Final Evaluation Committee Meeting: RFP No. GEN2130273P1, Ground Transportation Management Services for Fort Lauderdale-Hollywood International Airport - Aug 18, 2026

Purchasing, are we ready? We can start admitting the vendors. Good afternoon, everyone. As you're coming in, please mute your devices. Purchasing, just a mic check. We can start when you are ready. Read you loud and click. Thank you. We'll begin. Good afternoon, everyone. I am Dania Cohen-Ebanks, Purchasing Manager and the Meeting Facilitator. I would like to call to order this final evaluation committee meeting for request for proposal, RFP number GEN-213-0273-P1 for Ground Transportation Management Services for Fort Lauderdale-Hollywood International Airport for the Aviation Department. The time is 1.03 p.m. on August 18, 2026. This meeting is being held through Microsoft Teams. Some representatives from the county are physically here in Room 430 of the Governmental Center Building East, located in Fort Lauderdale, Florida. Others are virtually in attendance. Attendees, please mute your 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 vendors, score and rank the responsive and responsible vendors. At the initial Evaluation Committee meeting held on August 3, 2026, the Evaluation Committee determined all vendors to be both responsive and responsible. The following vendors advanced to the final evaluation and ranking taking place today. Ace Parking 3, LLC, Front Row Management Services, LLC, SP Plus Curbside Management, Joint Venture. Meeting attendance will be recorded in the following ways. The purchasing agent will record the attendance of county staff physically here in room 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 the QR code in Teams chat, email the purchasing agent, michaelmullen at mmullen at borough.org with the subject meeting attendance and indicate your name, your title, and the company represented in the email body. We have a quorum present with the following evaluation committee members. Committee members, please say present after your names are called. Michael Nonamaker, Deputy Director, Aviation Department. Present. Thank you. Glenn Wilshire, Deputy Director, Port Everglades Department. Thank you. Oje Hernandez, Enterprise Director, Business Development Division, Port Everglades Department. Present. Thank you. Kristen Rose, Enterprise Assistant Director, Finance Division, Aviation Department. Present. Thank you. Paul Strobus, Assistant General Manager, Operations Division. Transportation Department. Present. Thank you. It is the evaluation committee's responsibility to review the vendor's submittals to ensure solicitation requirements are met and to evaluate the submittals and make a recommendation to award a contract. Each evaluation committee member was appointed by the county administrator to serve on this committee based on their experience. The evaluation committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county. At the discretion of the board, the evaluation committee members may be requested to substantiate their recommendation and discuss their submittal reviews. The cone of silence has been in effect since the solicitation'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 purchasing and or is designated. Also, vendors may communicate with the designated representative from the Office of Economic and Small Business Development at any time regarding the solicitation's small business enterprise or county business enterprise participation. The summary of vendor rights regarding the borough county competitive solicitation was issued in the solicitation. The initial evaluation committee minutes have been distributed to the evaluation committee members. Committee members, are there any discussion regarding the minutes that you've received? Hearing none, may I have a motion to approve the minutes from the initial evaluation committee meeting? This is Michael Nonamaker. I'd like to make a motion to approve the minutes from the initial evaluation committee meeting held on August 3rd, 2026. Thank you. May I have a second? Paul Strobus, second. All in favor, say aye. Aye. Aye. Any opposed? Motion passes unanimously. The director purchasing memorandum states that SP Plus Curbside Management Joint Venture is not eligible for the vendor location tiebreaker. However, as a correction, based on the information provided in their submittal, please note that SP Plus Curbside Management Joint Venture is considered a local vendor and is therefore eligible for a tiebreaker. As stated previously at the initial evaluation committee meeting, the solicitation required vendors to state whether they accept Borough County's standard terms and condition or if they do not accept them to identify the agreement's provisions and the vendor's proposed changes. One of the three vendors, Front Row Management Services LLC, accepted the county standard terms and condition. Two of the three vendors, Ace Parking Third LLC and SP Plus Curbside Management Joint Venture, took exceptions to the county standard terms and condition. The county provided these vendors the opportunity to waive their exceptions and SP Plus Curbside Management Joint Venture, elected to maintain their exceptions to the county standard terms and condition. Ace Parking Third LLC waived one of the three exceptions. The specific exceptions taken by these vendors are outlined in the exception matrix that has been distributed to the evaluation committee members for their review. The county attorney's office and risk management division are here, are available for questions provided by, are here for any questions that the EC may have concerning these exceptions. Committee members, are there any questions for the county attorney's office or risk management? I believe we have Kaylee on the line and Colleen. Kaylee? Yeah, this, so Article 11, it is negotiable. However, it's depending on what BCAAd Finance is comfortable with. One second, Kaylee, good afternoon. If we can state which vendor's exception you're addressing, please, and if you state your full name for the record, please. Yes, Kaylee Rush with the county attorney's office. This is Ace Parking. They had two exceptions to Article 11 performance bonds and security deposit. Both will be considered negotiable from a legal standpoint, but it is dependent on what BCAAd Finance is comfortable with, any change if they're comfortable with making one. Are there any questions from the evaluation committee regarding what Kaylee just mentioned? Just so we're all clear, these items are negotiable if one of the vendors that has one of the exceptions is the number one ranked vendor and the county cannot come to terms, it would be an impasse and we would move on to the next one, correct? Yes, that's correct. Javier Navas, assistant county attorney. That, since we have this, that that was on the record. Thank you. Thank you, Mr. Nenemaker. Any other questions from the evaluation committee? I'm hearing none. Anything else, Kaylee? Thanks for me on this one. Thank you so much. The next order of business are vendor presentations. In accordance with Section 286.0113 of the Florida Statues, presentation and question and answers are closed to the public. Only committee members, county staff, the 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. Presentation will be limited to 20 minutes, followed by an unlimited question and answer period. The presenter will have five minutes to set up their presentation in Teams. The time maker, time keeper, will be the purchasing agent, Michael Mullin. As the meeting progresses, a purchasing representative will provide email updates to vendors, ensuring that each upcoming presenter is informed when it's time to rejoin the meeting for their presentation. Once all presentation and question and answer session 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? Members of the public may provide an email address in the chat to be notified of when to return to the public portion of the meeting. Vendors are asked to provide an electronic, vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to this meeting. The presentations received have been distributed to the evaluation committee members. The presentation order was determined during the initial evaluation committee meeting to be as follows, first presenter, Front Row Management Services, LLC, second presenter, SP Plus Curbside Management Joint Venture, and the third presenter, Ace Parkin, the third LLC. At this time, we'll move into the closed portion of the meeting. The first presenter, Front Row Management Services, LLC, please remain in the meeting. All other presenting vendors, the accompanying teams and members of the public, are now requested to leave the virtual meeting room. As a reminder, please continue to monitor your emails or when to rejoin for your presentation or the public portion of the meeting. This meeting is now closed. Thank you. Good afternoon, Front Row. Good afternoon. Who should we give your presentation rights to? That would be me, please. Cameron Iams. Thank you. And we have all your members of the team? Yes, ma'am. It's me. Here. Okay. Attendees can be viewed in the team's participant panel. And momentarily also displayed on the screen is a list of county staff. Please review to ensure that no other members other than yourself and the county staff are in attendance. Yes, ma'am. Thank you. You now should have presentation rights and your five minutes to start setting up. You should have the ability to share your screen. Are you all able to see my screen at this time? No, not yet. Are we able to see it now? No, we can. Yes. We're ready. Yes, we can. Perfect. So, good afternoon. One second. I need to start your timer. One second. Purchasing, please start the 20-minute timer. You may begin. Awesome. Again, good afternoon to you all. My name is Cameron Iams, and I currently serve as the Vice President of Front Row Management Services. I'd like to thank the committee, in addition to the Purchasing Department, for allowing our firm the opportunity to share our qualifications and experience. For us today, it feels like a child on Christmas Eve, right? As a child, you're growing up and expecting joy, and the next day you open up presents. And so, for us to present to you all today is like Christmas for us. We appreciate the opportunity for our firm to be able to share our experience and further discuss, if potentially awarded this contract, what we would do for Fort Lauderdale. We have, in the next 19 minutes, three goals to present to you all today. Goal number one is to share with you all who is front row management services. Goal number two would be to share with you what we've done, our experience over the years. And goal number three is, if awarded the contract, what we would do for Fort Lauderdale. In this, we have one theme, and that theme is to not be seen as a contractor within our contracts, not to be seen as a vendor, yet to be seen as a partner to Fort Lauderdale, as well as its ground transportation management services. And so, with that being said, I would like to share a little bit with you all about our front row. And so, front row, we began in 1990. Our parent company, MTI, provided local transportation in Atlanta, Georgia. We provided non-emergency medical transportation. Over the years, we grew in our airport environment in Hartsfield, Jackson, providing hotel shuttle services, airline, cruise, transportation, limo, and charter services, as well as charter transportation. It was working within the ground transportation department and its stakeholders that we realized the interest, sparked interest with us within the overall operation. And then in 2014, the city of Atlanta, in conjunction with Hartsfield, Jackson, issued an RFP due to a challenge. And we will discuss that challenge here in a few moments. And from that challenge, front row management services were birthed, was birthed. Since birth, we have grown at ATL and even today in another airport in the Sunshine State, which we will discuss momentarily. And so, having said that, we now look to share our experience. This section intends to answer one question. How have we operated at the level of complexity Fort Lauderdale requires? And we believe we have. And what does that look like? So, as I briefly mentioned, in 2014, Hartsfield-Jackson had an issue. At that time, the issue was their current taxi lot. It housed 300 taxis. And so, essentially, taxis would stage in a lot, and then they would be dispatched to the curbside for passenger pickup. At that time, the city had over 1,000 licensed taxis, but only 300 spaces to provide a way for them to get to the curbside. And so, with that, often, once that reached capacity, taxi drivers would just circle around and around the airport, waiting for their turn to get in. And so, what did that create? Immense amount of roadway congestion. And so, within an RFP, they solicited, hey, we need a solution. And we're looking for a firm to provide that solution. And so, our firm bent on the contract, and we proposed a taxi queuing system called Captain Queue. And it was one of a kind at its time. And so, from that, we were awarded that contract, and we managed the taxi overflow program for Hartsfield-Jackson. We took that experience, and we then, in 2017, had the opportunity to bid on Hartsfield-Jackson's ground transportation management program. And so, with that being said, we put our best foot forward, and we bid on the contract, and was selected as the most responsive and competitive bidder. And so, since then, 2018, awarding the contract to date, we now operate 24-7 operation at the world's busiest airport, encompassing one of the largest ground transportation management programs in the nation. Our oversight includes two terminals, both domestic and international. We manpower seven locations, one being the Ground Transportation Center, which houses all the limos, taxis, shared ride shuttles, off-airport parking shuttles, and regional shuttles. We oversee two holding lots for taxis, both international and domestic. We also manage passenger drop-off roadways, provide ADA assistance, in addition to passenger wayfinding. And then, recent, as of in 2025, we have been, again, fortunate enough to grow within the Sunshine State, where we currently provide passenger mobility services at Orlando International Airport. And so, how does this growth and scale align with the operations at Fort Lauderdale, Hollywood International Airport? And so, I provided for you all our program currently operating at the nation's largest GT program in Hartsville-Jackson, as well as the operation proposed at Fort Lauderdale, and to see essentially what that comparison looks like. How do we scale at Atlanta with what is proposed in Fort Lauderdale? And so, I'll start with the management aspect. Currently, our operation in Atlanta houses three key managers. We have a general manager, an assistant general manager of administration, and an assistant general manager of operations. And as what we propose with management with Fort Lauderdale, there will be three management staff as well. Supervisory staff. Currently, we have 12 supervisors in Atlanta operating our ground transportation operation. What we propose for Fort Lauderdale are five supervisors. Our support staff in Atlanta is three, and we propose five given the setup of Fort Lauderdale. And our heartbeat, the ground transportation agents, currently sit at an FTE of 156. And with the projects at Fort Lauderdale and its scope, it's scheduled at 92. And so, as you can see here in comparison, we believe that we have the proven capacity to mobilize, supervise, and manage a full-scale operation for Fort Lauderdale on day one. And so, what does it take, given the experience that we have in applying it as a successful partner to Fort Lauderdale? What does that look like for us? And so, first, we want you all to know that we have done our research and we understand the environment at Fort Lauderdale. We have researched hours and days' worth of information in addition to an amazing site visit that was performed by your team during the solicitation phase. And so, it is clear, you know, with annual 32 million passengers, over 700 flights a day, and having all the complex ground transportation ecosystem and taxis, TNCs, commercial vehicles, shuttles, cruise and charter, your agency, your staging locations, and passenger loading, it's clear to us that essentially Fort Lauderdale is not a small version of ATL, yet it's a unique, large hub airport. And again, one that we fully understand as a potential partner with Fort Lauderdale. And so, Front Row Management Services will take this information and assisting us in building overall operational plans, beginning with our organizational structure. And so, what we have proposed within our presentation is that we would have a project manager, such as general manager, an assistant general manager, known as an umbrella. We would have operational shift managers, compliance and report leading. Within the RFP, it was very specific in the amount of reports that were needed. And so, we would have a person solely designated to reporting and giving the real KPIs and data that Fort Lauderdale was requesting. As well as a customer experience lead. Again, we believe in not providing us a service, but a customer experience for the traveling public, which we'll discuss in a few moments. Under those umbrella operations managers will be our dispatch supervisors, our training coordinator, and our safety and risk coordinator, followed by our curbside coordinators and ground transportation agents. And so, we believe that with this organizational structure, we are well equipped to be able to perform on day one. So, we will now get into the heartbeat of the operation, day-to-day operations. At Front Row Management Services, we believe that the best partnerships are valued on clear accountability. Number one, starting with the frontline team. Number two would be the supervisors that direct the operation. Number three would be the management team would measure it. And number four, lastly, ensuring that we keep BCAT informed on our daily operations. We are not looking for BCAT on day one to show us how it's done. We are simply looking for expectations to be presented and then trust that as your partner, firm, that we are qualified to execute in the most efficient way. And so, for our firm, what does that look like? For us, it's documentation on day one. Ensuring our SOPs are in place on day one for any and all circumstances. Ensuring that we are able to effectively communicate with BCAT. Ensuring that there's always an open line of communication between our management team and the point of contacts given at BCAT. Also, timely reporting. Again, you all have made it very clear on the stats that you want to see. We believe that data drives results. It is the data that allows us to be able to gauge our operation and pivot from there. And one of the things that we love to highlight with an operation is our live dashboard that we've created within technology. And so, at any point in time, we would, so initially, we would build out the platform based upon the KPIs and requirements and reporting from BCAT. And with that, we would take that dashboard and provide it to your team. And so, you don't have to wait for a weekly meeting to get a report. At any given time, you can log into the dashboard and see the numbers, see our staffing, see what the operation day-to-day looks like. And so, that dashboard, again, creates that effective communication between BCAT and us being the partner if awarded the contract. Most importantly within this chart here that you see is being able to adjust to irregular operations. One of the benefits in operating at the world's busiest airport is that we see irregular operations every day. From late flights to cancellations to construction, roadway issues, you know, we have been able to build a very founded structure and plan around that process. For example, you know, let's say on a Thursday night when its pickups are heavy and the roadways are backed up with TNCs. You know, the airport, our point of contact within ground transportation may decide to deviate several modes of transportation to a different pickup area. And so, within that, we would have to be able to staff quickly areas that we normally wouldn't staff. And so, having that good partnership with the airport, we're able to adjust it immediately. We're able to have surge staffing in places when those irregular operations may happen and ensure that there is no disconnect in service. And so, we have built over the years several procedures and processes that will account almost for any irregular operation matter you can account for. And I believe this to be extremely crucial within ground transportation. As Fort Lauderdale looks to grow into a new terminal, or whatever the growth may look like, we understand that irregular operations will happen. And so, our team is committed to ensuring that we have staff in place at all times to adjust for this. We will also ensure that our management team is actively engaged with BCAD. Again, our theme in this is ensure there's a partnership. At no given time do we not want to have BCAD not able to contact or be in touch with our management team. We want to ensure that on day one that there is a level of communication between the two. And so, how will we do that? Performance in people next. And so, while we certainly believe that the systems that I just discussed and the processes we were putting into place, ultimately, the customer experience lies within the people on the front line. And we genuinely believe that. And so, for us, in partnering with Fort Lauderdale, we're not looking to provide a service, yet a passenger experience. And we believe that begins at the curbside. And so, passengers aren't aware that Fort Lauderdale has hired a company to manage the ground transportation operation, as they should never know that. What our goal is to ensure that we understand the culture, the vision, and mission of the airport so that we then can train our staff accordingly. We want to make sure that there is never a disconnect between our team and the airport. And so, for our team, what does that look like? It begins once the passenger arrives. Our employees are there engaging, assisting with wayfinding and information, providing them with real guidance and information to get to the right mode of transportation. Coming in, you know, with the business of each terminal in which we've seen during the walkthrough, it's easy to get misplaced or lost as to where I should go for my mode of transportation. And so, we will ensure the staff is trained on mode guidance, being able to help passengers choose the best option for where they're going. Next is to be able to connect them, ADA and special transportation. And so, within airport operations, we know ADA and accessibility is key. And we'll give you, I'll share a quick example with you on what this has looked like with our operation in Atlanta. Again, ensuring that we are a good partner to our stakeholders, we received a call early one morning essentially stating that an airline wheelchair service provider had essentially left the passenger at the curbside. The passenger was wanting to travel to the TNC pickup area, which essentially isn't at the curbside, and essentially told the passenger, hey, our service stops here, and left that wheelchair passenger at the curb. Of course, it caught media attention. And so, being a partner with ATL, they asked us, hey, can you all assist us with being able to make that connection between that ADA passenger at the curbside and their respective area in which they are going at that time, which was the TNC pickup area? And we said, of course. And so, they say, well, how long will it take you all to mobilize this operation? We told them, give us 24 hours. And so, within 24 hours, we were able to mobilize a team solely dedicated to ADA transportation from the curb to the respective mode. Within that operation, it went over so well that the airport increased our scope with ADA, as well as being able to provide us with wheelchairs. In the event we see a passenger hitting off a shuttle transportation or charter transportation, needing wheelchair transport to inside the terminal. And so, being a partner with that, we fully understand what the experience means to the customer, and also being able to provide professional passenger assistance at all times. And so, we believe that every interaction is an opportunity to make the airport easier to navigate, safer to use, and more welcoming. And again, being that extension of the airport, we would pride ourselves in doing just that. And so, we understand that a great experience must also be measurable and visible to BCAAD. And so, while we've kind of discussed today what that would look like, how do we intend on implementing this? And so, for us, it's being ready to deliver on day one. And so, what is our proposed transition plan if awarded the contract? Number one would be alignment. We would love to meet with the BCAAD leadership and to understand what the contract requirements are. Next, we would mobilize and deploy the team. We would have a stand-up office there, a project office. We would confirm all of our SOPs are in place and are practical to your operation. Next, we would recruit and credentialize all necessary staff for this operation, ensuring they are badge and background checked and understand the scope. Next, which is the most important, is training. Training, training, training. We would deliver role-based training, safety, and customer service, and ensure that our systems and reporting procedures are in place. Following all of these steps, we then would test. We would do on-site shadowing and walkthroughs in conjunction with the current provider, as well as BCAAD staff, to ensure that we are ready and that any gaps have been resolved. We would launch this project in conjunction with Fort Lauderdale, and then lastly, we would stabilize the operation to ensure that the services that we are providing are in line and is expected with BCAAD. And so with that, in the last few moments, I wanted to share with you, you know, I fully understand that there are three strong companies competing in this process today. But the fact of the matter is only one will be chosen. And so we asked, why would you all choose to partner with Front Row? My first response would be that we have the experience needed to partner with you all. Our operation at the World's Business Airport, as well as one of the world's largest ground transportation management services at ATL, we believe that we have the skill and the qualifications to partner with Fort Lauderdale. Secondly, our ability to scale, again, mentioning earlier, us scaling into Orlando International Airport, where we currently provide services at, and being able to ultimately, you know, reflect the Fort Lauderdale culture in everything that we do. And so if you were able to remember from final words for us to share with you all, today is our commitment to be one partner with one purpose and to ensure that we do, and everything that we do is an extension of you all, in hopes that we would remain one airport. And so with that being said, I have two minutes left. I will open the floor for any questions or discussions that the committee may have. Thank you so much for your presentation, Front Row. Before the question and answer session begin, I'd just like to make sure that one of the committee's microphone is working. Just give us a moment. Thank you, Jorge. If you can move, Jorge, sign mic. Mic check. Yep. Thank you, Jorge. Appreciate that. Okay. Working now. Committee members and project managers. Are there any questions for Front Row Management, LLC? I'll begin with the committee members first. Please state your name, then your questions. Go ahead, Mr. Nonamaker. State your name, then your questions. Yep. This is Mike Nonamaker. So I've got a few questions for you. Yes, sir. During your, you know, presentation and in your submittal, you know, you refer a lot to Atlanta. You know, Atlanta is, we all know it's the world's busiest airport, but it's the world's busiest airport because it's a transfer. It's a transfer hub of a very large airline. So how do you equivocate the difference between a transfer hub operation and an airport like FLL, which is an O&D operation? Because there are staunch differences. So how would you transfer your skill at Atlanta to a Fort Lauderdale operation? Great question, sir. Thank you for that question. Number one, I would start off by saying the stakeholders don't change. We talked about the TNCs, the taxis, the shared rod shuttles, the charters, the limousines. All the pickup moats are the same. They do not change. And so our experience there within that environment, the type of, excuse me, capacity that it takes, we've experienced there. Additionally, Fort Lauderdale has four terminals, essentially, in which within those terminals, all services are provided per terminal. Whereas at Hartsfield-Jackson, it is much broader in its scope. We have two terminals at almost 10 minutes apart, as well as all modes provided within each terminal. And so the diversity of our staff and its locations allow us to be able to come to this airport and be successful. We fully understand the setup itself, as well as the complexity. And again, to your point, yes, it's high volume as far as it's the final destination. But nevertheless, the actual volume and the setup itself within the ground transportation perspective is very much so relative, I believe. Additionally, the staffing numbers, right? We are able to, in Atlanta, manage almost with including the FTEs of full-time and part-time, over 200 employees, whereas Fort Lauderdale will only require 92 actual FTEs of agents. And so, again, different in operations. Nevertheless, the service requirement is still the same. Passenger experience, customer service, ensuring the roadways are clear. And so, despite the setup of the airport, one being a final destination, the other transfer, I believe that the ground transportation aspect is very comparable. Okay. I'll hold the clear roadway thought for a minute. So, you also, in your discussion, you focus a lot on taxi. You kind of brushed over TNC. You know, at FLL, taxi is about 13% of the ground transportation rides. A much, much higher percent is TNC. So, talk to us a little bit more about your TNC experience. Sure. Great question. It's the same as in Atlanta. Taxi industry has declined quite a bit. The TNC, so how it's set up in Atlanta is there is two areas. There is a TNC hold lot as well as the TNC pickup area. The TNC pickup area is completely separate of the ground transportation center. It's located, unfortunately for passengers, about a 10-minute walk from the terminal. And so, we are very heavily involved in both processes. And again, one of the examples I gave, like on a Thursday night, TNCs could back up the roadway for quite some time. And so, within that, we'll create a regular operation where we have to deviate other shuttles for pickup because, essentially, if they waited in the same roadway, they would be there for quite some time, which would delay passenger pickup. So, in those moments, we would divert them to the arrivals level. And so, we would have to position staff both where we are currently located at within the operation for all of the various modes of transportation, including TNCs, taxis, limos, off-airport parking shuttles, and divert staff to another area to be able to address, number one, provide guidance to passengers saying, hey, don't come to the ground transportation center. If you're getting on a shuttle, you're now going to the arrivals level. We'll have to dispatch staff to that area. And so, we're very, very knowledgeable and work with day in and day out with the TNC operations. Again, it's essentially the heartbeat of ground transportation. It sees the most volume within the ground transportation sector. And so, very knowledgeable, very familiar with it. We work within it daily. Next question, you did mention trying to keep the roadways clear. On page 34 of your submittal, you put in some KPIs where the target shows, you know, passenger service under five minutes, under three minutes, under two minutes. Is that really achievable at FLL? So, we believe it to be. And one of the things that, you know, with KPIs, it's set with only just foresight in mind. I believe that part of that I spoke of, you know, on the initial onboard kickoff meeting, if awarded the contract, we would share with BCAD's team what our intent is. And we would then rely on you all's expertise to say, well, hey, front row, in this environment, that isn't realistic. And so, we would then collaborate on realistic KPIs. And once we set those KPIs and, you know, BCAD is putting their stamp of approval on it, we would expect you all to hold us to that standard. And so, while we have shared some potential KPIs, those KPIs will be defined during the onboarding process with BCAD. And once defined, they will be executed consistently. And we would ensure throughout our reporting dashboard that you are able to see those KPIs live and in the moment as our team reports them within the port. Okay, final question for me. Yes, sir. Need to hear what your experience is for what I would classify as extreme surge demand due to cruise ship debarkation. Great question. Number one is the fact that we know before we start this that this is an issue. And we are aware of this. Again, I spoke of one of the things that was extremely beneficial to us during the solicitation phase that we had the opportunity to do the site visit. And I've been on many site visits before in my years. And the level of detail that was presented by the BCAD team was mind-blowing. Your team, I don't know who they report to, but if someone's in the room, kudos to them because they were so descriptive in taking us to every single area and expressing the challenges and the concerns. And it allowed us to be able to position ourselves in preparation if awarded the contract. So surge demand to us looks like, number one, being prepared well before the surge happens. And so two things with that, I would believe first is, number one, always ensuring that we're fully staffed. That's number one. If we can't maintain normal staffing levels, we definitely can't survive during a surge process. Number two is ensuring that we have designated key areas. What do I mean by that? So by default, we understand that there's a staffing matrix, and we understand these are the required areas to be staffed. We would, on day one, have a minimum requirements matrix, meaning if there is a surge in crews demand, that at minimum, I know these four locations must be staffed, and I'm pulling everybody else and positioning them to assist with the surge. Number three, we would have a holdover policy if the surge is happening between a shift duration, right? And so we would ensure that, hey, first shift knows that if today's a surge, part of your employee handbook says we have a holdover policy. And so that holdover policy will assist us in ensuring that we have enough manpower on the ground in the event of a surge. And most importantly, I believe that the key to all of it would be proper communication and collaboration with BCAAD. As soon as they know we're being very responsive to them, we're keeping them updated again. My theme in this was partnership. This is not front row management services in addition to BCAAD. This is one entity. And so we would ensure that there is consistent collaboration between the two. Because what we have found in Atlanta, as well as Orlando, the partnership is key. Ensuring that you keep your stakeholder abreast and communicated is key. Ensuring that you are available and able to be contacted by the BCAAD. As the vice president, I give all of our clients my number as well. If, God forbid, you can't get the manager, you can't get the supervisor, hey, call us. We are very hands-on and we value the partnerships with them. And so those are just a few of the layers that we would put in place to really address the surge. But most importantly, it boils down to ensuring that we are prepared well before the surge with staffing, having the holdover policy, being able to identify those key areas where we can say, hey, I know I was supposed to have two people in the holding lot, but I can do with one for the sake of a surge. And so having that minimum staffing requirements then will allow me to position my other staff for those few hours or what that surge looks like or days to the key areas. Thank you. You're welcome, sir. Thank you for the questions. Thank you. Go ahead, Mr. State your name, then your questions. Good afternoon. Glenn Wiltshire. Mike hit some of my questions, so I'll focus on two particular areas. One technology you showed, one of the items in your proposal was for taxi queuing, basically. And as Mike said, the taxi population here in FLL and in Broward County is lower. So what other technologies do you use to, I think part of your proposal was you'll have measures that are essentially real-time tracking the live dashboard. So talk a little bit about the technology first, and then I have a people question. Sure, no problem. So I'll kind of talk to what we currently operate. So in Hartsville-Jackson, the airport has an entire ground transportation management system, and they utilize HUB. And HUB is essentially now the automated dispatch process that we utilize. And so with that, we would, number one, be interested in seeing what ground transportation management system that Fort Lauderdale looks to put in place. And we believe, doing research, I believe there was a solicitation put out for that. And so our goal would be, number one, to understand that technology itself. And we would see how we would be able to integrate within that technology to be able to produce live-in-the-moment reports. Number two, within our KPIs, so our firm has built a live KPI dashboard. And, again, that dashboard allows us to go in. So daily, we have a compliance report person, and we would have one dedicated solely to help, whereas live-in-the-moment per shift, they are updating these KPIs that will be determined between us and BCAD. And so it allows BCAD to log into the portal and see those live majors in the moment, whether it be wait times, whether it be the number of TNCs that picked up during that time, the number of passengers that took a taxi, or whatever the KPIs may be. We have the technology, we have the software available that we would, on the back end, set up on day one to ensure that you are getting, again, part of the partnership is communication, not just over the phone or via email, but also through the reporting aspect as well. And so we would ensure that the data is live and that it is real and that it assists you on any decision-making processes you all may have. Okay. So in – and then maybe it's a question for Carolyn. Carolyn, does FLL have a similar type of system, or are you looking for the vendor to bring that as part of the package? State, your name's in. Hi, thank you. Carolyn Willman, project manager. Currently, Fort Lauderdale has an AVI system that tracks vehicles, which is like a sun-pass toll tag, if you want to say. We do not have a technology dashboard as far as tracking taxis and so forth. We have done a couple solicitations that are on the market right now to assist us, and it more focuses on the shuttle operation. We were looking for the vendors to provide us some more good information as far as technology. Okay. Yeah, so then, Cameron, just – so let me – clarification. Your question or your answer was really you were relying on a technology that at least the airport provides in Atlanta. So do you have a technology – a KPI, for example, how long is somebody waiting at the curb for their pickup? How is that actually being monitored? Great question. So one of the things that we put within our management feed was for this exact portion of technology. And so what that would look like, again, the dashboard correlates to the input information. And so that essentially would be – all the data would be tracked via iPad per the person at that station. And so let's say, for instance, if we're wanting to track the number of TNC pickups, my person that is staged in that area, they're tracking that live in the moment within that iPad, those numbers. And it is correlating with the system, which in later the compliance person will filter through upload within the portal. Same would be for number of taxi pickups. So if you wanted to see that the person staged in that area is tallying the number of taxis picked up, transferring that information to the portal, and so forth and so on. So everything – every KPI that we look to build will be tracked within this dashboard. And it will be via a tablet with the agent there on the ground or supervisor contingent upon the information that is being tracked. But we have certainly built out the system for that, sir. Okay. So I think you answered the question that that capability is built into your price that you proposed. What's in the management fee? Yes, sir. That is part of the management fee, yeah. So the next question, and maybe it's multiple questions, relates to staffing. In your proposal, you make a reference to a multi-step process. I think it says 90 days is the transition time. At least it wasn't on the slides, but it was in your proposal that you submitted. How – what percentage of personnel from the existing provider are you assuming will transition over, or are you looking to hire completely different staff? Great question. And I'll give you the example that we had with Orlando when we – so when we took over Orlando's operation, there was a current provider there. And so the steps we took there, we would take the same steps if awarded this contract. Step number one is to have conversations with BCAD, transparent conversations. Are you pleased with the current staffing? And they very well may say, as in Orlando, hey, 80% are good, 20% not so good. And so once we get an understanding of BCAD's opinion and review on those staffs, we then will take one or two measures. Number one, our company itself has a standard regardless of any measure. And so we will make sure that they meet the minimum requirements for our firm. Upon BCAD's approval, they're saying, hey, 80% are obtainable, they're manageable to retain. We then will conduct an interview process for each of those candidates as if they were applying for a new position. And we would interview them based upon our company's qualifications. And if they qualified, we would hire current staff. Part two is that we would also have the HR team do a full recruitment on this aspect as well. And they would staff and train. And so to answer your question, it would be a combination of both potentially bringing on some of the current staff, but also with the expectation of hiring additional staff that fully understand and accept the culture of the airport, as well as the expectations of front row management services. That, again, would be all discussed during our onboarding and kickoff as to the preference, again, partnership of BCAD. But to be clear, we are prepared on day one to hire staff and train an entirely new crew if need be. Okay. That's, I guess, just the question, once again. In some of the agreements, there's employee retention requirements. I don't know if there's one in this particular RFP. Carolyn Willman, project manager, no, there is not one. All right, next staffing-related question is you build the staff, you transition, you've identified your manager that you're going to have at the airport. Is that person currently employed at a different airport? Great question. So we see this two ways. We have a proposed manager within our proposal that we submitted. How we see that person is an interim general manager. Why do I say that? Again, we can't stress the theme enough of partnership. In a perfect world, our goal would be to hire and train someone, number one, that is locally and understands the environment. And number two, we want to be able to give BCAD the opportunity to put their stamp of approval on this person. Within a successful partnership, the main point of contact for BCAD is going to be that general manager. And we want to ensure that their expectations are clearly communicated to that person and that they are comfortable and confident in that person. And so while we have proposed a general manager, could that person be there permanently? Absolutely. It is our preference? Absolutely not. We would love to have them there only in the interim to mobilize the operation for the startup to then hire, within the transitional process, a local general manager that understands the environment, the culture, and also has been approved by BCAD as well to strengthen that partnership. Thank you. Thank you. Final question, staff turnover. And what's your experience in your two – based on your presentation, it's primarily Atlanta and Orlando. What are you seeing as turnover for staffing – for the frontline people, not necessarily the managers of Bryce Day and Longer? You're asking all the right questions, sir. You asked me what's the difference between – Right or wrong, they're the questions I'm asking. Thank you. Sure. Absolutely. You're asking the difference between Atlanta and Orlando, and I'll be fully transparent, it's night and day. We have fortunately been fortunate enough to operate Atlanta for the last eight years. Unfortunately, that comes with a wage that is somewhat out of tune with today's workforce. And so our turnover in Atlanta is extremely high. We have about a 40% that is consistent. The remaining 60% is turnover. And it's simply due to what we've learned is that within the airport environment, if you tend to work for one company at the airport, you tend to stay at the airport. And so many of the staff essentially hop from company to company. If they're paying 25% more, 50% more, that's what they're doing. And so we have really invested a lot of our resources in a strong HR and recruiting team. Our team in Atlanta has job fairs monthly, and they have orientation every Thursday because it's a revolving door, given the wage discrepancy that we have there. And, again, we understand the city's position right now. Obviously, under a new contract, we can propose new rates, but we work with what we have at this moment. And so that has proposed a challenge. And the Department of Aviation, again, being a partner with us, has understood that they've been very supportive and helping us in many ways. And so we've just really built up our HR team and our training department to ensure that we're able to actively recruit and train. On the opposite side, Orlando is completely different. Orlando started on day one with a healthy wage. And so since inception, turnover has been extremely minimal, extremely minimal. And, again, night and day. It's been an opportunity for us to really see what paying a good employee will do for you, which is one of the things that we really could appreciate about Fort Lauderdale and its structure. And while we know that the living wage has gone away or will go away, rather, in October and will not be a part of this structure, we took what we learned in Atlanta. And, again, within our management fee, we built in a robust employee recognition program to ensure that we are able to not only get but keep and retain quality employees. And not only to keep them but ensure that they are invested in the operation. We talked about, within the slide, the customer experience, right, not just providing ground transportation management services. We look to our agents to provide a customer experience. And if they are not happy with their employer, that experience is going to reflect poor on the traveling public. And so we wanted to ensure that not only pay them well, but also that we have a robust employee recognition program where they feel valued, where they feel that, hey, I feel a part of this organization. And so we built in quite a bit of that within our management fee to ensure that turnover does not become an issue for us if awarded this contract. Thank you. And then the final question, picking up on your comment there and the turnover percentages. The 105 people that you identified, I think, in your staffing plan, and there was, in the copy that we got, there was another slide that said 200, but I'm assuming 105. So is that including the turnover people? We'll just split the difference of, let's say, 30% turnover. So at any given time, you have 30% of the people that aren't qualified to be out on the curb. So is that the number that includes that? Or is there an additional staffing level that the FLL would be paying for on top of that? So are you referencing, I don't know, can you all still see my screen? I'm not sure if you can or not. Yep, we can see it. Okay. Are you referencing this slide here? Yeah, the 105 total of which 92 grand transportation agents, if you have a third turnover on any given year, is that providing the number of trained people that are needed to be out on the front line, as you described it? Great question. So this FTE count here only accounts for essentially the staffing numbers that was given within the RFP. Now, however, to your point, what is not included in this is essentially staffing to account for call-offs, standby staffing. So we would always hire more than what we need to account for call-offs, to account for any type of surges. But this number that you see here, again, is just based upon the requirement that we pulled through and combed through through the RFP. Okay, that ends my questions. Thank you. Thank you, sir. Thank you, Mr. Wilshire. Any other questions from the committee members? Kirsten Roos. I have a question with respect to self-audits. How do you monitor how your team is performing and how it reflects on customers? Great question. So part of this slide here, the compliance and reporting lead. So this person, that's their sole job is to ensure that it just is that Fort Lauderdale would have KPIs for us, we also have KPIs for our staff. And so it will come two ways. Number one, through that compliance reporting lead and the training coordinator being visually present, observing the staff, but also within our management team, we built in a mystery shopper program. And so the mystery shopper program will be completely independent of, I'm so sorry, y'all, if I may give me two seconds to grab my charger for the laptop. Apologies. And so another piece of that, again, would be the mystery shopper program. And so we would solicit an independent mystery shopper. And we've budgeted for 15 shops per month. And so essentially that the company, we utilize one in Atlanta called a customer's point of view. And so essentially that company would be the secret shopper. It would perform, we would get with BCAT initially and we'll say, hey, what are you all looking for from a staffing point of view? And we then would, in turn, create an evaluation sheet. Essentially, was the agent helpful? Did they have a badge? Were they in proper uniform? Did they answer the questions that you had? Were they engaged with the customer? And so with that information, whatever that evaluation looks like, the mystery shopper firm will then send those results on a monthly basis to both our firm as well as BCAT, whichever point of contact we give them at BCAT. And so in addition to our compliance and lead and they're doing their due diligence, the mystery shopping reporting will also gauge our performance. And it would be a neutral source of information. And we would provide those, again, the firm would provide 15, when we budget it, again, the office is conversational. And it's certainly adjustable. We budget it for 15 shops per month. And so by the 10th of every month, the report would come out for the previous month. The report includes whatever questions that we would come up with, in addition to photos. It would show that agent in action or in action, rather. Thank you. That's it for me. Absolutely. Thank you, Kristen. Paul Strobus. I'd like you to address your comment regarding Mr. Days, your suggested general manager for this project. You've identified that you hope that he's interim, yet we're being asked to evaluate your firm based on the submission of these experienced staff members. If you were to bid on another airport contract in six months and pull that person for another contract, how do we get your commitment that we're going to have a qualified general manager here at all times to run our project? Sure. So, for starters, the proposed general manager, we've had discussions that's certainly open to being the permanent general manager. And so that's number one. What we propose, if so be, you would have on day one until the contract expiration. We would not pull him for any other service outside of where he is currently serviced. Just in my experience, I believe it'd be best that we don't force a person on you, that we give BCAT the buy-in. And BCAT very well will come back and say, hey, we like Mr. Daryl. We like Mr. Days. He's great. We want him here. He's going to stay. And he will stay. Again, part of this proposition is that he is committed to being the full-time general manager. We believe he has the experience, the expertise, the customer service, the interaction to be successful on day one. Very much so. And so if that were to be the recommendation of the airport, it would not be an issue at all. Thank you. Yes, sir. Jorge Hernandez. My first question, your staffing matrix in the submittal as well as slide number eight in the presentation that you were showing, identifies 105 FTEs or full-time equivalents. However, the pricing worksheet on page 92 of the submittal provides 18 part-times and 57 full-time positions, which is 75. There are 30 positions of difference there. The pricing worksheet also shows no funded information for booth positions. Can you reconcile these figures and identify the exact year one headcount that Broward County would receive under the proposed price? Yes, sir, if I may have a second to pull up this one. Sure. So the staffing matrix that was provided was essentially positions that were positioned and provided by the airport. However, as the gentleman asked earlier about the essentially layover staffing, the surge employees, and so all those employees we built into our management fee, which is how we came to this number here. We wanted to ensure that we aligned with the positions that were provided by the airport. The positions provided here essentially, in our opinion, made no allowance for additional staffing for coverage, whether it be for lunch breaks, whether it be for call-outs. And so our additional staffing model takes into account all of those factors. Okay. So that means you're budgeted, but it's in a different side of the budget for the difference between the 75 and the 105? That is correct. Only because the staffing budget provided, we went only in accordance with the positions that were listed. Gotcha. We enhanced that through the management fee with what we believe to ensure a successful operation. I understand. Thank you. So second question is really a follow-up to Mr. Nanamaker's earlier question. Taking it up a notch, let's say there's a passenger demand surge, but there's also a 10% unplanned employee absence rate. And you identify your reserve or overtime assumptions and who has redeployment authority, how quickly coverage would be restored, and when the county would be notified. This is sort of like there is a crisis. You don't have enough employees there. What do you do? Great question. Again, number one goes back to that additional staffing I discussed within our management fee. And so within each shift, we would have more than the bare minimums to account for call-offs and staffing measures. So that would be step one, being proactive, ensuring we have more than what we need. Step two, again, would be ensuring that well before this issue happens, that we have already built out our key areas to staff. Because worst case, if we're not fully staffed, we must staff the key areas that a position is always required. And so once that information is there, I'd say, for instance, we are due 23 people on a shift, and God forbid, I only have 14. Well, my management team, number one, is notifying BGAD, right? So, hey, our point of contact, had a horrible, horrible day with call-outs. These are our staffing numbers. By default, we will get in the habit, number one, of always providing staffing numbers on a daily basis. But within that, providing a staffing number, if I see it's extremely low with the team, we then call BGAD to let them know, hey, we're extremely low staffing at this point. But we are committed, at minimum, to managing the key areas. And so those key areas are going to be defined, again, during the kickoff meeting, hey, worst case scenario, if you are short staffing, I must have the entry booth staffs. I must have the TNC lot staffs. I must have the cruise area staff during surge, right? Once we confirm those must-have areas, we then will take the leftover employees and position them accordingly. Part of that partnership as well is saying, hey, BGAD, do you have any coordinators or representatives that could assist us on the curb? Next, our supervisory staff. Our supervisory staff, the expectation is that you are working supervisors. At no point should you feel as if you, too, cannot hop in the operation and hop on the curb and direct traffic, assist passengers. So that's another layer, supervisors. After that, my management team. Managers are boots on the ground always, especially during irregular operations. That is key for us. There is no way that we would expect an irregular operation to happen and our general manager or assistant general manager not be present, and not only present in the operation, but also actively communicating with BGAD as to what is going on. We do not stray away from irregular operations. It is transportation. It will happen. But how we respond is key in ensuring that we consistently communicate with BGAD is important for us. It's something that has really kept our relationship in Atlanta and continue to grow. It's ship in Orlando is the communication factor with our client. We don't be transparent as can be, which is why we really highlight this KPI dashboard. You never have to wait for data, and you can trust that the information is live and that it's accurate in that moment. And so having that great partnership, being able to say, hey, the transparent truth, you know, we're short-staffed today, but this is what we're going to do. If that meets the standard, awesome. If not, we'll collectively discuss between ourselves and BGAD what that alternative looks like. But the ultimate goal is to show the passenger never realize what's going on. Thank you for your responses, Cameron. Nothing further. My pleasure, Mr. Hernandez. Thank you, sir. Thank you. Project manager, any questions? Yes, I do have one question. Carolyn Willman, project manager. Circling back to the technology and the KPIs, as the example, during a surge, if you have a team member using a tablet, how would they keep up on tracking the accurate numbers? Great question. So the goal, again, would always be to use a tablet, number one. If, in fact, the surge happens and we can't, then, again, that goes to the point of additional personnel. If we have to go to a manual process of simply just telling them in that moment and then later entering them in, we could do that as well. We are certainly, again, open to any additional automations once we are there on the ground and kind of fully see the operation and understand it. We are confident in our technology team to be able to create a solution that is most efficient and caters specifically to that operation. A great question. Thank you. Circling back to the committee members. Any additional questions? Hearing none, front row, thank you so much for your time and your presentation and answering all your questions. Please continue to monitor your emails for when to rejoin the public portion of meeting. Thank you so much. You're welcome. The first presenter, Front Row Management LLC, has now completed their presentation and answered all questions. As the team is leaving the meeting, purchasing agent, please invite the second presenter, SB Plus, Curbside Management Joint Venture, to join the closed portion of the meeting for their presentation. Committee members, while we wait, do you guys want a quick break? Yeah. Go ahead. We're waiting for the team to join. Good afternoon, SB Plus. Good afternoon. Good afternoon. Are we waiting for anyone else from your team? While you're cross-checking that, thank you for joining us. Attendees can be viewed on the team's participant panel. Also displayed on your screen momentarily will be a list of county staff who are participating in some capacity today. Please review the participant panel and the list on the screen and ensure that only your team and members of the county staff are in attendance. I think we're good. Do you see anybody on there that's missing? I think we're good, too, Bob. So I am ready to share when you allow me to. And I hear that. I hear that. That's a Leslie. Yes. Purchasing. Please give Leslie the ability to share her screen. She is a presenter. Thank you. Leslie, you'll have five minutes to set up your presentation in Teams. Okay. Can everybody see that? Yes, we can. Okay. We are ready, Bob. Okay. Hold on. Let me start your timer. Purchasing agent, please start the 20-minute timer for SP Plus to begin their presentation. You may begin. Good afternoon. It's great to be with you here today. My name is Bob Reiser. I'm the president of East Airports for SP Plus. SP Plus is the managing partner of SP Plus Curbside Management and Joint Venture. We are well represented today with several team members, including our local partners. But in the interest of time, I will be presenting today along with Chet Greco. Chet is the current and proposed project manager for this opportunity. The other team members will be available to answer questions during the Q&A session. The SP Plus Curbside Management, JV, is a 50-50 partnership between SP Plus and B&L companies. B&L is represented today by their president, Joe Davis. B&L has served FLL for more than a half a century. Our ultra-local team also includes a significant subcontract with SGS Services, represented today by their owner, Karen White, and their project manager, Jamal Mack. SGS has a local company based in Fort Lauderdale and offers a long history serving FLL as well. SGS will be responsible for approximately 30% of the entire operation, providing a team of 25 employees. SGS was recently recertified as an ACDBE firm. And although there is no specific goal for this solicitation, Karen and her team have been a huge contributor to the success of the current operations. And we did not hesitate to invite her to participate with us in this new RFP. By all measures, we are the industry leader with 15 GT operations nationwide, including several Tier 1 airports, similar in size and complexity to FLL. We've been in business for nearly 100 years. We currently employ more than 22,000 people, with roughly a third of those employees serving our airport operations. We have a heavy concentration of operations in the southeast and in Florida, and in particular, South Florida, where we have nearly 1,500 employees, including 494 of those employees are based in Broward County, serving 51 locations. This is a map of our current airport operations, color-coded by line of service. The orange represents our GT operations. This map does not include our BAGS division, which is headquartered in Orlando. BAGS also serves another eight airports in the state, including FLL, and also they serve Port Everglades, the Port of Miami, and have several contracts with Disney. That adds an additional 500 employees for our company based here in Florida. We consider FLL as our flagship GT operation. I just want to highlight a few other large GT locations. We share learnings amongst our team and bring best practices to FLL. We've just awarded a new five-year contract at SFO within just the past two weeks following an RFP process. We recently installed some new technology at the Houston Airports system that we developed in-house using our vision technology. And we've operated a GT at O'Hare for the past 25 years. It matches up pretty closely with FLL. We have 75 GT employees, and we dispatch approximately 2.5 million vehicles per year. No other company has the depth and experience or the dedicated resources specific to GT operations. We offer several subject matter experts, including Dan Murray, our BTP of Transportation. Dan oversees all of our GT operations throughout the country. And Rick Kreider, who is now a senior consultant, both Dan and Rick have been involved in our FLL GT operations since our inception 14 years ago. We also have Ari Yegane on the call. Ari is one of our senior operations managers. Ari is focused exclusively on ground transportation. He has led several startups and is our resident expert on GT technology. We've structured the agenda for the remainder of the presentation to align with your valuation criteria. And then we hope to touch on a few topics that we feel are critical to the success of the operation. So at this time, I will turn it over to Mr. Chet Greco. Good afternoon, everybody. It's an absolute pleasure to be here today for this incredible opportunity. We are so proud to have a dedicated, outstanding local team with many years of experience. We are time-tested, we're unmatched, experienced, expertise and dedication, passion and desire to be the best of what we can do here at FLL and Port Everglades. We take on our local challenges with both local and national resources. And as always, the most important thing is to provide the highest level of customer. I just want to touch on SGS again. We actually think Karen may have been born and raised at FLL. She's been here so long. An excellent partner since 2022. Jamala and herself are both proactive and responsive and provide superior management of the two staging lots, taxis and the TNC and charter bus lots at the airport. As previously stated, SGS has just been recently recertified in ACDB. We see a value in partnering with a company like SGS, which has added to our outstanding cohesive team. Maintaining a strong operational footprint across Florida regionally and nationally is critical to provide the necessary bench strength and backup support during vital volume periods and national disasters and large-scale projects. We are ready to scale up with additional resources for large-scale projects. We prepare for everything. No learning curves, fresh ideas, true national resources, and best practices for many other national operations. We hit the ground running from day one. B&O, B&O's joint venture, Yellow Cab United, provides a guaranteed 24-7 service, ensuring reliable customer service-driven transportation. This is extremely important that we have a partner with B&O, which no other company can provide. This sets us apart. They can surge taxis to the airport and the port when requested by SB Plus. They have a largest fleet of handicapped accessible vehicles in Broward County. They currently provide approximately 38% of all taxi trips out of the 60 taxi operators we currently manage. We have a great relationship with B&O and a fantastic relationship with all taxi companies, and it's vital. We've developed the current taxi, TNC, and commercial vehicle programs with BCID. We've procured the current AVI system with Transcor and Gatekeeper. We have an outstanding relationship with Gatekeeper, and we have been made aware of the county's current completing a sole source contract with them. There are approximately 800 active companies in the Gatekeeper system with thousands of vehicles in the AVI program. We manage the database, and we complete annual registrations, permitting, and annual renewals. We're a challenge at a dynamic airport and port. FLL and Port Everglades is one of the fastest airport and port in the nation. Exceptional growth has its hurdles and tests. Limited curb space on only 1,380 acres. An inability to utilize the upper level of the airport for charter buses due to the 17-ton weight limit. Peak travel volumes during tourist and cruise seasons from November to April. TNC volumes have tripled since the inception at FLL, adding to the roadway congestion. And the big elephant in the room, major, major construction. We are on top of all of them with the incredible relationship with all BCA departments and the port. These relations stuff are vital to our success. In our proposal, we've listed many of our accomplishments. But I want to mention that the honor flight with our veterans and the Winterfest every year is truly the inspirational events that we enjoy doing every year. 14 years of experience. We're extremely proud of those accomplishments based on our experience with both FLL and Port Everglades. We have developed and modified programs with coordination with BCAD based on real-life experience. We have worked with BCAD on all challenges and have overcame them together as a team. Reaction to an active shooter. Hurricanes and airport flooding. No other company has the experience with the incidents we have over the past 14 years. We work collectively with BCAD on updating the operating guidelines and the cruise operational handbook. Designed the current taxi, TNC, and commercial vehicle with BCAD. And we update it regularly to meet the dynamic changes at the port and FLL. The master plan. Phase 1A. SP Plus has the resources and deep experience in navigating major construction projects with all airports all over the country while keeping the ground transportation system moving efficiently. Working with BCAD on the operational relocations due to changes. Long-haul bus relocations. TNC relocations. TNC relocations. Taxi pickup location relocations. From the completion of the south runway, which I had the honor of standing on before it opened, to all the GTAs that were built and opened. From the addition of Concourse A in Terminal 1 to the renovations of Terminals 2, 3, and 4. And really, the most exciting part is what we're about to begin. The master plan. The automated people mover. The intermodal and garage. The Palm Garage redesign, restructure with a hotel and a commercial area. Terminal 5 and the supplemental curb. I may not be around, but the future connector to the seaport and convention center. All of this vital to have is based on staffing. Given the volumes and the challenges mentioned previously, based on our experience and our reality, our staffing plan is fluid. We staff responsible and price accordingly. It's imperative to staff correctly and responsibly to maintain the highest level of service. BCAD has the final approval on our staffing plan. We use floaters and additional staffing to help with coverages, challenging bus loading and unloading to show that we meet the demand of the operation. Effective ground transportation at FLL and Port Everglades requires collaborative planning with both entities. We use both current and historical data and analytics in all of our curbside manager operations throughout the country. No other company has the experience we do. We know this airport and port very, very well. This is my airport. There are challenges with hiring. We have extensive hiring practices. We focus on training and retraining. And most importantly, we treat our employees very well, which helped minimize turnover. We are currently at a 28% turnover rate, which we are very, very proud of. Port Everglades, economic engine. FLL, major economic engine. Larger ships. 95 gates. Estimated port volume of 5 million annual passengers, along with 35 to 36 million estimated passengers for FLL. We want to propose an offering luggage loading and unloading to arriving and departing cruise charter buses, similar to what we just recently completed in San Diego, to improve the efficiency. We think we can cut dwell times off the entire process, which will improve traffic flow and customer service at FLL. Relationships important. And we have them with all of the active operators, especially the cruise bus operators, the port staff. We have a significant traffic flow from the port to the FLL. And the SB Plus team, existing relationships with bus dispatchers and taxi dispatchers at the port. Morning meetings on cruise day with cruise bus operators on the upcoming day's events. We have everybody's phone number. And they have ours. Even Mike Nonamaker knows he can call me day or night. The other important relationship, go without saying, BCAD Finance, BCA and port operations teams, code enforcement, and law enforcement. Thank you. And now I'd like to return it back to Bob Reiser. Thank you, Chet. I think you can see how passionate Chet is about his job and how much he truly cares about the airport operation. Technology, effective use of technology is key to the success of this operation. As Chet mentioned, we work with FLL staff to implement the gatekeeper system currently in place. We facilitate upgrades to the system over the years. We offer extensive experience operating gatekeeper at several other airports, including PDX, Houston Airport System, and SeaTac. In fact, the owner of gatekeeper, Brian Richardson, is a former SP Plus employee. We also are backed by our parent company, Metropolis Technologies. We now have an in-house product team that includes dozens of engineers. And we're making a significant financial investment in aviation technology throughout the passenger journey. We recently developed and implemented a solution for a client at Houston Airport using our mobile vision technology. We're now monitoring dwell times and providing dashboards and established programs to enforce violations in the TNC lots at both Houston airports. We also have significant experience working with and managing other third-party software systems used for vehicle tracking and collection. This contract is extremely important to us, providing airport services, including ground transportation management, is at the core of what we do. This operation is one of the largest and most complex in the entire country, and it requires a high level of experience and expertise. This is our flagship operation. We have an amazing local team led by Chet, Joe, Karen, and Jamal. We are truly embedded in Broward County, serving the airport, the port, and the community. No other company has our knowledge, expertise, experience, resources, or the people on a national, regional, and local level to support this contract. We very much appreciate your consideration for this important service. And before we close, I would just like to say we did take two exceptions that were deemed negotiable. We are extremely confident we will be able to negotiate these issues and consummate an agreement if we're selected, just as we always have done in the past with all of our airport clients. So thank you, and we look forward to answering any questions you may have. Thank you, Curbside Management and Joint Venture, for your presentation. Committee members, project managers, project manager, are there any questions for SB Plus? I'll begin with the committee members first. State your name, then your questions. Yeah, this is Mike Nottemaker. I have some questions. So inevitably, as an incumbent who's touting themselves as being at FLL for the past 14 years, a question's going to come up as to what you're going to do different. On page 11 of your submittal, I think you identify that at the bottom, where you have concepts and plans for innovation and improvement to include real-time information deployment for passengers, dynamic signage, QR code stations, and comprehensive multilingual customer service, contingency staffing, DNC passenger shuttle operations, and a number of other proposals. Is that something that you would be doing or planning to do if you're awarded this next contract? Yes, certainly. We provide some of those services, you know, and certainly all of them at no additional fee, but those would all be, you know, collaborative efforts with the CAD in order to ensure that everybody is aligned and that those programs move forward. We will bring in a team of people to meet with you and discuss each of these initiatives, and I would say at this time, Chet or Dan, if you want to add something that's specific to any one of those initiatives, please feel free to interject. Yeah, the one thing, Mike, that I would want to initiate quickly is what we just completed, the beta testing in San Diego. Our number one challenge throughout the year is the volume of bus traffic from the port to the airport, and the second to actually staging people at the exits of the port, we feel that if we can expedite the loading and unloading process on the curb, specifically GTA 2, and take it, literally cut it in half with additional staffing at no cost to the airport, I think that'll free up, you know, vehicles to move freer through the airport, and it's probably the number one thing that I'd like to do right out of the box. Technology, we're a technology company. We can bring technology to the airport, like Bob said, and we can discuss all the alternatives that we can provide. I just want to be clear that you say that's something you want to bring right away, so that all of the people who are doing the ranking today are clear. That is something you are planning on doing, am I correct? If we have the approval from the airport to load and unload buses on the curb, yes, from day one, sir. Okay. I think that's key. It's key that we have proper approval and collaboration with the airport. Ari, you want to jump in on any of the initiatives? Good afternoon. Thanks, Bob. Thanks, Chet. You know, I'm happy to take any specific questions on our technology, but, you know, as it was stated, we are at our core, a technology company. We focus on four major aspects that have been implemented and that can be custom-tuned to Fort Lauderdale. Specifically, we have our taxi virtual queue operations, which we deployed using Gatekeeper at PDX and using a proprietary system at SFO. We have our Metropolis vision technology, which tracks dwell time and assesses fee structure based on those T&C drivers who may be squatting in the airport for a little longer than we would like. Additionally, we have automated fee assessment and collection for taxis at San Antonio, which has been implemented and very successful to date. And additionally, we have thoughts and a design to bring basically the golden goose of revenue to any airport, which is access fees to the curb. Definitely looking forward to speaking on any of these in more detail if you have any additional questions. Yeah. This is committee member Jorge Hernandez. I had a very similar question to Mr. Nanamaker, so this may be a good opportunity to ask it. It goes into a little bit more detail about the commitment. So you've mentioned a couple of initiatives, but can you identify the three most important operational improvements you would implement during the first 90 days of the contract and for each provide the current baseline, the measurable target, the implementation date, and the person accountable? Well, I think according to chat, number one would be the loading. Chat, do you want to try to take this to answer this question? Yeah, the number one challenge is the volume out of the port into the airport and vice versa. And we know that the airport, the port is growing and the ships are getting bigger. So the challenge for it is you have a bus driver on every bus and you have 30 to 50 people on a bus and literally one person has to unload the luggage, put it on the curb, and then basically let the passengers off. Well, you do that with one, two, three, four buses at GTA 2, which is you're maxed out. So what we want to do is as soon as that first bus hits the ground, we're now, we have it unloaded, the luggage is on the curb, the passengers are coming off, and basically the next bus and the next bus. Currently, we're having buses circle. Even with communication directly with the operators at the port, you know, the charter bus operators, it's just an ongoing challenge. It's probably the number one challenge. So like I said, I want to do that with the airport's approval. I want to make sure my team is properly staffed, I mean, trained on how to load and unload luggage so we have no issues. But that's the number one. You know, we can talk about technology and, you know, dispatch systems for the taxis. We can talk about dwelling, you know, technology for the TNC lots, which would minimize the overcrowding of the TNC lot at the northwest staging area. We just use technology more than we have, just like what our proposal says, some of the customer service-oriented things. But because we're approaching, quickly approaching cruise season, the number one thing that I want to do out of the box the first week is the loading and unloading of luggage. Everything else we can work through. So, Chet, that's one that would be implemented within the first 90 days. So if we're to answer the question, what are the top three? Do you have the answer or would you like Dan or Ari to join in? I would say that the taxi dispatch system would be extremely helpful. And then the TNC dwelling would also be the top three. Those three would be – it would probably take a little bit longer on the technology pieces. The loading and unloading luggage would be priority. Does that answer your question? I was hoping to get a bit more tangible responses in terms of measurable targets, implementation dates. Yeah, let's – you know, Ari, realistically, let's say, you know, the loading and unloading is certainly something that we could do within 90 days. And we could – that would be the target and within that time. So the technology that we deployed in Houston, I think that took 60 days for the TNC lot. And then what about the other technology for the upgrade to the gatekeeper system? Well, I mean, speaking – you know, if we talk about taxi virtual queuing, right, we can use off-the-shelf products that exist in the market. Gatekeeper itself has a virtual queuing. And given that the infrastructure exists at Fort Lauderdale, once the specifics are talked out, I imagine it would be a quick implementation. And that is, you know, something that goes in conjunction with stakeholder meetings. You know, our driver community is something we respect. We want to make sure they're informed. So, you know, a balance of speed and communication would be what I would recommend for a product of that nature. The benefits are huge. You know, you have – drivers will eventually become the biggest champions, right? They stop wasting time at the lots, being in a first-in, first-out-situ staging environment. And it allows them to take their revenue generation off-site as well as on-site when they come and get called. So, that would be a taxi virtual queue, which I believe could be implemented, as I said, you know, at a speed to which would be best for Fort Lauderdale. So, what's your best guess or best estimate, Ari? More than 90 days? 90 days would be an accelerated approach. Like I said, the most important aspect of a virtual queue that makes it successful is the communication with the driver community. You know, we are partners with the drivers just like we are partners with the airport. We all work symbiotically to achieve that goal. But given our experiences at Portland Airport where we currently manage that system, it would be a seamless transition. I think 90 days is achievable. Okay. And then the vision technology that we developed for Houston Airport. So, that's one thing about working with a technology company is now you get the benefit of what we've done at other airports and certainly the development of the dwell technology to identify. Just to give you a brief summary of what we did, they had a significant issue with TNC drivers spending a significant amount of time in the TNC lots to the point where they're at capacity, that they were creating surge pricing, and there were even security issues with fighting and plenty of trash and other things that were just an eyesore for the airport. We put in our vision technology. We identified that 17% of all the drivers stayed more than the 90 minutes that they were allotted. There were several hundred vehicles that were parked overnight, so they were using the lot for storage and other things. So, we provided the airport with a dashboard, and we're in the process now of enforcing the rules. So, if you are in the lot for more than 90 minutes, then there's a monetary fine associated with that, almost like parking rates. And then once you exit the lot, you're not allowed to return for an out 60-minute time period. So, this is going to alleviate most of the issues that they've had there, and then they liked it so much at IH that they also put it at HOU. So, it's a technology that we develop within, I think, of about 60 days. Is that correct, Ari? Yeah, absolutely, and we have a vast amount of experience investing in these quick startups at airports. You know, if we can do a medium-sized airports parking equipment in 30 days to 60 days, we can definitely do a TNC lot in a short time around. And I'd just like to add that with the relationship with Gatekeeper and the contract, we could probably move the initiatives of the dispatch system and the TNC dwelling quickly and probably get it underneath that in 90 days. It's the relationship we have with the vendor, and the fact that it's sole source now makes things a little bit easier. Okay, hopefully that's a little more clarity. Those are three initiatives that we can implement within 90 days if we're selected. Well, one more component is, because you put these things in your proposal, that these are innovation, you know, things that you don't say, okay, this is what we can do. Now, BCAD, we need $4.5 million to do it. Yeah, there's going to be none of that. I mean, certainly if there are some, you know, upgrade costs for Gatekeeper or other things, then, you know, we would certainly bring that to you. But the loading and unloading is something that would not add any cost to the contracts. The other things, including the vision technology, you know, would be minor, if at all. Okay, just wanted to make sure that that was on the record. I'm going to switch real quick to B&L. In your presentation, you identify that SGS is doing the hold lot management. And then it says B&L does taxi cab training. But then it says B&L structured queuing and dispatch through the hold taxi hold lot. What is it that B&L actually is going to do, other than provide cabs? All right. Chad or Joe, you want to take that? Yes, I'm here. Good afternoon. Joe Davis, B&L Service. One of the things that we do constantly, Mike, is work with the commission and work with county staff at Consumer Affairs and get these ordinances changed so that we can provide better service at that airport. We recently just adopted a 10-year age limit in Broward County, which did have an exception until the end of this year of December. But there are lots of things behind the scenes that we work with. In addition to that, we work very closely with their inspectors. We ensure that every one of our taxi cabs is inspected every single week. That's yellow cab. All those cars come in on a weekly basis. Ninety-nine percent of them we own. So we're maintaining those vehicles. The safety, security of those vehicles is handled by us. You know, any time there's any kind of issues out there at the hold lot, and we know over the years how that has been, you know, whether they're driving for me or driving for another company, you know, they're quick to call me to tell me a problem, and then, you know, I come out to do some resolution, you know, and calm them down. So, you know, we haven't had any issues for the last five years since I took over as president of that company. But if there's something additional that, you know, that you would like to see us do in the hold lot itself, you know, we certainly can step that up. So, Joe, right now you do all the driver training. Can you elaborate on that a little bit? Yeah, we do. We have, right now we have the rules and regulations. It's an approved package from SP Plus, you know, signed off by the airport. So each driver that wants to work at FLL comes to our system, and we sit them down and we go through a little customer service class with them, but majority focus on those rules and regulations. So there's no misunderstanding when they're at that facility what they're supposed to be doing and not what they're supposed to be doing. Okay. Thank you. I have no more questions. Committee members, go ahead. State your name, then your questions. Glenn Wiltshire. Thank you for the presentation. Just, Joe, following up on your comment you just made, I think early on a comment was made about, you know, in cab management and I think it was 38 percent of the cabs came under the B&L umbrella, but there were 60 different cab companies. So can you clarify for me when you said that cab driver training, is that for every cab that goes to FLL or just the ones that are covered by your organization? That's for every driver who goes. The vehicle has to be inspected. They do a second inspection. The county inspects the vehicles. SP Plus inspects the vehicles. And they also look to see if the driver, if he moved between companies or if he's a new driver, he doesn't get authorization to work at that airport until he comes to our class. And most of the time we provide that within one day, sometimes the same day. Okay. Every company. No matter what company it is, it's a requirement of the airport to go through that training, or is that the requirement of SP Plus to go through the training? You know, I'm from the port side. I don't, you know, we don't interact very much, probably less than what your presentation represented, but that's neither here nor there. But I'm just trying to understand that specific training requirement, and I think you said. So that's a requirement in the SP Plus, SOP, which is approved by BCAT. Is that correct? Yeah. Yep. Carolyn is nodding her head yes. Okay. And you answered my question I had on turnover rates. Now, I did notice in looking at your pricing, because there's a grand total price, obviously, that you get points on, but your pricing for payroll is significantly higher than the others. So is that, and you have next to no management fee. So is that because you built all of these technology? You know, obviously, if you need more people to load and unload luggage off of buses, which I presume you get the okay from the bus company to do, is that embedded in the price? Or I'm just trying to, there again, trying to understand the breakdown of how you've allocated costs. Yes, I would make a couple comments that, you know, the lowest priced company had 6% less hours than what we proposed. And, you know, Chet touched on the fact that we have a realistic staffing plan that's, you know, vetted and approved by BCAT. And, you know, that it's, you know, somewhat, you know, risky and, you know, I don't want to use any other words, but to cut that much staff out of the current operation when it's very difficult to keep up with the demand with the people that we have. But they're much, much of the reason they're lower than us, I think in total by 6 point something percent is that they have 6% less hours than what we had proposed. So if you factor those two things out, we're not really, we're not really much higher. But we, we do have some costs in there for having a subcontractor. Um, her compensation, um, is, is, comes out of the, of the hourly rates. So if you look at some of the rates that might be a little higher for the, for the whole lot personnel, you know, we, we talked about 25% of the employees. So that, that, that's makes up a little bit of the difference, but the biggest factor is that they had a lot less hours. Um, you know, I think it was 12,000 hours a year, something to that effect, um, less than what we had proposed. Okay. And just final question on your surge staffing, you'd make, you made a reference to surge staffing. So how often, uh, given that you do provide services and not necessarily from what I could tell, uh, ground transportation management is FLL, Palm Beach, and Jacksonville, maybe? At least judging by that map, uh, those are the three locations in Florida that you provide the equivalent service to what we're describing here. Do you draw people out of those locations or how do you deal with that surge requirement? So we do not draw them from, from other airports, but we, we can draw and have drawn from the staff that we have in Broward County. So, so you want to talk about that a little bit, uh, Chet? Uh, yeah, I mean, basically the key thing is when we staff, you have to take into consideration call outs. Uh, you got to take into consideration a lot of different variables that from, from the start of the day, it could change within an hour. So we tend to basically staff knowing that we're going to have a three or four person call out a day and we, we bring in that staffing, making sure that we meet the demands of what the day is going to be forthcoming. Um, and honestly, we have never had been understaffed, uh, in the last 14 years because we always are prepared for the inevitable, you know, somebody gets sick or anything like that. So, uh, and we have floaters, which takes care of lunch breaks and other than that. So we, we have the additional staffing plus, you know, if I have to go out there on the curb or my AGM has to go on the curb, we're out there, we're doing what needs to be done to make sure that we have the proper staffing at all times. Yeah. So that's a good point because we, we, we are, you know, we have billable hourly rates for in-service hours. So there are times when we have additional staff that is at our expense because those aren't in-service hours. We have extra people that are, we call in if they're not needed, they go home. We pay them for, for a period of time. So some of that additional expenses is, is, is ours, um, that comes with, with our costs. All right. Thank you. Questions for Kristen? Any questions, Paul? Paul Strobus. Can you, um, can you speak to, in your proposal, you talked about automating fee collection, eliminating transponders and, and changing access fees. For my clarification, I'd like to understand how you're going to implement that for us, uh, as part of your, um, mobilization for this project. So, I don't know, uh, maybe you want to take that one or Dan? Absolutely. Yeah, absolutely. It just to clarify, is this, uh, trip fee collection for commercial vehicles or curbside access tolling for private vehicles? Well, you've included both in your proposal. So I'm trying to understand, you know, is this something that you can implement without code changes in, in the county? Um, just so I understand, is this something that you can do without county approval? I personally have not looked into the, the laws surrounding this technology, but speaking from the technology standpoint, it is a quick implementation. We utilize our, you know, proprietary metropolis vision technology, which basically just needs power. It utilizes Starlink for, uh, for internet access, and the cameras are mounted as long as there's somewhere to mount them, then start capturing as soon as it's online. So, the implementation side from a technology standpoint is quick. The regulatory side, I couldn't speak to it this time. Yeah, we're, we're not going to implement any tech, new technology without the county approval. So, we would certainly, um, bring these ideas to you, bring the structure to you, and then seek your approval. So, we're, we're not, uh, we're not planning to implement any new progressive technology without first vetting it through the county. All right. Thank you for your response. Um, question for the project manager, then, please. You know, I see this in a proposal from one of the vendors. Is this something that you're looking for your operator to bring to improve our fee collection that they would, I'm trying to understand how I'm going to score the project approach for this. Um, is it something I can actually take into consideration in my scoring, or is it something that you need to bless to require? I, I just, I'm unclear of why it's in their proposal as an option. Um, thank you, uh, project manager, Carolyn Wilman. Thank you for the question. Um, in reference to the two technologies they're talking about, as far as the dispatch lot or fee collections, that's really based on the agreements. The airport, the county already has with gatekeeper, and working with the agreement that shortly gate, that the county will have as a sole source with gatekeeper. Um, so they would need the county's blessing. I would like to see what technology will SP plus be providing the county that we already don't have access to, um, since we're already going down that path of trying to do, um, uh, taxi dispatch, automated systems, and upgrading our TNC lot so that we can track vehicles a little bit better. Um, so what they're offering is using a system that we already have in place, um, where we have quotes to these companies that would then let us know how much is the next level of service. I would like to confirm, is this the next level of service that SP plus will be bringing within the costs of the contract that's already proposed in front of the EC board? And Dan Murray, we haven't heard from you. How about you answer that question? Trying to get the camera going. Sorry. Hi. Hello, everyone. Well, yeah, that would be within our scope, um, again, uh, with our, are you talking, Carolyn, our technology, uh, from Metropolis? Well, I would have to, uh, ask you, how is SP plus going to propose it? Are you planning on using the gatekeeper system that the county, the airport already has, which offers those, um, but requires the county to do an upgrade, which is a money, uh, cost increase? Or is SP plus? Or is SP plus proposing to bring this technology via a different system and that's included in your proposal? Yeah, it's not included in your proposal. Is that correct, Dan? Is that correct, Dan? And Mike Amato? No, no. Yeah, that's not, that's not in the proposal, no. The cost is not in the proposal. These are options that we have, uh, provided, um, for you to consider, but we have not put the cost of those in our proposal. Correct. Okay. Okay. Paul, any additional questions? No, that's it. Thank you. Okay. Any questions for you? No. Thank you. Project manager, any questions for SP plus? No, I think that's it. Thank you. Thank you. Circling back to the committee members, is there any additional questions for SP plus curbside management joint venture? Go ahead, Mr. Wilshire. Actually, I just do want to get a clarification because I thought in an initial question from Mr. Nanamaker on technologies that you had listed and whether they were included at no cost, you said yes, but then you just answered a different way. So I just, just make sure I'm, I've got my understanding correct. Yeah. So as far as the gatekeeper upgrades, um, that's a system that's, was procured by the county that we had some, um, we had some recommendations and, and some, um, say or not say, but we had, we opinions about what works and doesn't work. But that's the county's system that the county is planning to, um, purchase and we did not include that cost in our proposal. Thank you. You're welcome. This is Mike Nanamaker. Now, now I'm confused because I specifically asked these innovations that you put in your proposal to us. Is it, are you going to be coming back and asking for money? And y'all said, no, maybe a little bit, but not substantial. And now you're saying that it's not included. So where, where did we go wrong? Yeah, I would say that the upgrade to the gatekeeper system is something that an initiative, that's your, your initiative that we will certainly help, um, implement and manage. Hold on. I don't mean to interrupt you. Can you see me? Not, not really. But yeah, you're, you're not happy. I could tell that. No, I, I can't even see you. This is, this is, this is, no, that's not your proposal. I want to get the right one. This is your proposal. Okay. These are all my little sticky notes that I go through when I review your proposal and we, we all review these. In your proposal, it talks more than once about innovation and what SP plus is going to bring to the table. This group is trying to get the straight answer. Is this innovation something that you're going to do or is it something you just want to talk about? Now, Rick, maybe you can help us with the answer to this question since I didn't write that section. Don, you're on mute, Rick. He's having technical difficulties. While we wait for Rick, I believe the project manager has a question as well. We can circle back to that if you don't mind. Sure. Hi, Carolyn Wilman, project manager. It was basically at the same time as Mr. Nanamaker. If it's easier for you, can you explain what technology you will be bringing with this proposal? I did. What technology in the background, what technology will we see your teams have so that you can explain what we would expect to have from day one? Well, I will say our, our metropolis vision functions similarly to gatekeeper. So if the airport has a large investment in the gatekeeper infrastructure and the gatekeeper systems, our technology can take some of that load off, such as, you know, getting rid of the physical RFID transponders and collecting that digitally versus having to tag the vehicles and have the readers in place all over the airport, which would significantly reduce service contracts from gatekeeper. So it really starts with the decision by the county and the airport as to, do you want to go down the path and full gatekeeper? Or do you want to allow metropolis technologies to lighten that load? And I think that's where we're at. Thank you for that. But that's not the question. So Dan Murray, the question is what technology are we providing that we don't have today that that's at our cost that's included in our, in our fee structure? That's the question that's on the table. Dan, can you answer that? Yeah, but that's what I was trying to get to is that our metropolis, if we wanted to, but Ari had a good point. Those were the technologies that we could bring at our cost is the tech is the metropolis technologies that that Ari already was talking about. Okay. So, but there's, right, right. And he's saying if you want to, you know, gatekeeper is the system that's in there. Right. So we can take that load at our cost. Right. Using metropolis technology, the technologies that Ari was explained before. Okay. So it's not a great answer. But the answer is that the technology that we develop in-house, technology that we helped Houston Airport systems put in their T&C lots, it's something that we could bring to you at our cost. That is included in our proposal and included in our fees. And we would go on the record right now saying that is something we would pay for. Thank you. Any other questions? You're welcome. Hearing none, SP Plus Curbside Management, thank you so much for your presentation and your time today. Please continue to monitor your emails for when to join the open portion of the meeting. So we'll see you guys in a bit, okay? Thank you. Thank you. Thank you, everyone. You're welcome. The second presenter, SP Plus Curbside Management Joint Venture, has now completed their presentation and answered all questions. As the team is leaving the meeting, purchasing agent, please invite the third and final presenter, Ace Parkin III, LLC, to join the closed portion of the meeting for their presentation. Yes, you can. Good afternoon, Ace. Thanks for rejoining us. Are we waiting for any other members of your team? The site is on right. More. While you're checking. I don't see John on either. Okay. While we wait. Oh, John's on now. Oops. Sorry. These can be viewed on the team's participant panel. Also displayed on the screen is a list of county staff. Please review both the participant panel and the list and confirm that there are no other members in the meeting other than your team and the county. And while you're doing so, if you can let me know who's going to be the designated person to share your presentation. That'll be me, Don Jones. Thank you. It doesn't look like Zaid is on. He's joining now. We're all here. Alrighty. For the record, please confirm that there are no other individuals in the meeting other than your team and the county staff. Thank you. You should now have the ability to share your screen. You have five minutes to set up your team's presentation. Good sharing. Thank you. We can see your screen. Ready when you are. Just let me know so I can start your timer. Yeah. I think we're ready. Ready? Great. Good afternoon. I appreciate everyone's time. We're excited to present on the ground transportation services here at the Fort Lauderdale Airport. I'm Don Jones. I'm the vice president for Florida operations and will be the boots on the ground support for our local team here. We have a full agenda here. We'll go through some introductions. You know, go through our understanding of the operation. Talk about our operating plan and some technology that we think will help enhance the experience. Go through a transition plan and our commitment to the airport. And with that, I will pass this over to John. Hi, everybody. I am John Bongardener of the CEO of Base Parking. I've been working with the company now for 43 years. Shane? Yeah. Shane Henning. I helped to support our aviation division and have been in parking and transportation management at airports for over 20 years. Good afternoon. My name is Nick Van Loy. I'm also going to be supporting airports. I've been working at airports managing land site operations and ground transportation programs for over a decade. And very excited to present to Fort Lauderdale today. Ziad. Good afternoon. My name is Ziad Juede. I'm the general manager with Ace Parking at Sky Harbor International Airport. I've been with Ace more than 15 years, managing ground transportation at Sky Harbor International Airport the entire time. Also, I have background in technology. Thank you. So, I'm going to start off just to talk a little briefly about Ace Parking and our background. So, Ace Parking is a family-owned company. We've been in business now for over 75 years. As you can see from the map, we're stretching now about 15 states, about 15 different sub-markets, with over 1,000 locations and 5,000 employees. We're large enough that we have all the financial resources and our IT and our training departments and our revenue departments, but we're still small enough without layers of bureaucracy that we can provide boutique service and customize our operation to meet your needs. I think one of the key differentiators between Ace is that we are family-owned, where all the other companies that we're seeing out there, especially your incumbent, that they've been bought or sold by venture capitalists who's looking to get a 20% return on their money. We have a much lower base that we're looking for a return, and I think the difference is we can do things at a lower cost, but we can also provide more quality of service and more layers of support services than what our competitors are doing. I think another key differentiator between Ace is that we view the data as being our client's data. It's not ours. We're not looking to monetize it, and if anything, we want to make it really accessible through you. And so we created a platform called Deep Blue that we can create KPIs that monitor the service that's happening on the lots and the transactions, the number of people that we're moving through, the number of taxis that we're picking up, and we make that really available for you so the next day you're seeing what the operation was like. And our whole thing is about being transparent with our prospects and what our service delivery is. And with that, if we realize we're putting our name on the line because if things are going wrong, you know it right away, we know it right away, but it also allows us to correct things right away and get us back on track. Next slide. So this is a list of our hotels that we, I mean our hotels, our airports that we manage. And I'd just like to point out, you know, the two of them that we just took over this year, Oklahoma City and Charlotte Airport, both of those are new airports and new markets we had no presence. And so we're very accustomed to taking on new operations that are large in scope and opening up in new cities, as we'll talk a little bit later on in this presentation. Next slide. And these are the operations we have for our ground transportation experience. I think Phoenix is very comparable with you. We have, it's large in scale with 52 million passengers. And we do a lot of different services on there. But I think, Zaid, if you can talk a little bit more about what you do in managing that location. Yes. At Phoenix Sky Harbor, our operation includes outside curb management, taxi dispatch, and ride share operation. I work closely with the taxi owners, drivers, and city of Phoenix to create daily operation and keep ground transportation running smoothly. Customer service is also a major part of what we do. We assist passengers with directions, transportation, questions, and lost items. I'm involved in transmission at Sky Harbor from radio and manual dispatch to gatekeeper technology. One of the biggest lessons I learned is that technology is only part of successful transition. Training, communications, and keeping operations running smoothly as just as important. The experience has given me a strong understanding of how to introduce a new technology while maintaining the daily operation. I look forward to bringing that experience to FLL. Thank you. All right. Thank you. Next slide. Nick. Yes. So our approach to ground transportation management is built around five core priorities. Safety, curbside efficiency, compliance, technology, and partnership. Safety comes first with structured protocols that protect passengers, transportation providers, and curbside staff. We actively have experience managing loading zones, staging areas, and vehicle flow to keep the curb moving efficiently and minimize congestion. Our team brings extensive experience, like Ziad talked about, with ground transportation technology, using data, real-time monitoring, dispatch, and operational tools to work with visibility and manage demand and make informed decisions on the curb. We maintain consistent compliance and enforcement across all ground transportation providers, ensuring a fair and consistent operating environment at Fort Lauderdale. Above all, we view our relationship with Broward County as a true partnership built on transparent communication, responsive coordination, and a shared commitment to just delivering a safe, efficient, and enhanced passenger experience. Next slide. Next slide. Thank you. So here's our approach to operating at Fort Lauderdale. Just like I spoke about, interactive curbside management, that's getting the folks out there engaged. We understand airports are dynamic environments. Things are constantly changing. We will provide that oversight at Fort Lauderdale with our trained staff. Staging lot control is also a big key. Having structured holding areas and having an e-dispatch solution will sequence and match passenger demand in real time. And we will talk about how we're going to leverage some of that data to prepare for the daily operations at Fort Lauderdale. But just like I spoke in my previous slide, consistent coordination and communication and relationship building with providers is ultimately important when running a ground transportation program. And again, being aligned with the airport, the airport's needs, the airport's goals, the airport through construction, that is another big key in being aligned. One thing that I'm going to emphasize is our IROPS playbook. Irregular operations are happening at airports, and we need to be prepared for that. So that's why our team's committed to making sure our staff is trained on IROPS. And whether we have large cruise ships, large events, just delayed flights in general, we always will have a plan to execute. Next slide, please. So managing the ground transportation ecosystem, our approach at Fort Lauderdale is built around end-to-end coordination from the holding lot to the passenger pickup area. Our team will actively manage the passenger flow to dispatch terminal assignments, curbside activity to ensure the right vehicles in the right place at the right time. By combining real-time monitoring, demand forecasting, and strong communication with those transportation providers, utilizing our existing relationships, we will minimize the congestion on the curbside, improve overall efficiency, maintain compliance with operators, and just create a seamless experience for passengers at Fort Lauderdale. Next slide, please. Next slide, please. Thank you. So here is our staffing plan for Fort Lauderdale. We are going to meet the staffing plan that was in the RFP that was provided. But we are going to think about just making sure if we could find any efficiencies, we will work with Broward County on this. The right people in the right place at the right time is what we're thinking. By utilizing real-time flight schedules, passenger volumes by hour, historical trends, partnering with the airport to understand what sort of impacts, special events, or irregular operations that are happening, and then using that to create a forecast. So hourly demand modeling by terminals by terminals and curbs, we will try to predict peak periods and pressure points and forecast. But then we'll use that forecast for a staffing plan, determining the staffing levels by location and function, assign supervisors and team members, and work with the airport to make sure it's approved to build schedules around those demands that we're learning about in our forecast. And then, again, partner with the airport to report back on how is it going, how are we doing, how are we monitoring the flights, is it working with staff schedules. And then, again, adjusting from there, learning, and continuing to build data and historical trends for an overall comprehensive staffing plan. Next slide, please. Great. So, you know, we look at our ground transportation operations as a passenger-first service. We want all of our ambassadors to be welcoming and provide proactive support. But we know it's not just about us. In order to be successful and provide that good experience, we also have to involve the providers and all the various operators, taxis and TNCs. And so we're going to be building relationships with those teams and making sure that we have clear communication back and forth because, ultimately, if they're able to provide a more efficient operation, we're able to provide an overall better experience for the passengers. And with that, we also want our team members to be responsive. And that comes with some training. And so we'll make sure that our folks have site-specific knowledge so that they can answer passenger questions and direct them to where they need to go with no problem. So, you know, we want our team members to be visibly engaged and, again, providing that proactive support to passengers. And that really starts with training and with our everything-you-earned training. And this is not just a tagline that we use. This is really our service philosophy. Our training courses are designed to empower our employees to be proactive and look for opportunities to help and earn that customer appreciation. And for our team at Fort Lauderdale Airport, that really starts with our nine-day orientation training. So all new employees will go through a nine-day training period, which during that time, they'll not only go through our regular standardized customer service and safety courses, but our training department will also develop site-specific courses so that all of our team members are comfortable in their work environments and are able to support those passenger needs when they arise. We'll also cross-train employees on the various roles because we feel that that really kind of strengthens us as a team. And then, as I previously mentioned, you know, it's important for us to develop relationships with the various operators. And so from day one, our management team will be, you know, looking to reach out and do that with everyone. And again, you know, we want them to feel like they're our partner in this operation. And that's really done through clear communication and transparency. Yes. I do want to mention SMS for a safety management systems. You know, we understand that's a very big part of Fort Lauderdale Airport and airports across the country. So safety management systems is more than just a training program. It's a mindset. This is something we really want to focus on with our team on the ground. We're going to equip every employee to recognize, report, help mitigate safety hazards before they become incidents. Our goal is to create a proactive safety first culture so every team member understands their role, protecting passengers, employees and airport operations. And most importantly, working with the airport hand in hand to fully support any initiative that Fort Lauderdale is working on in their SMS program. Next slide, please. Thank you. We're really excited to really advance the product there at the Fort Lauderdale Airport. One of those that we offer is our Deep Blue. It's an ACE proprietary system that really is an analytics suite of various different inputs to provide you KPIs to give you some visibility into the operation. What's going on, whether you're looking at information from Gatekeeper, from BlipTrack, from customer surveys, or comment cards, or anything else you might want to see. It can be sorted by month, by week, by any different filter you can see, changes you happen to have year over year, and even help us out with some predictive analytics and forecasting models. So, as Nick was alluding to earlier, maybe there's an opportunity to change staffing or be better prepared when there is a wave of incoming traffic that were staffed appropriately. But I'd also like to talk about our proposed e-dispatch solution, which is Gatekeeper Systems. So, Gatekeeper Systems is a web-based e-dispatch that will set up an electronic queue for the taxi. The great program with Gatekeeper is that the taxi drivers do not need to sit in a whole lot all day. They can go about the city, and they can be recalled by the dispatch team to the airport to meet demand. We have deployed this system at Phoenix and San Diego, and we've gotten great feedback from the drivers that they're able to make more money. They're able to not sit in the hot sun all day, and it's a very easy system to set up. It doesn't have any infrastructure to set up. There's no civil work needed, and it's a proven technology in the airport operations world. I also want to speak about BlipTrack. So, BlipTrack is a sensor-based passenger volume. So, how BlipTrack works is the sensors would be mounted, and it captures your phone's MAC address. So, it will count just how many phones are in a certain period. And it actually keeps that data to put it in a digestible format so we can see where passengers are queuing, where passengers are going to, which terminals, which terminals have the longest waits. And that is how we can utilize this data, give the data to the airport, kind of use it for our staffing plan, and redeploy people in real time before the congestion builds. And again, BlipTrack is built with privacy by design. It's fully encrypted. So, we do not get the MAC addresses. They are encrypted. We do not sell the data, and we don't want the data. So, we're not capturing the data to resell it. It's completely private. We're just using it for KPIs. Next slide, please. Yeah, focusing on the transition plan. You'll see in our proposal in more detail, but really focus on a seamless transition. How that would work is, you know, focusing within the first 90 to 60 days of the contract, setting up town hall meetings with staff, working with stakeholders at the airport. We would fly in a team, really focusing on that outreach plan. We have a recruiter that's based in Florida, in addition to Donald, supporting that region. And they would really focus on retention of existing staff and then bringing in new staff as we see appropriate and as you provide feedback. And then, if there's an opportunity to advance technologies ahead of time before the transition date, we'd start those, building those out and implementing those. But this is something that the plan we've done for recently, a couple airports we acquired to make this a seamless transition. One was Oklahoma City in May, and then the other one, which is a very large workforce, was Charlotte Airport in July. So, familiarity with this, very, very recently we had some large-scale airports and helping this make it a very seamless transition. Awesome. Well, our commitment to Broward County and Fort Lauderdale is, again, safety first, protecting passengers, employees and airport operations, curbside efficiency, keeping traffic moving and delivering a seamless passenger experience, compliance and accountability, consistently meeting Broward County and Fort Lauderdale standards and operational requirements. And, again, the partnership, working collaboratively to anticipate the needs and solve challenges together and just continuously improving. So, in closing, safe operations, efficient curbside management, full compliance, and one team with Broward County, Fort Lauderdale. And I just want to thank you all for your time today. We really, really appreciate you listening to our presentation. Thank you. Thank you so much, Ace, for your presentation. Committee members, project manager, are there any questions for Ace Park in the third LLC? I'll begin with the – state your name, then your questions. Good afternoon. This is Mike Nonamaker. A couple of questions. The first one, just for clarification, you mentioned Barcelona. What is it that you're doing at Barcelona Airport? Is that parking or parking and ground transportation? We can't hear you. Yeah, we can't hear you. So, can you hear me now? Yeah, we had the question. We couldn't hear John writing his response. Oh, they couldn't hear their member of their team. They heard you. Yeah. Is he going to try again? He's trying. While John triggers this out, Shane, do you want to elaborate a little bit on that relationship? Yeah. I mean, we don't directly, myself personally, over inside that operation, but there's a large component, which is parking, transportation management. I know there's an LPR used to do some of the current side stuff. I can't speak to the detail. Well, the reason I ask is because Barcelona has a sizable cruise port, not as big as ours, or Port of Miami, but I need you to tell us, you know, if you have any experience with cruise surge operations, and hopefully you did your homework on Port Everglades and Port of Miami on how you would manage what I will classify as a super surge of passengers, and I'm talking about tens of thousands within a very short period of time on our heavy cruise days. Tell us what your experience with that is. I think we might have lost John for the audio part on that. Yeah. You know, in San Diego, we operate where there is some cruise volume that comes through that location in that airport. Obviously, not as centralized as Fort Lauderdale is, but, you know, making adjustments on staffing demand, allocating that, obviously, a huge wave of influx of traffic demand and coordinating that with the airport where we need additional resources and making sure that we're allocating those properly. What kind of resources from the airport? Well, I think, you know, working with the airport to understand the schedules of these cruises and trying to get on a cadence of staffing. Okay. It's simple. Yeah. When they debark about 7 a.m., everybody gets off. Okay? Right. Yeah. Everybody gets off. Outside of what we can support from the staffing at the curb and dispatch and the ambassadors, but assistance in traffic control, obviously, that's a big part of that and maneuvering traffic around. I think it's pretty gridlocked. You know, whether that's your resource or service to come through PD or you have those help out with the traffic control, with the assistance and the partnership we're looking for. When you say traffic control, you're talking about in the traffic lanes or on the curbside? In the traffic lanes. So, you guys have experience with curbside management, but also traffic management. Yes. Yes. Yeah. Our team actually developed a traffic management training program around the San Diego Padres stadium. And we actually support the local police department there with traffic management. They've approved our training program for folks to get certified and we support them in those traffic management needs. Yes, I'm back. Can people hear me now? John Baumgartner? Yes, we can. Great. Sorry about that. But first off, the Spanish question you had, we have two partners with Spain that we manage every airport in Spain. It doesn't include the ground management. It's just the parking side of it. But in addition to what Shane and the team was saying about, we also are the main coordinator for the traffic for the carnival cruise lines out of Long Beach. And though it's not related to an airport, they often run out of parking stalls. And so we are coordinating where those customers are going to go park and then directing them to and from garages that are about a mile away and coordinating the shuttle rides back and forth in between the carnival cruise. So we do understand how these things, like you said, the ship is in, a lot of people get off and a lot of people get on and you need to be able to understand those times that you need to step up. Yeah, we're a lot different than Long Beach, just so you're aware, in the size of ships and number of ships. And it's also two ports. It's not just Port Everglades, Port of Miami as well. Also, in your presentation, you brought up that you would provide the deep blue at no additional cost. That's what it says. So thank you for pointing that out. You also said e-dispatch solution. Is that something, another technology that you would bring as part of this project if you're selected? Yes, that's correct. The e-dispatch solution we're proposing is gatekeeper systems. Okay. But my question is, is that something that you're going to provide and not ask the airport to provide and pay for? Yes. Yes, it is something we will provide. Yeah. Okay. That was all the questions I had for this team. Thank you. Thank you. Go ahead. State your name, then your questions. Good afternoon, Glenn Wiltshire. A couple of questions. On your transition plan, you spoke about your 90-day plan. And I think you said, and I just wanted to make sure I understood it, what's your plan as it relates to retention of employees from the existing provider of the service? Great. Great question. Typically, we go to the airport to just understand the current staff that's there that they're interested in retaining. There is typically a bulk of that staff that are retained for institutional knowledge. We start with the town halls and doing outreach and connect with the staff that's there. You know, it might be 80% retention. It really just kind of depends on feedback that we get from the airport and the stakeholders, as well as qualifications that those that are interested in joining our team pass for qualifications. And then as we're going through that outreach program, we're going to understand, you know, what existing staff is likely going to transition. And we begin our efforts in recruiting additional team outside of some of the leadership that we bring in to help support that operation. Okay. Related to that, in your written proposal, Ziad, who was on and presented today, the written proposal indicates that he would provide transition support, implying that he's there just for a short period of time, and then he goes back to Phoenix. So, if you could just clarify what the intent is there. It's on page 5 of your proposal. Shane, go ahead. Shane, go ahead. I'm sorry. Yeah. Yeah. Well, Ziad would be out there to help out and support that operation as the general manager of the operation. If there is another general manager that's currently on site that you would favor that, then Ziad would just be a part of the transition and helping set up and use it as experience. So, I think ACE comes with this flexibility approach on which type of leadership we want, as well as Ziad is, and moving through that. So, he can be there as part of transition or help to support this from the leadership moving forward. Okay. And if that wasn't the case, is Ziad, would he stay permanent, is never permanent, but for an extended period of time and run the operation? Yes. Yes. Okay. Next question related to staffing is, what has your historical experience been on turnover rates or the airports that you do ground transportation on right now? Ziad, how many, I mean, how many, what's your crew right now and how often are you, are you replacing people? If I recall, it's about a 50%, but, but it's, but I'm sure like, like, like, like, like Florida has, you know, Phoenix, summer comes, people start falling off and we got to replace them. And then, and they stand on for about a year, but what's your experience? So, we have around, around 45 employee with eight supervisor and assistant manager and me. So, we have several employee, they have been here with company like more than 15 years. I have been with the companies almost 16 years now. So, like, let's say it's 50% of the stuff is stay, stay along with the company. And the, the rest is depends on like, sometimes like every six months we do recruiting or, or it's, it's, it's depends on, on like some, some employee, they, they go from full time to part time and we open their schedule. So, we work on the schedule all the time, but we never have, like, I remember like more than three, four years, we don't have any open curve, any missing employee out of the curb. So, we have full stuff all the time. So, we try, we try every day not to have any open curve, like call offs or short or, or short employee or anything. So, we covered by other employee or supervisor. So, we work on that very well. Okay. And understand that. Part of the, the contract you would have is to staff positions. I was just trying to get it. Yeah. Typically, what do you experience on turnover of, of the staff, especially those that are out in the field? Because that then drives training costs. Yeah. And the availability of people to staff those positions, especially during surge operations like crews. Sure. Yeah, I think, I think sometimes we've been as high as 50% of that operation or operations in that management that are frontline staff. Much less return over when it comes to the leadership or supervisors that are supporting it. More recently, it's been cut down quite a bit. I think we're floating more in the 30% range or so. And again, there's some seasonality that changes that. And also, we make sure we have the right wage that supports less turnover, as well as a good culture. And that's something that Ziad and Phoenix has improved upon in the last year or so. And I know he's, he's speaking from, you know, ensuring we're staffing it appropriately, but the amount of staff you retain is, has improved, typically through, through improved culture and the appropriate wages for, for that environment. Okay. Yeah. Wages is one and then culture. So you do have other programs besides just pay to try to retain workers. Okay. Two more questions. Absolutely. Yep. Two more questions for me. Uh, you had on one of your slides locations all over the country, but I think, and to make sure I'm not misinterpreting it, many of those locations are just parking management and not, uh, airport ground transportation. So, um, the, I'm assuming slide, it would have been slide number five, I guess, partnered airports. Were they all ground transportation or are some of those just parking management? No, the, the, the, the first, that, that slide of six was just parking management. And then the slide, uh, the following that was the three, we have a grand transportation. Okay. So you have three, three grand transportation. Okay. Uh, final question. This is a curiosity question only in your pricing proposal. Uh, you had in reimbursable expenses, you had a $346,000 line item for port-a-potties. So I, I'm just wondering what, what underlying assumption did you make there? Uh, all of those reimbursable expense. Yeah. So all of those reimbursable expense line items, uh, were actually part of the addendum, uh, or Q and A. So those were provided, um, by, uh, by the airport team, um, as existing expenses, um, for the operation. Okay. I, I'll ask the project manager for clarification because I don't remember that being in each of their proposals. So there were questions that came through before they had to, um, submit their proposals. And one of the questions are, what are some of the reimbursable expenses? So throughout the current contract, we've had to reach out to the vendor and say, look, the taxi hold lot, say restrooms were out of service. We need you to get quotes for, uh, port-a-potties and then we would reimburse the vendor for providing things like that. Okay. All right. So that's the end of my questions. Thank you. Thank you. Thank you, Mr. Wilshire. Any questions, Kristen? Thank you. Paul, any questions that you named any questions? Paul Strobus. I, I just like to go back to, uh, the discussion about Zaid as the proposed general manager. You know, as we're evaluating, uh, all of the proposals for the key management that's going to run our operation, um, your proposal is very clear where it states that, um, ACE's intention is to, uh, prioritize the retention of the onsite manager that our incumbent has. And that's going to be complemented by direct transitional support from Zaid. So explain to me how I'm supposed to score that, um, without knowing that you've got a, uh, a firm commitment to the incumbent manager. And then later on, uh, you know, Zaid's really the only person you've identified as the local, uh, onsite team. Um, you know, what, what is your contingency plan if you're not able to retain some of the, uh, supervisors and managers from the incumbent? Yeah. Good question. Um, obviously looking at, uh, internal resources that we have and try to, to move those resources out to the Fort Lauderdale airport as well as start their recruiting path ahead of time. Uh, so yes, I mean, we don't want to assume there's different leadership changes that need to happen, uh, when they don't. Um, and I think that, uh, is going to be a part of that team, at least in the transition. And likely the leader, if that's what, uh, Fort Lauderdale airport wishes. Um, and they do not, and you feel like there's really high valued leadership, it's already there. And you need a change in company or some change in culture that happens. So what we're really trying to articulate is that we're open to that. And I hear the second underlying question is what if you, there's a lot of them that you need to change out, how will we address and handle that? And that again, looking for some of our, some of our airport locations, looking for those want to move or new opportunities, as well as having a recruit is that that's based out of there in Florida and Donald, uh, and their connections to help recruit that, that leadership team. Yeah. And, and just to say that, that look, if ACE is here to be your partner in the long run, and if we need to fly out a team of supervisors to be out there for two months, three months just to train everybody up because nobody wants to stay on, on and, and retain a position in that company. But that's just the price of what we'll do. We'll just eat our first year's profit to make it happen. Thank you. Could you also talk to, if, if your priorities to, um, attempt to hire as many incumbents as you can, what is your mobilization plan to ensure we don't have a disruption in the day-to-day operations of the incumbent as they complete their, uh, contract as you try to bring them in for your training programs and things like that? Yeah. We try to have several different town halls that are outside their working hours. Um, our team and our member services, which is human resources will be on site, uh, throughout a week and then can come back for, for follow up town halls and outreach. Um, and then also working with local recruiter to connect with them. But, uh, if you have availability that's onsite, it's much easier for us to connect with staff, uh, and trying to work around their schedules. And obviously you can't make it mandatory to minimize any current, uh, impact or operations or their schedules. But also we can look at offsite, um, connections to, to rooms to, to get staff to meet us there. Yeah. Like for, for example, we did Charlotte, they gave us a big room and then we would, our member service team throughout, like I said, two different times came out there with a team of three people. And we would, they were there just in the room for people to come and go as they pleased. But primarily we were, uh, we didn't want to disrupt any services on the line. So we would, we would, uh, we, but we would pass out, Hey, here's what we're going to be available. And so after shift changes, either before shifts or after shifts is when a lot of people were coming in and just signing up, getting the recruitment process all, all, all lined up. And then the training itself we start doing, it's very similar as, is on day one, since we don't want to disrupt the services, uh, the orientation, you know, how do you do, what is our minimum service standards? How do you fill out your time sheets? How do you do all those types of things that that's happening? Uh, uh, and then, and then the customer service training piece of it that we bring in that will, that will happen after we take over the operation within the first two weeks. Thank you. Jorge, any questions? No, my questions have been answered. Thank you. Thank you. Project manager, any questions for ACE? Uh, yes. Carolyn Wilman, project manager. What was the staffing number that you anticipated for this contract? Uh, I believe there was about 110 that I had in there between full-time and part-time. I kind of based it off of the, the schedules that were provided, uh, during the Q and A and kind of tried to back into, um, the hours and the, and the shifts and everything. And can you walk us through how would you handle surge calls out different things like that abnormal emergencies that may take place at the airport regarding staffing? Well, the, but the big thing is to maintain a part. That's why you have, you don't have everybody working full-time shifts. You have a part-time that, that builds up, uh, your ability to tap into people for the search staffing levels that you have. So, so hopefully, I mean, the goal is to, to be able to have enough people on, that are like on-call or in part-time that can backfill the shifts and when people are calling off. Okay. Thank you. Thank you. Circling back, just to ensure no other questions from the committee members. Hearing none. Ace, thank you so much for your time today. Uh, the third and final presenter, Ace Parkin III, LLC, has now completed their presentation and answered all questions. This concludes all vendor presentations. Ace, you may remain, um, in the room. Committee members, you want to have a quick recess while we invite the public back. The time is 4.02. We'll take a 10-minute recess. Purchasing, please invite the members of the public back to the meeting. If you guys don't want a break, we can break the recess. We can come back from recess a little bit early. Uh, the time is 4.08 p.m. I'd like to reconvene the meeting. The next order of business is the scoring of the vendors. The score sheets that have been distributed to the evaluation committee members, um, um, those score sheets include assigned points for location, which are applied based on the specific criteria stated in the solicitation. The score sheet also includes points for price, which was calculated based on the formula identified in the solicitation. Uh, when all committee members have completed and submitted their score sheets, I'll recess the meeting to provide time to tabulate the results. Committee members, are there any questions about the score sheets that you have in your position? Okay. Yes, they're emailed to you. Just to confirm, once you confirm, let me know. All other committee members have received their score sheet? Got it. Got it. Got it. Okay. Well, just to confirm, do you have your score sheets? Okay. Committee members, if you have no questions on your score sheets, you may begin scoring. Purchasing agent, please notify me when all score sheets have been received and ready to be tabulated. Please mute your devices while the EC members score, please. All score sheets have been received. We'll now take a recess to tabulate the results. The time is 4.27 p.m. Is now joining. I would like to reconvene the meeting. The time is 4.54 p.m. Before the results are announced, I'd like to thank all the vendors for your participation in the solicitation process. We appreciate your time and interest in working with Broward County. Purchasing agent, please announce the scores and ranking. The total scores are Ace Parking III, LLC, 390 points. Front Row Management Services, LLC, 374.45 points. SP Plus Curbside Management Joint Venture, 419.75 points. The number one ranked firm is SP Plus Curbside Management Joint Venture. The number two ranked firm is Ace Parking III, LLC. And the number three ranked firm is Front Row Management Services, LLC. Thank you. Thank you. The next order of business is the acceptance of the scoring and ranking. Committee members may have a motion to accept the results and recommendation of ranking for approval. This is Mike Nonnemaker. I'd like to make a motion to accept the evaluation committee's results. May I have a second? Ms. Glenn Wiltshire, I second. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. The evaluation committee recommendation will be posted on the Purchasing Division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the Director of Purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided no county commissioner objects within the five business days after receiving the notice from the Purchasing Division of the final ranking. Once a ranking is deemed final, the county shall commence contract negotiations with the number one ranked vendor. As a reminder, all information reviewed by the evaluation committee is posted on the Purchasing Division's website repository, including the closed portion of this meeting. Committee members, is there any business that we need to discuss today? Hearing none, again, I'd like to thank all the vendors that responded to this solicitation and for their presentations today. And to the evaluation committee members, thank you for your participation in the solicitation process and for serving on this panel. We appreciate it. This final evaluation committee meeting is adjourned. The time is 4.57 p.m. Thank you all. Is now exiting. Jamal Mack. Is now exiting. Jamal Mack. Man Up You. Cheers! Jamal Mack. Were welcome. Just visiting. Jamal Mack. Boying. Yes. Emili blindly速度. You're reallyに andes.