Final Evaluation Committee Meeting: RFP No. PNC2130378P1 Professional Consultant Services for Building Projects at FLL and HWO - Sep 28, 2026

Good morning, everyone. I am Christine Shorey, Purchasing Manager and the Meeting Facilitator. I'd like to call to order the final evaluation committee meeting for request for proposals number PNC-213-0378-P1, Professional Consultant Services for Building Projects at FLL and HWO for the Broward County Aviation Department. The time is 9.07 a.m. on September 28th. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in room 430 of the Governmental Center Building East, located in Fort Lauderdale, Florida, or they're appearing virtually through Teams. Attendees, if you can please remain to keep your microphones on mute to limit the background noise. This is a public meeting and is being recorded by Broward County. The video recording will act as the official recording of the meeting. The recording will be made available on the Purchasing Division website under the RLI RFP repository. And 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 September 2nd, 2026, the Evaluation Committee determined all 11 vendors to be both responsive and responsible. And after shortlisting, the following vendors advanced to final evaluation ranking that is taking place today. Bermelo, Ajamel, and Partners, LLC, Gresham Smith, HDR Engineering, Inc., Justin Architects, PA, and Michael Baker International, Inc. Meeting attendance will be recorded in the following ways. The Purchasing Division will record the attendance of county staff physically here in room 430. All virtual attendees, including county staff, please click on the link or scan the QR code that should be listed in the team's chat section to complete that sign-in sheet. And for any attendees that cannot either access the link or the QR code in the team's chat, you can email the Senior Purchasing Agent Johanna DeFrancisco at YDFrancisco at Broward.org using the subject Meeting Attendance and indicate your name, your title, and the company that you represent in the email body. We do have a quorum present with the following Evaluation Committee members. Committee members, if you could please say present after your name is called. Stacey Montefusco, Expansion Project Administrator, Planning Division Aviation Department. Present. Thank you. Terry Crawford, Expansion Project Administrator, Planning Division Aviation Department. Present. Thank you. Laura Sotomayor, Registered Architect, Seaport Engineering and Construction Division, Port Everglades Department. Present. Thank you. Jill Thompson, Construction Project Management Supervisor, Planning and Design Section of the Parks and Recreation Department. Present. Thank you. And Carlos Acosta Rivera, Deputy Director, Public Works and Environmental Services Department. Present. Thank you. It is the Evaluation Committee's responsibility to review the vendor's submittals to ensure solicitation requirements are met and to evaluate those submittals and make a recommendation to award a contract. Each Evaluation Committee member was appointed by the Broward 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, and at the discretion of the board, the Evaluation Committee members may be requested to substantiate their recommendations and discuss their submittal reviews. The cone of silence has been in effect since the solicitation's advertisement, and 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. And during that cone of silence period, inquiries regarding this solicitation should be directed to the project manager or to the director of purchasing and or his designee. Also, vendors may communicate with designated representatives from the Office of Economic and Small Business Development at any time regarding the solicitation's small business enterprise or county business enterprise participation. The summary of vendor rights regarding Brown County competitive solicitations was issued in the solicitation. The evaluation, I'm sorry, the initial Evaluation Committee meeting minutes have been distributed to the Evaluation Committee members. The Evaluation Committee members, is there any discussion regarding the minutes? Seeing hearing none, may I have a motion to approve the minutes from the initial Evaluation Committee meeting? Terry Crawford, I'd like to make a motion to approve the meeting minutes. Thank you. May I have a second? Carlos Acosta, I will second. Thank you. All those in favor, say aye. Aye. Aye. Aye. Any opposed? That motion passes unanimously. As stated previously at the initial Evaluation Committee meeting, the solicitation required vendors to state whether they accept Brown County standard terms and conditions or if they do not accept them to identify the agreement provisions and vendors' proposed changes. The following shortlisted vendors initially took exceptions to the county standard terms and conditions, Bermelo-Ajumel and Partners LLC and Gresham-Smith. Prior to the initial Evaluation Committee meeting, vendors were given the opportunity to waive their exceptions and all shortlisted vendors waived all of the exceptions taken. The next order of business are the vendor presentations. In accordance with Section 286.0113 of the Florida statutes, presentations and questions and answers are closed to the public. Only committee members, county staff, the presenting vendor, and their team will be in the closed portion of this meeting. Other vendors, their teams, and members of the public will be excused from the meeting to permit the start of the closed presentation sessions. Sub-consultants that are partnering with multiple prime vendors are only allowed to participate in one vendor closed presentation session. Presentations will be limited to 15 minutes, followed by an unlimited question and answer period. The presenters will have five minutes for their setup, and the timekeeper will be the purchasing agent, Johanna DeFrancisco. As the meeting progresses, the purchasing division will provide email updates to vendors, ensuring that each upcoming presenter is informed when it is their time to join. Once all presentations and Q&A sessions have concluded, vendors and members of the public will be invited to return to the public portion of the meeting, during which the Evaluation Committee will score and rank the vendors. Members of the public may provide an email address in the chat so that they can be notified when to return to the public portion of this meeting. Vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to this meeting, and those presentations that were received have been distributed to the Evaluation Committee members. The presentation topics, length, and order was identified during the initial Evaluation Committee meeting and was distributed to the presenting vendors. Each vendor has 15 minutes for presentation, followed again by the unlimited question and answer session. The order of vendor presentations is as follows. The first presenter will be Justin Architects, PA. Second presenter, HDR Engineering, Inc. Third presenter, Michael Baker, International, Inc. Fourth presenter, Gresham Smith. And fifth presenter, Bermelo, Ajimel, and Partners. At this time, we're going to move into the closed portion of this meeting. And the first vendor presenting, Justin Architects, if you could please remain in the meeting. All other presenting vendors there, 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. The representatives from Justin, I'll be right back with you while we wait for everyone to leave. Okay, so we're not going to start yet. But what we're going to do is put up a list of the county staff members that are in the meeting virtually. And I'd like you to compare that list that's coming shortly to the team's participant panel. What we want to do is make sure there's only your team members and the county staff that are identified in attendance. Once we do that, then we'll move to the five-minute setup. And who's going to need the facilitation rights in teams? That would be me, Daniel. Okay, thank you, Daniel. So we have the list there. And if you can compare that. Okay, now I see PDS team. They're not. Would a representative from Premier Design Solutions, I'm guessing, is who that is? Yes. Okay, we'll remove them. They may have walked away from their phone. Actually, do you see them, Joby? No, I think they left. They left. Okay. Yeah, Daniel's going to need the facilitation rights. And he needs to see the list, so you stop sharing. Okay. Okay, there's the list again. And I have a quick statement when you're ready. There's a 561 phone number in the lobby, 674-6440. Kristen, you're muted if you were trying to talk. Oh, I'm sorry. Yeah, I don't know that. Okay. So we'll deny that number. They don't know that number. Is there anyone who isn't in the meeting that you expect from your team? Yeah, I see someone else's number on here, but I can't. It starts with a 9 and ends with a 1-6. I don't know who that is. This is Kathleen with NB5. Oh, okay. Thanks, Kathleen. Thanks, Kristen. I don't see anyone else. That's it. Okay. So for the record, please affirm, anyone from Justin Architects, please affirm that there are no other individuals in the meeting other than your team and the county staff. I affirm. Thank you. So now we're going to take down our sheet of staff and allow you to load up the deck. Daniel, you've been given the rights. And if you want to do your checks. There we go. I see the deck. And we're back to the Philippines, I think. Sorry about that. Just had to worry about myself. You always have great screensavers, Daniel. I think we went to Italy last time. This one should be better. Yes, that is better. Yes. Okay. Do you need anyone else to do a mic or a video check? Juan, Keith, and John. Could you hear me? Okay. Yes. Yes. Thank you. You got me? Yes. I got you, John. All right. Checking in. There you go. I think we're ready. Okay. We're going to flip the switch for 15 minutes and you have the floor. Thank you. Oh, one second. You know how everybody says everybody always has their phone out? Well, that isn't the case with Jovi this morning. Just getting the timer. One second. Okay. You have the floor. Good morning, everyone. My name is Juan Justiniano. I'm a principal with Justin Architects. And I want to thank you for the opportunity to present our qualifications. Justin Architects has been performing work in Broward County for over 47 years. We're headquartered here in Broward County. And we have been working in aviation with BCAT specifically for over 30 years. I wanted to share a couple of our core values that the entire team shares. Core creation and partnership and customer service. FLL and HWO are our home airports. And we take pride in every project we complete here. Daniel, who heads our aviation work and is fully committed to BCAT, would present to you our team and our project approach. Daniel. Good morning, everyone. My name is Daniel Justiniano, Vice President at Justin Architects. And I want to start out by mentioning that on behalf of our entire team, we feel extremely fortunate to have been a part of the airport's growth over those 20 years. And we're extremely excited to be a part of its future as well. As a team, we're here to provide you modernized passenger-focused design solutions and pursue seamless delivery in your complex airport environments. We want to ensure that our projects can leave you with long-lasting results. That's why, from Justin Architects, we've assembled a dedicated and capable team that you're already familiar with, focused on ensuring maximum customer experience and customer care. I will continue to be your main point of contact and contract administrator, as I've been doing it for the past seven years, and I intend to continue to do so if selected. On to our team. Justin Architects is a local architecture firm, but we're supported and backed by large national firms, also with a local presence. All of these firms bring the extensive aviation experience and the best practices from around the country. The added value to our team is not that we selected each other just based on our firm expertise, but on the fact that we present to you a team of professionals you already know, already trust, and have already worked with, bringing that institutional knowledge on day one. I also want to mention that many firms understand airports, yes, but very few firms understand FLL, HWO, the people at BCAT, and the buildings themselves, and we know all three. What you have up on the screen is not a portfolio. We like to think of it as a track record of our team being able to deliver successful projects, not only at FLL, but at many airports around the country. Our team brings that airport-ready experience in garages, in terminals, in general aviation infrastructure, in security infrastructure projects, as well as boarding bridges, and we'd love to continue to deliver that for you. Moving on to our overall team approach. When BCAT issues as a project, we look at the whole airport and not just the project itself, because we know that nothing at an airport stands alone. Let's put this into perspective. First, we map connections. What is the space for? Who uses it and when, and how do passengers move through and around it? Second, we identify the impacts. What goes offline for how long and who's impacted? Third, we design for the whole airport. Does the solution protect the passenger experience? Can the area operate as intended? And fourth, is our intent to leave you a better airport? Are our records accurate and is maintenance ready to take over on day one? These are the questions that guide every project from start to finish and enable our success. Now, every project we take on at FLL starts from the same foundation. These are our non-negotiables. No matter the size, the budget, or the discipline, every design has these concepts in mind. Starting with operational continuity. Our goal is extremely simple. Passengers shouldn't notice we're there. Nothing goes offline without a plan. Timing is part of the design, and conflicts are caught before the field. What makes the Justin Architects team different is that we provide constructability plans as part of our construction documents as a standard. We also want to make sure that we're heavily involved with the MOT review during construction to ensure that your operational needs are met during construction. Now, good planning starts with knowing exactly what's there. And for that reason, we verify existing conditions before our design. As builds serve as a great starting point, but we confirm these conditions before the design. This ensures that we don't run into any surprises during construction. And if the project is an equipment replacement project, we take it a step further. We test. We don't just look. This is where we identify what works, what's failing, and what's missing. A perfect example of this was a panel replacement project at the Palm Garage, where we traced every breaker before the panel replacement took place. That panel turned out to have the light fixtures for the entire garage, the crosswalk lights to Terminal 4, and even the elevators. So, verifying the present is half the job. The other half is designing for the future. That's why we design for the next 30 years, not just opening day. We want to ensure that our designs are flexible, ready for the next airline, the next tenant, the next technology, without you having to rebuild. And that's why we involve BCAT Maintenance early. We want to specify equipment they already know and support. And when it comes to equipment, access is crucial. We want to design equipment that can be reached, repaired, and replaced. Now, I'd like to bring in John Kerrigan with Garver, who will talk about our approach to structural systems. So, from a structural engineering perspective, our approach starts with familiarity. Over my career, I've served as a structural engineer and project manager on more than 80 projects for BCAT. I've literally walked over 30 miles inspecting your garages. All this history gives me a deep understanding of BCAT's facilities, infrastructure, and operational challenges. I've also had the opportunity to work with many members of the BCAT team before, including Stacy and Terry, on successful projects over the years. We recognize that this contract requires scalable structural resources, whether it's supporting major terminal renovations or responding quickly to facility issues such as vehicle impacts, damage assessments, and emergency repairs. No matter the project size, our team's focus is delivering practical structural solutions that are constructible, cost-effective, minimize facility modifications, reduce impacts to airport operations and the passenger experience, and provide long-term value for BCAT. Now, I will turn it over to Keith Nix at RS&H, our team's MEP design leader. Thanks, John. As we know, best designs start with knowing the ultimate goal as part of the early scope development and throughout the design, but it's also important to know where we're starting from. That's why we put such a priority on site verification. We dig into the spaces above the ceilings, in the mechanical and electrical rooms, and in the plumbing chases to uncover the changes that we all know occur after the as-builts are turned in. We've established relationships with BCS that have paid dividends on projects for us, getting quick approvals and permitting, as well as during construction. We also work closely with maintenance and operations to make sure the existing conditions and needs and deficiencies are addressed, that redundancy and resiliency needs and desires are discussed, and that the phasing and project scope is understood. Coordination occurs throughout the project on multiple levels to provide flexibility and alignment among the design team, as well as BCAT. And we stay involved for the long haul with the project through construction, commissioning, and project closeout. One of my first projects when I started at RSNH 15 years ago was the Terminal Modernization Program with Terry and Stacey, and we're still supporting those programs today. The commissioning process is intended to be a part of the design process. We know it's important to BCS, and our team has performed commissioning for BCAT on multiple projects like Terminal 2 Modernization, T3 Chiller Plant, and the Garage and Repairs Project with NV5. Commissioning involvement in pre-design and design phases helps us to establish BCAT's goals and reinforces them to the design team. It identifies the existing system operational deficiencies and sets the baseline for current system capabilities. Our design involvement greatly reduces field installation and operational issues, and the construction commissioning makes sure the systems operate and react as expected, not just in the standard operating mode, but also when things go haywire. Electrical systems are some of the hardest to verify for existing conditions. This is why we focused on understanding existing load history and have even performed panel metering and circuit tracing in some of our previous projects. This has helped us to find panels that were not documented and allowed us to adjust designs and construction sequencing, as Danny had mentioned previously. We also use this information to create one-line diagrams and to start load calculations that are updated throughout the design phases, as we coordinate with everyone for loads and phasing and space planning to make sure we're providing proper working clearances and also planning for expansion and future loads. These design fundamentals that we've discussed for all disciplines help us to minimize unknown and unforeseen conditions in the project and deliver a quality set of documents that is coordinated and constructible to BCAT. Danny will now continue discussing our team's project approach. Thanks, Keith. Once these systems are designed, built, and tested, the last step is getting them into BCAT's hands the right way. Our team doesn't wait until the end. We participate in a continuous turnover process, and as we complete components of our project, the owner receives the as-builds, O&M, the warranties, even the training. We also participate during the 11-month walkthrough with the owner to ensure we capture any deficiencies before the coverage ends. A perfect example of this is a passenger boarding bridge project where we have to replace 39 boarding bridges. Each is treated as an independent project, and after 30 days after completing the bridge, we're turning over all the warranties and applicable information. Now, that's how we deliver one project. Let's multiply that by 70. Today, Justin Architects holds two concurrent BCAT contracts. That's over 70 work authorizations that have been issued over that time. With projects such as the terminal connectors and the PBB project running at the same time, one team manages all of it with a dedicated project manager for every work authorization. Now, this is not a plan that we seek to test at FLL. This is something that's already being executed and being executed successfully. Let's move into our execution. This is a typical path of most projects from start to finish. We've already covered design. Let's focus on what happens after. Starting with permitting, we want to issue a pre-planned review at 90% to ensure that we can resolve issues before our projects hit the permit counter to avoid delays. During construction administration, we become BCAT's advocate, and the same team that designed it protects the design intent. We also provide RPR services where we become BCAT's eyes and ears in the field. A perfect example of this is a Terminal 1 Concourse BNC glazing project where we provided one year of overnight work. And every morning, the PM had a field report of all the achievements from the night before by morning. Behind every one of those phases is one tool that ties it all together, and that's BIM. We're currently using BIM on the Terminal Connector project. It was designed in BIM, now under construction. We're participating in extensive clash detection meetings where we catch conflicts in the model and not in the field, avoiding costly change orders. BIM also gives us the ability to have a set of continuous aspects where the model stays current and we're not scrambling at the end to put the data together for the final closeout. Now, all of this data becomes, yet again, another opportunity to strengthen BCAT's asset management strategy for now and the future. Just like we'll be attentive to design, we also want to be extremely attentive to your time and money. When it comes to money, I'm very proud to announce that our team saved $3 million, over $3 million, in one year alone from reviewing contractor bids on just two projects alone. When you put that in perspective, that could be the budget for one, two, or even three new projects for BCAT. And when we talk about time, we're the architects for both projects, the connector and the boarding bridge, and those projects have concurrent schedules. About a year and a half ago, we were proactive and decided to analyze both schedules and realize that there were overlapping gates and closures as part of the same terminal. We analyzed these schedules, we reworked the schedule sequence, and today, I'm very proud to say we've had zero clashes to date, and neither of the project timelines were delayed. It's these concepts, plus a few others, that have allowed us to have a successful track record at FLL over the past 20, 30 years, and we would love the opportunity to continue doing this for you in the future. I'd like to pass it over to Juan, that will wrap things up for us. Thank you, Daniel. We are an integrated team with a pre-established relationship of over 30 years, and as a team, we will ensure to focus on the user experience and meeting your sustainability and resiliency goals, which are very critical. Resiliency goals are critical. We are set to achieve these goals while giving you the best aesthetics and functionality solutions, and the successful project this team has delivered over the past 20 years is a true testimony of our commitment to BCAAD. We're all about customer services. You have our cell numbers. We're here for you. And we do thank you for this opportunity. Our team is ready to answer any questions you might have. Thank you. Thank you very much. Are there any questions from the evaluation committee members? Thank you. What are the biggest failure points you see in phased infrastructure replacement projects, and what controls does your team put in place to prevent outages, rework claims, or schedule slippages? Thank you, Stacey. The first portion of your question, I think, was related to phasing. And we understand clearly how critical it is at the airport to have been phasing plans and making sure that the contractor has a clear direction of how projects are going to be achieved while we maintain the airport operational 24-7. We understand that it's critical to us. So, some lessons learned. Daniel, do you want to go specifically into what you might point out? Yeah, absolutely. I think it's critical that the entire team understands we're working in a live operating facility, and 99% of the time, shutting down an area of the airport is just not feasible. So, that is one of the primary reasons why many years ago we started implementing constructability plans to ensure that during the process of working on those plans, we can capture any of the components that are going to be affected. And we can actually have meetings with BCAT operations and any of the stakeholders to identify that, plan for it. That way, by the time we need to do it, it doesn't become a hassle or it doesn't become an inconvenience, but it's something that was expected, tested, and proven. And I'm sure Keith can elaborate on some past experience from that. Sure, Danny. Yeah, I think, like you said, the important part is conveying that information ahead of time so the contractor understands, but then it's also being able to work through that during construction, right? We know that sometimes there are going to be things that we find, even though we've done our due diligence up front, being able to work with the contractor to make sure that they understand what the ultimate needs are for the terminal operation and for BCAT. And then we work together to find that solution that minimizes that disruption if we do indeed need to have it as part of the project. Yeah, Stacey, I wanted to just touch on one very specific project where it was critical, and it wasn't a big project, but everything is important at the airport. When we were doing the bridge connecting the parking garage, I think it was Terminal 1. We were looking at that R piece that was going into that bridge, looking at how we were going to make sure that we maintain operations of that bridge. And I know that Daniel and the team were working closely and seeing that we had a very narrow pathway for that bridge. It couldn't be closed. So we looked at that. We made sure that we had, I think that we were close to 36 inches, but we needed something more, so we worked through that. So looking at those details is critical for us, and looking at facing and making sure that the contractor has a clear direction of how to proceed. That's actually a great example from Juan. The installation for the artwork was actually in a location that required 75% of the horizontal distance of the bridge, meaning by the time we set up our MOTs, we only had five feet. Now, that's a very narrow passageway, considering passengers have luggage, and it's the only way to get from Terminal 1 to the Hibiscus garage. The only way that we made that work was, one, meeting with operations consistently to ensure that they were comfortable with how that was going to operate and ensuring that we gave them several rounds and iterations of sketches, and we laid it out on the floor for them so it was easy to envision as well. And it was proven to be a successful project. We were ahead of schedule, and it worked out great for the airport. Thank you. And it ended up becoming an award-winning project on a national level, so very proud of that. Thank you. Mr. Crawford has a question. Good morning. My question goes back to your discussion with constructability. So I would like to know or hear a specific example of your QAQC process, your 100% bid process or that phase. Or constructability, right? Which is dealing with QAQC and how you get there. Yep, yep. Let me start. I know the team is going to probably add to what I answered. But yes, on our end, it's very critical that the QAQC is being done, not at the end of the project, but throughout. And we have a great resource here in the office. Well, I'm also involved in that. But Tony Herrero, for us, has been critical in all the projects. Not looking at the entire process, but specifically looking at constructability and how do we look at every possible detail in the project so that we have a clear understanding how this thing that we put in plans is going to actually get built. And that the contractor will have clear directions. So in-house, I participate there. Tony Herrero is critical. Daniel is also looking at that. But Daniel, you want to add anything else to that? Yeah, it's important to note that for all submissions, and it doesn't necessarily need to be a set of construction documents. It can be a report or any other type of submittal that we're issuing to you as the owner. First goes through a set of QAQC that is a two-step process. First, I want our project manager – well, let me back up. First, I want our consultants to QAQC their own work. And that might go through two layers. Once that has been completed and that expectation has been already set from prior years, once that's completed, at that point, we would receive the drawings and we would conduct our own QAQC. The only reason or the only way we can allow that to happen is by ensuring that our deadlines for consultants are sooner than our deadline for you so that we're not just passing along information that we get and it's one coordinated set of plans by the time you receive a submittal from our team. Also critical to mention, as Juan was saying, in-house with us, we want to make sure that someone's QAQC in the drawings that is not working on the project, that way you get a third perspective on what some of those items are. And when it comes to constructability, I think one thing that we're very proud of is we take a look at all the components and all the specific details that need to be added to the plans and sometimes overthink these conditions because at the end of the day, during construction, they do become critical. So taking care of them on the drawing board becomes a much more efficient approach, even though it might take a few more hours during the construction documents phase. Do you have any follow-up question to that, Mr. Crawford? Yes, I was really asking for maybe a specific example of how you do that, but I do understand part of your response. So is there a particular process that you use to be more specific, I guess? Juan, do you want to try that or should I? Just go ahead. A specific process, what are you referring to by process, Terry, if I may ask? More than a process, if we can provide a specific example of something that we've done. What is a QAQC example, for example, for the terminal connectors that we're working on? Well, I can give an example on the IS ComRooms project. First, the IS ComRooms project was a very detailed project that required redundancy in HVAC rooms scattered across the airport. One of the issues we had there was that things were constantly changing, and by the time we completed our 100% construction documents, the conditions weren't exactly the same out at the field. So the only reason we caught this was because we performed a QAQC prior to the 100% submittal. And we actually did that on site to confirm that the conditions had not changed. And what we realized was that, yes, they had changed. And we had to actually rework some of our design to ensure that we didn't have a mechanical unit above a server or above a rack. So that was a great benefit in that specific project of how we were able to implement our QAQC strategies with success. And just to add to that, I'm sorry, Alex? Yeah, I was just going to add on some examples as well. We know some of these designs, as we finish our designs and we do our constructability reviews, sometimes it takes eight, nine, even a year before they go out to bid. So one thing from lessons learned working with BCAT over the years that we're implementing now with those RPRs that Daniel mentioned is once the projects go out to bid, the contractor has been selected, is making sure we look again about constructability reviews at that time as well, Terry. Because what we're trying to do now, identify those risk elements. If we're shutting down a water main, if we're shutting down electrical, whatever those critical elements are in the design that we coordinated well in advance during the design phase. We did our QAQC. But guess what? Another project came and now Terminal 3 is changing. And now that water main broke on Terminal 3. And now that shutdown is going to cause an issue. So we're really trying to identify those issues up front in design, add them as a note for ourselves for a constructability review before the contractor comes in. Because there is that, you know, that delay between 100% constructability review and then the contractor hitting the ground. And we've got some great experience working in those lessons learned to move those forward. Alex, thank you very much for that. Thank you. Yeah, that's critical. That's something that we're going through now. So thank you for that example. Thank you. Thank you, Mrs. Sotomayor. Good morning. I have two questions. The first one is with several active BCAT projects and other divisions projects also, how you plan to protect your availability for the urgent work authorizations overlap? Laura, thank you for the question. Yes, thank you very much for that. And that's important to us and for the entire team. And yes, as Daniel was mentioning before, we've had to manage a number of contracts concurrent and in parallel. So definitely what we have done on our end and our team members have done the same. We have our structure, our firm structure has specific divisions. So we have assigned the BCAT people, aviation working as a team. And we have identified whoever is doing county project also. We have right now current projects for just an architect for a second. Let me answer that. We have, we're going to be working on, we're actually active in the port and we're actively working with Jill with partial recreations. So the firm structure has been critical for us. We have people assigned specifically to each one of the divisions with a specific team to assign to work on the projects. I'm sorry. That was the first part of your question. The second one was, you said you had two. Yes, I have another question is, to give me an example, how you, from the projects that you put in your submittal, how you control the scope and change orders for BCAT? That's a very, very, very important question. And I could understand. Let me, just one thing, I was thinking of one sentence and I'll hand it over to you. But, yes, how to control the scope of work is all critical for us. The entire team, I'm sure, has faced this before, where if we don't look at the scope of work and we're closely tied to it, then things might creep up. And then we might have, you know, added scope of work that we all need to contend to. So how to do that? Daniel, do you want to do it specifically how we do that? But we understand your concern. But Daniel, go ahead. So, ideally, we're setting the scope of work completely at the beginning of the project. That is the ideal scenario of how you want to set your scope of work. I understand that in an airport environment, things happen and additional items might be required. We are very receptive and have proven to be extremely helpful in the past when emergencies happen. Again, we jump to your aid and we jump to assist, even if that means adding a portion of additional square footage to a space to ensure that we're not either affecting the passenger flow or affecting the passenger experience. Although we do want to control the scope, we're also very receptive to the airport environment and knowing that things happen. And the next question about the change orders, the best way to approach change orders is to not let them happen, right? And we try to not let them happen by ensuring that our drawings and construction documents are detailed extremely well to capture all of the conditions that the project requires. But we all understand that things happen and if there are change orders, part of the $3 million that I spoke about earlier, some of that stuff was change orders on the passenger boarding bridge. So, the passenger boarding bridge project alone had savings of over $2 million. Those savings came from our team reviewing every single change order and crossing out hundreds of line items that did not need to be there and negotiating specific components that were required to ensure that BCAT got a fair and market price for those components. And the savings are, as you can see, they are quite high, and that's been our approach for every project ever since. So, I wanted to make sure, John, could you please help us answer this question from your end too? Because I don't want to see all adjusted architects, the team is there. So, John, how do you, are you structured to handle the consecutive or parallel contracts at once? Yeah, so, from what we're going to provide to the team, you know, Garver is a firm of over 1,500 employees. We've got over 200 that are just dedicated to aviation. And with my team collectively on this, I've got about 10 structural engineers that I'll be working with. So, I will be involved with every project to some level and probably quite a bit on most projects. But if there is a need for concurrent projects and a lot of structural demands, I can tap into those resources. And we will have team structures that are dedicated to each task order or each project as needed with me making sure that there's consistency throughout. And BCAT sees the benefit of having a deep team with a deep bench of structural engineers. And, you know, I've worked with this team, you know, collectively, all the people that will be involved with this. I think that helps out too. The collaboration and the camaraderie that this team already comes with is going to help us make everything more consistency, more consistent because we're just so used to working together with each other. But from a structural perspective, Juan, we've got a deep bench that we can handle multiple task orders that have structural needs on them. Thank you, John. Thank you. Any other committee members have any questions? Go right ahead. John, you mentioned about the relationships between the team members. Are there any new subs on this team? I'm getting the impression that this is a team that's worked together closely before. I guess this is more for Justin Architects. Are there any new subs on this team that you really haven't worked with before or been involved with any projects at FLL? Danny, you want to address it? Yeah, I can answer that. Justin Architects specifically, I could probably only point out Argus. But it's also important to understand that Argus has probably worked with every other single team member on this team. So the relationships are there as per the rest of the teams. WSP we've been working with for decades, ECS, Keith and Associates, McFarlane Johnson currently on other teams with them. So something that I may not have said, but this team was really built on their relationships from prior aviation experience. Yeah, one more little thing that I wanted to add, Stacey, to this. If you notice, we have backups for structural inspections and MEP local. So those are ads that we wanted to make the team stronger to provide better service to you. I know those items are critical. Thank you. Thank you. Mr. Schwartz, did you have any questions? I guess walk us, Norman Schwartz, Expansion Project Administrator, walk us through your phasing methodology replacing mission-critical systems at FLL, such as chiller plant, major electrical infrastructure, and central mechanical equipment, while keeping the facility fully operational. Okay. Thank you, Norman, for that question. I think that we're going to ask Keith to help us a little bit with that, specifically to those systems. Keith? Yeah. Those obviously are the mission-critical ones, like you mentioned, Norman. So our approach for a lot of those is the same, whether it be chiller plant or electrical generators, things like that. You know, we've successfully accomplished that a couple of times at VCAT, at FLL. But the way we go through is we look through and make sure and understand what those systems are serving. We walk those areas, those buildings, with BCAT maintenance. A perfect example I'll give is the Terminal 3 generator project that's ongoing right now. In order to be able to make sure that we kept everything available with emergency power, we walked Terminal 2, Terminal 3, Terminal 4, the garage with BCAT maintenance, making sure we understood where transfer switches were, what systems were served by it. We developed a plan for temporary generator locations and placement and temporary power, just to make sure that we had those systems online before we ever went through anything that removed the main generator plant and took it offline. We did the same thing with the chiller plant, requiring temporary chillers to be in place. We also looked at methods of piping modifications that we could get in and keep the system up and live and running while we were doing all that work to replace those chillers and expand the plant. So it starts at the beginning with just making sure we understand what all is there again and then understanding what the effects would be if those systems go out and making sure that we can plan for any temporary equipment, plan for any outages that we know may have to occur, and make sure that we're planning for those at times that we'll have the least amount of impact on airport operations. I just want to mention the cooling tower replacements at the energy building, which feed all the cool air for the RCC and all the tenant spaces. What we did was, obviously knowing that we couldn't affect the cooling of the building, we waited until the winter months to ensure that the cooling loads were lower. And we did that during December at night to ensure that the passengers and all the tenants were not affected by any shutdown. Since there is a redundant cooling tower, we took one tower down, kept the other one operational fully to support the full load of the building while we did this in one night. Once that was commissioned and put into working order, then we commissioned the second. And during this time, there were no complaints of heat loads increasing or hot temperatures inside the RCC. Yeah, the other thing that I wanted to mention is that, Norman, I know that Daniel is closely coordinating with your maintenance department. And I think that's critical that we have that communication and whatever is needed from them, we can support. So we're, if not daily, regular communications with maintenance. Thank you very much. Any follow-up questions from the EC members? No? Okay. Well, thank you, Justin Architects, for your presentation and your availability to answer our committee and project members' question. Project manager, sorry. Committee members and project managers' questions. We appreciate your team. We thank you. Thank you very much for the opportunity. Thank you. Thank you, everyone. And if you can monitor your emails, we'll let you know when to return. Kathleen is now exiting. So the first presenter, Justin Architects, PA, has now completed their presentation and answered all questions. Would the purchasing staff please invite the second presenter, HDR Engineering, Inc., to join the closed portion of the meeting for their presentation? Good morning. To the team from HDR Engineering, thank you for joining. Good morning. Good morning. To the team from HDR Engineering, thank you for joining us. As your team members continue to join us, we're going to list on the screen the team members that are here from the county. They're staff members, I should say. So that you can compare the list of county staff members that are in this meeting and the participant panel and make sure that we only have your team and our team. If you don't recognize someone, just call them out and we will see who they are and then possibly escort them out of the meeting. So we'll list, in just a moment, we're going to put our list of staff members on the screen for you. And this does not eat into your five minutes yet. We're not there yet. And who is going to need presentation rights and team? We're going to need the presentation rights for the, it should say Fort Lauderdale, 3230. Okay. I see that. Thank you. Actually, sorry. And also myself, Gail and Van Vliet. Okay. Just a second. We're going to put that list of staff up. Here we go. Okay. So those are the staff members from Broward County that you may see in the participant panel of teams, as well as your members. And I'll give you a minute to look that over and then I'm going to have a statement for you. And are you waiting on any other team members from your group? Stand by. Okay. Good. Anyone in the participant panel that you don't recognize? Deandra. Deandra Jack. She's with the county manager's office. I got it. I read that five words. I think we are good. Okay. So here's our statement. For the record, if you could please affirm that there are no other individuals in the meeting other than your team and the county staff. We affirm. Thank you. So we're going to flip the deck over to you. There you go. And if you want to do any mic checks, you have five minutes. Camera checks. Everybody's muted. Speakers are off. Sounds like you can see our screen. Yes. It doesn't seem you're in presentation mode, though, if you intended to be. There you go. Looks good. If you wanted to do any mic checks, otherwise. Yeah. Do you want to hear us real quick? Can you guys hear me? Yes, we can. All right. Great. Thank you. And you can hear us okay? Yes, I can. Great. I'd say we're ready. Okay. Let us flip the clock. Fifteen minutes. And you have the floor. Thank you. All right. Good morning. My name is Tim Fish. I'm a vice president with HDR and will be the principal in charge of this contract if we're fortunate enough to be selected here today. Joining me is our project manager, Galen. HDR's aviation architecture principal, Kevin. And then we're also happy to have two of our partner firms join us as well. Carolyn from Masters, who's going to be speaking on structural engineering. And Ben from GuardTech, who's going to lead our MEP discussion today. On behalf of HDR and our partners, we want to thank you for the opportunity to present our qualifications and approach. It's hard to believe, but at HDR, we've been assisting BCAD now for almost two decades in delivering major projects and support through various on-call contracts. Our approach when we evaluate opportunities with BCAD is simple. We want a team built for BCAD. And based on my experience at BCAD, that requires two critical items that we ask ourselves. Number one, can we leave this from our local Fort Lauderdale office? And I'm proud to say today that the answer to that is yes. And that starts with our project manager, Galen, who is based in Fort Lauderdale. Now, Galen's understanding of the Broward process, including site plan, building code, and his ability to leverage our relationships with local regulatory agencies will be critical to meeting time and budget for any task or project we are assigned. We also have the local support for Galen there in our Fort Lauderdale office. Staff that understands the BCAD process, MUR, invoicing, progress reports, so that we get those items done right the first time. Second, we ask ourselves, do we have the similar experience that will benefit BCAD? I'll be honest with you, and last time this contract came around, our answer to that was no. But since then, we have been focused on building an aviation and architecture practice focused on being able to deliver projects and support contracts exactly like this. As you're going to see throughout our presentation, Galen and Kevin are going to highlight some of that specific experience that we've gained over the past five years and excited to bring best practices and approaches to you. Now, we want to dig into the ability of our personnel. That starts with our partners. As you can see from here, our team has a deep bench of expertise that we bring to BCAD, most of the firms having worked with you or us in the past. Leading this will be our overall project manager. I've had the privilege to work alongside Galen on a number of projects and do not feel there could be a better fit to be that next PM for HDR at BCAD. His knowledge of Broward County and his passion for aviation, Galen is a pilot, helps focus and drive his delivery of any tasks that we'll have under this contract. With that, I'm going to hand it over to Galen. Thanks, Tim. You know, South Florida is one of the most challenging places in the country for design and build. The unique demands are related to hurricanes, intense rainfall and other climate challenges. I think what sets me apart is over the past 22 years, I've built my career around solving those challenges, delivering capital projects and occupied facilities and working through the permitting process across Broward County. I enjoy bringing people together, finding practical solutions and helping projects move forward with confidence. I'm especially excited about this opportunity. HDR has done great things for various airport facilities around the country, as shown here. There is no learning curve with us. We have worked on everything from terminals, processing areas, hangars, admin buildings and landside facilities. We have an excellent track record to delivering these products while maintaining safe, uninterrupted airport operations. We have carefully selected our sub consultant team for their proven airport experience, understanding of airport operations and infrastructure and deep knowledge of South Florida requirements. Together with our subs, we have one unified team that has the bench depth and experience necessary for this contract. How does this one team approach projects with one integrated risk-managed approach? So, Lauderdale and North Perry are very different airports with different challenges. Having extensive work on a range of airport sizes, our team is well-positioned for whatever may come our way. Our integrated approach is guided by the following core principles. Successful management of multiple work authorization starts well before the design begins. Through structured planning and early alignment with BCAT's goals, we establish a strong foundation for execution. Keeping our eye on the ball during delivery is just as important. We provide proactive oversight throughout the process to ensure decisions remain aligned with those goals and that the project moves forward smoothly. BCAT is best served by a true one-team approach. We, by bringing the full team together early, align scope, coordinate across disciplines, and address code and permitting requirements with the building department before they become roadblocks. That early collaboration creates a smoother path through design, permitting, and construction. Keeping the focus on seamless project delivery. We believe that value optimization is most effective when it's part of a conversation from day one. Not something done at the end of the project to meet a budget. We start with understanding the project goals and designing the most efficient solution to achieve them. That's something our team takes pride in. When that mindset is built in from the start, it creates lasting value and there's better outcome for BCAT and its stakeholders. Projects are shaped by many competing priorities. The strength of our architectural-led, engineering-informed, one-team approach is bringing those considerations together, understanding their impact, and making informed adjustments along the way. The result is a seamless, well-coordinated design that balances priorities and supports BCAT's success. Next, we want to turn to a more technical focus on what could be some realistic example projects that may come out of this contract. I'll start with roofing replacement, a project type I've spent a lot of time on throughout my career. We start with understanding what's really going on beneath the roof. The more we know up front, the fewer surprises we run into later. From there, we look at everything connected to the roof, from mechanical systems to drainage, to make sure that those impacts are understood. And then finally, during construction, we provide careful construction oversight to ensure that it is built per plan. And now I will turn it over to Caroline from MCE. Our structural engineering approach starts with understanding the existing conditions and the drivers of the project. From there, we coordinate with the team, develop practical solutions, and always keep operations and costs in mind. On the next slide, we show a great example of our approach, the sixth project at MIA. The team needed a new rental car booth on an existing parking garage. The goal was, how do we achieve this without reinforcing the existing floor? With the limited existing information that we've had, we managed to establish the available capacity of the floor, reduce the boost and leveling loads, and we're able to distribute them across the structure. The result, no structural strength to be needed, avoiding additional costs and disruptions to the garage operations. We've successfully applied this approach across our portfolio of virtual projects throughout Florida, several of which you can see here on this list. Now, I leave you with Ben from Gartek. So our process harmonizes with our team's approach. With the project scope, we go out there with the ASBILs in hand, we verify conditions, capacity, and we don't know that ASBILs are often wrong. So we need to get our ASBILs directly onto the equipment in order to assess the conditions. We now work with you to develop phasing plans to minimize utility destruction during construction, and we select equipment that's easy to maintain and ready for future expansion. The photo on the bottom right is an example of the T3 ticket counter seating where we work to demolish above seating utilities and IT rooms and modernize the T3 ticket counter area. On the next slide, I want to highlight two airport projects, the different size but not the approach. The first is the break room and MIA that have temperature and humidity issues. We placed sensors throughout the space for data logging and provided several solutions, and we work with them to be able to develop plans for the option that work within their budget. The other example was Fort Lauderdale Airport, T4 VHS, where we assessed the existing conditions. We provided the load studies to ensure we can tie into the existing equipment, and we developed BIM models to be able to relocate existing systems that were in the path of the nuclear vehicles. And now, Kevin? Thank you. HCR has been conducting aviation facility assessments for decades. We do them for both airport authorities and airlines. We thought the best way to show you about these assessments, you know, they're really good to teach clients like you, give you the data that you need to make great decisions. So I wanted to show you some examples. We have done a facility assessment for United Airlines. It wasn't just at one facility, rather at their seven largest hubs. And I led this, and we helped them with their 2023 capital improvement plan. We reviewed existing documents, and then we went to take site visits to make sure they were correct. We interviewed personnel, and from that, we developed a risk matrix and project lists. Another way that we assess facilities is through simulation. At Honolulu, we did a visioning plan where we used mass motion to develop a simulation, and it helps inform planning, and we did all the different components, including security checkpoint, which you can see here, and that helps us to identify the best configurations for security and might show where some biomex could occur. We have also included many terminal upgrades, not only upgrades but renovations, modernizations. We've done it for concourses, holdrooms, and restrooms. Again, some examples are at Reagan National. I led the entire renovation of 40 holdrooms. We replaced the carpet, the seating, and we wore power to each of the seats for charging devices. We developed a really complex phasing strategy where no gate was ever closed at any time during construction throughout their term running. Also at Philadelphia, I led a planning study to analyze their 48 restrooms, over seven terminals in three levels. They were both international and domestic, pre-security, post-security. So first we analyzed them, and then we were hired again to upgrade those restrooms, and we actually added several new restrooms. We had a great phasing strategy where no area was ever underserved, and construction barriers, which had not only renderings of the finished product to get passengers excited, but also gave them dynamic directions and walking distances to the next restroom facilities. When it comes to past experience, we have on-call contracts around the country. We've actually built our aviation practice on on-call contracts similar to this. Dozens of them around the country, many at airports similar to Fort Lauderdale and North Perry. We're adept at balancing multiple concurred task orders, and a proof of this is at NOAA. NOAA runs the D.C. area airports, and they have, you know, both Dulles and Reagan. We've done more than 50 tasks. I've led four of these. I've led the D.C.A. hold rooms where we won an award this year for ASCE, and we also had a project for the historic preservation of the facade. We won an award for that as well. In addition, at Dulles, we had a project where we're replacing elevators and escalators and also doing the roof replacement on A and B. I also wanted to say that we have this on-call contract at Denver. Similarly, we have many task orders under that, and I have been a part of two of them, which you can see here is the provision building and the airport operations center. And one more thing I wanted to talk about was our design, you know, the great design that we can do as well as the sustainability excellence. You'll see here a new terminal that opened this month, actually last month, in Nebraska, and it's a proof of our great design, swooping roof lines, an abundance of natural light. There's this iconic skylight, which not only provides intuitive wayfinding, but it is also helping us achieve LEED gold with this photovoltaic glass, as well as the mass timber construction. Thanks, Kevin. I've been leading our architectural efforts for our on-call contract at Fort Lauderdale Executive Airport. Most recently, we supported construction administration for the AES warehouse expansion, shown here, providing frequent site representation, rapid resolution, and rapid resolution of field issues. And last but most important, as Tim mentioned in the beginning, we value the work we've been able to do with BCAD over the past two decades. We are proud to have delivered a wide range of projects across both airports, and I would be honored to be able to continue that legacy. The philosophy is simple. Define the problem, solve the problem, and keep the client happy. That's a natural fit with HDR's client-centered culture. As a 100% employee-owned company, we're personally invested in every project's success. BCAD will have dedicated local support backed by national expertise, the same team you see here, staying actively involved from start to finish to deliver successful outcomes. Thank you. Thank you for your presentation. We're now going to open up the committee members for their questions. Right ahead. What are the biggest failure points you see in phased infrastructure replacement projects, and what controls does your team put in place to prevent the outages, rework, claims, or schedule slippages? Good question. I would say, you know, the first failure point is probably not understanding, you know, if you have a scope of work, not necessarily understanding the supplemental scope of work that such a, you know, equipment replacement would affect down the line and not properly accounting for that in the phasing. So what we would do is, again, you know, a very front-loaded due diligence and record-drawing research and validating that with a very thorough field investigation to see exactly, you know, if you go to replace an air handler unit, what are the downstream effects for that replacement that could, you know, necessarily need to be roped in to how you phase the project? Ben, maybe you want to elaborate? You know, one of the things that we've been seeing that is affecting schedule quite a bit recently is lead times for equipment. So we've worked with several municipalities and companies to be able to isolate or identify any kind of make-ready work or enabling plans so that they can get started with purchasing and ordering the equipment with long lead times so that that way we can continue developing the projects for the rest of the projects in order to be able to keep that from affecting that lead time. Thank you. Thank you. Mr. Crawford, go right ahead. In your presentation, I can see references to existing conditions and assessments and also constructability. So what are your plans or process for maintaining that constructability or confirming it before your plans go out for bid? So here at HDR, we have a very robust QC process, and that starts really early during the schematic design phase after that. So, you know, we do thorough pre-design phase where, again, we go out and validate existing conditions with field, with asphalt and field investigations. And then at the schematic design stage, we're already starting to look at the constructability, and we have that QC process for each deliverable that goes out. We have very construction-heavy QC reviewers that are part of that process, and if there is a constructability issue flagged during that QC process, that deliverable does not go out until that comment is resolved internally. Ben, do you want to add a little bit? Yes, one example is when we're working on the T3BHS, one of the first things that we'll do is we'll reach out to the existing manufacturers just to see what kind of support there is for allowing this existing equipment. And during that time in the switchboard and switchgear and T3BHS, there was no support at all from GE at that point. So we worked with them prior to the deliverables in order to be able to identify what are some ways that we can tap into the bars and make sure that we can get something that wouldn't affect any of the SEO listings at the time. And that way we can incorporate that into our project ahead of time so that it wouldn't be a construction issue or a design, you know, figure-it-out issue. If I could add one more thing, Galen, you know, through our history at VKED, one of the tools we've really used a lot is visualization, you know, tied to our design. You know, at HDR, we do everything already in a BIM, Revit environment, so it's very easy for us to use products like Navisworks and those to then bring that extra level of visualization. And constructability is one of those items, other than just pretty pictures, you know, constructability is one of those items we really focus that practice on. Where are our laydown areas? What is it going to look like? Access through construction gates, you know, there at BCAD is always limited and can be a real challenge. And, again, what are the potential impacts of those laydown areas or the construction phasing that we have to ongoing operations? And we've always felt that taking that visual approach has allowed us, you know, to be able to communicate that to multiple stakeholders, your operations, your maintenance folks, airlines, you know, throughout it. And that's really been a key for us to, yes, we, you know, we always have what we think is constructible, but it allows us to get that input from all the operations and all the, you know, authorities out there. So, that's a very good point. And touching on that, I did touch on, for example, in some of these VHSs where we were building on that lower level on the air side where there was a lot of existing conduits, a lot of existing duct work that was in the way of the new baggage handling systems. So, using the network works, like Timothy was mentioning, it helped us to be able to identify which systems were in the way and we can identify those to be relocated ahead of time. And what they were able to do is run conduits, run piping parallel and get it ready to go so that the switchover was very limited in that they only had to, you know, disconnect, maybe shut off some valves. In a few cases, they did have to freeze the pipes in some cases, but that way they can go and make the connection and that shutdown was reduced as much as possible. Great. Thank you both. I probably just want to add, you know, the RQC process is not just for the 2D drawing set alone. It actually extends to our Revit model. I mean, in order to have all this great information, you actually have to make sure you're putting the right data into the model. So, we do thoroughly check the Revit models at each deliverable to ensure that we are catching all the existing conditions and that they are modeled with accuracy, matching what was, you know, verified in the field with record drawings. Thanks. Thank you for your response. Just to further ask, though, can you give me an example of what your QAQC process looks like? I'm really concerned with the 100% and bid document phase. Sure. So, at every phase, this is actually a two-step process. Essentially, what we will do for a given project, we will open up a Bluebeam session. We will already have QC reviewers scheduled. We do that at the start of the project. Those QC reviewers are not on the project at all. They are completely independent to give a clean eye. And we do a two-round process. You know, our team has, you know, the deadline for our team is the QC date, not the delivery date to the client. On a large, complex project, that can be upwards of three weeks before the due date to the client. So, our team will develop the 100% deliverable. That package will get uploaded to Bluebeam. It will get reviewed by the QC reviewers. We have a systematic approach with, you know, the way we set the labels and the checking and et cetera. And then the team will come back in after that review is done. They will make corrections to the drawings. And then when those corrections are done, a back check set will be uploaded to Bluebeam. And the reviewers will come back in to review that back check set. And they will either close out their previous comment. And if their previous comment is not closed out or needs further discussion, they will have a meeting with the originator to flush out what needs to be corrected. At the end of the process, in order for that deliverable to go out, we need to clear all the comments and make sure that the reviewers are comfortable with every decision made. And then I am the final approval to make sure that all those comments are addressed before the deliverable goes out. Yep. And, Gail, I'm going to add just one more thing that I think, you know, kind of does differentiate our QAQ process and really make sure that, you know, your point, Terry, that we're ready for that 100% bid is even before we initiate the project, we do what is called a project approach and resource review. And to Galen's point, that early on is when we identify those key multidiscipline or, you know, key aspects of the project that are going to need special subject matter experts or, you know, a technical expertise during those future QAQC reviews. So, again, this is a process that we start as soon as we initiate the task work order and project, you know, as principal in charge, you know, this contract, I will personally lead each of those PAR reviews in coordination with our subject matter experts that we identify and need and provide that additional support through the QC program. And, you know, back to the constructability question, a lot of times at BCAT during that PAR review is when we identify, hey, we need somebody specific that has built this to be part of that QAQC process throughout. Great. Thank you. Thanks. Other committee members, any questions? Good morning. One of your example projects, F-XE Aviation Equipment and Storage, took from 2018 to 2024 to complete just design for a 4,000 square foot addition. Can you explain to me what caused that and how you plan to keep the work orders for BCAT on schedule, please? Sure. And I'm lucky enough to be, we have Raheel who just joined us today and he's on our board chart for this team. Raheel, chime in, if I'm remembering correctly, the history of this project, a lot of it came down to funding. Yeah. Is that correct? That's correct, yes. So, yes, the project started in 2018. I believe it was at a specific size and then the client had a funding issue and then we actually had to come back and reduce the size. And now we are, you know, it's finally went out to bid last year, to permitting, and now we're actually should be substantial because we could leave this week. Yeah. So, how do we guard against sort of those things in the beginning? You know, it starts by really aligning with BCAT's goals at the start of the project, identifying what that budget is, what your priorities are, to ensure that we're hitting the key points on a project, and the statement for the project, the scoping of that project, that we are hitting the key points that need to be hit while staying within that budget and not losing focus of that. I would say it's the most critical thing we need to do to ensure we don't have, you know, delays like that. Thank you. Ms. Thompson, go right ahead. Thank you. Good morning. I have a question about the composition of your team and the leads. This is a contract for building projects, and the architectural team runs the lead. On your organizational structure, you indicate that you've got a partnership with a local firm, WZA Architects. Can you please explain to me how you envision that working? Yes. So, one of the things that we want to highlight is our bench depth. You know, we all get busy at times. We wanted to make sure that we are bringing to this contract the absolute most flexibility in terms of being able to react to multiple work authorizations. So, WZA is on this contract. They are a local architectural partner. They have experience with BCAAD and BCAAD processes. They have experience with Broward County permitting as well. So, we have added them to our team as sort of a callback stop, you know, to add additional capabilities should we get busy and we need to meet delivery deadlines. If you don't mind, I'll jump in and maybe even tie it back to the last question, which is that we're, you know, we're a local company. Our work is going to be based here, but we also have a national presence. So, when it comes to a project like FXC, which maybe has a funding issue and it's taking longer, HDR is adept in being able to have people, you know, not just sitting around waiting for the project to come back to life, but they can work on other projects and we have a deep bench to grab when the project does come back to life. So, it's a really nice, it's a really nice thing for authorities to have usually, which is such a deep bench strength and we're, you know, thrilled to be able to work with WZA and share the work with them, but it's nice to have the flexibility to have people turn on and off as needed. Thank you. Any other questions from the committee? Just one more about the team. Are these, have you worked with each of these firms before? Are there any new subs to this team that you, you know, you haven't worked with before? So, my working relationship with Gartek was probably, what, 10 years ago, not then? About 10 years ago, you know, Palm Beach Schools and myriads of other projects before I even joined HDR. Recently, we've worked with Gartek and Burns on the National Jets Project for Lauderdale Airport. We've done extensive work with Ponton Electrical Engineering over the years. You know, Tim can talk a little bit more about that. I've worked with CMS before. That goes back probably 15 years on various county projects. I've worked with Thompson and Associates before. Masters, I've personally not quite worked with you guys yet, but you guys are involved in Terminal 5 as we are, and so we have worked on a lot of the same types of scope. That kind of rounds out my experience. Yeah, no thanks, Galen. Yes, you know, we've worked with each of the partners. The only one that I can't think of that we've actually delivered anything with yet is Boca Group International. They are with us on Kevin's project that he's currently working up at at EMWA. We're just waiting for their task order to get initiated up there. But, yes, all the rest of the firms, you know, we have a long history. Galen, you point out Quantum. You know, I've worked directly with Amy and her firm back to the Hiller's electrical days, and, you know, we've supported them. And a lot of these firms we've even worked with, you know, outside of just South Florida. You know, Burns Engineering we work with across the country. But, yeah, we have a strong history with each of these firms, you know, and had no issue with contracting or anything like that. Thank you. Mr. Schwartz, go right ahead. I see a lot of names and a lot of people, but who will be actually leading day-to-day lead for this assignment? And how do you, you know, distribute the workload to different projects that are coming up? So the lead will be me, Galen, if I'd like. I will be your day-to-day project manager. How I distribute the workload is by staying extremely organized. I tend to like setting up projects similar so that I don't have any surprises, and I structure them very carefully to be able to, you know, bring in the right people at the start of the project to ensure that everybody is understanding the scope, and we have the best plan going forward. As Tim alluded to, I have a lot of support here with Tatiana, who has experience with setting up BCAAD projects and the contracts and the badge management and the invoicing. So that's all a plus. And then on a personal experience level, one of – I've worked on several continuing contracts throughout my career, but my last one, so to speak, was an on-call with FDOT for very similar work within their facilities around the state. And I think it was a managing up to – there probably were 15 projects, and at any given time, six of them are going on at the same time. And, you know, just – sorry, if I could just add just a little bit there. You know, as principal in charge, you know, that is my number one objective, working with Galen. And, you know, he and I will meet on a regular basis as we get task work orders and look at the resources that are needed. I can tell you, having been a PM on a BCAAD on-call contract before that, you know, we did over 43 work authorizations over its term, I've walked in Galen's shoes. I know what it's like to have to make sure we have those resources. You know, I work with folks like Kevin and across our whole, you know, organization at HDR through our work plan tool to really make sure that the resources that BCAAD needs are identified early, committed, and throughout the project deliveries. And a follow-up, how long has Galen been with HDR? I've been with HDR almost three years. Yeah, and I could say another key reason we're pursuing this as a prime this time and we're a sub last time, we didn't have a Galen, you know, at that time to come in and lead it as our PM. And, you know, I'm very happy to say today we do have Galen, and, you know, that's why we're here. And I should just add in, in that three years, I think I've done about three or four projects within HDR at this point. I've done national jets with you all at Fort Lauderdale. We most recently finished design on something down in Miami-Dade for Miami-Dade Water and Sewer. I am with HDR because their culture of, you know, client-centered approach is my whole philosophy. Solve the, you know, define the problem, solve the problem, keep the client happy. That's what HDR does here, and, you know, being 100% employee-owned, we're all accountable for each other and our projects, and that just fit so well into my mindset. So I kind of fit like a round peg in a round hole when I came here, and I'm happy to be here. Thank you very much. Mr. Crawford has a follow-up question. Just regarding. Maybe not a follow-up, sorry, a separate question. Yes. What is your approach towards change orders? Proactive, I think, is the best approach. It's not easy, you know, dealing with the change order, especially if it falls on the A&E, but the responsibility is to work through that change order as quickly as possible to not derail the construction schedule. If anything, I've learned. You know, if that involves us coming up with a fix on our end, then that's what we have to do. If that involves, you know, gaining quick alignment, you know, a late stakeholder request, you know, that's what we have to do. We are there to shepherd that process and ensure that, you know, the desired outcome, the project, the way you guys want to construct it, meaning your goals, gets to that time as quickly as possible. That is what we're there for during construction. And so that's how we approach change orders, by being proactive, communicative, and doing the right thing. And then your thoughts for change orders prior to construction. How do we prevent or diminish having to go through that painful process? So if you don't mind, if I share one thing that we very much believe in is constant integration with your stakeholders. You know, we like to have meetings throughout the project, kickoff meeting before we even start, invite everybody, have an agenda and a presentation that memorializes it, and then have regular updates at all the milestones. So that that same group, you know, whichever group you deem fit to be a part of it, is involved, so that there is buy-in along the way. There's accountability for everybody. And this way, when the project indeed gets to construction, there isn't an opportunity for someone to say, oh, I didn't expect that, or that isn't what I thought we'd see. So by keeping your whole stakeholder group involved throughout, I think it minimizes the opportunity for change orders. I would like to add a little bit to that. That's where the QA, QC from a group that's not involved with a project is very critical, because a lot of times we'll have these meetings. We have back-to-back meetings, meetings that go on for months, and we all know what the intent is. We all know, okay, that needs to get done. And maybe it's just a note that we have on the plans, or maybe it's just something that maybe got, you know, we make the assumption that, you know, we've been working on this for such a long time. And, yeah, it's obvious that that needs to be included. So by having that third-party, I don't want to say third-party, it's their internal to HDR, and by having them to do this QC that they're not familiar with the day-to-day meetings, that they don't know what's, you know, they're essentially like a contractor viewing it as a contractor. So by them saying, hey, what about this? Do we need to add this? They're like, yeah, well, we have a note here, but if they didn't see it, then the contractor's probably not going to see it. So if the contractor didn't see it, they didn't price it, then that's going to be an issue. So by having this QA, QC, which is very critical for that, if they didn't see it, the contractor didn't see it. So that way we need to make sure that we can adjust our plans to make it clear that, hey, yes, you have to include that as part of your project. And let me bring it back to design side, because if I understood the second question is, you know, the question is, how do we deal with change orders pre-construction? Piggybacking a little bit off of what you said, Kevin, you know, I would say also, you know, it starts at proposal phase, right? We need to make sure that we have the most accurate proposal we can. We need to make sure that we've identified the risks pre-proposal. So we're clear with you all what we view as a risk to our proposal, because that's essentially what the design change order is. It's, you know, we put a number on our effort. Now we're seeing something that could vastly blow our number through the roof. We need to identify that pre-proposal stage so that we can discuss that with you all and make sure that we're aligned at that start. That is the best way to, you know, prevent a design change order, I should say. And because a lot of the work deals with retrofit or existing conditions, how do you approach that with your design to help us avoid these change orders? Very careful research of record drawings and verification of infield conditions, number one. Number two, when we start designing, understanding the areas and or systems connected to wherever we're renovated. So if we're replacing an air handler and the chilled water lines running 20 feet from that air handler are rusted, figuring out, okay, what is the logical location? You know, we're not going to, does the project, can the project afford to replace 300 linear feet of chilled water lines? Probably not. So understanding, you know, where that appropriate tie-up point is in cases where, you know, those surrounding areas involve code compliance or potentially non-conforming code-compliant areas, bringing the building department early into that discussion before design even begins to understand what they're going to be comfortable with in terms of inspecting a finished product. Are they going to be, you know, are they going to be okay that, you know, we changed out this system but not this system that's still somewhat related but outdated? Those, in my head, are the key factors to look at in preventing issues with renovation. It's not easy. I'll add one thing. It's okay. We also do LIDAR. We have an in-house group that does it. And it doesn't take a lot of time these days. It's rather, you know, it's rather inexpensive and easy to do. And it, too, is tied into the whole Revit, QA, QC, and it's a great tool to have, of course, depending on the complexity and the cost of the project. And I believe that was the baggage system. Yes, that was very helpful because we were to identify quite a few systems that were in the way and verify what was the system, what is that pipe, what's the serving, going back and forth, trying to verify and confirm, seeing where we need to re-tie it, what we need to connect, how we need to re-route it. So, yes, all that is very helpful by doing that library and that's the system of the funding. Thank you. Mr. Crawford, that answers your question? Yes, thank you. Thank you. Mr. Schwartz, you have another question? Quick question. Seeing that there are two architects here, how does the signing and sealing process unfold here as far as who's responsible for the drawings when they are submitted to the building department? As your locally-based Florida architect, I will be your architect of record. Thank you. Is that Galen speaking? That is a question. That was Galen speaking? Yes. I should have raised my hand. All right. Thank you. Thank you. Looks like the committee doesn't have any other questions and our project manager does not either. So, we thank you very much to the team from HDR Engineering, Inc. for your presentation as well as your availability to answer the questions. Thank you. Great. Thank you so much. Thank you very much. Thank you. Thank you. Okay. Bye-bye. The second presenter, HDR Engineering, Inc., has now completed their presentation and answered all questions. As the team is leaving the meeting, purchasing, if you could hold on just a minute, please, before you notify Michael Baker. I just want to check with the committee if they need any kind of a quick break. Okay? Yeah. They're going to – so, hold off before you ask Michael Baker in yet. Just for a minute or two, they're going to run out real quick. We're not going to recess the meeting because they'll be back in here within five minutes. Okay. Great. Okay. Oh, okay. Okay. So, they've already been notified. I'll just hold them in the lobby. And we are not going to take a recess. They'll be back very quickly. Good morning. Good morning. Good morning. Good morning. So, who do I have the pleasure of speaking with and needs facilitation rights? Brian Russell, please. Hi, Brian. Hello. Okay. What we're going to do is, before we give you presentation rights, we're going to put up – I'm sorry. One second. We have a team member who is not here, so I don't want to get started yet. If you can just hang on just a second. Sure thing. Thanks for your patience. Okay. So, what we were going to do is put up a list of the county staff members that are on the call. And then, if you could compare that list to the participant panel and make sure that only the members of your team, as well as the county staff members, are on the meeting. If you don't recognize someone, we'd be happy to introduce them or escort them out. Okay. So, that's the list of county staff members, if you want to compare that to the participant panel. And then, I'm going to read you a statement. Is there anybody you don't recognize? No, everything – everyone here is showing on the list, so we're good. Okay. So, here's the quick statement. For the record, please affirm that there are no other individuals in the meeting other than those members of your team, as well as our county staff. Agreed. All right. So, now you should have the presentation rights. We're going to start the five-minute setup clock. Is there anyone you're waiting to join from your team that isn't here? I just didn't want to interrupt your presentation once you start. No, everyone is here and present. We're ready to go. Thank you for being so timely. Do you want to load your deck? Yes, I will do that. Let me share. Let me get the sharing going. Great. Okay. Well, if you're ready, we're ready. We can mute ourselves, and you have the floor. We'll reset the clock for 15 minutes. Thank you. Good morning, Broward County. Thank you for this opportunity to be here today and speak with you. My name is Brian Russell, principal in charge with Michael Baker International. We are very excited to be here and discuss with you our experience and how that proven experience revolves around relentless drive for value to our clients and how that value transcends over into our completely, Michael Baker's complete in-house services that include traditional A&E services. But you'll see where that service line continues on and goes a little beyond your traditional services. With me today, I have Guillermo Cabrera, our project manager. Amanda Metzger, who you may recognize. She's been involved in some joint city of Fort Lauderdale as well as Broward County projects. And then we brought along our technology leader, Maren Pastor, who is our digital practice lead. A little bit about Michael Baker briefly here. We're a little over 6,000 employees across the United States. But a couple of things that we're very excited and very proud of is our number 18 ranking in the ENR and top airport firms. And then when it comes to sustainability, specifically at airport facilities, we're leading the nation and being at number six nationwide in ENR. As we boil it down a little bit closer to Florida, we have a little over 120 staff here locally. We've been serving airports in the Florida market for an extremely long time, serving over 50 airports here. And then six offices across Florida, including the one right here in Fort Lauderdale. On-call contracts is our specialty. This is just a brief example of some of our airport authorities that we've worked with that resemble Broward County, where you have a commercial service airport with an international piece, very busy international commercial service airport, combining with a general aviation airport. It's those types of understanding how to incorporate and work in those environments is very important. Hillsborough County, understanding that you've got to move very, very quickly. For example, in Hillsborough County, we've executed over 48 task orders for them on a variety of projects, from new to renovation over the last three years. Orlando International Airport or the GOA, Greater Orlando Aviation Authority, where we've been executing contracts for them, fixing leaks in the facility and being more hands-on in delivery of those important projects. When you combine that experience with our project manager, Guillermo Cabrera, and his extensive experience of sitting on your side, that combination brings a tremendous value to our team as well as to Broward County. So with that, Guillermo, I'll hand it over to you. Thank you, Brian. I started my career, my aviation career, as the chief architect for the Houston Airport Systems, managing CIP projects for both George Bush and William Pihagi Airports, and later on served as the assistant director for design. Having spent years on the owner's side, I understand firsthand the challenges and expectations airport teams face daily. It would be my pleasure to work with your team to deliver resilient design solutions that create lasting value for Broward County Aviation Airports and its passengers. We will work in close collaboration with you to deliver projects within the budget and schedule. Next slide, please. In the 10 years that I was with HHS, I had the opportunity to work and manage capital improvement projects of all sizes and complexities. My work ranged from water intrusion and emergency repair projects to delivering renovation expansions and replacement facilities. We consistently worked with the senior staff to help improve the passenger experience at our airports, and our work was a major contributor to George Bush obtaining a four-star SkyTrak rating and hobby becoming the first five-star airport in North America. Next slide. No matter what the challenge, we will be there to support you every step of the way, providing the resources, expertise, and responsiveness needed to help your projects succeed. Our team includes architects, engineers, planners, and specialty consultants who work together seamlessly to address the full range of airport needs. Complementing our capabilities are our outstanding local teaming partners who bring valuable regional knowledge and specialized expertise and share our commitment to excellence. Whether your project is large, small, routine, or complex, you can count on a dedicated team that is committed to your success. You are not just hiring a consultant, you are gaining a trusted partner backed by a diverse team of professionals who will support you through the whole project until successful completion. Next slide. Successful partnerships are built through trust, mentorship, and a commitment to helping each other grow. The best way to support both businesses and CBE partners is to give them a meaningful opportunity to contribute and take ownership of an important task of the project. That way they will gain valuable experience while working alongside our team. We take pride in sharing our knowledge, providing guidance when needed, and creating an environment where our partners can build confidence, expand their capabilities, and achieve long-term success. Our goal is not simply to work together on a single project, but to develop long-lasting relationships that continue for years and through many successful assignments. Our project approach consists of four main processes that ensure our success. We analyze and scope the requirements, break the work into tasks, and assign the most qualified resources to each effort to establish an efficient execution plan. Monitor assignments, milestones, deliverables at both the project and task level. Track interdependencies, progress, and critical past activities to proactively identify and address potential impacts to scope, budget, and schedule. Maintain a real-time task order dashboard to provide accurate project status information and support informed decision-making. Continuous communication allows our team to adjust resources as needed, meet deadlines, and keep VCAT staff fully informed throughout the project delivery. Utilize a consistent delivery framework and quality management process to ensure cohesive, high-quality deliverables, regardless of whether the work is performed in-house or by subconsultants. All products are reviewed, prioritized to meet Michael Baker International's quality, project objectives, and client expectations. Next slide. Our MBI team has experience in all major airport facilities aspects, including, among them, air traffic control towers, ARP stations, modular restrooms, police facilities, including K9 indoor and outdoor holding areas, CBP and FIS facilities, terminal hold, baggage handling system, checkpoint renovations, including smart security lanes, administration office buildings, maintenance buildings, and shops, parking structures, and vehicle maintenance facilities. Slide seven. Michael Baker has a specialty in house services that bring other value to VCAT. Michael Baker team has a dedicated team of cost management professionals specializing in cost estimating, value engineering, and project controls. Working alongside the design team throughout the process, they help ensure that the project remains aligned with the established budget, identify cost-saving opportunities, and support informed decision-making. This proactive approach minimizes financial risk, maintains budget discipline, and helps eliminate surprises when the project ultimately can go for business. We also offer LiDAR capabilities and 3D visualization. To talk more about these other advanced technologies that enable our design team to produce more accurate documents and accelerate project delivery, I would like to take a moment to introduce you to our digital practice expert, Maren Pastar. Thank you, Guillermo, and good morning. My name is Maren Pastar. I'm a licensed architect with nearly 25 years of experience in the AAC industry, where I spent the first half of my career delivering and managing complex projects as an architect, and the second half focusing on advancing digital project delivery. I serve Michael Baker as a vice president and digital practice executive. Our digital practice brings together more than 20 dedicated digital delivery professionals, over 30 discipline-based specialists, and more than 450 BIM-ready production professionals. Collectively, we support more than 300 projects each year across all of our markets. For Broward County Aviation, our scale translates into flexibility. Your needs can quickly change from a small modeling and coordination assignment to supporting a large capital project. We can bring the right resources at the right time while maintaining consistent standards, workflows, and quality processes. Next slide. We begin to scale that support through our comprehensive BIM and BDC services across planning, design, construction, and handover. We support BIM authoring, multidisciplinary coordination, and model-based QAQC, including clash detection and constructability reviews. We can also establish the governance around our work from BIM execution planning, common data environments, as well as project and program standards. For BCAT, the value is consistency across individual scopes of work. We can establish a repeatable digital framework while adapting it to scope and complexity of each of the assignments. Guillermo already talked about our extensive in-house reality capture and scan-to-BIM capabilities. We can support a wide variety of your needs with our multimodal approach, including terrestrial, aerial, mobile, and our SLAM LIDAR, which I'll show you later. For BCAT, this is particularly valuable in active facilities where dependable ASBILs can improve design decisions and reduce downstream risk. Next slide. But we don't see BIM as a final product. We see it as the beginning of a reliable information lifecycle. This progression starts with coordinated discipline BIM models. We can then connect those models with structured and verified information about your assets to facilitate digital handover. For BCAT, this means that information created during design and construction doesn't have to lose value if project blows up. It can be organized to support commissioning, handover, and future O&M, or even digital clinic initiatives, which is one of my specialties. And we and Michael Baker are able to support the digital thread throughout the entire lifecycle. First, from helping you identify areas of improvement and the problems that cause the most inefficiencies. Then, gathering and creating the data needed to generate insights. And finally, actually developing products and solutions, including digital twins, that can turn your data into operational insights and insights into actions. Next slide. Our broader digital practice brings together three connected pillars. Digital delivery, digital transformation, and digital advisory. Digital delivery improves how individual projects are executed. Digital transformation helps establish the standards, governance, and technology. And lastly, digital advisory ensures that those investments remain aligned with your operational objectives. Digital twins happen really at the intersection of those three pillars. Even though we developed our own flexible digital twin platform called LiveTwin, we're platform agnostic and work with all major digital twin platforms shown on the screen. We're actually one of the few organizations certified by Autodesk as an implementation partner for their own digital twin platform called Tandem. The key to success with digital twins is to always begin the use cases and desired outcomes, not with technologies. In order to establish that perfect match between problems that need solved and the right technology platform to do so. Next slide. To demonstrate the scale and capability of what we can offer, I'd like to briefly highlight just three case studies shown on the screen. At the U.S. Naval Academy, our work included ACID and space data strategy, facility condition assessment, LiDAR reality capture, and scan to BIM across nine wings and almost 2 million square feet. At Pittsburgh International, we supported airside terminal modernization through multidisciplinary Revit and Navis coordination, quality control, and review of concurrent packages developed by multiple design partners working together on a very large program. And lastly, at Tyndall Air Force Base, we also used the Navis Lane wearable scanner you can see in the photo for indoor mapping and digital twin readiness, where we also provided some cybersecurity advisory services. The common thread between all these case studies is our ability to integrate models, standards, data, and multidisciplinary execution across complex programs. For BCAT, we will bring that same combination of scalable capacity, disciplined project delivery, and lifecycle thinking. Our objective is straightforward. We want to support you with the immediate needs of each work authorization, while ensuring that every single assignment contributes to a more consistent, connected, and operationally usable digital foundation. Thank you. Over to you, Brian. So Michael Baker is truly leading the industry when it comes to technology and this 3D visualization and digital twin. So we are working this at several of the largest airports in the country, and it's upon us. And how we deliver projects and how we deliver value is proven here. With our experience, along with our focus on the future, we're bringing relentless value to our clients to ensure that they're setting the stage for the future. And then this holistic view of all of the resources and abilities right here within the Michael Baker umbrella. So with that, we thank you for the opportunity to be here and speak with you today. We're ready to take any questions you might have. Thank you. Thank you very much. To our evaluation committee members, any questions for the Michael Baker team? Sure. I'll start. I heard mentioned a lot about LIDAR. Can you give us an explanation of what LIDAR is and how it's used? Yeah, LIDAR is basically laser scanning. It's the ability to use various types of equipment to accurately measure the conditions around you. We actually create and capture all of those, the existing conditions as point claws. You see over there sort of on the left-hand side, there's a bin model. There may be a little bit of a point claws there in the mesh. We basically create the entire existing conditions using either terrestrial LIDAR, where you set a laser scanner on top of a tripod and you move station to station for hyper-accuracy. Or even the device you see on the far right, that's a SLAM LIDAR, simultaneous location and mapping. Basically, you don't have to set anything on a tripod. You basically just wear the LIDAR on you and you walk around the facility capturing all the existing conditions as a 3D point cloud that we can then create a bin model from. Very, very superior ways of capturing information and making sure that all of the aspects are 100% captured, 100% accurately. And again, I only mentioned those two technologies. We can also mount LIDARs on vehicles and capture longer corridors of information with mobile LIDAR. And we can also mount them on drones and get aerial information as well. So that's what I mean by a multimodal LIDAR. And we have this capacity in-house. We own all the equipment and we have a tremendous amount of capacity to do this for any work assignments you have. And is that standard, you know, SOP for all projects? Or is that a special item that airport would have to request? So when we look at each and every one of the work authorizations, we can absolutely take a look at what the right technology is for the project. And we can recommend those services for whichever project you have. But yes, we do definitely recommend LIDAR services as part of the process because it definitely expedites the process of getting the project started. It gets you very accurate as-builds. And it definitely reduces that downstream risk of having incorrect information to start with. So, yeah, we absolutely recommend integrating this into every single project that you have that includes existing conditions. Thank you. Any other questions? Mrs. Thompson? Thank you. I have a quick question about your experience in South Florida. As you know, we have some challenging weather conditions here. Could you tell us a little bit more about the work you've done in our Southeast Florida area? And who on your team was the primary project manager for that work? Thank you. Yes. In South Florida, we have done work. I'll defer to Brian on that one. But where I come from, which is I've been in the Houston market, the wind conditions are very similar in Houston as they are in Florida. We normally experience hurricanes in the four or five categories almost yearly. We're threatened by them. And we have been through a lot of hurricanes. So everything in Houston has to be designed to hurricane level. And I personally have experience even designing hurricane shelters that require up to 180 miles per hour wind resistance. So I'm very familiar with the requirements in Florida with the hurricane conditions here and the exterior envelope requirements that South Florida has that are very demanding. Miami-Dade type requirements. So, yes, we're familiar with that. But I'll defer to Brian to continue the answer. Yeah. So I wanted to, first off, just make sure we clarify, Guillermo is located in Florida. So I just wanted to make sure everybody understands that he has relocated here into Florida. As Michael Baker, we have worked at Palm Beach International. We have also worked at East West International Airport. So we have quite a number of projects, including projects with the city of Fort Lauderdale. So, kind of a litany and variety of types of projects, whether they're architectural or horizontal projects. Could you please let me know, at the time of the submission, it didn't appear as if Mr. Cabrera was currently licensed in Florida. Will he be the, is he, have you gotten your license at this time? And who would be the person who would sign and seal this work? Yes, I'm licensed in Florida. Currently, I reactivated my license. I had moved to Houston, but I previously had my Florida license, so I had it inactive. So I just called and activated it, and it's active currently. And, yes. I worked in Fort Lauderdale for many years, and I did a lot of work in South Florida. But, at that time, I was mainly doing school. But, yeah, I'm familiar with the requirements and hurricane conditions here. In addition, Steve Iovano, who's on the phone call, is architect of record also and located in South Florida. Thank you. Go ahead. This is Montefusco. Hi there. I appreciate the discussion on your in-house ability. Just want to understand the sub consultants, what some of their roles are going to play on the project, and whether or not you have existing relationships with the subs. Yeah, I'll start with that one. We've been working with Keith quite regularly in and around Fort Lauderdale and that local market, where they've been providing survey, CEI, and utility coordination and design for us in the past. I have worked with Amy Champagne for quite some time, back when she was not – when she didn't have her own firm. But now that she's with Quantum, we've been working with her on a regular basis, and her just amazing expertise when it comes to airfield and electrical as a whole. Mobio is an architectural subconsultant that we've been partnering with, and we feel very strong about Mobio's capabilities. They are a small firm, and they're getting in the process of obtaining the SBE license in Broward County. But they have a really great resume, and that's a company that we'd really like to engage in a mentoring-type relationship as well. JSN is somebody we've worked with, especially when it comes to the baggage handling systems. EAC is another company we're very familiar with that have helped us in a variety of capabilities, whether it being CDI or utilities or more on the civil side as well. And Burns and their security background, we do like to utilize some of their experience, especially when it comes to TSA security and that service. Thomas Geotech is another one that we've worked with on a regular basis. I think Manda probably works with them on a daily basis along with Keith and the services that they're providing from the Geotech side as well. So, yes, we have some great subconsultants. Why do we focus on our completely in-house services? Because we don't want to leave this up to just our subconsultants. If there's an issue, we have our own in-house staff that are reviewing our subconsultants' product, and we don't want to pass the buck to somebody. We want to take ownership. And so we have all those services to make sure that the deliverables that are coming from our subconsultants meet our standards of quality as well as the expertise that's necessary. Thank you. You're welcome. Mr. Crawford has a question. Yes. Is it possible you can maybe explain the QAQC process that you have set up for this project, this process? Yes, we have a very strict QAQC procedure at our firm, and we will do the same with our subconsultants. And at every stage of the project, there's a – before submitting to you every important document, not only drawings or designs, but everything has to go through – we have, like, an independent department that all they do is check for quality. And they have – they review everything about our drawings and of our designs. Everything gets checked and re-checked at every stage of the way, from a schematic to 30%, 60%, 90%, even before the final submission. And it goes through a very strict process. We do a lot of work for federal projects that require a very strict procedure, and we use the same procedures for all our projects. Yeah, and we utilize some of the things that we're working on. We are utilizing Bluebeam. We enter into Bluebeam sessions where it's a live session where comments are going in from our reviewers, and the comments are then – can be addressed immediately by the various teams. We do ask that our subconsultants participate in those and have the right systems in place, that they can do that as well. In addition to Bluebeam sessions, as things are updated, we also ask for all of our subconsultants to work in that – in a digital environment, where as updates in the individual sheets or disciplines, if somebody moves a mechanical plumbing line, it automatically updates on their end, and it's pointing out some of the clash detection. And I'll add to this from a technical perspective as well. You know, the digital delivery team definitely plays a big role in this, too. You know, we facilitate a lot of these reviews as well. We have Imagine and Clarity Automation in-house as well that allows us to produce the PDF deliverables very, very quickly and rapidly for interim reviews. So we submit these sessions, we create these sessions for the formal ITR, for independent technical review of the project. And, again, we're able to do this very, very rapidly and quickly. So that's the 2D environment review. But we have very, very robust clash detection coordination process with Navisworks. Obviously, everything is in Revit. We host all the models on ACC Forma. For our federal projects, we have two more secure environments. But typically, everything is hosted on the Audis Forma environment, where we constantly coordinate with our own disciplines between all the models. But then, again, we perform those interim clash detection reviews. We monitor those issues and track them to completion in a very, very regimented process to make sure that all those issues are addressed before the end of the project. So, yeah, technology definitely plays a big role in that as well. And all of that technology and the robust class detection, is that standard processes or is that something that, as a client, we have to request for each project? No, quality is part of our process. All that is included on everything we do. Yep. Thank you. What are the biggest failure points you see in a phased infrastructure replacement project? And what controls does your team put in place to prevent any outages, rework, claims, or schedule slippages? Brian, good. Yeah, I think you heard some of our digital delivery items that we have available to us. So, that is one way, because as built and knowing what's behind the wall or knowing what is not seen is tremendous value. And so, we utilize – that's what these tools are for, really. So, we create value and certainty in our drawings. When it comes to the outages, right, like that is absolutely something that we want to make sure that is tracked through our – with our LIDAR system, whether we're doing in-depth. We try to do as little destructive-type testing as possible, but our – if we need to, we can do some destructive testing to make sure that we understand what's going on behind the wall. So, Steve, I'll – yeah, yeah, let me – do you want to go? Yeah, yeah. Sorry, Brian. You know, it's a virtual environment, right? You have to raise my hand. But I think one of the big things to note with projects like this is also communication between, you know, us as the design professionals and the airport. So, we've had a couple of recent projects, one in an ARF – actually, two projects in an ARF station, which is obviously critical. You know, you can't stop or shut down the ARF station. And one project in a terminal space, both of those are in Tampa. But we've had great success, and I think it's been very useful for us to sit with the client and talk through that phasing process in great detail about what's going to happen, when it's going to happen, who will be affected, try to bring in all the appropriate – whether it's maintenance staff or whether it's, you know, the folks that are, you know, the firefighters in the ARF station, the chief of the ARF station, bring those people to the table, have the discussion about, you know, we as the design professionals can say, you know, here's the construction stuff that needs to happen. How is that going to affect you? How can we coordinate that together and avoid issues or shutdowns or any – you know, as much as possible to avoid any kind of disruption to the activities at the airport? I'll add to that just a little bit as well. Again, from a design perspective, again, everything I mentioned from digital technology is what we use to assure that quality during design and making sure we've got the right as-builds. But during construction, you know, there's a lot of issues that can happen on site as well. And I think having a lot of eyes and coordination between design and construction is critical. That's why we – I personally also recommend on the construction side of the process, again, I've kind of grabbed a little tool that I use in industry as well here for tracking – construction progress tracking. Again, 360 cameras mounted on hard hats, again, we coordinate – sometimes a lot of construction partners use this for capturing live conditions on the site, creating virtual tours, and kind of a historical progress of day-by-day or week-by-week of what happened and when. Again, this is not standard because, again, it usually is done by construction partners, but we can definitely talk about integrating this into the construction process and making sure that at the end of the day, you get full as-builds and verified conditions of exactly what was built when throughout the process. And, again, this is fairly cheap technology, again, getting hard hats with 360 cameras that can literally capture 360 virtual tours all along the way. So, a lot of different ways to mitigate that. Thank you. Mr. Crawford? Yes, I'm curious about your process or approach to change orders. Okay, yeah. Change orders during the design or change orders during the construction phase? I would love to hear both. Okay. During the design, we try to minimize the time that we're going to go to ask you for additional services, unless it's something completely surprising that needs to happen. We understand that when you contract us, you expect us to deliver a product for you and we'll work with you to get that done. Now, if there's a completely change in direction and something needs to happen, we'll sit down and negotiate and talk to you to see how we can make it happen for the minimum amount of additional money as possible. When we come to contractors, we have our own estimators that can very thoroughly review what the contractor is asking in the change order and come back if it's a fair price or not. And also, by utilizing all these new technologies that reduce conflicts and possible areas of errors and omissions, we minimize the change orders. During the design, if they do happen for unforeseen conditions, we have our own estimating team that will make sure that what we're getting is the right price from the contractor. And we don't mind standing and rolling up our sleeves and being the tough guys against the contractors. We have done it in the past. We normally are just partners with the contractor because we need our team and their team to deliver a great product for you. But through negotiation, good faith, and working with them, we can get them in line to deliver a good product for you. And you mentioned the... I'm sorry, go ahead. Go ahead. I was going to bring Manda in because Manda does a lot of our construction management portion of our projects. And she does an excellent job of getting ahead of any of the change orders or unforeseen conditions. So go ahead, Manda. I thought maybe you might have something to add here. Unless he had a question on something Glamo said, then I can jump in after your question, sir, if you wanted to finish your thought. No, you can go ahead and I'll come back. Okay. So my comments would be trying to minimize change orders on the construction side is to really not only use their critical path method scheduling, but also look ahead schedules. Three-week look aheads, two-week look aheads, constantly coordinating with the contractor and their subs. Not only understanding, as we're experiencing right now, king tides that can and will affect active construction, especially with any excavation below grade. Not only that, but active construction in the area, trying to get materials on site and things like that are really going to affect potentials of certain activities that can be done throughout the year. We briefly discussed earlier understanding, like the hurricane season and design capabilities of that, but also on the construction side, being ahead of the weather, understanding potential storms that are brewing and the schedule that the contractor foresees of doing. Understanding, you know, if the work is anything outside on the runway or outside, you know, not just inside terminal work. So really understanding your schedule here in South Florida, your weather and any outside impacts that could be affecting that. Sure. And as the project manager, you mentioned, you mentioned about technology, but what I'm hearing before that technology sounds like a, an added item, not an integrated process as part of the design. So is it, again, that's something that's only used when requested by the owner or is this SOP? So I think, you know, I'll add here. So the technology is always integrated into our projects. There are certain elements of our technology that we would recommend that would be added. So let's say our quality reviews, the LIDAR scanning, that's no different than doing, you know, that's just a higher level way of doing survey. And it's actually a more efficient way of doing survey. The added on is if we if it's the desire of the airport to take all of that data and and move it into a true digital twin platform where you're tracking this, these items. So, Maren, you want to you want to dive into that a little bit further? Yeah, absolutely. Digital twins are a bit of a specialty here. And like I said, we have a lot of tremendous amount of expertise here. We built our own platform for digital twins as well for that purpose, because we definitely see the future of where architecture, engineering, construction is going is towards enabling digital twins for long term maintenance and operations. Because digital twins are, again, a bit of a specialty, we typically like I mentioned in the slide deck, we like to start with the understanding of what are we trying to solve? What problems are we trying to solve? So that entire process of the advisory trying to understand how to help you for facility management operations, downstream use that is usually not even included at all whatsoever by the industry as part of the process. But we always like to ask those questions to see, are there other opportunities that we can take to integrate all the products of design and construction into downstream operations and maintenance? And because, again, it needs to be connected with your facility management operations systems, with your ERP systems, there's a lot more custom integration there that we simply need to understand. What are you trying to do with the data downstream to where how we can help you integrate digital twins? But, again, as part of anything related to quality for design and construction, technology is absolutely part of that process. It's about, you know, if we're trying to find out what to do with those deliverables afterwards, that requires a little bit more of a digital advisory process to truly understand your needs before we can recommend a platform and a tool and a product that we may be able to build for you to take you to make use of that information downstream. Does that make sense? It does. That leads me to another question, though. When it comes to existing conditions, retrofitting or existing facilities, what is it as an owner I should expect to see happen and to receive outside of the proprietary or the platform digital twin process you've kind of explained? What would be the standard that we would expect to receive? So, the first thing that I would recommend in any sort of existing conditions or renovation is you start with a LIDAR scan. You start with very robust existing condition understanding and that scan-to-bin modeling. We need to really create and generate. Taking the old information you have about the existing as-built 2D documentation, creating and generating that existing conditions-to-bin model is paramount to beginning a successful project. From that point on, if we have an understanding of if you're trying to integrate, for example, for digital handover, you know, during design and construction, we generate all the models and we technically design all the assets that your facility teams are going to be ultimately managing and maintaining long term. So, your traditional handover includes operations, maintenance manuals, you go through a commissioning process, and you get some deliverables at the end of the day. You get all the PDFs or the O&Ms, the information about the equipment that was installed. You get information about it from commissioning, from all the information for model, manufacture, serial numbers, installation dates, all of that. But at the end of the day, and this is typical for design and construction industry, you know, you as the owner, yes, you have all that information, but are you really putting it to operational use after the fact? So, what I would recommend doing, again, if you are interested in doing some sort of a pilot project to see how can you transition that design and construction data all the way through to actually make operational use out of it at the end of the day through digital twins even, we can definitely start talking about that process and see how can we help you understand better what systems and tools you use today, what asset parameters and asset hierarchy, what's your asset hierarchy of how you currently perform asset management to establish sort of your current state to understand how to best track that information throughout design and construction so that at the end of the day, you get a deliverable that is useful to you and that can directly go into your facility management systems if you already have some for work orders. Or for us to recommend, you know, here's what we've done with other clients and here's what may work for you there. So, again, the industry is fairly fragmented from that perspective right now, but that's why we really have a heavy focus for digital twins and a digital advisory to understand how can we create that information that you can use and generate those operational insights downstream. It's a big process for sure. I think I would like to say something. And you will get, for our fee, you will get a complete product with a better corroborated as-built drawings. So our designs are going to be more accurate, less prone to unforeseen conditions and errors because it's going to be validated with the newer system that we have. But if you want them to eventually use the construction information of each project for your maintenance and for your asset planning, we can go the extra mile and include all the little nuances and model numbers, anything that was installed in that building, and we can give it to you in a way that you can use it and manage it for the future. But that portion would be extra. Thank you. Absolutely. Any other questions from the committee members? Mr. Schwartz, did you have any questions? Yeah, please. Walk us through your phasing methodology for replacing a mission-critical system at FLL, such as a chiller plant, major electrical infrastructure, or central mechanical equipment, while keeping the facility fully operational. Okay. I'm not a mechanical engineer, but I'll start there. The first thing we're going to do is do a complete assessment of the system to find where redundancies can happen, what are the most critical pieces that are the conditions of the most critical pieces. And then I imagine that we will develop a plan on providing and replacing certain systems while maintaining full operation of the chillers and cooling system as much as possible. So, Brian, do you want to? I think, Steve, you probably have some examples of where you've worked on this before, Steve. Yeah. Yeah. Thanks. Thanks, Brian. I, you know, again, depending on the specific system and the extent of that system, you know, Guillermo is right that you've got to determine exactly with as much information as possible, what is there in place currently, how does it work, you know, where does it work, where does it connect, and are there opportunities existing for redundancy where we can, you know, maintain systems, at least, you know, maybe not at optimal performance, but at, you know, some level of reasonable performance during the phasing process. The other thing that we have done in the past is usually there is an opportunity where you can bring in sort of a temporary, and again, it depends on the system. You've covered a lot of options there. But depending on the system, you can sometimes bring in a temporary element that will provide, you know, some overlap and coverage for certain systems during the phasing so that, you know, that piece of equipment comes in, covers you during phasing, and then it goes away when the construction project is completed and the new systems are completely up and running. I always like to add a little bit about technology for every single thing that we can do as well. When it comes to phasing, again, construction phasing is very important, and communication is even more important. So really communicating visually what to expect out of this very complex process is important. We have capabilities to create 4D schedules, which if you haven't seen them before, it's basically construction sequencing in a model-based environment to provide visual clarity. You know, CPM schedules are great. Project managers understand them really, really well. But when you think about critical infrastructure replacements like this, having a visual overlay to where you can see it in a model-based environment, that phasing process of what happens first, what happens second, you know, you're kind of working through that logistics, and you're making sure that you're trying to capture, have we thought through absolutely every step of the process, so when this construction actually starts, we're not pausing to think through something that was an oversight. So that model-based sequencing, in my experience, has been very, very helpful to communicate not only with just the design and construction team, but also with you and your stakeholders to know exactly what they can expect. Also, from the experience gained from the Houston Airport experience, we replaced the complete central plant in pieces, and basically one thing that we learned is that we have to anticipate what you think is not going to happen, because unfortunately, you know, Murphy's Law still exists, and it's alive and well. So you have to have redundancy. You have to bring external systems to support you. Do not change anything until you have what you're going to replace already with you there, and plan that you're going to turn off something, and when you turn it on, it might not come back on. So you have to understand that things that you don't think can happen will happen. So you have to have a lot of backup plans and make sure that all the bases are covered with redundancy. Thank you. Any follow-up questions from the EC members? Okay. Thank you very much to the team from Michael Baker International. You've answered all of the questions and provided your presentation. We appreciate that. Thank you. Thank you very much. Thank you. Thank you. Thank you. Have a great day. Thank you. Bye. Bye. Before we bring the next presenter, I just want to pull the committee and see how you feel about if you need a recess for lunch. Not necessarily right now, but I just want to use this opportunity before we transition of how much time you're going to want, if you want one at all. I can come back in a little while in case you change your mind. If you, yeah, it's up to you if you want to recess the meeting, or if you're going to go all the way through with all five, plus then score, allow us to tabulate and read the results. It could be hours. Yes, of course. Yep. So when you're ready, just motion me, and then I'll make sure that we recess the meeting, tell them how long it's going to be, and that's up to you all. Thanks, Mr. Schwartz, for the suggestion to the committee. Okay, so the third presenter, Michael Baker International, has now completed their presentation and answered all questions as their team has left. Would purchasing please invite the fourth presenter, Gresham Smith, to join our closed portion of the meeting for their presentation. And if you need to leave at any point, there's a five-minute rule where EC members cannot be out of the meeting unless it's in a recess for more than five minutes. So I'll have to recess if you plan to be gone for more than five. Thank you. You can if you come back within five minutes. Right. Yep. We'll hold them in the lobby. Anyone else? Good morning to the team from Gresham Smith. Thanks for your patience. Hello, Ben. Good morning. Thank you. Good morning. Who's going to need the presentation rights in teams? Damon Holloway will be presenting. Okay. Thank you. So what I'd like to do is I'm going to put on the screen the list of county staff members, and if you could compare that to the participant panel and make sure that we don't have anybody that you don't recognize. One minute, and we'll load that up for you. And then we'll give Mr. Holloway the presentation rights. Here we go. So if you want to compare that list to the participant panel, make sure that your team is there. And if you don't identify, if you don't recognize somebody, we'll identify them or have them leave. Okay. And then I'll have a quick statement before we go into your five-minute setup. Okay. Our entire team is here, and I don't see any names that I do not recognize. Okay. Great. So you've affirmed that there are no other individuals in the meeting other than your team and our county staff. Thank you. Correct. So we gave Mr. Holloway the rights. So if you want to try to load the deck up, and then you can do your A-V checks. We see everyone on camera. I've heard Ben so far. Oh, wrong screen. Switch screens here. Okay. We see the deck is loaded. Mariana and David, do you both want to go ahead and speak? Just make sure your audio is working. Sir, can you hear me all right, Ben? Are you fine? Mariana? Can you hear me all right? I hear you just fine. Okay. So we have everyone that you were expecting. If you want, we can reset the clock for 15 minutes, and then you can start. I think we're ready if you're ready. Thank you. Go right ahead. Okay. Thank you very much for including Gresham Smith in this opportunity. We're really excited to present to everyone today. And as we started to go through the presentation, what we really want to talk about, we found ourselves kind of finding a common theme. And on the next slide, you'll see that that common theme is really that this is an airport first and a construction site second. And we learned that really at Fort Lauderdale. We've experienced that at a lot of our airports and a lot of the other clients we work with. But really, that mantra of this is an airport first and a construction site second really started at FLL. So as we move forward, we started to identify different things. And we're going to talk about really three other key points that kind of help emphasize that airport first, construction site second approach. We're going to focus on project delivery in an active airport. We're going to talk about our project team and our management approach and our cultural alignment with BCAT and how we really try to blur the lines between where Gresham Smith starts and where BCAT starts and how we blur together. Today, you're going to hear from David, Damon, Mariana, and myself. I'm Ben Gable. I'll be your project executive and your contract administrator. And personally, I'm really excited about this opportunity because it's an opportunity to continue to work with friends, people I really care about, and people I've learned from. And we're going to start to dive into some of the content to talk about what we're going to do going forward and how we manage and deliver projects. And really, this first exercise is one we learned with Fort Lauderdale. Who remembers this photo? For those who haven't been in the airport quite a bit, a lot of the airport terminal facilities at Fort Lauderdale, due to the sheer growth that's happened over the past 20 years at Fort Lauderdale, created a lot of congestion in each of the terminals. So we went to work. We started working with BCAT. We worked with JetBlue. We worked with other stakeholders and our teammates. And we start to identify, okay, we really need to focus on the passenger experience. The passenger experience is really one of the key aspects and one of the focus points when we think about delivering a project. And through this diagram, you've got to see we had some real heavy congestion choke points. We had arriving passengers mixing with departing passengers. It was a very narrow corridor. Just a lot all going in at once and creating a lot of choke points and bottlenecks. And on the next slide, you'll see, well, we just pushed the ticket counters back and tried to identify where we do have space. We could repurpose some of the elements. We have a nice, big, open, airy ticket counter that allows passenger flow to take place and then allows arriving passengers to separate from departing passengers. And here's a photo of the end product. Looks great. It's open. It's airy. Everybody can flow through. It's a testament to what we've done with BCAT. But we're not done there. That's not the end of the story. And that's not the end of our process. And we're going to apply this process to all of the projects we do at Fort Lauderdale, whether it be a terminal project, a chiller plant project, an electrical project. We're going to really figure out, okay, how do we build this? How do we keep operations moving forward and keeping the passenger experience high while we're in construction? And when we were going through Terminal 3, we identified, well, wait a second. In these red boxes, you can see we've got some real conflicts. We've got some issues with where our baggage conveyors are going to drop. We've got some issues with our mechanical systems. And then most of all, those orange boxes that you see kind of delineate the McCain walls or the temporary barriers that we'd have during construction. And we created a bottleneck that made the existing situation even worse than it already was. And we don't want to do that. So we said, okay, what other opportunities do we have? We started to look through and break down. Well, we could do a lot of our construction behind the scenes in the back of house and keep the ticket counters operational as long as possible and do a last minute switch. And as we move forward, we just made some tweaks and some adjustments to the final floor plan that really allowed that. It kept that same idea of trying to maintain an open and airy, a nice flowing ticket lobby, which is some minor tweaks. That's a big part of our process. And we'll do that for all of the projects going forward is how do we build this? And then as we move forward into a subsequent phase, which was separating arriving passengers from departing passengers, you'll notice on the right of the screen, we had a nice big open space for people to flow through. And we were able to do the project separating the arriving passengers from departing passengers with the central escalator. And we're going to take that same process and have taken that same process on 60 plus projects over the past 15 years in the terminal modernization program. And I think that's really a testament to what we've been able to accomplish together. We've had a shared success. Over that same period, FLL has seen a 38.2% growth in passenger volume, and we were able to keep the facilities operating while we did that. So I think that's just a testament to everything that we've been able to achieve together and how we're going to try to work on things going forward. Speaking of things going forward, we really want to talk about the project team and how we're going to approach our projects as we move forward into the next agreement. And David's going to tell you a little bit more about that. Thanks, Ben. For those of you who don't know me, my name is David Wurst. I'm a senior architect, project manager, and office leader for Gresham Smith's Fort Lauderdale office. So what you see here is an abbreviated version of our 18 consultant org chart that we provided in the RFQ. And this is an example of how we can staff any and all of the projects on this on-call contract. With this, we're teaming local CBE consultants with support from larger firms with national aviation experience, all managed by Gresham Smith, delegating the tasks but not the responsibility. And responsibility starts with Gresham. The people you see here today and on the screen will be an extension of BCAAD, not just a consultant. And we acknowledge that there may be multiple projects going on at the same time. And if the projects and the workload need more support, we have six other offices that we can pull from with professionals such as Brad Super, Sean Bogart, and David Park, who have all worked on multiple Fort Lauderdale projects. Now, while our benches is deep, the three of us are your core team, and we will always be on call and only a phone call away. Now, this approach has worked for us on projects nationwide in Charlotte, New Orleans, Richmond, and projects that Damon is very familiar with, such as Asheville, Sarasota, and Tampa. And Damon's going to tell you a little bit more about how we're so successful at all of these airports. Hey, good morning, everyone. My name is Damon Holloway. I'm a senior architect and project manager here in our Tampa office. I'm native Floridian. I've lived here my whole life, so I've had the opportunity to fly in and out of Fort Lauderdale. I've been with Gresham about nine years now, and I've had the opportunity to really see some great and successful projects that Gresham Smith and BCAAD have worked on together. And that has me really excited for the opportunity to team up closely with our Fort Lauderdale team and the BCAAD team on future projects. So I want to take a couple minutes to talk about Gresham Smith's approach to project delivery. We have a three-pillar approach that includes our create pillar, our deliver pillar, and our manage pillar. And these three branches allow for us to have accountability and share the intended outcomes on our projects. The slide you see now is a representation of the life cycle of a project. So along the bottom, we have all the different phases with the milestones associated with those phases. And along the vertical side, left-hand side, is the non-intention that each one of our pillars have along the course of the project. I'll start with our create pillar, which includes our design and sustainability group. And as you can see, that group's level of attention really jumps up early into the project from pursuit all into schematic design. As part of that group, our sustainability team is going to work closely with BCAAD to develop sustainability and resiliency goals that are right for the project and meet the goals of BCAAD. Additionally, our design pillar is working closely with BCAAD and our design team to develop the proper and appropriate design for each project that also meets BCAAD's goals. Part of that process is internal design charrettes where we develop our design intent and present those at design reviews ahead of major milestones. This is how we ensure that our design sustainability is meeting the goals of BCAAD and allow us to either make some adjustments or move forward with the design that we have. Now, our other pillar is our deliver pillar, and that includes our technology group. As you can see, the technology group's level of attention starts to pick up in schematic design, and that creates a really nice handoff between the design that's sort of met the goals we have, and now our technical group can start to work through our construction documents and really work through the technical aspects to make sure we're meeting the design intent. Just like our create pillar, we have QC reviews that happen ahead of every major milestone, and that's to ensure that we're meeting the quality of the project and not losing sight of the design intent. Now, our final pillar is our manage pillar, and that is our project management side. As you can see, they have a high level of attention on the project from early pursuit all the way through completion of the project, including construction administration. And Gresham Smith feels like this gives us the best consistency throughout the life of a project to meet the project schedule, the project budget, as well as making sure we're meeting the quality from start to finish. And with that, I'm going to turn it over to Ben to talk a little bit about our quality approach and risk mitigation. Thanks, Damon. So, as we went through the RFQ and really listened to VCAT, really trying to understand what issues have occurred, what type of approaches need to be taken to make sure that quality is maintained, and just how do we mitigate risk? How do we make sure that VCAT is protected in the long run, because ultimately that's our goal, is to have a safe, successful project that really is a risk-averse one for VCAT. And a few of the challenges that have been identified is project manager continuity. We've heard about some other consultants that may switch project managers from design to construction. That's not Gresham Smith's approach. We have one leader, one PM that starts in design and goes all the way through the final component of construction. Another element that we've heard about is really trying to make sure that management occurs at the trades, at the sub-consultant level. Gresham Smith delegates tasks, not accountability. We will be heavily engaged with and help work with our mechanical and electrical sub-consultant partners to make sure that we understand the project, that sub-consultants understand the project, and that they're going to be able to deliver on the goals. Earlier, we talked about project flexibility. You know, we're not an architect that focuses just on the pretty aesthetics. It's very important. We do want to have a good past year experience, but we need to maintain operations, and we need the design to be functional. So we focus on function, not just form. And then almost every facility that was originated in the 1980s and has grown over the years, there's a lot of existing condition complex. We do everything we can to minimize those in the field in advance. We try to use BIM and identify every single thing we can, noting that sometimes underground or behind walls, sometimes we don't have every single possible thing identified. But we feel like if we can control what we can control, that will at least minimize those risks. And then I think the last thing that we really focus on for our quality approach is just our relationship with BPCAD and how we work together, how we correlate with one another, and just that alignment of our cultures. And Mariana is going to tell you a little bit more about that. Thank you, Ben. Good morning. My name is Mariana Cruz. I am an architect in the federal office, and I've been working full-time on FLL projects for almost two years. So I basically leave and breathe FLL this week. So just like David mentioned earlier, we're always in call, and we're honestly happy to be. So I'm proud to admit that passengers and sometimes airline representatives have mistaken me for BPCAD employee. It's because we've spent so much time working together alongside the airport that we have blurred the lines and we're happy to do so. So earlier this year, I had to go and leave for personal reasons, and I truly, truly miss the team. Although I was away for a couple of months, I continued to check on the project team and continued to check on the project progress. And it's not because I'm a workaholic or anything like that, although some people might differ. It's because working so closely with the airport has created a strong sense of commitment, commitment to see your projects through and see them through successfully. Ultimately, the truth is that we care deeply about FLL and its interests. And now this relationship with BILD, along with our commitment to the airport, has not been an accident. We've been consistently working at FLL since 2005, back when Grant Clifford began designing the initial concepts for Terminal 1. We have continued through a Terminal Modernization program. We have concluded work in Terminals 1, Terminal 2 is the modernization, Terminal 3 modernization, like Ben just shared earlier, as well as the FIS in Terminal 4. We have completed projects, all sizes, big and small, across each of your terminals. Like Ben mentioned, 60-plus projects. And we have experienced shared success at every single one of them. So you might wonder why Gresham Smith? Well, for us, the airport comes first. Again, the construction side, it's second. That is our mentality. We have a local team with national resources. And we have multiple airport experts we can pull at any time, depending on the necessity of the project. And again, our cultural alignment and shared success is something we really value. We see ourselves as an extension of BCAT employees. We enjoy working together as a team, and we look forward to continuing. So thank you so much for hearing us out. We're happy to answer any questions you might have. Thank you very much. I'm going to recognize the committee members for any questions they may have for the Gresham Smith team. Hello. Good afternoon. Well, good morning. What is your approach to change orders? Great question, Terry. Change orders are something that really is going to be ineligible in any projects. And I think the first process and step that we take is really to identify merit. There's some change orders that we have seen contractors submit that kind of blur the lines as to whether or not really they're applicable to the agreement. So we try to focus on the agreement first and does that change order request have merit? And if so, then dig into the details and really analyze the costs that go along with it, almost like a trust but verify type approach. We don't want to go into the process in an argumentative fashion. We want to try to seek to understand and then be understood. And I think that helps us negotiate and identify how we can, don't want to use the word reduce, but at least minimize the types of change orders that we might have on a project or in construction. And continuing with that, Ben, what is your approach to prevent or diminish change orders during the design phase? Great question. So I've mentioned earlier, we really try to focus on how we can resolve things virtually rather than in the field. One of the items that we've done is a little bit of a change to the particular team makeup that we submitted for this on-pull agreement is that we've included BDCO. And for those who are familiar, it's a CBE firm based in Broward County that actually helped develop the BIM standards and all of the BIM requirements that go along for all of the Broward County projects. And we added them to the team because we thought, wow, we have such a great resource right down the road. Why don't we tap into them? So we've implemented our BIM standards and the things that we try to do to resolve things virtually. But we're really excited about including BDCO on the upcoming projects because we think it's just going to take what we've already established as a base and make that virtual resolution before it becomes an issue in the field. It's just going to make that approach that much stronger. And the use of, you said, BDCO, is that, I guess, an added item or is this just standard operating procedures for what you'll be involved with with this process? Yeah, good question. So BDCO is an actual firm. BDCO is a small firm based in Broward, and they've really developed those standards. And what we're going to do is take what we've done in the past. But if we have the expert to help write the book, we want to have that resource involved in the process. So essentially, we're going to do Terry's, utilize them and what they've been, what they've identified as really best practices throughout the entire industry. We're going to try and take what our current level of BIM support is and try to take it up to that next level, try to get that next level of excellence. So basically, we've brought in an expert to help us out with that. And Ben, if you can give me an example, a specific example of your QAQC process, 100% bid documents or even prior. Yeah, cool question. And talking about quality and our approaches, you know, Damon tapped into that. So I might turn that over to Damon and see if he'd like to respond to that question about kind of what our QAQC process looks like when we get to our milestones. Yeah, so on top of our QAQC review, we also have multiple page term reviews internally with our design team. But on top of that, we have a dedicated QC branch here at our Gresham Smith offices that we issue our documents to and have a thorough review. And on top of that, we'll bring in an off-team reviewer who also takes the time to review our documentation prior to each milestone. So we try to approach it from multiple facets. And is that standard operating procedures or something that has to be requested? That's every single project. Yeah, every single project we work on, that's baked into our project execution plan. Go ahead. Mrs. Sotomayor has a question. Yeah. Your company use any kind of technology for the QAQC process and how you explain how? Yeah, Damon, do you want to jump on that one again? And then I've probably got some new things to add. Yeah. We typically, for our page terms and our quality reviews, we set up a Bluebeam session that allows not only BCAD, but our third-party reviewers. It allows our QC team to go in and mark up the documentation, which then gives us real-time information about where they're finding issues that we may need to clean up. So Bluebeam is one of the technologies we use. We also work in 3D Revit. So during that process, we also pull up a clash detection at every major milestone to review the documentation to make sure our structure, mechanical, electrical, all those teams are coordinated as well. Yeah, and then one thing I'd like to add to that is everything that Damon just stated. So certainly your traditional methods of Bluebeam, working in Revit and 3D, going through clash detections and Navisworks, using all of the tools that have kind of been in the industry for the past 10 plus years. But one thing that we've really been focusing on recently, and we've been cautiously moving forward, this is artificial intelligence. I think everybody's aware of AI and the different things that it's having on the impacts. And we want to be on the cutting edge of technology. We want to be on the cutting edge of AI and trying to include that in our processes. But we don't want to be on the bleeding edge. We know that there's a lot of different things that go along with cybersecurity and the different elements that tie to AI in terms of clients' data, our data, things like that. We've actually developed our own artificial intelligence called GIA. And we utilize GIA now in almost all of our daily facets. And one of the things that we are hopeful to be rolling out in the next year is that we will actually be using artificial intelligence to help us expedite or more thoroughly review and coordinate drawing sets. Now, that being said, that's a new technology. And we're going to continue to take a trust with Verify approach. So we'll use the tool, but we're still going to make sure we still have those off-team and on-team reviewers individually, personally putting their eyes on things. But we're really excited about some of the stuff that our innovation group is working on in terms of trying to use new technologies and tools to really improve the quality of a set of drawings. I have another question for the Terminal 123 project. The original budget has a difference with the final budget of $50 million. Can you explain what that happened in that particular project and also what is your strategy for the budget and cost control? Sure. Great question. I'll answer that in two parts. I'll talk about the terminals. And I'm probably going to have David jump in a little bit on our cost controls and how we try to manage that going forward. So for Terminals 1, 2, and 3, it was an overall total program, and it was essentially a grouping of three different projects with a lot of other different projects that were kind of enabling to help accomplish that. So on Terminal 1, just in itself, we were working with Southwest Airlines, and we identified that there were opportunities with a contractor mobilized that we could accomplish more work that was desired by the airport. So I would say the majority of that $50 million increase actually came on that particular project. It was, I think, $28 million or almost $30 million was added to the project after it was already started so that way we could accomplish more work while we had a contractor mobilized. So that wasn't really a conflict or an issue element as much of a scope increase so that way we could take advantage of the benefit of having a contractor mobilized. Terminal 2 went through a lot of variations of what the scope would be or wouldn't be. We worked with our airline partners at Delta Airlines in Terminal 2, and a little bit of the cost overrun that we had there really kind of came down to schedule elongation. Part of that was related to the COVID pandemic and some of the impacts that caused that to occur there. And then just a couple of unforeseen conditions as we were going through and dealing with the project without diving too far into the complexity. We essentially had to shore up the entire building while we reinforced the entire foundation system as we expanded the Terminal Air side. And any time you do work underground under an active facility, there's bound to be some unforeseen conditions that are going to pop up. And we had some of those elements happen on Terminal 2. And on Terminal 3, same sort of situation. We ran into some unforeseen conditions. But really, I think the one that really drove that one was the work that occurred. We were right in the middle of the project during the pandemic. And there was a lot of different schedule impacts. There were some schedule acceleration. There were some staffing issues. There was a whole litany of different things that caused that project to elongate a little bit. And then that combined with some unforeseen conditions caused that project to exceed budget a little bit. So, all very unique, different situations. Some of it was increase of scope to improve a facility while the opportunity was there. And others were, you know, very complex, difficult projects that had some items pop up during construction that were just not foreseen on as-built drawings. So, that's kind of part one answer. And then part two, David, what other measures do we go into to address cost control? Sure. Thanks, Ben. Yeah, so like Ben said, you know, there's some projects have some scope items. You know, there's always some unforeseen conditions found. But, you know, we're always conscious about the budget. You know, we review it during construction monthly. During design, we're always looking at it. And both in design and construction, you know, we work with the consultants, you know, with our team. You know, to determine the best solution for the project and the budget. You know, we don't just come out and come up with one solution and throw that out there and that's the end of it. You know, we go back, we thoroughly review it, look at the cost, look at the schedule, and work through it as a team. And with VCAT as well, not just our team. To come up with, like I said, the best solution that does not kill the budget, the schedule, and ultimately gives you the best product at the end of the day. Thank you. Mrs. Montefusco. Hi there. What are the biggest failure points you see in phased infrastructure replacement projects? And what controls does your team put in place to prevent outages, rework, claims, or schedule slippages? It's a great question with a lot of different points to it. So, you know, the terminal connector project that we're working on right now is probably a great example of all of those different elements that you listed out. And what can we do? So, on that particular project, we realized that basically all of the different disciplines and aspects that go into a project that is complex are all interwoven. It's like one thread. You pull on the one thread on a garment and the whole thing starts to unravel. So, we identified that our phasing can't be as simple as architectural block plans only. We really need to get into the ideas and aspects of whether it be electrical. Let's say we're replacing a major electrical component. What are all of the downstream elements that will be impacted by that particular shutdown occurring? If that shutdown does cause issues to critical infrastructure items, what do we need to do to make sure that we don't lose that? Whether that be providing UPS generators or whether we need to break the project up into smaller phases to avoid any future impacts. And that's really kind of a risk mitigation component of it. But another thing, and Mariana might jump in here because she was talking about that project earlier, is trying to build in that redundancy. One of the things that we really try to focus on as we're working through multi-phase complex projects is it's almost like a game of musical chairs. We're trying to create that empty chair so that way we can start to shuffle things around. You know, the mechanical system like the rooftop units on the terminal connector project is a very good example of that. And Mariana, I don't know if you want to chime in from your experience about learning how we had to provide a fully functional system before we could shut the existing one down and trying to create the space to make that happen. Sure, Ben. Once I saw the phasing sheets and the size of the phasing set for this project, I was amazed. I've never seen anything like that. And of course, it's because it involves a lot of disciplines. It involves a lot of coordination. Like Ben said, we just don't focus on the architectural and what's going to be the easiest path. We want to make sure that your facility is operational and that we've minimized all of the issues that stakeholders can run into. So that's going to be our priority. So for that, we really work with the consultants. We have numerous coordination calls, and we make sure that we're gathering every single thing that we can from mechanical to electrical to even all of the systems so they can be coordinated and we can present a feasible solution and minimize the impacts. Yeah, and I think that having that proactive approach that Mariana was just talking about is the best approach, and it really does eliminate most of the issues, but it never eliminates all of the issues. So that's where that always being on call aspect comes in. I know I have personally been out at the airport on a construction site at two in the morning well more times than I can count on my hands and toes. We really do believe that we want to take the belts and suspenders approach. So we're going to do everything we can to resolve things in advance, but then we're going to make sure we have our staff available and on standby and actively on the job site so that way we're resolving any issues that do unavoidably come up real time. One more question, just what is your approach for completing design packages, dealing with retrofit or existing facilities and their specific scopes? Great question. You know, it's kind of – it's similar to the process that we outlined earlier. I mean, we really focus on the passenger experience. We try to establish goals early to make sure that we are providing the best passenger experience that we can possibly provide, and that then takes us usually into a second phase of evaluation of how do we prepare the documents so that way the project can be built and delivered while we're maintaining those operations. And it's really kind of a two-part. We always – as someone who spends a lot of time on terminal planning, I tend to fixate on the operations of how passengers flow through, but it's even a step beyond that, and that gets into the retrofit aspect of things. We try to look at the redundancies. We try to look at the capacities. We try to identify what scenarios do we need to provide an extra electrical panel, or do we need to build for the future? Where do we create or find the space for that redundant system so we can go in and do the retrofit work? And then really making sure we take a step back at the same time, trying to tie it back to cost control. How does it – how are we really benefiting the project overall? A great example is at the FL Terminal 3 chiller plant. We went down a particular process for quite a while, developing redundancies and systems and planning out a system that would allow us to increase chiller capacity for the airport in the foreseeable future, and to also set up extra capacity for future retrofit projects. And as we were going through that process, we started evaluating cost control with our build partner, MBCAD, and we identified that our current plan is to refurbish and replace pumps and really start to tackle things out in a very sequenced manner. And that effort was really resulting in a cost that was similar as if we just replaced everything with new. And we went through and we evaluated the systems and what should we do or shouldn't we do with VCAD and ultimately made the decision that if we're spending the same money, wouldn't it be better to have new equipment rather than old equipment? And that choice also gave us that additional redundancy, which allowed the future retrofit projects to work. So I guess the best way to summarize the answer to the question, Terry, is we're really trying to look as far into the future as possible when we're doing a retrofit rather than just solving that issue immediately in front of us, just because thinking that far in the future gives us that extra capacity to have flexibility. With that being said, Ben, I guess then the question is, how do you deal with the existing conditions during the design phase? Well, we like to put eyes in the field. I mean, we have 12 folks in our Fort Lauderdale office and a bench depth of over 100 aviation professionals to support that. And David, it would probably be good for you to jump in here. We like to get our hands dirty, Terry. We prefer to be on site. We want to pop ceiling tiles. We want to dig into walls where possible if you'll let us cut holes into walls and demo things so we can see deeper into it. We prefer to do that, David. I'm sure you can talk about your experience at Terminal 3. Yeah, so you guys worked a lot on the Terminal 3 modernization project. We were out there, if not every day, almost every day, doing the existing conditions, looking at what we needed to do. We like to do that. We like to be out in the field. And I've got everybody in the Fort Lauderdale office has the same mindset. You know, we get everybody in the office out there at some point or another just, you know, so they know what's going on and they can see what the actual conditions are so that when they come back to the office, they can create the detail that's needed based off of those conditions. But, yeah, like Ben said, you know, we like to get our hands dirty. We like to go out there and verify as much as we can before we come back and provide you with the detail. Because, you know, if we don't know what the existing condition actually is, you know, sometimes on the drawings from 1984, you know, they're hand-drawn. Some of them are a little blurry. Some of them might not have all the information. You know, we want to go out there and make sure that we have all the information that we can get. Thank you. Other than the sub that you identified for BIM, are these team members, have you worked with them before? Are there any new subs that are on this team? Yeah, there are. A lot of the team members that we have on the team, we've worked with before, and a lot of them specifically at Fort Lauderdale. David mentioned we like to take the approach of working with local partners supported by national resources. So, we've got quantum engineering. We've worked with them in the past. We've got Gartec engineering to help with MEP work, primarily mechanical and plumbing. We did work with them on Terminal 1. We've done work with them a little bit on some of the work with the airlines. And then we've worked with them across the county in South Florida and other areas. And then supporting them at Grafe. For those who haven't worked with Grafe, they've done work with us at Terminal 3. At Terminal 1, we've done a lot of other projects with them throughout Florida. I know Damon's very familiar with them. We've got RS&H, Aurora, again, a couple of firms that have done quite a bit of work at Fort Lauderdale. And then we have, I apologize, I wish I had all of them memorized, but we have a lot of specialty consultants because we know a lot of different tasks come up. We've got some moisture consultants that have helped us out with building envelope issues in the past. We've got CECOS, which is going to help us out with some of our environmental things. Should we need to do any environmental studies or sustainability efforts? So pretty much everybody on the team we've worked with in some way, shape, or form, if not at Fort Lauderdale International specifically, definitely throughout South Florida. And then from a quality perspective and coordination perspective, all of these subs understand what we expect of them in terms of our project execution plan and our BIM standards. So I do not foresee any issues with these subs in a scenario where we say, okay, these are the expectations and how we want to proactively manage our BIM coordination. They just know that they're going to be required to do that if they're going to do business with Russia's move. Thank you. Go ahead. Yeah, you mentioned, I think it's mentioned that there's 18 sub-consultants proposed for this contract. Can you elaborate about your specific approach to managing that number of sub-consultants, especially when you have to meet your client's schedule, and to ensure that there's no bottlenecks or diluted accountability in the process? Yeah, great question. You know, one thing that we really try to do is really try to base things off of our past experiences. Now we've done it, and I might have Damon jump in here in just a moment to talk about that. We have traditionally encountered 15 to 20 consultants in almost every on-call agreement that we've done all across the country. So it's very familiar to us, something that we do normally, so we're comfortable with it. I just wanted to start there. But the second part is really it's about having available resources. You know, most projects won't utilize all 18 consultants at once. The exercise I've found is that we might have three to five consultants on a particular task, and that's much more manageable in terms of the number of people and coordination elements you have to work through. The real key, and I think that's why it's so important that we have this core team, our core team of David, Damon, and Mariana on the call, is there will be subsequent tasks occurring at the same time. And one may be a – we use a couple of hypothetical examples. One might be an electrical switchgear replacement. One might be a chiller plant replacement. One might be an environmental study. And one might be a restroom replacement. All of those are going to have some overlap, but they're all somewhat unique. And the thing that we've found in terms of having the bench depth is we always find that we can plug the right consultants in for each of those individual hypothetical tasks. But we need to make sure that we have someone that owns the project, and that's why we have the core team. If there's one particular chiller plant project, Damon may be managing that. We may have David managing the electrical project. We may have Mariana managing the restroom project. And if needed, I'll come in and I'll help out with the environmental study. That's just kind of how we've done business. We try to reduce the task into the details of it. Don't become overwhelmed by the overall essence of it. And then we really work really well together to support one another in managing all of the individual tasks to kind of create the greater whole. Damon, I know that you've experienced that in probably every project you've ever done, but I won't speak for you. Yeah, I mean, ultimately, as we alluded to in our presentation, we have a project manager that's assigned to the projects. And based off our depth, we're able to be flexible in how we move them around. But on top of that, we have the subject matter experts that we rely on. But in the end, we're still managing that team and making sure that there's no bottlenecks. Everything's being executed. We've done that. I worked on Asheville Airport. We've done that at our Asheville Airport project, also Norfolk. So we're going to build our team that's right size for the project, that has the right expertise, and we're going to make sure we're not building a team that's too bogged down on another project. So as a group, as a core group, we're going to work together to coordinate these projects and make sure that we're developing the right strategy to get them executed. Thank you. Mrs. Thompson? Good morning. I have a quick question you mentioned a couple of times, your specific focus on the passenger experience. Can you give us an example or some strategies or technology that you use to manage that process while you're under construction? Sure. Great question. Yeah, we've worked really closely with BCAD on that. There are different levels of priorities. I think the two big things that we've identified at Fort Lauderdale specifically, because passenger experience can be very, very different in terms of what the expectations are. But the big thing that I've noticed with Fort Lauderdale, and it's been great to go through the experience and learn through things with BCAD, is that it's the messaging. A lot of it gets into helping people understand where to go. So one of the things we really focus on with BCAD is what additional signage do we need to put in place to make sure people can continue to find their way through the projects. And then people are just curious by nature. So we work with BCAD to make sure that we put renderings up of the projects that are coming. We haven't put it in place yet, but we had a conversation about a year ago about potentially having like a window portal and one of the temporary walls so you can kind of see construction activities occur. Always kind of trying to look for new ideas and ways to really kind of inform the passengers. Don't let them go through the whole process uninformed. We feel like arming them with that information is really helpful. We do what we can in addition to that to try to keep almost or as much of the construction activities as we can behind some sort of a barrier so that way it's not just an active construction site going on that passengers are walking through. I know some airports don't mind that. That's not really a standard that we found at Fort Lauderdale. It's acceptable. So we try to make sure that those types of activities are hidden. And then I think the other big thing that we really have focused on goes back into some of that phasing and redundancy aspect of things. People want to be able to get their water and their snack before they get on their flight or they want a place to go sit and relax and decompress after they've gone through a stressful experience of going through the checkpoint. So when we're doing a construction project, if we're finding ourselves in a scenario where we're condensing that or if we're shutting down a concession, we're going to work with BCAD to identify, is there something we can put up temporarily? Can we have a small little snack stand or something so that way people can still get the items that they want? Or is there a way to make sure we keep at least one of the concessions open during construction? And then if we do have a scenario where we're kind of creating condensed spaces, we try to, like I mentioned earlier, create that empty chair in the game of musical chairs as soon as we can. If we can find extra space and allow passengers to be in that location, even if it's in a temporary manner, just trying to give them as much space as possible so they don't feel like they're walking through a construction site. I have a question. When existing field conditions differ from the record drawings, how do you adjust the phasing plan, you know, quickly without creating unacceptable risk to the airport operations or the schedule or budget? That's a great question. And someone who handled that regularly was David Wurst. I'm going to let him answer that question. I'm sorry. Thanks, Ben. Yeah, I'll tell you, that's a great question. And like we said before, you know, we like to get our hands dirty. You know, we like to go out there and verify. So we have this happen all the time where the existing conditions don't necessarily match what's on the drawings. And it happens a lot when we're, you know, mid-phase or, you know, putting up walls to create these construction zones. And we're able to really work on the fly. Like I said, we go out there, we work with BCAD, we work with the contractor out in the field to solve the issue real time. I mean, not necessarily an existing condition in a, you know, existing wall, but, you know, I've been out there middle of the day adjusting stanchions for queuing, you know, real time so that we can make sure that the passengers are having the best experience and, you know, not crossing over. You know, we've been out there looking at the location of construction walls and where things go before they get put up with everyone, with BCAD, BCS, fire department, contractor. You know, we make sure that we get out there and try to solve that problem real time quickly before, you know, walls start going up or the impacts get too deep with the passengers. Well, just to continue with that, what is your methodology for dealing with that during the design phase before we get to that construction? So it's the same situation during design. You know, we like to get out there. We want to make sure, you know, what's out there is really what's shown in the drawings. And, you know, there's some times where we can't do that. You know, we don't want to start, you know, cutting holes in walls and ceilings and all of that. So we, you know, we do the best that we can, but, you know, we've been out there. We've popped ceiling tiles before to look at that and come back to make sure that, you know, what's shown in the existing drawings is correct. Or if it's not, and adjust as needed. Yeah. And I think to tack on to that just a little bit, I think a big component of it is I want to use the word patience, but it's probably steadiness is probably a better word. So we have found that it's very important as you're going through and dealing with the existing conditions or how you're planning for the expansion of the project to plan for it as best you possibly can during the design phase. Work through the drawings as much as you can put tape down on the floor. So that way people can actually go out to the site and see just what kind of an impact are we really talking about and having the patients to work through changes and modifications. And then realizing sometimes that plan gets worked through and accepted. And then we get to the actual delivery of it six months later and things have changed. And we really try to stay active and up to date on what's going on with the operations of the airport, the changes at the airport. So that way where we can make changes in advance, we do. And if we can't, just like we talked about earlier, try to be always on call, be patient and listen to the new concerns of the stakeholders or operators or BCAT or whoever needs the change to take place. And we try to quickly mobilize an adjustment to whatever the original plan was. And I think this is my last question with it, but is there a way of addressing some of those things, as you stated, you don't want to cut holes in walls and things of that nature, but to be able to describe it and get a bid price for the contractor? Yeah, certainly we can. It gets into, you know, risk assessment. We can develop allowances. We can develop contingencies. There's alternative delivery methods. Obviously, it depends on trying to apply the right project delivery method to the right scale and complexity of a project. But we feel like that we feel like that we can describe things pretty effectively. We feel like that we can allocate funds and allowances to make sure that that risk is mitigated by either extra time allowed in the project or extra funds allowed in the project. And to be transparent, we can put a lot of notes on the drawings. We can develop a lot of things into the specs, and we will work side by side to defend the specs and the drawings to hold the contractors accountable. But contractors are very savvy. They're very smart, and they're good at what they do. And they will try to find any way to adjust language as they see it and tweak it to the ways that benefit them. And I think that's where having this core team who's been involved in those type of experiences, you know, they're kind of battle tested. So we will do everything we can to cover as much as we can on the drawings through actual drawing details, drawing notes, placing the responsibility on the contractor and the specifications, working with BCAD to try to identify the appropriate amount of risk that we can assign to allowances or schedule or whatever we can do to mitigate that. And then ultimately just be at the ready as soon as the contractor tries to figure out a way around all of those safeguards that we're able to defend the county and make sure that their best interests are represented. Thank you. Any other questions from the evaluation committee before I move over to the project manager? He's shaking his head. He does not have any for you. So that concludes all of our questions. And to the team from Gresham Smith, we appreciate your presentation today and the availability of your team to answer our committee's questions. Thank you, Mr. Gable. But thank you very much. We really look forward to the opportunity and appreciate your time today. Thank you. Thank you, guys. Thank you. So the fourth presenter, Gresham Smith, has now completed their presentation and answered all questions. Just want to make sure the committee is good. We've gone about two hours since the last bio break. Anybody need a break? Okay. So if Purchasing could please invite the fifth and last presenter, Bermelo Ajamel and Partners LLC, to join us in this closed portion of the meeting for their presentation. Thank you. Good afternoon to the team from Bermelo Ajamel and Partners. Hello, Sergio. Good afternoon. Hi. Hello, Ed. Hello. Mr. Delgado. Hello. Good morning. Good afternoon. Good morning. Good afternoon. Yes. Thanks for your patience. Days rush by. Who will need the presentation rights to be able to run the presentation, the slide deck? I would do it. I can do it. Okay. Thanks, Ed. We'll do that. So first, before we get into your five-minute setup, we're going to put a list of Broward County staff members on the screen so that we make sure that there isn't anyone in the meeting. This is a closed meeting other than the county staff members and then your team as well. Wonderful. I'm still, I'm, yeah. So is there anyone there that you don't recognize? And hello, Mr. Bermelo. Hi. How are you? Good. Thanks. So we're just comparing the screen, that list of county staff members to the participant panel just to make sure there isn't anyone in this closed meeting that you don't recognize as either county staff members listed or those on your team. And I realize you're outnumbered. Sorry about that. Yeah. Initially, it looks like it. Yeah. Everyone is either Broward or the airport. Yeah, or us. Okay. So this is a quick statement. For the record, if you could please affirm that there are no other individuals in the meeting other than your team and those Broward County staff. Agreed. Agreed. Okay. Thank you. So now we're going to allow you to load up the slide deck, Ed. And this will be your five-minute setup if you want to do any AV checks. Is the deck in the slides? In the chat, rather? No. Well, we received yours, and the evaluation committee has been provided that. But if you want to load it from your computer. Oh, yeah, yeah, yeah. Sorry. I thought you were going to provide me stuff. I'll be happy to. Let me share my screen. Thank you. Okay. Can you all see my screen? Yes, we can. And I think we've heard and seen. I think we have AV checks on everybody. We can see you all, and we've heard from each of you. So whenever you're ready, we will reset the clock for 15 minutes, and then you can start. Well, we're ready to go. All right. I want to thank all of you for allowing us this opportunity of presenting before you. And actually, I'm happy that we are last today, and hopefully we can make a lasting impression. I am Willie Bermejo. I founded our company 34 years ago, and I like to take credit that probably one of the best decisions I made was 30 years ago when we opened our office in Fort Lauderdale. Been there ever since. We have 25 professionals that do tremendous work for us, as we have cut our teeth in the area of transportation. Whether it's by land, air, or sea, Bermejo-Ahamil is there. And, in fact, we're currently completing a contract, a miscellaneous A&E contract that we were awarded several years ago in 2022. That was a three-year contract with two one-year extensions, and we're currently wrapping that up. You will hear from Ed Pozo later as he talks about Terminal 3 and the work that we're doing there with South Mickelson for you. In addition, we also have Terminal 5, where we are completing our work right now going into construction administration services with BCAT, where we are in association with Gensler. Our company has made a name for itself in providing what I would describe as impeccable service by seasoned people within the aviation space. And whether it's at MCO in Orlando or Fort Lauderdale, Hollywood International Airport or Miami, we have had miscellaneous contracts similar to the one that you are deciding upon three firms here today to be on call and to be able to provide you with services from A to Z in whatever may come about. We have, within South Florida, between our two offices, over 200 professionals. So we have the resources and the manpower to be able to assign to just about any work order that may come up. My goal here today is to confirm our interest, our commitment, and to let you know that the gentlemen that you will hear from, Ed Pozo and Sergio Pendas and Bertola Gallo, they will have the resources necessary for us to succeed with you in whatever engagement you may decide to give us under one of the three contracts that hopefully we will be honored to be deserved of. So with that, and further ado, I'd like to have Ed Pozo, who will be serving as our Executive Project Director, responsible for the project and directing our services directly with you. Ed, you're muted. You're on mute. Thank you again. Good afternoon. Thank you, Willie. And again, as Willie just mentioned, I'll be serving as the Project Executive of the Program Director. My role is to provide, you know, leadership, executive oversight, and be a single point of accountability to BCAD, and to ensure that every assignment receives the resources, the attention, and the responsiveness necessary to be successful. Serving as the Architect of Record for the Terminal 5 Connector and the Terminal 3 Air Handler Project, I understand the challenges of delivering a large to medium-sized projects in an active airport environment. And that's really my objective, to maintain the operation through phasing. Supporting me will be Sergio Appendiz, who will serve as the Senior Project Manager. Sergio, you'll be hearing from him in a minute, brings extensive experience in the airport, architecture, construction administration, and project delivery. He will be the day-to-day management of task orders, coordination of multidisciplinary teams, and ensuring a seamless communication among BCAD stakeholders and the project partners. Our leadership also includes Al Delgado, who will be the Senior Technical and Construction Expert, helping navigate complex operations, phasing, and constructionability challenges. And of course, Willie, who serves as our Senior Advisor with more than 30 years of experience to deliver projects at Fort Lauderdale International. What truly distinguishes our team is the history of working together. Our core leadership team has collaborated for more than a decade on successful delivery projects at Fort Lauderdale, including Terminal 5 and Terminal 3. Our commitment is simple. One team, one point of accountability, one goal. Helping BCAD successfully deliver its capital improvement program through responsive service, proactive leadership, and a solution that supports airport operations, stakeholders, tenants, employees, and passengers. Thanks again for your time, and we look forward to continuing our partnership. Sergio, can you speak a little bit about your role? Thanks, Ed. You can go to the next slide. Thanks. So, Bermay-Aha Millen Partners is a full-service firm with extensive in-house experience working on a variety of aviation projects. Many of those projects delivered through on-call contracts at Fort Lauderdale, Hollywood International Airport, and at MIA, and more broadly on contracts with Broward and Miami-Dade counties. From passenger terminals, parking garages, ticket counters, security checkpoints, our in-house team possesses the technical knowledge and experience to tackle even the most complex aviation projects. Some of our recent aviation projects include studies for modernizing ticket counters with kiosks and self-serve backdrops. This provides efficiencies in processing passengers and reduces the overall number of ticket counters required to process the same number of passengers. BA was the design criteria professional for a parking garage that provided a little over 2,200 parking spaces. It included integrated parking guidance systems, and it provided for electric vehicle charging stations for 50 vehicles with the infrastructure for an additional 400 vehicles for charging. We recently completed permit drawings on an AOA gate that included concrete lane barriers and steel wedge barriers, all under a pre-engineered canopy. We also have experience doing passenger lounges with our recently completed 12,000-square-foot passenger lounge for British Airways. This broad range of expertise is ideally suited to an on-call services contract, ensuring that every task order can be staffed appropriately and delivered efficiently under our leadership for a single, accountable team that's Bermeyo-Ahamil. Our in-house team is further strengthened by our highly qualified consultants who augment our capabilities with specialized expertise. These are trusted partners with whom we have successfully partnered with whom we have successfully partnered in the past. Ed, next. Now, beyond our technical knowledge of aviation projects, we understand the importance of maintaining airport operations and protecting passengers during construction activities while maintaining passenger comfort. Our work at T3, the air handling replacement project, reinforces the importance of planning construction activities around active terminal operations. Mechanical infrastructure work can directly affect passenger comfort, air quality, back-of-house access, tenant operations, and the overall passenger experience. That means coordination cannot be an afterthought. It must be built into the approach from the beginning with clear communications, advanced planning, coordination with staff, and a full understanding of how each decision affects airport users. Another example of this effort was our structural assessment review of the Sky Club expansion project at T2. Our team analyzed the proposed reinforcements to the existing structure and its impact to the flow of passengers at the concourse level, but also potential disruptions to the offices at the ramp level below. These are just some examples of our team's understanding of how to deliver a project and how to do it with minimal disruptions to airport operations, passenger safety, and comfort. Now, I'm going to hand off to Al Delgado, who will be the lead project architect for the team, so he can tell you a little bit about his work experience at FLL. Al? Good morning. I'm pleased to be here. We're working on the approximately 90,000-square-foot, three-story facility that will link the existing Terminal 4 with the new Terminal 5 project. The project provides both sterile and non-sterile passenger circulations on levels 2 and 3 while accommodating critical air site operation functions at the ground. My role as the project architect includes architectural design and technical coordination of a highly complex phase project within an active airport environment, ensuring uninterrupted operations of the federal inspection services, air site operations, passenger circulation, and airport support functions throughout construction. Responsibilities include managing multidisciplinary coordination efforts among the Gensler Terminal 5 design team, Broward County Aviation Department, BCAD's Program Management Representatives, the Construction Manager, and Broward County Regulatory Authorities. Key contributions include overseeing life safety and code compliance strategies, utility and infrastructure integration, operational continuity planning, phase construction implementation, and stakeholder engagement. Thank you for your time. Ed? Again. Thanks, Al. I appreciate that. The other side of that is what has been mentioned here is the Terminal 3 air handler project. I'm particularly proud of that project, being able to see it from the start to the beginning. Myself as a project or the architect of record really helped us deep dive into the implementation of this project through the extensive coordination between so many of the stakeholders there at the airport. Dependent just the coordination with BCAD, the airport operations, the facility maintenance teams, the airlines, security, the checkpoints. You know, there's going to be some gate closures. It's very sensitive stuff that we were doing. But through our communication with all the departments, we think everybody's been informed. We work very closely to coordinate the design approach, align the technical requirements of the airport operational needs and the long-term facility goals. The effort required proactive communication, multidisciplinary collaboration, and a thorough understanding of how the building systems interact with the airport environment. We've tried anticipating the challenges early in the design process where we can reduce the risk, improve efficiency, and create a clear path of success for implementation. Ultimately, this project demonstrates our ability to deliver complex airport infrastructure design solutions through planning and engagement and just understanding the environment at Fort Lauderdale. Again, this experience reinforces the importance of our design with operations and keeps in mind the continuity of influence how we approach planning, modernization, and influences. Sergio touched a little bit about why we're so good or why we're great at on-calls. We have quite a variety, and these are some of the projects that we've completed. At JFK, we delivered a very large-scale aviation solution with Gensler for that T1 terminal. At Miami, we've had this overall – our aviation experience has enhanced the overall passenger experience at MIA. At Opelaka, we were able to provide a very distinct brand for our client through an FBO there. And at LaGuardia, we had the opportunity to really maximize and provide really state-of-the-art VP lounge design for our developer. These different projects really highlight our capabilities and services that we've been able to provide for an on-call project. The one team, one culture. The strength of our team comes from more than a decade of working together and creating a culture of trust, accountability, and a collaboration that cannot be replicated by teams assembled solely for a proposal. Our long-standing team relationships allows us to communicate effectively and make decisions quickly and maintain momentum throughout the project. We all have a shared history. Our team has successfully delivered many projects together at Fort Lauderdale, International Airport, and other airports. This experience provides a strong understanding of the BCAD process, stakeholders, and operational environment. BCAD will benefit from a streamlined management structure with one clear point of contact. This approach simplifies communication and accelerates design making. Integrity and integrated daily coordination. Because our subcontractors all work together regularly, coordination happens continuously, and potential issues are identified and resolved early, reducing conflicts, minimizing design, and helping maintain project schedule. The results, a team that is ready on day one. The combination of a long-lasting relationship, successful projects at FLL, integrated communication, and trusted partnerships create a team that operates as a single organization rather than a collection of independent consultants. Thank you for your time, and I'm going to turn it back over to Willie for his departing thought. I'll mute myself. I just want to close by saying I've been in the aviation field since 1977 when I designed Concours C at Miami International Airport. And in my years, I've worked with many different seasoned and qualified professionals, but I've never worked with a better project manager than Sergio Pendas. You are getting the best that you are getting the best that we have, the best in class, in terms of being your person that will be the accountable person and the person that will be the go-to person day in and day out. Number two, the team that we have assembled. I'm sorry to interrupt you. I'm sorry that 15-minute timer is up. Thank you. Okay. Thank you for the opportunity. Thank you. Thank you. So, now you'll have the chance to answer any questions that the committee members or our project manager have. Committee members, this is Montefusco. Hi there. What internal quality control checkpoints do you use between design completion and construction support to verify that the drawings, the phasing plans, shutdown requirements, and inspections are all coordinated, biddable, and executable in the field? Let me take a shot at that. So, we have an in-house quality control and quality assurance person that's part of the team. Anthony has been with us for a very long time and understands the process, not only from an architectural standpoint, but his background is in general contracting. So, he understands what these drawings need to have in them to make sure that whatever the contractor is receiving, first and foremost, minimizes and mitigates any possible additional or change orders that come with those drawings. So, he's our policeman, basically, looking at those drawings with a different set of eyes, not just the architect's eyes, but from the contractor's standpoint. So, when it does go out in the street, those issues are already brought up to us so that we can address them early on in the process. And so, that's an in-house function that's part of our team. I don't know if that answers your question or not. Thank you. Additionally, we have a BIM expert that does BIM clashing during QA, QC periods that we do after and during every phase so that we can help identify conflicts before we reach the end of the project. And he's an expert in that, and we don't want to wait until the contractor is telling us that we have BIM clashing. And if I may, Ed and Willie, I'd like to just add from a consultant perspective, that does carry down to the consultants as well. As you know, we are a design team. We have to coordinate collectively for all of the trades that we represent and turn to delivering a positive and very high-quality product to you all at the airport. So, just know that within the consultancy side of things, engineering or any other consultant on this team, we have internal process that does allow us to make sure we do check our work and ensure that it is constructible, it is ready for bid, and it's obviously permittable as well and needs code. So, I wanted that chime in from a consultant perspective that we would be working very closely with Bermail Wilbert to ensure that we are coordinated all the way up and down the chain. So, hello. I'm just curious. I heard a mention of Anthony and then the BIM expert, but is there a team or is it just those two people that review and do QA, QC? Well, as the project architect and the one responsible for signing and sending the drawings, I also do continual QA, QC on the project. But we actually like to have an external set of eyes look at the project during the different submittals and phases to make sure that the ongoing review of the quality and the coordination is there. Yeah, and we usually staff the project depending on what the project is. So, we have the resources to scale up or scale down depending on what the need is. Let me just chime in. From a risk situation, every project that we do, the project manager has to submit for approval for the principal on that project, a risk analysis, which involves a QA, QC plan. Now, if the project is very small, obviously, we take that into account. Usually, the larger the project, you're going to see a rather sophisticated QA, QA, QC that starts way before the construction documents or even, which is what Ed was alluding to with the construction site. It will go through all phases, and we can certainly make that available to you as our client. Any other questions from the committee members? Thank you. Many of our renewal and replacement projects uncover hidden conditions. How does your team investigate existing conditions during design, manage the uncertainty, and reduce the risk of unforeseen conditions during construction? So, I'll take a shot at that, Ed, because we've come across situations like that working on renovation projects, specifically on a project we did with ticket counter renovations. So, the first part is a collection of as-built drawings, but then we go out to the field, and we field verify whatever we receive from as-built, and if we need to poke up into ceilings, and if we need to do any further investigations, that's what we do before the project starts in design. Sometimes, some of those issues don't come up until construction, and at that point we're ready and quickly identify those issues as they're brought to us from a construction standpoint and address them quickly through bulletins and sketches and so on. Some of those conditions might not reveal themselves until once the construction begins, and some of these concealed items reveal themselves. I think also, Sergio, I also think that our history at FLL has given us some pretty good knowledge of where we're going to run into some problems, you know. And so, I think I know Nate has been out here on the mechanical, electrical, and plumbing for many years, and he knows what the pitfalls are and what to avoid and what not to avoid. And so, I think our history and our experiences here will help with what Sergio discussed. You know, where do we go for this information? How do we get this information? So, that also helps with us. Thank you. I'll add an example to that real quick. On the T4, T5 project, we're working closely with the construction manager as well, and when they've pointed out things, we've gone out there to do site investigations. Just recently, we had to go out there and do one that lasted until about 1.30 in the morning because they had to wait until the last flight came in so that they can remove the ceiling from the gate. We went out there with the construction manager. They got a lift for us. We got in there. We looked at the ceiling, inside the ceilings. We analyzed what was going on, reported back to our consultants, and addressed it before construction started, addressed the issue. Thank you. Any other questions from Mr. Crawford? Yes, I would like to know, what is your process for completing design packages for the retrofit or existing facilities as part of your project scope? Well, I mean, we go through the standard processes of setting up schedules and setting up phases for the project from pre-design to design development to schematic design, DD, and then CDs. And all throughout that, we work with the client to ensure we're meeting their expectations and getting the work properly documented so that everybody understands what phase in the project we're in. Yeah, I think understanding the problem and the program from the client is usually really to understand exactly what the need is. Sometimes a scope of work description can be one thing, but what the actual need is sometimes different. So I think sitting down at the initial meeting to really understand not just the operation and not just the outcome, but how do you get from point A to point B to make sure that we ensure that you're getting exactly what you want. I think that's really defining the problem is usually our step one. Do you have any specific, I guess, technology or things that you do during the design phase to assist with the existing conditions in your design? Well, I know BCAT has a very good way of collecting BIM models, and we've seen that process. We shared our BIM models with BCAT in the past, and so we hope that that'll be the first stop. The first stop is to analyze and see exactly what there is in the model that can help us. And so that's just mine. Maybe Al or Sergio can add to that. Yeah. I'm sorry to interrupt you. I was just going to say I'm not sure if what you mean by technology, you may be referring to a LIDAR or that kind of scanning capability, which we have that access to as well, where we can do scans and then scan to BIM for existing conditions. I'm not sure if that was the direction that your question was going into in terms of dealing with existing conditions. Yes, that's part of it. Okay. Okay. Great. Yeah. So we do have that capability. Sorry, Willie, go ahead. No, no. I was just going to say that's one of the core values of our sister company, Wilpert, with Murphy Geospatial, and that's what we're currently doing at Central Terminal in Miami. That's a $750 million project in the oldest part of Miami International Airport, where what we know for a fact when we see a set of asphalt is that they're not real, they're not accurate. So we have to go and verify above ceiling areas and then trying to eliminate, you know, destructive testing. We use LIDAR, we use LIDAR, and we use the, you know, scan to BIM, and that is a quick, effective way of making sure that you have existing conditions nipped at the butt, because relying on as-built documents from years past, it just leads you to unfortunate change orders. And so we always meet with our clients to make sure they understand that it's worth it to spend the time and the effort early on so that everybody has the correct information of the environment where everybody's working in. And, Mr. Willie, is that standard operating procedures for all projects? It is, it is for us in very complicated old areas. If you're going into a relatively, let's say, a 10-year-old terminal to do some rework, more than likely your as-built are going to be in pretty good condition. But in the case of Miami International Airport, we're going to areas that are over 50 years old. And we know that a lot of things have been done that haven't been, you know, recorded. So in certain areas, depending on the context, I would say yes. But we do that, you know, in concert with our client, which at times can be all the way up to the directory of the airport. Well, yeah, I would also add to that that we have also capabilities for GPR scanning in the cases, again, in that central terminal project where the ground floor slab we're putting in, elevator cores and escalator pits where we need to scan that slab to make sure that there are no existing utilities that would be impacted by the design. Correct. Correct. Yeah, and I'd also like that. I know that the experience on this team in this building type, airport buildings, is extensive, exceeding 30 years, I think. And we've come to really understand the building type and, more importantly, especially airport at MIA and FLL, that we can anticipate some of the problems even before they happen. Because, again, we understand that these buildings have electrical vaults that are, you know, you can't touch sometimes because the terminals need to keep operating. It has fuel lines that we need to address. It has some complexities that other building types may not have, but we've dealt with those building type issues and utilities. And one last question on that. You mentioned anticipate. So, if you're anticipating, how do you put that into their design so that the contractor has something that he can actually bid? Well, we have a good example of that is the T3 air handler project, the replacement of the air handlers. 22 air handlers are going to be replaced. And so, when you take the air conditioning out, especially in the summer months or any months in Florida, in South Florida, the quality of the space really diminishes. So, we're anticipating that by providing either temporary utilities like air conditioning, making sure that, you know, that the roof is always watertight. So, we're anticipating what could possibly go wrong and making provisions with the contractor through our phasing plans. Thank you. Any other questions from the committee members? No? Okay. Mr. Schwartz, project manager, is shaking his head. He doesn't have any questions for you. So, that concludes the question and answer period. Thank you very much to the team from Bermailo Ajemal and Partners. Thank you. Thank you. Thank you so much. Thank you. Before we, I want to check with the committee to see whether or not they want to have a recess before we move into the scoring portion. And if so, how long of a recess? So, do you want to have some discussion about whether and how long, please? You're welcome to stay on the call to the Bermailo team. Thank you. Definitely want to break. It's up to the EC, Norman. The EC is going to discuss the time frame and then they'll decide. 30 minutes sounds good. 30 minutes. Okay. Nice, clear, time certain. So, our committee has decided that they would like to take a recess. So, fortunately, it'll be a 30-minute recess, which will be quick. And we have a time certain to return at 2 p.m. Thank you very much. You're happy to stay on the call to Bermailo or you can rejoin at 2 o'clock when we'll be back. Okay. Thank you. Thank you. Thank you. Thank you. We're now in a recess and the time is 1. Thank you. Thank you. Thank you. Thank you. I think you guys did pretty well. How do you feel? If everyone can stay on mute, please. Thank you. Can we mute that? Good afternoon, everyone. Thank you for your patience. We did finish a 30-minute recess and I'd like to reconvene the meeting. The time is 2 p.m. We sent a notice out to all of the firms to let them know that we were in a recess and we were going to reconvene at 2. So, I'm just going to take a moment to allow them to join us back, but without delay. There's a couple of formalities I'm going to go through first. That is going to be the scoring of the vendors. So, if everyone can please remain on mute. I'm just going to walk through the instructions on the scoring because that is our next order business. 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. Those preliminary scores will be tabulated and any outliers will be identified. Score outliers are considered, one, for a preliminary score that is more than 25% above or below the average score, or, two, a preliminary score that falls outside of a 95% confidence interval. If everyone can please remain on mute. 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. Once the tabulations are completed, I'll then reconvene the meeting. And the evaluation committee will then have the opportunity to discuss any outliers identified and to make score adjustments if any member chooses to do so. Committee members, do you have any questions? Mr. Crawford? Okay. Joby or Nancy or Alex, can you assist him, please? So in just a minute, they're going to start scoring. Can you resend the email with the score sheets, please? Stacy is asking. We're going to re-email the score sheets to the committee members just to make sure that it's fresh in their Outlook box. Once we confirm they have their score sheets, their blanks, you get it. Yes, she needs it. Mr. Crawford? She's going to send it again right now. Welcome any vendors that are just joining. If you could please stay on mute. We're about to begin the scoring process. Okay. All committee members have their score sheets and they may... Oh, I'm sorry, Ms. Thompson. Okay. It is the same one. Yes. Good afternoon, everyone. All committee members' preliminary score sheets have been received. So we will now take a recess to allow us time to tabulate those results. The time is 2.29 p.m. We are in a recess. Thank you. Good afternoon. I'd like to reconvene the meeting. It is now 2.46 p.m. The preliminary scores have been tabulated and any outliers have been identified. Before we begin the review of the preliminary scores, I'll review a couple of key reminders. Number one, the evaluation committee members may verbally revise their preliminary scores based on committee discussions provided the member states the rationale behind any adjusted score. Also, number two, the recommended score column in Excel reflects the mean, the average, for those criteria that don't have outliers. When there is an outlier, the median is reflected as the recommended. So clean, mean, no outliers is the mean, is the recommended, and if there are outliers, the median is going to be what you're going to see as the recommended score. So now we will now review the preliminary scores submitted by the evaluation committee members, going vendor by vendor in alphabetical order, starting with Romeo, Ajamel, and Partners, LLC. Okay, so on the screen and shaded in yellow are any outliers, and then over to the right in the recommended score, as I mentioned, if there is not an outlier, it's reflecting the mean. If there is an outlier right now, the recommended score is going to be showing the median. So is there any discussion? We're going to go criteria 1b. The reason why you're going to see outliers when you have a maximum score of 5 is it's one point is going to tip it into that 25% over-under situation. So that's the reason why you're going to see on a lot of the 5-point maximum score eval criteria, you're going to see an awful lot of outliers. And it doesn't mean you have to change your score. It doesn't mean there's necessarily a lot of discussion. It's a one-point difference. In this case, it's a two-point difference. So is there any discussion, Laura, on yours or anyone else feel as though they want to share anything with Laura on 1b? I would like to make a motion to accept the median of the score criteria 1b. The median? The median. Okay. Is there a second on that? I will second it. Thank you. All those in favor, say aye. Aye. Aye. Aye. Thank you. Okay. So we have 1b is going to be the median. Project approach criteria 2a also has an outlier. Again, that's another score of a maximum of 5 points. Stacey or anyone else want to discuss that outlier or those other scores that are causing the outlier? It's a similar situation based on the formulas. No discussion. No discussion. Okay. Before we, maybe we can make a combined motion. So we'll move to 3a. Any discussion on that outlier? Terry Crawford, I'm okay with changing my score to the median. Changing your score to the median. Do you mean accepting the median as the recommended? Accepting the median. Okay. So we have also, the median is recommended on 2a. And so we need some motions on the two recommended median scores for 2a and 3a if there's not going to be any change. I'm sorry. I know I was clarifying if he's asking to change his score or asking for the motion to accept the median on 3a. So maybe if you can clarify what you're asking. So should I make a motion then? Or if you have a question about changing your score. I don't know. Okay. So. Saying I don't have any objections if I'm the outlier. I don't have any objection to accepting the median. Okay. So it sounds like he's making a motion on 3a to accept the median as the recommended score to facilitate efficiency. I was suggesting if anybody has a motion on 2a if you wanted to do the same thing. Because we have the recommended score is the median on the two remaining outliers of 2a and 3a. Can I offer an amendment to his motion and just include the two, the median value for 2a and 3a at the same time? Sure. Okay. So the motion on the floor is accept the median as the recommended score for 2a and 3a. May I have a second? I second. Thank you. All those in favor say aye. Aye. Thank you. That motion passes unanimously. Okay. So now we have the remaining criteria. So we would need a motion on the remaining criteria, which would be all of those that are not with an outlier and the recommended score is the mean. I recommend that the balance of the scores be left at the mean value. Thank you. May I have a second? Thank you. All those in favor say aye. Aye. Thank you. That motion passes unanimously. Okay. So now we're going to move on. They're going to update the sheet real quick. One second. Okay. Now we're going to move to Gresham Smith. We're going to show their sheet. Similarly, with those five points, it triggers an outlier based on the formula. Any discussion on 2a or 2b.2 outlier? If there's no discussion, then you can make motions regarding the recommended median for the outliers and separately the recommended mean for the no outliers. I will make a motion to accept the recommended median score for those two categories, 2a and 2b.2. Thank you. Thank you. Okay. The motion on the floor is to accept the recommended median score for evaluation criteria 2a and 2b.2. May I have a second? Second. Thank you. All those in favor, say aye. Aye. Aye. Thank you. That motion passes unanimously. So now we have the remaining that don't have outliers and showing is the recommended score as the mean, clean mean. We just made that up today. So I'm looking for a motion regarding the mean recommended score. I'd like to make a motion to accept the mean score for the balance of the categories. Thank you. May I have a second? I'll second the motion. Thank you. All those in favor, say aye. Aye. Aye. Thank you. That motion passes unanimously. Just going to copy those over. We're just validating doing our own quality control here. Okay. Thank you. That completes Gresham Smith. So now we're going to move on to HDR Engineering, Inc. We can maximize that screen a little more, please, for my gentle eyes. So we have four outliers, and lo and behold, it's when we have a criteria of five maximum points. Any discussion on those criteria and or outliers? I'd like to make a motion for category 1b and 2a to accept the median score. Okay. The motion is to accept the median on criteria. Did you say 1a, 1b? 1b and 2a. I'm sorry. Dyslexic. My orange wins. Okay. So the motion is accept the median on 1b and 2a. May I have a second? I'll second. All those in favor, say aye. Aye. Aye. Thank you. That passes unanimously. Now we have two more outliers, 2b2 and 2b3. I'd like to make a motion to accept the median for 2b2 and 2b3. Thank you. May I have a second? Second. Thank you. All those in favor, say aye. Aye. Aye. Thank you. That motion passes unanimously. Now how about the recommended score as the mean for the remaining criteria, which is 1a, 2b1, all of 3, 3abc, and 4. I'll make a motion to accept the mean recommended score for all the other categories remaining. Thank you. May I have a second? I second the motion. Thank you. All those in favor, say aye. Aye. Aye. Thank you. That passes unanimously. We're going to just update that sheet. Okay. Now we're moving on to Justin Architects. And there are two outliers there. The two outliers are 2b2 and 2b3. And so the recommended score is reflecting the median for 2b2 and 2b3. Any discussion? I'll make a motion on those two to accept the recommended score for 2b2 and 2b3. Thank you. Is there a second? I second. Thank you. May I, all those in favor, say aye. Aye. Aye. Thank you. That motion passes unanimously. So 2b2 and 2b3, the median is the recommended score. And we have all of the remaining criteria other than 2b2 and 2b3 as the mean is the recommended score. May I have a motion on those criteria? I'll make a motion to accept the recommended score for the remaining categories. Thank you. Thank you. All those. I'm sorry. May I have a second? Woo. Second. Thank you, Ms. Thompson. All those in favor, say aye. Aye. Aye. Thank you. I'm feverishly writing my notes. I'm sorry about that. I lost track. Okay, so a quick update has been made there. And finally, I think we are to our last firm, Michael Baker International. A couple of outliers here. The outliers are on criteria 2a, 3b, 3c, and 4. Any discussion? I guess I can make a motion to accept the median for items 2a, 3b, 3c, and 4. Thank you. Accept the median for criteria 2a, 3b, 3c, and 4. May I have a second? Second. Thank you. All those in favor, say aye. Aye. Thank you. That passes unanimously. So remaining are the recommended score showing the mean, the average. May I have a motion regarding the remaining scores other than 2a, 3b, 3c, and 4? I'll make a motion to accept the recommended score for the remaining categories. Thank you. May I have a second? Second. Thank you. All those in favor, say aye. Aye. Aye. Aye. Thank you. That motion passes unanimously. All right. So we have updated the score sheets. And what we'd like to do to ensure that the adjustments were tabulated correctly before we determine vendor ranking, we are going to take another recess. And final scores and ranking will be announced after that recess. The time is 3.03, and we are in a recess. We'll be back as quick as we can. Thank you for your patience. Thank you for your continued patience. I would like to reconvene the meeting. The time is 3.13 p.m. And before we announce the scores, I just want to take a moment to thank all of the vendors for their proposals, their presentations, and availability of their team today to answer our committee's questions. And also to the committee members, thank you very much for your perseverance. I know it's been a very long meeting, and I appreciate you being here and being attentive. Thank you. The Purchasing Division completed the tabulation of final consensus scores and will announce the final scores and ranking. But before those are announced, yeah, thank you. I skipped part of my script. Sorry about that. That's what you call going off script. All right. Here we are with the scores. Go ahead, Jovi. Good afternoon. I'm going to read the total scores for the firms in alphabetical order. So the number one ranked firm is Justin Architects, PA. The second ranked firm is HDR Engineering, Inc. The third ranked firm is Graham Smith. Fourth ranked firm is Michael Baker International, Inc. And the fifth ranked firm is Bermelo Jamil Ampernos, LLC. Thank you. The next order of business is acceptance of the scoring and the ranking. May I have a motion to accept the evaluation committee's results and recommendation of ranking for approval? Do you have a question, Mrs. Monofusco? No, I was just asking the motion. Sure. May I have a motion to accept the evaluation committee's results and recommendation of ranking for approval? A motion to accept the evaluation committee's ranking. Thank you. May I have a second? Second. Thank you. All those in favor, say aye. Aye. Aye. Aye. Thank you. That motion passes unanimously. Please note that effective September 22nd, the Broward County Procurement Code has been updated to remove the objection process. Evaluation committee's recommendation of ranking will therefore be posted for five business days on the purchasing division website. If no vendor timely protests, the ranking shall be final, provided that no county commissioner requests to review the ranking. Once a ranking is deemed final, the county shall commence contract negotiations with those top three ranked vendors. As a reminder, all information reviewed by the evaluation committee is posted on the purchasing division website repository, including the closed portions of the meeting. Committee members, is there any other business that needs to be discussed today? No? Again, I'd like to thank all of the vendors that responded and their presentations, and also to the committee members for their participation today, and our project manager as well for his attention. Thank you. The final evaluation committee meeting is adjourned, and the time is 3.17 p.m. Thank you, everyone. It's just enough to test. We have a great project.