and the meeting facilitator. I would like to call to order the final evaluation meeting for request for proposals, RFP number GEN-212-9832-P1, Management of Airport Rental Car Center Fuel Facility for the Aviation Department, Business and Property Division. The time is 10.02 a.m. on September 24, 2026. This meeting is being held through Microsoft Teams, representative from the county are physically here in room GC-430 of the Governmental Center Building, located in Fort Lauderdale, Florida. Other county representatives are also virtually. Attendees, please mute all microphones on your devices to limit any background noise. This is a public meeting and is being recorded by Burry County. The video recording will act as the official recording of the meeting. The recording will be made available on the Purchasing Division's website under the RLI RFP repository. Information reviewed by the Evaluation Committee as part of the evaluation process will also be posted on the repository. This meeting has been publicly noticed. The purpose of this meeting is for the Evaluation Committee to hear presentations, score, and rank the responsive and responsible vendors. At the initial Evaluation Committee meeting held on September 14, 2026, the Evaluation Committee determined two of the three vendors to be both responsive and responsible. The following vendors advanced to the final evaluation and ranking taking place today. Conrac Solutions Acquisition, LLC, DBA Conrac Solutions Operators, LLC, and Fuel Facility Management, LLC. The meeting attendance will be recorded in the following ways. The Purchasing Division will record attendance of county staff physically here in room GC-430. All virtual attendees, including county staff, please click on the link or scan the QR code that is currently listed in the Teams 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 borough.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. Angelica Love, Deputy Director, Transportation Department. Present. Thank you. John Perifke, Enterprise Director, Operations Division, Aviation Department. Present. Thank you. Richard Weskowitz, Enterprise Director, Facilities Maintenance Division, Aviation Department. Present. Thank you. Crystal Gross, Risk Manager, Aviation Department. Present. Neil Cachero, Administrative Management Port Director's Office, Port Everglades 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 cone of 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 cone of silence terminates when the awarding authority takes action which ends the solicitation. During the cone of silence, inquiries regarding the solicitation should be directed to the project manager or 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 Broward County competitive solicitation was issued in the solicitation. The initial evaluation committee meeting minutes has been distributed to the evaluation committee members. Committee members, is there any discussion regarding the minutes? Hearing none, may I have a motion to approve the minutes from the initial evaluation committee meeting? John Prokrifki, I'd like to make a motion to approve the minutes from the initial evaluation committee meeting held on September 14, 2026. Thank you. May I have a second? Angelica Love, second. All in favor, say aye. Aye. Aye. Your mic. Any opposed? Motion passes unanimously. As stated previously at the initial evaluation committee meeting, the solicitation required vendors to state whether they accept Broward County's standard terms and condition or if they do not accept them to identify the agreement provisions and the vendor's proposed changes. All vendors accepted the county's terms and condition. The next order of business are the vendor presentations. In accordance with section 286.0113 of the Florida Statue, presentation and question and answer are closed to the public. I'm going to go through some presentation guidelines. Only committee members, county staff, the representing 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 session. Sub-consultants partnering with multiple prime vendors are only allowed to participate in one vendor's closed presentation session. Presentations will be limited to 20 minutes, followed by an unlimited question and answer period. The presenter will have five minutes to set up for their team's presentation. The timekeeper will be the purchasing agent, Michael Mullen. As this meeting progresses, the purchasing agent will provide email updates to the vendor, vendors, ensuring that each upcoming presenter is informed when it's time to join for their presentation. Once all presentations and Q&A sessions have concluded, vendors and members of the public will be invited to return to the public portion of the meeting, during which 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 statements made during a presentation may or may not be accurate. If a 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 and was distributed to the presenting vendors. Each vendor has 20 minutes to present, as I mentioned earlier. Vendors will be presented in the following order. First presenter, Fuel Facility Management, LLC. Second presenter, Conracht Solution Operators, LLC. At this time, we'll now move into the closed portion of this meeting. The first presenter, Fuel Facility Management, LLC. Please remain in the meeting. All other presenting vendors, their accompanying team, 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. This meeting is now closed. Good morning again, Fuel Facilities Management. Good morning. Good morning. Attendees can be viewed in the team's participant panel. Momentarily displayed on your screen will also be a list of the county staff in attendance. Please review to ensure only your team members and the county staff are in attendance. While you're reviewing the list, please advise which member of your team should be designated as a presenter to share the presentation. You're on mute. Amy or Mike? You're on mute. I don't know if her. This is Wade Mitchell with FFM. I'll be the one presenting today. So if I could have access to share my screen. You'll have it momentarily. Yes, you can. Thank you. For the record, please affirm that there are no other individuals in the meeting other than your team and county staff. I see our team. You should see the list of county staff also on your screen. So you're reviewing that list against the participant panel. Mm-hmm. Yep. Seems about right. Thank you. Your team will have five minutes to set up. You should be able to share your screen now to start your setup. Amy's on mute. Is it on mute on your end? You guys should be able to unmute yourselves. She can't. She's going to go out and come back in. Yes. The gentleman. There you go. You can let me know when you're ready to begin. Can, um, is everyone able to see my screen that I'm sharing? Yes, we can. Yes. Wonderful. If you guys are ready, we are. Okay. All right. You can go ahead and begin. Okay. Purchasing agent, please start the 20-minute timer. You may begin. Thank you. Hello, and thank you for this opportunity to present today. I am Amy Zawinski, CFO and a principal decision maker of MVI and FFM. I have 28 years of experience in financial and compliance leadership in both the governmental and private industries, and I have been with MVI for the last 15 years. Our company structure. Next slide, please. MVI has two sides of our business. One, we provide UST fuel compliance inspections at gas stations in 47 states across the country. On the slide, the red fuel dispensers represent each state we inspect. In just the state of Florida, we inspect 1,400 sites a month. 106 of those sites are in Broward County. Nationally, we inspect 12,700 sites a month for about 30 clients. Our largest customer is 7-Eleven, and this month, we just gained Buc-ee's as a client. The other side of our business is facility and fuel system management at rental car centers on airport property. On the slide, the blue airplanes represent each rental car center we manage. We manage 16 rental car facilities from LAX in California to five locations here in Florida, and we currently manage this Fort Lauderdale site. Next slide, please. MVI was established 17 years ago, and three years ago, we purchased FFM as a wholly-owned subsidiary. Through this acquisition, we gained five sites and additional staff with extensive knowledge of complex fueling systems, and we created more synergies for our customers. I'll introduce my staff on this call. Janet Hughes, who was a prior owner of FFM. Wade Mitchell, a senior director of operations. And Rebecca Reimer, our current director of our Fort Lauderdale site. Rebecca is a second-generation employee of FFM, and she has 20 years of experience. She is a tremendous asset for us, for the airport, and the rental car industry. She leads several teams, is well-respected in the industry, and she is called upon to solve and investigate facility and fuel issues of all kinds. Rebecca is experienced managing large fueling systems, especially at sites with aging equipment. She has hands-on experience, trains our staff well, and operates with high standards. Her communication and follow-up skills are noteworthy, and she is not afraid to get her hands dirty. And I will turn the time over to Rebecca, who some of you know well. Thank you. Thank you, Amy, for the introduction. I appreciate it. Good morning, everyone, and thank you for allowing us to present today. I want to start this presentation with a little history of the Fort Lauderdale fueling facility. This facility was built in 2004 and was one of the first large-scale indoor multi-level fueling facilities of this type. Because of the unique design, special requirements were established by the fire marshal to allow this facility to open. One of those requirements is physical staffing 24-7. The other requirement is that any rental car employee who plans to use the dispensers will need to complete the fire marshal-approved fueler's safety training course. FFM has been on site for 22 years and has been administering those requirements. So physical staffing isn't optional. It is part of how this facility was approved to operate, or even open for that matter. As you all know, this is a very large and complicated fuel system. This isn't your local gas station on the corner. This facility equates to about 16 gas stations, and it's indoors. It is also 22 years old, so that in human years makes it about 72. I want to put the size of this fuel system into perspective for everyone. We're talking about 150,000 gallons of fuel storage. Then indoors, you have 63 dispensers and 126 fueling positions. There are three lines of 950 feet indoor fuel piping running through 18 sumps inside the facility. Approximately 40,000 gallons of fuel is continuously moving through this indoor system. So think about that. 40,000 gallons of fuel are running through this indoor system. A single alarm or failure can affect the entire fuel system. Also, I want to bring up another very important factor here. This indoor fueling facility is occupied by people. Rental car employees, airport employees, and the traveling public are all moving through and around this building. When you have this amount of fuel, this many fueling positions, and the public inside the facility, immediate physical response isn't a luxury. It's a critical part of safe operations. That's why the fire marshal requires 24 staffing. This brings me to my next slide. The RFP requirement states, Vendors shall provide the service is 24 hours per day, 7 days per week, including all weekends and holidays, observed by the vendor and or federal, state, and county governments. Then, in the question and answer section, FFM asked, please confirm personnel must be physically on-site 24 hours a day, 7 days per week, including weekends and holidays. Whereas Broward County responded with yes. We have met the staffing requirement. The other proposer did not, as you can see on this next slide. We have already established the 24-7 staffing requirement in both scope and question and answer section of the RFP. Conrack Solutions plan only includes one manager, which does not satisfy the staffing requirement. The screenshot on this slide is from Conrack Solutions submitted pricing worksheet. This pricing sheet shows one fuel manager and one part-time accounting staff for this large facility. The reason I bring this up is because this directly translates to the evaluation scoring. We are actually being penalized in points due to appropriately budgeting and staffing the facility per RFP requirements. As you can see, highlighted in yellow on the slide, based on the given point values in the evaluation criteria, Conrack Solutions gains 20 points off the bat for lowest bid. But keep in mind, an incomplete staffing plan. FFM has earned 6.5 points based on evaluation calculations, but with a complete staffing plan, which means we are starting out with a 10.5 point deficit shown in red per evaluation committee ballot for following the RFP requirements. But the good news is we are confident we will make up these points. We will make them up in Criteria 1, Ability of Professional Personnel. We have trained 24 staff coverage. We will make them up in Project Approach, which is Criteria 2. We have a Viable Staffing Plan. And we are the only proposer who submitted a complete M&O plan, also required in the RFP. We will also make it up in Past Performance, Criteria 3. FFM is the only proposer with 22 years experience at Fort Lauderdale. I will go into more detail for Criteria 1, 2, and 3 in the following slides. Criteria 1, Ability of Professional Personnel. Our staffing plan starts with our trained and experienced resident project fuel manager, Nelson Rosato. He's A-B certified, has 22 years experience in the Fort Lauderdale rental car operation. Nelson supervises and manages the tax, assigns daily duties, maintains inventory reconciliation, and conducts required inspections, and administers fuelers classes. In addition to Nelson, the majority of our staff consists of our five trained, A-B certified fuel maintenance technicians that perform on-site, on-demand preventative maintenance, inspections, immediate response to maintenance issues, monitoring fuel deliveries, immediate response to alarms, daily on-site safety patrols, and handle emergencies, which can occur at any time. This is very important because at this facility, often, there are occurrences that need immediate attention. Not all the time are they emergencies, but they do require physical, on-site personnel at all hours. To give you a rough idea, the system needed to be reset about 25 times last week, especially during the times of the heavy rain. Another example at this aging facility is that our equipment overlaps with some of the Broward County equipment. If their system goes down, it directly affects and shuts the fuel down, at which point we notify Broward County to reset their system, then we have to manually reset ours. This happens often at any time. It could be 2 p.m. or it could be 2 a.m. But because of our on-site staff, we can have the system up within 10 to 15 minutes. Unlike Conrack Solutions, we do not rely on third-party vendors for daily occurrences. It is more costly, and it could take hours or the next business day to bring the system back up. This would halt rental car operations, affecting the rental car companies and their customers. Another situation was when a flex hose in a dispenser that sprung a leak. The alarm goes off and shuts down the fuel as it should, and our techs immediately go check the ATG to locate the sensor, which was in a dispenser. They see the fuel leaking, then they react quickly to take the dispenser out of service and clean up the fuel. This is important because even though the fuel shuts down, there is still residual that leaks out of the line, and it needs to be removed and disposed of properly until the hose can be fixed. This brings us to my next slide. Criteria 2 and more points for us. Our approach is comprised of a staffing plan, a whole staffing plan, by the way, consisting of the coverage 24-7, meeting the staffing requirement, and our self-performing maintenance technicians. Some key advantages of our self-performing maintenance model are immediate response to issues, reduces downtime, reduces reliance on third-party vendors. This saves money, but more importantly, downtime, because our rental car partners and traveling public depend on us to keep the system operational. FFM only uses third-party vendors for confined space entry, major repairs, and state-required testing. In 22 years, Fort Lauderdale has never once run out of fuel. This is a big deal. We coordinate deliveries with the RAC's chosen fuel supplier. We monitor the inventory, the weather, and current events to ensure we are prepared to meet the inventory needs at the Fort Lauderdale Rental Car Center. Next slide, please. Here, criteria 3, past performance. Here you can see our past performance and qualifications. We manage a total of 16 consolidated rental car facilities, five of the largest and some of the oldest in the United States. Four are the largest indoor fueling facilities, so we have experience. All 16 facilities that we manage have on-site experienced staff, none of which are remotely managed. On-site staff is the industry standard. Furthermore, a facility as aged as Fort Lauderdale has to have experienced on-site staff at all times. And I can attest to that because I have seen how quickly events can happen here. Next slide, please. Now, here we have our past performance with Broward County. As previously stated, FFM has 22 years of experience at Fort Lauderdale, and we are the only proposer with renewal service evaluations on record that demonstrate excellent service and recommendation for future contracts. The screenshots on the screen depict our prior scores of 4.78 out of 5 in 2019 and 5 out of 5 in 2015. As you can see, these are excellent scores. Next slide. As we are nearing the end of our presentation, I just want to hit a few points on this next slide. Project Approach and Pricing Comparison. In summary, and for comparison purposes, this slide shows our project approach and pricing compared to Conrack Solutions. The key difference in our proposed pricing is due to FFM providing six full-time staff to meet the 24-7 staffing requirement as we have done for the last 22 years, compared to their one full-time staff, which does not meet the 24-7 staffing requirement. FFM staffing model reduces O&M costs during the post-award budget negotiations, when Conrack Solutions' low staffing plan will increase the O&M costs during post-award budget negotiations. Conrack Solutions basically moved their staffing plan and rolled it into the O&M budget that is later to be negotiated. FFM submitted a complete M&O plan per the RFP requirements. Conrack Solutions did not submit an M&O plan in their proposal. Conrack Solutions' approach will not meet the needs of this site. FFM has met the needs of this site in the past 22 years and will continue to do so. FFM brings value and continued knowledge to this site. FFM is the only proposer that adhered to all the RFP requirements. We have qualified maintenance technicians already on site, a proven record of excellent service and recommendations from BCAD for future contracts. We've met all regulatory and county requirements year after year, and we have been a collaborative partner with Broward County since the opening of this facility in 2004, and we will continue to be. Pending any questions, this concludes our presentation. Thank you, FFM Tenants, FFM, for your presentation. Committee members, project manager, are there any questions? I'll start with the committee members. Go ahead. State your name, then your questions. I'm just going down the line. They have said no questions, no questions. Angelica Love, I have one question. You mentioned that you enclosed or included your M&O plan. Was that just in an overview of the plan, or was the actual plan attached? There was a sample plan attached to our proposal. Thank you. So it wasn't the exact plan we use in Fort Lauderdale because these are public proposals, and we don't want our proprietary, but it's very similar to the plan we use, and it's the whole plan. Any other questions, Angelica? They have no questions at this time. John Pukrifke, I do have a couple of questions regarding staffing. Anir, you've identified as the fuel manager, Nelson Rosado. Is he going to be on site 24-7, 365? The fuel manager is not on site 24-7. He works a regular schedule, but we have staggered techs that cover for Nelson 24-7. I mean, we have technicians that, you know, cover the different shift hours, but he's available 24-7, 365, as well as I am. But he can't be physically on site 24-7. He's there regularly for a 40-hour work week. Okay, so he's on site 40 hours out of the week? Yes, and then he's on call the other additional hours. Does he reside locally? Yes, he does. Within Broward County? Mm-hmm, Broward County. And then we have the techs. They make up the hours. We have a staggered scheduling of techs, and they are also AB certified, and they are on site. So we have 24-7 staff coverage at all times. Okay, and I'm sure that you offer Mr. Rosado vacation time, leave time. So in his absence, who would be the fuel manager? I will step in in his absence. I'm on site often and available 24-7. And then we have a tech one, which is kind of like a lower-level fuel manager, right under that fuel manager. They take over his shift. So you have a tech that fills in then for the manager? Right. And you said that's a tech one? Yeah, a tech one. We have different levels of tech, tech one, tech two, tech three. So a tech one is kind of like an assistant fuel manager without the title of assistant fuel manager. So he studies right under Nelson. Okay. In your presentation, it identifies five fuel maintenance technicians. Are all those tech ones? Yeah, pretty much. I mean, they've been with us for the last three – the one that's been with us the least amount of time has been there two years. So, yeah, I mean, they've all pretty much graduated to tech one. Okay. So then they have the training and the authority to act as the fuel manager in their absence? With my direction. Okay. Will there be any time then between Mr. Rosado being on leave or on vacation that it would duplicate where you are on leave and on vacation? Or will always yourself or Mr. Rosado be here at the facility or available to respond? Yeah, we're both available. We never leave at the same time. Okay. And is there just a total of five fuel maintenance technicians? Yes. In the presentation, it also identifies that the fewest number of people – you'd have one technician on shift. How often would that happen and when would that happen? That seems like a lot for one technician in the facility size that we have. So we have a staggered schedule. So on Monday, Tuesdays, and Wednesdays, Wednesdays, Thursdays, and Fridays, we have two at night. Would there be any time where you – so is two your minimum staffing or is one your minimum staffing? One would be our minimum. And in a 24-hour day, how is that scheduled where you would only have one? Would that be at any one of the shifts or trying to determine that if we end up like on a Saturday, we're as busy as we are at the airport in the middle of the day, and that happens to be the day where you only have one tech? No, so we have – so Saturdays typically are not as busy as Thursdays and Fridays or Mondays when there's returns. Sundays and Mondays, you have returns. And then Thursdays and Fridays, they try to – they bring them in. Saturdays, it can be busy, but it's typically more busy when they do the returns on the Sundays and the Mondays. So Sunday and Mondays, we will have one tech. But if we see that there's a lot of rental car returns coming in, we will then schedule – we will shift another tech off schedule and put them in for the Sundays or during the busy time. We always make sure we have adequate coverage. Okay. One last question. Will Mr. Rosado be remaining as the fuel manager? I understand, I guess, that he currently is, but with this new contract, will he be staying on as the fuel manager and yourself as the director? Yep. Yep. Yes, we will. I think that's all my questions. Thank you. Thank you. Richard Waskowitz here. I've got a couple questions, too. One is actually a follow-up to JPs. So you mentioned that when you know there's going to be a high number of cars being returned, that you'll make sure that you've got that minimum of two techs. How are you coordinating and how are you knowing the quantity of cars that have been rented and when they're due to return? We speak often with the managers at the rental car centers, and they let us know. And then we know if special events are coming up, like boat show weekend, and, you know, any kind of football or when the soccer games and so on and so forth. So we communicate regularly with the rental car managers. They'll let us know. Okay. Thank you. The other thing is that you referenced quite a bit about an indoor facility. So what would you say is probably the biggest challenge or difference between an indoor facility versus the outdoor facility? Well, the indoor, everything's enclosed in your smaller area. So the drivers, you know, one of the biggest challenges are the drivers there and the fuelers. So actually maintaining and keeping trying to get the fuelers to slow down because that's part of the fuel safety program. Even though we can't penalize them, we can take their fuelers badge if we see them acting inappropriately and remake them, take the class, or go talk to the manager. But I would have to say the biggest hurdle is actually the fuelers and the drivers in the facility. As you know, I mean. If I may add to that question as well. So the bigger difference that we see in indoor versus outdoor is the way fumes are ventilated. So it's not so much, you know, traffic patterns and, you know, many cars crammed together in one, quote, unquote, indoor fueling center. It's more or less how these fumes are extracted out of the facility. So that kind of classifies per code what's considered indoor and what's considered outdoor. And then for this facility, being an indoor facility, since you're not maintaining that, how are you coordinating that and making sure that the situations there are compliant and safe? Well, I mean, we're depending on the ventilation fans within the system, within the fuel system. We're dependent upon the ventilation that was installed to code in order for the facility to operate. And we'll also regularly inspect the ventilation to ensure those fumes are being extracted properly. It's a part of our recurring site walks or site inspections, if you will. Thank you. This is John Perkifke. I just had one follow-up with regards to the staffing on the shift with a technician. I may have not have worded it properly the last time. But in the process, your minimum staffing is one technician per shift. Is that your current staffing model? Yes. How often does it occur that you only have one technician on shift? That would be on Saturdays and during the day on Mondays. So that is the normal schedule? Or is it just that you have two on and one calls in sick and then you have one? Or is it your staffing rotation, your schedule where you're only scheduled to have one? Well, if they call in sick, then there would only be one. No, I mean... And we would have somebody come in. Yeah, I'm sorry. I may not have worded it right. So is your normal staffing of technicians two per shift or are there days where the normal staffing is just one? There are some days during the week where there's just one, but normally we have two, especially when we're doing sump inspections and we have deliveries. Okay. Thank you. Thank you. Project manager, any questions? State your name to any questions, please. We'll be garish. You have to put the microphone a little closer. Throughout the presentation, you referenced it being an aging system that you will be managing. What is your competitive advantage with an aging system? Well, I have a lot of experience and knowledge with aging systems because the other airports that I oversee have aging systems and I've had experiences with them. But basically, I've been a part and seen a lot of the repair work. Also, with the aging facility, this facility is actually coming up with some milestones as far as equipment replacement. For example, the tanks will expire in 2034. So, because we manage the 16 facilities and we have relationships with a lot of engineers and designers and so on and so forth, we are able to, well, we're able to, we have the experience. Well, I have the experience and doing a lot of the repair work and foreseeing what's coming up on the pike and being able to do the, and being a part of the repairs. And to kind of add to that as well, with aging facilities, especially aging fuel systems comes risk, right? So, people like Nelson Rosado, who have seen, who have kind of been around for the 22 years of aging, has seen what I think to be all of those aging risks and those aging issues we will see. We'll start to see more as the facility gets even older. But having like a Nelson Rosado and having seasoned techs to kind of help us see small things and or big things makes it pretty impactful when we're making decisions on kind of how to move forward with end-of-life systems or things that are becoming older or outdated. So, maybe upgrades are needed and so forth and so on. And so, again, a person like Nelson and a person like Rebecca who's seen, you know, the 22 years of life of the system can kind of be really helpful. Thank you. That's it. Any other questions? Circling back to the committee members, any other questions for facility, fuel facility management? Hearing none. Thank you, fuel facility management, for your presentations. Again, please continue to monitor your emails for when to rejoin the public portion of the meeting. We appreciate your time today. The first presenter, Fuel Facilities Management, LLC, has now completed their presentation and answered all questions. Purchasing agent, please invite the second presenter, Conrack Solutions Operators, LLC, to join the closed portion of the meeting for their presentation. Good morning again, Conrack Solutions Operators. 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 and members of the county are in attendance. And while you're doing so, can you please advise which member of your team should be designated as the presenter for your presentation today? Hi. It'll be. Oh, go ahead. Go ahead, Conrack. You got it. It's going to be me, Camilla Tafuna. I'll be presenting. Thank you, Camilla. Yeah. Are we waiting for anyone else from your team? It looks like we're good to go on our end. Okay. For the record, please affirm that there are no other individuals in the meeting other than your team and county staff. That's correct. I just reviewed the list and it does look like we've got just our team and county staff. Thank you. Your team will now have five minutes to set up your presentation in Microsoft Teams. You should have the ability to share, Camilla. Is everyone able to see my screen? Yes, we can. We're ready when you are. I'm ready. We're ready. Okay. All righty. Hold on. Let me start your timer. Purchasing agent, please start a 20-minute timer. You may begin. Go ahead. You may begin. All right. Well, thank you for the opportunity to provide more clarity and visibility into our company and how we partner with stakeholders such as yourself to provide service excellence and asset longevity. I'm Camilla Tafuna, Vice President of Operations. On the call today with us is Josh Blum, our CEO, Scott Anderson, our Managing Director, and, of course, Natalie Gonzalez, our Project Manager. Natalie is going to speak in just a moment, but I wanted to quickly give you some further background on her for reference. While based currently in Texas over the last four years, Natalie has supported facility and fueling operations in both our Austin and Lubbock locations. Additionally, she's been instrumental in helping develop and implement our environmental health and safety compliance program nationwide at our 16 different locations, all of which have unique environments, climates, and regulations. Natalie works closely with our teams to maintain not only compliance, but our CS standard of best management practices, consistently working through protocols with team members and innovating where appropriate to help compliance be more user-friendly to the end user in operations. And with that, I'll turn it over to you, Natalie. Hi, hello. I'm Natalie. As you can see on the screen, our team oversees 16 fueling locations across 14 states, including nearly 700 fueling positions. With over 20 years of fuel system management experience, we continuously strive for operational excellence and industry expertise. We're accustomed to 24-7 monitoring and seek to enable the highest uptime possible to allow rental car tenants to best serve the traveling public. I've been with CSO for four years, supporting operations out of the Austin location, in addition to managing the Lubbock location as well. My experience at the Austin Conrack, which houses 10 rental car industry brands, equips me well to serve a facility of the size, scale, and the volume of FLL. I'm also class A and B certified in underground storage tank operations and hold the OSHA 10 certification. As Camilla mentioned, my area expertise is in environmental health and safety, and I'm currently furthering my education by pursuing a degree in environmental technologies. Because of that passion, I am excited for the opportunities and challenges to work with the airport and rental car companies in Fort Lauderdale. And I'm also really excited to join my colleague, Fabio Tucci, who is in Orlando managing the fuel systems at the interim QTA. With that, I will be supported by our nationwide team through our five core departments, budget and procurement, asset management, customer service, technical services, and operational specialists. All the teams work alongside a strong network of qualified subcontractor partners to ensure consistent, efficient, and reliable support across all locations. And to further discuss our approach, I'll hand it right back to Camilla. Thank you, Natalie. Our approach is rooted in a simple understanding that longevity of a healthy system is created with adherence to comprehensive preventative protocols. Maintaining the system according to spec and user case is the foundational baseline. Additionally, though, by utilizing predictive markers, it provides a smoother, more guided control of the system's stress points. An example of that principle being utilized is at one of our locations, just days before Labor Day this year, a routine check of the fuel farm equipment found a motor that was not operating to spec, and we knew it would fail soon. With the peak holiday period, we knew the demand on the system would likely be the breaking point the following Monday. Because we maintain the system closely and regularly, we were able to identify the change in the motor's performance, minimize the downtime, and ensure functionality during the coming high-demand returns, as well as maintain overall system health and reduce that stress point. Additionally, leveraging predictive tools on the consumable side, we utilize them to turn the necessary fuel inventory into a strategic cost-avoidance model for the racks. We do this through our patented fuel inventory management program. Our program uses all information available to track trends and market analysis, bringing our price per gallon in line or often below the Opus daily average. Continuing on, we know consistency of a best management standard is a key to reliable performance. Our teams are grounded in consistent, qualified monitoring that is thoroughly documented. So as that watch is flagged, our team is on it. We're also monitoring rack use trends so high-low peaks can be factored and used to partner with building stakeholders. All of these previous points lead us to our overall focus on total cost of ownership. With appropriate and consistent maintenance, we know these systems can last several decades with sustained reliability. We work to lower overall expenses while increasing health and longevity by implementing these principles consistently. To speak to this in greater detail, I'll turn it over to Scott. Thanks, Camilla. You guys have had a chance to look over our proposed labor and fee cost structure, and it's been a pleasure to introduce you to Natalie and Camilla today and our operating approach. In the time that we have remaining, I'd like to showcase the value that you can expect from our partnership. To help illustrate the difference made by our approach, we've organized the data that we track each month as part of commitment to controlling costs. We found that tracking the critical costs identify patterns that we use to adjust maintenance schedules and improve equipment availability and to preserve the assets that we manage. This comprehensive list of sites that we put together, these were all selected based on an age and volume comparison. So looking at the total amount of fuel that's produced or run through the system, just to make sure that we're giving you sites that are comparable. We estimate that in Fort Lauderdale, you probably are distributing about 1.8 million gallons, and so we wanted to provide you with some sites that were comparable. You can see site B and site F here are also, by way of interest in comparison, those were designed by Blymeyer, the engineering firm that designed your system at FLL. You'll also notice if you look at the dates for opening, the facility F labeled here shows about 10 years of operations before we took ownership or responsibility for its performance. An operating system at B was in operation for an additional 11 years, or sorry, an additional three years over the life of the system that we're looking at with system F. We've also provided an accurate cross-section representing real results rather than just selecting the best-performing locations. So this graph captures an issue at site C, where we experience unpredicted failure of the electronic interface that controls pump authorization. Those are electronic control points that by all accounts typically last the life of the system and require virtually no maintenance beyond checking the network connection. When the controls went offline, it was a surprise to us, as well as to the service provider and the manufacturer. But we were prepared to resolve the issue immediately. Bypassing the failure points allowed us to safely keep the system operating and to minimize the downtime. By contrast, site F requires a fair bit of emergency service over the couple years that we've been maintaining that system. We inherited a system that, unfortunately, was not very well maintained, and the trend in spend that you see on the screen captures the impact that we see because of a lot of that deferred maintenance. The repairs across five sites, by comparison, with similar transaction volume and an average age of nearly 11 years, were still less than the repair totals at the location where deferred maintenance over 10 years has substantially compromised the fueling system. Comparing the entire CS portfolio of fuel systems also shows the major difference that's made when preventive maintenance is the chief cornerstone of a science-based approach to asset preservation. Averages represented here capture all the data directly associated with fuel system operations. On the left are the details for 15 operating locations that range in age from less than a year to over 23 years, with transactional volume between 50,000 gallons and 3 million gallons annually. Figures on the right represent the actual performance in 2025 for the same site F location that we've been using as our study subject. Average number of work orders requested are lower. The cost for each work order is also lower, and the days without service are fewer because a proactive approach to system maintenance is the most effective way to prevent system failures, reduce operating costs, and preserve the asset health for the life of your equipment. We've touched today on some of the ways that our team and process have improved the outcomes for systems maintained from opening day throughout the life cycle. The current information on your screen looks more closely at the data around our improvement on site F, where we received operational responsibility after a decade in use. During initial system evaluation in year one, there were significant deficiencies ranging from extensive corrosion to boulders and piping that required urgent attention. Throughout the first and second years, many of those conditions continued to be uncovered as we dug into the root causes of unexpected interruptions that cost the racks about nine days of lost productivity. And my operating team wore sleepless hours and restless nights than any of us really cared to count or to track. We're now closing out the first quarter of the third year and finding that the system reliability is making gradual improvements. The significant cost that you see in the current operating year covers the work of a certified welder to replace sections of the piping system that have been compromised by corrosion during the years of being operated without addressing early warning signs that are part of our standard inspection procedure. This was scheduled by our team proactively to avoid and eliminate failure of the system. You'll also notice that the work order volume is substantially lower, with only 12 days left in the first quarter. The same trend is true of the days offline. We're encouraged by the progress that we're seeing with the new service partner and the careful adherence to a set of performance standards that have served us well over the last two decades. Our dedication to lowest total cost of ownership also extends beyond just the immediate contract relationship between CS and our airport partners. This graph captures the financial impact that our patented fuel procurement method has on one of the largest variable costs paid by the RACs. Fuel price data is tracked and reported daily at all 16 locations and balanced with the forecast demand and current tank volumes to ensure fuel is always available at the most competitive rate. The dark green line in this graph represents the price paid by the RACs for fuel in one location. Measured against the other two lines, this provides a visual representation of the daily cost difference between RAC, retail, and wholesale minimum pricing. In another way, you can see here the clear benefit and total operating costs. The Oil Price Information Service is a Dow Jones company that provides the historical and current daily fuel data, which we reference in all of our process as OPUS. In this presentation, we've shared the OPUS plus tax value of each daily fuel transaction as the absolute minimum that could be achieved if the RACs fueled their vehicles directly at the wholesale distribution service. Under this model, in 2025, the RACs effectively paid 1.7 cents per gallon over the absolute minimum cost while reducing expenses by 38.7 cents compared to the retail price or a blended average of 18.5 cents in reduced variable cost. Our performance varies across markets from year to year. Many times, physical hedging even outperforms OPUS plus tax model. In one location last year, we beat the target by almost 3 cents per gallon. And in 2025, across all sites, you can see the cost reduction against the blended average was nearly $6 million. In addition, the RACs only pay for fuel at the time of use and not at the time of delivery, which creates a cost model that mirrors their revenue timing. We're committed to continue innovating and bringing value to you and the RACs, and I look forward to working together soon. With that, I'll turn over the remaining time to Josh ahead of any questions. Great. Thank you, Scott. I'm Josh Blum, CEO of ConRex Solutions. You know, you've seen the data. Let me just take a minute to tell you what that means for Broward County. We understand that changing operators at a facility is an important decision. We've done it before. When we take over an existing facility, we inspect everything. The root causes, and then we maintain, excuse me, at a mature facility that we took over, work orders have dropped, as you've seen, by more than a third. Before I joined ConRex Solutions, I spent 17 years on the rental car side at both Hertz and Avis, so I know what happens at the counter when fuel goes down. Cars stop moving, lines form, and the airport invariably hears about it, and sometimes it makes it to social media. That is why I take this personally. You'll have direct access to me, Scott, and his team will meet every commitment that they've made to you today. Three things really matter when it comes to a fueling facility, that it never stops, it lasts, and it keeps costs down for your tenants. That is what we deliver. 23 years managing fuel systems, zero days without fuel, zero days at facilities that we've managed, zero days without fuel at facilities where we've managed from day one, and nearly $6 million saved to the rental car companies this year. We'd be honored to bring that expertise and unwavering focus to Broward County and FLL, and we look forward to answering any questions you may have. Thank you. Thank you, ConRex Solutions, for your presentations. Committee members, project manager, are there any questions for ConRex Solutions? I'll start with the committee members. State your name, then your questions. Crystal? Kristen? Neil? Angelica? John? Thank you for your presentation, John Prokrifke. A couple of questions with regards to staffing. You didn't really touch on in your presentation how you plan to staff the facility 24-7. Can you clarify who is going to be the project manager for our facility? Natalie Gonzalez on the call today would be the project manager for the facility. And as far as 24-7 coverage goes, we provide 24-7 coverage across the country at all of our locations. We don't do that with physical representatives on-site 24 hours a day. If that's a preference and you would like us to be able to provide somebody on-site, that's an adjustment that we can make. But it was not contemplated in our proposal. Okay. So how do you manage a facility the size of Fort Lauderdale without any personnel on-site? We still would have personnel on-site. So Natalie would be on-site. It's just that her presence on-site would be limited to the capabilities of having one person dedicated to your operations. So we would have one person from your organization on-site to manage our facility? As of right now, when we're looking at the fueling operating system, what we typically do is to provide an individual who's dedicated to the site performance and therefore their assigned work duration. But with it being limited scope and really limited to just the fueling operation, a lot of that support comes from a nationwide platform. So we have a whole team of people that are dedicated to fuel operations across all of our site locations. And kind of the data that we've presented on the screen, it really does capture the additional benefit that we're able to provide by adopting that model. We're able to keep the costs for each site location lower, but we still maintain 24 staffing – or sorry, 24-7 staffing. There would be a service number that's available any time that you guys have an issue, we would be answering that phone call. Distribution and work that's performed on-site is often performed by a service contractor. Most of the time, the qualified repairs that are required require a technician who has a state license in order to be able to touch those systems. And so we would be working with them to make sure that we're doing all of the proactive maintenance to prevent any type of surprises. But when there are problems, those would be the individuals that would be called and responding to the site. So if we have – And if I can just – Go ahead. If I can – sorry, just really quickly add on top of that too, there's also a 24-7 monitoring of all the systems as well. So there's all of the alarm notifications, and then we work – we're working proactively to implement software across our different locations that are monitoring real-time breakaways, drive-offs, things like that, so that we can quickly address when there's a communication or a physical issue at any given pump or dispenser. So if we have an issue at a pump and all of a sudden we have a leak going on, how does that get addressed with one person that's just monitoring? Are you contacting a sub to respond? So the system is designed to prevent any type of large failure events. If your fuel system is not designed with fail-safes that would shut off all of the systems in the event of a major leak, that's something that we can also analyze and address. To be able to figure out how we can modify and improve the system. But there are no events where an issue would occur that would cause a large-scale continuous flow of gasoline without the system automatically shutting itself down at any of our other operating locations. So we would make sure that that's the case here as well if there's a design issue at play. I don't know if there's a specific concern there, but we'd be happy to dive into that if we can. All right. So any kind of an issue that we have in the facility, then it's Natalie that's calling a sub to respond. Is that accurate? No, it's not entirely just Natalie. So that team that we've described, that support team would be the ones that are immediately distributing help to your site. So the 24-7 monitoring of the system, the call center that's available to be able to take your phone calls and respond quickly, all of those are qualified individuals who have experience working with fueling systems. So thanks, Camilla, for scrolling back a little bit here. You can see these are the individuals who help with support on a larger scale. In addition, we have 55 employees across the country who are all qualified, trained personnel, able to respond to a fueling emergency. The actual work of coming out and addressing the repairs would be done by a service contractor who we also keep on standby. So the immediate response to your service problems would be addressed through that service contract. So actually then we have one person, Natalie, that's on site. Anything that happens, we're calling a number and then we're waiting for a response by one of your subs. Is that accurate? So the response time would be essentially the company that is under contract. It's a guaranteed minimum performance standard. So if we had a leak, they would be expected to be on site immediately. If we have a problem that needs addressing within 24 hours, they'll respond within 24 hours. If we have an issue that is planned proactive maintenance, all of that would be scheduled in advance and communicated to both you and the RACs. So to answer your question directly, yes, if you call and you need immediate service, that phone will be answered 24 hours a day by an individual who's an employee of contract solutions. You would receive a follow-up to confirm the exact timing for the person that's going to be responding to the site. And that person is most likely to be somebody who is a service contractor. If there is an immediate issue that required attention, I don't know what circumstance you may be playing out in your mind or thinking about, but I'm happy to address it specifically. If there is an immediate need to have somebody on site, Natalie will be the one that lives in the area. She will be the one that's on site regularly. And she will be the one to respond to your emergency needs. Yeah, we've actually had a couple of emergencies in there. I actually responded to one myself where we had a dump of the phone system there. And that required all hands on deck, including myself. So my question is you have one person and then we're reliant on a phone call to headquarters who then is going to contact a subcontractor. And then we're waiting for a subcontractor to respond. I just wanted to make sure I understood that was your model for staffing. Yes. So all of these things happen for us frequently. I appreciate getting specific about the example. The accidental release of a fire foam system is unfortunately more common than you might think. And we've seen that happen on multiple occasions. I'm thinking of several examples in Seattle and seeing Camilla nod her head. Camilla, do you want to kind of provide the description of how you responded to that issue? Yeah, absolutely. And understandably, that is a stress point. And you're right, containment and safety are a big part of that protocol. So, yeah. So while Natalie would be the closest person who's on the ground and responding immediately, we do have other, you know, she mentioned Fabio, who's also a little ways away, but can also respond in the event as well if there was a bigger issue and concern. We work and partner with, you see the entities there, EES Consulting. They are qualified to handle AFFF foam and mitigate it and go through those procedures. We walk through that with our teams as well as our fuel repair contractors as well. They're all familiar with how do we mitigate a contaminant and safely return the operations back into service. So, yes, while the initial response would be to a service number, our 24-7 number, and we do that really not as a step away from Natalie, but to maintain record keeping and maintain that our national support team is aware of all of the triggers and then can fully support Natalie in her on-the-ground boots, on-the-ground effort. So, at that point, all of the signals are going up to our operations team and they're working through simultaneously lining up those vendors. We typically see all of that dispatching response in anywhere from 15 minutes to less than 30 in the event we can't for some reason immediately get, you know, a technician who maybe slept through the first ring if it's like a service technician. But they're calling, they're calling, and like I said, less than 30 minutes on the worst-case scenarios is what I've seen for full dispatch and getting wheels rolling to start containment. So, absolutely understand that, you know, usually those calls come in when there's freezing events or there's a crack event or in the case of some of our locations, there's, you know, some environmental factors or just wear and tear on the system. Those can be very stressful. Our team trains on those, and we also train the rental car companies and their employees on safety protocols if that happens, so we can avoid any safety concerns with their interaction with that chemical. Yeah, I think it's important to note, you know, certainly, you know, the systems that are being used at FLL are systems that we're very familiar with and that we maintain at all the other locations across the United States. But the performance standards that the rental car companies have and those airport partners have at each of those locations are the same standards that you guys have, a 24-7 response, you know, maximize uptime. And as we've mentioned, we've never had a situation where we've been without fuel at a location. So, you know, certainly understand, you know, the questions about FLL specifically. We're, you know, highly experienced in this space. We were highly experienced in rental car fueling systems specifically. So this scope we're very comfortable with and understand the performance metrics that we must hit. So who does the facility inspections in ensuring that we maintain compliance? It would be a mixture of Natalie as well as a qualified professional. So in this case, OWL would be our qualified partner in this space. But Natalie would be performing those as well. The subcontractors that you identify in here, TAC Energy, OWL Fuel Systems Inspection and Maintenance, and EES Consulting, are any of those organizations located here locally in Broward County? Are you asking do they have a local representation in footprint or do they have headquarters there? No, I'm not looking for headquarters. If you're relying on subcontractors to be your response, I'm wondering where they're coming from. Do they have representatives here locally in Broward County? They do, yes. So these are all organizations that will have technicians who are living close to your site and able to respond immediately. Will have people here or do currently have people here? Do currently have, yeah. So my understanding is that from our conversations with OWL and with EES, they already have technicians who are performing work in and around Broward County. TAC Energy is a national fuel provider, so that is the fuel supplier. They're the ones that are calling for delivery, and they're using local delivery companies. So it would likely, it's not, when the truck shows up with fuel, it's not going to say TAC Energy on the side. It will likely be a different company that's doing the actual delivery. But they're the ones that, they essentially manage our patented model for fuel monitoring and delivery. Okay. Can you give me some, a little bit of background then on OWL fuel system inspections? Where do they currently operate and what size facilities? And do they even do the same type of work at rent-a-car facilities? If those are going to be our inspectors. Yeah, absolutely. So they perform UST testing and compliance maintenance. They've done that at our, am I able to give specific sites? I know that there was some question about. Yes, you may. Specific sites. Okay. So they've done work at our Charlotte location. They've also done work in our EWR location. And I believe they've also helped and are currently assisting at Orlando as well. What specifically do they do at those locations? So depending on the scope, some of our locations have utilized them for regular checks and walkthrough, depending on the high peak period. As far as they also take care of the monthly inspections, integrity testing on an annual basis, any of the tri-annual pieces. They're responsible for signing off on those tanks to maintain all compliance pieces that we, as ConRex Solutions, don't necessarily hold those different certifications. They are the licensed professional that can sign off and meet the state and federal guidelines for tank monitoring and distribution systems. In the proposal that we provided, there was also some samples of the testing. And the different work that's being recorded and reported, those are the same types of tests that we would expect from out. So all of that would be under service contract. The expectation would be that they would be performing all of our tank tightness testing on the appropriate interval based on the requirements from the jurisdiction having authority. So all of that work will be completed in order to maintain compliance with whatever the requirements are from the local authority, along with making sure that they're adhering to our standards for best practices. A big part of that is making sure that we're catching issues that might become a bigger problem for us in the future. So all of this is a proactive approach to making sure that we're not getting caught behind the eight ball. Okay. Thank you. And sorry, just to add to that. I did verify. OWL does have a location in Broward County, and they do provide services in the county itself. Do they? And are you able to identify who they work for in Broward County, where they're doing work? They didn't give me that information, but they do services for convenience stores and gas stations in the area, as well as some industrial fuel systems. We can certainly provide that information once I get that from them. We use them currently, though, at our fueling systems in some of those locations and have used them in different scope audits as well. So they're familiar with the UST fuel farm structure and the throughput that our locations see. Okay. In your proposal, you included references, evaluations, if you will. In two of the three that you provided, it referenced that they gave you only satisfactory performance because of turnover. How are you addressing turnover, and where is that turnover? Is that turnover in your subcontractors, I take it? Scott, you want to take it, or do you want me to take it? Yeah, I got it. I don't know. Sorry. I saw that you were coming up. So the turnover that we've experienced has been with our direct employees in a few locations. I'm not sure if there's a specific reference that you want us to speak to here. Well, two of the three references you provided showed just satisfactory performance and staffing because of turnover. So having people on site, and if you're, you know, we're calling a number for a response, turnover always becomes an issue with any organization, and how can we best retain our employees? So I wanted to kind of hear from you all on when two of your references say that you had an issue or only satisfactory on turnover, how you're addressing that as an organization. I think I know exactly what that's speaking to, Scott, if you don't mind if I... Go ahead. So at one of our locations, there was some perhaps misalignment in the need for staffing what was presented in the initial scope versus where we had to get to to help alleviate some of the concerns from that particular rental car company. And so I think that initial transition was a point of growth, but that just comes from navigating what the airport scope was understood to be and what the airport envisioned that footprint looking like versus what the racks envisioned that footprint looking like. And so to Scott's point earlier, we're happy to address that and be flexible if that needs to happen. And that's exactly what did happen at that location, where we did adjust some of the scheduling with those team members to provide different coverage to meet the footprint that the racks were concerned about when it came to certain high and low peaks. So that was just a slight adjustment on the initial scope. As it relates to service contractors as well, you had asked specifically if there was a concern about turnover in our service agreements. We do rotate through service contractors if performance becomes a problem. It's not something that we jump to as an immediate solution to the problem. Our preference is to develop a partnership with our service contractors and get to the point that they're very familiar with our systems. We've done this with electrical contractors. The electrical contractor in Seattle is a great example. They've been there since the building opened, and they have an intimate awareness of everything that goes into the building and a close relationship with the personnel that run that building. As we've experienced personnel turn in that environment, we've continued to keep them informed and in touch with the right people from our electrical service contractor. So that becomes a seamless transition of knowledge. And the same would be true for your system. We would be working closely with whoever it is that's maintaining the system right now. I assume that there's probably a service contract that's in place with somebody that's performing a lot of this work. Our transition in operating the system would be relying on a lot of the information that they've provided, updating the records to make sure that all of that is handed over smoothly. If the performance is going well and you'd like to retain the contractor that you already have performing service, we're not saying that our system can only run effectively using OWL, and we'd be happy to meet with them to talk a little bit more about it. The reason for identifying OWL is because we know they're, for us, a known quantity. We've worked with them in the past. We know that they can understand our program and what our expectations are and that they'll meet those expectations. If you have somebody already performing that work and we can work on a transition plan, we're happy to do that as well. Okay, thank you. One more question. Back with their project manager, with Natalie, it was identified that she oversees Austin and Lubbock. Will Natalie be here locally and dedicated to us, or will she have additional facilities that she'll be responsible for? This would be Natalie's sole assignment. So she would be relieved of responsibilities in Austin. We would backfill for the vacancy there. The responsibilities in Lubbock, it's a very small remote site that she helps to support as a subject matter expert. And she would probably still be relied on to be able to provide some additional information to whoever it is that takes over that responsibility while we work through the transition. But the intent is that her primary focus and her location, she will physically be living there in Fort Lauderdale and serving your area. Okay, and I apologize. I do have one follow-up on that. When I'm going to assume you provide, Natalie, time off, leave time. So in her absence, who would be the project manager then? During her absence, we would be backfilling using the standard national platform. So we would be relying on some of the other individuals that you see listed on the screen here to be able to provide you with additional support. We'd call a number. I mean, if Natalie goes on PTO, we'd have Fabio from Orlando probably come up and be on-site full-time. We understand the importance of having somebody on-site every day putting eyes on the facility. So we would have somebody on-site while Natalie has time off to ensure that we have eyes on the site, you know, continuously. Okay, thank you. Thank you. Richard Waskowitz here. A question when it comes to indoor versus outdoor facilities. First off, when I went through the evaluations, I didn't see that the evaluations were for any indoor facilities. So can you clarify, were any for indoor facilities? Yes, so we run operations at multiple locations with stacked fueling, where we actually run fueling operations indoors on multiple floors stacked on top of each other. All of that required exemptions and special permits. We're familiar with the requirements to maintain those systems and to be able to keep them in compliance. And so just enlighten us, what's probably the biggest difference or biggest challenges when it comes to an indoor facility? With stacked fueling, we've run into challenges with being able to maintain the same pressure and volume in the system on upper floors. That's one of the big issues. The biggest concern from a safety standpoint is making sure that we have isolation and separation of that piping system from the rest of the building. So all of that's built into a two-hour chase to make it so that if there were a leak of any kind or an accidental discharge, all of that would be contained. The containment systems are another one that's unique. Each floor has a drainage system that's tied back to another underground storage tank. Those USTs capture anything that may be released in the fueling area. In San Diego, that's a great example of one where we've got vehicles, as they're returned, if it's a rainy day, or as they're coming back out of the car wash and they end up parked over the top of that area, it's oftentimes just water that's being leaked kind of back into that containment tank. And so we monitor that UST to be able to make sure that we're pumping that out with some frequency so that we don't end up in a situation where there's an accidental release and not enough capacity to contain it inside the UST. So those are some of the things that we're monitoring and keeping an eye on on indoor fueling operations. Indoor air quality is another one. We find that the maintenance of the HVAC system makes sure that we're keeping indoor air quality the way that it needs to be in order to provide safety and an effective work environment for the staff. So I definitely appreciate both those answers. But on the indoor air quality matter, the way our system's configured as well, there is a certain amount of fresh air that's expected to be brought in and things of that nature. So how is your team sensitive? It seems as though they're monitoring things remotely. How are we addressing indoor air quality and to make sure that we can, you know, we don't have a spill, we don't have a major outage, but there's a fault in the supply air coming in. How are we addressing that timely so we can continue operations? Camilla, did you want to say that one? Yeah, so yeah, yeah, I can speak to that. So I would anticipate that there is some sensor monitoring as well that we would be able to connect and see as well. Typically, in those cases, we're watching all of the sensors. We've got those proactive triggers that I was mentioning in that predictive marker that we utilize where possible, look at installing where possible to ensure that we're capturing, again, those in real time. So even sooner than maybe what, you know, the smell is anticipating or, but as those alarms are going off, that we're able to quickly respond and dispatch as necessary or immediately go and look at the issue to evaluate what the origin of it is. So it's a combination of efforts. And if some of that remote monitoring doesn't currently exist, does your proposal already include installing this monitoring system? No, we haven't. We haven't started making specific changes to the system. But if there's anything that needs to be modified in order to make it so that we can better support you, we're happy to do that. As it comes to air turns, you mentioned the idea of supplying outside air. All of that should be designed into the HVAC system already. And there are likely reports and ways for us to be able to track that and pull it from the building automation controls. So a lot of that would just be investigating to understand what are the limits and the capacity for the current system. If there are issues, though, we would be responding to them immediately. And if there's a delineation within that scope, we can always partner to work through that, how to receive those triggers and whatnot to view that system. Thank you. I appreciate it. Yeah. Thank you, Richard. Hi, this is Angelica Love. I have a follow-up question in regards to the project manager. I know we mentioned about PTO time. In an event of an emergency that she may have, how would you plan on deploying additional staff on a replacement here? And will it just be the person from Orlando three hours or less? So how would you propose to handle that situation? So as we've had issues arise on an emergency basis, of course, we're leaning into whoever is closest. Again, an all-hands-on-deck situation like you've mentioned as well. So with Fabio likely being the closest, it would be getting him on site. Also, you know, one of our trusted and certified vendors. If it's a prolonged issue, then we're moving team members, or not moving them, but for a short-term period. We're working through bringing in qualified team members who can help manage and monitor the system to maintain operational health and functionality. Does all of your sites only have one project manager, one staff at those locations? It's tailored to the need of the scope and the site. So some of our locations have two, some of them have six, depending on the site location, the scope, and the need of the building, and the need of the rental car companies on response. Yeah, some of these locations are just fuel systems. Some of these locations have a customer service component, you know, a car wash and vacuum component to those as well. So that's, you know, there's some of these that have significantly larger scope than what you have at Fort Lauderdale. And some of these locations are – oh, sorry. Go ahead, Scott. Sorry, I was just going to chime in here. If we need to make a change in order to meet the staffing requirements of the site, if there's an issue because having one person on site is just insufficient and you need extra bodies, or you want specific coverage because your preference is to have somebody there during given days and you want seven-day coverage or you want evening coverage, there's no reason that we can't modify the scope here and be able to meet that request and that requirement. It was our understanding that we needed to be able to provide 24-7 coverage. For us, the typical model that what we found the rental car and airport preference has been in the past is to try and minimize the total operating cost. And a big part of that for us that's been successful is staffing it with a very light approach. That's not to say that we're committed to just one approach to doing the thing. If there's a better way or a preferred way for us to address it with you, we're happy to do that. I have one other question. In regards to your performance and pricing aging site improvements, I noticed there's year one, year two, and then Q1 year-to-date, which is repair spend 50K was approximately 40% from the other two years. Is your year calendar year, fiscal year? This one's operating on a fiscal year. So the reason that you see the partial or just the first quarter is because that system was handed over to us two years and a quarter ago, right? So we're coming up on the close of the first quarter of the third operating year. As far as speaking to the specifics on the $50,000 in spend, if you can go forward one slide, Camilla. Thank you. There we go. So now we're all on the same page. Perfect. So now we're all on the same page. In year one, when we took over, the total spend was $148,000 on repairs only, and it was huge, a massive amount of additional cost, largely because of deferred maintenance. The deferred maintenance did not end in year one because there are items that didn't have to be immediately resolved. If we were to try and go through and rebuild the entire system, which is essentially what the project needs, we would be looking at a massive undertaking. So we've broken it down into individual section and tried to prioritize those items. The reason that you see it so high in the first quarter of the third year is because we were essentially deferring those items just to get into the new fiscal year to help the client with their budget. So we're now into that third fiscal year, and we wanted to proactively come through and address the failure that was imminent on a piping system that was showing signs of corrosion. So we didn't have any leaks. There were no holes in the system, but the corrosion that we were seeing from outside the pipe and then the line testing, essentially testing the thickness of the wall of the pipe, all of that revealed that there was an imminent failure that would be a major issue. So we identified it early. We scheduled the work to be performed, and then we took care of it during evening hours and off time to be able to minimize the impact to the rental car industry. So that's kind of the reason that you see that heavy load in the first quarter. I agree, it would look alarming if this was all just demand response and we're continuing down a path, but there is method to the madness here. We're working through a system and getting it back to 100%. A follow-up, Neil Kachara. Under the model that you currently have, fuel deliveries, are they typically monitored remotely, or does this occur during times when someone is on site? It's why we have staff on site. So the Class A-B operator is there for supervision and oversight and making sure that all of those fuel deliveries take place in accordance with kind of the metered standards for the jurisdiction having authority. And how does that align with the scope of work indicating FLL's fuel deliveries occur between 10 p.m. and 5 a.m.? If you need us to do deliveries during those time periods, we can adjust the way that we monitor that or the way that that's reported back. All of that still falls under the supervision and responsibility of our A-B operator. So if the requirement is that we're doing deliveries during that time period, we can figure out a way to make sure that we're monitoring that appropriately. Thank you. And under certifications, you've mentioned it previously, but I didn't see it in your response. The certified pollutant storage and the Class C certification, I believe you alluded to that that was held by your vendors? We actually do Class C operator training with everybody that touches the fuel system. So part of our training program will be getting the racks through training and compliance. We've just found that it helps us to minimize things like drive-offs or incidental damage that may be caused by drivers who haven't been well-trained. So a big part of that push for us is to get 100% training compliance with all of the staff. And just to clarify there a little bit further, not only those that touch the system, but those that manage those that touch the system, helping them understand that breakaways have a pressure hammer impact that further, you know, destroys the system over time, helping them understand those long-term costs. We're trying to get that information and help everyone be educated on the health of the system overall. And does your company hold the certified pollution storage? That would be something that we would obtain immediately following the wording. Thank you. Nothing further. Thank you. Project manager. Hello, Colby Garish. I have three things that I like to reference. First question I have for you. In the event of an e-shunt shutdown, what is going to be the response time with no one being on site? Right now, currently, we have people on site that are there 24-7, and that goes up very quickly. What is the response time to an e-shunt shutdown, and how long will we be out of service if something like that happens? So our typical response time is 30 minutes. If there's, you know, if there's anything beyond that, we're working through what exactly those problems are. But our typical response time is 30 minutes. Again, if there is concern, that's an area that we can address to modify that on-site footprint. Okay. My second question is with the model that you have, can you give me an example of a time that worked and a time that it didn't work? Is there any locations that you had this situation where you had this system in place where you had one person monitoring the system and that the airport or vendor asked you to come back and resupply that? Can you give us an example of one of those situations? We can talk a little bit about Portland as far as operating on a light staffing model. Well, the Portland airport and the rental car industry has had a period of time where we had only one individual on-site. SFO is another system that we actually ran operations and maintenance using only one person. That one's not a great example for you all because we weren't maintaining the fuel system. So we'll focus on PDX. The Portland example, we had one individual who was in similar capacity to Natalie running the entire site. So it was not only the fuel system, but all systems tied to the QTA. So everything from the vacuum systems, the car washes, all of the building itself, really everything from the landscaping to the roof maintenance and everything in between. The responsibilities there were deemed appropriate to the staffing when we first initiated the contract. After probably about a year and a half, we started to increase the total scope. They recently, or not recently, but shortly after they completed the ready return garage. And with that, we brought in an additional staff member. All of that was to be able to meet the growing need and demand. The initial interpreted demand required one person to be on-site, but not to have anything beyond that. There are locations where we actually don't even provide a full-time staff person who is on staff with Conrack Solutions. Lubbock is a great example. It's just too small to justify the cost of having a full-time person. And so we respond to those issues through our service network and through the contracts that we have in place. We found that it's a very effective way of being able to reduce the cost. There is obviously the tradeoff. If you have somebody there that's able to respond immediately 24 hours a day, then we can quickly get things back online. If that's the preferred model, we would modify similar to the way that we did in Portland. We would modify the scope. We would add an additional staff member. That additional staff member is not something that we would envision impacting anything other than just the direct labor line item. So when you look at the proposal that we've provided, there's a breakdown that shows you why the labor cost is what it is. If we increase the labor, there would be no increase to the maintenance fee. Our management fee remains what it is. We anticipate being able to provide you with effective service with one person and a 24-7 response from a national team. If you find that what you prefer is to have additional staffing, we're happy to make that change. Next question is, obviously this is one of the oldest con recs that is in the U.S. It's going on 22 years. It was one of the first ones that it was experimental, so there's lots of things that will have to be discussed if you win the award. What would be your 90-day plan to handle a 22-year-old system that you're coming into? What exactly would you be looking for in the first 90 days to make sure that your system can run with our system and match up in a situation where your one employee plus vendors can handle this system that's 22 years old? Because there's constant things that come up and go down with a 22-year-old system that's also an experimental system because it was one of the first con recs in the U.S. Can you give me an example of what you do in the first 90 days to kind of see that your idea fits with what we do? Sure. Yeah, we understand that Blymeyer has learned a lot over the last 22 years. And actually, the 23-year mark is our oldest facility. So our oldest facility in Anchorage, Alaska was privately developed. It's actually the first privately developed con rec that was delivered by con rec solutions and has been managed by us since the opening day 23 years ago. The best qualified person to take a look at your system and to be able to do the analysis and our commitment in the first 90 days is that we would have staffing coming to your site location who have been and are familiar with these older legacy systems. SFO is another great example of an older building. Obviously, we don't maintain the fuel system there, but we're familiar with how to maintain a building that is in that vintage, right? When we start hitting 20-plus years, there are a lot of opportunities for failure. There are systems that have substantially changed over that time period, but we have a team of individuals who are familiar with those systems, who have seen them operate and know how to prolong the life of those systems in spite of their age. So our commitment in the first 90 days, we would be bringing in a team of individuals who have worked with and around these older systems to be able to do a full-blown analysis. We would also be bringing in outside service providers to look at the equipment objectively and provide us with their feedback and additional analysis based on information that we can't obtain visually. So there are certain tests that can be done, electrostatic testing, monitoring the thickness of all of the tanks, and any potential compromised piping systems. All of that would be done in those first 90 days to provide us with a full report. If you have something similar that's already been completed, we would be happy to take that information and to use that as the basis for our starting of this analysis. That's not to say that we wouldn't be doing our own, because we still are interested in making sure that we have information from a service provider who we have a relationship with. So we would want to do all of that in the first 90 days to be able to build a plan and create something similar to the work plan that has been effective for the Charlotte location. And the beauty of our national support team in this case is that they are leveraging all of those things simultaneously. So as Natalie is relocating to Florida and working through the boots on the ground pieces, we have all of that expertise that's leveraging getting the vendors lined up in compliance with your protocols for onboarding. We're working through those transition partnerships with the incumbent, ensuring that all of the records and compliance documentation is secured. We have a thorough understanding of all of that compliance documentation and record keeping so that all of that can transition seamlessly for your operations. Thank you. Follow-up question to that, and my last question is, you guys did a site walkthrough a few months ago. What do you think the biggest hurdle is going to be during your transition if we have chosen you as a vendor? What's the biggest hurdle coming in during that transition period? It's not necessarily a hurdle, but you did mention, you know, as far as like syncing up with systems. That is definitely a piece that we will focus in on to ensure that we're getting all of those reporting systems aligned, that we have our systems talking to your systems, and that we are maintaining, again, functionality of the fuel system and any of those compliance reports. That is a big area of focus as those IT pieces can take time. Access points can take time to navigate and maintain all of the proper protocols. So that's an area that we would also be initiating from the get-go as well. So, again, not necessarily a hurdle, but an area of focus that we would be especially aware and attuned to. Thank you. Thank you. Circling back to the evaluation committee members, are there any additional questions? Hearing none. Thank you, Conrack Solutions. The second and last presenter, Conrack Solutions Operations, LLC, has completed their presentations and answered all questions. You may remain in the room. This concludes all vendor presentations. Purchasing agent, please invite all vendors and members of the public back to the open portion of the meeting. While we wait, committee members, do you need a break? Thank you. It appears that we have a representative from the other firm on the line, so I'll continue. The next order of business is the scoring of the vendors. The score sheets that have been distributed to the evaluation committee members. Let me repeat. The score sheets have been distributed to the evaluation committee members. The score sheets include the assigned points for location, which are applied based on a specific criteria stated in the solicitation. The score sheet also have points for price, which were calculated based on the formula identified in the solicitation. When all evaluation committee members have completed and submitted their score sheets, I will recess the meeting to provide time to tabulate the results. Committee members, are there any questions about the score sheets you've received? Hearing none, committee members, you may begin scoring. When the purchasing agent will notify me when all score sheets have been received and ready to be tabulated. All score sheets have been received. We will now take a recess to tabulate the results. The time is 12.08 p.m. I would like to reconvene the meeting. The time is 12.19 p.m. The purchasing division completed the tabulation and will announce the scores and ranking. Before the results are announced, I would like to thank all the vendors for your participation in the solicitation process. We appreciate your time and interest in working with Burry County. Purchasing agent, please announce the scores and the ranking. The total scores are Conrack Solutions Acquisition, LLC, DBA, Conrack Solutions Operators, LLC, 356 points. One second. My apologies. One second. We had a quorum earlier with three EC members. The other two EC members has rejoined us, so we will re-announce the scores. For Conrack Solutions Acquisition, LLC, DBA, Conrack Solutions Operators, the total score is 356 points. For Fuel Facility Management, LLC, the total score is 408.70 points. The number one ranked firm is Fuel Facility Management, LLC. The number two ranked firm is Conrack Solutions Acquisition, LLC, DBA, Conrack Solutions Operators, LLC. Thank you. Thank you. The next order of business is 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? John Prokrifki, I'd like to make a motion to accept the evaluation committee's results and recommendation of ranking. May I have a second? So, Goss, I second the motion. All in favor, say aye. Aye. Any opposed? Motion passes unanimously. Please note, effective September 22, 2026, Thanks the Broward 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 protests, 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 firm. As a reminder, all information reviewed by the Evaluation Committee is posted on the Purchasing Division's website under the repository, including the closed portion sessions of this meeting. Committee members, is there any other business that we need to discuss today? Hearing none, again, I'd like to thank all the vendors that responded to the solicitation and for your presentations today. And to the Evaluation Committee members, thank you for your participation in the solicitation process and for serving on this committee. This final Evaluation Committee meeting is adjourned. The time is 12.23 p.m. Thank you all. Have a great day.