. We're located at 4160 Ravenswood Road, which is immediately adjacent to airport property between I-95 and employee lots 1 and 2. Our conference room window right behind me overlooks the 42nd Street Bridge, where for many years we've watched buses come and go while eagerly anticipating the opportunity to speak with you here today. Our team is led by Francis and Mark Tedesco, who have a passion for transportation in their blood. Our team is built from top to bottom, stacked with professional personnel and subject matter experts to ensure a successful partnership with the airport and the county. Our project approach. Our project kickoff will begin immediately upon notice to proceed. A full start-up and transition plan was included in our technical proposal and is a playbook that we've followed to launch several contracts of comparable size and scope to the Fort Lauderdale Airport shuttle service. Providing safe, courteous, and reliable service is our top priority, and immediately staffing the front line with qualified operators will be our initial focus and primary focus. The Academy will host recruiting sessions utilizing multiple tools, such as in-person open house events at or near the airport property, recognizing that the service operates 24-7. We're careful to schedule multiple sessions strategically staggered at different times of day and different days of week, allowing the current workforce opportunities to attend those sessions without interrupting their ongoing work responsibilities. Unique to Academy's vast footprint, we often begin large projects with a team of temporary duty deployment staff from other Academy locations to supplement local operations during the staffing ramp-up and start-up period. These existing trained, certified Academy employees are then familiarized on the airport operations and remain in place supporting the airport service while we fill the local roster. We often find members of our team enjoy their temporary deployment so much they choose to move and become part of the permanent local operation. Our new hire and ongoing training program is designed to meet and exceed all local, state, and federal requirements, while actively recruiting, retaining, and rewarding the best talent in the industry. Each operator receives new hire and ongoing training on topics such as safe vehicle operations, incident handling, ADA compliance, and more. Training in each one of those sessions is recorded, both attendance and as well the operator scores on any evaluations or tests at the end, which are then saved in each employee's personnel file. Training isn't just for new hires. All Academy operators are continually receiving development and feedback on a daily basis. We utilize a tool called SuperVision to provide real-time driver license monitoring, and that allows our team to receive proactive alerts if a driver has issued any citation on their license, whether it happens while at work or while off the clock. Each driver is required to attend a quarterly safety and training meeting, where each one of those four sessions a year is devoted to a revolving plate of topics. One of those four sessions each year is dedicated just to ADA compliance because of how sensitive that topic is. We utilize a mix of classroom, practical, in-the-field training sessions, as well as road supervisor interactions and opportunities to deliver feedback hands-on in the field. By the end of 2026, all Academy vehicles will be equipped with automated coaching dash cam systems from SEMSAR. Academy proposes partnering with local subcontractor MyCity Transportation, led by James Crosby, who is here in the room with us today. James' team will continue to provide on-the-ground passenger assistance, coordinate on-site activities at key locations, and support the bus operators. Academy's route planning team has designed a schedule to provide resilient operations that allow us to respond to peak demand needs at the airport. We've operated charter and cruise ship transfer shuttles at Fort Lauderdale Airport for many, many years, and suffice to say that we understand the ebbs and flows of traffic on airport property. We recognize that during periods of peak airport demand and cruise ship activity, traffic at the airport can grind to a standstill. We look forward to tackling these challenges collaboratively together with the airport to ensure the best possible service for our riders. In addition to years of experience, our team members have been certified in bus network design and planning. We hold regular review meetings with our operations team to review and assess performance, adjust schedules, paddles, and headways as needed as conditions evolve on the ground. Our team members are trained on standard operating procedures for their areas, both covering day-to-day events and irregular operations. Under IROPS, the safety of our passengers and communication with our partners is our guiding principle. A full book of standard operating procedures, emergency procedures is available upon request as well. At each one of our shuttle operating locations, we work closely together and collaborate with the client's management team and safety team to evaluate all of the specifics of that site's risk profile. So at an airport, we'd be talking about incident handling unique to airport that might be different from a college, university, or public transit setting. And work collaboratively to review and develop SOPs that are custom tailored to the exact conditions on the ground at your facility. We also work with third parties and regulatory agencies to stress test and custom develop further policies and procedures. We work with a firm called CatEyes for anti-terrorism training. We work closely with the TSA and CVSA, Commercial Vehicle Safety Alliance. And we also utilize a third party firm called KPA to perform facilities inspections and risk assessments, and as well confirm OSHA compliance at all of our facilities. With our focus on the customer experience, we're very proud to share that members of our Newark Airport operations team were recognized by the airport management as part of this year's We Soar Hire customer service awards. We are proud to work with our partners to recognize and reward our folks who go above and beyond in the name of delivering fantastic customer service. Academy is regularly audited and reviewed by an alphabet soup of federal, state, and local regulatory agencies. We are proud to consistently receive ratings that meet or exceed the safety and maintenance standards set by these agencies. These include FMCSA, FTA, DITMO, as well as DOT agencies at the federal and multiple state levels. A bit about our fleet maintenance. Maintenance starts with our drivers. Our front line is the eyes and ears on our equipment, performing digitally captured pre- and post-trip inspections of each vehicle every day. Our 24-7 team of dispatch and mechanics supports and responds to issues identified by our folks in the field, making running repairs, scheduling preventative maintenance, or pulling a vehicle in for repair. We like to perform all of our work in-house. Our team, even right here locally in Broward County, our facility is equipped with a paint booth, allowing us to perform paint and body repair in-house locally right here in Dania Beach. Our preventative maintenance schedule meets and exceeds OEM requirements and is customized to each vehicle make model. That allows us to ensure a long and safe, productive operating life for each vehicle, that the best possible return comes from the investment in that asset. Our in-house custom-built maintenance system is fully digitized. This allows us to track parts and labor associated with every repair on every vehicle for the entire life of that vehicle. We utilize this data to monitor OEM performance and track by each year make and model how the different vehicles stack up. We are on the cutting edge and developing systems to use predictive analytics to even further extend the lessons that we learned from each one of our locations and each one of our vehicles and active service to then help improve the rest of our operations. When we have a breakdown in Boston, our Miami team learns from it. Our in-house custom-developed CAD AVL and dispatch system allows us to track dispatching, employee schedule, payroll, billable hours for each shift, and interact with our other in-house systems for safety and maintenance tracking. This gives us a full 360-degree management tool and allows us to view all phases of the operation. We have close working relationships with some of the leaders in hardware and software technology solutions. Over the last, I'd say, quarter century or so, as on-bus tech has really evolved, we've worked closely with virtually every major manufacturer and vendor in the marketplace. A small list includes NextBus, GMV Synchromatics, Passio, TripShot, Translog, Asus, Clever, Iris, Transit Technologies, Exovis, Hella, Hanover, Luminator, MoveIt, Swiftly, Saucon, Samsara, and more. Speaking of Samsara, by the end of this year, Academy will have deployed Samsara's AI dashcams and over 1,200 revenue and support vehicles. This system is designed to provide real-time feedback and coach our operators on their performance, not only providing that coaching and tracking on opportunities for improvement, but allowing us to recognize and reward our operators for exceptional driving behavior. The system offers features such as immediate alerts to the management team in the event of a high-priority safety event or other emergency being detected. We're currently testing Samsara's multi-camera interior and exterior vehicle surveillance security system that allows for blind-spot pedestrian detection, an instance of the green boxes that you see displayed on the screen there. We're also going to be among the first in the country to test Samsara's new 360-degree bird's-eye view camera, allowing the operator to see all around the vehicle and assist with maneuvering in tight low-speed spaces. A proven experience. In addition to thousands of charter and short-term shuttle partnerships, you can find Academy operating fixed-route daily employee, student, and public transit-style shuttles across dozens of sites up and down the eastern seaboard. We'll quickly scratch the surface here, and we're happy to continue elaborating further during the questions-and-answer process. Across multiple partnerships with both the Newark Airport Port Authority itself and with the largest airline tenant at Newark Airport, United Airlines, Academy operates a fleet of 100 transit-style buses at Newark Airport. Our operation runs 24-7, 365, transporting both passengers and employees, both the land side and the air side of Newark Airport. A few anecdotes about our Newark Airport operation. Notably, prior to the official start of our United Airlines partnership, we stepped in early, prior to our start date, to supplement the previous supplier when they were struggling to provide daily service during the transition period. We recognize here at Academy the importance of providing uninterrupted service for the airport passengers and employees who rely on the bus and transportation day in and day out. Regardless of whether it was our turn or not, we wanted to step in and make sure that the passenger experience was second to none. Over the last few years, Academy has stepped in to provide over 20 temporary lease buses to the Port Authority when the airport-owned fleet of Proterra electric buses was sidelined due to the OEM bankruptcy. We are pleased to share that not one minute of service was missed as we stepped in with replacement vehicles to protect the passenger experience without skipping a beat. At EWR, Academy operates the air side inter-terminal connection shuttle, the only way for passengers to transfer between Newark Airport terminals A, B and C on the air side of security. There's no people mover. There's no tram connection there. We also operate shuttle bus service to United Airlines hard stand operations. And we are intimately familiar with side of badging. In fact, I even have a side of badge. So we are intimately familiar with the AOA and airfield operations. And with decades of labor partnerships at Newark Airport and as well at other sites across the country, we're pleased to share that we've never had a labor action at any of our facilities. The Academy is proud of our partnerships with Walt Disney World and Disney Cruise Line, where we combined operate a fleet of over 80 vehicles. 40 of those are transit-style buses that support the Disney College program, a 10,000-bed, two-dormitory megacomplex with routes that connect to over a dozen locations, including some that operate 24-7, 365. We're proud to be the official motor coach partner of Disney Cruise Line in the state of Florida, providing passenger transfers at Port Canaveral and locally right here at Port Everglades. Suffice to say again, we are familiar with peak demand periods at Fort Lauderdale Airport. We're also intimately familiar with TWIC badging and the security process at cruise ports across Florida and across the country. Locally from this facility here, Academy operates campus shuttle and ad hoc charter services for the University of Miami. The campus shuttle operates with a PBR of 10 vehicles, which by early 2027 will include five late model and five brand new Eldorado buses, same manufacturer as Fort Lauderdale shuttle vehicles. We understand the South Florida climate and how to maintain all systems, including HVAC and exhaust systems for optimal performance. Today, Academy operates over 450 shuttle and transit style buses, including over 100 ENC Eldorados. We have demonstrated extensive experience operating the same vehicles that are in Fort Lauderdale's fleet, in comparable public transit, student and 24-7 airport operations. We maintain an excellent partnership with Eldorado for OEM parts and support. In fact, ENC is even going to be leasing space from Academy for an East Coast parts storage and distribution facility, where they'll also be performing service repairs as well. Why Academy is your best partner? Well, we have a proven track record of success operating comparable service. We have comprehensive fleet maintenance plans and familiarity with the airport fleet. Passenger transportation is our core competency. Academy is an experienced, bus-focused company. Our leadership is focused and dedicated to continuously invest and provide the support to make this partnership successful. Our project team is incredibly experienced and is purpose-built to deliver the busing services that Fort Lauderdale deserves. Our corporate commitment to support, provide resources and empower our frontline team is unwavering. We thank you for your time and look forward to a successful partnership together. We're eager to answer any questions that you may have. And if we have a moment, I'd be happy to introduce the team that we've assembled here today. Thank you very much. Thank you, Academy bus, for your presentation. Appreciate it. Committee members, project managers, project manager, are there any questions for the Academy bus? Yes, we do. Go ahead. State your name, then your questions. Good morning. Thank you for your presentation. This is Mike Nonamaker. A few questions that we take out of the original proposal that you submitted and the presentation that you just did. So you talked a lot about the bus fleet that you have and the various different manufacturers, and I think you just covered that you do currently have El Dorado buses. It looks like your airport experience is Newark. On that AOA operation, do you operate the CoBus 3000 or have you ever operated the CoBus 3000? No, we do not operate the CoBus there. We have primarily an El Dorado and Nova bus fleet. But we do have extensive experience with articulated buses from other manufacturers as well. Okay. What about the trams that we have that operate in our garage or specially designed? Can you talk about how familiar you are with that type of equipment operating and maintaining? Well, as far as the trams are concerned, we've had some experience with the Disney folks introducing us to that operation. We've repaired some of those vehicles at our facility in Orlando. But the tram itself, not a lot of experience operating them. You know, our people on the ground here are familiar with the product. So it wouldn't be too hard to get up to speed to learn in and around those vehicles. I know they're kind of temperamental, but we understand them. Okay. So you mentioned your cruise operation. So Academy has been operating cruise transfers, Port Everglades, Port Canaveral, I'm sure Port Miami, too. But now shift your experience transporting cruise passengers to and from the ports in the airport. And now operating in a system which is essentially closed to the airport on a closed loop system in that gridlock environment that you described during your presentation. You know, talk to us about your experience with with with the cruise surge and how you would expect to manage that. Well, we with the cruise lines, we pretty much have that down packed. We've been doing that for a very long time. It is very challenging at times. But we manage with very little incidents and inside the airport. It does get gridlock in there. We are aware of that. We've also have previously done the tri rail contract, which gave us the access inside the airport, shuttling from the metro from the tri rail station. So we are very well aware of the traffic that's in there. And we will manage that with our safety team and our training team to get these drivers up to date. And I think the important thing to stress, too, is the communication with the folks, you know, who are monitoring the traffic conditions and the running times, as well as with the folks who are on the ground with the queued passengers, informing them when the next bus is coming, queuing them properly, keeping, you know, orderly and informed. I think, you know, even more important than, you know, how long it takes for the bus to come through the traffic, is the communication about when the next bus is coming so that people already use that they know it's coming. And so working with our team that will be on the ground at those key locations, managing headways and communicating conditions is important. And as well, I'm sure, working closely with your team from a command center point of view. Does the technology that you're proposing to use help you monitor that kind of volume? It allows us to monitor where the vehicles are and predictive times. But, you know, it doesn't necessarily give, like, on the ground counts since it's more, you know, it's kind of discreet to the vehicles, not the folks that are standing on the sidewalks. Okay. I'm going to move on to maintenance. It looks like you're proposing to have a parts manager, two shop foreman, ten mechanics, eight cleaners and fuelers. I assume that your mechanics are all ASC certified. Are they certified with Mercedes engines? Any particular certifications required for this fleet, we will ensure that, you know, that our team is up to speed and required for. You know, each one of our facilities, they're extensively trained towards being prepared to work on the specifics of that vehicle. So if we specifically have Mercedes or Detroit's or Cummins based out of that garage, then we make sure that that team is certified and trained to work on those. But we do have a tremendous relationship with the Daumler folks. We operate 75 of their motor coaches as we speak. And our facility in Jacksonville is not too far from their new facility in northern Florida. So if there's any training we need with Mercedes or Daumler, it would not be an issue. Okay. I asked because the engines on the Cobus 3000 are Mercedes. Yes. Going back to technology on page 43 of your original submission, you identify the whole vehicle IoT and telematics technology solutions. That and the forthcoming AI that you discussed, that is something that will be provided as part of your proposal at no additional cost to Broward County? Yeah. So we equip all vehicles in our fleet with the telematics package. That is something that, you know, the access to we do keep internal dispatch facing for us to manage our fleet and our operators. It's involved in the claims management and individual employee performance management. There are certain elements of that feed that we can, you know, partner on and work through how to, whether share with the airport management team or integrate the other public feeds. But it's primarily an internal vehicle and staff management tool for us. Okay. Thank you. My colleagues may have other questions. Thanks. Thank you. Hearing no other questions, project management. Michael, if I can just also clarify, if there was anything that was identified on that page, and apologies for not having it in front of me, if there was anything that would have been identified as available at additional cost or an additional add-on, but if it wasn't identified as such, then it's a standard tool that we equip on all of our vehicles that we operate. Okay. Thanks for the clarification. Thank you. Project manager, any question? Hearing none. Circling back to the committee members. No other questions. Again, Academy Bus LLC, thank you for your presentation. We appreciate your time this morning. As a reminder, please continue to monitor your emails for when to rejoin for the public portion of this meeting. Thank you. The second presenter, Academy Bus LLC, has now completed their presentation and answered all questions. As the team is leaving the meeting, purchasing agent, please invite the third presenter, RTW Management, to join the closed portion of the meeting for their presentation. Thank you, guys. We'll see you later. Thank you, everyone. Thank you. Thank you. Good morning again, RTW. Good morning. Good morning. Thank you for rejoining us. As your team is joining, attendees can be viewed in the team's participant 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 at this time. And while you're reviewing the list and the participant panel, please advise who on your team should be designated as a presenter to share your presentation. Okay. Before us. Okay. I think we're all here. I think we're all here. I believe George would be our presenter. Can you confirm that, George? Yep. I'm here and ready to present. For the record, please affirm that there are no other individuals in the meeting other than your team and county staff. That's correct. Thank you. You should be able to share momentarily. Okay. Your team will have five minutes to set up your presentation. Okay. Great. Thank you. I don't know that we need five minutes. I'm just going to share my screen and that should be it. It's great to have everyone here. I appreciate your time and all the conscientious effort that's gone into this procurement. You know, it's not easy. Currently, you're not sharing. Am I not? Okay. Let me try this again then. Maybe I do need five minutes. Your email is showing. Okay. It says sharing. So let me pull up my presentation. Is this working? Yes. Now we're seeing its screen. Okay. Great. Thank you. My name is George Coates. I'm the president of RTW Management. One second. I need to start your timer. Hold on. I need to start your timer. Okay. I'm purchasing agent. Please start the 20 minute timer. Okay. Please start the 20 minute timer. You may begin. Okay. My name is George Coates. I'm the president of RTW Management. Oh, I'm so sorry. My name is Earl Hawkins and I am a general manager with RTW Management. My name is Sean Zabinski. I'm the controller. Hi. I'm Marilee Hewitt. I'm a corporate operations manager. Hi. My name is Katie Zimmerman. I am the HR manager. Hi. My name is Brennan Vanway and I'm business development. Hi. My name is Dale Cohn. I'm a safety and training. Good morning. I'm Brian Sullivan. I assist with business development efforts at RTW. And just a side note, I was actually a member of the transition and startup team. I think it was 2008, 2009 for this very same contract. Okay. Thanks, everyone. So, again, we appreciate your time, evaluation team. And I'll go through this briefly. We want to save time for your questions. So, here's the structure of how we'll proceed today and the expected timing. Feel free to stop us. If you have questions, I'd rather answer your questions than tell you what I think you want to hear. So, again, feel free to stop me if that's in your protocol. Otherwise, we'll go through in this order, which is the order evaluation criteria. So, number one is always safety. So, RTW management has a better safety record than any of our peers. And that comes in the form of accidents per 100,000 miles, which we have had zero DOT or portable accidents, which means a towed vehicle, something taken away from the city of an ambulance. Our EMOD is 0.7. So, this is for workers' comp, which means we pay 70% of the industry norm for workers' comp because of our safety record. So, the time and effort we put into safety actually comes through in the form of financial benefit. Some of our airport customers include McGee, Tyson, Raleigh Durham Airport, and Dallas Love Field. We also have experience in South Florida. We've operated the Aventura Express, so that's seven bus routes in the city of Aventura. And that's actually how Dale Cohen came to us. So, we'll talk further about our operations planning and how we empower our local team and support them from the corporate office. Earl Hawkins is our proposed general manager. He's been with us since the very beginning. So, we'll talk a little more about Earl and kind of how we give him the ability to manage things on the ground. And lastly, technology and billing is really our strong suit. It's a young mobile company. Almost everything is done in the cloud. So, everything's accessible. All of our employee documents are online and accessible to the customer to the extent that that's allowed by law. And all of our reports. So, we know when vehicles move, all that stuff's accessible in real time. The camera footage is accessible. Maintenance records are all accessible in real time. We also provide weekly and monthly reports. But in the case that the county would like to look at those reports in between terms or in real time, they can do that. So, we've looked and we'll talk a little more about how Fort Lauderdale is structured. With over 200,000 operating hours, we think we can do significantly better than the 10-minute timeframes. And our motto is really, especially in a closed fixed route service like this, is break, don't bend. So, there are a couple options you have in fixed route service, especially one like this. Get an airport where it is closed loop, so you're not connecting to other transit services. There's time points where every stop has a time point. ETA will allow us to make those dynamics. For example, if buses get behind, instead of saying, bus seven always has to hit this time point at this time, it can rotate so that whatever time point bus seven is on, or whatever bus seven is relative to their next stop, it'll rotate the time point so people don't sit unnecessarily. There's some other options, bump and run and modified bump and run, where instead of managing to time points, we're managing to headways in between buses. And ETA will let us do that as well. So, if a bus drops out and an employee needs to use the restroom or whatever else, instead of having a ten-minute gap or a whole piece taken out of the rotation, we'll converge. So, the bus in front will come back a little bit and we have a couple ways of increasing, pushing the other bus forward. So, we kind of squeeze together and we don't have that ten-minute gap. Really, we shouldn't have ever more than a five-minute gap, even if there's a driver out of service. And we'll talk a little more about some of the strategies we use to make sure that we manage to headways more than time points. So, it's the gaps in between buses and the bunching that we're trying to avoid. I'm proud to talk about our personnel. Earl Hawkins is our proposed general manager. So, the way Earl Hawkins came to us is he was the – Earl, remind me what your title was when we first started at Scottsdale? I was actually just a field supervisor at that time. Okay. In Scottsdale, yes. So, we were awarded – in 2017, we were awarded the Municipal Transit Service for the city of Scottsdale. And our whole team, many of whom are here today, went down to Scottsdale and met with all the drivers and dispatchers and field supervisors. And it became obvious very quickly the answers to most of our questions were Earl Hawkins. You know, who does this? How does this happen? And it was almost always, well, ask Earl. Earl does that. And so, immediately, we promoted Earl to assistant general manager. And within a year, he was the general manager of that operation. And he's been with us ever since. So, we have full confidence in his ability. And we've seen him operate as good of a service as anyone in the industry. So, we're proud to present Earl as our proposed general manager. I think, you know, the titles general manager and project manager have been used interchangeably. He's the leader on the ground. We're also happy to bring Dale Cohen into our team. So, Dale, again, came through our operations in the city of Aventura. He was our general manager there. Provided a safe and extremely efficient operation. And so, we're also happy that he's willing to join us today and in this operation should we be awarded the contract. Our corporate team is as follows. You can see them here. Everyone with a wealth of experience over 20 years in transit management. But I'll let you guys read this on your own in the interest of time. So, kind of the thing we talked about before as far as making sure that we don't have gaps in service. All of our supervisors are cross-trained. So, all of them will have CDLs. All of our dispatchers will have CDLs. So, if there's a problem, they can send a trip or bus, which basically fills in a gap if we ever have one. It allows the person who's behind or out of service to get caught up, but they run that route while that person's indisposed for whatever reason. We also bring in, if there's ever a spike or some kind of unforeseen demand, we can bring in operators from other areas. One of our biggest successes and really the thing that changed the way we operate was kind of during COVID. It was very difficult to hire operators. If you remember, it was probably the most difficult time to find bus drivers. And during this time, we were asked by Summit County, which is where Park City is. It's an expensive ski area and it's about 30 minutes from Metropolitan Salt Lake City. The county in which Park City resides asked us to provide a brand new bus service. So, they needed us to hire 30 drivers within 60 days. And this was during COVID. So, it's an expensive area, difficult to find housing. And it's a ways from a municipal area. So, we, previous to this, you know, we would post a job on Indeed and we'd get applications, we'd interview them. But at this point, things had completely changed. So, we had to come up with new ways of operating. And if we have time, I'll go through those in detail. A lot of those include responding to applicants, you know, within minutes of applying. We also join affiliated clubs. So, they're transit clubs, they're Facebook groups. And we keep active in those types of social engagements. So, we know who drivers are. They know who we are. We keep an active list. And a lot of my time is really spent, I've got a spreadsheet of potential drivers, potential general managers. All my general managers have drivers, a list of drivers who they've interviewed who maybe were not at full capacity, but we'll put them on a wait list for us. And so, we're always interviewing. And that kind of helps keep this pipeline going and provides other benefits that I'll talk about later. So, some of the real nuance to the system, again, is managing to headways. So, we've identified certain dwell points where a driver will wait to maintain headways because you can always slow down, but it's very difficult to speed up. And so, we found a couple places where we can gain a minute or two so we can close that gap, like I was talking about, in order to retain a five minute or below headway. These will manage this. So, we'll have a two-way radios that manage all of the communication with the different buses. So, every operator will be able to talk to their peers and their dispatchers on the radio at all times. So, it's an all-call communication. There's also a second level of communication where they can talk directly with the dispatcher privately. And that's all available to the drivers through their two-way radio. Every driver gets more than 80 hours of training. Some of this includes sensitivity training because the job does get stressful. A lot of it is defensive driving and we use a Smith Systems, vernacular Smith Systems training. And then we have, so that's the base training that they get before they start driving on their own. And then we have monthly safety meetings where we go through kind of what we've learned in Smith Systems. So, Smith Systems is a base of everything drivers learn. That's how we talk. That's what we refer to in the field when something's going on. We refer to the, you know, the five key elements of Smith Systems, their defensive driving system. And then we'll apply that to what's happening really in the field. So, all of this happens before a driver drives on their own. Because we have been to Fort Lauderdale. We've seen it's, you know, especially on the curve. It can get, the two challenges are the technical driving and also a driver maintaining calm. Because it can get frustrating when, you know, another driver, especially a bus, pulls in front of you, you know. And so that's one of the things we look for in hiring. And it's also one of the things that we can train and help drivers kind of talk through in those monthly meetings. Again, all of our data is online and in the cloud. So, anything the county might want to know, it's all available to you. This is true with ETA as well. I wasn't able to find the app online. I was on FLL's app and I was able to find the ETA app. But we can help ETA get that app out, whether it's through the FLL app, a sub app within the FLL app, or if it's its own standalone app, we can do that. We've created our own apps in the past and have the API to do that. So, we can make sure that that gets taken care of and gives riders a better experience. We can also put up QR codes where they don't even need to download an app. They can just select a QR code and they can see the bus's web-based map with the buses so they can see when the next bus is coming. So, there's two options there. If they don't want to go through the trouble of downloading an app, they can see it on site. We can just post a QR code, which we do regularly. And a lot of riders seem to like it if they don't want to download an app and they're already there physically waiting. Give them something to do and it really increases. It makes them feel better about waiting. Even if they wait the same amount of time, if they're able to check and see when the bus is coming, it's a better customer experience. So, Headways, again, will continue to have active monitoring. So, dispatchers monitor not only what's going on at the moment, but what could happen with traffic in certain points where things get pinched. And they can make suggestions to drivers, slow down, speed up, even send a tripper if things are getting tight. So, any questions up to this point? I know it's a Q&A presentation, then a Q&A, but I'm happy to answer any questions. No. Go ahead. Please continue. Okay. So, some of the safety plans that the county is interested in, we have those ready to go and we're able to modify plans we already have for the distinct needs of Broward County and Fort Lauderdale Airport. So, there's always an active communication plan. So, whatever the event is, there's a tree. So, our operator, Earl, knows who to communicate with and in what way and to make sure that the message gets out as quickly as possible and as efficiently as possible. So, our safety management system, again, we train on Smith systems. We train drivers. The most important part, I would say, is hiring. When we cast a broader net, like I've talked about, and I'll go through this if we have time. When we cast a broader net, we get a better group of people. And when you train those people better, you know, you spend these 80 hours making sure that, you know, these people have the demeanor, the customer service, and the ability to handle stressful situations. And they also have the physical ability, the spatial awareness to manage a bus. Then, from that pool and more comprehensive training, you get a much better result. And those two things together are really the reason that we've been able to have a better safety record than our peers. And one of the other things that this allows us to do is, this more robust hiring process, is we operate in nine different municipalities. And not one of those has a driver shortage. And so, what that allows us to do is, if there's a driver who's underperforming, we go through this process and, you know, we give them a chance, maybe a second chance. But after that, we let them go. So, some of our, you know, some of the problems in the industry are, our peers are just hesitant to let somebody go if they're not performing. And it really brings down morale. And so, one of the reasons they're hesitant to let someone go is because they don't have someone to replace them. And so, as we've had a backlog of drivers, you know, we have the current full-time, we have part-time, we have extra board, and then we have on-call. And so, extra board are the drivers who come in, they get paid for four hours, and they come in just in case anyone calls out. And the on-call are just what it sounds like. So, the on-call drivers get paid a small fee to be ready within 30 minutes. So, if a driver is sick, usually dispatcher will maybe drive one loop, and then by that time, the on-call driver will be there, and that way we maintain full service. So, it's very important, obviously, I think, for Fort Lauderdale to have drivers that meet their customer service expectations. It really is the, a lot of times, the first thing a passenger experiences. And so, we can do that through this extended training, which is, you know, a driver who has a clear, a clean uniform with, you know, that's in good shape. They're well-trained, most of these will be bilingual, and they'll understand the route. So, they'll be like, answer writer's questions. At the office level, the corporate staff, we push, or I should say maybe we pull as much of the operations as we can into the corporate staff. So, we have people like Sean, who understand reporting very well. So, we take that obligation off of people like Earl, so he can be in the field working with drivers, working with customers. So, all of the technology that we use is to empower the people on the ground to do less. So, they can spend more, do less reporting, less road tasks, and spend more time managing coaching drivers and dealing with customers. So, that's, that's what happens at the corporate level. RTW has a strong retention, and we really measure retention after six months. So, we'll, like I said, we do have a pretty strict retention policy. So, if someone's not meeting our expectations within the first six months, we follow the protocol. And actually, Teamsters makes it easy to do that. Some people think it's difficult, but it's actually more easy because there's a very specific protocol you can follow if a driver's not meeting the standards. And once you let them go, it's actually pretty clean. So, our retention, if we turn over three drivers in 90 days, we're okay with that. What we're looking for is that driver from 90 days to, you know, to 10 years. We want to keep those drivers, and our retention rate is probably the best in the industry with those drivers. So, we, and really the, the way we, one of the ways we retain those, those top drivers is we maintain a high standard of care for all drivers. So, if drivers fall below that, and, you know, we have to let them go, it really, you know, some people might think it decreases morale. I think it decreases morale, but actually all the other 99% of the drivers that are doing a good job and that are showing up there, it actually increases their morale because it shows that we care about what they're doing. It's important and that it matters. And so, that's been our MO and it's, it's really helped drivers take pride in what they do, knowing that their other fellow drivers are maintaining the same, you know, the same level of customer service and the same safety and operation standards. So, we can go through this quickly. Some of our past performance at airports, we've learned quite a bit through trial and error with managing headways at airports. And so, this is. That is your time. Okay. Thank you so much RTW for your presentation. Committee members, project managers, are there any questions for RTW? Yeah, this is Mike Nonamaker. A couple of questions from your original submittal to the solicitation. Need to understand, you have experience at Raleigh, Knoxville, and Dallas-Fort Worth. You have any experience? I'm sorry, Dallas-Love. Yeah, there is a difference between DFW and DAL. Sorry, thank you. Dallas-Love, small and medium hub airports. Any experience at a major large hub airport? You know, Raleigh-Durham is probably our closest. We ran about 100,000 hours there. So, a little over 100,000 hours. So, that's our most directly relevant. I mean, it's all relevant. It's just a matter of scale. But yes, Raleigh-Durham is our largest airport. Okay. And this one here, it's on page seven of your proposal. You're identifying Mr. Hawkins as your single point of contact and accountability. Help us understand what your staffing is going to look like other than Mr. Hawkins, because there's no way he can be the single point of contact all the time. Sure. So, how are we going to be able to contact RTW if you're the successful vendor 24-7-365? Got it. That's a great question. So, we have a management phone, which always goes to somebody. So, Earl takes his phone with him, but there's always another phone in the office that someone's manning. Is that like a manager on duty, a supervisor, a shift manager? Yes. So, it's in order of hierarchy. So, Earl, when he's there, he's that person. When the assistant general manager is there, he's that person. And when the safety and training manager is there, if the other two aren't, then he's that person. Okay. So, talk to us about maintenance, the experience, especially with El Dorado buses. I don't know if I saw it in here. How many maintenance personnel you're planning and their experience level on diesel, biodiesel, electric, the various different power units that are out there on buses? Sure. So, I think the county has about 48, 50 El Dorado buses that our lead mechanic is familiar with. So, in our world, you're generally about a mechanic to every 10 buses. So, we're probably a lead mechanic plus five mechanics would be normal. I think you guys have a little bit more than that. The current operator has a little bit more than that. I think you might have seven. We would pay these mechanics more. I mean, substantially more than the current mechanics are making. And we would have more competent mechanics with better tenure and experience with El Dorado buses, which have come back to life. So, we understand the challenges of these buses. Ryan Foley, especially, he's coming to us through Cap Metro. So, he's been a consultant for us for the last few years. Been kind of waiting for the right opportunity to come on full time. And, you know, he dealt with fleets. I think Cap Metro had about 200 buses. And a quarter of them were El Dorados. Okay. Have you all ever operated the CoBus 3000? We have operated. So, our drivers have. We trained on those in Salt Lake City. So, we are familiar and have drivers who are certified to drive CoBus. Okay. Explain to us what your knowledge is of the cruise ship market here in South Florida and how that would impact the operation. So, I can let Dale talk a little about that. So, Dale managed our operation in Aventura. And we understand when the ships come in and we pass that information on to our scheduling people. So, we know that cruise traffic devices have seasonal peaks. And so, we manage to the individual cruises when they come in and also kind of just seasonally the increased traffic. Okay. Last question for me. The technology that you put in your proposal, is that included at no additional charge to Broward County? Yes. So, the Samsara cameras and the – which we would have liked to have talked about, but feel free to look at our slides. Yes. Those are – they're also non-invasive. So, they don't – we're not screwing anything in. They're kind of tucked in with clips behind the panels. And so, that's all – that's at our cost. That's included in our cost. And it's – we don't screw anything or make any holes in the buses. Okay. And that's all available online. So, you can look on the cloud and see any camera at any time. The county will have access to that. Right. Right. Just to tie that into maintenance. So, the Samsara with that comes telematics data, which integrates into our fleet maintenance software. So, the – I believe the drivers are currently doing paper DVIRs, but we would switch to electronic, which would be done through Samsara. And whenever any issues are identified during an inspection, that is transmitted in real time to our fleet maintenance software. So, the mechanics are able to view all issues in real time along with bus statuses. And then it's also transmitting mileage information and tracking that against the predetermined PM intervals so that, you know, we can make sure it's – there's a well-maintained fleet. Okay. Thanks, Michael. Excuse me. Oh, go ahead. Sorry, may I add? I just wanted to add to the passenger loads and things like that in terms of operating within a large capacity airport. Though we may not have operated in that larger capacity in terms of an airport, we are very familiar with moving 30,000 to 50,000 people per day up in Park City, Utah. So, we are comfortable with those ingress and egress and kind of mass passenger loads and how to deal with them. Okay. Thanks for the clarification. My colleagues may have questions. Mm-hmm. Thank you. Any questions? Project Manager, any questions for RTW? No. Thank you. Circling back, hearing no more questions. Again, RTW, thank you so much for your presentations. As a reminder for your presentation, as a reminder, please continue to monitor your emails for when to rejoin the public portion of meeting. Thank you, guys. Great. Thanks, everyone. Thanks for the time. Thank you. Thank you. You're welcome. Thank you very much. The third presenter, RTW Management, has now completed their presentation and answered all questions. As the team is leaving the meeting, purchasing agent, please invite the fourth presenter, Keolis Transit Services, LLC, to join the closed portion of the meeting for their presentation. Good. Still good morning, EC members. Good morning. Committee members. It's a fantastic morning. Thank you, Keolis, for rejoining us. As your team is joining, attendees can be viewed in the team's participant panel. Displayed on the screen is a list of county staff. Please review to ensure that only your team members and county staff are in attendance. And while you're reviewing the participant panel, please advise which member of your team should be designated as a presenter. So I will be the presenter, Sandy Hill. Thank you, Sandy Hill. Thank you, Sandy. And then you're going to allow me to share my screen? Yes, momentarily. All right. For the record, please affirm that there are no other individuals in the meeting other than your team and county staff. That's confirmed. Thank you. We're good. You will have five minutes to set up. Sandy, you should have the ability to share your screen. Okay. I'm just making sure that Mike Romeo is in the... Yeah, there he is. Okay. All right. Can everybody see my screen? Yes. Yes. Yes, we can. Yes, we can. Perfect. I'm just going to make sure it's advancing. Yep. All right. We're ready to go whenever you are. You're ready. Purchasing agent, please start the... Yes? Oh, I just wanted to do a mic check. I just want to make sure my microphone is working, so... Okay. We can hear you. Thank you. We can hear you right now. All right. Thank you. Purchasing agent, please start the 20-minute timer. You may begin. Thank you. Go ahead. Thank you. The decision before BCAD is not whether change is needed. The decision is whether progress requires risk. We believe it doesn't. With Keyless, BCAD keeps a partner that has already proven it can operate safely, reliably, and efficiently, in one of the most demanding airport environments in the country, while continuing to innovate and prepare for what comes next. And what excites me most about is that what we... how proud we are of what we've accomplished together over the last decade, but I'm excited about what the future holds and what we can accomplish together over the next years. This contract is a little different for me because it's just not an airport I visit once a year. I participate in the weekly operational calls with BCAD, work closely with the local leadership team, and stay connected to the opportunities and challenges facing BCAD every week. Today, we'll demonstrate three simple points. We are proven, we are ready, and we are different. Proven through a decade of measurable results in Fort Lauderdale. Ready because the team, systems, and infrastructures are already in place, and different because we combine continuity, innovation, and flexibility without asking BCAD to take the risk of an upcoming transition. This is why we believe Keyless represents the lowest risk and the lowest cost path to Fort Lauderdale's highest ambition future. Good morning. My name is Francis Julian. I'm Vice President of Operation for Keyless. What you see here is the proof behind our promise. These six measures demonstrate a balanced operation and KPI's key performance indicators that are far better than industry standard. Most importantly, these are not results that are borrowed from other contracts. They are Fort Lauderdale results produced by this Fort Lauderdale team in a 24 hours operating environment. Let me begin with service reliability. Our average headway adherence is 93.36%. This is important because passenger experience is serviced throughout their wait time and the consistency of bus arrivals. The results demonstrate our ability to actively manage headway in a complex 24 hour airport environment. Fleet reliability directly supports service reliability. We have maintained 100% preventive maintenance compliance and achieved more than 30,000 miles between roll calls. So basically one breakdown each 30,000 miles. For BCAT, this means fewer service interruptions and greater confidence that the scheduled buses will be available when passengers need them. The industry standard is around 18,000 miles. The trip experience performance is supported by our philosophy of thinking like a passenger. We listen to passenger, act on issues quickly, and we use what we learn to improve the operation and the guest experience. You do not achieve 98% of customer experience by accident. A stable workforce makes all these results sustainable. Our turnover is 3.4%. Yes, 3.4%. Our operators bring meaningful experience and internal promotion preserve operational knowledge. Strong retention protects safety, service quality, and the passenger experience while reducing the risk that comes with constant workforce change. This number is just exceptional. When we consider it, the industry average is around 26%. When we bring all these measures together, the key message is confidence. This is not a projection. It's not performance from other places. It is historical Fort Lauderdale data delivered by the team operating here today. BCAT already knows this team, the operating environment, and these results. That gives you a proven foundation for the next contract. I will now pass it on to Ramon, our Safety Director, to explain more about the incredible results in the accident frequency rates. Ramon, you're on mute. Yeah, sorry. It remains one of Keyless's highest priorities for Fort Lauderdale-Hollywood International Airport. Our current preventable accident rate is 1.07, reflecting our daily commitment of our operators and our leadership team. For the context of the Federal Motor Carrier Safety Administration uses a crash rate threshold of 1.5 accidents for non-urban operations, 1.7 for urban operations. At 1.07, our performance is approximately 37% below the urban threshold. Reinforcing safety as a continued strength of our operations. We maintain the performance by hiring professional operators, conducting monthly safety meetings, addressing safety violations, and coaching operators whenever those safety behaviors need improvement. In my five years of working with Keyless, I've had the opportunity to work with a talented team and participate with airport exercises including Night Owl and Nightingale. Those experiences reinforces the importance of preparation, communication, teamwork, and being ready for both daily operations and unexpected situations. Going forward, our goal is not only to maintain our safety performance but to continue improving it. We do that by thinking like a passenger, whether it's an airport employee who rides with us every day or the first time traveler that comes into the airport. We want every person who steps on our shuttle to experience service that is safe, professional, dependable, and welcoming. That is the standard that we are committed to and we will continue to do that as Keyless moves forward and our partnership with Fort Lauderdale Hollywood International Airport. As I go forward, I want to introduce our GM, Mike Romeo, who is a very good friend of mine. Thank you, Ray. I want to thank all of you for the opportunity to be with you this morning. I've been in this industry for 25 years and I've had the pleasure of being the GM over the Fort Lauderdale contract over the last three years. In my three years, I'm very proud to have shared some great successes with my dedicated team. And under my leadership, I've watched this team grow and prove that they are the best team to continue operating the Fort Lauderdale airport shuttle. I'd like to introduce the team that we have, our management team. Between Lissandra, Sabrina, Raymond, Jose, Louie, Malzina, and myself, this local team has over 150 years of combined transit experience. With our corporate team, we probably have a thousand years of transit experience. I want to talk about Malzina just for a second because Malzina started with us as our lead trainer. She was promoted into the assistant general manager position. And I am proud and very happy to have her be as the acting GM moving forward onto this new contract. Building, you know, through partnership. There are many things that build a true partnership. We all know that we had an unexpected drop in passengers in the beginning of 2025, and we worked with you all to reduce the cost. Then with the sudden, you know, closure of Spirit Airlines, I'll talk about more of that in a minute. Emergency readiness. It was an honor to be part of and lead my team through Operation Night Owl. The work that we all did together really came through in such a positive way and a powerful execution of the biggest emergency preparedness drill that this airport has ever had. The job that everyone involved did was just simply amazing. And then on the day-to-day operation, I appreciate, you know, the close working relationship that I had with the BCAT team. Anytime the challenges that we face or the changes that we face, just like yesterday with the airport flooding, you know, we talk, we meet, we discuss the changes that need to be made. We're quick to execute changing not once but twice the routes for the employee shuttle, making sure we get the employees into the airport and get them to work. These quick positive changes are just really to better the overall service. Talking about this Spirit Airlines closure, we know that we had to make quick changes to adapt to the new environment. As a landscape of the service, it's completely changed. We had to get a gauge on what was going on. And once we got a gauge on it, we were able to adjust our scheduling, budgeting, and really be a partner by drastically reducing the cost of the service for the county in the time of need. Operating philosophy is simple. Think like a passenger. That means listening continuously and understanding what passenger experience from the moment they enter the system. It means building through trust, consistent service, training the entire organization around the guest experience, and resolving complaints quickly and completely. For BCAT, this creates an operation where decisions are not made only from report. They are made based on what the passenger actually sees, feels, and needs during their journey. I want to touch on our workforce. Throughout our contract, we have had zero threat of a work stoppage. I have built a very strong relationship with the union. And in fact, they actually gave us a letter of recommendation to continue this partnership. We are also currently in process of working out a new CBA, collective bargaining agreement, that will take us well into 2029. And we hope to have this completed by next week. Keolis FLL has had the highest survey participation rate for the whole entire company. And I'm also proud to have the highest employee satisfaction score as well. With very engaged staff, the management team is always with our staff. We're always doing things with our staff, for our staff. And it really is a tribute to the strong leadership that Keolis FLL has. People that work for us stay with us. 75% of our operators have been with us for at least three years, which many of them have been here well over 10 years, which is just an amazing achievement. Your local team is not alone. They are supported by a broad corporate bench with direct access to expertise in operations, safety, human resources, technology, finance, legal, and asset management. This is active support, not a list of names. It includes site visits, audits, operational reviews, training, and executive involvement. For BCAAD, the advantage is local accountability, backed by the full resources of Keolis Transit America. Flexibility is already built into our operating model. We can adjust demand, coverage, staffing, fleet assignments, routes, guest support, emergency responses, and technology, while maintaining operational control. For example, as passenger volumes changes, we can stage buses and operator, adjust assignments, and protect core service. BCAAD is not buying one fixed service pattern. You are buying a control range of options that allows the operation to respond safely, reliably, and efficiently. This is the central point. Flexibility does not mean improvisation. It means defined options, trained resources, clear decision thresholds, and disciplined execution. That allows BCAAD to respond to changing conditions without sacrificing safety, reliability, cost control, and, more importantly, the guest experience. Once again, this is not just a theory. When travel uncertainty and the spirit bankruptcy reduce demand, we worked with BCAAD to adjust schedules and reduce costs. During spring break and convention, we staged buses and operators for concentrated peak. In real time, we adjusted routes, leave, staffing, and bus assignment. Now, as cruise season demands build, we are reversing that process in a controlled way by restoring staffing and capacity. The result is the right service level at the right time without sacrificing safety, reliability, and the guest experience. In normal activity, we monitor flight activity, terminal conditions, events, and seasonal patterns, and then adjust service hours, staffing, fleet, and leave accordingly to provide a service that matches demand. The value to BCAAD is the right service level at the right time. The future of the airport mobility is predictive, not reactive. With added tools, we are using technologies to anticipate demand, prevent disruptions, and improve the passenger experience. One of the opportunities we are excited about for the next contract is using AI to make the operation more proactive instead of reactive. AI can continuously monitor passenger queues and crowd density at shuttle stops. Instead of waiting for complaints or visual observation, the system will identify overpriding in real time. When crowding thresholds are reached, alerts are automatically sent to dispatch and supervisors. Additional buses are deployed. Supervisor can now proactively reposition vehicles before passenger service is impacted. One of the biggest opportunities as well in Fort Lauderdale is improving passenger information for the shuttles. We now operate with Hastus. Hastus is the world's best scheduling software. With Hastus, we will finally be able to make a difference in between buses operating on the upper and lower deck. And this will allow us to have way more precise schedules for the passengers. Now that we have that data, we can actually, first of all, put schedules at the bus stop and finally implement the app that Fort Lauderdale wanted for a while. So we can actually take that same time operating data and put it directly in the passenger's hand. Passenger can see the next shuttle, watch it approach on the map, confirm whether pickup is on the upper or lower level and follow a short walking path to the correct door. The passenger no longer has to guess where to wait on the next bus when the next bus is coming. We always need to manage what we can control and adapt to what we cannot. Having 24 hour coverage in the field between managers, customer service representatives allows us to work through live need. We can get a sense of what's happening, decide on what is needed and put into action in real time. Operational planning, there is a lot of excitement coming our way between Terminal 5 and Automated People Mover and Intermodal Center. Along with the BCAD team, we know that we really need a collaborated effort to plan for what is coming down the road. Although it creates its own challenges, it's very exciting to be able to work through it. When completing, when completed, it is going to give our passengers a true state of the art experience. Our innovation roadmap is practical, staged and accountable. In the near term, we strengthen safety, technology, optimize service management and improve dashboard governance. Next, we prepare for emerging airport needs, electrification, predictive maintenance and the use of AI for crowd surges. Later stage concepts includes advancing autonomous mobility, where we move forward only through clear stages. A proven safety case, BCAD's approval, measurable benefits and workforce readiness. Our principle is simple. Innovation should move at the speed of operational confidence and deliver a clear benefit in safety, service, cost and passenger experience. To provide even greater flexibility, let me talk a bit about electrification, but to provide even greater flexibility in the operation, we have an exclusive partnership with Circus. Circus is the local all electric shuttle operator in Fort Lauderdale. With BCAD's approval, this will allow us to be able to easily increase capacity in high season and to do so with a low carbon footprint. Let me close where I started. The question before BCAD is not whether progress is needed. The question is whether progress requires risk. Today, we've shown that it doesn't. We've shown a decade of proven performance at Fort Lauderdale, a team that is already in place and a clear plan for the future. We are proven, we are proven, we are ready, and we are different. Proven through results, ready because the people, system and knowledge are already here. Different because we deliver innovation and flexibility without asking BCAD to take on the risk of transition. That's why we believe Keolis is the lowest risk and the lowest cost path to Fort Lauderdale's highest ambition future. Thank you for your time, your partnership, and the opportunity to continue to continuing serving Fort Lauderdale. We look forward for your questions. Thank you, Keolis, for your presentation. Committee members, project manager, are there any questions for Keolis? State your name, then your questions. Good morning. Thank you for your presentation. This is Mike Nonamaker. Obviously, when we have these meetings, we do Q&A. With you all being the current provider, our Q&A with you might be a little bit different. You know, one of my big questions that I have for you is, you're selected to continue to provide this service. What's going to be different? I think you have covered some of that in your presentation that you just did. And it looks like one of the things that's going to be different is the use of technology. Can you confirm that the use of that technology is something that, you know, will be in place if you're the successful vendor and it'll be at no cost to the county? Yes. Thank you. Thank you, Mr. Nonamaker, for the question. Absolutely. The answer, in short, is yes. So, when I talk about HASTIS that will resolve the issues from the upper to lower deck, in conjunction with ETA Spot, the GPS provider, HASTIS is already part of Keolis. We actually just started in Fort Lauderdale. There's different stages with HASTIS that we do. The first stage that we just literally finished was to do optimization of workforce. Second stage, we'll be able to start working on scheduling of the route. So, this first software is already included and inclusive in your price that we've proposed. The second one, when I've talked about the AI surging tool, this is a company-wide project where we're changing suppliers from the system that the onboard system that we have now, they're basically safety systems that follow, that allow us to coach the operators when there's questionable ways that they drive. That system that's going to be changed is called Motive. Motive actually has a layer where it does the same thing, actually a bit better, it's more defined and more precise, but it actually adds some cameras to the current system we have and it allows us to put AI layers over. So, one of the layers, we can have inside passenger counters for the bus and we can have outside crowd surging. We can even have, if there's trash overflowing, we can actually send alerts. So, we can use AI in multiple levels with that new system. And once again, that's included in your price. It's a rollout that we're doing company-wide to all the location. So, Fort Lauderdale is stated actually to be around March of 2027 to get the implementation of the base system. And then we can start working with your team to put some AI layers to the operation. Mike, do you want to add any... Oh, and sorry, Circuit is part of our proposal as well. Okay, yeah. Okay. So, go ahead with Circuit, Mike, but... Just with Circuit, we know that they are local. They are currently working. I know that they have, they're working with the Omni currently. They're close by, they're not far away. And we, you know, with your approval, would like to work with them and using their services during peak times, during peak season, where we can really get them in and out and really true, bring in an extra partner during those peak periods. And with the electrification and everything else, it's just, again, just bringing in new technology and we're very excited to do so. So, I would assume that some of that technology will help with cruise surge and managing cruise surge? Yes, it will. Because they have operations that are literally just, Mike, they're just about three miles away, where we can just, you know, know when the peak's coming, obviously, with the schedules and everything else, and have them here already, ready and waiting for those peaks. They're close by, they'll be fast to respond. And it's just a question of, you know, really getting down to how many vehicles will be needed, when, and then working that out with them ahead of time. It's added capacity. Once again, that's included in our cost. And that continues to do what we've done, I want to say for a year and a half, with all the fluctuations between the tariffs, the bankruptcy, the bankruptcy, the bankruptcy of spirit, but what we've seen as well in surges. So, it's, from a scheduling standpoint, we did, I think, a really good job. And we have really strong models now to adapt to this. But now we can actually layer a partner where we actually can insert physical capacity way quicker than what we were in the past. Okay, and in your presentation on 21, you're showing this electric vehicle, can that operate on the upper level roadway? It can instead. Yes, I don't, I don't, sorry, Francis, I was just going to say, we don't have any restrictions that we're currently aware of, not to be able to. Even from a weight, a weight perspective, obviously, they won't be able to carry 20 passengers, but with the inside capacity of those vehicles, they will be able to operate on the upper deck. Okay, thanks. I have no other questions. Hearing no other questions from the committee members, project manager, are there any questions for Keolis? Hearing none, circling back, any additional questions for Keolis? Hearing none. Again, thank you, Keolis, for your presentation. As a reminder, please continue to monitor your emails for when to rejoin the public portion of the meeting. Again, thank you. We'll see you guys later. Thank you. Thank you, everybody. Thank you. You're welcome. The fourth presenter, Keolis Transit Services, LLC, has now completed the presentation and answered all questions. As the team is leaving the meeting, purchasing agent, please invite the fifth presenter, Las Florida, LLC, to join the closed portion of their meeting, join the closed portion for their presentation. While we wait for the team, we'll take a quick recess. The time is 11.42 a.m. We're now in recess. Good morning. It's still morning. Can you please mute your devices? It's classic. I would like to reconvene the meeting. The time is 11.51 a.m. This character in the research is coming in a moment. Excuse me, can you guys mute me? The guy from Ravani. And what's the meeting about? It's not. He just wanted to come over. I would like to reconvene the meeting. The time is 11.51 a.m. Good morning, Las. Can you guys hear us? Yes, we can. Good morning. Can you hear us? Yes, we can. It's still morning. Thank you for rejoining. Before we start your presentation, I just want to go back to earlier in the meeting. Unfortunately, due to unforeseen circumstances, our county attorney was not able to join the meeting during the terms and condition report. We have a representative from the county attorney's office now to address your exceptions that you've taken. Okay, great. Ezra? Hey, good morning. So, these are the three exceptions that I see here that this company took. The first one was a change to Section 9.2 termination for convenience. Israel, if you don't mind, let me just interrupt you for a second. Laz, do you have anyone on your team that is here to bind your firm for any answers that you're going to be given, Israel? I think we're going to respectfully ask for some time to consider based on what we're about to hear. We're not really sure what you're going to say. Yes, but I'm saying is there anyone on your team that can bind your firm? We do. Yes. But again, just with the caveat that we may need a moment or two to confer. Yes. Yeah. I just need to make sure he doesn't go through all that and no one can bind the firm. Yes. You will get the time to. Yes. Go ahead, Israel. Sure. All three were deemed non-negotiable. The first one, 9.2 termination for convenience. Something about if a capital investment is made at any point during the term, Laz would need to be reimbursed in full for that investment. As far as I'm aware, this is a services agreement. There is no requirement for some sort of capital investment to be made. And then the change being requested to 9.2, that's our standard county termination for convenience provision. We don't really change that. That's a standard included in the vast majority of our agreements. The second thing was materially increased reimbursable expenses at the direction approval by the county will result in adjustments to the max to the not to exceed amount. That was a change requested to 5.1. I'm interpreting that to mean that you want the max not to exceed to be able to be modified, because that's what you put here in your brief justification. This agreement is being approved by the board. The max not to exceed is going to be set. There's no one with the authority to change that amount unless you amend the agreement and go back to the board and amend the not to exceed amount. So that's non-negotiable. 8.1, this is the request being made. Any increase in insurance costs resulting from such adjustment shall be treated as a reimbursable expense and shall not be counted against or subject to the not to exceed amounts. And then your justification. Should the county make an adjustment to insurance limits that result in an increased expense, LAS would request to be reimbursed accordingly. So I have the agreement here in front of me and the insurance cost is embedded into the in-service hourly fee. So that fee is covering your insurance expenses. It's not listed as an item under reimbursable. So that's we conferred with our risk manager. And that's also deemed non-negotiable because that's outside of the structure of the agreement. That's all I have. Thank you. So Latoya, how do you want us to proceed? Do you want us to address those now or do you want us to proceed with our presentation and then respond to you afterwards? What would be the best course of action? We would like that to be addressed now. And I'm going to turn it over to the other county attorney, Javier. Good morning, Javier Navas, assistant county attorney. So if LAS would confirm that you understand that those are non-negotiable terms and conditions that the county is not able to negotiate upon. And we're asking if LAS is willing to waive those exceptions. Understood. So just on the first one that was mentioned, the term for convenience. One second. Can you state your name for the record and affirm that you can bind your firm, please? My name is Rick Ingram. Yes, I can affirm. Thank you. So our concern, if I could just speak frankly, our concern was that the RFP did have provisions where there could be, at the county's request, there could be capital expenses that are incurred. And so we wanted protection language so that if we did incur any capital expenses and we were terminated early, that we'd be paid off for any amount that we still owe. That was the rationale for including that. Are you saying that there will be no other capital expenses beyond what's already been underwritten for in our proposal? Well, you didn't really specify which provision you're pointing to that's requiring you to do capital expenses. All I was given was a chart that said you want me to put a statement in our termination for convenience provision saying that you're going to be reimbursed for capital expenses. So I have no idea what you're talking about when you say capital investments. That provision, if to the extent that there is some, you'd have to point it out to me now, to the extent that there is a provision that says, hey, we're going to require you to do capital investments for which you're not being compensated for. That would have to be addressed in a separate provision if that's the case. I wasn't aware that that was what was being required in this agreement. I thought this was a shuttle management agreement. I wasn't sure that you were being, but we do have BCAT representatives. They can jump in if I'm wrong. I wasn't aware that you were being told to make significant capital contributions here. And if so, you can point me to the provision. Okay. So please forgive me. I don't think we had notification that these exceptions were going to be non-negotiable. And so I think we would respectfully ask for some time to confer so that we can come back to you with the appropriate provisions, because we weren't prepared to discuss that at this particular moment. And if anyone else from LAS has that teed up, please, by all means, chime in. But would it be possible to ask for a brief period or recess in order to do that? Javier, I don't know the procedure, if that's permitted at this stage or not. So if LAS is willing to just confirm that you understand that these are non-negotiable terms from the counties and these three specific terms and conditions, then we can move on to the presentation. I think part of the issue, if I might, this is Chuck Voss, Vice President with LAS. Part of the issue this morning when we first kicked off the meeting, you all said, you pointed out that LAS had three exceptions. And someone asked if LAS had been notified of those three exceptions, and we have not been up until you pointed it out this morning. So there was no time for us to confer and discuss our three exceptions, I think is the point. So I would have assumed if you would have notified us yesterday or the day before, we would have had some time to huddle up together and come back with a response. Is there a way to give us time to do that as opposed to just trying to confirm everything right now? Give me a moment. I believe the firm was notified. I'm just going to be confirming it. MR. Yeah. So we received an e-mail this morning from Chris Howley regarding the exceptions. An e-mail yesterday, Tuesday, September 29th at 11.59 a.m. was sent from our purchasing division to Mr. Howley, Mr. Walsh as well. MR. Yes. With those exceptions, yeah. MR. And I think the issue, and we've had an issue as well, we're bidding on the shuttle contract and we're bidding on the parking contract, two separate contracts. So Chris Howley is handling the parking contract. Rick Ingram sent you your responses to your original questions a couple days ago related to shuttles, but we never heard anything back as far as what's non-negotiable, if that makes sense. Sorry, Rick. MR. I mean, I believe Chris was responding to a non-negotiable exception for the parking contract, which we agreed to. We waived that exception. There was clarification, correspondence last week regarding this shuttle contract, and we clarified our language, but at no point to our knowledge, unless we completely missed it, but I don't think we did, that those exceptions were non-negotiable, just that we needed to clarify what they were. MR. Okay. So we'll... I just have a question. I mean, this is a comment made by your firm in the document that was provided. If a capital investment is made at some point during the term, LAS would need to be reimbursed in full for the investment. I'm assuming you wouldn't put that in there unless you saw a provision requiring you to make a capital investment. So I'm asking a very simple question. Where is that requirement in the agreement saying you have to make a capital investment? MR. Yeah. So there was no requirement. That's somewhat standard language for us that we put into contracts that if there should be a capital investment, if you tell us to buy a bus halfway through this contract, we would then be reimbursed if there was some issue. And there was an unamortized piece of that purchase, we would be reimbursed for that. So there's no language to point out. It's language that we added to in case there was a capital investment that you asked us for at some point during the term. MR. But if it's not embedded in the contract, we're not entitled to do such a thing. So that's non-negotiable. I mean, if any BCAT representatives on the line, that's a business determination, ultimately. So if they want to jump in, but it's not covered in the contract now. Is anyone from BCAT here? MS. Hi, this is Carolyn Willman, the project manager. If something were to come throughout this contract, I believe we would just handle it at the time. MR. Carolyn, does that mean that we would amend the agreement if an amendment was required and address it that way? MS. Yes, correct. MR. If that is the case, then we're prepared to acknowledge and proceed. MS. Okay, thank you. Any more questions, Israel, or statement? MR. Yeah, I'm here to answer. If anyone else has questions, you can ask me now, because I'm going to have to jump off the call. So any legal questions as to these exceptions, I'm here now to answer them. MS. Oh, none. None from us, none from the county side. Any questions from Laz for our county attorney? MR. Not at this time. MS. Thank you so much. Thank you, Israel. All right, Laz, thank you just for clarification purposes. The final evaluation meeting is the timeframe for us to discuss any exceptions taken to the terms of the purchase and condition. The emails that you receive from the purchasing division are just courtesy emails in order to kind of expedite this conversation during the final. So this is the forum for us to discuss any exceptions that you've taken in your written proposal. your written proposal. Currently on your screen is a list of county staff that from our side and the attendees can also be viewed on the team's participant panel. Please review and affirm that there are no other members other than your team and county staff presently in the room and while you're reviewing that if you could let me know who needs to receive presentation ability. Hi this is Jonathan Wilkins I'll be receiving presentation ability. Thank you Jonathan for the record please affirm that there are no other individuals in the meeting other than your team and county staff. Cross-referencing county staff but there there's no our team is present I don't think there's anyone else present beyond county staff. Okay thank you for that confirmation your team should have the ability to share and you'll have five minutes to set up. Okay and we should see the title slide for our presentation now. Could you please confirm? Yes confirmed. Thank you. We're ready if you are. I just need to start your timer so just let me know when you're ready. Okay I believe we're ready. Thank you. Purchasing agent please start a 20 minute timer. You may begin. Thank you. We are last. We are very pleased to be here. Thank you for having the dialogue clarifying some of the back and forth but hopefully we can turn this around and you know get to the positive aspects of our proposal in this operation. So we have a pretty large team that's here. We won't introduce all ourselves at this particular moment but we will as each person handles their individual section. My name is Rick Ingram. I'm the executive vice president for Airports for Alaska and I've been with the company for 21 years. I started on the front line. I was a part-time attendant when I first started with the company and it wasn't through the ranks. There are many stories like mine within the organization which we're happy to share with you. So who is Laz? We have been in the parking, transportation, and mobility business for 45 years. We were founded in 1981 and over that time we've grown to have over I think it's close to 23,000 employees across the United States and Canada. And most significantly we're operating in 53 airports both small, medium, and large hub in the USA and Canada. We're very proud of our airport presence and the experience we bring to the table here. So on this presentation you have representatives from our airport services like myself and Chuck, our transportation division which is represented by Paula and Jonathan and Jarius, our local presence within the Florida market, particularly South Florida, Chris Walsh, and some of our strategic partners that we work with in the market as well. So the structure here you can see there's a lot of folks on this particular presentation. That being said, there's a much larger team behind this both on the ground that would be providing services at Fort Lauderdale airport but also within our corporate structure both regionally and nationally. So we won't go into all the details. We can answer any questions you might have about the team itself but there's a lot of us and we're all very dedicated to making our clients business a success. Just to highlight particularly airport and transportation experience, you can see a lot of logos here both with small and large hub airports or other types of venues where we're providing transportation services. We're particularly proud of Denver. We're both doing airside and landside busing services LAX where we run six different bus routes. You can see both kind of the small and the large here that we're providing service at. And Chuck and I and Jarius, we're actually we're in Dallas-Fort Worth today. We transitioned DFW busing service tonight. So we are very proud to have grown our airport and transportation portfolio over the last several decades. And I think what makes LAX different is that we do have a vision for not just you know the service that we provide for our clients and their passengers but also our staff members and how we empower them for success. We do believe that if our frontline teams are successful it's a better experience for all of your passengers. That makes the airport successful. It makes us LAX successful. And again myself I started on the front line. I've risen through the ranks. And so our commitment to people is something that I firmly believe in. We think that that has a similar value as Broward County and the airport as well as some of our partners. So I'll turn it over to Chris to give a little bit more of insight why he is working with us and and the synergy that our respective organizations bring together. Well good morning and thank you. My name is Chris Walton and as some of you may or may not know I'm a former 20 plus year employer of Broward County Transit. And you know I fully understand as a frequent FLL user I fully understand the importance of the customer experience and you know the responsibilities go along with maintain the transportation parking systems at the airport. I would share with you that I had the opportunity to partner with you know a number of firms that are participating in this solicitation but I'm very happy to to work with LAX because of their reputation nationally. But not only that is their commitment to local participation and diversity. So I'm looking very forward to working with LAX and the county actually to continue my service with the county after 20 plus years. Hey good morning. My name is Chris Walser. I'm a senior vice president with LAX and very much like Rick I've been with LAX over 20 years. I am a local resident of Broward. I've been here for 15 to 16 years in the marketplace and much like Chris had just mentioned a frequent user of FLL. Ironically just flew back in through the airport yesterday so know it know it very well. What I'll do here side of what we have is a support mechanism in the state of Florida. Locally in in Broward downtown you can see on our list here we've got the Plaza 100 building which we've been operating since 2016. Do use that do use that excuse me as an office as kind of a base of operations for it. You've got the Hilton Beach House obviously on Fort Lauderdale Beach and then last year we were very lucky we opened up and we won a contract with Broward Health. So we're currently operating all the Broward Health hospitals running the valley operations recently and not on the scale of this but have opened up a shuttle operation with Broward Health for their employees while they're doing construction on a couple of their different off property sites and as you can see here in the state of Florida we operate many municipal operations we've also got the Fort Walton Beach Airport, Ticola Airport and Panama City Airport as well as City of South Miami. You can see our City of Coral Gables which we've had fortunate enough to we're heading into our 12th year of our contract with the city so we really get in and partner and establish long-term relationships with our local vendors. I am very involved with the the operations that we're doing relationships as well as the team so we we really come in with a full support mechanism to everything that we do. And just to kind of touch here I mean you guys can read the slide so I don't necessarily want to go through it but to dovetail on what I just mentioned about what we do and how we approach things we do go into this as a partnership so obviously you can look here and it's coming out of the gates you know we're going to make sure that there's no service disrupt disruptions excuse me and that's because we're going to take a full integrated look at the operations we're going to come into it we're going to have outside parties that help us with these different things obviously with our partners mentioned on the call with their years of experience and knowledge not only working at Fort Lauderdale airport but at other airports the onboarding and training it also ties back to what I had mentioned with the local staff that we have in Broward we like to cross train we all understand you know if if weather happens or something happens god forbid which knock on wood we've been fortunate over the last couple of years but with all that being said we need to make sure that we can provide the support mechanisms to what we're offering for the team there at FLL the customer service levels that there's no decline and that we increase them and keep them there so it is a one system approach it is the schedules are ready you know we're tying that in with the support behind the scenes too from the maintenance side of things with our optimization regarding the fleet and the service tackling everything that we need to do and it goes back to that you can see on the last corner there it is a scalable structure and i think that we can provide that based on the tools of what we have as a support mechanism in the market hi thank you very much my name is paula henry and i'm the vice president of transportation for las i've been with last for four years i have about 30 years of experience in airports to transit to a number of different um transportation agencies um i want to spend a little time to talk about our the opportunity to show you what our proven formula is for a successful operation and as you know every operation needs a strong foundation solid pillars and a protective roof our roof is safety safety covers everything we do at las it's not just one department one initiative it's it it stems to every decision we make from hiring to operations to maintenance customer service we look at everything through the lens of safety we want our passengers to go home safely and we want our employees to go home safely and how do we do this we use our tech platform sam sarah it's a nationally recognized platform we measure and train and coach our employees we have driver safety awards we do field observation all levels i do field observation rick does field observations and the next thing that really holds up our roof is our four pillars customer service operations business development and fleet management these pillars drive our performance each one of them stand alone and are very successful how do we do customer service we treat everybody as a client whether it's internal external we have great partners on the curb we do customer surveys we do 24 uh 24 7 availability and staff support operations we do a lot of route and driver reviews we make sure that our pm compliance is updated we make sure we have a good spare ratio we have experts in our technology department and probably most important thing here too is also transparency what we see you will see and then with operations what we do with operations is we make sure that we provide the tools to the drivers to make sure that they come to work and we have the right ratios of drivers business development we're always checking to make sure that we uh have enhancements we always want to make sure there's some cost enhancements for our clients and to make sure that we're doing everything we need to do on providing the right business and transparency for the client our fleet maintenance program is we want to make sure that we have the right buses want to make sure that the buses are available we have kpis for our service we want to make sure that we look at our vms reports vehicle management system reports and all of our strategic partnerships are weaved right through this we um are looking right now that our our foundation of our people and our culture that is what makes it work and we expect to make sure that we provide you the best reliable safe service we can and i'm going to turn it over to um our fleet department which is kevin hi good morning thank you paula my name is kevin hernandez i'm the founder and ceo of ecofleet and i'm proud to be the fleet management partner for last throughout the nation our approach to fleet maintenance centers around the three critical factors of maximizing uptime safety compliance and asset protection we take great pride in providing our custom uh preventive maintenance programs and executing them with our trained maintenance staff throughout the nation uh and as as well as with our suppliers for parts and major services our leadership team leverages the very unique mix of experience as former operators such as myself manufacturers and long-time maintenance professionals to maintain a close working relationship with all oem such as eldorado gillig and arbok we use this experience to ensure parts and workmanship are in line with manufacturer standards and industry best practices we use that to have greater success with oem support and ultimately pass the benefits on to you guys as our clients uh finally we've uh done a lot of work in pioneering custom integrations between multiple systems such as samsara and fleetio uh which is our vms platform to bring that uh beneficial use of software to our operation manage parts manage our rows and really give you a bird's eye view and a very critical view of what's going on on the ground altogether this provides us a very modern holistic fleet management program which we've implemented successfully across multiple client fleets throughout the nation uh and we very much look forward to bringing this to uh fort lauderdale so with that i'll pass things off to jarius on the customer service approach hey kevin thank you so much um jonathan wilkins here senior manager transportation um for last what i wanted to talk about for just a second is how people in technology come together at last we are a people driven company so we ensure that we are informed by technology rather than driven by that we are literally driven by our people pun intended that our drivers are doing that this is really really powered by four uh different technologies here for fll samsara eta spot which you would be familiar with fleetio as well as last analytics to make sure we're supporting those drivers what this looks like in practice i'm sure you've seen other presenters um show you camera feeds um we use that as a live feed of our uh vehicles um to make sure we have a dispatch command center if you look on the right you'll see about 15 toggles that we're able to monitor in real time what's going on with our buses to make sure rider communication is where it needs to be passengers are getting to where they need to go and drivers have the assurance to know they can take their time and safely get there so i'm going to hand it off now um as kevin said to jerry to talk about customer service good morning my name is jerry asadro senior business development manager with les um as jonathan stated our drivers are the face of operation and we want to make sure that they offer a welcoming experience for every passenger uh they work hand in hand with our customer service representatives at the curb to make sure that they're coordinating directly with dispatchers to up to ensure that the operation is running smoothly and with our 27 24 7 phone support we ensure that every passengers no passengers are left without any assistance and we're always providing constant communication and real-time updates to our staff and i'll pass it on over to tanya davis to talk more about our customer service representatives thank you thank you good afternoon my name is tanya davis and i'm a partner with s davis and associates we bring more than 25 years of experience serving broward county in the fort lauderdale hollywood international airport to the team we know the county we know the airport not only as a provider of professional services but also as 30 plus year broward county residents and frequent users of fll so the the choir the time is 12 21 the room has just lost power we're in recess we know that the transitions is very important and uh i'm hearing an echo now of myself we are transition experts um this is what we do we do this all over the country we've done this at dozens of airports over the last couple of years um we know that it's a stressful time pardon said hold on one second mike mike mullen did you say that yes yeah hold on um um last my apologies we just we lost um some power in the room so we're gonna ask you to go back maybe i think you we lost it at the time where you have five minutes left and we are it looks like the conference room may be muted just a observation hi this is latoya clark force from the purchasing division i am trying to contact the room so bear with us thank you thank you latoya latoya can you hear us us yes i can okay las or apologies we lost some connection in the room right around your five four fifty eight mark so i'll give you five minutes um we're currently in recess we took a recess at 12 21 p.m when we lost power just bear with me a moment just confirming las heard us oh i think can you hear me can anybody hear thank you yes al we can hear you on change thank you all the monitors are back up we got power thanks fantastic if we are correct i believe we were at sda and curbside management um at the time of recess that would be our reset point yes give us a moment to get settled in the room and then we'll um make that determination give us a moment thank you i just want to ensure they're they're good to go downstairs thank you testing can you hear me yes facilitator we can hear you on teams thank you okay thank you so much um as mentioned earlier we took a recess at 12 21 pm and it's confirmed in the room that that's the slide you were on when we took a recess um i am going to start the timer at five minutes it was right about four fifty four minutes and um 45 seconds left but i'll start it at five minutes to be fair um is that okay with laz very much appreciated tanya thank you good afternoon again hold on i need to come on no no i'm going to reconvene the meeting i just wanted to go through that with you first okay the time is 12 26 pm we are now um out of recess i'll reconvene the meeting 12 26 pm you may begin the timer five minutes remaining thank you my name is tanya davis and i'm a partner with s davis and associates uh s davis and associates brings more than 25 years of experience serving broward county and the fort lauderdale hollywood international airport so we know the airport we know the county not only as a service provider uh but also as a 30 plus year broward county residents and frequent users of fll so the quality of the passenger experience is very personal to us we understand that every interaction at the curb helps shape a passenger's impression of our airport and our community now and considering the planned expansion projects to through 2030 and beyond so for curbside management that means providing visible leadership responsive communication and strong personable staffing while sda provides service and other airports across the country this is our airport we are locally invested locally accountable and committed to helping last deliver an exceptional fll experience chuck appreciate it uh if you missed it the last time this is chuck vose again i'm vice president of airport services for las um we wanted to touch on the transition before we before we finished up here we know that it's important we know that it's a big deal um for you all to switch operators and this is this is what we do we're transition experts we've transitioned dozens of airports over the last couple years of all shapes and sizes as rick mentioned earlier we are at dfw right now transitioning 190 buses and 500 plus employees um what you're going to get is all three phases of lads you're going to get the transportation experts you're going to get the airport experts and you're going to get our local regional office support throughout the transition and you're also going to get the people you see on this call there's not going to be a different group of people the people on this call are the ones that you're going to see as we go through the transition um the slide that you're seeing now is too much and too big too many words to read but it kind of gives you an idea of how we go about it it's just a gantt chart that shows our important dates we'll have a meeting probably twice a week that you're more than welcome to participate in and we will report back to you on where we're at each week with each item of progress um and we'll transition and track those dates as we go uh right up through the date of transition and then obviously beyond for us the transition is is never over we're always in in that phase of making sure that we're doing what we need to do and making sure that they're we're watching out for improvements so that will always be the case um again we this is what we do for a living so we're more than qualified and more than uh staffed up to to handle what you've got going in uh for lauderdale and i will turn it over to rick to close it out thank you chuck um so as chuck said it's the people on this call uh not only through the transition through the ongoing operations uh we are the people that will be engaged and involved and like i said there's uh there's a team of people behind us you can see some some photos here so from some transitions and uh their ongoing operations uh that we're running throughout um throughout our airport portfolio across uh the continent um i think what we really bring is is a collaborative spirit between our airport services our transportation services our local presence our partnerships with uh the firms that we're partnering with in in the area um ultimately to achieve our mission providing value for our clients and we know that the real value comes from an exceptional service uh that gets your passengers where they need to go um so they can make their flights they can get back to their cars um and that's ultimately that is our mission that's what we're here to do uh we really appreciate this opportunity to present to you um we we're hopeful that we'll have the opportunity to actually work together uh but we're happy to answer any questions that you may have at this point oh thank you thank you so much for your presentation and your time um committee members project manager are there any questions for last i'll start with the committee members first state your name then um your questions hey good afternoon this is mike nonemaker um thank you guys for your presentation uh i have a number of questions for you on the presentation you just did you gave a lot of airport logos uh which which of those airports do you operate the shuttle at not parking just shuttle the logos we showed we're operating shuttles at all of them uh some in some cases we're operating parking as well as as the transportation but what we showed you was transportation uh if you wanted to see parking references we have a lot more that we can offer those as well no no i'm just interested in shuttle today so all of those you're operating shuttle okay yes thanks um a couple of things from your original proposal um under your project manager you identify that the project manager will serve as a single point of accountability for all shuttle and ground transportation services uh not sure what ground transportation services you're talking about because since this is shuttle um but what what other what other uh points of contact would we have if you're the successful vendor obviously a single point of contact is not is not feasible um so who else would we be working with so uh uh so the the short answer is um the people you're looking at right now uh but i would say part of the value proposition we are a very collaborative organization uh we have done transitions at airports where you know no disrespect to any other operator out there but we've taken over and they've only had a single point of contact some some clients like that one point of contact so we like to identify this is a day-to-day person you can always go to but a real strength we have is there's you know a dozen different people you call within labs and you can get an answer right away so myself i stay very involved chuck has a lot of experience operating in the fort lauderdale airport environment uh chris walsh is is obviously is local there and he has a whole team that's that's educated to support him and then from a transportation perspective paul is highly engaged in our operations with jonathan and jarius um you know our our strategic partners with kevin and chris and tanya they're also uh available so we're all here we'll all give you our numbers you will have our emails um we visit our locations frequently um and it is a real value that the people that you are talking to that we're we're here we're trying to tell you who las is we're also the people that are going to be actively engaged in your operation going forward so you can call any of us um some some people like to know one person some people like to have a variety of people uh but we all talk regularly so um if generally speaking if you talk to one of us the rest of us are going to be made aware of it as well okay so i i heard somebody during the presentation say we've been lucky lately with with especially weather related issues i assume that that's referring to hurricanes because we've had multiple floods at fll including one yesterday so if i hear you right if we get into a condition where all of a sudden we have flooding and we've got operational impacts we're reaching out to corporate if the other single point of contact is not available well hey rick yeah yeah yeah yeah so that's a great question you're right i know that with the flooding on the streets um i would say if you'd like to i don't necessarily want to use the term corporate um myself as a local resident my rvp lewis macedo uh we're all local so the i would say to you the first point of contact or meaning not the first point but after the on-the-ground team uh that yes the local residents and our support team both in fort lauderdale and in the miami are the greater fort lauderdale area will be involved and be absolutely um contacts jumping into this doing whatever we need to do to support you and the team and get get done what we need to get done okay i think mike mike maybe as a point of clarification you know the obviously the general manager locally is the person that's making decisions on behalf of last but we will have just like we have at all our other airports there are a staff of people that are on site 24 7 so there we'll have a list of people that are that can be put in charge at any given point during the day and of course when it comes to an extreme situation like a hurricane we're going to know that in advance we're going to have internal meetings where we're talking about what's going on with the hurricane so that we can be prepared to participate in any of those type emergency meetings that you might have might have from a corporate perspective as well but of course we'll have we'll have people 24 7 that can um work with with your ops group on a day-to-day basis okay mike this is this is this is chris walton you know as former director of vct i've got got a little experience working with with transportation issues during hurricanes we've worked very closely in the past with the fort valentine airport when there's been situations where you know transit had to jump in and help you guys out or you know i might have worked directly with uh for ken george at the time and more recently mark gail to to provide whatever assistance that we can so i would uh you know bring that experience from working with transportation issues during hurricanes to the team and again local okay thanks for the clarification um let's shift gears to maintenance um if i if i missed it i apologize um how many how many mechanics are you all planning on having on site hi there this is kevin i believe our original proposal we plan on having six mechanics on site uh handling the fleet of uh el dorado's and uh along with any of the ancillary fleet as that's available for the airport okay thanks uh speaking of ancillary fleet uh what is your experience uh both operating and maintaining the cobus 3000 equipment uh good question uh i previously operated the co buses when i was at lax we use those for airfield operations uh specifically for remote operations and emergency services um maintaining wise we did maintain the buses there at uh on the airfield side um we would have access to the parts inventory and uh be we would work very closely with cobus to get as much uh inventory as well as other resources to get as much inventory on parts to service those okay and how about the tram that operates in our garage that is a specially designed piece of equipment uh how familiar are you with that uh i've previously operated and we've maintained trams before specifically from svi specialty vehicles incorporated um if you're familiar at all with san diego's balboa park uh i had trams similar to those operating in that location um trams are very especially when they're specialized they're very tricky um so we definitely will work very close to have primary secondary and tertiary uh sources of parts and uh get specialized training from the rest of our nation where we do have trams under management to help and support there okay gonna shift the gears again uh talk to us about your knowledge of the cruise ship industry here and how in south florida and how the cruise ship industry impacts airports specifically so chris if you look like you want to say something yeah um you know we we well i am personally familiar with the the uh the cruise ship schedules in terms of you know when you have peak times like you know thursday and saturday so i do recognize that you've got extensive passenger ridership to the cruises on those particular days so from a transportation scheduling perspective it would be more it's inherent that you know we can we familiarize ourselves and understand you know the peak times that the services would be needed to transport people from the airport to the cruise port um again having worked with uh the airport previously and having worked with the transportation providers in the region who have serviced the airport i do have some working knowledge of those schedules and what is required to efficiently move those passengers on those peak service days from the airport to the port and vice versa and i would just add that we have a lot i mean every airport's a little bit different you know you've seen one airport you've seen one airport but there are other airports we operate where they have uh different uh draws of tourism including cruise ships um we we deal with the the cruises in southern california and some of our airports there uh both for shuttles and parking and it's just understanding um the flow of the passengers when the demands are going to be um impacting the impacting the flights as well as when you know the cruises are coming in or going out um and sometimes we have like big gaps where um the cruise lets off and then people are waiting around for several hours before a flight um so it's understanding the particular dynamics and needs of every airport in some airports it's uh the mining industry is a bigger deal so um it's really it's getting into those details and understanding what the different demands are who who the airport services yeah um it's a little apples to oranges when you look at some of the other cruise ports around our country uh because we have two uh where we can have up to 18 ships including the two largest ships in the world um so it's a little bit different than some of those others uh shift gears one more time um technology uh i noticed in here that you had technology that you were proposing i think this was it was in here um is the technology there it is the trip shot a la carte pro uh on page 27 of the original proposal is the technology that you're planning to use to monitor and manage the operation if you're the successful vendor included at no additional charge to browery county yes okay it didn't include the trip shot technology in our proposal correct okay thank you i have no more questions with some of my colleagues may thanks thank you hearing hearing no more questions from the evaluation committee project manager are there any questions i'm hearing no questions from the project manager either um circling back any more questions hearing none last thank you um again thank you for your presentation and for bearing bearing with us through that technical difficulty earlier as a reminder please continue to monitor your emails for when to rejoin the meeting for the um the public portion of the meeting thank you we'll see you guys later um thank you very much you're welcome the fifth presenter last florida parking llc has completed their presentation and answered all questions as the team is leaving purchasing agent please invite the sixth and final presenter sb plus fll shuttle services joint venture to join the closed portion of the meeting for their presentation committee members are circling back you guys are okay need a recess mr nanomaker need a recess you guys are okay or you need a recess you're good okay we're waiting for the team to join us good afternoon sb plus good afternoon thank you for rejoining us as your team is joining attendees can be viewed in the team's participant panel and also displayed on the screen is a list of county staff please review to ensure that only your team and county staff are in attendance at this time and while you're reviewing the list if you can let me know who would be designated as your presenter today who we need to give presentation ability to that would be me leslie saizma thank you leslie for the record please please affirm that there are no other individuals in the meeting other than your team and county staff can confirm thank you i see leslie's already having the ability to share you can let me know when you are ready no um before we begin your presentation um earlier in the meeting during the terms and condition um report our county attorney was not in attendance due to unforeseen circumstances she is now available to discuss the to discuss the exceptions that your firm has taken hilly okay hi everyone yes so sb plus took exception to section 8.7 regarding self-insured retention amounts this is negotiable with our risk management review um is there someone here that has authority to buying your company sb plus uh yes i do uh robert reiser rei ser okay and are you willing to waive this exception um no we would like to negotiate the exception okay thank you um i'll have your novice assistant county attorney um so yeah i'll i'll hand it back off to the purchasing manager so that uh we could begin presentation thank you if you're ready we're ready okay well uh good afternoon my name is i just i was just making sure that you're ready let me know when you're ready so i can start your timer we are ready purchasing agent please start a timer you may begin good afternoon uh it's great to be with here with you here today i'm sure you've had a long morning my name is bob reiser i am the president of east airports for sp plus sp plus is a managing partner of sp plus fl l shuttle services joint venture this is a jv 80 20 split between sp plus and b l companies represented today uh by their president joe davis so we have a pretty extensive uh team here um a few of us will present and the rest will be available for question and answer and we will announce or or introduce ourselves uh before before we speak so we've divided up the presentation into four important components um our team along with our experience and qualifications our operating plan which includes maintenance uh technology and safety and our shared vision uh for fll so this is our local team um our our team sp plus is a leading provider of airport transportation services throughout the country we're at 34 airports with over a thousand shuttle buses uh b l services uh also our joint venture partner for the gt contract at fll is is local based in broward county um they've been serving fll for the past five decades and sgs services also a local uh minority business company who's has a subcontract agreement with us at ffl fll currently uh will provide the customer service reps should we be awarded the contract uh karen white their president is here with us today uh karen is just fantastic and we are delighted to have her as part of our team so we operate um all types of shuttle services um at airports uh as well as numerous ground transportation programs we maintain a dedicated airport transportation division responsible for setting up and managing these complex operations we also provide in-house vehicle maintenance at nine airports we know that maintenance is a critical component component of this operation and requires a high level of expertise to properly maintain your assets here are the airport shuttle operations we currently manage many of these are comparable to the fll operations we operate all of the employee shuttles at mia as well as numerous other airports we operate more rental car shuttles than any other operator and we provide safe and efficient service uh transporting more than 70 million annual passengers so we also we really know fll we've been here for for 14 years um this is a very unique complex operating environment uh we know next what to expect and we know what's uh what's coming with all of the uh projects and construction over the next several years so we have uh we've been operating uh two separate contracts parking and ground transportation and fll for the past 14 years uh we are a proven proven company we offer a great leadership team we touched on in-house vehicle maintenance which is a critical component of this operation and uh we're we're counting on the fact that we've had a very successful uh exceptional relationship with with bcad over the years and we hope that you will consider us as a trusted partner as we move forward this is our uh leadership team we are offering you um a very experienced qualified general manager uh john crowe who has been with uh been with us for eight years been in the industry for 40 years he has committed to relocating to fort lauderdale and serving out the term of this contract dan murray has worked for sp plus for the past 40 years all managing airport transportation dan has been involved in dozens of transitions and oversees all of our large airport transportation operations so at this time i'm going to turn it over to john who will take you through the operating plan in our in our team organization thank you bob uh this is john crow good morning everyone everyone oh i hear an echo john is in california that's why he's um so let me introduce myself uh as as bob said i've been in the business for uh about 41 years i started as a limousine operator out of uh boston's logan airport back in the 80s um a lot has happened since then i've worked at many airports uh sfo uh boston i'm here at oakland and i've been involved with with super shuttle i managed the super shuttle operation in its heyday and uh we covered all the bay area airports and then going out as far as sacramento as well um there's also the stanford university martin reed shuttle which operated for several years with a different company and uh also in hawaii the waikiki uh charlie and inoa tours who ran that operation um in the 90s which is still going today um i also want to say that i'm a loyalist something you would find out if i was if we were awarded this contract uh for instance i've been working with rick ryder for 26 years i've always told them a loyalist and uh i am i'm dedicated and when i look at this uh this organizational structure i think about all of the people on the left who are all on this call bob and mike and dan and leslie and joe and then on the right is our operations plan of uh managers and staff that we would have on site every day every hour every hour of the day that is necessary it is a well-staffed operational plan doesn't miss a beat uh here i i do like this slide a lot because it shows it looks at me and i think that's what i do every day everything that you see up there is on my list i'm a check the box person i roll through it every day on my day off i wake up at the same time and i do the same thing uh just uh it's in me for for more than 40 years uh the only things that i don't do every day glad to say is the legal and uh sourcing and procurement but we have all of this behind us we're not alone our staff our corporate uh folks are all here with us and the weed whacker outside my window here um yeah on mission gp objectives what i really wanted to point out here is that on slide six there we attract maintain talent um motivated committed employees with a path to grow it is our our hiring system is isems and it is a lengthy system there's a lot of boxes to check a lot of forms to fill out by the applicant oftentimes it's best we bring them in here to the office and we have them do all of the work here so we don't miss anything it is a long tedious process but it's well worth it you know that the employees are are dedicated if they uh that they go follow through with all the steps that it takes and then we know we've got the right person it's an investment we'll go to uh yeah right here so again here this is all about our staffing and how it's built of course there's hiring there's the day-to-day there's operations the routes the training and there's annual performance reviews we believe that following these steps we do get to keep the employees that we want that they want to be here i've always said that wherever i go that's probably the key point is that the employees come to work here because they want to come to work here it's not so much for money it's a it's a good environment they're treated right as long as everything is going as as planned and agreed to that's our background again it's uh it's a tedious process but when we get through it we've got the employee that we want uh here for example i've got employees been here more than most of them been here more than 20 years they don't want to leave on this slide uh transition and mobilization that is again um bob mentioned it earlier about our transitions we've had so many so many success stories over the years uh where we've transitioned for being the new the new management company to a whole new operation to taking over a current system we're there and i've seen it myself uh at sfo we're there the night before leading up to midnight if it takes place at midnight then we're there and all of these uh supplemental fleet all of them are ready they know our our our plan and how we go about this business real-time service uh control it's it's uh the thing that you don't know here continuous gps and radio monitoring i love that photo of the dispatch center down below that's i walk by it every day i keep an eye on it it's it's uh it's what we do know where the buses are what the passenger fluctuations are like where to put more buses or less buses it's all worked out because we're on it every minute of the day there's an eye on on the operation and where your buses are where your fleet maintenance is there's no complacency there's no room for any complacency we are uh keen and on it and looking forward to this operation i think yes these these are our plans that we would share with uh with fll to go through it and assure that you agree with it all these are all of our plans i'm not going to get into each one but they're all preset but waiting uh for input as well from from uh the local staff when we get to it with this i'm going to pass it on to don jordan thank you very much well don jordan senior vp of operations uh about 35 years of transportation experience uh as you can see here on the tech suite side of things there's a lot of technology platform yes can you all hear me yes yes we can okay okay sorry um there's a lot of technology uh components that we have here covering a lot of facets and aspects of the operation but the important thing is what they allow us to do operationally allow us to manage our workforce manage to know where every bus is know whether it's performing properly whether the driver is operating safely whether we're maintaining the required headways and what we what we need to do and when we need to intervene in the operational plan um then we want to give you the same visibility to the to the performance of our system that we're uh operating uh technology doesn't replace good operators but it puts the information in an operator's hands to make better decisions and make them sooner um one of the most important places we do that is in fleet uh services um the fleet department's job and customer is operations when uh when operation needs a bus fleets job is to provide a safe clean and reliable bus uh we use four key metrics to to manage that process that's 98 pm compliance 95 overall availability uh at rollout plus 20 000 miles in between road calls and less than two percent repeat repairs these kpis tell us really distinctly different things obviously pm compliance tells us uh are we doing the things we need to be doing before something fails on availability it tells us whether we're delivering what operations needs uh on miles between road calls it tells us whether the actual maintenance program is is functioning as as intended and the repeat repair rate tells us if we're doing things right the first time around fleet readiness goes beyond the mechanical are the vehicles being cleaned and inspected both for our guidelines and obviously your guidelines uh is the pest control part of the preventive maintenance program and not something just addressed when there's a problem identified cleanliness interior condition hvac vehicle appearances all whether uh the fleet considers uh the vehicle to be ready for service or not uh it's important to note that we're not doing this just for the first time at fll we do this across the national transportation fleet as discussed earlier we bring the best practices we bring quite honestly failure history lessons learned from operating maintaining such large fleets across the country uh all at the experience now at this operation preventive maintenance is important our next step of what we look at from a technology standpoint is how do we identify problem areas before they become failures connected fleet um at fll one of the fastest ways uh for customer service to be identified as a problem is obviously an hvac failure a bus can operate mechanically safely and safely and still be unacceptable to a passenger um so in our connected fleet uh program as far as the telematics everything we can identify if there's an hvac issue we can identify if there's an engine or drivetrain issue based upon the alert system uh we can obviously be watching the safety of our tires and obviously the life cycle of our tire program uh overall from the from the telematics component we can watch the asset help and really take things and address things before they become road calls that interrupt the operation uh we say this internally the best road call is the one that never happens if we're doing things properly we're avoiding road calls and handling things on a proactive basis um the vehicle gives us one source of information motive our safety platform gives us another that includes what's happening with the driver itself motive uh earlier this year we made the decision to uh across our entire transportation group to move from smart drive to motive uh smart drive was a very good system uh but much of of the strengths it had were after an incident took place motive flips that dynamic and be uh into a proactive process and starting to look for problems before they exist the motive ai system we use is looking for behaviors like cell phone use obviously distraction drowsiness following distance things like that but more importantly it it alerts the driver in real time and gives them an opportunity to self-correct um so instead of only asking what's happened after an incident or an accident we're increasingly asking what can we identify and patterns and behaviors to correct before there is an incident or an accident uh this gives our supervisors and the safety teams uh better information to identify those patterns coach out those behaviors and focus on the highest risk behaviors of of our fleet on the fleet side we want to eliminate paper wherever paperwork slows things down in other words the driver identifies a defect during a dvir appreciate that information goes directly to maintenance if it's a safety related defect obviously the vehicle is taken down uh once the repair is done it's also documented somebody has to release the vehicle back into the fleet so it creates this closed loop accountability uh we identify it we assign it we repair it verify it's repaired and then document it after uh all in the same system the safety program and dot compliance um everything we've talked about ultimately comes back to safety and for us safety and dot compliance aren't something that's just an annual exercise it's part of the ingrained processes we have in our daily operations and really is broken out into three functional areas uh as the driver it's the qualification files it's the background checks it's the road testing it's the mbrs it's fmca clearinghouse drug and alcohol program on the vehicle side it says daily inspections the dbir uh the maintenance records uh required markings on the vehicles return to service controls and processes to ensure we're delivering a safe and a functional uh vehicle on the incident and accident side of it when something happens we're obviously going to determine what's happened but that's really not enough what we like to do is we want to know why it happened was it the driver was it a training a gap was it supervision was it equipment was it maintenance scheduling was there something in our process that contributed to that incident or accident if you only fix the one-time incident you've only addressed that one-time event we'd like to identify and correct the root cause so that we can potentially uh prevent the next one the goal of our technology safety training compliance programs is not just more data it's really about having fewer surprises operationally with that i'm going to turn it back over to bob you're on mute bob sorry about that um investing in our people is critical to our to our success that is your 20 minute time i'm sorry uh that completes your 20 minutes sb plus thank you so much for your presentation um coming to members project manager are there any questions for sb plus jv state your name then your questions good afternoon this is mike monemaker um i have a number of questions for y'all um some of them based off of your original submission and also the presentation uh that y'all just did um if we can with with you um i'd like to start you you mentioned that in the um org chart you know that it's it's an ironclad org chart but it doesn't say how many mechanics that you all are going to have uh how many mechanics do you all plan on having so dan or mike amato can you answer that i i can you hear me i'm sorry i was clicking on my thing we're planning to have 12 mechanics 12 mechanics and i assume that they're all asc certified in diesel biodiesel um correct okay um as far as your experience at other airports uh have you ever operated and maintained the cobus 3000 um uh we operated in orlando but we we operated them uh mike but we did not maintain them the airport maintained the uh the vehicles uh but we did operate them in in orlando okay um well then do your mechanics have experience with the uh mercedes engines that operate in the code of cobus 3000 the mechanics in orlando no they did not because we were just the operator mike we did not maintain and i believe miami we also are the operator and we don't maintain uh maintain uh maintain those vehicles okay so dan it's coming into this new operation we would ensure that oh yeah we would ensure that they're trained and and trained it and to do it i i just was talking about past experience but yeah we would make sure that they're obviously everybody's trained on and everything from the co buses to the trams uh on the 40 footers uh everybody would be cross-trained on all type of the vehicles that are being serviced at that facility okay we deal with this with other types of vehicles at other locations where it's very specific to that type of vehicle and we make sure we got the certifications and training that cordon okay um so did i uh the the same thing would hold true then with the trams that we have these are specialty type of vehicles you know in our garages um i don't know if you have any experience with trams currently currently we don't but again uh we would make sure that they are certified and uh and and make sure that they they they operate the tram i'm not sure you know as far as the maintenance of it but we would make sure that they would be all certified and make sure that we maintain those vehicles appropriately yeah we would also consider hiring some of the current mechanics that that are in place what we normally do is when we take over a maintenance shop we bring in a maintenance manager and several others from from current shops we have them camp out they interview all the current employees and then we hire those that meet our qualifications um but if necessary we'll hire outside but we'll make sure that every every mechanic is certified appropriately okay thanks um uh you all um throughout your presentation i heard a lot from uh sp plus this is a joint venture with bnl services what it helped the the committee understand exactly is what is bnl services going to do yes i'm sorry or joe go ahead joe bob you want me to respond that i apologize uh good afternoon mr manana maker um bnl you know once again you know we've had an outstanding relationship with sp and our current contract under for the last 12 years we've literally had no issues we worked together i'm always kept up we're not the managing member but i'm always kept up with everything that's going on down there uh we're there always for support for anything they need if they need to hire people we're we're very good at hiring uh employees training we've we've trained all the employees as we have trained other drivers from other uh types of ground transportation here um anything that they would need you know we we're we're we're ready to help them um we also have a maintenance facility here at our office with qualified mechanics and if we if we needed to uh you know we could help be a backup for them if if they need uh any of that type of assistance okay i'm not i'm not sure that that answered the question uh so it's it's recruiting and support and possibly assistance with maintenance and training yes and training okay then my question would be is in a this is a shuttle bus contract describe your experience with recruiting training uh and support for a shuttle bus operation well i i i i personally had another company in volusia county florida that i operated for 13 years i had a shuttle operation there uh they were not the large buses but we had all ran all mercedes-benz diesels we operated that contract for third not a contract we operated that company for 13 years it was my private company we we hired all the drivers there of course we managed it daily um here and in at the office in daytona beach um you know i backed that up and supported that operation the entire time and then in 2017 i think it was uh somebody else i wouldn't have sold the company but somebody offered me more money than i thought it was worth when i took it okay um so i'm going to move on to technology in your proposal you identify a number of technological advances um i i'm going to assume that that technology would be implemented at no charge to the county everything is included except for the eta being provided by the county okay um and then i need you to all to to explain to us your knowledge and understanding not from a parking or a ground transportation management standpoint but from a shuttle standpoint the impacts of the cruise ship industry to the airport and how you would manage it well normally mike what we do is we we look at the passenger loads what passenger uh loads by the half hour hour uh so that we can then uh schedule uh the the buses appropriately to pick up the volume which is always uh probably the biggest challenges we have obviously it is curb space so it's it's it's the technology of us tracking the uh employees by i mean the customers i'm sorry by a half hour and looking at the loops the times the passenger loads so that the buses can uh you know pick up the passengers um on a timely basis but also try to clean the curbs up as quickly as possible with the 40 foot uh um with the 40 footers yeah i hope did that answer your question mike uh yeah um i just you know i just well yeah because i wanted to hear it from the shuttle standpoint not from the parking or ground change yeah we we have a lot of challenges mike at the airport san diego's and stuff where the you know the it's no different on the cruises is when the airlines and the flights all come in and the banks come in all at the same time and these people are coming out all at the same time on the curb and the challenge is obviously curb space and and and and how we can get that equipment there it's not really the timing issue it's really the loading issue right to load them and get them off the curb as quickly as possible to get them to their destination okay thank you i have nothing else hearing no other questions from the committee members project manager are there any questions hearing none circling back no additional questions um from the room sp plus thank you for your presentation uh you may you may remain in the room the sixth and final presenter sp plus fll shuttle services joint venture has now completed their presentation and answered all questions this concludes all presentations purchasing agent please invite all vendors and members of the public back to the open portion of this meeting crater is now joining karen is now this message has been transcribed one moment while i notify the caller rick crater is now exiting thank you rick it's karen hi karen i i just can't get in here i've tried 14 different neither can i hello same good afternoon as you're joining the meeting please mute your devices don't go over the switch good afternoon everyone please mute your devices it appears that we have a representative from each firm um the next order of business is the scoring of the vendors um the score sheets that have been distributed to the evaluation committee members or my apologies the score sheets have been distributed to the evaluation committee members the score sheets include assigned points for location which are applied based on a specific criteria stated in the solicitation the score sheet also have the points for price which were calculated based on a formula identified in the solicitation when all committee members committee members committee when all committee members have completed and submitted their score sheets i will recess the meeting to provide time to tabulate the results committee members um kirsten and stacy are there any questions about the score sheets that you've received any questions mr london maker no questions from any committee members committee members you may begin your scoring the purchasing agent will notify me when all score sheets have been received and are ready to be tabulated um attendees please mute your devices while the scoring commends just a reminder please mute your devices all score sheets have been submitted we'll now take a recess to tabulate the results the time is 2 0 4 pm we're in recess i would like to reconvene the meeting the time is 2 16 pm the purchasing division completed the tabulation and will not will announce the final score and ranking before the results are announced i'd like to thank all the vendors for responding to the solicitation and for your presentations today we appreciate your time and interest in working with borough county purchasing agent please announce the scores and ranking the total scores are for abm aviation incorporated 226.66 points academy bus llc 241.38 points pls transit services llc 265 points last florida parking llc 216.40 points rtw management 200.60 126.40 points and sp plus flll shuttle services joint venture 234.48 points the number one ranked firm is keolis transit services llc the number two ranked firm is academy bus llc the number three ranked firm is sp plus flll shuttle services joint venture the number four ranked firm is abm aviation incorporated the number five ranked firm is las florida parkin llc and the number six ranked firm is rtw management thank you thank you the next order of business is the acceptance of the scoring and ranking committee members may i have a motion to accept the committee members results and recommendation of ranking for approval state your name then the motion yeah this is michael nonamaker i'd like to make a motion to accept the evaluation committee's results and recommendation of ranking as read by uh purchasing may i have a second first and second all in favor say aye aye any opposed motion passes unanimously please note effective september 22nd 20 please note effective september 22nd 2026 the borough county code borough county procurement code was updated to remove the objection process the evaluation committee's recommendation of ranking will be posted for five business days on the purchasing division's website if no vendor timely protest the ranking shall be final provided that no county commissioner requests to review the ranking once a 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 on the repository including um the close present the close portions of this meeting committee members is there any other business we need to discuss today hearing none again i would like to thank all the vendors that responded to to the solicitation and for your presentations today and to the evaluation committee members thank you for your participation in this solicitation process and for serving on this committee committee this final evaluation committee meeting is adjourned the time is 2 20 p.m thank you all turn is now exiting