Final Evaluation Committee Meeting: RFP No. PNC2130260P1 Professional Civil Engineering for Parks and Recreation Division - Mar 10, 2026

Thank you. Good morning. We will get started in just a couple of minutes. Please mute your computers and your microphones and your actual phones. Thank you. Good morning, vendors. Thank you for joining us. We'll be starting momentarily. Good morning. I am Carolyn Messersmith, Purchasing Manager and the Meeting Facilitator. I would like to call to order the final evaluation committee meeting for RFP number PNC 2130260P1, Professional Civil Engineering for Parks and Recreation Division. The time is 9.37 a.m. on March 10, 2026. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in room 430 of the Governmental Center building located in Fort Lauderdale, Florida, or virtually through Teams. Attendees please mute the microphones on your devices to limit background noises. This is a public meeting and is being recorded by Broward County. The video recording will act as the official recording of the meeting. The recording will be made available on the Purchasing Division website under the RLI RFP repository. Information reviewed by the Evaluation Committee as part of the evaluation process will also be posted on the repository. This meeting has been publicly noticed. The purpose of this meeting is for the Evaluation Committee to hear presentations, score, and rank the responsive, responsible, and shortlisted vendors. At the initial Evaluation Committee meeting on February 23, 2026, the Evaluation Committee determined all vendors to be both responsive and responsible. After shortlisting, the following vendors advanced to final evaluation, scoring, and ranking taking place today. Chen Moore & Associates, Inc., Craven Thompson & Associates, Inc., Keith & Associates, Inc., doing business as Keith, Premier Design Solutions, Inc., and Thompson & Associates, Inc., Civil Engineering. Meaning 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 QR code in the Teams chat, email the Assistant Purchasing Manager, Harmony Cleland, at hclelandatbroward.org with the subject, EC Meeting Attendance, and indicate your name, your title, and the company you represent in the email body. We have a quorum present with the following evaluation committee members. Committee members, please say present after your name is called. Carolina Vargas, Engineering Unit Supervisor, Highway Construction and Engineering Division, Public Works and Environmental Services Department. Present. Thank you. Martin Gross, Licensed Engineer, Parks and Recreation, Parks DA Planning and Design Section. Present. Thank you. Matthew Harold, CPM Supervisor, Seaport Engineering and Construction Division, Port Everglades Department. Present. Thank you. Marlee Medina, Expansion Project Administrator, Water and Wastewater Engineering Division, Public Works and Environmental Services Department. Present. Thank you. Terrence Bailey, Parks Superintendent, Parks and Recreation, Parks DA Maintenance Group. 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 which ends the solicitation. During the cone of silence, inquiries regarding this solicitation should be directed to the project manager or the director of purchasing and or his designee. Also, vendors may communicate with 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 solicitation 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? Thank you. May I have a motion to approve the minutes from the initial evaluation committee meeting? This is Matt Harold. I move to approve the minutes from the initial evaluation committee meeting. May I have a second? Martin Grove, second. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. As stated previously at the initial evaluation committee meeting, the solicitation required vendors to state whether they accept Broward County standard terms and conditions or if they do not accept them to identify the agreement provisions and vendors proposed changes. All shortlisted vendors accepted the county 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 question and answers are closed to the public. Only committee members, county staff, the presenting vendor, and their team will be in the closed portion of the 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 participation 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 assistant manager, Harmony Cleanland. As the meeting progresses, the purchasing division will provide email updates to vendors, ensuring that each upcoming presenter is informed when it's time to join. Once all presentations and question and answer sessions have concluded, vendors and members of the public will be invited to return to the public portion of the meeting, during which the evaluation committee will score and rank the vendors. Members of the public may provide an email address in the chat to be notified when to return to the public portion of the meeting. Vendors were asked to provide an electronic copy of their presentations to the purchasing division prior to the meeting. The presentations received have been distributed to the evaluation committee members. The presentation topics, length, and order were identified during the initial evaluation committee meeting and was distributed to the presenting vendors. Each vendor has 15 minutes for a presentation followed by an unlimited question and answer session. Vendors will be presenting in the following order. The first presenter, Craven Thompson & Associates, Inc. Second presenter, Premier Design Solutions, Inc. Third presenter, Thompson & Associates, Inc. Civil Engineering. Fourth presenter, Chenmore & Associates, Inc. And the fifth presenter, Keith & Associates, Inc. Doing Business as Keith. At this time, we will move into the closed portion of the meeting. The first vendor presenting, Craven Thompson & Associates, Inc. Please remain in the meeting. All other presenting vendors, their accompanying teams, and members of the public are requested to leave the virtual meeting room. As a reminder, please continue to monitor your emails for when to rejoin the public portion of the meeting. This meeting is now closed. Craven Thompson & Associates, Inc. Please bear with us for just a moment to make sure everyone has exited the meeting that needs to exit. Craven Thompson & Associates? Yes. Good morning. How are you? We are just wonderful, sir. Thank you. And you are – your name, sir? I'm Patrick Gibney. Patrick Gibney. And do you have other members of your team presenting individually or just – everyone in your conference room? Just – it's just us in this conference room. Okay. All right. So, attendees can be viewed in the team's participants panel. Displayed on the screen is a list of county staff that may be attending this meeting, either in this room or virtually. If you can please review and ensure your – only your team members are in the participants – team's participants panel on the right side, and county staff are in attendance on the list. You want to – it looks – do you remember over there? All right. Hold on. Quimus? Quimus? No. Messing. Yep. So, Schmidt. Robert. Okay. Bernie. Nesto. Post. Yep. Yep. Okay. Yeah, it appears that I have seven – I see seven people in there. Okay. And I believe they're all county staff members. Okay. So then, for the record, please affirm that there are no other individuals in the meeting other than your team and county staff. I believe that's a correct statement. Yes, I can affirm that based on what I'm looking at. Okay. Great. Thank you. Your term will – your team will now have five minutes for setup. Okay. We're going to start the clock now. So, yeah. I want to make it just a little bit – I don't know what it seems. Can I do that or I guess it goes away and that's it. You got – do you see the screen? Yes. You might want to advance a few slides to make sure that – That's what I'm – thank you. That's where I was going. Okay. We – How's that? Yes. We've seen several slides. Okay. Is my head cut off or am I in the picture because I can't see myself on my screen here? We can see you. Okay. Sorry. We can see you and three other gentlemen. I'm sorry. I'm sorry. All right. So, I might as well just minimize it. It really isn't doing me any good. Yes. If you can – Okay. If you can make sure you keep your video on while you do your presentation. Now, if I want to get that back, how do I do that? You know? Stop shit. Just going to – okay. That's good. All right. I think we're good to go. Okay. Give us a moment to reset the timer. You'll have 15 minutes for your presentation because it has a timer up here. Okay. Okay. You may begin. Okay. Thank you. Well, good morning and thank you for this opportunity to present on the Professional Civil Engineering for Parks and Recreation Division. I am Pat Gibney, the Vice President of Engineering with Craven Thompson. And with me, I have Scott Peebler, VP of Planning and Landscape Architecture. Doug Taylor, Civil Engineer. Pat Edwards, Civil Engineer. So, our presentation – we'll go through the agenda. We'll answer the questions that you guys have proposed for us. But as an overview, Craven Thompson has been in Broward County since 1962. We have 60 employees, mainly engineering and surveying. But we do a lot of landscaping as well as planning and construction services. In the past – over the past 10 years, we have designed and permitted nearly 20 different park projects. Of course, some being athletic fields, some being passive parks, linear parks, all different types and sizes of parks, some with buildings, some without, bathrooms, things of that nature. So, we've done a lot of different things over the last 10 years when it comes to some parks. We have been providing engineering and surveying services to Broward County since 1990. That's 36 consecutive years that we have provided services to the county. The county is one of our biggest clients. And we enjoy tremendously working for them, thus being our biggest client. Our team has an average of 29 years' experience. And that's for everybody from the start to finish within Craven Thompson. Again, we do surveying. We have landscape architecture. We have engineers and CEI personnel that have worked together on these projects over the last 10 years. Chad Edwards would be the project manager. Of course, I'm the principal in charge. But in-house, we would have the landscape architect, civil engineering, surveying and construction services. Our subs consist of environmental, subsurface utilities, some additional engineering services, irrigation, structural, architecture, electrical, geotech, anything that may come up in any of these type projects. Our team, as I said, myself, I've been doing this stuff for 39 years. I've been with Craven Thompson for 33 years. Chad has 28 years' experience. He's done numerous different parks, several of which have been for the City of Sunrise. Zach Gamble, again, he's worked on a lot of the parks down here. He's done some out in Miramar. And he's done numerous different parks up in Palm Beach County. Lewis and Matt, they will help, you know, assist throughout this project. You know, whatever the project happens to be, they have also has numerous experience on different types of parks. Our landscape architects, Scott, Eric and Nate, they would be doing any of the tasks that would come up as, you know, relates to landscape architectural services and or planning services. Our surveying team, as you can see, Ray and Rick, they're over 40 years experience. Brian and Craig, they have numerous years experience in all types of construction from underground infrastructure to parks to pathways to just numerous different types of projects. And our subconsultants, we have four CBE teams, Absolute, Quantum, Zachariah, and Riena. We know it's 25% for the CBE requirement. We will have no problem meeting those goals throughout the course of this project. Structural, again, TRC, we have the Chappelle Group, Inframap, and Heinz would be providing the irrigation. The past performance, City of Sunrise, it was a 16-acre park out in Sunrise off Pine Island Road. It was several baseball fields, some soccer fields, a large parking area, a pavilion with bathrooms and cafeteria, whatever you want to call it, a concession stand. And this project out there, we are actually working for the City of Sunrise on an adjacent parcel of land, which is a school board project, where we're going to connect these two parts. They're going to do some improvements out in the fields there, and we're going to have a sidewalk connecting into the sportsplex. The River Oaks Preserve, basically, this was a wetlands regeneration, and it was a stormwater management project. River Oaks has a tendency to flood during almost all storm events. We constructed this with some of our subs that are on this project. And also, it consisted of the boardwalk that you see, and to the right of this, you don't see it, but it's the old CSX Railroad Bridge that they just replaced. This pathway leads right up to it, and it comes down along the I-95 corridor over there. Veterans Park, a little Passive Park, just five acres, all on-site retention, just your standard permitting through Broward County, surface water, ERP. Knob Hill was a county road, so we had to get the permit through them. Traffic, wastewater, we had a restroom, so we had water and sewer services to be provided. The Dillman Trail was about 4,000 feet of a 12-foot-wide multi-use path up in, it was for Green Acres, by Ocahealy Park. It included drainage, swales, landscaping, irrigation, no lighting, but it was pretty much everything else was part of that project. Stanley Goleman was another pathway, it's along the C-10 Canal, down in Hollywood, just north of Hollywood Boulevard, on the west side of Tri-Rail, of the tracks over there. We have, we put a dog park in there, we did a couple of upgrades with some pavilions and some benches along the way, and we did have some lighting in that, at the north end of this, where there's a skate park, and some basketball courts, and now pickleball courts. Caporilla Park, that's over here in Tamarack, it's right by our office, it was a nine-acre park, it's surrounding a large lake that's used for stormwater retention. It had bathrooms, it had splash pads, amphitheater, we have a dock, we have a boat launch. It's a fairly large park for the city of Tamarack, we just completed it about two years ago, and it's been very successful for them. They've had lots of events there, and the city is very happy with the park in general. The firefighters park in Davie, basically, it's mainly a retention area for what we would call the Davie Westside drainage area, which is Old Town Hall area, and the rodeo in that area. And they're looking for redevelopment along Davie Road and Orange Drive, and this area served as the stormwater retention for that development. But at the south end of the retention area, we constructed the firefighters park, which has been used, it's used by lots of families. I go by there a lot, I do a lot of work down there, and there always seems to be a lot of kids and family members in this park area. The Sunson Natural Trail, it's down by the bus stop, you can see the bus is there for the school board. It's a five-acre site, a lot of wetlands, a lot of walking trails, viewing platforms, things of that nature. Again, environmental, we had the Chappelle Group working with us on this project. It's used for stormwater retention as well, so it does, the trick, it serves the purpose for all things that are necessary for any type of development project. Now, as far as approach goes, we will have a single point of contact. We will provide the Parks and Rec a complete team, depending on the project. Again, if it includes a building, we have architecture. If it's just a pathway and some trees and some irrigation, you know, our team will be able to provide all of those services to the county. Always communication, very big, very important part of the success of any project, which I'm sure all of you know. Basically, what we do to get the ball rolling, we get the NTP, we would meet with you guys. We'd have a kickoff meeting. Where are we going? What information is available? How can I get this information? All of these types of things. We'll do our research for that survey. We will go out. We will establish right of ways. If, in fact, a property lines, all depending on where this project is and what's required. You'll have geotech services up front. And then we would provide a 30% set of drawings. Now, we would have the drawings 30%. You'd have a review. We would meet. We would discuss it. Then we would do comment response, incorporate those comments into the 60%. Now, we have 30, 60, 90, and 100 up here on the screen. Every project's different. A 30 and a 90 may be enough. A 60 and a 90 may be enough to get through. Again, it depends on the project, how complex it is, and what's actually going on. A lot of these projects are dynamic. They're constantly changing and evolving. So, sometimes having different submittals gives you the opportunity to make changes as necessary throughout the course of the design. Of course, we will assist in the procurement and bidding process. We will also provide the CEI services after the fact when we're out there actually building it and the certification services. Now, the ability to work with the multiple project managers. Our team in general in this office, that's a daily occurrence. We work for numerous different municipalities all through Broward, Palm Beach, and Dade County. And you're dealing with six, seven different project managers on six, seven different projects. And then sometimes we're working for the town, we're working for the county, and we work for six different departments. Well, six different project managers in those departments. So, it's just something that we deal with on a daily basis here. And it's really not that large of an issue. And it basically, again, comes down to communication. We just want to make sure we're hearing what you're saying and you guys are understanding what we're trying to do to guide you through this process. Okay. The project manager, he'll assign a team of engineers, project engineers and lead engineers. And most of the time, the team stays together throughout the project. Of course, things can happen. We all know that. But we try to keep that unity together from the start of the project to the end. And myself, I mean, I'm very active in pretty much all the projects that are out that go on in this office. I may not know all the minor details, but I am involved. And Scott is the same with all his projects in the landscape department. So, we're very hands-on. As far as deadlines go for a proposal, I mean, I can't think of one project that I've ever done here that the proposal took longer than 21 days to get to our client. Normally, we are looking at less than a week to two weeks turnaround for any type of a proposal for a project. And that's including getting the information from our sub-consultants. So, the 21-day window is not an issue whatsoever. That's three weeks, no problem. We do it day-to-day all the time, and we would not have any kind of an issue with that. In summary, we do have an extensive experience in the surveying, design, engineering, landscaping, permitting, and construction phases for all different types of park projects. We have been a Broward firm, again, for 64 years. Our team averages over 29 years of experience within Craven Thompson, not even our subs. We didn't include them in that little fact. We, again, we have been a client for Broward County for 36 years. Yeah. We have established a long-standing relationship with many different municipal clients all throughout Broward, mainly Broward. But we have a lot of them in Palm Beach County as well as Northern Dade County. And, again, the involvement in several numerous different park planning, design, and construction projects from small little pocket parks to the regional park. I mean, we did the original Miramar Park project out there in West Broward. So, with that, if there's any questions, I'd love to answer them for you. Thank you for your presentation. Are there any questions from the Evaluation Committee members? Yes. Ms. Medina? Yes. If you could bring the microphone closer to you. Yes. Okay. My question is, can you describe a park or recreation project that presented unexpected challenges and how your team solved them? Yeah. Well, one of the projects, the Sportsplex project out in Sunrise, one of the issues that had come up was we knew there was some wetland areas on the east side of the project. And we did some borings, we did some geotechnical studies, but it wasn't extensive enough when we did it. And we wound up finding that there was a lot of muck and other things outside of the limits that were designated as the wetlands. That everyone was under the impression, including the city, that everything was de-mucked and taken care of at one point in time, back 10, 20 years ago when they found this. That just wasn't the case. So we wound up having to adjust and adapt for numerous, several different things. We had a parking lot going on. We had part of it in the field areas. So we had to go back out, do extensive geotech, some borings to determine limitations, move some things around, reschedule some of the work that was proposed to be done for that project. And in the end, it was it came out successful. Yes, it was additional to everyone because there's even the owner of the city did not even know after after they had someone evaluated again years ago and was supposed to have taken care of the muck issues out there. It just never happened. So, you know, we had to adjust and adapt on the fly pretty much with that project and get the contractor on board to do the same. Thank you. Are there any other questions from Evaluation Committee members? Ms. Vargas. Hi. Good morning. Good morning. Oh, good morning. Can you explain your firm's approach to permitting and about what phase of the project should permits be obtained to avoid delays? In addition, if there are delays because of a permit, what is your approach to overcome the challenge? Well, we try to get our permits in at around the 90 percent set of drawings. For one, we're beyond the point where most of the changes are going to occur on any project, park project or, you know, a water and sewer project. So we try to get the ball rolling at that point where the plans are, you know, you're almost there. You're almost it's almost a buildable most cases. It is a buildable set of drawings. But, you know, you want to get in early. You want to get 60 percent. Most of the time just doesn't do it. There's just not enough information. And there's numerous things still change from 60 to 90. So we we try to get there at about a 90 percent. And yes, sometimes you run into issues. Sometimes you run into things that nobody was anticipating. And the permitting agency wants things that are above and beyond what is the normal asks for for many different projects, especially down here in Broward. So you you what you do is you got to go down and talk to them. You got to communicate. We got to get the client involved, go and sit down with them, find out what they're really looking for and why they're asking for something that in a lot of cases may not have any bearing one way or another on the project in general. They may want additional studies performed and things of that nature, which, again, the benefit doesn't really there's no benefit to it for you guys. You know, the client to have to spend extra money on something that's just not going to make the project a better project or or prevent some something bad that's not going to happen from happening. There's enough safeguards in the standard permitting process at this point in time, especially down here with the county. Very active EPD, which is already now and South Florida for different environmental type things, you know, processes and endangered species, things of that nature. So a lot of the the normal permitting process handles most of those things. So, you know, if we run into that again, the communication, we just you guys, we have to make you aware of what's going on and anything. You know, then we we look to you guys for help. Sometimes you guys can help a lot more than we can when it comes to dealing with some of these permitting agencies. And also one other thing is that we especially on items like surface water and environmental, we try to have a preliminary application meeting. So we establish the ground rules. So when we go in, we submit this already agreed upon basically the outline of what we're going to do and what we're going to design it to. And that's, again, primarily the surface water management and environmental. But that tends to be the long lead time for permitting and within the parks and the type of thing we're looking at right now. Thank you. One more question. If there is a design error or omission on the plans, how do you how do you handle sorry about that? How how do you handle the resolution or resolving it? And do you think it should be do you expect additional services for for that? Well, it depends. It depends on what it is. An omission. An omission. If we omit something and it's the contractors out out on the site, it's it's something that, you know, it would have happened anyway. That that's an omission. You know, it needed to get done regardless. An error would be a mistake. We've created a problem. And if we make a mistake on a project, we fix it. We don't. It's not your responsibility. If I if I forget to put something on the plan or it causes an additional service to a contractor or or it delays the project a week, two weeks, whatever it happens to be. An error is is much different than an omission. And again, if we make a mistake, we will fix it. That that's something again for for the 33 years I've been here. We do not pass the blame on somebody else. If we're wrong, we're wrong and we fix our mistakes. OK, we do not we don't even try to to push it off to blame somebody else. If it's an omission, that's that's not a mistake. That's just something that was left out of of a design that need that was required to be done anyway. It may just not have been called out properly. Things of that nature in a case like that. Well, yeah, we had to we all had to do it anyway. So I'm not going to ask you for additional design services per se to do it. If I didn't if I left it out of the original design. OK, again, if if if there's something, if we've done something that should not have been done or we should have been better at it. Absolutely. We we are going to make it right. We're going to fix it. That's that's again, that's very important to this company. Everybody makes mistakes. Nobody is perfect. Nobody. I don't doesn't matter who they are. Everybody does make mistakes and owning up to them is a huge part of the success of any kind of project. I mean, the clients, you know, you use sometimes the client makes a mistake. OK, it happens. The contractor makes a mistake. We all do. So we all have to figure it out and work together. Sometimes you got to eat it and sometimes it is something that was unforeseen. Great. Thank you. Are there any other questions by the evaluation committee? Project manager, do you have any questions? You could pull your microphone closer. Good morning. Morning. Can you please specify the location for your proposed ski staff is for clarification? Fort Lauderdale. Oh, yeah. Our main office is on commercial is just off commercial Boulevard on Northwest 53rd Street in Fort Lauderdale. And we have one employee designated that's at Delray Beach. But of the engineers, I think there's six engineers and only five of them are here in the Fort Lauderdale. Yeah. We have three. There's three employees in the Delray office. Everybody else that the 57 employees. But the team, right. But the team designated for this project. Right. Only one is not. Only one is in the Delray office, Zach Gamble. Because he lives in Green Acres and it's easier for him to go to Delray than it is to drive all the way down here. Okay. Thank you. And I have one more question. Will Quantum Electric be providing electrical services in the following categories? Low voltage, telecommunications, alarms, security and technology? Or will they only be providing lightning protection services? Well, for the amount of work we've done with Quantum, we have used them on lighting, photometrics, power to lift stations, pump stations. You know, as a low voltage, I'm being I'm not saying they can't do it, but we have never had to work with them on a low voltage project. Do you guys know? I mean, they would provide voltage as well. I mean, I know they can do it, but they're more than qualified. But we have we have not worked with them on any kind of low voltage project. But, yes, they have the capabilities to do so. Thank you. Are there any other questions? Thank you, Craven Thompson and Associates, for your presentation. The first presenter, Craven Thompson and Associates, Inc., has completed their presentation and answered all questions. Would purchasing staff invite the second presenter, Premier Design Solutions, Inc., to join the closed portion of the meeting for their presentation? Again, thank you, Craven Thompson, for your presentation. Please stay tuned for emails when to join the open portion of the meeting. Okay. Thank you very much. Thank you. Appreciate the opportunity. Premier Design Solutions, are you in the meeting? Good morning. Are you with Premier Design Solutions, sir? Yes. Yes. Yes. Yes. And who will be joining you in this meeting? Okay. Juan, can you go over the roster, please? Yes. Good morning. We should be in the meeting. It will be the presenter will be Mr. Luis Jurado, Mr. Rita Douglas, myself. We will be controlling the presentation. And for Q&A, it will be Mr. Luis Aguirre, Mr. Arvin Kumkang, and Mr. Kevin Cash. Juan Giustiniano with Justin Arby, Texas Ayrton. Okay. So, I see in the meeting, PDS Team 2? Yes. That is Aretha Douglas. Okay. Kevin Cash? Yes. Juan Giustiniano? Yes. Juan Duran? Yes. Okay. And Luis Jurado will be presenting? Yes. Correct. Okay. I'm sorry, I'm probably miss saying this name, but Arvind? Yes. That's part of your team? Okay. Thank you. And we just had Gustavo Eckert join as well. Okay. Okay. So, as your team members join, if you could please review the meeting attendees in the team's participants panel, which is on the right side of your screen, and please review to ensure only your team members and county staff are in attendance. We are currently sharing and displaying a list on the screen of county staff in attendance. Okay. And then after you review, if you could, for the record, please affirm that there are no other individuals in the meeting other than your team or county staff. Okay. Give me one minute, please. Sure. There are no other persons present other than our team, so we're good. Okay. Your team will have five minutes to set up for your presentation. The timer starts now. Okay. Could you please give me access to the ability to share, please? And who is that? That's Juan Durant here. Okay. So, we already gave to Luis Jurado. Is he not presenting? Well, I'm going to be speaking. Juan will be managing the slides. Okay. So, we can remove there. Okay. I think everybody can see my screen? Yes. Do you want to move your slides forward just a little to make sure that that's not an issue? There you go. Okay. We see that. Okay. I'm ready for my hand. Okay. Luis Arithia. I'm okay. Give us a moment to reset the timer. One second, please. Juan, can you run a sound check with our team members for the Q&A? I want to make sure that we can all hear them. Okay. Perfect. Hello. This is Gustavo Eckert from Premier Design Solutions. Thank you, Gustavo. Juan. Juan Justiniano, Justin Architects. Thank you. Arvin, please. Yes. This is Arvin. Thank you. Kevin. Good morning. Kevin Cash from Seacoast Environmental. Thank you very much. I believe that's everybody. Okay. Good then. Okay. Give me just one second. Okay. Ready? Okay. You may begin. Good morning, selection committee members and county staff. Luis Jurado, principal with Premier Design Solutions. We are delighted to be presenting our credentials today. Thank you for this opportunity. And we look forward to being one of your selected trusted partners for this contract. Our presentation will focus on the evaluation criteria set forth by the RFP, our ability to work with multiple managers on multiple projects, and how we will meet the proposal preparation for work authorizations under 21 calendar days from request. PDS is a full-service civil engineering and surveying firm established here in Broward County in 2007 with a staff of 36 engineers, surveyors, technicians, and administrative personnel. Our value proposition is very simple. To deliver excellence and reliability to our clients by becoming your trusted partner through our people and our technical expertise, delivering successful projects on time and on budget. And that is exactly what we do with various Broward County departments which we're working for. Our commitment to excellence is recognized by our clients every day. Mr. Kurt Pegre with Broward County Transit has no reservations in recommending PDS as we have been working with BCT for over a decade. Ms. Marilyn Markway with the City of Miramar stated that PDS demonstrated excellent performance through high-quality work, strong expertise, and effective coordination in delivering plans that met expectations. Our designated project manager and single point of contact for this contract will be Ms. Arethia Douglas. When we talk project management, it does not get any better than Arethia. A former assistant general manager with Broward County Transit, Arethia brings over 32 years of experience leading complex county and municipal projects. She has a clear understanding of local regulatory agencies and has a proven ability to meet strict timelines and budgets, including providing a proposal for this contract under 21 calendar days from request. Arethia will guarantee strict coordination between multiple project managers and stakeholders, and will manage large professional teams like she did for Broward County Transit for over 20 years. PDS will be providing project management, civil engineering, and surveying services. Arethia will be supported by me as the principal in charge. I have over 22 years of experience in civil engineering and have successfully negotiated dozens of contracts with public agencies. Mr. Gustavo Eckert will be our lead civil engineer. With over 24 years of experience, Gustavo led the design efforts for both the City of Fort Lauderdale and the City of Doral Parks Bond Program. Mr. Fernando Fernandez, with over 39 years of experience, will be a lead professional surveyor and mapper. Mr. Fernando Fernandez, most recently, led the surveying efforts for the City of Fort Lauderdale Parks Bond Program. Our team is supported by Justin Architects for Architectural Services, represented by Mr. Juan Justiniano and Tin Woon. SNF Engineers will be providing structural engineering, with Sri Sirotanas as a structural lead. Louie Aguirre and Associates will be providing MEP services. CECOS, led by Wendy Syriex, will be providing environmental services to the team. HP Consultants will be providing geotechnical services. Dooland Design will be providing landscape architecture and Garth solutions for community outreach. This is the proposed organizational chart showing the depth of our team, with at least 35 professionals listed to work on this contract. This team was created to support the Parks and Recreation Division with its core mission of providing a countywide park system with diverse facilities and recreation opportunities, along with natural area conservation and research-based educational outreach, enhancing the well-being of residents, businesses, and visitors. We are Broward County residents, and as such, our families enjoy week in and week out the many parks, campgrounds, water parks, natural areas, and other recreational facilities that make our community proud and strong. Our team recognizes the challenges, such as accessible walking trails, environmental preservation, sustainable design, aging infrastructure, and community outreach, are among some of the challenges we will overcome by properly planning and executing successful projects. Our quality assurance and quality control process follows a proactive and structural approach led by experienced individuals with technical expertise in the civil engineering space. Our systematic review process includes having individuals not directly working on the project perform the QA, QC reviews. Defined roles create accountability at all stages of the process, from the originator who generates the initial product, to the PM who ensures alignment with project scope, scope to the QA, QA, QC manager who provides final review and signs off on before submission of deliverables. Periodic reviews, color-coded markup system, integration of clients' feedback, and final field reviews round up a successful QA, QC process. Our team coordination approach consists of having David project managers to assist the PM for all work authorizations. This will ensure continuity and a 24-7 responsiveness. To guarantee seamless communication, the PM will be the single point of contact, assisted by a team of subconsultants that have been working together for years, ensuring a no learning curve scenario. This team will be ready to work on day one of this contract. We will also have shared folders with client and team members and strict email coordination protocols to prevent duplicate work being done on the projects. Our team's scheduling and coordination across multiple projects is achieved through efficient project management by organizing project activities and tasks for concurrent production. Weekly coordination meetings with team and client, and the use of scheduling tools such as Microsoft Project, Primavera P6, or MUND to ensure project deliverables are submitted on time. Our cost estimating strategy starts with the development of the initial budget, refined through the preliminary and design development phases, followed by value engineering to identify cost savings alternatives, constructability reviews, with a final comprehensive estimate deliverable. This process aids in reducing risk of cost overruns, enhances decision making through reliable data, promotes transparency and trust, and supports successful project delivery within financial constraints. Thanks, Lois. The PDS team has extensive experience working on multiple parks and recreational projects in Railroad County and Miami-Dade County, and I'd like to highlight a few of those projects here. First, the Miramar Pineland Natural Area Project, where we performed site engineering services to support the construction of new parking areas and overflow parking areas. In addition, we worked on the Risco Park Improvement Project, where we supported the development of a new STEM and performing arts center on a 14-acre school site, performing civil engineering and tuple surveying services, including the development and coordination, access and design, and other regulatory components. Next slide, please. In addition, we've also worked on the North Bay Village Civil Park, where we performed full planning and design services for a grant-funded civic park, delivering comprehensive park layout featuring a boating dock, pavilion, splashing pad, natural trail, lightning, landscaping, etc. In addition, we worked on the design bill project for Morris Park in the City of Miami, where we performed the mechanical and electrical engineering services, including fire protection services towards the design and planning for major renovations in the historical 378-acres Moore Park. Next slide, please. We also have many years of experience working on projects, implementing and improving playgrounds. Of note are the projects at the Annie Adlerley Gillies Park, where we performed architectural design services for a community park focused on accessibility and long-term adaptability, delivering an interconnected walkway system, active parks, and integrated landscape. In addition, we also worked on the Hugh Taylor Bird State Park, where we designed and redeveloped four key structures situated within that park. Next slide, please. Next slide, please. Please. Hello, everyone. Please. Okay. Please. Thanks. Just a little bit. I'll possono see you in the first step look at the Pia Siyasa Center dot libera-potment table here today, can you give us an opportunity to sponsor a student statement? Next slide, please. Thanks for your time, great. Great. Hi, everyone. Hi, everyone, everyone. Hi. Yes. I'm Dr. Paic. I'm Dr. Paic. Ravi Parish. Mary I'm SL. One! I'm Dr. Paic. I'm Dr. Paic. engineering and construction administrative survey for over 40,000 square foot facilities at that recreational center. In addition, we also, next slide please, have experience working on wetlands reclamation, rehydration and surface management projects. We worked on the city of Miramar environmental permitting and wetland delineation traffic noise analysis and listed species survey. We also worked on the Sun Trail project for the Savannah's Reserve State Park gap. Next slide please. We believe that resiliency and sustainable design is key in every project and we will bring that to the projects in this contract. Of note are projects we worked on for Broward County Transit, where we worked and managed the electrification project and the electrification program for that department, where we perform comprehensive AE services for BCT electrification program and integrated resilient and sustainable design. In addition, we worked on the Marlins ballpark garages and parking lot and retail area project, just to name a few. Next slide please. So, the selection committee wanted us to talk about how do we manage multiple projects and project managers. PDS has numerous years and the team has numerous years of experience doing just that. We prepare and provide a structured team approach where we assign a project manager and a deputy project manager to ensure that we have continuity and we are responsive on a 24-hour basis. We will be at your call and available whenever you need us. We currently have developed that strategy working at BCAD, where we have implemented this strategy and it's working successfully. We believe that strong coordination is key to moving a project forward while working with multiple projects and multiple project managers, using a single point of contact methodology of which I will be that person for this team. I have previous experience doing just that and we also have previous experience work with all the sub consultants, which will make the coordination easier as we move forward with this process. We talked about before the shared folder method that we use to control, for version control and for document management. Email coordination is key and we will stay in touch by phone. We will return all phone calls expeditiously. Efficient project management is also a key in the process and ensuring success while working with multiple project managers. Projects are organized by sectors and we perform tasks parallel so we can cut down and be more efficient in the delivery of the projects. We will have weekly coordination meetings and regular email communication will be standard for us while utilizing Microsoft projects and Pimavera software to make sure we're meeting the schedules of the various projects that we're working on. Next slide, please. Delivering work authorization proposals within 21 days. We have done hundreds of work authorizations for the county and for other public agencies. We have many, many years experience doing that and doing that effectively and doing that within 21 days or less. We believe effective proposal workflow is the key to doing that. While having scalable task management and working extensively with our consultants, moving things through fast, we'll accomplish that. Strong technical capability in-house is another key part of meeting the deadline. We will produce these proposals to make sure that they're in line and they match and they're in line with the contracts that we've negotiated. In addition, we will review Exhibit Bs to make sure that the rates are consistent with those negotiated for the contract. This ensures a smoother coordination process and cuts down on the back and forth with the project managers or contract administrators. Proactive communication is another key tool that must be used in delivering in such a short timeframe. Our proposals will include time and we'll make ourselves available for meetings. We will coordinate with stakeholders that will include both the prime and the subconsultants to get that done. We'll identify standardized fee structures and we'll move forward expeditiously. Next slide, please. Luis, you're muted. We cannot hear you. So why choose a PDS team? Our team possesses over 100 years of combined experience with a staff over 200 professionals. Our team's multidisciplinary capabilities allow supporting and managing multiple work authorizations concurrently. PDS possesses a reliable delivery method through strong project controls, ensuring on-time and on-budget delivery. Our team understands what the consultant's role is, and that is to work with you and for you as an extension of your staff. Lastly, our commitment to delivering successful infrastructure projects on-time and within budget. We kindly ask the selection committee to select a PDS team for this contract. With that, we conclude this presentation and open the floor to any questions you might have. Thank you for your presentation. Are there any questions from the evaluation committee members? Yes. Ms. Medina? Hello. Yes, the question is, can you describe a park or recreation project that presented unexpected challenges and how your team resolved them? Yes, we'll be happy to do that. Juan? Are you there? Yes, could you please jump in here? They're looking for, Ms. Medina is asking for a project that presented challenges and how we had handled them. Yeah, we have a number of, as a team, I want to say we're ready to challenges every day. I think that right now, actually, we have, with PDS, we're closely working on the Hugh Taylor Park, which Arithia was mentioning, three structures that we're working on. Exactly, that one on the lower right-hand corner. Those are three beautiful structures that are being designed right now. We are going over, we have some challenges to overcome, I'm sorry. We're looking at the structures themselves, but our approach, that's the word I was looking for, our approach is always to do it in a combined working as a team, trying to find the best solution for the county and trying to do something that accommodates to the users, the best way for the users. Yeah, I would like to add to that, Gustavo, can you elaborate a little bit about the park here in Miramar, where we had some challenges in regards to grading, given the resiliency and stormwater management updates on the codes that allowed the new structures to be at a higher elevation than the existing ones, and how we overcame the grading of the property? Yes, that was a park in Miramar, where we were designing improvements, we included, the project included a new track, a new playing field, baseball field, rehabilitation of the baseball field, and it had a restroom building. The restroom building had to meet current flood elevations, which it did not in the past, the old building that was there did not meet it. So the discovery required this building, which was about two or three feet higher than the actual park. So we had to mitigate by filling in the area where the building would be sitting at the new restroom buildings. And this is on an active, it was also an active park. So we also had to manage the construction while the park was, the rest of the park was open, and there was a school next to it. We had to mitigate and tie back the grading of the park to offer a smooth transition into the existing surrounding areas to make it safe and usable for all users. It also required an ADA compliant access, which was built to connect to the sidewalk. But there was a sidewalk connector around the park, which was also new for the park design. And Luis, just briefly, let me add to that. The previous example that I was mentioning, exactly the same condition that Gustavo was mentioning. There was a need, based on the resiliency requirements, to actually redesign some of the structures that we had, raising the pad. So in order to solve those conditions, yes, we had to redesign the access to the structure, provide a ramp for providing ADA accessibility. So that's a recurring theme that we've seen and that we've been able to address. Thank you. Are there any other questions by the evaluation committee? Ms. Vargas? Yes, hi. Good morning. Can you explain your firm's approach to permitting, and by what phase of the project should permits be obtained to avoid delays? And if there is a delay because of a permit, what is your approach to overcome it? Luis, I'll take this. This is Arethea Douglas. We believe that a key part of any project is to identify the permitted requirements in the conceptual phase while doing site investigation, identifying the agencies that the project will interact with. Who are the stakeholders? Is it a county park? Is it in the city of Fort Lauderdale? Is it close to a body of water? Is it what other permitting requirements will be needed? So we believe in identifying the permitting requirements early on in the project and being mindful of the permitting requirements meeting early and discussing the permitting process with the stakeholders to get ahead of that process because we know that there's some coordination that can be lengthy depending on the permitting agency. What we typically do, though, is in every single project, as soon as we have our concept approved, we've moved to a substantial design, and at the 90% phase, we will send our design or concepts where we are at that point to the permitting agency for a pre-permitting review to get the comments, incorporate those comments early. So when we submit for permits, we will minimize any comments and the back and forth to make sure we're moving those permits forward expeditiously. Thank you. What's that? Gus? Yes. I'm sorry. Carolina, I think you had a… Two-part. A two-part. So the second was, what can we do to mitigate if there is a permit delay? And I would like to have Gustavo respond to that. Okay. Yes. Well, we try to avoid the permit delays by, whenever possible, doing pre-application meetings. We typically do them when the project involves drainage or any, like, out-of-the-ordinary scenario. So, like Aritio was saying, mentioned, since early on, we identified who the agencies are, and probably around 60. When we have 60 ready, we start asking and scheduling and having pre-application meetings for drainage, permitting agencies, especially if a product requires a water main extension to bring water to it or for drainage purposes. The drainage rules have slightly changed in the past year. We are aware of those new modifications, but we still want to make sure we're compliant with the new rules. So we are adamant on doing pre-application meetings for drainage, and they are very good at scheduling them at South Florida Water Management District. So then after 90% is ready, we do start, just as 90% is ready, to start submitting the plans for review to try to get those permits approved as soon as possible. And then if there's any issues, our first response is to immediately prepare a response letter and meet with the reviewers' comments if we deem it necessary. Some comments are straightforward, so that wouldn't be a delay. But some comments do require meetings, do require variances. We have had encountered several issues, parks when they're next to a canal, and there's new regulations that the canal bank needs to be higher than what it is, causing impacts on not only the park, but maybe the adjacent residents. So these kind of situations would require meetings with the agencies. We obtained, in an instance in Miami Gardens, for a park a variance that would allow us to continue with the project without having to meet, basically, grandfathering in the conditioning, without having to raise the bank of the canal to the 100-year flood elevation, like new regulations require. Also, building department permits sometimes have a lot of comments, but those are usually resolved. But we also have the ability, and we go meet with the reviewers if we need to resolve any issues, maybe zoning or maybe whatever trait is required. Okay. Thank you. And then one more question. If there is an error or a mission on the plans, how would your firm address it, and would it be considered an additional service? All right. I'll go ahead and answer that, Aretha. Well, as the principal of this firm, Carolina, and all selection committee members, our commitment is to deliver a buildable and sustainable project to Broward County Parks and Recreation. So I've always said that we don't run away from responsibility. We have to fix them, and we understand that things happen, we're human beings. Good news for you guys is PDS has been in business close to 20 years, and we've never had to deal with a lawsuit. We've never had to deal with major issues. But if there is something that needs to be fixed, we will fix it on our dime. As our client, you guys should not be paying additional monies for those. Thank you. Thank you. Are there any other questions by the evaluation committee? Project manager, do you have a question? Yes. Good morning. Can you state who would be the dedicated staff for electrical engineering? Louis should take this? Louis should take this? Yes. Go ahead. Yes. Juan, can you please go to the organizational chart? Our electrical engineering firm or MBB firm is Louis Aguirre and Associates. Mr. Louis Aguirre will be the lead electrical engineer for the contract with his support staff. Thank you. Are there any other questions? Thank you, Premier Design Solutions, for your presentation. The second presenter, Premier Design Solutions, Inc., has now completed their presentation and answered all questions. As the team is leaving the meeting, would the purchasing staff invite the third presenter, Thompson and Associates, Inc., Civil Engineering, to join the closed portion of the meeting for their presentation. Again, I would like to thank Premier Design Solutions for your presentation today. Please stay tuned for the emails so you know when to join the open portion of the meeting again. Thank you. Have a great day. Thank you. You're welcome. Thank you. Bye-bye. Would the evaluation committee like to take a 10-minute break? Yes. You would like to take a 10-minute? No, no. Okay. Okay. Recess for 10 minutes and the time is 10.54 a.m. There it is. Recess. Good morning. Can you hear us? Hi. Good morning. Yes. This is Thompson and Associates. Yes. Yes. Okay. Fantastic. Yeah. And you are just the two that have joined so far? It should be one of our subs, Jose Lopez from Vermeo. Male. Okay. We'll keep an eye out for them and let them in when it's time. Okay. Or when they join. I did it. I texted the book. We are back from recess. It's 11.05 a.m. Thompson and Associates, you've joined the meeting, correct? Yes. Okay. We are going to start sharing a list of Broward County participants and if you can compare that to the participants list on the right side of your screen in Teams and ensure that only your team members and county staff are in attendance. Do you see the list of county staff? Yes. We have one person that should be waiting to be let in, Jose Lopez from Vermeo Anjima. There's no one waiting currently. Okay. Are you done? So, are you called permitting? Yes. Our conference room uses a permitting email, yes. Okay. And there's two of you currently? Correct. Okay. James Thompson and Nawal Rodriguez. And you will be doing the presentation? Correct. Okay. We will make you a presenter. Is that? Oh, that's permanent. Can you see our screen? Yes. We can see your screen if you want to move the slides forward just a little to make sure there's no issues. Okay. We can see that. Okay. Perfect. And you said there's one more person from your team joining? They seem to be having some problems. So, we'll go ahead and get started. Yeah. They're just observing. So, once the meeting starts, we cannot add anyone to the meeting. So, you're given five minutes to set up for your presentation. We'll give them those five minutes. Otherwise, after that, I cannot allow them to join. Okay. Okay. Give me one second, please. Okay. I guess she's having difficulties signing in. So, we can move forward without them. Not a problem. Does she need to call in? No. It's fine. We can get started. Okay. Yeah. All right. Give us a moment to reset the timer. So, you have affirmed that there's no one else in the meeting other than your team and Broward County staff, correct? Correct. Okay. Are you ready? Okay. You may begin. Good morning. And on behalf of Thompson & Associates team, I would like to thank you for this opportunity to present our qualifications for this important continuing services contract. We will do our best to cover all aspects of the RFP in this presentation. We fully understand the purpose of this RFP because we were the prime consultant for this continuing services contract from 2017 to 2022. We've completed multiple projects at 24 parks and rec facilities requiring a wide range of services. With this experience, we created the perfect team to meet Broward County's unique needs. Our team will be able to handle any type of project under this continuing services contract and will perform our services expeditiously and efficiently. Our team has local experts to perform any scope item imaginable. Now, please allow me to introduce our team. My name is Jim Thompson. I'll be the principal in charge and I will be personally involved in every aspect of this contract. I've worked on Broward County projects since 1996 and take pride in providing quality, efficient and responsive service to my number one client, Broward County. Noel Rodriguez will be the single point of contact. As a senior project manager, he has worked for TNA ever since he was a college intern and he has been completing Broward County projects ever since 2012. He currently works with Broward County Parks and Rec staff on projects and has a wealth of local experience, which helps keep projects on schedule. Thompson & Associates itself has four professional engineers to serve the county. We all have or all of us have worked on or are currently working on projects for Broward County Parks and Rec. Lauren will be a project manager on this contract. She has completed several Broward County Parks and Rec projects. She is currently finishing up the construction closeout for the T.Y. Park and Markham Park projects. Julian will also be a project manager and has completed many projects for Broward County Parks and Rec including many five year swim renewals at multiple parks as well as the Central Broward Regional Park. Longitude will be our surveyor and our Sioux. They can complete any survey and Sioux needs for the scope for any work authorizations. Osborne has a wide range of experts to complete a multitude of scope for the county. Skyrise will be our geotechnical engineer and can perform any test and produce any reports required to support the design of a project. Bromay-Lawah and Millen Partners is well known for their local knowledge and wide variety of experts. Ross is a local firm that we often team up with. They are local experts with a wealth of Broward County experience. As you can see from our org chart, we cover every possible scope item with breadth and depth. I would now like to turn over the presentation to Noel Rodriguez. Noel Rodriguez Thank you, Jim. Our approach is built on responsiveness, predictability and accountability. We focus on delivering high quality plans, minimizing schedule delays and reducing the client costs. Every project will be structured so that Broward County receives accurate, coordinated and fully vetted deliverables. Our QAQC system is led by James Thompson. Every deliverable goes through five checkpoints before submission. This ensures accuracy and code compliance, constructability and clarity, and reduces RFIs and change orders. We incorporate all the lessons learned from previous work into every review. I will be TNA's single point of contact for this contract. This will ensure consistent communication with Broward County. Our coordinating efforts will run through all the phases of the project, starting with the project concepts and early scope alignment, work authorization coordination, fee negotiations with full transparency, and project execution with continuous monitoring of our subconsultants. To ensure the project, all projects are successful, we will maintain open and proactive communication with Broward County Parks and Rec project managers, as well as park managers and onsite staff, our subconsultants, and the local permanent agencies. Our goal is to ensure alignment, transparency, with no surprises throughout the lifecycle of the project. Today is built for multi-project and multi-phase environments. We can transition easily between large and small efforts. We have bi-weekly project manager meetings to keep our staff, our workload, and our deadlines coordinated internally. Our staffing is based on capacity and expertise, ensuring that the right people are on each task. These strategies include proactive schedule updates, critical path scheduling, contingency buffers for print complex permitting, as well as weekly status reporting for the county project managers. We rely on five proven cost estimating strategies, which include contacting suppliers to confirm pricing and lead times, using the past two years of bid data, cross-checking against FDOT historical item average cost reports, consulting local contractors for field level pricing, and also providing bid alternatives to maintain budget flexibility. As a result, on our last four major projects, we have matched the average of the contractors' bids. Preventative design is our core philosophy. Our QIA QC system eliminates conflicts before they reach the field, reducing construction delays, contractor confusion, costly rework and change orders. We emphasize clear, coordinated, constructible plans at every phase. Broward County has been our home since 2008. These projects serve our family, our neighbors, and our community. Broward County is our priority. We will stay ahead of the 21-day work authorization requirements, deliver fast and accurate scopes within five business days, and will provide rapid project mobilization. As an example, our most recent Broward County job, the 24-inch effluent water transmission main, we fast-tracked an already aggressive schedule to meet the county's deadlines. Over the next couple of slides, I'm going to demonstrate TNA's past projects of similar size and scope, many of which are Broward County Parks. From 2017 to 2022, TNA held this contract and completed many Broward County Parks projects. The projects completed during this contract will give TNA the understanding of the existing facilities, as well as staff preferences, and that's going to aid in completing future work. We completed the VistaView splash pad together with Amanda. This project was completed towards the end of 2023. The Hollywood North Beach Park mooring fields and building was successfully completed last summer, working together with Martin Gross. This was a very complex and unique project with extensive environmental impacts and grant coordination. We worked on the Tradewinds Park utility improvements together with Mauricio, where we installed sanitary sewer collection and transmission systems and eliminated septic tanks. We performed campground improvements at Easterland Park and are currently closing out the construction of Markham Park. Borders Park parking lot and stormwater improvements was completed in 2021, working together with Mike Kalupke. Lafayette Heart Park parking lot is finalizing construction within the next couple of weeks. This project was completed working with Mike and Kevin. We designed the Reclaimed Water Transmissions Irrigation System for T.Y. Park in 2020. Working together with Martin, we completed the Long Key Volunteer Wetlands, which is awaiting to be bid. The following municipal projects highlights TNA's ability to complete projects throughout Broward County, Pembrook Pines, Boca Raton, Margate, Town of Davie, City of Hollywood, City of Fort Lauderdale, and Daniel Beach. For example, this project here we completed for Pembrook Pines, included a playground, parking lot, and utility infrastructure improvements. We completed this project, this playground and splash pad for the City of Boca Raton last summer. This sports complex and covered field was completed for the City of Margaret in 2021. We've completed many parking lots and drainage improvements across the county, including this fire station for the City of Fort Lauderdale. In 2024, we completed this $11.6 million community center for the City of Deerfield Beach. We also completed the Stormwater Master Plan for Broward College Central Campus. All of these projects I just listed required extensive coordination, permitting efforts, and demanding schedules. Our subconsultants have also been involved with complex parks projects. This $10 million project was completed by Osborne for the City of Deerfield. This $80 million project for the City of Deerfield was completed by Bromeo Agenau and Partners. This aquatic center was also completed by Bromeo. As shown, TNA and our team have a proven project approach and experience that will best assist Broward County in completing any project. We have completed county-wide splash pads, nature centers, wetlands, and utility improvements demonstrating consistent delivery across scopes and budgets, the capability to manage both prime and subcontractor roles, and a proven track record of on-time and on-budget deliverables. I'm not going to turn it back over to Jim to finalize the presentation. Thank you, Noel. Let's talk about the workload of the firm. As you can see, TNA has an abundance of availability to meet the needs for this contract. We also have selected subconsultants that can assist with meeting any fast-track project schedule or expedited deadline. There were two questions posed from the project manager for this contract. One, the ability to work with multiple project managers. While since 2017, TNA has proven that we can work successfully with multiple Broward County Parks and Rec staff like Nadine, Martin, Amanda, Mauricio, Ed, Mike, Mariela, and Kevin. And we will continue to do so on future work authorizations. Number two is the ability to meet proposal time requirements. TNA has always provided responsive service to our number one client, Broward County, and we will continue to do so in the future. As Noel stated earlier, we will turn around work authorization scope development within five days of the request. Since we currently provide continuing services for Broward County, there is no learning curve for proposal formatting. This greatly helps when being reviewed by purchasing and the county attorney's office. So why select TNA? We are a small company producing big results. We feel our team is the best choice for Broward County since we fully understand your needs. We have multiple local experts specializing in parks and rec projects, and we never, ever miss a deadline. But most of all, Broward County is, and always will be, our number one client. We did our best to cover all the requirements of this RFP in this presentation and in this submittal. We hope that our Broward County parks and rec experience, proven track record, and team of solid subconsultants have convinced you that we deserve the maximum points in each section of the scoring criteria. I would now like to open up the floor to any questions that you may have, or if there is any clarifications on topics we can expand upon further. Thank you for your time and your consideration. Thank you for your presentation. Are there any questions from the Evaluation Committee members? Ms. Medina? Yes. I have a question. Can you describe a parks and recreation project that presented unexpected challenges and how your team resolved them? Could you repeat it? Could you speak closer to the microphone? Can you describe a parks and recreation project that presented unexpected challenges and how your team resolved them? That's a great, great question. The reality is every parks and rec project creates multiple challenges that you must overcome. And a lot of those challenges are not foreseen when you're creating the scope. As Martin will attest, we've worked for years together trying to develop a scope for a project. And problems arise where at the beginning of the project, when you're formulating your scope, you don't know what's going to come up. You don't know just what you might come up with permitting, come up with a city ordinance that you have to adhere to, come up with public outreach or comments that come in from a local politician, a mayor or a commissioner. So, or environmental issues that you may encounter that you may encounter that you have to address. So, a lot of the problems, a lot of the challenges that we've overcome are related to unforeseen conditions, unforeseen aspects of a project. Let's talk, for instance, the Hollywood North Beach Park mooring field. That was, there was a grant for that. That was a major source of funding was a grant. So, we, there were grant requirements, there were grant deadlines. There, we were dealing with agencies that are rarely dealt with. I believe that was the very first and only mooring field in Broward County for parks and rec. So, that was unknown for us. It was unknown for the county staff. And the permitting associated with that took an effort from the surveyor at the time, had to do multiple surveys to get it in the right format for the permitting agency. We had an environmental professional doing our permitting for that and, and, and permit writing and trying to help get the approvals for that. All while we're moving forward on dredging requirements, all while we're moving forward on other environmental, and we also had to deal with, okay, this is designed, it's permitted, how are we going to build it? Um, the constructability of it, or where you have a dredge material, we don't know the means and methods of the contractor. They may bring in a barge and they may just use the barge for the dredge for the spoils, or they may just want some upland area to help it dry out. Uh, we don't know. So, we're trying to plan before it's even bid. We're trying to come up with different scenarios on how to best bid this to save the county money. Um, and we feel we've worked hand in hand with Martin and with the county on this, on that specific project, um, to really save the county millions of dollars in, in, in coming up, trying to address or see different scenarios and trying to come up with the best ideal solution. So, when it does go to bid, the, the county will benefit from our foresight and our, our, all the late work that we've done to try to get everything, um, properly laid out and give the contractor options. So, a big part of Broward County Parks and Rec and also any continuing services contract is when you have a work authorization, it's really good. And, and again, Martin and others will test, um, not only to have a clear scope, but you also have to have a contingency in there. So, uh, optional services is a critical part to have in your, in your proposal, in your work authorization. And those optional services really help with the unforeseen conditions and help keeping the project on track and helping to keep it a project move forward. So now that's, that's, that's basically, and Newell, do you have anything, uh, more recently, um, especially with the change in legislature, um, and the drainage aspect of things, it's really, you know, with some of these projects, um, going into construction a couple of years after they're designed, you know, modification may come into play during construction. Where you kind of have to work together with the permanent agency and the project manager in order to try to come up with the solutions to where they're not going to force you to, you know, abide by the, the new rules, which would, you know, completely, you know, cost accounting more money when it comes to the infrastructure needed to abide by the new rules. So a lot of the times it's just, you know, working together with other agencies, uh, permanent agencies, especially, uh, in order to come up with, uh, solutions and, and, you know, to modify things quickly so that, you know, we, we're not the cause of further delays to construction or to the actual schedule. Thank you. Are there any other questions from the evaluation committee? Ms. Vargas? Yes. Good morning. I think with the answer to the previous question, you kind of answered my, part of my question, but I'm going to make it anyways. Explain your firm's approach to permitting and at what phase of the project, um, should permits be obtained? If there's a delay, which I'm sorry, that's the part that I think you already, um, explained, which was if there's a delay, um, what would be your approach? So I, I don't think you need to answer that part, but the first one, um, yes, if you can answer that. Okay. Yeah. So typically on our continuing service and really any contract, uh, we start coordination with, uh, with the permanent agencies at the beginning of the project. That, that helps us develop, uh, the proper scope for that agency to understand, you know, and kind of come up with an idea of how many resubmittals or, or, you know, the, the design that they're expecting for a site. In this case, a lot of times what you end up finding out is there's an existing permit that can be modified, or there is no permits that you would have to permit the entire property. So that, that, that helps early is to start the coordination effort at the beginning when you're developing the work authorization or in the earlier stages during like a schematic design phase. Um, when we start to kind of approach that submission of the permit would be after we turn in our 60% submittal tool to the county for review. Um, and before the 90, we will prepare all the permit applications for all the agencies submitted to the project manager in order to obtain the signatures that are required and then have them ready. So that when we receive the comments of the 60%, if our drawings are not going to significantly change, we will submit the permits together with our 90% submittal that way, that is starting before we reach that permitting phase. And taking, taking that a step further, Thompson Associates for all of our Broward County water and wastewater projects, we go ahead and move forward with conceptual dewatering permitting. And what that does is we lay out our calculations, we lay out our dewatering plans and show that it's possible that they can do, they can build our infrastructure and they can get dewatering. So we run it through Broward County. Um, and used to be red. Now it's a different name. We used to, but we do get our conceptual dewatering permit. And, uh, and again, what that does is we don't know the means and methods that the contractor is going to do, but we are saying if you do this means and methods, you can get a dewatering permit. So it's possible because contractors have come forward and said, it's on, we can't get a dewatering permit. It's impossible to build it the way you want it. And we want to change order. Well, we've taken that away from the contractor's excuses. So we're trying to work for the County, trying to keep things, keep things not only on schedule, but on budget. Yeah. And an important step also when it comes to permitting and right now, you know, it being more or less the first year where that new, you know, especially surface water, those new rules are in place. A lot of the permitting agencies, they don't really know exactly what, you know, what direction to go in. So starting that coordination early and really when you receive an RAI, trying to turn that around within the first, you know, within a couple of weeks, rather than, you know, waiting to resolve some of these issues, you know, in a bubble, working with them to resolve the issue, setting up an RAI meeting with the, with the reviewer to understand his, you know, why he gave the comment, what he wants to see to remove the comment. And that way, when you go back in, the comments go away a lot easier and your permitting is expedited. Thank you. Yes. One more question. If there is an error or omission on the plans, how would your firm address it? And would it be considered an additional service? Error or omission. Oh, but there was something on the plans that we clearly over, you know, had an oversight. We would not do an additional service on that. We, we always stand behind our work. And I'm not going to sit in front of you and tell you we are perfect. Nobody is perfect. But we will stand behind our design and we will do what's right. And if we make an error on our plans, we will fix that error on our time and will not charge accounting and never have. Thank you. Are there any other questions by the evaluation committee? Project manager, do you have a question? Yes. Good morning. Can you please clarify who would be your dedicated staff for electrical engineering? Electrical engineering. We have Osborne engineering. They're going to be our MEP for this contract, as well as, you know, they are a nationwide firm. So they, you know, they are able to produce engineers that can cover any vast. But for this contract, our MEP will be Osborne engineering. Thank you. As, as a side note, they were on our last contract for Broward County Parks and Rec. The contract we, we held from 2017 to 2022. They were a sub consultant to us. It actually started out as a small CBE firm who was bought out by Osborne. So they had a little growing pains at the beginning, but now they are, they're, they've been fully vetted. We've worked with them on other projects and they are giving us great service on other projects. So we decided to add them back in for this pursuit. Are there any other questions? Thank you, Thompson and Associates, Civil Engineering for your presentation. The third presenter, Thompson and Associates, Inc., Silva Engineering, has now completed their presentation and answered all questions. Would purchasing staff please invite the fourth presenter, Chen Moore and Associates, Inc., to join the closed portion of the meeting for their presentation. Again, I'd like to thank Thompson and Associates. Thank you. Please stay tuned for email updates. Well, okay. Chen Moore, have you joined the meeting? We are here. Thank you. Great. Thank you. As your team members join, please review the meeting attendees in the team's participants panel and please review to ensure only your team members and county staff are in attendance. We are displaying on the screen a list of county staff in attendance. And while you're reviewing the list of participants panel, please advise which member of your team will be the designated person to present in teams. Darren Bedore will be our designated presenter. Okay. We will make him a presenter. Thank you. So currently I see Peter Moore, George, and Darren. Prosper, yes. Do you have any other members joining? No, ma'am. Okay. And when you're ready, if you could, for the record, please affirm that there are no other individuals in the meeting other than your team and Broward County staff. We'll check with Darren and George, but I don't see anybody else. I agree, Peter. We're good. We can affirm that there's no one else. Okay. Thank you. Your team will have five minutes to set up. Purchasing staff, please start the timer. I want to check all our mics, George, Darren. Check, check. Yes, sir. I'm here. All right, Darren, are you okay with everything, all the clicking's going? I'm ready to go. It's working perfectly. All right. Chen Moore is ready to go. Okay. Give us a moment to reset the timer. No problem at all. Okay. You may begin your presentation. Good morning. My name is Peter Moore. I'm the CEO of Chen Moore & Associates, also known as CMA. We're very excited to be here today to present for the Professional Civil Engineering for Parks and Recreation. I really appreciate the opportunity. Here's our table of contents. I'm going to briefly go through about CMA. I know we have some folk that have known us for a bit of time on the selection committee and some folks that have only worked with us in one or two capacities. So we'd like to talk about what's gone on with us for the last couple of years. I'll also talk about the ability of our professional personnel. Then Darren will go through our project approach. And George will go through our past performance before I close it up. Excuse the interruption, but if you could turn on your video so we could see your faces. Oh, sure. Thank you. We're trying not to be distracting. That's quite all right. It's all right. We would like to see all your faces. We're here. Those are my degrees. I promise. Thank you. About CMA. About CMA. So really, it's a fantastic story that starts almost 40 years ago. We'll celebrate our 40th anniversary here in November. But Dr. Chen started this company right here in Briar County in 1986. And one of the first things that you see there is in 1987, we began our relationship in Briar County with our first subcontract. And since then, you can see us opening offices, adding new services. We've acquired a couple of firms. But the growth that's gone on really goes hand in hand with our relationship with Briar County. We really appreciate that. So today, what are we today? We're about 175 employees. We have engineers in civil, electrical, environmental, structural, and transportation, landscape architects, urban planners. We have environmental scientists specializing in wetlands, arborists, benthic, and wildlife, and construction managers. We've worked in about 12 different states in about 11 different countries. But we've never forgotten the fact that Dr. Chen, our founder, has always said that this is a people business. Most important thing, I was born in Briar County, and so was my company. Briar County is our headquarters, as you can see, all our offices from Pensacola to Jacksonville, Sarasota to Miami. We're all over the state of Florida. But Briar County is our home, and we're really proud about being a Briar County-based firm. Some that don't know this, we do have an expertise in parks and recreation. We've worked on over 120 parks as a firm, over 20 parks and recreation master plans. And 30 of those parks that we worked on are in Briar County. Now, everyone's going to want to show you their signature parks, these big regional, you know, brand-new fancy big parks they're talking about. We've worked on a lot of small projects, a lot of maintenance projects. We've done things like replacing playgrounds or adding water lines or sewer lines or wetlands rehydration and stuff like that. And that's something to us that's really important about keeping these assets viable as long as they possibly can. We are municipal experts. We have over 100 continuing service contracts in the state of Florida, over 75 of those are as a prime. And we currently have 11 prime contracts with Briar County agencies, meaning we're really, really well-versed in the Briar County process, and we're great at working with the county. So to close that out, I mean, we are a multidisciplinary firm capable of handling multiple projects and multiple project managers. We have a great depth of bench. We have 90 engineers and over 10 landscape architects. We know Briar County and its processes. We are experts at parks and recreation projects, including the fact that we were a subconsultant in the Briar County Parks and Recreation System Master Plan. And as I'll talk about a little bit later, we are also sustainability and resilience leaders. I'd like to talk a little bit about our personnel right now. I am going to be the principal in charge, me. That's almost, I think it's the same jacket. So sorry about that. We're here, and Darren Bedore will be our project manager. George Crosick will be our deputy project manager. Darren himself has managed this contract previously with another firm, so there is no learning curve for us. But what's also interesting is George, also with that same firm, also worked on this contract. And previously, under a different form for this contract, I also worked on this contract. So everyone speaking today comes from a place of knowledge when it comes to this contract. Here's our organizational chart. Obviously, it's big and complicated because of all the required systems. But I'd really like to get into the disciplines because that's what you asked for. The disciplines that we have here, every single discipline you have listed, we either have a subconsultant or what Chen Moore is doing with them. In some cases, we overlap. We also talk about the number of CBEs that we have. And, of course, Chen Moore is a graduated CBE. With that, I'd like to turn it over to Darren. Thanks, Peter. In preparation for today's presentation, we reviewed the current capital improvement plan and identified three major investments in parks shown on the side. And you see a theme, or at least two of them, improvements to drainage and resiliency, which is critical in today's environment. And the third project includes improvements to a very nice coastal park with great opportunities to enhance visitor experience. Later, you will see highlights from coastal projects that we are involved with. The previous slide showed major improvements to several county regional parks. However, based on my experience with this contract, I know that there are many smaller projects that will be executed through this contract, such as playgrounds, restroom facilities, five-year surface water renewals, trails, boardwalks, canopy installations, structural repairs, parking lot utility projects. This contract includes great project variety, which is what makes it so exciting to me and my staff. Now, one of the questions that you asked us to address during the presentation was related to our ability to work with multiple PMs on different projects. I know that there are at least five or six PMs at Parks and Recs that we'll be working with at any one given time on multiple work authorizations, and that's not a problem. I listed George as the deputy PM for a good reason, because he also worked on this contract with me. But I also wanted to show you that in our Fort Lauderdale headquarters, we also have five additional PMs with specific expertise that could also work on work authorizations that come out of this contract. Ideally, based on that type of work that comes out of the work authorization, I would match it up with the PM who has that skill set. Additionally, you asked us to address our ability to complete work authorizations in less than 21 days. And we're committed to do that in less than 21 days. And what I've shown on the screen is an excerpt right from our RFP response where I detail exactly what the process is to go from a call from the PM with a scope for a project all the way through to scheduling kickoff meetings once the work authorization has been processed and the notice to proceed has been issued. Through the work I've completed on this civil engineering parks and rec continuing services contract, we've incorporated a few improvements in the work authorization process, and I just wanted to highlight one of them. Once the scope of work is completed, it will contain a fee summary as well as a project schedule, along with a breakdown of the fees for lump sum, hourly, and reimbursable, which is easily translated to the work authorization paperwork that the PM fills out and gets processed through the county system. Following the issuance of the notice to proceed, we would immediately begin our design phase, whether it's a basis of design report or a project is simple enough, we can move straight into design, followed by the permitting for that project, issuance of the final plan specifications, cost estimates, straight through the bidding, construction, and closeout of the project, which is part of the post-design services. Throughout the design and construction phase of the project, there is ample communication between the county's project manager, park staff, and our sub-consultant team, as well as the contractor. These projects are only successful when we are all on the same page. And as Peter mentioned earlier in the presentation, we hold continuing services contracts with many of the 31 municipalities in Broward County, and as a result of that, we have spent a tremendous amount of time coordinating with all the regulatory agencies and have a great understanding of what their expectations are. For these projects that are a little more complex, we would meet with the regulatory agency as a pre-app meeting. This allows the reviewer to get a better understanding of what the project is all about and to work with us on a strategy to get through the permitting process, which ultimately saves time and reduces cost for the county. And finally, Chenmore has a very robust quality assurance, quality control program led by Shaheen Hekman. We have many systems in place, including checklists to guide the process. All of our designs go through constructability review, and we use value engineering early on in the process to keep the project cost in line with the budget. All of our work product, whether it's a drainage report, hydraulic model, a set of plans, a cost estimate, are thoroughly reviewed by senior members of our team before they are issued to the client and contractor. And now, George, we'll talk about our project performance. Okay. Thank you, Darren. So I'm really proud to work with this team. And real quick, sidebar a little about myself. I started my career here at Chen & Associates back then. I worked closely with Dr. Chen, and I will tell you his ideals and principles are still carrying on. So I'm glad I'm here. So I am back home and ready to go. So let's talk about us. So in the last five years, we've worked in over 50 parks facilities. We did some beautiful natural resource parks, some really cool special use parks, some high-profile coastal parks, some multi-use regional parks, some quiet neighborhood parks, and also a place to take our kids on Saturdays to get those games in, some athletic field design parks. Next slide. So understanding the community, understanding the need. So here, our first example here is a downtown community park. This is a 2.7-acre parcel. It's surrounded by multi-use development. There's big buildings all around, and there's little space. The next park over to the other side here is you'll see another type of neighborhood park, and this one has a lot more space. You can see single-family homes around it, and you can see the greenery. You can see green grass, real grass, versus the fake grass in the community. So, again, you have to understand the setting and the scope. Another example here, and I'm really proud of this one. This is Curry Park in West Palm Beach, Florida. This project was driven by seven grants and a tight schedule because of those grants, and Peter Moore actually assisted in getting some of the funding for this one here with his connections up in Tallahassee. Sheehan Hekmet helped the design and construction management and the closeout. So we're really proud of this high-profile coastal park. Now let's go to a small scale. So here we have a small community garden where grandma could go plant some tomatoes and enjoy them grow. Or a next example here would be a park to go after school to get ready for the Saturday games with your kids. So this park here, we provided a soccer field and baseball fields, again, to stretch out the kids. So let's talk about functional. So this, for the other example here, this is a functional park where we need to redo the park a lot, have some concrete, sidewalk connectivity, provide a bathroom facility, re-stripe it. Again, it's functional but needed for that community. Let's go to the funner stuff. Next to, we've actually worked on a project near a city hall complex where we added landscape features and pavers and beautiful plantings and also we learned how to design a clock tower. So this is the really cool one. So we were actually the prime on this one and we had the planning and engineering scope of services for this. This one here is a wakeboard on a cable system around here and up in West Palm Beach. But we're really proud to have this experience and we will share that. We've also done new aquatics parks from the beginning. So this is an example of a brand new aquatic park and also next to that is a 24-acre natural park where actually you can walk on the boardwalk on a Sunday and enjoy this great Florida, beautiful weather. Knowing another example here is a cultural park, the Bay of Pigs in Miami. So we knew the facility and actually they provide a facility and a splash pad. Next up is an aging facility so needed maintenance. So we provided a design build criteria package for the city of Margate for their aquatics. Lastly, we are engineers. So we actually, for this client, we designed a parking and a slow down the car type structure here. So we did this for one of our clients where we parked the cars in the median, slowed down the traffic, and made sure we were able to get all the permitting and meet all the current regulations at that time. So you can see the before and after. And, again, it's nothing exciting but functional for the purpose of what the client needed. Thank you so much, everybody. We know that resiliency, sustainability, and ease of maintenance are incredibly important for parks and recreation facilities. CMA has been involved in over $350 million in construction projects involving either LEED or Green Globe certified projects. CMA is also involved in the Institute for Sustainable Infrastructure, ISI, and the Envisioned Sustainable Professional, ENVSP, process with ASCE. I am both a LEED AP professional and an ENVSP myself. And we have several professionals along with myself as part of the firm that are equally talented in both. The LEED AP is really for buildings, and ENVSP is really for infrastructure. Here you see Hollywood City Fire Station 45. It's LEED Gold. We have numerous vulnerability assessments and other projects that we've done that have all kinds of resiliency-type specializations. But I really want to close out by reminding you that we are a multidisciplinary firm capable of handling multiple projects and multiple project managers. We have a deep bench. We know Briar County and its processes. We're experts at Parks and Recreation, having worked on the Parks and Recreation Master Plan. And I hope I just showed you that we are sustainable and resilience experts. Looking forward to your questions and answers, and thank you very much. Thank you for your presentation. Are there any questions from the Evaluation Committee members? Yes. Good morning. The question is, can you describe a Parks and Recreation project that presented unexpected challenges and how your team resolved them? Sure. I'll start out with that. Tradewinds Park. All the facilities within Tradewinds Park, or most of the facilities within Tradewinds Park, believe it or not, are on septic tanks. And the challenge was, how do we use the budget very cost-effective? So grinder pump lift stations were the approach with a network of force mains to connect and discharge to a lift station, which is owned by the city. So we had to coordinate with park staff to best locate those grinder pump lift stations to pick up the laterals that came from the buildings that went through the septic tanks. And we also had to coordinate with the city to be able to show that there was capacity and get the permitting done for the connection to the lift station. That's one example. And maybe Peter or George, you might have another example to provide. I do, Darren. I'm going to say a name of a park, and no one's going to know where it is. So Fort Lauderdale Beach Park. I say that, and no one has any clue where it is. But if I say Tortuga, everyone knows exactly what I'm talking about, and that's the area there. And we were the engineers of record. I was the engineer of record on that project. Man, that was amazing. There were a number of difficulties that related to that. We had ADA issues. We were being sued by an attorney that was going through and doing ADA issues. So we had to make sure the entire facility was ADA compliant, including connecting to existing restroom, the existing restroom that's there. It's on a beach dune. So we had to make sure that we took care of the elevation differences. We replaced some dunes. We had to build our new beach wall during turtle nesting season. So we made sure that we had special turtle nesting procedures that related to that. And I think probably my favorite part of it was we were digging for just some additional exfiltration trench because we added a few square feet of impervious area. So we needed to make sure that we had water quality issues dealt with. And as we were digging for the exfiltration trench, we found arrowheads and cannonballs and all kinds of other things. So we found the original Fort Lardo. And as part of that, we called out. We pivoted. We called one of our natural resource consultants, and they came out there. The archaeologist, Bob Carr, brought him out there. And every single sift of dirt got dumped onto a piece of plastic. They went through it. And in the end, Fort Lardo, I mean, it costs a little bit more to do that. But in the end, we celebrated the finding of Fort Lardo when we did the dedication to the park. So today it exists as a fantastic, you know, fantastic location that brings in people. I've seen Super Bowl concerts there. Tortuga goes there. The marathon runs through there. I am so proud to be the engineer record on that park. And it went through a whole lot of stuff while we were in construction. But we were there every step of the way and managed scope and worked really successfully with our client. Thank you. Are there any other questions by the Evaluation Committee? Ms. Vargas? Yes. Good afternoon. Can you explain your firm's approach to permitting and at what phase of the project should permits be obtained to avoid delays? And if there are delays, what would be your approach to overcome them? Thank you for the question. You know, the types of projects that would come out of this contract vary. So I'll choose the more complex ones to discuss. You know, our approach, the best approach, is to meet with the building officials to do dry runs, submittals, to flush out any questions that might come up once the contractor has been selected. So, you know, we attempt to do these dry runs with all the municipalities, depending on where the park would be, so that we can incorporate the comments that we would get through a building department submittal in the bid set prior to the contractor, you know, being selected and submitting to the building department. So hopefully we've flushed out all those issues that would be cost-related in the bid set. And, you know, meeting with the reviewers is really important. Just sitting down with them and explaining what the scope of the project is, it really helps. Instead of just blindly submitting to the agency an application and a set of plans, it really goes a long way. So we spend a lot of time up front in paving the way for the permitting process. And then finally, you know, some permits are easy to get. Right now, FDEP permit for a water system is very easy to get. There's no need for a pre-application meeting. We could submit and have that permit in three weeks. As opposed to perhaps a permit needed to go into a South Florida water management district right away, where, you know, you can't request a pre-app meeting with South Florida because they're so busy. But you know that it takes a little bit longer to get through the process. So with that, I'll yield to Peter. I'll be so as bold to say is that I have no problem utilizing. I mean, we're the largest engineering company in Prairie County. I personally spent my entire career working out of Prairie County. I do a ton of work in Tallahassee and in D.C. And I will avail all my resources to all of my clients. And the Curry Park Project, we had some issues that were coming about relating to the dredge and fill permits that we're going through. And, you know, obviously there were some challenges with government shutdowns. The 404 permitting process had been almost delegated to the state of Florida and then got taken back. So the Army Corps wasn't adequately aligned. But I reached out to Lois Frankel and, you know, we said, hey, you know, we need a congresswoman to go out there and have this conversation and make sure that this, our application is at the top of the list. I'm not scared to say that I, you know, I have friends in high places and I make sure that we take care of our clients. I'm not saying that other projects aren't just as worthy, but, you know, the squeaky, you know, squeaky wheel gets the grease. And sometimes you need to make sure you avail yourself. And I've done that numerous times locally, Briar County, obviously all throughout Briar County's governmental structure throughout the state of Florida. And we have, you know, between our, we have an in-house government relations team. Also, I'm kind of a halfway lobbyist, I guess, these days. But, you know, our ability to have relationships locally in Tallahassee and in D.C. really do help move forward some permits when they get stuck in weird places. So, real quick, I want to add into that is also, as Darren said, meet with the reviewer, but also knowing that they have a job, follow that checklist. So, let's make sure we work with them and assist and make their job easier so that way that permit goes through. Thank you. And then another question is if there is errors or omissions on the plans, how do your firm address them? And also, would these be considered an additional service? Peter, do you want to start on that one? Sure. First of all, yes, the buck stops with me, and that's the nicest part is my name's still on the door. This is my company, and I run this company. If there are errors and omissions, we will absolutely work to fix anything that needs to be done at our cost. There is no additional services related from an error and omission based on our firm. We have a stellar history. I mean, I've had the same – actually, our insurance broker has been serving the company longer than I've been here, and I've been here almost 27 years. First of all, we have a stellar record as far as no errors and omissions. I mean, we don't have none. We don't have any. But we do – you know, but we have a stellar record. We have a stellar loss record, and, you know, we have no problem at all owning up to any kind of mistake that we make. Additional services do come up, but that has nothing to do with any error that we make. And there are times in which, you know, maybe there's something that the client owns part of and we own part of, and we'll talk about how to split that up. But there is absolutely no additional services related to errors and omissions based on Genmore's part. I don't have anything else to add. That was perfectly said. Thank you. Are there any other questions from the Evaluation Committee? No, thank you. Project Manager? Yes, good afternoon. Can you confirm whether Darren Badour will be the point of contact for this contract? Yes, I will be the point of contact for this contract. Thank you. Thank you, Chen Warren Associates, for your presentation. Please stay tuned for emails to let you know when to join the open portion of the meeting. Thank you again. Thank you so much. Thank you all, and thank you for your long day that you have today. We understand how difficult it is, so thank you very much. Thank you all. So, Evaluation Committee, we are going into our last presentation. Would you like to take a lunch break now or a recess now or after the next presentation? We could try to finish everything before a lunch break. You want to power through? Okay. Power through. All right. We can do that. Okay. Would purchasing staff invite Keith and Associates, Inc., doing business as Keith, into the close portion of the meeting? Good afternoon. Keith and Associates, have you joined the close portion of the meeting? Yes. Okay. We are logging in now. As your team members join, if you could please review the meeting attendees in the team's participants panel, and also please review the attendance list that we're displaying on the screen and compare them. Who else from your team will be joining the meeting? We have four other guests. We have Niles Wark should be joining, Katerina Munday joining, Kelly Shuler joining, Victor Herrera joining, and Flint Weinberg. Okay. Who will be the presenter? If you can make my team's Alex Laszak the presenter. Okay. We can do that. Also, just as a backup, if you can make Flint Weinberg, I always like the belts and suspenders. So we have Kelly coming in? That is correct. Hey, Kelly. Do an audio check. We have a Flint and a Katerina. Correct. Hey, Katerina, you there? Do an audio check? Yes, I'm here. Good afternoon. Thank you. Flint, they made you a backup presenter. And do you have a Victor in your team? We do indeed. Victor Herrera, that is him. Has everyone joined from your team? We are got one more logging in. Okay. So as we wait for that one more, if you could compare the list of county staff that's presented on the screen, along with the team's participants list, and verify that there's no one in the meeting other than Broward County staff and your team. Perfect. We will definitely scroll through that now. Niles and Victor, give an audio check while we're looking at this. Good afternoon. Good afternoon, everyone. Got you both. Perfect. I saw that added to the chat. Looks good on our end. I don't see all of these people logged in. Right. Not everyone might be logged in, but that's a list of Broward County staff who might be attending. Okay. Yeah, looks good. Okay, so for the record, please affirm that there are no other individuals in the meeting other than your team and Broward County staff. Yes, this is Alex Lasik with Keith, and I affirm. Okay, thank you. As we move into your presentation, please keep your cameras on during the presentation for everyone. We're going to start the timer now. You'll have five minutes for setup. You got me there for a second. I was like, oh, you're starting the 15-minute timer. No. All right. Thank you. All right. We'll be quick to share, but thank you for the five minutes. You're welcome. And then scroll through the slides to make sure there's no issues as you upload your presentation. You'll be able to click share screen. Flint, are you able to share? So we gave presentation to Alex and Flint, and we are currently not sharing anything. Does anything happen? Could you share a screen, Flint? Yes. It's working for you. All right. Let me just log out and log back on. I can't click the share button. Maybe just remove rights from Flint as presenter and just go straight to you. Maybe that's the glitch. Yeah. It's still not letting me share for whatever reason. Let me, if you try to remove me. Yeah, if you stop sharing, Flint. If you could remove me from presenter and maybe add me, is that a way to, like, take me out and put me back in? Yes. All right. So you're now re-added as presenter? Mm-hmm. All right. Let me log out one more time. If not, Flint, you'll have to share. We are in business. Our screen now? Yes, we do. Good old unplug it and plug it back in. Okay. We will reset the timer for 15 minutes, and I'll let you know when we're ready. Thank you. Okay. We're ready whenever you are. Perfect. I will begin. Thank you. Good morning. Almost good afternoon, Selection Committee members, Broward County staff. Thank you so much for your time, your commitment to Broward County and Broward County Parks today. My name is Alex Laswik, President and CEO of Keith, and we're excited to present you on this contract. Today on the call, you have Tom Green, our project manager, Victor Herrera, our civil engineer and principal, Niles Wark, our project manager deputy, Katarina Munday, our project controls manager, and Kelly Shuler, our director of landscape architect. This is who is who is on the call with us today. But at Keith, not only are you going to have access to those six, we have a robust team of over 200 professionals right here in South Florida. The Keith team is very unique in this fact that we have a multidisciplinary approach to delivering projects for the community. We have geospatial in-house planning, transportation, traffic, civil engineering, landscape architecture, coastal, and construction management. All of these services are right under one roof at Keith. We know how to deliver to Broward County. We've been delivering to Broward County for six decades. We're a third-generation family firm headquartered right here in Broward County, and everything we do is a collaborative approach. We've graduated from that small business CBE program, but we've been able to still operate just as such. We're quick, we're nimble, we shake our clients' hands, no project is too big or too small for Keith, and we've really built a unique process in delivering to Broward County on each and every work order. This all flows through our design process. How do we deliver a work order? Exploration, inspiration, and implementation. We have a whole process when not only at the start of the work order, but during the work orders and during the construction management. Design reviews, workshops, stakeholders, all this goes into it. But also, maintenance and operation. What are the results? How does this all come together at Keith? And we have a great process at Keith on how to deliver for Broward County and making sure that we're not just sticking our head in a hole looking at a pipe, but understanding who the users are and what these pipes and what these parks are going to be used for. At Keith, we have a dedicated practice line specifically for parks. This is our Keith Play. We talked about that multidisciplinary approach. Our Keith Play team dedicates itself to just projects just like this, open space, public space. This could be kids. This could be senior citizens. Everyone uses the parks. And we have a team that focuses on delivering projects on the Keith Play. This ties right into the Broward County Parks mission, ties right into the Keith mission to create, expand upon, and preserve and enhance our communities. That's everything we talk about. You'll see at Keith revolves around community. We're blessed to have our founder have two parks in Broward County named after him, one in Fort Lauderdale, one in Pompano Beach. And we're excited to continue to deliver parks throughout Broward County. I mentioned those three faces on the left, our project manager, our deputy project manager, and our principal, Victor. But this team also has a massive team behind him. We talked about how are we going to deliver work orders for the county and different project managers. The way that we work at Keith is, yes, you have Tom, you have Niles. But as we deliver multiple, multiple work orders, we'll assign task managers. And we have multiple PEs with different backgrounds, different expertise to ensure that not only if we're working on one work order, but if we're working on 85 work orders, we can deliver it. We have expertise in everything, water, sewer, stormwater, you name it. This civil engineering team has a deep bench and an expert knowledge. Also, Kelly has that same team on the landscape architecture side. So you talk about arborist, irrigation, and any type of hardscape design, fountains, our team can deliver. Also, we have our QAQC. It's a way of life at Keith. Tom Donnie, who will be a dedicated QC officer for this project, and we're excited we have a process down to deliver. This goes from scope development all the way through project closeout. And we have a dedicated process when it comes to QAQC. Also, on top of all those folks at Keith, a great project manager, a great QC process. We built a phenomenal subconsultant team. We worked in Broward County a long time. We really take our time in picking our subconsultants to ensure that they have capacity. We make sure there's redundancy. We have specialty contractors, whether it's MEP, coastal, cost estimating with TBG, and really taking a look to ensure that any work order we can deliver to Broward County Parks. With that, I'm going to pass it over to Tom to take you through the project approach section. All right. Thank you so much, Alex. And, again, I appreciate your time this morning and so happy to be able to present to you. So when we talk about our project approach, Keith has a lot of experience working in Broward County for multiple municipalities, but for the county itself. So when we talk about this work order process, we bring our standard project management process approach to the table. And embedded within every project, in addition to the design, it's at document control, schedule control, cost control. You heard Alex touch upon QA, QC. But the one highlighted in bold, and we feel the most important one, is that communication. Without proper communication between Keith and between the county and certainly your project management staff, it's a recipe for disaster. So communication is paramount for our project management process. It's embedded. It's our way of life, making sure that we are constant lockstep with your team is a way to ensure that we are timely in our delivery, that we meet your expectations, that we're delivering scope. And we give you a buildable project that will benefit the county and benefit the residents. So also embedded within project controls, you heard Alex talk about Katerina. She's our project controls manager, and she's helping us to ensure that we are delivering your work orders in a timely fashion. We know it's 21 days to deliver. Keith strives for that 14-day delivery timeline. So how do we do it? Again, it's that constant communication, making sure that same-day acknowledgement when there's a reach-out from your project manager with a work order opportunity. We're making sure that we are timely with our responses, confirming they understand the objective, and we start assembling either that internal team or that army of subconsultants to make sure that we are delivering what's needed for your project. After that internal kickoff amongst our team, it's that early scope alignment. It's meeting on site, either with our team or also with your project manager, again, to make sure there's no constraints that are obvious from that site walk. And then huddling back up to make sure that we are then finalizing our scope determination, communicating with your project manager within that first week to make sure from a scope standpoint, we are all in alignment. And then that second week is when we gather the rest of the team. We start putting a fee to that scope, making sure that we're in compliance with the contract documents, making sure that we are using that certified payroll, satisfying Exhibit B. And by the end of that second week, we're then turning that document back around. Now, this is for a standard project. We know that sometimes emergencies happen. Our team can quickly mobilize and exceed that timeline on those emergency projects. But for the normal day-to-day where there's no sense of urgency, we strive for that 14-day delivery timeline to exceed that 21-day budget. And again, when we talk about experience with Broward County, you know, it's so critical for your consultants to really understand how do your parks operate? How do the users work with these projects? And how do your project managers also take these projects into account? So we really divide them up into three buckets. It's that nature center, the specialty parks, and then the regional parks. And with our Keith practice line at that Keith play, we have experience delivering projects from all these different angles and aspects. So how is that a huge benefit for the county? It's minimal learning curve. So as we're assembling the team, we already have that familiarity with the park system. We already have that familiarity of, like, what approach, what design approach, what scoping element should be included in that. So all of that translates into, you know, a much faster turnaround on the work order, a seamless process engaging with your staff, and a really tight design deliverable. And then finally, making sure that what we design is buildable. So you heard Alex touch upon one of our unique subconsultants, TBG. We're bringing in that third-party cost estimator to make sure that we're augmenting Keith's cost estimating abilities. We don't want to deliver a project that is exceeding the budget or delivering a project that is not going to be buildable. So making sure that these projects can be constructed, and we take advantage of that speed to market. You know, a gallon of gas or, you know, a gallon of milk doesn't cost a day what it costed six months ago. So getting these projects to the finish line to get into that construction phase is critical. So you can take advantage of your budget and make sure we're leveraging the dollars. But what if we get to some scope elements that exceed the budget? There's other tools in the toolkit besides speed to market, and that's grant funding and value engineering. So Keith has had a lot of success acquiring grants on behalf of different municipalities and also on behalf of the county. So one example is that Quiet Waters Park, that $30,000 Disney grant that went towards some of the nice amenities that went into the Quiet Waters Park. And in addition to grant funding, there's value engineering. That's another tool in the toolkit. And value engineering doesn't mean that we're cheapening down the product. It just means that we're looking at alternative ways to try and deliver this to take advantage of some of the assets that the county has. So whether that's owner direct purchase and take advantage of your sales tax savings, whether it's looking at owner furnished material. So the county can, again, take advantage of the sales tax savings, but also avoid overhead of the contractor. Or looking at piggyback contracts where now there's owner furnished, owner installed material. All these are different avenues that Keith has experience with. I'm a former municipal project manager with my time at the City of Fort Lauderdale. I utilize all these avenues and help deliver over $12 million in owner direct purchase for the city. So we have a lot of experience and expertise and happy to work with the county if these are other means and measures to bring a project in on budget. And finally, it's delivering the project. So it's great we can put it on paper, but, you know, the rubber hits the road once we try and actually get this into construction and deliver the project. This project on the video loop is D.C. Alexander Park. The unique aspect for this one is it's a coastal environment, but also severe elevation changes. So this drone is showing the construction progression, but also is a tool in our toolkit for the actual construction of it as well. With those severe grade changes, we took the elevation data and overlay that into our design plans and help the contractor work out. Cut fill calculations also helped us evaluate change orders. It helped us for some of these retaining walls, make these minor tweaks in the field as the process got through construction. And then finally, we talk about past performances. These next few slides just show the whole gamut of projects that Keith has experience with, whether it's athletic fields, water features, complete streets, stormwater. In this case, whether it's pipe bursting, HDD. We know some utilities run through your park system. So using these alternative delivery methods to try and minimize disruption to park facilities, Keith has all that experience and expertise. And then finally, some more past performances. These three projects are in the city of Fort Lauderdale, D.C. Alexander, Huizinga, and the Aquatic Center. These are either coastal or waterfront projects on the river or the intercoastal. So, again, just really demonstrating Keith's ability to bring in that Keith play within these more aggressive coastal or marine environments and then bring a lot of the elements into the project, whether it's port and play rubber, whether it's the pools at the aquatic center, whether it is, you know, the dog runs an artificial turf at Huizinga Park. These projects kind of run the full gamut of Keith's services. Kind of going north in the county up to Pompano Beach. Again, another three projects kind of highlighting Keith's past performance. Centennial Park on the right. Keith was the prime on this project, but working with the architect to help deliver this pavilion aspect to the project. U-Sports Complex in North Pompano Park. Again, athletic turf fields. Something I'm going to highlight is with all of these projects, heavily coordinating not only with the project management staff, but also with the O&M staff as well. And again, as a former municipal employee, it is so critical to talk to the O&M staff as well. The project managers and the design team are great to work with, but the folks that are maintaining these projects on the day-to-day also provide us some critical insights that we really want to incorporate into the design and some of the construction elements. And then finally, going to the northwest area of the county. These are three projects in the city of Parkland. The Coverbridge Park is a great example. This post-picture does not do justice to the pre-picture, which was heavily invasive exotic species. So making sure we're taking out these exotics and giving a useful park back to the residents was critical. Quigley Tennis Center at the time was a little more newer technology on the tennis side. That was that subsurface irrigation system for the clay courts. And again, just a heavy civil aspect with the lighting, with the drainage for the park, with all the parking lots. And then Terramark Park is a great example of more of our day-to-day where it's that poured-and-place rubber. It's that subsurface drainage system to make sure that that rubber has longevity. And then really working with the city and the vendors on this particular project for the off-the-shelf shade canopies and for those playground systems. But most importantly, there's a project that we're really proud of that we got to work with, Broward County. This is at Everglades Holiday Park. We'll play a short video just to highlight this project. We took this site over in the 1960s. This site was highly congested, flooded often, very antiquated facilities, and frankly, it was really hard to negotiate around the site. Our goal was to do an extensive remodernization of the entire facility. Probably the most important thing was this was a traditional outdoor area that people for generations grew up with. So we wanted to make sure we saved that. We really wanted to keep it open 365 days a year. Collaboration with state and federal and local partners, we were able to make a wild factor in services, facilities, and amenities. So it was really a tough design and engineering problem that we solved thanks for consultants. This design repurposed everything, modernization of everything, but most importantly, we kind of flipped the front door to the back door. So that was the most important thing. Parking went out back. The front door was the main scenic of this site. It's a tremendous outdoor, natural resource, literally on the gateway to the Everglades. And with that, we just want to close with why, Keith, you heard about our single point of contact. Tom Green, our availability, our commitment, our experience, our commitment to parks. Our commitment to parks goes well beyond this contract. We were recognized as Neighbor of the Year in 2018. We've been a proud supporter of the Parks Foundation. I've been very involved for the past decade, and we're excited to continue to deliver through the park, through this contract, and many other avenues as we continue to move forward. With that, we'd love to take your questions. Thank you for your presentation. Are there any questions from the Evaluation Committee members? Ms. Medina? Yes, I have a question. Sorry. Can you describe a parks or recreation project that presented unexpected challenges and how your team resolved them? Sure. Great question. They happen all the time. So definitely being responsive is critical. So one we highlighted was the D.C. Alexander Park. That one came up in an archaeological-sensitive area. So last minute, the team had to pivot to hire on the archaeologists to be able to do that initial survey, which then became part of our site plan requirements. Once we got that survey completed, there was some construction observation that then was required for any of the subsurface disturbance. So, again, coordinating and bringing that archaeologist on board and coordinating to make sure that he's there to witness any of that earth-disturbing activities. You know, luckily, nothing was really discovered on the site that impacted us from a construction standpoint. But certainly a last-minute wrinkle that was thrown to our team that we had to quickly coordinate that archaeologist for the city, and then we're on point to make sure we're satisfying it, you know, through the site plan process and then through the construction as well to close it out. Thank you. Are there any other questions by the Evaluation Committee? Ms. Vargas? Yes. Hi. Good afternoon. Can you explain your perm's approach to permitting and at what phase of the project should permits be obtained? And if there is a delay because of permit, what is your approach to overcome it? Sure. That's definitely a great question. So, you know, for us, it's that upfront and that scope determination is really where we're outlining what we're expecting from a permitting standpoint. And like Alex mentioned, you know, we go back six years in Broward County, so we've done a lot of work in this area and have a fairly good grasp on what to expect from a permitting standpoint. In terms of when to answer your question, for us, that's really at that schematic design. So once we're at 30% and we have the bones of the project laid out, that's where we're going to start submitting for those longer lead items. And for us, on surface water is typically that longer lead permit that we're going to be acquiring. So getting in front of the county for the surface water permit or that drainage district, depending on where we fall within the county, is really our approach is more at that 30%. When it comes in for the water, the sewer, the transportation, Broward County traffic or municipalities that govern that, that's more like at that 60%. And our goal then is really to get that full permit package so that this project is ready to go before the building department so that we have those outside authorities having jurisdiction. We've acquired those permits so we have that full package ready to go for your building permit. And just to add on, as just to double click on this scope determination, as Tom mentioned on this slide here, it's a big part of the upfront work. We try to identify as we're working with the Broward County Parks Project Manager, whichever city it's in, whatever water district it's in, we really take our time in that scope determination. We have those subject matter experts, right? We call them the SMEs, right? The SMEs for that region, that water district, whichever utilities are being provided. We bring them on upfront early. We put together a permit matrix. So it's very clear upfront in the scoping of the timeline of that because in each one of our scope documents, we like to build out a schedule of design, which includes the permitting schedule as well. So it should be all upfront, very clear. You know, if for whatever reason an agency is behind schedule, the great thing is Tom's mentioned with the six decades of relationships with the agencies, we're able to call nearly every single one of those agencies on a personal level, not ask for any favors, right? We want to make sure we go through the projects correctly, but a lot of times that they'll do a cursory review for us, meet with us ahead of time, give us comments, you know, via email, but anything that we can do to help speed up the process. And as Todd mentioned too, about working with Broward County to identify emergency work orders versus, okay, this work order, we want to go out to bid in September of 2027 is the construction dollars. Okay, let's make sure we don't get the permit too early or it expires also. So we track all those permits as we get them and we understand that there's lead times and bringing on contractors. We make sure that it's very clear when those need to be updated and renewed throughout the process. Thanks, Alex. And then just to circle back on that, so your last question was, what do you do in the event that it's delayed? So again, it's leveraging those relationships, but circling on this slide as well, it's that communication and just making sure that the county is aware of that if there's any delays. And again, looking at that D.C. Alexander Park project, that's another one, you know, it's on that coastal area. We're putting lighting, you know, near the coastal construction line. So sea turtle lighting came into play on this one. And that's a FWC agency that's an offshoot, a DEP that actually came about through the surface water permit. So it's that long lead item and that coordination of knowing that we need to coordinate. Sea turtle lighting for this project was kind of baked into our approach as we attacked D.C. Alexander. And even though that was a long lead item that took a little bit longer than anticipated, we still built in enough time in the schedule to make sure that we weren't delaying construction for this one. So again, it's kind of knowing that scope determination and knowing that for these unique type projects, whether it's Army Corps, whether it is DEP or FWC, these kind of outer agencies that aren't your typical civil permitting agencies do get involved. So that we also make sure that we're up front with the client. Thank you. And the last question is, if there is an error or a mission on the plans, what is your firm's approach to addressing it? And do you think that would be considered an additional service? So again, we talk about that QAQC process. So our goal is always to deliver you a complete set. Certainly, we'd rather erase lines than chip concrete. So that is always our approach day one for all of these projects. However, you know, we do run into the situation and all projects at some point in time run into the situation of there may be an error or an omission that either did not get coordinated or there's a new scope item that got added to the project that didn't get coordinated amongst the different design disciplines. So first of all, how we approach it is once you're in construction, you know, the clock is ticking and certainly we don't want to compound any problems on the construction side. So a timely response to that RFI related to whether it's error omission or not is critical for Keith. So always addressing whatever the issue is on the drawings and making sure that we're arming the contractor information to advance the project is always the first thing and not necessarily looking at trying to circle the wagons and defend the design team or defend the contractor, defend the owner. We want to make sure we're arming the contractor to move forward. When it comes to looking at it for a change order, if it's something that was in the scope and if it's something that was in an error or an omission, we're not looking for the candidate to pay twice or something that should have been delivered the first time. So no, we don't seek a change order when it comes to an error and omission. If you've already bought that scope and already bought that design and it was clearly identified, you've already purchased it. So certainly want to deliver that for you and in a timely fashion. Yeah, and I'll just double down on that as the CEO of the firm. Absolutely. I agree with what Tom said is, you know, this commitment to parks is not just something we say and our commitment to Broward County. It is something that we've delivered on. So we're excited to deliver this project. You will see an enthusiastic team at Keith. You ask, you know, about, you know, our culture at Keith. Our team is passionate. They love what they do. They want to deliver at the highest level because we live here. These are our parks. We want to see them succeed. No, we're not here to nickel and dime Broward County Parks. Quite the opposite. We're looking, as Tom mentioned, on that value engineering and looking for grants, looking for other opportunities. We know, you know, parks is constantly getting beat up on funding. We want to take those dollars and maximize them as far as possible. So absolutely not. You won't see a change order from us if that ever comes up, which, you know, ideally it does not. But our goal as your prime vendor will be to maximize every single one of the county's parks dollars to expand it and then even bring it beyond. How can we take that dollar and turn it into two by linking it with another project and working with the operation and maintenance team? So that's every single work order that's what you're going to get from the Keith team. Thank you. Are there any questions from the project manager? Yes. Good afternoon. Can you confirm whether BuildWorks will be providing electrical engineering specialties, including low voltage, telecommunications, alarm, security, technology, and lightning protection? Yes. Sorry. Just keep it. Yeah. I'm trying to be brief. Yes. Confirmed. They will be providing, in addition to electric, yes, low voltage as well, and data. But if you'd like to elaborate, we can, but I won't be. No, thank you. Absolutely. The fifth presenter, Keith and Associates, doing business as Keith, has now completed their presentation and answered all questions. Thank you, Keith, very much for your presentation. Thank you. Very, very much. Thank you. This concludes all vendor presentations. Thank you. Would the EC like to power through for scoring and the next steps, or did you want to take a recess, 10 minutes, or a half-hour lunch? Okay. We'll take a 10-minute recess. The time is 12.44 p.m., and we're in recess. So we're currently in a 10-minute recess, and we're inviting the remaining of the vendors back into the meeting. Let me unmute. We're currently in a 10-minute recess, and then we'll invite all the vendors back into the open portion of the meeting. Thank you. I think it asks you to put on hold. I would like to reconvene the meeting. The time is 12.55 p.m., and we are back from recess. Purchasing invited all vendors and members of the public back into the open portion of the meeting. Please make sure that your computers and microphones and phones are all muted. The next order of business is the scoring of the vendors. As stated in the initial evaluation committee meeting, Broward County is utilizing a consensus approach to provide a summarized group consensus evaluation score. The evaluation committee will submit preliminary scores to the purchasing division. Preliminary scores will be tabulated, and any outliers will be identified. Score outliers are considered for a preliminary score that is more than 25% above or below the average score, or for a preliminary score that falls outside the 95% confidence interval. If there are no outliers, the evaluation committee members may adopt the mean score as the final consensus score for each criteria. For any outlier score, the evaluation committee members may discuss the scores for that vendor's evaluation criteria. After discussion, the evaluation committee members may make scoring adjustments, if desired, or adopt the median score as the final consensus score for each criteria. The points for location, willingness to meet time and budget, and volume of previous work are determined in accordance with the solicitation and are not included in the consensus scoring process, as outlier scores are not applicable. Once committee members have completed their preliminary scores and emailed their respective sheet to the purchasing division, I will recess the meeting to allow time to tabulate. When the tabulations are completed, I will then reconvene the meeting. The evaluation committee will then have the opportunity to discuss any outliers identified and make score adjustments if any member chooses to. Committee members, are there any questions? Committee members may begin scoring. Purchasing will notify me when they have received all committee members' preliminary score sheets and are ready to tabulate. You should have your mic and go there. No, it's okay. What if someone else? All committee members' preliminary score sheets have been received. We will now take a recess to allow the time to tabulate the results. The time is 1.10 p.m., and we are in recess. I would like to reconvene the meeting. It is now 1.23 p.m. The preliminary scores have been tabulated and outliers have been identified. Before we begin the review of the preliminary scores, I will review a couple of key reminders. The evaluation committee members may verbally revise their preliminary scores based on committee discussions, provided the member states the rationale behind any adjustments. The recommended score column in the Excel spreadsheet reflects the mean or average score for those criteria without outliers. When an outlier is identified, the median is reflected. We will now review preliminary scores submitted by the evaluation committee members, going vendor-by-vendor, in alphabetical order, starting with Chen Moore. Yes, we'll be beginning with Chen Moore. That is now visible on the screen for everyone. Can you make it bigger? Everyone saw that that's Chen Moore up there. I'm just going to scroll it down so we can see everything. As you can see, the orange. I apologize. The room was on mute, so I'm going to restart the meeting. I would like to reconvene the meeting. It's now 1.26 p.m. The preliminary scores have been tabulated and outliers have been identified. Before we begin the review of the preliminary scores, I will review a couple of key reminders. The evaluation committee members may verbally revise their preliminary scores based on committee decisions. Discussions provided the member states the rationale behind any adjustments. The recommended score column in the Excel spreadsheet reflects the mean or average score for those criteria without outliers. When an outlier is identified, the median is reflected. We will now review preliminary scores submitted by the evaluation committee members. Going forward, vendor by vendor, in alphabetical order, starting with Chen Moore and Associates, Inc. Ms. Cluland? Okay, so as this is showing, this is Chen Moore and Associates, Inc., and we have one outlier identified for criteria 3A. Is there any discussion from the committee? Yes, to me, it doesn't look like an outlier. I mean, it's a one-off. I still don't understand how these statistics work. Caroline, I guess the question is if you want to stick with that, defer and take the mean, you know, right? Right, so the reason why this one is flagging is because a 4 had one number and then 1 was different. So what's catching is the deviation, I think the standard deviation in this case. If one more person had a 10 or an 8 or a different number, then it wouldn't have flagged as an outlier. Yeah, I think it's pretty easy. I mean, I try to be consistent. Everybody that submitted a reference verification form with an excellent score got a 10 across the board. And if there were reference verification forms that had below excellent, then they got points deducted. So I think my score is fine. Okay, so if there's no more, we can move on then with a motion, then. May I have a motion for the final consensus scores for Chenmore and Associates? Good afternoon, Carolina Vargas. I would like to make a motion to accept the recommended score, mean, the recommended mean score for criteria. Median score, right? Median score. Okay, wait, just to clarify, we have, because there is the one outlier, it is recommending that we would take the median for that. So if you summarize and say, like, the recommended score for all criteria, we can do that. But knowing that it's taking the mean for everything that didn't have an outlier and then the median for just the one outlier. So do I need to make a motion for the outlier or no? You don't need to make a motion for the outlier if you want to basically refer back to the recommended score column. Okay. But if you want, my understanding is if you want the 10 to count, then you recommend the median. She could make a motion. It would be a valid motion for her to say, I'd like to make a motion to accept the mean for criteria 3A, which in other words would be a little higher value instead of 9. That's a 9.2, so if you would like that motion, that's a valid motion, and then you could say, I'd like to accept the recommended score for all other criteria. It could be a mixed motion like that, yes. Okay, that's correct. So mean instead of median. I was wrong. So I guess your motion could be correct, too. You could say, I'd like to make a motion to accept the mean for everything, including your outlier. That's a great motion, also. We just need to know which one we'll do, whichever you say. I guess we can do the... Excuse me, Martin, can you turn on your microphone? Thank you. When an acceptable motion be, I'd like to recommend the scoring as is, as presented on the scoring sheets, without any adjustment. Well, so for sure we have no adjustments. That's happening, but now we just need to figure out what we're accepting as the final consensus score, whether it's the recommended, the mean for everything, or whichever direction you desire to go. Yes, I think if what you're saying is to take the scores on the sheet that we provided... As presented by the, without any adjustment. So there is no adjustment to the scores on the sheets. What you're presenting or voting on is either the mean or the median scores. Or the recommended. That would be the recommended score. Matt Harrold, I would like to make a motion to accept the recommended mean score for Chenin Associates as a final consensus. For all criteria. For all criteria. That's a valid motion. Do we have a second? Martin Grove, second. All in favor, say aye. Aye. Aye. Aye. Any opposed? Motion passes unanimously. Moving to the next vendor, Craven Thompson and Associates, Civil Engineering. Is there any discussion? Everyone can see this is Craven's score sheet. So I'm going to make it a little bit bigger to make it friendlier on our eyes. As you can see at the top, we have evaluation criteria 1A as an outlier. We have criteria 3A has an outlier, 3C, and then criteria 4 has two outliers. These two are flagging for the same thing that we just discussed. The others look like they're probably the other, where it's 25% variance. Is there any discussion about any of these scores? No problem, just mind to the union? Wait, hold on. We typically wouldn't adjust anything without discussion as to the reasons why. So like for you, if you saw something where you're 13, you're fine being at 13. The thing is if there's any discussion that maybe influenced you to make it a lower, or maybe the other committee members want to chime in about something they saw that helped them at the 14. So just an outlier is an okay thing. It's just we have discussion before we make any adjustments. Years of experience for the Craven staff is pretty impressive. Then what, we go to the next outlier? So we go outlier by outlier, basically. If there's not a whole bunch of discussion there, now, as I was mentioning, Terrence is not obligated to make any sort of adjustment. If there's nothing compelling that he heard, the next criteria that would have an outlier is 3A. But Carolina already explained her reasoning on that, so it sounds like she's being consistent in what she did. So the next one would be criteria 3C. 3C looks like a lower number from Martin. Yes, and I can certainly explain. It's a point value based on the subconsultant's experience with the resilient and sustainable civil engineering projects. And it specifically lists wedge sites and vision, the living building challenge core, green building certification, green globes, LEED. So across the board, all firms seem to maybe have only one or two of these certifications mentioned in their credentials, in their submittals. Most, a lot of the firms had LEED. Only one or two firms in my head LEED, plus maybe a few others, or one or two others. So across the board, I didn't even come close to assigning a point value of 10 for any of the firms. If they, in the ones that only had, for instance, for, this is for Craven Thompson, they had LEED and maybe for one or two projects that they mentioned. So that's why they got a 6. And I didn't, you know, then that's going to be pretty consistent. You're going to find that on almost all the firms. I may be an outlier, it seems like, because of that. If they only had LEED and not all those other certifications or credentials listed in their submittals, then I didn't give them anything close to a 9 or a 10. They all came in mid-range at 5 or 6. Excellent. Is there more discussion based on what Martin just said? I don't feel compelled to change my score. Perfect. No problem. Next one. The next one, then, would be Criteria 4. Yeah. So for this one, so the workload of the firm, in the question, in the evaluation criteria, it was asked to identify completed projects, active projects, and future projects. So the reason, so if they didn't identify one of the three, I took points off. And they just provided a list, but they didn't identify the status of the projects. So that's why I gave it a 2. So I don't think I should change it. Okay. Is there any additional discussion on Criteria 4? And I had an outlier as a scoring of 5 for a workload of firm, and it's a very subjective. And I just, whoever it's worth, all of my, all the firms I gave a 5. So, again, I'm not compelled to change that unless there's some discussion that would cause me to want to do that. I thought some of them just listed projects. Some of them were more clear on what was future, what was completed. And just even with their listing of projects, it's very difficult to tell how that workload of firm is really going to affect their, you know, ability to perform under the, you know, under the contract. So I don't know how germane that is in the overall evaluation. That's why I kind of looked at it. That was my kind of approach to it anyways. Okay. Is there any more discussion about any of the outliers? So the same idea would apply here where you're making your motions, and those of you who do have the outliers are free to make a motion on specific criteria. As we mentioned, you could say, I need to make a motion, this motion, this way, for this criteria. But we'll need a motion. Martin Gross, I make a motion, like to make a motion to accept the mean score for the criteria, for criteria as the final consensus score for CTA. Would you like the mean for all? Is that what you're saying in your motion? For all. Is that the word that goes there? Okay. Okay. You're asking for the mean for all. Martin Gross, I would like to make a motion to accept the mean criteria, the mean score for the criteria, for criteria. Okay. Matt Harold, I second. Okay. All in favor, say aye. Aye. Aye. Aye. Aye. Any opposed? Motion passes unanimously. Moving to the next vendor, Keith and Associates, Inc., doing business as Keith. Is there any discussion? There's one outlier. If there's no discussion, then may I have a motion for the final consensus? They had a project listed twice, BOCA CSC. You want to keep your score as is? Yes. Matt Harold, I'd like to make a motion to accept the mean scores for all criteria. May I have a second? Carolina Vargas, I second the motion. All in favor, say aye. Aye. Aye. Any opposed? Motion passes unanimously. Just a reminder for the members of the ECT, you know, try to keep, when you're speaking, to be closer to the mic as people online need to hear as well. Okay. Now we're moving on to the next vendor. Alphabetically would be Premier Design Solutions, Inc. And as you can see, we have two outliers. We have criteria 3B. Should I make it a little bit bigger? We all can identify that. It says Premier. Do you want it bigger or is it fine on this size? Bigger. Okay. Bigger. Okay. I'm going to scroll down a touch. So both of these outliers are from Martin Gross. We have 3B and then criteria 4. I believe I handed out the evaluation criteria to everyone before the meeting began as well, if you need to take a peek at that again for a reminder on what 3B was. Okay. So for my outlier on 3B, this is for Premier. And this is describe and provide images of providers' experience in design and managing the following types of civil engineering projects, recreation. There's four categories, recreation, playgrounds, aquatic amenities, and wetland reclamation. And if I recall on Premier, they identified only categories. It's I, 2I, 3I, and 4I. There are four. And they only identified projects under I, which was recreation. None for playgrounds, aquatic, or wetland. So that's why my score is so low for that was a 3B item. Okay. Is there any additional discussion? So we'll need a motion. Somebody have a motion. So Carolina Vargas, I would like to make a motion to accept the recommended median scores for all the criteria, right? So the recommended score would be, if there's no outlier, the median. Okay. So if there is an outlier, then it would be the mean that it recommends. Okay. So then to keep them would be the... I'm sorry. I said that opposite. If there is not an outlier, it's recommending the mean. Okay. If there is an outlier, the recommended score is the median. So I would like to make a motion to accept the mean, no outlier, right, score for all the criteria as the final consensus score for disease. Okay. So the motion would be to accept the mean for all criteria. Yeah. That would... Hold on a second. All in favor, say aye. Aye. Aye. Aye. Any opposed? Motion passes unanimously. Moving to the next vendor, Thompson and Associates. Sorry. We can all see this is Thompson's... We have one outlier. That is Matthew Harold for criteria 1A. The years of experience for everybody other than the principal were a little... We're significantly lower than the others, other firms. Any other discussion? Would someone like to make a motion? This is Matt Harold. I'd like to make a motion to accept the mean scores for all criteria. May I have a second? Martin Gross, second. All in favor, say aye. Aye. Any opposed? Motion passes unanimously. To ensure that the adjustments were tabulated correctly and determine vendor ranking, we will now take a recess. Final scores and ranking will be announced after the recess. The time is 1.45 p.m. and we're in recess. What is this? Are you getting that? There we go. That's weird, right? Okay. We'd like to reconvene the meeting. The time is 2 p.m. The purchasing division completed the tabulation of final consensus scores and will announce final scores and ranking. Before the results are announced, I would like to thank all the vendors for your participation in this solicitation process. We appreciate your time and interest in working with Broward County. Purchasing, if you could please announce the scores and the ranking of the vendors. Okay. As you can tell from the screen, we had a tiebreaker. Or we had a tie. We had a tie for second place. Remember, on this contract, there's going to be the top two are recommended to move forward with award. The tiebreaker we had to go to was the volume of previous work, and the tie existed between Keith and Associates, Inc., DBA Keith, and Thompson and Associates, Inc., Civil Engineering, with the volume of previous work from Keith at $8,558,456.52, and then a volume of previous work for Thompson at $2,821,967.80. The tiebreaker went to Thompson. So after application of the tiebreaker criteria for volume of previous work, the number one ranked firm is Chen Moore and Associates, the number two ranked firm is Thompson and Associates, Inc., Civil Engineering, the number three ranked firm is Keith and Associates, Inc., DBA Keith, the number four ranked firm is Craven, Thompson, and Associates, Inc., and the number five ranked firm is Premier Design Solutions, Inc. The next order of business is to accept the scoring and the ranking. May I have a motion to accept the Evaluation Committee's results and recommendation of ranking for approval? To accept the Evaluation Committee's results and ranking for approval. May I have a second? Martin Gross, second. All in favor, say aye. Aye. Aye. Any opposed? Motion passes unanimously. The Evaluation Committee recommendation will be posted on the Purchasing Division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the Director of Purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided that no County Commissioner objects within five business days 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. In this case, it would be the number one and number two ranked vendor. As a reminder, all information reviewed by the Evaluation Committee is posted on the Purchasing Division website, repository, including the closed portion of the meeting. Committee members, is there any other business that needs to be discussed today? Again, I would like to thank all the vendors that responded and their presentations today. Thank you also to the Evaluation Committee for your participation in the solicitation process. The final Evaluation Committee meeting is adjourned, and the time is 2.05 p.m. Thank you.