Final Evaluation Committee Meeting: RFP No. PNC2130115P1 Consulting Services for Building Systems Assessment and Design - Group 1 - Mar 09, 2026

It's on green. Oh, test? Testing? Testing. Testing. Make sure that we understand. Good morning. Good morning. Can we make sure everybody's muted? We're going to get started in just a moment. Thank you. Good morning, everyone. If I can ask everyone to please keep yourselves on mute, we're going to get started. I am Christine Shorey, Senior Purchasing Manager and the Meeting Facilitator. I would like to call to order the final evaluation committee meeting for Request for Proposals Number PNC-2130115P1, Consulting Services for Building Systems Assessment and Design, Group 1 for the Port Everglades Department, Seaport Engineering and Construction Division. The time is 9.32 on March 9, 2026. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in Room 430 of the Governmental Center Building East, located in Fort Lauderdale, Florida, or virtually through Teams. Attendees, if you could please mute the microphones on your devices to limit the background noise. This is a public meeting and is being recorded by Broward County. The video recording will act as the official recording of the meeting. The recording will be made available on the Purchasing Division website under the RLI RFP repository. Information reviewed by the Evaluation Committee meeting, I'm sorry, by the Evaluation Committee as part of the evaluation process, will also be posted on the repository. This meeting has been publicly noticed. The purpose of this meeting is for the Evaluation Committee to hear presentations, score, and rank the responsive, responsible, and shortlisted vendors. At the initial Evaluation Committee meeting on February 24, 2026, the Evaluation Committee determined 11 vendors to be both responsive and responsible. After shortlisting, the following vendors advanced to final evaluation and ranking, taking place today. BEA Architects, Inc., CSA Central, Inc., Justin Architects, PA, Salts-Michelson Architects, Inc., DBA, Salts-Michelson Architects. Meeting attendance will be recorded in the following ways. The Purchasing Division will record the attendance of county staff physically here in Room 430. All virtual attendees, including county staff, please click on the link or scan the QR code that is currently listed in the Teams chat section to complete the sign-in sheet. For attendees that cannot access the link or the QR code in the Teams chat, you could please email the Senior Purchasing Agent, Leanne Licata, at llicata at broward.org with the subject, EC meeting attendance, and indicate your name, your title, and the company you represent in the body of the email. We do have a quorum present with the following Evaluation Committee members. Committee members, if you could please say present after your name is called. Rolando Perez, Port Maintenance Manager, Facilities Maintenance Division, Port Everglades Department. Present. Thank you. Irina Tokar, Construction Project Manager, Construction Management Division, Public Works and Environmental Services Department. Present. Thank you. And Pamela Sanguino, Expansion Project Administrator, Facilities Management Division, Public Works and Environmental Services 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 this solicitation's advertisement. Vendors are prohibited from discussing this 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 to end the solicitation. During the cone of silence period, inquiries regarding this solicitation should be directed to the project manager or to the director of purchasing and or his designee. Also, vendors may communicate with designated representatives from the Office of Economic and Small Business Development at any time regarding the solicitation small business enterprise or county business enterprise participation. The summary of vendor rights regarding Broward County competitive solicitations was issued in the solicitation. The initial Evaluation Committee meeting minutes have been distributed to the Evaluation Committee members. Evaluation Committee members, is there any discussion regarding the minutes? Hearing none, may I have a motion to approve the minutes from the initial Evaluation Committee meeting? Pamela Sanguino, I would like to make a motion to approve the minutes from the initial Evaluation Committee meeting held on February 24th, 2026. Thank you. May I have a second? I mean, I talk about, I, I'm second, I'm second the motion. Thank you. All those in favor, say aye. Aye. Aye. Thank you. That motion passes unanimously. As stated previously at the initial Evaluation Committee meeting, the solicitation required vendors to state whether they accept Broward County's standard terms and conditions, or if they do not accept them, to identify the agreement provision and vendors' proposed change. All shortlisted vendors accepted the county's standard terms and conditions. The next order of business are the vendor presentations. In accordance with Section 286.0113 of the Florida Statutes, presentations and questions and answers are closed to the public. Only committee members, county staff, the presenting vendor, and their team will be in the closed portion of this meeting. Other vendors, their teams, and members of the public will be excused from the meeting to permit the start of the closed presentation sessions. Subconsultants partnering with multiple prime vendors are only allowed to participate in one vendor's closed presentation session. Presentations will be limited to 15 minutes, followed by an unlimited question and answer period. The presenter will have up to five minutes for setup. The timekeeper will be the purchasing agent, Leanne Licata. As the meeting progresses, the purchasing division will provide email updates to vendors, ensuring that each upcoming presenter is informed when it's time for them to join. Once all presentations and Q&A sessions have concluded, vendors and members of the public will be invited to return to the public portion of the meeting, during which the evaluation committee will score the vendors. Members of the public may provide an email address in the chat to be notified when to return to the public portion of the meeting. Vendors were asked to provide an electronic copy of their presentation. to the purchasing division prior to this meeting. And those presentations that were received have been distributed to the evaluation committee members. The presentation topics, length, and order was identified during the initial evaluation committee meeting and was distributed to the presenting vendors. Each vendor has 15 minutes for their presentation, followed by an unlimited question and answer session. Vendors will be presenting in the following order. The first presenter will be CSA Central Inc., second presenter will be Salts Michelson Architects, third presenter, BEA Architects Inc., and fourth presenter, Justin Architects, PA. At this time, we're going to move to the closed portion of the meeting. The first vendor presenting, CSA Central Inc., if you could please remain in the meeting. All other presenting vendors, their accompanying teams, and members of the public are requested to leave this virtual meeting. And as a reminder, continue to monitor your emails for when to rejoin the public portion of the meeting. This meeting is now closed. For the representatives from CSA Central, you can just bear with us a minute while we transition and allow the vendors to leave. And I'll be right back with you. Good morning to the representatives from CSA. Good morning. Who do I have the pleasure of speaking with? Hi, Roberto Leon from CSA. Pleasure. Hi, Mr. Leon. Hello. Good morning. Good morning. Is that Ms. Mauricio? Yes, it is. Hi, Mr. Rodriguez. Good morning. Who's going to need the presentation ability? I will. Monica Rodriguez. Good morning. Okay. Okay. In just a moment, we're going to put up a screen, sorry, a sheet from Excel that's going to list the county staff members. And what I'd like you to do is look at the presentation panel. I'm sorry, the participant panel in Teams. We want to make sure that there isn't anyone still in the meeting that isn't either a member of your team or listed as a county staff member. Just a good question. I don't know who they are. They're ReadAI and SMA Circleback. Is that you guys? No, we can remove ReadAI. Those are people with the profile for note-taking in Teams. Uh-huh. I see a Taylor, but not on the list. Who was that? Taylor? A Taylor. ReadAI list. Yeah, I'm going to remove Circleback. Uh-huh. Christine Shorey. That's me. Oh. Sorry. You know that one. I didn't see you on the list. We'll have to amend that. My apologies. That's okay. And then you said a name, Taylor? Taylor is gone, yeah. Taylor's gone. Oh, okay. Okay. So does that look like everybody that's either with the county or on your team? Good to me. Anybody else? No, it looks good. Okay, I have a statement for you then. For the record, if you could please affirm that there are no other individuals in the meeting other than your team and county staff. Yes, I work to Leon, senior VP for CFA. I can confirm that it's on the CSA and Broward County staff in the meeting. Thank you. And we're going to turn our clock five minutes for you to do setup if you want to run through any of your, pull your slide deck up. There you go. And any audio checks. We're good. Everybody good from our side? I'm good. Perfect. So we're ready to go when you let us know. Okay. Let me just reset the timer for 15 minutes. And you have the floor. Thank you very much. Again, good morning. My name is Roberto Leon, senior VP of operations for CSA. We deeply appreciate you guys giving us the opportunity by shortlisting and hearing this presentation. And today we're basically going to talk to you a little bit about CSA and how we can help the port make some informed decisions regarding their projects. Our agenda follows sort of a scripted process of developing projects. So we're going to talk about CSA, a little bit about a project delivery approach, some of our parts performance in terms of the work that we're working on, and then moving over into our willingness to meet the time schedule and very important components in the project. Moving along and basically as a big overview, it's who the CSA team is being represented by. First, myself, Roberto Leon, senior VP, will be principal in charge of the project. I have over 28 years working with CSA, so I will provide a corporate continuity in the project. We have Luis Rodriguez, civil engineer, over 20 years working with the port. He's our proposed project manager. We have Jessica Mauricio, she's our deputy project manager and an architect. And you immediately start to see sort of our balance by our full service project delivery by having an architect and an engineer lead this project. And we have Mr. Kevin Bush, he's from Tidal Basin, one of our principal subcontractors, and he's going to talk about the grant management component of the projects. Now, moving into our CSA quick profile who we are, 70 years now of experience. We celebrate that actually this year. Besides the port and airport experience, we also have significant transportation experience, and experience in multiple other facilities and utilities, both the water and energy sector. So, we have a deep knowledge of projects that require some operational coordination for their successful execution. So, that's something that we plan to give to provide to this project. And besides that, we also have what we call a full service project delivery capability represented through our services and our disciplines. So, we don't only have architecture and engineering disciplines in-house. We also have environmental emergency management, CM, and program management. What does that provide us and provide our clients is a full service delivery where we can think of projects and anticipate problems as they come along, which is particularly important for a project like this that we're starting in the assessment phase. So, it is very important at those phases that we anticipate stuff that could happen during the design, construction, and operational phase. And Luis and Jessica will be talking a little bit about that. Now, how do we bring that to our reality in terms of our project? This is our proposed organizational chart. You can see very clearly lines of responsibility and accountability within the firm. So, both Luis, Jessica, and myself will be responsible for the ports for the execution of the project. In light blue, you can see the in-house staff, which as you can see as well, represents all the technical disciplines that are involved in the project. But we also complement with local CVE firms that have worked with us previously and that we trust and know to execute all the requirements of the project. So, based on that, a quick overview. Basically, our team, three main takeaways here. First, a full-service project delivery with in-house staff. Second, over 30 years of working in South Florida, including 20 in the Port Everglades. So, we have a deep knowledge and understanding in terms of the projects that are executed in the port and how you execute projects in the port. And finally, this whole lifecycle perspective, which is to understand projects from the conceptualization all the way to the operation and anticipate issues as we go along. Now, in order to prove that, I'm going to pass it over to Luis, who will talk to you about our project delivery approach. Luis? Thank you, Roberto. Good morning. Thank you for the opportunity to present. My name is Luis Rodriguez. I'm the project manager for this RFP. We, at CSA, have developed a project delivery approach tailored to the needs of Port Everglades. Our approach will help assess and deliver the facility improvements within the tight schedule and with the minimal disruption to the facilities. For our first phase, we'll meet with the port staff and the facility users. We'll collect the feedback and report back. We have worked in the last two Port Everglades master plans and we understand how important it is to you to incorporate the stakeholders' feedback early and throughout the project duration. We'll position our team to align the expectation and to prioritize the assessment recommendations. Our pre-design phase will include the initial evaluation and the preparation of the pre-design report, the PDR, as requested in the RFP. Our design is focused on two things, constructability during low cruise season and long-term maintainability. So, we're not solving today's problems with tomorrow's cost. The pre-construction stage will refine the project delivery schedule, including permitting tasks and preparation of bid packages. We'll set up pre-submitted meetings with the applicable agencies and discuss key issues to make them aware of the expected type schedule associated with the low season. And we'll investigate expedited review options and any other option available to minimize the cycle and keep the review cycles to a minimum. We'll maintain clear communication with the stakeholders and Port staff to keep everybody up to date with the progress and the status of the project, and especially once we transition into the construction phase. During construction, our team will stand ready to manage requests for information, shop drawings review, OEC meetings. We have learned from other projects that we've done at Port Everglades that unforeseen field conditions tend to occur, and they could result in construction delays, and our team will stand ready to address those potential issues, provide guidance and possible conflict resolution to the contractor, all with intent to help them maintain to stay on track, resume construction activities, and minimize the disruption and downtime to a minimum. Finally, as part of our post-construction phase, we'll coordinate all efforts associated with the final certification and permit closeouts with the applicable municipalities. All of these efforts will lead to get the certificate of use, the temporary certificate of use, which would allow for the facility to open at schedule. We will also manage the warranty and the 11-month inspection process. And the main thing here is to make sure that when we do the 11-month warranty inspection, will ensure that all identified repairs are done within the time allowed for contract and with the original approved construction plans. Next slide, please. We have worked on all the facilities, including Port Everglades and Group 1. It's clear that having a team that is very familiar with the Port Everglades, its facilities and operations, will minimize the disruption and result in a successful project completion. Next slide, please. As requested in the RFP, the CSA team has extensive experience completing similar projects for major airports. We can expand and provide more details for each of those projects if needed during our Q&A session. Next slide, please. For one of those airport projects, CSA was tasked to do an Airport Facility Condition Assessment Survey for the San Juan International Airport. Our team that worked on that project had drawn valuable experience and lessons learned that would definitely be applied to Port Everglades. This will benefit the Port Everglades to minimize disruption, deal with partial open facilities, and include temporary utility provisions that are more than likely required for our projects. Now, at this point, I would like to introduce Jessica Mauricio, who will talk to you a bit more about similar and current projects in Miami-Dade County. Thank you, Luis, and good morning. Again, my name is Jessica Mauricio, and I will be assisting Luis as Deputy Project Manager through this project. Our team has successfully served as program manager for large-scale facility condition assessments and programs. We've overseen strategy, execution, and quality across all disciplines. As an added value, and as architects and engineers ourselves, we've performed these FCAs ourselves, and it gives us a deep technical understanding of the buildings and systems that we assess, as well as the best position to advise our clients on what they need in the future down the line when design comes along. Next slide, please. Our team has a deep understanding of maintaining building operations during construction, and we've designed temporary power, heating, cooling solutions that keep these facilities functional and safe. We've engineered and implemented these systems ourselves, and, for example, by developing trailer-mounted plug-and-play setups and modifying existing utilities to ensure resilient uninterrupted service for these occupied buildings. Next slide, please. We are prepared, fully prepared, to adapt our workload and strengthen our team's capacity to meet the port's project, evolving project demands. We proactively position ourselves for future challenges, and we ensure resilience, accountability, and continuous improvement through the lifecycle of the project from assessment to turnover. Next, please. For over 30 years, CSA has been a leading local presence in Broward County, and we're supported by offices across Florida, and that gives us a deeply rooted team with local knowledge and staffing capacity needed to deliver this work effectively for the port. And ultimately, we really understand that port logistics and maintaining operations are absolutely critical for you because these ships are coming, which is why, from day one, we identify permitting and inspection risks, and we build those risks into proactive strategies to keep the project on schedule. And we want to avoid long lead items that will impact that schedule and provide options throughout the process that ease decision-making on your part through the project phases. We understand that your operational and maintenance challenges affect every single decision, and we know how essential strong warranties are to keeping those facilities running without disruption. And that's why, through initial assessment and during design, we focus on specific durable, reliable systems and products that are easy to maintain for the port, setting the project up for long-term success and life, and minimizing future operational and financial burdens. So we understand how important that is to you, and we want to specify systems and products that have a successful lifespan for you to maintain with ease. So thank you for this opportunity to present today. And I'd like to introduce Kevin Bush from Title Basin, and he's going to explain how we can support you through grants management. Thank you. Thank you for the opportunity to join you today. My name is Kevin. I lead the Title Basin's Grant and Program Management Practice. And before this role, I oversaw a $90 billion portfolio of federal grants. I also led a capacity-building program on behalf of the U.S. Department of Transportation. And that experience really guides how I approach compliance, risk management, and documentation for any project that involves state or federal funding. If Port Everglades chooses to leverage state or federal funds for terminal renovations, our role on this team is to make that funding safe to use. We set up compliant files from the start, align procurement and labor standards, support reporting, and protect the owner and prime from audit or eligibility risk. Our goal is simple, provide dependable grant administration compliance support so that engineering and construction teams can stay focused on delivery. Title Basin has a long history of running complex grant programs for state and local governments. In Florida, we administered the statewide Emergency Rental Assistance Program and supported multiple counties with federal grant projects. And across the country, we've managed more than $40 billion in federal funds with a consistent focus on eligibility, procurement, financial controls, and audit-ready documentation. We appreciate the opportunity to support this team, and we're ready to ensure any funding that touches this project is managed carefully, documented correctly, and fully aligned with Port Everglades' expectations. With that, I'll turn it over to Roberto. Thank you, Kevin. And to wrap it up, we stand here ready to work. We have a low volume of previous contracted work in the last five years. And as you have seen, we bring a strong local knowledge, strong technical depth, a full lifecycle accountability, including grant management. And more importantly as well, we understand the operational requirements of the port. We're going to incorporate that in everything that we do. And we look forward to supporting and partnering with the Port Everglades in creating a low-risk approach to the execution of this project in the best manner possible that will allow you to reach your goals. So with that, we appreciate your time. We have our team ready to support or answer any questions that you may have. So I'll give it back to you and see what the next steps are. So I appreciate it. Thank you very much. We appreciate the presentation from CSA Central Inc. and your availability to our committee members and project manager for their questions. Any questions from the committee? Go right ahead, Mr. Perez. Rolando Perez, you mentioned you had a large experience working at Port Everglades. Can you specify in what capacity were you involved in those projects that you mentioned before in your presentation at Port Everglades? Sure. Pastor Luis, if you want to. Yes. Yes, Roberto, if I may. Yes. We have basically worked as a site civil engineer and been responsible as a subconsultant to Bermelio Ajamil in all the redevelopments on all the terminals, starting with Terminal 18, the very first one that got completely redone and expanded, doubled its capacity, to the latest one on T25 and Terminal 4 in anticipation of the Disney Cruise Line. Our experience has been involved in specific to site development, utilities, permitting assistance, and a very, very active role during this construction administration. And if I may add that one of the things that over and over we noted and feedback that we got from the contractor was our ability to be there when the issues come up, when things were found in the ground that were not supposed to be there, and our prompt resolution of the issues, all in an effort to minimize disruption and allow for the contractors to continue their work. So we are very familiar with the tight schedule and what it takes to get the work done within the low season and all the permitting and all the coordination that is required ahead of it to allow for the successful completion. We also, by the way, we also have been involved in the extension of Slip 2, right at Terminal 4, Slip 3, and we're also subs to HDR for the – it hasn't been constructed yet for the design of the fuel Slip 3 widening, which is, I understand, under negotiation for construction. I don't know. Hopefully that would answer your question. I don't know if you have any follow-up items that you would like me to add or expand. So you mentioned you were a sub for Romello and Jamil as a civil engineering sub? Correct. Correct. That answers the question. Any other questions? Go right ahead. Rolando Perez, what's your experience with the mechanical and HVAC systems inside the port? I can tell you that we have been, as it relates to the other projects where we've been involved, we have been required to heavily coordinate for the support of the HVAC design, temporary power supplies, all leading up to from the utility perspective. I can attest that internal CSA has experience, not necessarily at the port, but when it comes to HVAC and temporary facilities that are very much applicable to this type of – to Port Everglades. And if I go to Billy, can you expand on our – Billy's our senior mechanical engineer, corporate-wide, if you can expand on our mechanical capabilities? Yeah. So, as Luis mentioned, specifically at Port Everglades, we haven't dove into the HVAC, plumbing, fire protection, electrical aspects surrounding it. But for the majority of our other clients, large airport facilities within Newark, New Jersey here, also down in Florida, we've been involved both in the concourse areas as well as the tarmac and other supporting structures. We've worked with our clients to maintain continuous operation during any event and construction activities, incorporating temporary taps to backfeed systems so when you take things offline you're not seeing that blip, both temporary and permanent solutions. We've also helped many of our clients with a large portfolio of having that emergency equipment ready available and being able to be on trailers supporting both on air-side backfeeding as well as water-side backfeeding with chillers and boilers. I have another question. Yeah, go ahead. What's your experience with dealing with building automation systems, specifically with train? Bill? Bill? So, TrainTrace, we have a fairly extensive experience with them and integration with theirs. So, we've worked with both their Modbus and BACnet IP as well as MSTP, protocol and communication. Actually, this past weekend I was doing retro-commissioning on a train system for a large 13-story building where we went through their steam boilers, their air handlers, their chiller integration, cooling tower, testing the systems, going under challenge conditions, stroking the valves, working through the full BMS overview. So, we have documented full sequence of operations as well as said on the back end have done both retro-commissioning as well as onset initial commissioning on the control system. So, we're very familiar with train and as well as others, Johnson, Niagara Tritium, just to name a few. Thank you. Thank you. Thank you, Bill. Any other questions? Ms. Tokar? Good morning. Could you please touch up on your record of delivering projects on time and on budget, especially as it relates to port construction? Puerto, I can talk a little bit about my experience when being in the limelight and having to be able to deliver Terminal 18 under the schedule, under budget and within the timeframe. And as Monica might have said, that was the standard operandus modus for all terminals given that the ship and the implications of having delays. Obviously, we're proud to have been part of the team that delivered all terminals in the last couple, in the last 20 years for forever gates with the budget, under budget and within the timeframe. So, there hasn't been any delays due to the construction when it comes to the ship arrival and the scheduling. And with that, methods that we've implemented is we see, you know, every project has risk. So, we have a proactive approach to incorporate float within the schedule and contingent milestones to ensure that a contingent milestone is met. Or if it is not met, there is an appropriate recovery to not affect the back end of the schedule. So, we take that proactive approach to outline and expect or anticipate the unexpected to make sure that it doesn't adversely affect our clients. And if I go down to what Bill and Luis mentioned, the fact that we have a full service project delivery capability allows us to control more of the resources that we can assign to the projects. And we have multiple experience of potentially federal funds that will be lost that you suddenly need to do things very, very quickly in order even to provide them an assessment, to provide them a report, to provide a design before your time expires. So, at that time, we just quickly mobilize, put our best people assigned to a project and be able to help our client or the owner to satisfy those requirements before something happens. So, you sort of see like a whole full cycle approach from, you know, adequate planning to troubleshooting and having to do anything that's necessary in order for you to meet that deadline or that goal. Because sometimes they have real life implications of losing funds or something else that could happen during operation, like a cruise terminal not being available for a new ship that comes in. So, we're very knowledgeable and cognizant of those issues. And the fact that we have a full service project delivery capability allows us and helps us to comply with those requirements when they come in. Thank you. Any other questions from the committee members? No? From our project manager? No? Okay. Well, thank you very much to the team from CSA Central Inc. We appreciate your time, your proposal, your availability today. And if you could monitor your emails and we'll invite you back once we finish the presentations for the scoring portion. Thank you all. Have a good day. Thank you very much. Thank you. Thank you very much. The first presenter, CSA Central Inc., has now completed their presentation and answered all questions. If the purchasing division could please request that the representatives from Salts Michelson Architects join the closed portion of the meeting for their presentation. Mr. Hammond? Good morning. Good morning. Ms. Farlander? I think she's joining as well. Do either of you know who's going to be needing the presentation ability for Salts? Probably Natalia Castro. Okay. Here they come. Good morning. Good morning. Good morning. Thanks for joining us. Ms. Castro, you're going to need the presentation abilities? Yes. Okay. All right. What we're going to do first is we're going to load up a sheet that lists all of the Broward County staff so that you can make sure that only your team is in the call as well as the Broward County staff. Okay, great. So if you want to look at the participant panel and let us know if you don't recognize anybody. Yes. And are we waiting for anyone else from your team? I believe we have everybody. Nate, Steven are here. Mary and Charles is here. And I think we're good. Okay. So if you could take a look at that list and if you could affirm that there are no other individuals in the meeting other than your team and those Broward County staff. Yes. I affirm that there are no other individuals in this meeting besides our team and Broward County staff. Okay. So we're going to give you five minutes to set up. We'll take down our sheet, let you load up your deck. Excellent. I think we kicked out your note takers earlier. That's fine. Okay. No problem. Can you see the screen? Yes, we can. Excellent. Team, are we ready? Ready. Okay. Ready when you guys are. Okay. We'll reset the clock for 15 minutes. Go right ahead. Okay. Great. Thank you. Charlie. Good morning. My name is Charles Michelson and I'm president of the Salts Michelson Architects. And I'd like to thank you for inviting us here this morning to be considered for this wonderful project. Very quickly, I'm going to have the remainder of my team introduce themselves. I'm Natalia Castro. I'm the chief operating officer of Salts Michelson Architects. Hi, Mary Farlander, principal of Salts Michelson Architects. Good morning. I'm Nate Hammond, president of Hammond & Associates for MEP Consultants. Hi. Good morning. Steven Farkerson, also with Hammond & Associates. I'm the managing director. So what we're going to do this morning is very briefly reintroduce our firm to you, respond to your specific questions, and then ultimately leave you with information about our firm that we believe warrants our ultimate consideration for this contract. Now, Salts Michelson Architects is a legacy. Now, Salts Michelson Architects is a legacy Broward County firm and this year we'll be celebrating 50 years in business working in this community, something that we're very proud of. We have millions of square foot of renovations and public facilities. Our staff is 33 years strong with 10 registered architects, all working locally, all able to service this contract. Our team, as you can see here, our hierarchy of team, the management you've met, with Mary being the principal in charge of this project. But my project managers, some of whom I've listed here, for working on multiple projects simultaneously, which is really what one of the important components of this project is. Excellent. Now, we've put together an extensive team of consultants to support us here. What's very important that every one of the consultants here is a local firm. So even with our proximity of the site being a few minutes away, all of our consultants have proximity to the site and able to serve the contract. And we have strategic redundancy in consultants so that if anyone's schedule can't reform, we can adapt to your schedule and make sure we work and complete the project successfully. Now, multi-project contracts are an area of expertise with our firm. We have these contracts with the state, with multiple counties, with multiple cities, and even public agencies. Public contracts are what we do. So we understand the paperwork, the nature of the project, our obligations to perform. And we have a team that we've put together with well-experienced to be able to execute this successfully for you. There are samples of projects here that we've worked on under our multiple contracts. And these are beautifully designed buildings from Broward Sheriffs to transportation facilities. But what's important is not only the design and the architecture, next slide, is that we deliver complex capital improvement projects as well. We modernize building systems. We implement strategies to phase the improvements into the building and make sure that all buildings stay in operation with uninterrupted operations during the development of these type of projects. Next slide. So we want to answer your specific questions. We have grant experience. And in fact, right now we're completing two projects for Broward County—the North Central and Homeless Assistance Centers—that were grant-funded projects and, you know, coming towards the end of construction on both of those projects. In addition, the Broward County Lord Hill Transit Center, something we're proud of, the first net positive building in Broward County, had a federal grant associated with it so that we had, by American requirements and other grant components that needed to be incorporated into the project, and it was successful. FEMA grant experience on multiple projects throughout the state, and additionally, we even helped the hospital districts write scopes and put budgets together to pursue FEMA grants. We are experienced in working in occupied port and airport projects. Right now, we have the ECAD project, so we work at Fort Lauderdale Airport, and we're able to understand and work in secure environments on buildings that need to stay in operation with critical components going on on a daily basis. Again, we have millions of square foot of these type of projects. In addition, we do work at other airports. We finished the design of an airport hangar down at Marathon Airport, we've done renovations to FBOs up at Jacksonville Airport, so we're used to working in these transportation facilities for the counties. Additionally, we develop MOTs for the projects that we work on, so we make sure that the operations of any facilities that are being modernized or renovated aren't impacted by virtual work. We design the staging of the project, we design the scheduling of the project to make sure you have uninterrupted and safe operations. And safety leads into security. We know that we work in very secure environments within many of the buildings that we work on, not only at the airport, but even by our sheriffs that we just completed. Separating the public from secure areas, making sure everybody's safe, and then obviously at the airport dealing with customs in other areas. Our approach to existing buildings is we really get into the project itself above the ceilings and the infrastructure of the projects to make sure that we understand the impact of our project upstream and downstream from the work that's going to be done. We implement creative approaches to the technical evaluation to the project, not only the design. Working in buildings that stay in operation, no more complicated than when we work in hospital facilities, and they're open 24-7. Again, we do that in all our public facilities, and now I'd like to have Mary continue the presentation. Thank you. One of your Evaluation Committee questions is our experience with temporary power, temporary air conditioning for occupied buildings, including conveyor systems, elevators, and retrofitting existing structures. Next slide, please. As Charles mentioned, our firm has vast experience in working with retrofitting existing buildings, all occupied and operational. Next slide, please. One of those buildings is the Broward County Main Jail. We took this project through 100% CDS and permitting. It's currently on hold. However, the importance of bringing this up today is that we worked very closely with Broward County CMD jail facilities, and the construction management team to identify 27 construction phases, all with the highest level of security in mind. Now, this was because of the jail capacity. They had to make sure that they could still meet a certain capacity, so we had to look at all the different phases that would work for both the construction team and facilities. Next slide, please. Another occupied building that we worked on was the Memorial Regional Hospital hurricane hardening. We came up with a specific solution for this where we were able to design the exterior windows to be installed with the existing windows still in place. This allowed the contractor to roll through all of the exterior work in their pace and quickly and save time and money, all while separating the interior work to work with the hospital's programming, their operational programming. We are currently working on the Fort Lauderdale Airport terminal 3 air handling unit replacement. We've partnered with Hammond Engineering on this. It is replacing 22 rooftop air handling units for the airport. We definitely have to bring in temporary power for this one because the building's occupied. So what we're planning on doing is removing window panels in order to bring that temporary ducts in. And now I will give this over to Hammond Engineering to discuss a little bit more about the project. Thank you. Thank you, Mary. We have extensive experience working on occupied facilities where downtime is not an option. As Mary mentioned, there is ongoing AC replacement at T3 at Fort Lauderdale Airport. This requires detailed phasing plans and provisions for temporary power and cooling. The design team coordinated with the CM temporary units with generator power to provide cooling and not to interrupt the airport operations. So what's exciting about our team is that you get two hyper local reputable Broward County based firms that have deep and combined experience in Broward County, but also Port Everglades. Given the building systems focus of this procurement, it will be hard to identify another firm such as ours that has as much cruise terminal building system experience as us, especially Port Everglades. Now, we have successfully delivered renovation and new construction projects across three very notable ports across the southeast, Port Miami, Port Galveston and Port Everglades, especially. So as a CBE firm, obviously, we're very, very grateful for the experience that we've had with Port Everglades and we believe that it will be a tremendous benefit to the port and the county. Now, in terms of, you know, that say, you know, we have touched every we looked at your procurement, we touched every single one of the terminals in this group from a building to building systems perspective. And in most cases are the ones that performed the last major renovation, which includes ACVAC. So, you know, we have a very we have existing documentation and we are very intimate with we have very intimate and recent experience with these specific terminals. Now, with this experience, we understand that there's unique attributes and considerations in port operations that we that we have. We know about such as ensuring the building system perform around your day to day port operations. For instance, we know that there are days of the week in which the terminal is not fully operational. So we have designed systems that are in place right now at these specific terminals that have mixed HVT control system sequences as well as versatile controls to support energy efficiency. Looking forward to talking further later in the presentation. In our more than 20 years of working at the port, we have done everything from AC replacement to switchgear replacement. We have designed security and AV systems and passenger load and bridge replacements. We have extensive experience at the port and in all of the passenger cruise terminals. Okay, great. And we also want to take the time today to answer another one of your questions was about keeping the project on schedule for potential delays and permitting and inspections. And at SMA, we have this three pillar approach, which is about communication, quality drawings and blueprint review. So our pillar and our core process is project management. We know that a well-planned project from the very beginning with early involvement with everybody, the user group, the client, the PM on your side, the PM on our side and the consultants as well, will set the project for success. Now, transparency throughout the process and communication and accountability throughout the process is crucial to ensure that whenever, especially when we are working on existing facilities, we try to reduce the surprises. So proper planning will not eliminate surprises, but it will certainly help us build that resiliency that when we need to act, we are able to act and provide the accountability that we need to bring the project to a conclusion for you. Also, understanding that the pre-plan review process is something very, very important that we can anticipate at the schedule level on that early setting the schedule early on to make sure that we get that pre-plan review before we actually submit for permitting. So we can anticipate, we can anticipate all the problems that we can, not until we see that building department review of the plans and figure it out what we need to do. So quality control is something that is ingrained in our practice. We want to make sure that quality drawings is being submitted so we can try to anticipate any, we can try to anticipate any issues or avoid any issues moving forward. Another component of our core process is that the project manager that starts with the project, ends with the project. That's Mary, she's a principal on this project, she's a principal on this contract, but she's very highly involved. We have principal involvement in every single project, not only from Mary, but also Charles. And that PM that is assigned to your project will remain from the very beginning until the very end. And we find that extremely important because of the decisions that are being made in the beginning of the project carries on until the crucial time, which is construction. And we try to avoid change orders or something or some of the decisions that we try to make, we make early on that perhaps another person that was assigned at the later stage won't understand. And we take the lessons learned and all of our extensive experience with Broward County to every single project, every single project. We ask ourselves, what did we do well that we can duplicate here? How can we improve? What mistakes should we avoid and what problems could we have avoided? And the fact that we have worked in so many other divisions within Broward County, Transit, CMD, FMD and BCAD, we are able to bring those experiences. And not only the fact that we are local and we're able to attend to any issues that come up right away. And another question that you also had was about the warranty aspect and the fact that we have worked in the Broward County projects for such a long time. We understand how they happen and how the county likes to have it handled. And we're not going to wait until that, you know, 12 month period to bring in the contractor. We are at that very early stage in that kickoff meeting where we're setting the schedule. We are going to anticipate warranty. We didn't start the drawings yet, but we're going to anticipate that warranty period. And we're going to put in the schedule that a few months before the warranty is up, we're going to start having those meetings and conducting the inspections and documenting and providing the actual support that we need to attend to in case there is an issue. So the contractor can address it immediately. And with that, what makes us the best choice for Broward County? Well, it's about you. Not only we really want your business, but our number one commitment at the firm is our community and Broward County is our community. We're literally three minutes down the port. That provides us with a very quick response. We partner with an MEP that is the MEP for those specific facilities for this group. So there's a continuation of service and we have existing drawings and we're able to provide high quality results. And you have here a trusted team that has service Broward County before and continues to service. Thank you. And we appreciate your time. And thank you. Thank you. Thank you very much. To the team from Saltz Michelson Architects, we appreciate your proposal presentation and now availability to answer our committee's questions. Committee members, any questions from our project manager? Do you have any questions? Okay. Quiet group this morning. Okay. We appreciate the presentation and if you could monitor your emails, we'll be getting back to you when we're inviting you back for the scoring portion of the open meeting. Thank you. We appreciate it. Thank you, Mr. Michelson. Thank you very much. Take care, everyone. Thank you. Bye-bye. The second presenter, Saltz Michelson Architects, has completed their presentation. As the team is leaving the meeting, Purchasing Division, if you could please invite the third presenter, BEA Architects, Inc., to join us in this closed portion of the meeting for their presentation. Committee, do you need any kind of a break? Sure. I'm not going to recess the meeting if you can be back within five minutes. Okay. Good morning. Good morning. Good morning. Is that Melanie? Hi, Melanie. Hi. Yes, it is. Thank you. Good morning, Kathryn. Good morning. No one else has joined from BEA at this point? Directly? No. Okay. Hold on. Okay. Yeah, everyone's joining from the office conference room, so I think they should be either in the waiting room or… Okay. We'll look. Trying to get in. I don't see them in the lobby just yet. Okay. Thank you for checking. We were wondering what happened. You're welcome. I know. I was wondering, is that I'm remote, so I'm not with the team in the office, but they confirmed that they're trying to get in. Okay. Or should be joining soon. Yeah. Okay. Thank you. Do you happen to have the phone number for that conference room? Because I could just invite them from Teams directly, because I'm not seeing them yet. Okay. In the lobby. I don't have it on hand, but they did confirm they're in the room and they're going to be joining soon. Okay. Thanks. Not in the lobby yet, still. Lactus, not sure if you intend to be on mute. Yeah. Nothing yet? No. Oh, here they are. Taylor. Okay. Yes. And Pravin56. I hear them. Yeah, they're there. Good morning. Good morning. Welcome. Thank you very much. We're trying to get our team's screen up. Give us a second here, if you don't mind. Sure. Now we see you. Okay. Thank you. We're up. Okay. Welcome, Mr. Ramos and team. I'm going to steal the screen for a minute and we're going to put the list of county staff members up and if you want to compare that list to the team's participant panel because we're trying to make sure that there isn't anyone in the room that shouldn't be in the room either from the county or your team. Okay. I don't see an LN, the initials LN on the county staff. LN. I don't know who that is. LN. That's probably Lactus. LN. Lactus, yes. Ah, Lactus. Thank you. I think some of the names are abbreviated. Oh. Okay. I think we're good. Okay. Who's, who's, who's Bravin 56? He's from Lactus's office. Oh. Okay. Okay. So I have a quick statement for you. For the record, if you could please affirm that there are no other individuals in the meeting other than your team and those county staff members listed. Affirm. Thank you. We're going to take down that sheet and who needs the presentation abilities in teams to load your deck. Who's going to be the presenter in teams? I will. Okay. Bruno. Okay. It's under Taylor right now. Okay. She signed in because we're in the conference room and her computer is set up here. Okay. So that sign in now has presentation abilities. If you want to load your deck up and we're going to give you five minutes for the setup. Okay. We see the presentation. We can see you in the room. I think everybody else has got their cameras off if that's intended. Yes. And you want to do any other AV checks? Thanks. I did. Looks like we... Can you guys come and I'll try the... Yeah. Okay. I think we're good now. Okay. We'll reset the timer to 15 minutes and your team has the opportunity now. Thank you. Thank you very much and good morning to everyone at the selection committee and at Fort Everglades in Broward County. We're excited to present our credentials for this building systems assessment and design group one solicitation. We put together a comprehensive presentation for you to present our team's experience. Our team is based in South Florida, but is world renowned for maritime experience. We're sought out from Europe, Asia, Turkey, and the Americas for our experience in working in maritime projects. We have over 200 years of collective experience, specifically in working in ports with cruise lines, with port authorities, and with the steamships shipping lines. We have over 20 contracts that we've delivered successfully for Port of Miami, Canaveral, Miami-Dade County, and Broward right here locally in our communities. And we're known for our maritime and transportation design specialists. We have a diverse local group of NA professionals, and we've put together a pretty substantial MBE, CBE team. The team will be led as myself as principal in charge. To my left, Robert Draper will be headed as project manager. He's vice president for the firm. And to my right, Sofia Ramos will be heading up design and planning expertise. Well, we'll be supported by Oceanside Solutions. Joe with Oceanside on the coastal resiliency and vulnerability assessments. Brave Engineering will handle MEP engineering. Premier Design, the CBE firm, will be handling civil engineering and land surveying. Laktus Johan, who's on the call as well, is handling our structural engineering. They're also a CBE firm in Broward County. RGD, Fire Protection Life Safety Systems, will be handling that component. And Jacobs Engineering for the marine component of the project. As I mentioned earlier, we're a local team headquartered all throughout South Florida. And in very, very close proximity of Port Everglades. We have extensive past experience, not just in greenfield ground-up projects, but in expansions, renovations, assessments, and expansions. And specifically with the components within these terminals for gangways, passenger ramps, which become very popular to substitute for escalators. Renovations and expansions during cruise operations and maintaining those buildings operable so we can serve the cruise lines while those expansions or renovations are taking place. Facial recognition, VIP and specialty spaces. Escalator elevator upgrades. Pre- and post-security check-ins at both pre-security and post-security. CBP experience, we're used to working with CBP on a regular basis. Locally and headquarters. Electronic check-in, luggage handling systems, provision areas, and crew areas, just to name a few. At Port Everglades, we did the original design for Cruise Terminal 29 when we converted that from a warehouse to a cruise facility for Holland America. And now up late, we've been speaking to Royal Caribbean about their plans for that expansion. We not only work with cruise lines, we work with cargo operators as well. Many of your tenants fit. We did their entire cargo facility, gatehouse, office building that we did there on Port property. For Port Everglades Terminal Pet, we did their two phases of their project. The first phase, the gatehouse, scale house, two-story office building. Second phase was their RTGs, electrified RTGs, that we did for them. And we currently are working with them on phase three through a merit grant that we helped them apply for. Past performance at Port Everglades, we did Port Everglades phase nine B and nine A for the port. And we currently are finishing up the King Ocean terminal expansion that we did there. We also did the sea freight facility and quite a bit of work for Crowley on property as well. One of the important projects we wanted to highlight today because of your scope is the project we're working on at Port Canaveral, which is Cruise Terminal 5. This is a 90,000 square foot terminal expanding 56,000 square feet to accommodate the larger ships, extend the lifespan of the terminal. And this particular terminal goes from a 2,500 passenger throughput to 4,500. It'll have new ticket counters, both electronic and legacy traditional type ticket counters. CVP processing expand to the new requirements of 4,000 car parking garage and a connector bridge. All of this while maintaining the cruise terminal operating. And more on that in a little bit. Disney Terminal, we've done quite a bit of work for Disney, award-winning theme. We did their ground up terminal originally and an expansion recently to house pre-security check-in that we did with facial recognition up front. Right when the guests walk in is that large glass area you see at the bottom underneath the tower. We also did an expansion to the drop off canopy escalators and the overhead bridge elevator as well that connects that baggage handling, intermodal, etc. For the Port of Miami, we did their command center build out in the C3 lightspeed building relocation, which was one of their key components to their project. And last but not least, our project approach. So we understand that the approach and the scope here is to do assessments for multiple terminals, identify deficiencies, lifecycle needs, required upgrades, prepare program documents, cost estimates, implementation schedules, and minimize the impacts to the port operations, which we understand is extremely important in every project that we do that involves an existing facility that we're touching. Not just from an operational standpoint, but from a security standpoint, safety, and an ADA, American disability side. Design permitting and building system improvements are also critical for HVAC and MEP systems, roofing, etc. But we also like to look at the history behind those and all the work orders and repair orders. That tells us a lot about what's happening in those systems. Bid packaging are all reviewed by our in-house general contractors for constructability as far as schedule as well and cost. And we have quite a bit of experience in negotiating and resolution of change order requests. So our evaluation committee topics that you asked us to cover, grant pursuit. First of all, we've done a few of quite a few of these grants for FSTED with ports, mainly Port of Miami and Port Canaveral. Most of them have been at Port Miami security grant at Port Canaveral with security grant and a signage grant that we helped them submit and successfully achieve. And of late, we've been working with Port Everglades terminal MSC cargo yard for their merit grant that is supposed to be granted this month, I believe. So the key here that we have is to identify grants which Port Everglades would like to pursue and believe we would we would qualify for. And then we have to align the documentation with the grant compliance requirements from day one, maintain strict cost segregation and tracking cost documentation required. Make sure we keep those in audit grade storage for federal and state audits and integrate resiliency and sustainability metrics to support funding eligibility. You asked us to look at operating port near port facilities and maintaining them while operational while the renovation or expansions are taking place. We have not touched a single facility, a cruise facility to be specific, that is up that is scheduled for renovation and expansion that has not been occupied. Every single one we've touched has been occupied. And that's the key component of our expertise is we know how to maintain those operations. We know how to make sure the life safety issues are addressed. Total occupant loads are addressed. Proper means of egress are addressed throughout these operations. Temporary walls are set up and temporary quarters are set up to make sure the operation hand is handled. And that not just an architectural basis, but from an MEP basis as well. Fire alarm that has to happen. Life safety, fire protection systems that have to be in place by zone as well. All of those are items that we work with day in and day up. So our strategy includes maintenance of traffic plans, not just for the outside traffic, but indoor guest passenger traffic within the terminal for operations traffic as well as egress. Night weekend construction when applicable and temporary circulation plans I just mentioned. Closed coordination with port operations and security is key. So your staff knows what's happening and pre-construction stakeholder workshops. Strategy to maintain schedule. Early authority engagement. We want to make sure all of the departments, whether it's just the port engineering, construction division, the fire marshal, environmental agencies, DEP and federal agencies all buy into the to the concept early on. Buy in is is key to a successful project because they know what's coming. They feel like they were informed early on in the project and they will have. They'll feel more comfortable with the process as it comes along. Along with that, a parallel process with long lead systems packaging, early release packages for mechanical, electrical and steel if applicable. And internal QA QC. As I mentioned earlier, we have in-house general contractors that review these for constructability, code compliance verification prior to submission. Inspection mitigation is also an important key component to do pre-inspection walkthroughs, mock mockup inspections before the actual inspections take place. And contingency planning because, as we all know, Murphy is around every corner. And so we like to plan for Murphy. So when he shows up, we have a contingency plan in place. So from a warranty management standpoint, our warranty tracking matrix is very, very important to make sure the components get put in as to the actual date of put into service. A 10 to 11 month walkthrough, we strongly recommend. And during that walkthrough, we review all warranty maintenance and repair work orders that have taken place to see if there are any skeletons in the closet that may need to be addressed before the warranty actually expires. System commissioning and verification is a key component of that early on to make sure it's set up properly. The proper training and testing is in place. And last but not least, post occupancy review to see how it's operating, how its energy performance is taking place and system efficiency confirmation to make sure it's performing. Experience with complex mechanical fire suppression and temporary systems. I mentioned Canaveral Cruise Terminal 5. This is one that has five phases. It was a phase phase construction during an ongoing operations. Three cruise lines are using that facility. So there's three days a week. Fire zones, temporary signage, means of egress all had to be in place for each zone and signed off by the fire marshal. Our workload is such where a lot of our work is expiring now through early 2026. So we do have the manpower and resources available to be handled this job successfully. Our prior work with the port for cruise terminal for phase nine A and B was about 1.5 million dollars. About 1.2 million dollars of that went to CBEs. YBE, BEA, over 30 years of port specific experience, including Port Everglades. We're familiar with Broward County and the port staff there at Port Everglades. It's a local firm with world renowned experience. We have a local multidisciplinary A and E team. We have an excellent team of CBE and MBE subs. And we know that we expect from you and from us zero disruption from cruise operations and schedules during work while it's being performed at your facilities. Thank you for the opportunity. Thank you, Mr. Ramos, and to the team from BEA Architects. Thank you for that presentation. And now I'll turn it over to our committee members to pose any of their questions. Mr. Perez. Good morning, Ronald Perez. Which MEP company are you planning to be using? Because on your organizational chart, you're listing Graf as your MEP. But on your presentation, you are saying you've used RGD. The Graf is listed for MEP. R&D is listed for fire protection, I believe, exclusively. We can go back to it. On your examples for your complex projects involving mechanical, you listed RGD for the Tenant Build-Out Engineering Class A Tower, Office Tower, and the Phillips Point. Well, they listed the projects, but one of the key components of that that they were involved with was the fire protection on that facility, which I didn't highlight because I was focused on my 15 minutes. But it had to do with the fire protection on that project. But in that particular project, they did the full scope of MEP. And most projects, for example, Jacobs also has MEP components in their facilities. We like to have teams put together where we have resiliency as far as our subs, because it gives us an opportunity to do peer reviews within our team. And it also gives us an opportunity where if something's happening within the team, we can actually very quickly move to another team member and deliver the product to the port on a timely basis. But for this particular, on the original base arrangement for this, RGD is doing fire protection. But they do have that ability as well for MEP. Can you specify a few examples of your MEP sub-vendor when it comes to replacing large-scale HVAC units on a large building? Yes. Grave is a large firm. They're not a CBE firm. They're a large firm located in Florida. And they have done extensive experiences. For example, they did Terminal 10 with us at Port Canaveral, which is not highlighted here. Terminal 10 has a pretty extensive chilled water system with an ice storage facility that we worked with them on for a grant and got an FPL rebate for the port on that facility. They also did a pretty large renovation project with us when we did CTA for Disney. So they are extremely familiar with port operations and port infrastructure requirements. What's their experience with building automation systems, specifically with TRAIN? All of the projects that we've done have been TRAIN. As the saying says, you can't stop a TRAIN. TRAIN is one of the most popular automated systems in the market today and one that we highly recommend and we use on 90% of our projects. All of the jobs in Port Canaveral are TRAIN. Yeah, all of the port canaveral jobs that we've done, whether it's Terminal 1, Terminal 6, Terminal 5, Terminal 10, all have TRAIN automated systems. And Grave handled those. Thank you. Any other questions from the committee? Ms. Tokar? Good morning. You presented a lot of projects and demonstrated your design experience, but could you touch up a little bit more on your experience with building system assessment, especially as it relates to port? Do you want a general or can you tell me specifically what building systems you would like us to address? Ms. It's not building systems. My question is in reference to building system assessment. If you ever done building system assessment for Port Rogers. Oh, all the time. Terminal 5, the most current one that we've done, the first thing that we did for Terminal 5, Terminal 5 was constructed in 1988 and went through an expansion in 2015. Thank you, Robert. And that project had a chilled water and ice storage system, generators, life safety systems, and we had to go in and assess each of those components in the project, whether it's the roofing that got redone, whether it's the window system, whether it was the HVAC systems, whether it was the automatic control systems, lighting control systems, whether it was the generator, et cetera. We went through item by item with a team of engineers and walked through that building, created an assessment report that was submitted to the port in draft form. The port had additional comments. We met with their operations people and their maintenance people, addressed comments with them, went back a second time and finalized the report item by item to include expected life expectancy of each of the systems, life cycle costs and replacement costs regarding alternative systems that they would consider. And based on that, the design and program criteria was established and the construction documents were, that was the basis for the construction documents. Thank you. Go right ahead. Pamela Sanguino, I've seen in the presentation that you have plenty of experience with cruise terminal renovations and expansions. In specific, this question is regarding the provisions to keep the building operational. What are the lessons learned or things that you have applied in the past as approaches to avoid any interruptions to the building operations? Yeah, there's always a new lesson to be learned on every project, as we all know, as the design professionals. But one of the key components is communication and transparency. It's important for the port staff and their engineering staff to know what's happening. It's important for the port operational staff that are feet on the ground to know what's happening. It's important for the cruise lines to know what's happening on what days and what's going to be happening and how it's happening. It's important for the cruise operator because a lot of times the cruise lines don't operate themselves to use a separate operations company. They need to be involved. The stevedores need to be involved. So the entire, all of the members that are involved in this orchestration of an operation at a cruise terminal, they all need to know what's happening, when it's going to happen and when these changes are taking place. So communication to them is one of the most important parts and lessons learned that we've had on any project. Because when there's a lack of that communication, that's when problems occur. Rob, you want to add anything? Thank you. Any other questions from the committee? No? From our project manager? Yes. Thank you. I have a question related to MEP jobs, renovation jobs. Are you guys participating in sizing the temporary units required to sustain temp air conditioning or power in any of the projects that you already presented regarding facilities that are needed to be active? Thank you. Very good question. There are two methods that we use in analyzing existing and temporary HVAC systems. The first, which is usually the most cost effective, is to try to allow the existing equipment to be maintained with minor modifications while the new equipment is installed. That's usually the most cost effective solution to the port, from our experience. Alternatively, we have to bring in temporary facilities. That's usually at a higher cost. And those facilities would be either trailer mounted, air-cooled systems that are brought in, that runoff generator, and or local power as well. As far as sizing the component is, there's a couple different approaches to this. It depends on where in the schedule it's going to fit, right? So if it's throughout the entire project, we need to design it for the worst-case scenario of the phase. Let's say it's like Canaveral CT5. It's a five-phase project. Within that phase component, there's a worst-case scenario. That worst-case scenario, as far as heat gain, whether it's latent heat or direct radiated heat from the exposure, that it has to be sized for that component. And then throughout the life of the project, because you don't want to be switching out equipment through construction phases, because that's going to actually increase the cost in the long run. So it would be sized for the worst-case within that construction phase. But as I said, we have found the most cost-effective way is to allow the current chillers and air handlers, if they're still operable, in most cases they are, because the terminals are operational to be kept as our source of HVAC services. Thank you. Any follow-up questions from the committee members? No? Thank you, Mr. Ramos, and to the team from BEA Architects, Inc., we appreciate your availability to our committee today, your presentation, and your proposal. Please continue to monitor the emails, where you'll be welcomed back to the open portion of the meeting for scoring once we finish the next presentation. Thank you very much for the opportunity, and have a great rest of the morning. Thank you. Thank you. The third presenter, BEA Architects, Inc., has now completed their presentation and answered all questions. As the team is leaving the meeting, if the purchasing division staff hasn't already, please invite the fourth presenter, Justin Architects, PA, to join the closed portion of the meeting for their presentation. Did Mr. Beardsley get in? Oh. Welcome, Mr. Beardsley. How are you? Hey. Hey, doing well. How are you? Good, thanks. We're just waiting for others to join. Joseph Dodo is in the lobby. I think he's with the previous presenter. I'm just going to invite him in for a second and let him know that his time has passed. Mr. Dodo? Mr. Dodo? Yes. Hi. You were trying to get into the lobby during BEA's presentation. Is that the team you were with? Yes. Okay. Your presentation has finished, and we're now entering into the next vendor's presentation, so if you could please leave this meeting, and then you'll be invited back once we get into the open portion of the meeting for scoring. Thank you. Thank you. Good morning, gentlemen. Good morning. Good morning. We're just welcoming some of your team members in. Who is going to need the ability to present the slide deck in Teams? That will be me, Carlos Giustiano. Okay. Does it look like we have everybody from your team on the call? It was a couple minutes. I think that we're missing a couple members. I see some more. They were in the lobby. Yes. Thanks, Mr. Giustiano. Thank you. Mr. DeRose is also? I guess so. Yes. Hi, Mr. DeRose. Hello. So in just a second, we're going to load an Excel sheet that lists the Broward County staff members, and if you can compare that list to the participant panel in Teams and make sure that there isn't anyone other than your team members and those listed Broward County staff. If there's anyone you don't recognize in the participant panel, let me know, and we'll determine who they are. Yeah. Thank you. Kristen will do that for us. She's checking. Okay. Thank you. Anyone you don't recognize? I don't see it, but I think people are, there's one more person from our team missing. Mr. Beardsley? No, it's Merrick. Oh. Okay. Is Charles Beardsley supposed to be with your team? He's in the lobby, and so is John Macias? Yep. Both of them? Okay. Yeah, we need him. Okay. Just coming in. And who was that other person you said? I missed their name. I think it was Merrick Solsky. Okay. Okay. While we're waiting for Merrick, if we can get you to affirm that there are no other members in the meeting, no other individuals in the meeting other than your team and our Broward County staff. Kristen, could you please confirm? Yes. That is our team, and there isn't anyone else. Just let me know if someone else is waiting in the lobby. We're still waiting on Merrick Solsky. Here's Merrick. Okay. Thank you. Okay. So we're going to take down this slide deck. I mean, this slide deck. Let you put your slide deck up, and you can have five minutes for your setup, run through your AV checks, and let us know when you're ready. You're ready? Yeah. If you're good to go with the presentation, we should be good to go, guys. Okay. Okay. We're going to reset the timer, 15 minutes, and you're welcome to start. Thank you. Thank you very much for the opportunity to present to you. My name is Juan Justiniano of Principle with Justin Architects. And just a few words about us. Justin Architects have been here in Broward County for over 46 years, provided successful projects. Over 1,000 of them worked in a number of municipalities. We are here, our core team. I'm going to mention Tony Herrero, who is here with us. He's a senior architect with us. He's providing services right now as building assessments at the port. Team Juan, Daniel Justiniano, and Carlos Justiniano, and I will serve as the core team to provide the services for Port Everglades. We're very happy that we are bringing a very, very select team of consultants in front of you. And consultants that have worked previously at the port and actually are working currently at the port. I'm going to start with Muffin and Nichols, providing several structural work drainage and CEI services. Let me step back for a second. We will provide advantage for the team, and of course, we will look at architecture. WSP, provide a critical review or provided services for critical systems, like MEP, AC. I know that that's critical for the terminals, and also grant administration. And Carlos will touch on that in a few minutes. Also, CMC providing an envelope waterproofing consultants. John Masia here with us also have worked with us already at the port in a number of the buildings. So we, as I started, a very select of members of consultants, providing surveying, control point, geotechnical survey with ECS, environmental consultants, Tracy's with us on the call too, with AirQuest, TraftTech Traffic Engineering, Duland Design for Landscape Architecture, TLC providing the IT and communication services for sustainability and resources. Actually, something for all of us, but breaking ground, given those of services. And cost estimate, very critical too with CMS. I wanted to point out that this team has extensive Bruce experience and have worked at the port, as I did mention before, together, and have extensive experience here, and we're local. So we're here for you. And here to present the project approach, Carlos, please. Good morning. So I'm going to be going over the project approach. And I would like to start by saying that we understand your need to strategically upgrade the operational facilities and extend the lifespan of your facilities. That is why we bring forward to you a remediation-focused team that has deep experience on complex projects, where we target specific interventions, and we focus on three points. We want to anticipate any challenges that the facilities may be having now to prevent them in the future. We then resolve that, and we then execute it through design. The benefits that the port will receive from this are durability and long-term performance. Now, we understand the importance of operational continuity at the port, as the port is a main economic engine. And we want to be a part of that. So we'll do that by having one cohesive team. Our approach is really based on partnership and service, where we have a collaborative approach with you and all stakeholders. We'll do that through having a unified leadership, all pushing towards the same vision, because our end goal here is to provide functional and practical solutions that are going to enhance the port's operations. And we bring forward to you a already experienced team. This team has deep knowledge on active ports and has worked on multiple ports throughout the region. So this team understands infrastructure. We understand the complexity of operation, that the operational environments within the port, and that there are active facility constraints. That is why we believe that through our planning, we'll be able to anticipate any challenges and deliver effective solutions. So our approach is not only based by our design experience, but by a real construction experience. So as we move on to the pre-design phase services, there is an ample amount of tasks that we proceed for this step. But our first step is really setting up a collaborative environment with the port, where we first identify any project goals, operational requirements, and any schedule constraints, of course. Just an architect's leadership would be present throughout all disciplines and throughout the entire process. And we first start by asking the correct questions. We then come up with a methodical approach in which we systemize the documentation process through field walks, drone footage, photographs. We're able to verify existing conditions since this is a data-oriented team. We also want to acknowledge any existing warranty so that we don't impact those. And one critical factor during this phase is having early access to the building. So getting a head start on badging is crucial. That way we can get into the buildings, identify any deficiencies and opportunities, and come up with a clear schedule and pathway to prioritize these through our actionable reports. An example of this would be the BCAT Security Building. It was an all-trade assessment that we did for BCAT with the goal of repurposing the building for BCAT. Through our reports, we were able to gather data. And we came up with budgets, construction durations, of course, as recommendation on dollar values. So I would like to summarize our pre-designed phase services by saying that the goal of this is to translate our findings into clear and actionable reports that will help the long-term planning of the port. As we jump over to pre- and post-construction services, based on a successful and informed pre-construction period, we then transition to the execution of these projects, where during design, our experience in design will allow us to come up with great solutions, of course, considering the operational constraints of these facilities. During pre-construction, we ensure that that project is ready for construction through proactive agency coordination for permitting. During the construction phase, we become your advocates. We get a new team member, which is a contractor. And we defend that design intent and make sure that the project is moving in your best interest through our observations and documentations. For post-construction, for us, it's critical to gather all the asphalt and warranty information as part of the closeout documents. By the end of the project, our goal is to give you a fully operational facility as well as a fully documented facility. A recent example that we're working on, including with John Macias, is the courthouse, which is a multi-phased, multi-structured project, which had multiple steps and required many enabling packages. For example, demolition, even though it was a very, even though it is a very active public space, interior renovations, temporary life safety conditions, and even asbestos. But each of these packages help us, they become like stepping stones and help us reach the end goal. Jumping over to permitting and regulatory coordination strategy. This board brings proven port permitting experience with multiple projects under our belt. Justin Architects will lead that permit management, make sure that we're assisting in tracking permits. And our strategy is really to have early permitting. And we'll do that by having pre-planning views to make sure that we're accelerating these approvals and we can maintain project momentums. If the project is a larger, complex project, then we have the option to structure the permitting into phases, where we'll still be able to coordinate multiple agencies concurrently. An example of this would be the Heron and Parking Garage, where we had ample coordination with the general contractor and the permit expediter. And our benefit to this was that we provided, we pushed for short response times and very descriptive narratives to help gain faster approvals. Moving on to grant administration. This team brings a three step approach focused on research and strategy, which is where we want to stay informed of these funding opportunities and make sure that we align to the capital programs and projects available. Knowing that information, we then move over to grant writing, where we write and develop these competitive grant packages to be able to secure the grants and loans. And during the management process, we want to be there with you throughout the entire step to make sure that we're complying and we're constantly monitoring the process. Now, WSP has had ample experience with grant administration for larger infrastructure projects, including the Golden Gate Bridge on co-administration services. As we transition over to work performed and occupied buildings, we understand that it's critical. And our step first step for that is to have communication between all players. We understand that working within constrained environments is can be a challenge. But this team puts the occupants safety first. Right. We want to minimize disruption to these facilities, considering the operational sensitivity that some of these facilities have. But what this team brings to you is field driven experience. Through MOT plans, we'll be able to maintain operational comfort, stability of the facilities and continuity of critical spaces. Of course, maintaining flexibility. For example, the port passenger bridge that connects Terminal 2 and the Heron garage. There was a fully functioning GTA under the bridge and a fully operational Terminal 4 next to the garage. There were multiple stages of coordination to phases of construction with cruise lines included. Now, the picture that you see on the top right is the pedestrian art walk with which connects the Heron garage to Terminal 1. This was an intense MOT coordination as we first started with McKeon walls and then later transition to lighter barricades. And then the image on the bottom right is the term Fort Lauderdale Airport Terminal 1 Concourse B and C glazing where it was a phased approach to replace all the glazing. We used McCain walls. We even we even did the signage. A better airport arrival was coming soon. And of course, considering life safety for the occupants since it was an active terminal. Moving on to post completion warranty management. We think it's critical for the 11 month walkthrough to happen so that we were able to capture any deficiencies prior to the expiration of warranties that we will be able to record prior to the one year. Come up with any actions that needed or corrective actions that need to take place and make sure that we're filing those claims prior to the expiration of warranty in coordination with maintenance. Now, when it comes to multiple building systems, we want to find what is the right system for the application or even are we tying into an existing system considering electrical. Do we want to have continuous power or phased electrical shutdowns for HVAC. We sequence or integrate to an existing system, of course, with the main goal of having humidity and temperature control. A recent experience that our team has with this is that the RCC Cypress garage, Hibiscus and Palm garage at the Fort Lauderdale Airport where we looked at life safety systems, even structural components like barrier cables and a big picture life cycle assessment equipment replacement of fuel systems and MEP systems. So as we move on to past performance, this team has ample experience at the port, including looking at the waterproofing for the harbor master tower waterproofing where we did construction documents for that. Or even the port bond assessment where we focused on exterior and interior walkthroughs where we even came across miscellaneous code compliance issues. But we were able to discover and prioritize next actions. Also, the passenger boarding bridge was a 39 gate project where we were able to minimize impacts to the airlines and the airport overall. And the important thing was that we were able to deliver every 30 days because this had a 30 day cycle closeout documents, including warranty information. With Moffitt and Nichols, they bring ample experience with the bond in general planning services. So a lot of experience at the port and same with WSP, including airport work. And they were also on our team for the hair and garage and the bond project. With that, I'll turn it over to one. Thank you, Carlos. Thank you very much. So I wanted to underline our team's experience as a team. We have experience working on cruise terminals. We are all working and performing work at the port right now. We're local. We're ready to begin. We're committed to the port. And the GA, what is the GA benefit to Port Everglades? We bring up front a partnership with the port. We want to give you personalized service. And of course, we have a team ready to perform the work that you need. The entire team is available for any questions. Thank you. Thank you, Mr. Justin Iano. And to the team from Justin Architects, we appreciate the presentation. I'm now going to turn it over to the committee members for any of their questions. Orlando Perez, can you be a little more specific on your experience replacing large scale HVAC units on ports or similar buildings? Yeah. So Orlando, specifically about HVAC, right? And we understand that those from the county are critical or critical system. HVAC, I think, is identified for the, has been identified at what, how do we function. And temp system is something that you wanted to also get a little bit more specific about. So I'm going to go back to Marek. Can you help us a little bit more in the response? Yes. Yes. Good morning. Marek Solskjaer, Senior Mechanical Engineer with WSP. So our experience that I can kind of quote, which is the most recent experience and closest to Broad County is the Terminal 2 at Airport, International Airport. We've done, we, we, we, we, we, we redesign, um, AJ systems for air side and land side. Air side, we've actually completed last year. Um, there's units over size of a 25,000 CFM. They are looped in one loop. Um, equally, we currently in the construction of, um, uh, renovating the, uh, land side, which is going to have, um, 16, 20,000 CFM units, probably eight of them on the land side. So that's, that's, that's, we, we, we've been very, um, um, successful in, in, um, replacement and HPC systems for airport and other projects, but this one is the closest. Thank you, Mark. And Rolando, I also wanted to point out that Mark, uh, Mark provided the MEP services for the Heron parking garage with us a few years back. And we have also worked closely with him in analyzing, uh, some of the county buildings that had problems with HPC. The one that comes to mind is a North, uh, regional courthouse that we looked at that building too. And he will have some potential HPC, uh, items that needed to be repaired. That's correct. Thank you. Thank you. Any other questions from the committee members? Cesar, any questions from you? Yes. Cesar Galliano, project manager. Um, I noticed that you guys performed the, uh, bond, uh, project, which is probably similar to what we are trying to do here. Um, within that group, uh, is, is the same group that you are, uh, proposing this time to, to be as part of the, these building systems? Yes, Cesar, uh, actually we are working right now, uh, on the port bond under Muffin and Nichols. So, I don't know, Larry, do you want to give us a little bit of, uh, overview of the work that we're doing now for the port, on the port bond? Yes. On the port bond, we are, uh, presently in the final stages of the building reports. And, uh, the HVAC was being done and is being done by Gartek. Gartek is a, uh, CBE in Broward that is well known and has been successful. Uh, whereas Justin Architects is the architect doing the building evaluations from their disciplines standpoint. Uh, Moffin and Nichols is doing all the structural and all of the waterfront. Uh, coming up will be the dive inspections, which is a future task. And lastly, when it comes to the civil, that's being done by CMA. Uh, some of our participants we are working with that are not on this team. However, through Moffin and Nichols, all of the data is available to everyone on this team. So I think it represents a very smooth and, uh, substantially seamless capability for Justin to extract the data that will be pertinent to any building systems we come into. I wanted to add to what Larry, uh, Larry responds that we are also, as he mentioned, we're doing all the, uh, architectural envelope, uh, looking at the existing, uh, those, uh, those facilities. But we're also doing the infrared rest for all the roofs. And we have also been brought, brought in into the team to look at all the escalators and elevators, uh, you have throughout the port. And so we've been doing Tony actually has been doing that work with Jerica here in the office. Okay. Thank you. Okay. Thank you. Um, I have another subsequent, uh, question related to, uh, your experience and, uh, what the port is probably gonna need with the intent of this, uh, project. And, uh, it's related to the mechanical. So have you guys provided, uh, calculations or sized equipment to be used in for temporary use for the facilities? Well, while these, um, the new proposed, uh, HVAC systems go on into the buildings. Larry, could you help us with that, uh, for that? Yes. Yes. The, the temporary sizing, obviously it's, uh, the demands for cooling or heating kind of doesn't depend on that, whether that's temporary or not. It depends on the function of the, of the space. So we, we very familiar with that and that's what we've been doing. Um, uh, the examples of this is for example, we, at the airport, um, we providing temporary unit for torn basal. As we, as we removing it from the central unit, which is, which is serves the land side. So we're very familiar with this process. We, um, uh, we work on the, um, uh, enabling packages on several projects. Yeah. Go ahead, America. Thank you. Pardon. No, I just, I, I, I hope this actually answers the question. If it's not then. Larry, you were saying? Yes. If I may add in, we talked at length about how operate, how important operational, uh, maintenance would be and what would have to be done. And I just wanted to add in that in addition to the HVAC, we also talked about life safety. In other words, if partitions are placed to conceal certain things while construction's going on, we must as well. Also maintain all the life safety issues, exit, distance to exits and so on. And, uh, all of this comes right back to the mechanical and the HVAC systems and especially fire protection. Yeah. With Cesar, we, we under, the entire team understands how critical it is to maintain the cruise terminals operationals at all time. Right? That you get large numbers of people going through. So life safety, like Larry stating, is also something that we looked at a number of buildings, not only at the port, but, uh, throughout the county and the BCAT and the county courthouse too. Just to mention a few other jobs. Thank you. I think answers the question is, um, and I wanted to make sure or ask you again, this, you made this part of the package. What goes as the, um, as the temporary work, not leaving it to the subcontractor to, to guess, because at the time we bid for these jobs, we want to make sure that our design team includes that information. Is that what you provided in the past? Yes. Yes. And that's correct. I, we clearly understand that we're not only going to be doing assessments of the cruise terminals in this, in this, in this solicitation, but we will need to provide the packages for 10 power or, uh, any, temporary, uh, HVAC that would be needed. So that would be part of the package and be provided part of the design packets, as you say, and construction packets afterwards. So if I may, so we typically actually put it as a separate kind of, uh, enabling package. So it's something that it's really not going to be after the job is completed. It doesn't already constitute the kind of main design, but it's a package that it's needed to actually, uh, for the construction to complete the work as designed. Thank you, Mario. I would like to. Yeah. Enabling package is what, what I should have said mentioned. Larry. Yeah. I just like to add that what we've learned over the years is what we need to do is make sure that in the specification, the contractor is required to know not only the regularly scheduled uses in a particular building or birth, but also on a weekly basis to check and see what new, uh, activities, you know, unplanned activities or new activities are assigned. For example, births are sometimes vacant and ships come in. And so that contractor is on notice that every week these things are reviewed and that they must plan on a unit price to demobilize not only the planned, but also have a unit price for the unplanned demobilizations that may occur during construction. Thank you. That answers the question. Thank you. Any follow up questions from the committee members? No. Okay. Well, from the team, Justin Architects, we appreciate your presentation and the availability to address the questions. If you want to stay in the meeting, we're going to welcome everybody back in for the scoring portion. Thank you very much. Thank you very much. Thank you. Thank you for the opportunity. Thank you. So purchasing division, if you can please invite everybody back in for the open portion of the meeting. Good morning. Welcome back. I'm just going to keep admitting everyone, if you could please stay on mute. That was great. Our committee members are ready to score. So we're going to move into that portion of the meeting. The score sheets that have been distributed to the evaluation committee members, they have. Those score sheets include assigned points for location, willingness to meet time and budget, and volume of previous work. And those are applied based on specific criteria that's stated in the solicitation. When all committee members have completed and submitted their score sheets, I'm going to recess the meeting to provide some time to tabulate the results. Committee members, do you have any questions? Okay. So the committee members are now going to begin scoring. Again, if everyone can stay on mute. And purchasing, if you can put a little screen up to let everybody know we're in the scoring phase. Perfect. Thank you. Be right back with you. All score sheets have been received, so we will now take a recess and tabulate those results. The time is 1146. Thank you all for your patience. We had a technical challenge with the scoring formulas. I'm going to reconvene the meeting. The time is 1258. And the purchasing division completed the tabulation of the final consensus scores and will announce the final scores and ranking. Before we do so, I want to thank all of the vendors for their participation in the solicitation process. We appreciate your time and interest in working with Broward County. We're going to walk through the scores because we had the application of both the local preference. And then after applying the local preference, we also applied a tiebreaker. So, we're going to walk through the evolution. So, initially, the total scores, which is on the screen now. The total score for BEA Architect was 263. CSA Central Inc total score was 261. Justin Architects PA also 261 total score. Saltz Michelson Architects total score 250, which led to a ranking initially of BEA Architects as first ranked. A tie between CSA Central Inc and Justin Architects for second place. And then Saltz Michelson fourth. So, we had to apply the local preference, which the local preference resulted in a change to the ranking where BEA Architects being non-local and all of the other firms being within the 5% of the highest scored, they leapfrogged. And so, BEA Architects ranking after the application of the local preference was fourth. And CSA Central and Justin Architects leapfrogging to a tie for first place. And then Saltz Michelson Architects leapfrogging for third place. So, then to break the tie, actually, the locally-based business is what breaks the tie. That's the very first tiebreaker. And so, breaking the tie for first place after the application of the local preference. The ranking after the tiebreaker was Justin Architects as the first ranked. CSA Central as the second ranked. And Saltz Michelson staying as third. And BEA Architects Inc staying as fourth. So, to sum that up, the ranking after tiebreaker. Number one ranked is Justin Architects. Number two ranked is CSA Central Inc. Number three ranked is Saltz Michelson Architects. And number four ranked is BEA Architects. So, may I have a motion to accept the Evaluation Committee's results and recommendation of ranking for approval. Pamela Sanguino, I would like to make a motion to accept the Evaluation Committee's results. Irina Tokar, I would like to second. Thank you. All members. Aye. Aye. Thank you. That 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 the 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 for protest, the ranking shall be final, provided that no county commissioner objects within that five business day period, after receiving 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 website repository, including the closed portions of the meeting. Committee members, is there any other business that needs to be discussed today? Again, thank you, everyone. Thank you, committee members, our project manager, and the team. The final evaluation committee meeting is adjourned, and the time is 1.02 p.m. to again. Coming up later. 성이 plants