Final Evaluation Committee Meeting: RFP No. PNC2131406P1 Forensic Science Center Managing General Contractor - Aug 10, 2026

good morning i am carolyn messer smith purchasing manager and the meeting facilitator i would like to call to order the final evaluation committee meeting for requests for proposals number pnc 213-1406 p1 forensic science center managing general contractor for the construction management division the time is 1002 a.m on august 10th 2026 this meeting is being held through microsoft teams representatives from the county are physically here in room 430 of the governmental center building located in fort lauderdale florida are virtually through teams attendees please mute the microphones on your devices and your cell phones to limit background noise this is a public meeting and is being recorded by broward county the video recording will act as the official recording of this meeting the recording will make will be made available on the purchasing division website under the rli rfp repository information reviewed by the evaluation committee as part of the evaluation process will also be posted on the repository this meeting has been publicly noticed the purpose of this meeting is for the evaluation committee to hear presentations score and rank the responsive responsible and shortlisted vendors at the initial evaluation committee meeting on july 28 2026 the evaluation committee determined that six vendors to be both responsive and responsible and shortlisted the following vendors advanced to final evaluation and ranking taking place today moss and associates llc nv2a golf jv ohla building inc suffolk construction company inc the whiting turner contracting company and turner construction company meaning attendance will be recorded in the following ways the purchasing division will record the attendance of the county staff physically here in room 430 all virtual attendees including county staff please click on the link or scan the qr code that is currently listed in the team's chat section to complete the sign in sheet for attendees that cannot link or get the qr code in the team's chat email the senior purchasing agent melissa cuevas at me cuevas at broward.org with the subject meeting attendance and indicate your name your title and the company you represent in the email body we have a quorum present with the following evaluation committee members committee members please say present after your name is called make sure your microphones are on for me thank you abishik day y'all assistant director of transportation capital delivery and infrastructure maintenance transportation department present thank you andrew baker director planning development and facilities management throughout county sheriff's office present present thank you dory cater capital program administrator facilities management division public works and environmental services department present thank you kyle alford assistant director seaport engineering and construction division port everglades department present thank you michael j riddis capital program administrator construction management division public works and environmental services department present thank you it is the evaluation committee's responsibility to review the vendor submittals to ensure solicitation requirements are met and to evaluate the submittals and make a recommendation to award a contract each evaluation committee member was appointed by the county administrator to serve on this committee based on their experience the evaluation committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county at the discretion of the board the evaluation committee members may be requested to substantiate their recommendation and discuss their submittal reviews the conus silence has been in effect since this solicitations advertisement vendors are prohibited from discussing this solicitation with the commissioner's office county staff or a member of the evaluation committee the cone of silence terminates when the awarding authority takes action which ends the solicitation during the cone of silence inquiries regarding the solicitation should be directed to the project manager or the director of purchasing and or his designee also vendors may communicate with designated representatives from the office of economic and small business development at any time regarding the solicitation small business enterprise or county business enterprise participation the summary of vendor rights regarding broward county competitive solicitation was issued in the solicitation the initial evaluation committee meeting minutes have been distributed to the evaluation committee members evaluation committee is there any discussion regarding the minutes hearing no discussion may i have a motion to approve the minutes from the initial evaluation committee meeting mike if you could turn on your mic oops yeah i did uh this is mike reedis i would like to make a motion to approve the minutes for the initial evaluation committee meeting held on july 28 2026 may have a second i have a check they all second all in favor say aye aye dori if you could turn on your mic aye thank you any opposed motion cat motion passes unanimously as stated previously at the initial evaluation committee meeting the solicitation required vendors to state whether they accept broward county standard terms and conditions or if they do not accept them to identify the agreement provisions and vendors proposed changes the following vendors took exceptions to the county standard terms and conditions moss and associates and v2a golf ola building oh i'm sorry ohla building suffolk construction company the whining turner contracting company and turner construction company the county provided vendors an opportunity to waive their exceptions prior to the initial evaluation committee meeting the following vendors waived all non-negotiable exceptions moss and associates nv2a golf and the whining turner contracting company the following vendor was given the opportunity to waive their exceptions the vendor waived four of the exceptions taken but elected to maintain the remainder of their exceptions to the county standard terms and conditions ohla building the following vendors were given the opportunity to waive their exceptions but elected to maintain their exceptions to the county standard terms and conditions suffolk construction company and turner construction company the specific exceptions taken by these vendors are outlined in the exceptions matrix that has been distributed to the evaluation committee members for their review the county attorney's office and risk management division are available for questions by the evaluation committee concerning these exceptions are there any questions for the county attorney attorney's office or risk management from the evaluation committee i do have a question so we're provided um a spreadsheet that has the negotiable non-negotiable terms are those absolute so the non-negotiables are the county's position of unable to compromise on the existing language correct it still a business decision but our recommendation is okay we're negotiating okay are there any other questions from the evaluation committee okay 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 their 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 remit permit the start of the closed presentation sessions sub consultants partnering with multiple prime vendors are only allowed to participate in one vendor's closed presentation session presentations will be limited to 20 minutes followed by an unlimited question and answer period the presenter will have up to five minutes for setup the timekeeper will be the purchasing agent melissa cuevas as the meeting progressive progresses the purchasing division will provide email updates to the vendors ensuring that each upcoming presenter is informed when it's 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 members of the public may provide an email address in the chat to 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 the meeting we are missing one presentation from moss and associates that needs to be submitted to melissa cuevas at this time all other presentations that were received were distributed to the evaluation committee members the presentation length and order was identified during the initial evaluation committee meeting and distributed to the presenting vendors each vendor has 20 minutes for a presentation followed by an unlimited question and answer sessions vendors will be presenting in the following order the first presenter and v2a golf jv second presenter turner construction company third presenter suffolk construction company inc fourth presenter the whiting turner contracting company fifth presenter moss and associates llc and the sixth presenter ohla building inc at this time we will move into the closed portion of the meeting the first presenter and v2a golf jv will remain in the meeting all other presenting vendors their accompanying teams and members of the public are requested to leave the virtual meeting room as a reminder please continue to monitor monitor your emails for when to rejoin the public portion of the meeting this meeting is now closed nv2a golf are you in the meeting yes sir yes yes we are okay um so attendees can be viewed in the team's participant panel displayed on the screen will be a list of county staff and if you could ensure that the people that are listed in the team's participants panel are on your team are on your team and the attendees from broward county so let's go through this so nv2a golf uh brad renzilla is he on your team yes yes i'm here carolina korea good morning yes i'm here okay carolina whitefield whitfield i'm here thank you whitefield thank you i'm here chris perdias perdias i'm here thank you eric gio i'm here thank you jeffrey burnside i'm here i'm here jesus vasquez present yes john schreerer yes ma'am don't share thank you yep here jose peres yeah i'm here okay julianne good morning i'm here rick here rob present okay so each of you is from nv2a golf jb is that correct correct okay yes yes okay so the attendees from broward county you'll see them listed on the screen we say we say okay okay so while you're reviewing the list please advise which member of the team should be designated as the presenter in the in teams that will be me carolina correa okay can you make her a presenter okay thank you okay please advise um the person that can bind the company um that you affirm that there's no one else in the meeting other than your staff and broward county staff i acknowledge okay your team will have five minutes for setup the timer starts now oh okay this is john i'm ready can you put the screen can you share my screen please thank you carl you're welcome we're ready to go let us know when to start okay i'll let i'll let you know when to start okay here go into more at the top at the bottom it says timer down here at the very bottom you may begin good morning ladies and gentlemen my name is jesus vasquez i'm the chief operating officer for nv2a group um i want to thank you for the opportunity to present here today and we look forward to the opportunity of working with your uh with yourselves to to build this incredible facility with us here today uh is a slide that shows the different presenters each one of them is going to introduce themselves as they speak next slide please our value proposition uh nv2a group and uh golf have worked together for many pro on many projects uh nv2a brings the medical uh experience to the table and i will let uh my partner john go ahead and explain um some of the experience that he's had in broward and the opportunity that he's worked on some of the projects in broward john thank you thank thank you jesus um good afternoon good morning my name is john share and i'm the president ceo of both building um i'm going to concentrate on the broward roots and local national resources slide that you see up here uh next slide so we this isn't a this is not a uh a joint venture that we just target this particular project on uh we put together the team that we think that can qualify and provide the client with the best product available um part of that is being have the local knowledge of broward county and fort lauderdale as a broward county fort lauderdale native um uh gulf has been in existence in in south florida in fort lauderdale for over 35 years uh collectively i want to point out something the bottom left hand corner you see that we have about 5.6 billion dollars worth of construction projects for cement risk projects and then two billion dollars worth of medical and health care facilities all located in the south florida area that's significant because you're not going to see a bunch of dots all over the country you're going to see the concentration of our projects successfully completed in the south florida area specifically fort lauderdale i'm presenting personally from about a mile from where you guys are right now um we currently have about 400 active projects uh 400 active permits in the city of fort lauderdale i bring that up because it's another important part of this project that brings the local knowledge and local local uh information to the to the team next part next slide so what does a airport have to do with this particular project well this is the most recent successful collaboration that our joint venture has completed in key west uh this is 150 million dollar very complex project if you're building in key west if you ever experienced any building in key west it's not easy especially when you tack on 5 000 passengers walking through the middle of our project every single day 365 days a year we'll talk a little bit more about the specific and medical here in a second but i wanted to show you that this is a very highly complex uh and successfully proven team this project was completed on time and under budget chris is going to walk you through some of our specific medical uh and live experience now chris good good morning everyone my name is chris paredes um let's meet your team first of all myself um i will be your point of contact i will be the lead for the project touching on some of the other team members here uh you see eric and brad um they've worked together before they'll be aligned in whatever the mission and the expectations are for the project you have jeff burnside uh he has over 40 years worth of medical and highly technical project experience um he he knows what he's doing and he's a great benefit to this team next slide please then we have javier javier is important to us because he was actually the lead of the key west prom project that john was referencing so he's worked with both of us he understands what a joint venture entails as far as being successful and then we have uh yvonne who is our estimating lead uh her team works diligently to make sure she they provide ideas and solutions to any critical cost issues we may have we may have kenny will be uh jeff's right hand man he actually worked for the city of hollywood so he understands what the ahj requirements will be and then we have uh carolina whitfield who will be leading the lead uh mission and she'll make sure that we get the points necessary to remain compliant and get our accreditation then the key point i want to point out here is the amount of experience we have this team and strategically how it's been put together to address any any uh any issue that may come up next slide please all right let's look into some of our projects next slide first project is the nicholas children hospital lab so this project right here was mission critical for this facility as you can see up here in the upper left hand corner we had to receive these certifications here fda cdc cms all at the highest level because it is a children's hospital but the importance about this job was originally this hospital had several little satellite lab functions throughout the hospital well this project allowed us to put everything together in one centralized location 16 000 square feet it incorporated blood bank the core of the lab pathology molecular pathology and hoods and all all sorts of very very highly technical equipment that needed to be coordinated next slide here we have two sister projects which were the core way and country walk freestanding eds these projects incorporated two trauma rooms apiece ct and also a lab whenever you build a trauma room uh air exchanges and bacterial contaminants being limit uh limit limited is extremely important next slide please then we have the baptist ral hospital this micro hospital contained two orrs a central sterile processing department two trauma rooms an imaging division pharmacy and lab so highly technical job lots of clean suites clean rooms uh the uh distribution of dirty to clean side with with uh instrument cleaning and the air exchanges laminar flow uh all key components of these of this job next slide foster was a vertical expansion on existing ed which contained 50 icu very sick patients again ventilation negative air pressure uh contaminant uh contaminant control extremely important on this job next slide then we have the cancer center which is a job we're finishing up now it'll be done by the end of the year this uh project has two labs it also has a pharmacy a clean suite uh but most importantly it is a cancer center so there are very sick patients coming in here which are immune compromised so those air exchanges highly important in ventilation as far as this facility is concerned next slide now i'm going to hand it back to john and let him touch on some of gulf's projects so this particular project you may recognize it's at holiday park it is a freestanding emergency room for broward health it's currently under construction is going to be completed next year it includes all the things that freestanding emergency rooms require clean suites x-rays ct scans open 24 hours a day aca certifications fda certifications um uh in the next slide please uh next on the bottom you'll see a medical uh clinic that was built for the similar tribe of 30 000 square foot included uh the x-ray room ct scans laboratories uh air exchanges uh and then on the top is a project that is currently under construction it's a 40 000 square foot addition to the existing medical center which includes additional x-rays ct scans exam rooms again clean rooms uh very similar to the existing facility that we just completed a couple years ago this one will be completed next year and finally a project for the similar tribe in immokalee florida this was a project uh medical lab that allows patients from the area because there's not close to a hospital uh to be able to seek treatment at this particular uh clinic and laboratory next slide chris please hear me as for the garage component of this project uh this team here has a tons of experience building diverse garages um so for instance the one in the upper left hand corner will incorporate a green screen it also has architectural fins the one in the center of the norwegian cruise line this garage actually contains the plant for the actual terminal um john why don't you touch on a couple that that you guys have done sure top right you'll see those solar panels on the roof that actually is the south florida regional transportation uh main headquarters it includes solar it is a lead gold building i bring that up because it's important for this particular project secondly is the top middle you'll see a project just adjacent to the uh the um the jail and the courthouse on andrews avenue you may have remembered this uh building a a eight-story parking garage keeping the salary port operational for the borrower sheriff's office uh was a feat we were not able to close it down and being able to complete a precast uh parking garage right next to the jail while keeping everything operational open and safe for the for the pedestrians next slide so project understanding approach next slide please first of all this team here is built to build highly specialized technical products projects accreditation will be paramount on this job as mentioned before we have received fdc cda clia and cap accreditation to the highest levels um and that will have to be brought into the design uh this group here again has built labs or ours body hold areas uh cspds you name it so it's a it's a solid team for this type of project we understand the importance of handling evidence uh coming into the facility uh making sure the access control is in place um as far as uh make this building being critical uh redundant power that will be important building some of the facilities we have uh we'll you know we can put in a bi-fuel generator that can be supported by diesel and natural gas also in the mushroom field for uh for the power from fpo we've built facilities where we brought sources from two different fpo plans to ensure that that redundancy is there lastly with commissioning we'll play a key role in commissioning we'll have the right subcontractors in place this isn't our first rodeo we've commissioned several projects so we'll make sure that the equipment on the project will work and its optimal capability next slide please with that i'm going to hand it over to brad to talk about pre-construction good morning for our team pre-construction comes down to one word predictability and our job is to help broward county see problems before they happen in the field we'll identify issues before they come rfis identify cost impacts before they become change orders and identify procurement risk before they affect the schedule this is not a new process for us we've used the same disciplined approach very successfully on large complex projects in south florida the results have been strong with the historical change orders below three percent and we've never failed to deliver a project on schedule our objective is simple create as much certainty as possible before construction begins next slide predictability is especially important for this project because it's not a typical building with toxicology and crime laboratories autopsy suites specialized ventilation and pressure relationships our role is not to design these systems the county has a design team responsible for that our role is to bring a builder's perspective into the room while those systems are being designed is it constructible can we install it efficiently can it be maintained are the systems properly coordinated and what does the each design decision mean as far as cost and schedule the more of those issues we solve during pre-construction the fewer changes we see in the field next slide co one of the best ways to create cost certainty is to bring real market data into the design process early and on a facility this specialized we want input from the right laboratory sub partner mechanical electrical controls these specialty trade partners help us validate constructability installation approach availability and lead times and current market pricing at the same time we continuously reconcile the design back to the budget because value engineering is not just simply cutting costs it's finding better value without compromising the design intent or the facility performance if something's moving in the wrong direction we want the owner and the designer to know early while there's still options to fix it we all fail if there are surprises at the time of the gmp because you never get dollar for dollar ve by cutting the gmp next slide now the same approach applies to schedule a good pre-construction schedule doesn't just tell the county when the project is going to be done it should tell us today what decisions need to be made tomorrow if a critical lab has to be operational on a certain date we work backwards when does it need to arrive when does it need to be purchased when does the submittal need to be approved the design needs to be complete by a certain date and when does the county need to make the decisions where appropriate we develop early bid packages to protect these dates and we've done this for site work underground utilities foundations with early works permits that forward planning is how we protect the schedule next line now sustainability is another area where we bring significant experience we have more than 20 lead and well-accredited professionals on our team our approach is to establish the roadmap early with the county and the designer and our sustainability partner code green the plan evaluate sustainability strategies against performance feasibility first cost and life cycle costs and then manage the plan it's super important here because laboratory facilities are energy intensive they also include commissioning solar pv panels water efficiency and other sustainability components the key is not to chase points at the end but build the requirements into the project from the beginning next slide connell these are some of our most recent projects that we've received sustainability certifications our experience is current it's proven it's being applied on major projects right now including well lead gold and lead platinum certifications next slide now for bim bim ties really back where i started predictability we want to build this forensic science center virtually before we build it physically for us bim is much more than just class detection it's used to coordinate laboratory ventilation utilities controls equipment installation sequencing accesses and maintainability it's the goal isn't just to make everything fit in the model but to make sure it can actually be built efficiently in the field can it be installed in the proper sequence do we have adequate access can the owner maintain it upon turnover that's the kobe issues can the equipment physically get into the space now the next slide is a good example of this level of bin coordination the cheapest place to find a conflict is on the computer screen the most expensive place is above a finished ceiling so every issue we solve is one less issue we have to solve later in steel and concrete many people say the cheapest way to move a wall is move that line in a model and we'd say the cheapest way is not to move the wall at all um i think time's up for now i'm going to turn it back over to chris thank you thank you brad so construction readiness uh the build outs rule turnover prioritization we understand there there's certain equipment that needs to be accredited early so we'll prioritize our schedule to make sure that we turn over those spaces early to you in coordination with the architect as well as yourselves and your vendors um coordination is key we need to look at all this equipment there's a ton of equipment going in these rooms ventilation requirements uh power data uh clearances with millwork we'll work all that out throughout the project especially at the beginning uh before we start anything uh the parking structure as we demonstrated earlier we're pretty flexible and diverse we can do whatever you need as far as how it ties into the actual building qcqa is key to us we want to have a program here that's robust and we'll use some technology to assure that we have a good solid program and commissioning again we'll have the right trade partners here we'll work the uh prequal the pre uh qualification plans the startup uh plans as well to make sure that the equipment works as it should and designed to with that i'm going to go ahead and hand it off to rick good thank you rick there coo golf building our jv headquarters is located a little over six miles from the project site and even though we'll have a full-time staff on the project shouldn't need to rise upper management from the joint venture can be there in a matter of minutes we've met or exceeded the goal on all projects that we've next slide please that we've uh participated in and we've even established participation on projects where there was no goal and now i'd like to leave you with a couple of thoughts next slide this is a team rooted in broward county we've got experience working with broward county in the past we specialize in healthcare laboratory pre-construction bim and sustainability projects we have the capacity and the capability to perform this project we ask to be selected as your construction manager at risk for broward county's forensic science center and let me give you one more reason why we think that's appropriate next slide i myself in the in in the past built the joseph h davis center for for forensic pathology in dade county and at the time it was built as the most complex structure ever built in dade county and the most advanced more forensic science building in the world joe davis was recognized as the world's most foremost forensic pathologist he testified all over the world and needed a lab that could back up his testimony and we gave it to him and with that we would entertain questions and answers thank you thank you for your presentation are there any questions from the evaluation committee members i'll go uh yeah i i thank you for the presentation uh i'd like a kind of a little more expansion on some of the uh complex uh hvac mep installations and if you could give us some uh kind of examples too with the bim if like a 4d bim model that you've used in the past an example of uh some of that and uh how you've uh not only beyond clash detection but uh built the the building prior to being on site i will go ahead and let chris answer that since he's uh working on something similar as we speak go ahead chris please yes so as far as um the uh bim and and building something that's real so for instance um in the nicholas uh project uh that actual facility was built in the oldest part of the campus on the second floor so you could imagine the unforeseen we had there so for that we had to really put a robust bim system in in that we had to demo everything scan the whole building because the architect and engineers didn't even know what the actual structure was as far as components are concerned so we scanned it and that became our bim background and then we binned daily and did our installations live installations off that bim as uh as we speak um also i think jeff can touch on it uh we're doing something similar right now at the the cancer center where they've incorporated a whole new floor obviously we don't have the time to extend things so uh go ahead jeff if you want to touch on how we're addressing them hand in hand with the field installation yeah we um basically have a fourth floor that's a shell structure that we put all the stuff in the um ceiling up here and treated as a shell space but we got a change order to build out the um half the fourth floor for a chemotherapy for um the patients which is highly sophisticated with the dock work the isolation fans and all the laminar flow hoods that have to be required to prepare the chemicals for chemo infusion um so we scanned the floor we ran into conflicts and um we're moving forward with um the installation of the ductwork and everything but it's on it's all pretty complicated with all the ductwork systems and the fans that are located on that building in addition um i worked on a project for broward county um at the omni convention center which we use 4d modeling throughout the project to um incorporate getting the building built and turning over a final ad build bin model for you on the county well that's why i'd like you to kind of focus on in the 4d working with the schedule and the and the construction well at the at the beginning of the project if we're um lucky to be awarded the project we will get involved and create take the your architect's model and we'll start creating the 4d model with our shop drawings incorporating the shop drawing from all the vendors like structural steel concrete um and incorporate them into the structure the window system and then we will um then incorporate the ductwork to make sure everything fits and all the overhead plumbing fixed with the mechanical plumbing electrical sprinkler trays it will be updated regularly through scans 360 through the billing to make sure what thing put in matches the bim model um all your RFIs everything related to what i'm focusing on is schedule uh how do you tie that into uh scheduling your work and and building the with the model what we would do and what we like to do is we do an early release package like brad was talking about and get the mvp trades and some of the primary priority trades on board sooner so and get them released so they can start working with the architect and incorporating a bin model so once we start coming out of the ground with foundations we have a good hand on bim because bim does take some lead time to get um before you actually want to put a shovel in the ground so we'd like to procure that stuff earlier so we can get the model established okay uh let me ask i'll take you back on what jeff said is you know it's all really has to start with the bim execution plan and we need to write that with the design team um generally we'd expect the design models uh to progress through lod300 uh critical systems mechanical electrical especially would jump up with a higher level of rigor of lod350 for construction coordination lod400 for fabrication and insulation and ultimately your rfp talked about the kobe requirements which requires an lod of 500. so all that is going to be drafted and written and signed off by the different project participants including the owner the designer us and the subcontractors with the scheduling information and the bim execution plan okay uh i've got another question too uh could you provide some insight uh possible solutions for supply chain long lead item issues that might affect budget and schedule also assess tariff impacts uh and lessons learned from current projects out there and if you have any uh experience with uh owner uh direct material purchase programs yes we we do have uh resources in-house that handle our direct purchase program uh in fact we most of our projects have direct purchase order programs works um in addition to that our early procurement um packages uh identifies and and and that involves uh involving trade trade um um input from from them as a race to long lead items and fabrication most recently we we have uh not had an issue um uh right after covert we started encountering issues with fabrication lead times that's not been an issue on any one of our projects um we we early procure um whatever equipment needs to be procured early on and then we ask for the help and the participation of the design team and go ahead and evaluating those specifications early on even before the design is 100 done so that early procurement can be done how do you coordinate uh any dimensional issues that may occur uh on some of this uh early equipment and and uh clearances what we do what we do is actually uh design around if there is an early procurement uh uh scope that needs to be uh acquired quickly we will go ahead and and procure it and then we work around to make sure that everything in the rooms and in the design accommodate the dimensions of whatever that equipment tolerance uh require and we have been successful in doing that in every one of our facilities especially electrical rooms and the mechanical rooms um where we find ourselves having to um do a bin model uh identifying all the space constraints in the room to make sure that everything's going to fit and has proper uh access to all the panels and everything in the room okay thank you you know during pre-construction there's also we've been pretty successful identifying prefabrication and modularization opportunities on an nep intensive facility like this there's most likely opportunities for piping assemblies ductwork assemblies equipment racks electrical assemblies other repetitive components to move labor hours off of the field from the field into a fabrication facility facility it improves quality increases productivity reduces congestion um but those opportunities have to be identified early we've also been successful in using mock-ups to avoid a lot of issues in the field peer reviews even though we're not responsible for the design there are some delegated design responsibilities for example structural steel connections and details curtain walls um and we use peer reviews to check those design components and finally we use our trade partners um i mean there's a balance there we have relationships with different trade partners and subs that can help provide us information during pre-construction but obviously we can't make commitments to them and lose the the competitive edge and those things have worked there's one other thing i'd like to add um in more specific to the actual lab uh there's a lot of equipment that needs to be coordinated in there and we keep a matrix where we review all the equipment specs to ensure that the data is in the right place the power is in the right place that we have enough space and clearances for this equipment to sit that uh wherever it sits that we're able to bring the exhaust whatever if it's an exhaust duct or stainless steel duct to make sure that we have the room to to make that happen and it uh we're able to facilitate for it so when we do that we coordinate your architectural your communication drawings your electrical drawings as well as your equipment drawings plumbing drawings too uh again to ensure that everything fits and everything's located in the right place and we build this thing you know one time if possible thank you are there other questions from the evaluation committee i have a question does anyone on this team have any experience working on a crime lab facility for law enforcement um i have quite um i've done a gsa standards laboratory a dea crime lab and a crime lab for the usps inspection service in western region and i also did the uh i was the pm for the fbi regional office in denver which had a a small lab component as well well the joseph h davis lab in in in dade county was was part of the the most foremost crime lab down there at the time so that that's the experience that we've had and and again ventilation in these facilities is critical because you don't you don't want contaminants floating around the air and the odors have to be dealt with air exchange is is critical and then lab gases also lab gases have to be as pure as medical gases because you cannot contaminate a sample while you're examining it so these are some of the things that are behind the scene that you really don't know unless you've done these facilities independence was that experience with this company or different one my experience was with the previous company yeah it was a previous company as a company that i own it was apartment as mine are there any other questions yeah i have a few questions um how many projects have been completed under this jv recently completed the uh the airport as we discussed earlier there you go any others uh not as of yet and then um in your presentation you spoke about the uh various um medical facilities that you've worked on accreditations with fda cdc cms can you please elaborate on any experience you have with accreditation with name acgme ansi anab iso i can touch on that um so when we build our clean suites uh there's an iso uh accreditation required anywhere from iso 4 to iso 8 uh we uh those clean suites are where the pharmacies are located where they where they put together some of these drugs or whatnot so there we do have the iso accreditations uh the other ones um i did i don't have them that come to mind right now uh but i do know um you know if we talk on pathology we do have the highest level of accreditation in our labs for the college of uh of pathology and um i know that's a extremely stringent requirement that we have to meet so on the iso level i can definitely tell you yes and last question i have is um can you please elaborate on uh the team's experience with florida building code and accessibility requirements i think we have that um and i'll let anybody go ahead and answer but every one of our projects has ada requirements um from from the medical facilities all the way to the airport facilities that we're dealing with and even on some of the um uh residential projects there there's certain ada requirements that we have to comply with what we found is on every one of those projects we bring on board an ada expert to go ahead and review the documents early on to comply to make sure we have ada compliance and then further we check for quality control uh to ada compliance as it relates to um certain restrictions that comply the ada yeah jesus and i want to mention um again back to the airport in key west in order for us to uh get the passengers through the job site we actually had to create a basically tunnel system underneath the building where they're walk they're walking through which had to meet all types of ada requirements because most of the past a lot of the passengers weren't able to walk so we'd have to get them out there in wheelchairs and bring them right through the middle of the job site so we were in close contact with the local uh jurisdiction down there as well as ada experts that we brought in on our own because we were concerned uh making sure that the the airport doesn't uh didn't have any issues with ada accessibility with so many passengers coming through the middle of the job any project that has public sector uh requirements you're going to have very stringent ada requirements and we we understand what those are and we normally even if even if uh the design team has already done an ada compliance we bring usually bring on a third party to go ahead and review for ada compliance to make sure that we're not going to have an issue it's very challenging to make any changes to comply with ada after the project is built we've got to take we've got to look at those very early on on the project yeah and in the medical medical facilities that goes without saying we have many uh uh people who are who are incapacitated physically so that is between that and ergonomics it's extremely important thank you are there other questions yeah this is this is dory cater i have a few questions for you guys today first i would like to thank you for the presentation uh building up on previous question from my colleague here regarding bim is the understanding or will the project bim model be utilized as a tool during oac coordination meetings to address critical issues being raised in the field in real time with the model being updated contemporaneously most definitely and we we have those requirements on our public sector jobs that we're building right now in fact that um miami international airport and and other projects that we're building right now they're very stringent uh bim requirements that uh they have to be uh updated uh on a regular basis and we have a team a bim team on each project that handles that um uh updates the bim input is not only from the design it comes from a trade contractor suit and they need to go ahead and update their bim models on a regular basis thank you i have another question please um you mentioned during your presentation that your project always on time what assurances will you give brow county today if deadlines are missed and could you explain how you address a recovery schedule not an acceleration schedule recovery schedules um um have to do with everyone's uh involvement it takes a team effort to go ahead and do that so we've had circumstances where if there is product substitution to help go ahead and achieve a certain milestone we will go ahead and do that we also stay uh in constant communications with the manufacturers of all the equipment that are on the job not only um most of the manufacturers as you all know are not going to be local they're going to be outside the the area so we have our team is proactive in making sure that they visit the plants and visit the manufacturing facilities to make sure that those pieces of equipment are going to be delivered on time but there is going to be an occasion when you have an issue that comes up and then what we do is provide alternate options to go ahead and make sure we deliver the job on schedule that happens to us on every project and we're very proud of our achievements in every one of our projects thank you uh a follow-up question to uh one of you guys just uh spoke about experience and direct material purchase um i have kind of like a different approach about asking for example how do you coordinate with owner supplied vendors for specialized medical and laboratory equipments it systems and others where we as owner will bring the vendors in we we always have uh vendor suppliers on every one of our projects in the medical facilities and i'll go ahead and let chris uh add this but as you well know most hospitals procure the medical equipment directly and then we have to take uh the initiative of going ahead and coordinating that medical equipment and make sure the all the infrastructure is in place approach in the appropriate location and not only that but the the building is built to to be able to access to be able to provide the accessibility for that equipment to come in and be installed so chris do you want to you want to go ahead and sure sure so sure so when we put together our schedule uh we will have at least two dates actually three dates uh allotted for equipment first will be when the space will be ready for that piece of equipment secondly um when do we need any um any roughen type of equipment whether it's a carrier or some sort of back box and thirdly what's the go live date when do we need to have the data or or anything of that sort uh provided for it and we'll work backwards from there so once we identify when we expect that space to be ready we're going to tell you hey the space will be ready here then we'll sit with your equipment uh planner and we'll put together a schedule one to ensure that you're able to release that equipment on time and we don't have any any issues or concerns as far as as far as the deliverable is uh is concerned what does that do that also gets the po's worked into that time that way we can sit we can make sure that we get the po's ready to go so whatever's uh direct purchased uh we're able to to to to get that cost put together ensure that our submittals or whatnot or rfis are all responded to so you have all the information and then we can release the equipment so it'll be directly tied to our schedule to ensure that the odp process flows as seamlessly as possible and doesn't impact the schedule in our medical facilities we have my equipment x-ray equipment and and a lot of that equipment is actually we get the suppliers to come in and inspect the areas and make sure that the areas are ready um and and uh appropriate for the equipment to to to come in and be installed without any hiccups so we're very familiar with our process and we do it on every one of our projects in in addition we also have um coordination means with your um vendors too if it's a really complicated piece of equipment we um have um when we're doing the drywall work we make sure the rough thing right we make the structural supports overhead make sure we're right but we're in constant communication um with your vendors so we can coordinate the work efficiently so when it does come time to install it everything is right when they get there thank you um another question i have um my colleague asked about experience in crime labs and you guys have stated that you have two or you worked on two crime labs in previous companies that you worked on can you touch on your experience working uh or building a medical examiner facility as past experience well that that's what the joe davis forensic science center was it was it was it was a medical examiner facility as i said joe davis was recognized as the foremost medical examiner pretty much in the world so his he had to have a state-of-the-art lab and as i mentioned before several things we learned there uh i mean you must build according to the drawings and specification you cannot deviate from them you have to make sure that you understand the function of the of the me or the hvac equipment because air exchanges are critical in a medical examiner facility and and like i said before so so so the lab gases you can't contaminate samples so that kind of experience that thing is invaluable there's no number of other things that they're behind the same that don't don't jump off the page to you but uh for instance the saliport it's it's critical that the saliport be constructed exactly like drawn because you bring it in bodies and and and it's it's it's kind of a very sensitive area that that only people that are that are allowed to see should see the bodies as they come in plus in in the medical examiner facility there's waiting room for for for the loved ones and that has to be constructed it has to be pleasing it has to make sure that that it's that it's a pleasant as pleasant as possible experience that the the loved ones can have but like i said there's a lot of behind the scenes things that as as as we go through this come to light and can become important unless you've done it you really don't know yeah let me just hit on one other thing you know in south florida how many medical examiner facilities are there in south florida area and specialized like this this is the one you're we're doing for broward county is probably the only one of the kind so but if you take that and you look at our specialized experience in broward county we have the team members that's the most important part of this project because yes a large company could do this all over the world but have you done it are people on your team have they done it and are they in south florida um you know we're happy that we're able to check a lot of those boxes specifically with the joseph davis center for pathology you know john the the one of the latest medical examiner facilities was just finished up in jacksonville so as part of our pre-construction process i mean i would head up the aggression smith was the designer and i would head up there and talk with tim crutchfield he's the director of operations up in jacksonville and they have a lot of lessons learned for their facility that they just the substantial completion was last october and i think they put it into service it took about four months for commissioning and operational readiness so it's a brand new facility very similar functions to the what you're planning here in broward county thank you one more question i promise that will be the last you touch on your up during speaking about approach and the high specialized team you have you touched on redundancy of power and how the commissioning is very critical to the facility etc how do you implement site security access control and safety protocols during the construction for various sensitive spaces as part of this complex mixed use project i think i think jeff would be better okay i was going to give it to jeff but if you want to answer brad you can i'll um can you pull up that lead slide carl i'm going to point out one project um that we completed actually up no the the one with all the photos the pictures the bottom center one on the bottom here it's a lead gold facility um this is actually a weapons handling storage facility for the the navfax southeast it's a design build with leo a daily they were our designer on the team um you talk about sensitive spaces and security this is the about the highest security level um that you can get all of the equipment and things that are going to go into this facility had to have a perfectly flat for and i'm i know this isn't directly on point for a medical lab facility however it talks about um the highly specialized highly sensitive you know not necessarily top secret uh that's going in there however all the subcontractors had to be on board with what we were putting what we were installing on the rack systems uh for this project it was a design build um up in the middle of the state and in adding to that every one of our projects airport the schools that we do the port jobs that we do the medical facilities we we badge every one of our uh uh employees we we go ahead and go make sure that we pre-qualify each one of the trade contractors to make sure that they have the qualifications and the resources have the qualifications to be able to that so we take security on each one of those jobs very seriously we you know in in every one of the jobs for example even when you do uh projects at the airport that you go air side versus land side you have very high security levels that you have to go through every day during work so we understand um the the needs of security on these types of facilities and we implement the procedures and put the procedures in place to make sure that they're not jeopardized so we we understand how important that is thank you are there other questions just one question good morning um so all the projects that you noted um in past performance which of these are cmar chris can you answer that cmar um yeah we're construction management at risk projects oh go ahead most of them are construction management at risk projects we about half of our projects are done under the cmar delivery model about the other half are currently design build and all of the projects uh that you see are design build or cm at risk jobs for us as well correct yes all the medical ones for us are cmr cmar are there any other questions from the evaluation committee project manager do you have questions for the vendors thank you nv2a golf jv for your presentation the first presenter nv2a golf jv has now completed their presentation and answered all questions would the purchasing staff please invite the second presenter turner construction company to join the closed portion of the meeting i'd like to thank nv2a for your presentation please stay tuned for the email notification so you know when to join the uh public portion of the meeting thank you very much for the opportunity thank you thank you very much thank you um a recess will be called for 10 minutes the time is 11 13 a.m we're in recess good morning everyone morning kevin good morning if you could please mute your microphone currently we're in a uh recess but you can have your you can have your team join just please stay muted until um i uh come back from our recess thank you okay is it possible to make a francis tussing the presenter so she can share her screen yes yes thank you very much you're welcome we'll all mute um sir if you could please stop sharing your screen um we're going to share our screen for just a few more minutes okay oh perfect yeah we'll bring it down all right we're going to come back a little bit early so we can get moving i would like to reconvene the meeting the time is 11 20 a.m and we're back from our recess good morning turner construction company thank you for keeping your microphones and computers muted um i believe all your team members have joined i'm just going to run through the names um we we did make francis um a presenter and you have nine other people in attendance that shows on the team's participants list can you confirm that that's correct okay so these are all people that are with your staff or members of your team that is correct okay the people attending from broward county that is currently shared on your screen you will see them in the presenters area in the team's participants list if they're in attendance and then if you could for the record please affirm that there are no other individuals in the meeting other than your team and county staff we affirm okay perfect okay your team will have five minutes for setup purchasing staff when you're ready okay you have five minutes once you upload your presentation just run through the slides to make sure you can access them and they move forward great francis if you could pull those up please and then let us know when you're ready and we'll reset the timer who dropped off okay i think we're ready so no should we do a quick mic check does everyone want to unmute and um add his name and check their mics i'm check yeah i check my check check good my check good all right so i believe we've completed our five minute prep time um we have two other members from the county joining the meeting and you only see one okay and they have been added to the participants list just one person is and his name is mark you goskey that's just to let you know okay thank you okay um we're resetting the timer now for your 20 minute presentation thank you okay you may begin thank you well first and foremost uh we're excited to have the opportunity to uh present on such an exciting and important project for brower county but uh but also our local community my name is kevin mccormick i'm the vice president and general manager for turner south florida office i've uh i've been working for turner for 22 consecutive years all in south florida similarly turner has been serving the south florida market for for over 50 years and what i'm proud to say is our south florida headquarters is located in broward county we hit we employ over 160 salary professionals that live work and raise their families in south florida over the past decade turner has worked directly for broward county both as a general contractor but also as an owner's representative which i feel demonstrates our multi-faceted partnership a project of this specific use and sophistication requires a managing general contractor with a proven track record of completing similar type projects but equally important is the proposed project staffing plan and approach that turner will be committing to the project when combining our local staff with our in-house experts we believe we deliver an unmatched staffing experience we hope that the following discussions and presentation will firmly demonstrate that we are the contractor of choice for this project and i appreciate your time today so with that being said i'm going to flip it over to tyson to start getting into the presentation thank you tyson thanks kevin my name is tyson blackwood i will be your project executive for this unique and specialized facility before we jump into the slides today i just want to note that you'll see throughout our presentation uh myself and others in the top right corner as the core speakers here today next to me is brady who is our in-house expert as it relates to accreditation experiences with his recent success with the tennessee bureau's investigation project we're able to utilize those lessons and bring them here to broward county we truly understand what it means to start early and having discussions early related to credentials uh accreditations as well as making a part of our life cycle of the project what i mean by that is making sure it's included in the construction documents it's included in our bim model it's included in our schedule and our logistics planning when we start talking about these throughout the life cycle of project it allows us to have intermediate milestones that allows us to have checkpoints to make sure that we're meeting or exceeding the expectations for these requirements we don't want to get to the end of the project and question ourselves are we ready we know we're going to be ready because of these checkpoints that we're doing through the life cycle of the project where broward county is going to have the confidence in us that when we turn over this building this facility is going to be accreditation ready good morning everyone uh tilly rivetti uh director of design for our turner engineering group over 35 years of experience in the industry uh all with turner construction i look forward to sharing early in the design stages my experience in labs nationally across all the different design disciplines uh with the support of turner engineering uh specialist team tg's role is to bring accreditation awareness and understanding early in the design process you heard tyson mention early engagement uh and you'll hear me today uh com you'll hear a common theme about early engagement across all of our presentation um collaborating with yourselves and the designers uh for user engagement workflow understanding and validation is essential for these types of facilities engaging with yourselves and the designers and having technology planning focus and sharing lessons learned uh flow early in the design process addressing considerations um really helps us and the team make the most informed decisions before major design commitments are established for the project we noted a couple projects on the slide cleveland clinic case western university uh and with my pre-construction partner and sme uh jeff loyal he can share with you our experiences and tour the facilities if that's something that you would like to do as well so thank you again and i look forward to working collectively with each of you utilizing our design specialists within our turner engineering group to supply uh support early uh in the evaluation and concurrent optimization approach for this project thank you good morning my name is david i'm an mep manager with over 40 years of experience in the engineering and construction of high intensity mep facilities like the forensic science lab i've worked in r d labs pharmaceutical stem labs i've been working the cdc level three biosafety lab so i understand the critical nature of the mep systems during pre-con joe and i will be working with the users to understand their needs to ensure that the facility is providing the needs for their operations to meet the necessary codes standards and safety requirements our focus will be on reliability and redundancy we need to understand the emergency power system gps systems building automation controls air pressurization and balance and how all these systems need to work together as one integrated facility and also with our source blue team we have the ability to work with multiple vendors to procure equipment early and reduce schedule risk aside from safety our number one goal is quality quality starts on day one with us we we work with our trades our contractors we work with the designers and commissioning agents to set up the program to track quality throughout the life cycle of the project and to ensure that we have quality standards set up before we start up and test the equipment as part of the quality process we use bim and vdc to engineer out any issues before construction actually begins qualified or identifying clashes code clearances accessibility maintenance everything's imperative uh any everything that is imperative during construction we try to work out through the vdc process so at the end of the day my job is simple which is to provide a facility that is user friendly and easy to maintain thank you david okay so now we're going to talk about project approach uh starting with the pre-con side i'd like to introduce myself good morning everybody my name is joe harlow pre-construction manager for turner construction i have 27 years of experience all of it's with turner and all of it has been here locally in south florida and over half of my career has been on the pre-construction side of things so i've worked on several specialized projects and can tell you that the some of the key factors for a successful two-year pre-construction timeline are the following starting with a full transparent and communication process throughout the entire design process making sure that the avenues of communication are flowing seamlessly through each member of the team next providing accurate cost control process from start to finish to ensure that the first budget is established and doesn't grow while maximizing the program during the design phase having a pre-construction team that's flexible to cater to the team's needs is also very important one of the tactics that we're proposing on this particular project is implementing a phased gmp process you'll hear from tyson here shortly but this is a key component that will help optimize our schedule to to to begin in 2027 and then as mentioned earlier it's important during the pre-construction process to engage the subject matter experts to help guide us guide the team the rest of the stakeholders through the certification accreditation requirement process that we're that we're seeking overall i'd like to get back to the phased gmp strategy um by able by doing the phased gmp process we're able to lock in certain trades and give that adequate time for the rest of the design to kind of catch up and get to the full detail so what we're envisioning here on this one what we see is an initial gmp for site utilities foundations allows to get out on job site and start moving around and mobilizing that can be followed by a second gmp that's focused on structure core shell meps elevators long lead type items and then follow follow with a final gmp which would encompass the balance of the project scope usually it's the interior fit out trades and lab build out but by using these key factors um there it's a proven practice uh with our team and the results speak for themselves like to direct your attention to uh the graphic on the screen this is uhs allen v miller medical center a project that led in pre-con it was a similar two-year pre-con timeline it had the multi-phase gmp delivery process and at the end of the day our final gmp was within one percent of the initial estimate now i'll hand it over to tyson thank you joe so as we shift this into scheduling uh you'll see a common theme in the last couple of slides path to 2030 and this is achieved by us collaborating with the designers in broward county and the city of fort lawland early on to establish which packages we want to release early it's very simple as we get started earlier it allows us to finish earlier so that we can turn over a building to broward county to utilize and make an impact into the community sooner than later thanks tyson i'm matt shee i'd be the general superintendent on the project i have 15 years of experience and then three and a half years inside the architecture firm inside of chicago for our approach to site logistics started with understanding how the area operates today we looked at traffic patterns neighboring activity and potential delivery windows so we could better understand how construction could affect the surrounding area the goal is simple plan our work in a way that minimizes instruction to the neighboring operations at this stage the design is still evolving so the plan illustrates our approach to organizing the site as the design and construction sequence develop will continue to refine the logistics through each phase of the project move into the later stages of the project the focus shifts from the major site operations to the interior build out at that point we will manage the work in an organized sequence floor by floor and area by area while progressing with inspections startup commissioning and punch list the goal is to keep the project moving efficiently from interior build out through final turnover our logistics op approach is about understanding the site early planning the work before we executed and continuing to adjust the plan as the project progresses and a big part of developing and communicating these logistics plans is our bim process so with that i'll turn it over to jackie to walk you through our bim approach hi good morning i'm jackie ogero i'm a bdc project manager here in south florida with over six years of experience working on large-scale healthcare and science and tech facilities so uh bim at turner encompasses all the innovative technology that we use on our projects and while 3d coordination primarily focuses on mep systems at turner we strive to maximize all the bim capabilities bim is involved throughout the project life cycle life cycle life cycle at every phase from 3d model based estimating 4d scheduling pre-fabrication and safety bim brings many valuable assets to the table and turner understands that the importance of utilizing bim to its fullest for your project with the large-scale mep systems and complex equipment in the forensics science center so going into kobe kobe is about taking the information that we gather and develop during design and construction and making it useful to the owner for facilities management at turnover kobe essentially organizes key asset information things like equipment their locations their maintenance information warranties and organizes everything very in a structured format turner is very familiar with kobe we use kobe on various job sites across the nation and we just successfully implemented kobe on one of our projects down here in south florida so this team on the call right now is very confident and comfortable with walking you through the kobe process as mentioned previously turner uses other innovative technology during pre-construction and construction like spot the robot open space mixed reality and turner also developed our own ai powered safety guidance application that guides our field staff and subcontractors through the turner safety standards this type of technology is just one example on how we implement bim tools to create safe working environments across all of our job sites thank you i'm gonna now turn it over to lisa thanks jackie good morning i'm lisa sanfilippo i'm an architect lead fellow and well ap and i've been with turner for 25 years implementing sustainability on projects for 18. you can see turner's extensive sustainability experience on the screen but what matters more is how we apply that experience for this center in broward county we've executed successfully this sustainability work locally at fau baptist health cleveland clinic and uhealth jackson so we can bring those lessons learned and project successes directly to this project starting with well because this is a forensic science center the people working here and building it are going to be experiencing this building very differently than they would a typical workplace or project air quality and materials matter but so do acoustics and comfort emergency preparedness mental health and resiliency i'm currently applying well on the baptist sunrise hospital here in broward county and one of the lessons was to bring those requirements into the project early like everybody's mentioned so far while we still have the opportunity to influence the design the systems the materials and the scope of work the goal was to help the team understand what needs to be in the trade partner scope of work and what needs to be documented early from the start and for lead blue rock kendall square at mit is a very really good example because turner has already delivered a lead gold in a laboratory environment with highly specialized systems the lessons there are really about coordination as tyson and atelio stressed we will get lead into pre-construction early define responsibilities put requirements into the trade scopes coordinate the laboratory systems verify the materials and make commissioning part of the plan from the very beginning when we do that well lead and well are not additional layers on the project they become part of how we make the decisions and how we deliver the building so tyson i'll turn it back to you thank you thank you lisa so why turner why this team here today it comes down to three things our local presence we've been in this market for 50 plus years we understand who are the right trade partners for this type and size facility as well as we have our market leverage that we can bring that true value to broward county i believe we also demonstrate our relevant experience through david and matt's uh uh uh experience throughout the presentation their experience on high intensity mvp systems as well as our forensic and lab environment experience last but not least our technical depth you heard from atelier you heard from lisa we have the technical experience not just here locally but also nationally turner is going to bring the resources here to benefit briar county our source blue entity buying equipment so that we can get the schedule and cost certainty for broward county as well as our self-perform group who focus on critical strates such as drywall and concrete that allows us to control schedule and quality in the environment that we are in today i truly believe we're not just prepared for this project we're ready to hit the ground running and bring this reality uh bring this reality uh this reality uh sorry bring this vision to reality i truly believe today we've shown that we are the true we are the best partner for broward county uh for the next five years and that just means you're going to get this team here today to support you throughout this project uh from day one and to the end of the project thank you and we'll open it up for questions thank you for your presentation are there any questions from the evaluation committee members who would like to start oh boy yeah i i've got some questions and um the a little bit on the bim model and and you uh a little more focus on the the 4d but uh uh i am kind of uh also concerned about uh a little more depth uh information on the similar projects you you kind of uh didn't go into uh too much depth on any of the uh issues or lessons learned or uh some of the what you're seeing is uh similar projects so could you kind of focus on that and then uh a little bit on the uh the 4d aspect of bim okay with the scheduling yeah i'll uh i'll start off with with the lessons learned that we that we see in these uh these type facilities and atelio if you want to jump in on anything uh but but but the upfront coordination is is where we see um the biggest lessons learned with these types of projects you are coming in with specialized equipment uh some sometimes project specific and to make sure that the uh connection points the the ins and outs of all that equipment is integrated into the design accurately is where we see our biggest challenges up front that's where we will focus a large majority of our time and pre-construction is ensuring that the specifications and the requirements of that specialized equipment from the specifications match what the requirements are in the drawings to ensure that we have a seamless connection atelio is there anything you'd like to add to that sure sure absolutely thank you um when we look at when we look at these lab spaces um and i'm just going to break it down into three specific areas although everything on the project is important there are three areas that we definitely see a focus on first being lab flexibility you're designing a lab today for a service and performance for something that's going to happen several years from now so being able to design that with flexibility is really key in understanding whether that has to do with the services that go to the labs whether they're umbilicals or through the lab casework themselves or even modular casework those are things that want to be thought about talked about early on in the design process another item is vibration isolation especially on your floor slabs and understanding the mips uh the vibration that you would have on those floor slabs and how that could impact critical equipment where that critical equipment is and where we have to really make sure that we look at the structure that it's meeting the requirements for vibration and again being very careful not to carry that across the whole building but keeping it focused in the particular areas that you have and then lastly is energy efficiency when you're looking at labs you typically have a larger amount of air changes within those labs those air changes often cause more energy use and lisa and i work together quite a bit in trying to understand how do we come up with a solution that uses less energy but still provides the performance that you need for your type of facility especially being focused on sustainability for your job as well so those are just three things those are probably three larger categories um that we see when we're looking at labs that we definitely dive into and and all the projects that we shared is um there's lessons learned from those projects as well and what we did there uh could you also uh talk about uh again the the scheduling and uh how it ties in you want to make early decisions and how that ties into your your gmp strategy of you've got a lot of uh trying to do the early work on uh utilities and uh foundations and underground work early uh how and how do you account for uh gotchas or or delayed deliveries or uh whatever else is gonna happen on a project a great great question uh that is the reality that we live in and uh and nothing is is perfect so i'll let tyson walk through kind of our scheduling approach that we've applying to this job and and where we've replicated it off of uh of other jobs successfully yeah so so as we get to schedule the biggest thing is understanding the site logistics that matt talked about but once we get out there the goal is to utilize existing as-builds and really identify if there are any major critical uh utilities running through our site and then that's when we'll use drone deploy or our laser scanning to incorporate those items into our bin model that jackie will have and this allows us to make sure if we need to adjust or deviate something in the field we can incorporate that into design to make it as least as impactful to the project itself so when we laser scan these items jackie can pull that into her model and we can see is this really going to affect the project or not and that's how we're going to take it and do it as we progress through the project we start with our ground floor and move up we're going to laser scan incorporate it in there to make sure that it ties to the design and making sure that we have no issues with dimensions or lay up layouts within the space because we're going to do these throughout the project and make sure that it's incorporated not just in our schedule but also into the bin model yeah and the skit excuse me but you're showing gmp1 and in like 20 cds or 25 uh how do you know do you feel comfortable that you have enough information to to do it at that point yes yes as soon as we can get out there that allows us to start getting the information we need to start incorporating the documents and working with the designers right most jobs the critical pass runs through design so our goal is to feed as much information to the designers to make sure it's documented into the drawings correctly so it allows us when we do get into the field we're not running into issues we already know what those issues are all right uh and let's go back to 4d uh how do you uh schedule and and uh the construction uh kind of explain your process there or how you want to use bim for your scheduling yeah so 40 scheduling connects the model to the project schedule so we can visualize how the building will be constructed over time and also analyze percent complete um we use this through a program called assemble um we also line up with the p6 schedule and um lies the the construction sequence the site logistics um but it essentially 4d connects the building to the actual schedule that the model i mean and do you up and do you update that uh regularly and do you present it regularly yes yes yes that will be updated uh internally uh weekly so that we make sure we're accurate with our dates and then a schedule we publish monthly that aligns with the activities that have been completed in the previous days up to it all right thank you are there other questions from the evaluation committee i think you guys had mentioned you had direct experience with a crime lab for law enforcement you may have shown it quickly can you go over that again um sure julia do you want to go over the uh the tennessee project um let's just see but can you i can hit a couple other i could hit a couple other projects that i that are probably a little bit more recent okay um that i have that i've been personally involved in um the new york state uh public health and forensics lab uh we are working on that currently and that is a design build project so we've been engaged in the design for for quite some time um that is the project is basically just underway over the past year or so um has bsl3 labs within it as well um and a lot of the items that i mentioned earlier about what are the key things that we look at those were all key items uh as part of that project inclusive of some other items um that were focused on things like the exterior wall and things like that um and lisa had mentioned acoustics earlier um it all really ties together early on in that design process and and uh you had asked a question about schedule and how that all gets integrated um you know i i don't normally say the words value engineering or ve that's not really my favorite thing and and joe's on the call as well so he could probably contest to that when we're engaged with the designers it's all about optimization it's all about looking and reviewing the designs together with yourselves understanding what the needs are for that particular project because no project is exactly the same and each one has their own requirements so we're able to evaluate the design early on in the process and work closely and collectively with the design team we offer optimization we offer what we've done on other projects see if it makes sense for this project if it doesn't we move on we move on to something else um again the items that i shared before we would expect that we would be doing that early on on the project maybe there's geothermal wells maybe there's all these different types of evaluations that we would do early in the process um for your particular project i hope that answers it uh yeah but that's i tell you to add on to that right the biggest thing for this facility uh for us is security right chain of custody of evidence we want to make sure we're able to maintain the integrity when evidence enters the building and enters to lock up right so our goal goal is to work with the designers up front and walk through that not just on paper but through our bim model to make sure that we have the access control required so we're not at the end of the job trying to commission it and realize there's something that is not working out as designed so the goal is to run through that through surettes or on-site meetings with uh the end users uh to make sure that we're meeting an expectation that as it relates to one-way traffic uh public areas versus non-public areas those are huge for accreditation requirements so our goal is to make sure that it's not just turner and the designers but we're incorporating browar county and the end users into the early process to make sure we're meeting the expectations of those individuals are there any other questions i can go next a couple of questions uh one something you reference in your presentation and then also in your proposal uh can you elaborate a little bit more about the teg involvement as well as the design assist involvement during the pre-construction phase and how they work with the designer sure we've got the right man on the on the call here uh artilio runs our teg group uh for for our company so i'll let him go through that in detail sure sure um so our turner engineering group is a group of about 80 individuals uh we we have uh engineers in geotechnical structural mechanical electrical um building envelope building physics uh low voltage and technology security etc etc so that's that's kind of where our people are we get engaged again early in the process whether it's at the early concept level where we're looking at a basis of design and we're evaluating what are options that could be shared uh early in this process um we then you know as you get into a schematic level design again we continue that review meeting with the design team and it's it's more of a continuous process through those two stages we find it most effective during that bod concept programming stage and and up through schematic stage it's when the design could be most influenced and we can share a lot of our experiences on other projects and maybe maybe for this project there's a few things that need to happen maybe there's things that don't really need to happen for the project but that's when we find that it's most effective um we we do that proactively not reactively the reactive approach is what i think of as value engineering right and i don't think there's a lot of value in that um you're usually just looking to remove things from the project because it's over budget or whatever it might be but when you do that together collectively with the design team evaluate the options early on you have that all in front of you the design isn't all completed you have all of these ideas and you weigh them out we use a tool called called choosing by advantage where we don't just look at cost and schedule but we also look at the different characteristics the benefits the efficiencies the overall cost the return on investment those are things that are evaluated early on in the process to help make the most informed decision moving forward um so we see ourselves engaged definitely at that early uh schematic stage concept stage and and um through the project from a design assist standpoint our individuals um um come from the marketplace and understand so exterior wall might be a good option uh or maybe building um mechanical systems may be an option as well so rather than rushing too fast to the market and removing competition our team provides that uh expertise to the to the project that's able to say hey we've done this before we know how much this is uh how much this would cost and how it would affect overall from a design standpoint um we bring those professionals to the table what's important about that is we don't bring any bias to the table so if you were looking at exterior wall and you brought a particular exterior wall sub in they may be trying to sell you what they typically do their product we're there to provide what's the best for your particular project what is the best what's most cost effective what meets the schedule what also meets all the characteristics of the project we don't have any bias towards what the material is or isn't um we generally would assist the design team through that process well into the design development stage and now you have very concrete documents that you can put out to the marketplace reduce the amount of contingency that might be built into some of the numbers and provide to the marketplace a document that is much more concise that has a lot of more a lot more information i always say when we're able to do that when we're able to put together better drawings we're going to get better competition and if we have better competition you generally you're going to have the best numbers you can get so that's our approach to design assist and that would carry across all the disciplines that i mentioned earlier great thank you um my second question was something you referenced uh which was the self-performance group what's your anticipation in terms of uh self-performance um well what we we try to strive for and self-performance is being able to control the critical path of the project once once we leave design um so uh in this project presumably would be a cast in place but design will dictate that um we would be looking to sell perform uh cast in place concrete and uh and interior and exterior framing and interior drywall um on the project uh that would be competitively bid through the broward county procurement requirements we understand those well being a a partner and work with broward county in the past but that would be something that uh we would we would like to do be able to one control the critical path of the project and and drive value to the project uh through those trays thank you are there other questions yes thank you for your presentation today uh following on the optimization you you guys quite a bit referred to that uh work today and specifically optimizing the schedule with that said uh what assurances could you give the county do you provide if deadlines are missed and could you approach explain your approach on how you address a recovery schedule please sure um well we'll start with we don't like to be in a position where we're on a recovery schedule um we put a lot of time and effort during pre-construction both through historical data but but also working um with our local um trade partners to ensure that we have the accurate uh time frames whether it's uh installation procurement or turnover to incorporate into our schedule however if we do get in a position um where we are in a in a recovery position we collaboratively work not only with with broward county and the end users but also the trade partners to find the most efficient way uh to get to the original stated milestone or completion date of whatever activity that we're trying to recover we do that in a collaborative way we we never do that siloed you don't necessarily understand if if you are accelerating or recovering uh one one trade or or or one uh expectation on the project how it impacts the others so our global theme and and pursuing recovery schedules is put doing it in a collaborative manner with all vested parties for the project thank you uh my other question for you um you touched on also optimizing the schedule uh by uh taking the phased gmp approach and you listed uh gmp one two and three and their respective uh scope in each one of them um being personally in the private sector and for the last 16 years with the county uh on many projects where uh phased gmp's were were uh uh uh chosen on the project uh would you please elaborate a little bit as will you be coming to the county as a estimated guaranteed maximum price for all inclusive one two and three and then you will negotiate each one of them individually or what is your approach on that our approach on a phased gmp is to achieve a guaranteed maximum price per phase we understand cost certainty is imperative uh to any client including broward county so as we go through the phased gmp approach we would be guarantee we'd be gmp in each phase uh that we walk through in the schedule my next question for you will be uh i didn't hear you touching on that and if you may have done that my apologies in advance but how do you coordinate with owner supplied vendors or specialized medical or laboratory equipment or for example our uh it systems and others so yeah we did like um yeah go ahead tyson so yeah so early engagement right we want to understand who the vested parties are going to be as it relates to owner owner supplied vendors and what we're going to do we're going to have a matrix or the matrix should also be included in the contract documents so that we can understand who is the right uh contact person right so this matrix is going to say um do we have a po or does it does that vendor have a po do we have shop drawings do we have to submit for permitting it's going to go through all these steps and then this is going to be talked about in weekly coordination meetings with those individual vendors so outside the oac we're going to establish these coordination meetings for owners supply vendors and making sure they understand what our schedule is because we know that sometimes these these vendors are scheduled out for several months so our goal is to make sure we establish that timeline through these coordination meetings so that they don't have to adjust their meetings or their their dates for installation because we know and we've been tracking it for months at a time so having this document that's a live document that we'll be utilizing throughout the course of the project it's going to allow us to coordinate with brower county as well as their vendors to make sure that all of these things are to coordinate up front not just from an installation standpoint but a coordination standpoint um as we're going through um the bin model as well as our scheduling efforts thank you um a couple more questions for you from past experience how do you plan to manage the post construction commissioning testing and facility turnover of this complex forensic science center housing multiple stakeholders um i would say we're going to approach it on experience and and that's what that's what atelio and and david duffy bring to this project and uh so i'll let uh david if if you want to start us off and then atelio you wrap us up sure as far as turnover we you know we work with everybody uh we've worked with the trades we work with the vendors to make sure that the uh obviously all the the neps and the equipment is started up it's all done by phased startup um and obviously got to go you know go through power uh power startup mechanical startup equipment startups uh we work generally with the commissioning agent we like to get them brought on board early on in the process to get the commissioning process set up get the functional checklist set up uh construction checklist set up so as we're not we're not doing everything at the end of the job we're doing things as the as the construction is progressing anything to add to that no david i think you said it well um again from my standpoint commissioning starts when design starts um you're really trying to understand and convey what the commissioning expectations are early in the process um putting together that program who's doing what how it's being done what are the steps working closely with the commissioning agent is really essential when that doesn't happen and everyone's looking at commissioning as kind of like startup um usually you fail when you evaluate that commissioning process early on and understand the steps that everyone's going to take through design into construction and then post construction is really key um and we see a lot of great um results when we take that approach on the project so um i think david you said that exactly thank you and my last question for today is uh if you could uh pick two or three most significant challenges in constructing a similar facility that your team faced uh from past experience and share them with us okay well you know we we are constructing one now as atelio uh mentioned so that's that's live data uh so i'll let atelio walk through two or three of those um sure sure absolutely the um on the new work lab um uh public health and forensic facility that we're building um we were we're fortunate enough to be the design builder on that on that project and we spent about three years uh in design for that for that job and through that we saw multiple things um from an energy efficiency standpoint evaluating the use of geothermal wells was something key that we looked at early on on this project um essentially though as we continued to move forward it didn't quite pan out to be the solution for that job so we had to quickly adjust and move towards other systems um the mechanical airflow in these facilities is key and understanding um how not to go overboard but have a really good balance was something that we spent a lot of time on uh evaluating very closely with the design team what the requirements were but also being able to provide that flexibility um the um the vibration uh sensitivity in the lab in the labs was also very key you know you could have sat there and said well we'll just make it all for you know 2000 mips which is a very tight uh structure but that would increase the cost dramatically so how do we do this and understanding that you still want some flexibility but could we put particular bays that we have specific uh vibration criteria that is um very uh tight so the the lower the number on this sheet that's in front of you the lower the number for mips the more um more rigid uh that structure is let's say so rather than having it across everything we isolated particular areas not just to a room but maybe a bay or multiple bays where we're able to provide a much more rigid type of structure allowing for some flexibility in the near future as well um those are so important again i said it earlier when you're designing these things you're designing for technology that we're not 100 aware of five years out so we have to have some flexibility in this but we have to be cognizant of your budget as well um that we can't just throw everything at it and then expect to be within a budget but we want to make sure we're cognizant and we understand that collectively as we're moving forward with yourselves and the design team thanks to you thank you had a few questions as well uh how are the sme accreditation smes integrated with the day-to-day team they will have our staffing schedule have a percentage of their time integrated and into the project um depending on what sme we bring in um their allocations will be more or less uh depending on on what allocate or what uh sme it is and what period of the project it is but they will be integrated directly into the project okay um our next two have to do with the exceptions taken to the standard terms and conditions of the broward county contract so right now uh section 4.11 relates to uh continuing work uh to adhere a project schedule um how do you maintain a project schedule if you're unwilling to continue work uh in the event of a dispute um 99 of of our uh contracts i believe this one as well has a a ccd uh provision uh that allows uh the the owner uh to direct us uh to proceed uh with with the project or the scope that's in dispute uh so the project does not get impacted and allows time for uh those disputed items um to be resolved uh but not impact the the completion schedule date and we would be fine operating in and that type of format and my last question has to do with your uh use of a phased gmp approach um similar how do you maintain a construction schedule if there are disagreements with a particular gmp package uh since you're not negotiating a singular gmp if there are discrep uh disagreements between one gmp package and the next are you going to maintain your schedule uh if you have it broken out as individual packages rather than a singular gmp now what's what's important from our perspective is when we put these phased gmp's together we allow for ample time um for both review on the client side the architect side and all the vested parties because that there's always questions or concerns that come up as as we put these these gmp's together so making sure when we're putting the phased gmp together and the schedule itself that we're building in that that time for everyone to have questions concerns or comments and allow them to be addressed that's it thank you project manager do you have any questions no good afternoon bryce bounds construction project manager for the project i have a few questions uh starting off turner um you mentioned several times about phased gmp's do you foresee based on the package of scope that you bet you've reviewed for this project that there would be any problem with delivering this project in a single gmp as opposed to multiple gmp's or phrased differently are you depending on or estimating you need phased gmp's in order to do this project uh no it all depends on the design schedule if if we can accommodate the design schedule um in a uh duration um then we will do it in one gmp we just need to work with broward county and the oa daily for that for that scheduled duration okay uh thank you for that now you also brought up prefabrication several times i am interested based on your your prior experience with with similar facilities what portions of a typical forensic science center do you think would lend themselves to prefabrication uh atelier do you want do you want to hit it first and then i'll i'll circle back on it sure sure um what we found um for facilities um to start with on the mechanical side um mechanical racks or equipment racks i guess you can call it distribution racks which would have mechanical piping um as well as electrical uh within those racks um that seems to work fairly well on on these facilities um as far as a prefab electrical uh closets um we tend to see that being very successful as well a lot of work where we can do off-site um it benefits the job tremendously you know you're coming up with the with the concrete structure and you're waiting uh waiting for us to start the mep work meanwhile we could actually build a lot of this off-site off-site sorry um and bring it out to the job site um where we can set it in place and kind of move forward from there it's it's been very effective on not just lab projects but um several others and then obviously you have the lab case work um which is somewhat modular to begin with but follow-up question for that do you does turner wholly own or majority own the prefab subsidiaries you would use we own a subsidiary called xpl uh what what xpl does um it uh it allows depending on on what we're pre-packaging uh in the instance of an electrical room uh we have a a warehouse in in northern alabama we have around 600 000 square feet that uh that the trades can come and depending on what we're buying and uh and prefabricate equipment skids and other types or racks um to be done so yes there is a company that uh that we own that does that work but we're not that's a company that's a discussion we would have if that's someone that we use thank you okay um next one could you walk us through what turner sees as their role in the in pre-construction for both constructability and delivering on budget yeah i mean we we are driving the pre-construction uh you know a job uh is only success as successful as its pre-construction process uh so we are going to be driving that process uh setting timeline for doing this in a collaborative manner not siloed uh to to be working with with broward county the oa daily uh to to be evaluating um now all kpis of the project when we when we get kicked off on a pre-construction uh um effort we sit down and we have what we call conditions of satisfaction meeting what are the elements of this project that absolutely have to be done perfectly that make this project successful and we'll identify those conditions of satisfaction and there will be deep dives of constructability cost analysis um lifetime studies on what those items are to make sure that we we do get into construction and turnover that all the kpis are met on the project okay thank you for that uh next question uh would there be any effect on the time or cost if the design team does not use turner's project management system we're talking about a pro core or similar type of system no there wouldn't be any impact okay and then my last question um can you talk about any experience turner has where the owner instead of bringing on a third party owner's rep instead brings on owner retained or owner employed uh resident project representatives who live on site with turner in the trailer um yeah we we do that quite often um you know we we we uh we were that representative um uh on a terminal four expansion at fort lauderdale for for brower county so we're very um used to that type of format and delivery method from an owner's representative standpoint okay thank you sorry the second presenter turner construction company has now completed their presentation and answered all questions as the team is leaving the meeting with purchasing staff invite the third presenter suffolk construction company inc to join the closed portion of the meeting i would like to thank turner construction company for your presentation please stay tuned for email updates when you would join the open portion of the meeting thank you very much talk to you soon thank you thank you thank you would the evaluation committee like to take a five minute recess while we wait for the new so okay um after the fourth presenter we would take a 20 to 30 minute lunch if you want to take that long okay so it would be after the fourth presenter right okay so the the time is 12 21 pm um we are in recess for five minutes suffolk construction we're in a five minute recess so we'll get back to you in just a few minutes if you could just make sure your computer and and cell phones and everything's on mute thank you thank you i would like to reconvene the meeting the time is 12 30 pm and we're back from our recess thank you suffolk construction company for joining our meeting currently on the screen you're going to see a list of broward county staff additionally on the right side of your screen you should see um a view of the participants that are in the meeting if you can confirm that there's no one else in the meeting other than broward county staff and your staff so currently we have nine what it says presenters but that's broward county staff that are in here and then you have 11 are you oh wait a minute are we on mute okay um currently there's a 11 attendees listed sorry we're checking on our side okay thank you very much who will be the presenter that we can uh make a presenter for your slide presentation that would be myself rex radloff okay we have eight on suffolk side okay i'm not able to see email addresses of if there's anybody from the outside is that mark i heard you so mark and scott are listed under attendees and they're with the county got it okay you're all set okay so then for the record you're affirming that there's no other individuals in the meeting other than your team and broward county staff we do see cheryl on there i just want to make sure that's correct that's correct okay your team will have five minutes for setup so you can advance your slides make sure everything works do your mic check and then when you're ready we will start um the 20 minute presentation thanks you want to go ahead yep there you go with the you can you can mention that okay just to clarify for suffolk that the last two names mr uh ugowski and mr krampowski they are from leo a daily they are the design team for the county thank you oh i believe we're good to go on the suffolk end okay then we're gonna reset our timer just give us a moment okay you may begin hey thank you very much we're obviously very excited to be here and be part of this project to date so far so thank you again um we understand that this facility is probably one of the most important facilities for the county it's for the community it's for the lives and it affects so many people's lives that it builds trust so between the people within the building and the building facility itself it's about trust and so we want to talk about that trust with our team our team is dedicated to building this as a partner our knowledge base is very extensive across the country and within our boundaries here in florida we also want to let you know that the team you're going to hear from today is a team that will plan and collaborate the team that will build and commission and the team work that will launch this building before the county so without further ado i'd like to get started thank you great thank you tom and good afternoon everyone my name is rex radloff project director and today we would like to start the conversation by asking a pretty straightforward simple question what are the goals of the new forensic science center and this is a question which the team here has been asking ourselves since rfp and as we were developing the approach we realized we couldn't just look at the job or the project as builders we had to find another way to make sense of this question so to do so we had to really understand what this facility is what does the facility do and so to to stop there this is a new state-of-the-art mission critical 24 7 operational facility one where workflow matters security matters evidence handling matters environmental conditions matter and every system supporting those operations have to perform just as their intended purpose is so when we take a step back and look at the project through that lens we recognize that there is really three primary objectives we need to be able to have a facility at the end of the day to be fully accredited operational and one where we've been able to successfully transition the staff the equipment critical assets from the existing facilities to the new one these are the three objectives as builders we need to align around so we can adjust our approach and have the biggest impact on that outcome which by the way and you'll meet this gentleman today this is why we brought on ed davis uh to the team uh who is a forensics operation uh specialist uh that will be able to provide us with his experience on the user side so when we have these three goals uh listed we need to now figure out how to align them to construction so what we do is we start by mapping each one to its respective phase pre-construction construction and turnover afterwards we need to assign specific teams a qaqc team and mep project management team and a bim modeling team to now take these goals and take the phases and begin to start workshopping or at least building out work plans that we could bring into construction the goal now is through this approach to come up with a to come up with a construction approach rather that is supportive of those three goals so again three goals three phases three teams with that said we're going to pivot into or at least start with pre-construction so starting with pre-construction our approach around operational alignment kicks off with our mep team the very first thing we need to do is to develop what we call a systems integration matrix which which maps out the neps and the process piping scopes of work against the associated services to confirm availability capacity and the overall interface of each and every system the goal here is to identify any gaps or inconsistencies so they don't become field issues again for a project like the forensic science center we as builders need to take on a larger role with validating the design so what's shown on paper is viable when we put it into place the second objective from this team is to understand the equipment list or at least the equipment and instrumentation list it seems like we're getting ahead of the ball here but not really it's not just to understand fit into space but also to understand lead times and it's so therefore we can communicate release dates it's important to get ahead of this now because we anticipate the list is going to be very comprehensive and if we don't manage it up front it will become difficult to control okay now pivoting towards accreditation this is going to be kicked off with our qaqc team we're going to work with the county the design team the accreditation specialists and any other stakeholders to take construction based testing and inspection documentation or at least to take construction based testing and inspection and convert it to the proper documentation that's needed for accreditation from there we're also going to be able to build out our qaqc plan with an active approach so we know what gets tested and when it gets tested the same for anything that needs to get inspected or certified as well and then lastly as of those three goals we talked about it comes down to transition between the facility maintaining continuity between the buildings while cutter cutovers are underway is going to require a significant amount of pre-planning so we need to understand what those operations are what the support systems are or what the operations and the associated support systems which would need to remain active so so we then can build in any necessary temporary conditions phasing redundancy into the job itself we don't want to be caught flat-footed not having anticipated these elements and and consider them in construction with that said though those are our three goals that we we kicked off with however there still is a a baseline expectation when it comes to pre-construction that we need to execute at a high level so it works with so the first thing we're going to do is work with the design team to understand constructability as well as providing exploratory we're also going to be working on with all stakeholders to buy out the project release early work and then of course establish the gmp for something as important as cbe planning we're going to bring on a consultant many of you may be familiar with cheryl dickey to maximize those efforts as well this is going to be our primary focus on top of those three goals we're also going to be developing the baseline schedule obtaining insurance insurances securing permits and then just frankly getting ready for mobilization so with that said that is pre-construction we've been able to turn our risks in our requirements into work plans we now have an accreditation plan we have a systems and equipment matrix we have a relocation strategy and then the fundamentals of pre-construction into place the project now is going to shift into construction where we are able to execute on those plans so this kicks off with bin management thank you rex as a premier national builder we know how to successfully build complex projects and the key component of that approach is our digital delivery process may we combine and create a single source of truth for all information that is created from beginning all the way to the end this begins with bim execution plan starting within 40 days of the project award which charts a course for all stakeholders to how do we get to as built verified construction model which can be deliverable to the client now when we start with ingesting all of design intent models we begin by providing a fully detailed report which validates all the technical information which is contained within the design intent models we then take that as an intent model and elevate it to a fabrication level model this is the stage where we take in all the information from the submittals actual pipetting information where connections need to be made to equipment all of that information is verified and tied to actual submittals next we verify all of that information is constructible make sure everything is fitting and does not create rework or redesign and then that information is what we use to create our shop drawings when we submit for approvals now once all of that approval is done we create our fabrication installation drawings all of this information is coming from that same single source of truth so there's no confusion about which version of drawings to go off of or where to find the latest information and all of this cycles back into the design intent so where as well conditions are captured with laser scanning verified on site and then translated back into the model so you're always looking at the latest and greatest information in a single place and the backbone of all of this information is a kobe schema behind the scenes where all of this information is tied to a unique asset id for every single piece of information we're tying in information all the way from initial design documentation to o&m startup information product information where every single piece of equipment has a unique life cycle which it goes through throughout the entire project now our life cycle for information does not just end with kobe it also dives into sustainability for that what's you see yeah thanks sid hi everyone steven burke i'll be your sustainability lead for this project and wherever this project lands we will get you the certifications that you want to get for the for the fsc um we wanted to give you a brief overview since maybe not everyone on the selection committee is intimately familiar with all these programs you probably have all heard of lead you know what you're getting there it's a high performance building with long-term value so we're looking at things like reducing energy and water use without compromising ventilation or pressure relationships between rooms or containment and we can leverage the lead commissioning process to verify critical systems and controls and alarms and recovery sequences so that part's great in terms of overlap and alignment well is a little bit different so it's talking about things like mental health support programs restorative spaces for building occupants the types of food that you're serving in the building and there are definitely benefits especially for this type of facility like you're getting visual uh accuracy in exam areas places that require high precision work you're reducing environmental distractions that can affect concentration or impact fatigue but it is intensive it has performance testing requirements and so i wanted to offer up that maybe considering the well health and safety rating which is a pared down version from the base building base well building program uh that's a more practical health and safety pathway for day-to-day operations could help you get to a wellness accreditation without that same level of documentation burden so just something to think about as you look at all the goals that the project is going to pursue and what makes the most sense potentially as we look at transitioning from the program side to the overall how we're actually going to do this we put together a list of key considerations and opportunities that we want to put in front of you and we actually have a much longer list than this but uh just to dial it down we pick six and then for this immediate moment i'll just focus on the top line about protecting the forensic operations while also maintaining accreditation for lead and well so let's think about just one set of parameters say temperature humidity and ventilation rates on the lead side it could be asking you for energy efficiency and energy recovery accreditation would be pushing for containment and safety and well could have quality attributes that's looking at all of those things so what our job is here is to balance all those things leverage our expertise and make sure that we're working with you to establish your priorities and make sure those are top of mind when decisions are being made and that we're arriving at a place that works uh for the building for the occupants and for you all as the the ownership group and i think the last thing i'll say is that we're culturally aligned with this and uh from a health and safety perspective i think if you look at our safety program it's a nice dovetail into what exemplifies our culture on these topics thank you steve so in addition to bim and sustainability we still need to execute the fundamentals to construction now that means managing the schedule through short-term plans coordinating the trades in the field executing on those qaqc and mp plans that we discussed for pre-con on the administrative side tracking material procurement submittals rfi managing change requests and then also document control document control however above all and underpinning every single decision we make safety will always come first and suffix approach to safety is that we develop a safety culture through caring what i mean by that is that we get to know the trades we get to know the people behind the company and we get to treat everybody with compassion and by doing so we start to look out for one another people start to speak up when something doesn't look right and that's when safety becomes more than a policy it becomes a culture and suffolk as a national builder we have one of the best emrs in the country at 0.76 to back this up okay so now that we've made it to the end of construction our bim team has coordinated the fit our qaqc team has tested and verified the work and our nep team has verified functionality of the systems we put in place the three goals again of operations accreditations and transition is continues to be fully supported through this goal alignment with that said we're going to now turn our sights towards startup and kickoff so uh just to talk about startup and commissioning critically important for a facility like this i think it's has to be mentioned that we do have our own in-house commissioning agents to help facilitate this process and commissioning for this facility is going to be much more than just turning equipment on and confirming that it runs a lot of highly specialized systems we're going to be integrating existing equipment transferring that over into this new project so we'll do a lot of the normal things that you would expect like pre-functional checks just making sure that the equipment the controls the alarms the sensors they're all installed correctly but then beyond that we have to go past the normal operating conditions and look at what happens not just during a typical startup so we'll start looking at low load operations what happens during peak demand or if there's an equipment failure power transferring and recovery after an interruption of any kind it's a mission critical facility that has to stay operational 24 7 so we're going to push in a lot of different directions to make sure that we are ready day one to be operational and the reason that we do this is you think about evenings or weekends or partial occupancy or a time of the uh a time when only a portion of the labs are active you could have a central plant running uh with only one chiller and exhaust demand can be reduced and air handling equipment may be veering towards minimum capacity and when you start operating that space you can get eight fact short cycling temperature and humidity becoming unstable the pressure relationships between rooms uh start drifting because airflow is too low so this is illustrative of all the different things that we'll be thinking about and working through and of course the key here is not just the commissioning into readiness day one but also the handoff to facilities and the turnover process which sid will talk about a special program that we have there thank you steven and as as part of all of this information is being collected throughout commissioning and startup all that is tying back to that same copy database so that when you go back to facility management through owning the system you don't have to go through tables upon tables or files but instead you have an easy to use handheld mobile phone device you can scan a qr code and all that past information is at your fingertips to make sure that all of this is easy to use we will be providing training for your staff and not just to that effect you're also offering a full retraining six months after close out with you rex and then when it comes to relocation and move in the medical examiner in the sheriff's office will have different equipment different critical assets to move so our role is to help facilitate that process through readiness planning utilizing a go no-go criteria we will verify each receiving space is complete and ready including security and environmental conditions the ultimate goal is to preserve the chain of custody for all critical assets from there we will help facilitate that transition by by coordinating cutovers because we understand both facilities are 24 7 or at least under 24 7 operations okay so with that we're at the end of the job the facility is fully operational accredited and moved into the project is going to take a tremendous amount of pre-planning goal alignment team formation and of course continuous collaboration and again suffolk being a national firm has a long tenure of life science healthcare hospital public safety work and this project the broward forensic science center is a culmination of all that experience coming together we want to be a part of it but what we do know for sure is this project is going to be a major success so thank you again and we wish everybody the best of luck thank you for your presentation are there questions from the evaluation committee mike yes i'll start uh first of all uh of the speakers uh today who's the primary point of contact that would be myself rex roboff are you local yes uh some other questions i guess uh you you did uh again a little elaboration on the 4d uh scheduling uh how you use it uh and i understand suffolk's safety first uh philosophy by the way from reading your uh submittal but uh go back to uh 4d and scheduling uh how you uh kind of build the project through the the bim model said would you like to take that away yes do you mind pulling up our slides please yes okay i didn't get a chance to fully introduce myself said kotari construction um over to yeah just to construction yeah i can um to give you a brief idea right so all of our information you know when we start populating this right here this this is perfect so when we when we touch on 4d and scheduling so all of our information we written the model that we created fabrication level has information behind it which is its unique class number which identifies it what kind of wps code it goes into like you have um if it's concrete substructure same information we have in our schedule so we take that information tied behind the scenes but when we put the model to a 4d simulation software it gives us exactly what sequence of work is to be done and then we verify the logic of the schedule in terms of how things are being built together in the simulation and find if there's any flaws in the schedule logic by doing that are you verifying durations and uh what kind of updating are you doing during the the course of uh construction so i can talk about the the simulation piece right so in the simulation piece we're verifying the logic flow so for example if you're trying to have an equipment move in at the same time the 40 shelves at their structural members where it's supposed to touch into has has something missing meaning some some parts of connection not fully shown so that shows logic flaw in there uh because of things moving the same space at the same time now with regards as with information that information gets input into our schedule so as construction goes in there's a periodic update into our schedule where as construction progresses every activity gets actualized and then we get that information back into the schedule that feeds into the 40 simulation which shows actualized construction completed dates and then we can now project the next three week four weeks look ahead and you and you present that in an oac meeting on a regular basis then that is correct on typical basis okay uh uh i guess kind of along those lines the uh can you provide any insight or uh possible solutions on supply chain long lead item issues that are kind of lessons learned that are current i guess and and kind of even the issues with tariffs uh in the current environment how that's affecting uh what you're doing out there and any experience with kind of direct material purchase programs with with owners yeah i i could take both of those um when it comes to procurement especially for a project like this one uh in our experience we need to this is why we brought up the equipment and instrumentation list we need to have a full understanding of everything that's going to be procured from the owner's end and also from the contractor's end if we do that up front especially with with what uh the rfp was stating a you know a two-year pre-con effort we will have time to get ahead um we're not seeing equipment especially on the electrical end you know going through covet you know we're seeing switch gear going up almost two years now it's down to about a year lab equipment same thing is as long as we're dealing with about a year out for some of this critical equipment and we get ahead of it for pre-con we can then build out early work packages and get that released so that's that's the goal if we don't do that up front then we won't have then we i won't say we won't have a chance it just creates a very very much more difficult environment to get equipment in when we need it so that's the first thing it's just simply getting ahead and understanding the the breadth of what it is that we're providing as far as odp goes the project that i'm overseeing right now over at miami dade county uh project light speed uh that is also going through an odp process we've been able to capture about 40 million dollars worth of odp uh by just setting up the appropriate team and then working alongside the county with their teams to create a steam line a streamline process and i mean that if we don't organize ourselves and have a dedicated team handling odp it is it is something that gets out of hand fast so we that's where that's where we're able to really manage it just good teams what about uh i guess cost control with uh purchasing uncertainty on on prices uh whether it's tariffs or availability not necessarily availability but just yeah pricing yeah so of course look i'm not going to pretend that uh construction costs are not going up they are year over year um it definitely has been able to stabilize uh what you know in the last year or so especially coming out of covered however as far as managing market conditions that's something that we build out early on into the gmp um or i should say into the gmp excuse me into the early estimates rather so when we reconcile with each and every design uh set we're able to reduce that as we get closer and closer to the final value of the cost of work okay rex let me add on to that please mind um internally as well we do have dedicated resources nationally that work within the supply chain so we we are very familiar with what equipment's coming online what are the next name at ahu's or switch gear whatever else like we have our pulse on what that equipment is so we can help with the design team as we start in on design as they look at what what components they want to put into these buildings we have a direct line with those manufacturers we can help be part of that team in that collaborative process okay thank you evaluation committee members you have more questions i do have few if i may thank you for your presentation today um you mentioned something that i wrote it down during your presentation about buyouts and early mobilization is that an indication that your approach to this project is going to be based on multiple gmp gmp's approach so it it all comes down to preference and and what the schedule expectation is um if if we have time to build out the entire gmp through pre-con without uh hindering our ability to get going with work uh then yes we would have just one gmp however traditionally what we find is it is best to break down the gmp's so far so as long as you know the the owner you know prefers it and so when i say early work or early release it is to get some of the those long lead pieces of equipment released mechanical equipment switch gear electrical equipment uh but then also uh be able to allow the those trades that hit the job hit the site first to get going site work concrete structure that then allows us to have a buffer uh or at least an umbrella to build up the remaining gmp's while that work is underway we can do it either way but it just comes down to what the preferences from the uh from from you all uh at the end of the day and rex let me let me add on to that one as well so thank you for the question i think the contract currently does not contemplate progressive gmp's or multiple gmp's not to say that that couldn't be something that could get added into the contract i think we we supplied um kind of eight items from the contract at the time during the rp process of which i think five you replied to is non-negotiable and we're perfectly good with that the others really had to do with with contingency um some q a and then really the consequential damages but as it relates to the ones that you said are non-negotiable we're very good with that and then also relates to progressive gmp that language would need to be introduced into the contract thank you thank you for clarifying that um my second question for you uh you spoke about schedule and bim etc um you did not touch or if i or if you did my apologies in advance you have not touched on deadlines what assurances suffolk will give the county if you have to provide uh assurances if a deadline were missed on your project i would love to speak to this but i'm going to turn this over to tom garzella our general superintendent to talk about schedule approach and and just meeting deadlines expectations good afternoon um yeah meeting deadlines and schedules so as we've talked earlier is the sooner that uh scopes are developed sooner the sooner we can get uh contracts on board um we can start those short-term plans where we can break down the schedule understand what the efficiencies are understanding what uh we can do to get ahead of um potential issues so taking the project that i'm currently overseeing right now on the corn shell we looked at a couple of different things that we could do on the project with our corn shell team we actually uh completed the corn shell uh basically seven and a half weeks early so um we look at a lot of different efficiencies we looked at areas that we could start early versus starting later in the project and understanding how that communicates where we're at with procurement where we're at with manpower um so on and so forth thank you my next question will be would you please share with us uh your approach on how to coordinate with owner supplied vendors and in this scenario will be specialized medical or laboratory equipment if the county chooses to uh it systems and others yeah i i could i could take that one and that goes back to one of our first points during pre-construction we we want to get involved with understanding what that equipment and instrumentation list and understanding all you know and then collaborating with the vendors themselves so to us it's just pre-planning with them um and getting ahead of it i you know i i don't know if there's a second part to that question uh so much or if i'm answering that question but it's really just getting ahead and understanding and so we can communicate release dates that that also captures uh lead times uh working backwards thanks if i can add to it uh just one more aspect that i believe we believe suffix that's where we differentiate we have we have what is called a a live dashboard nobody in the industry is doing it our live dashboard is updating everything six minutes with all the data that we're collecting through project lifetime so it's not once a month we are reporting that there is a potential slippage or there is this equipment that should have could have been everyone including the owner architect uh we are seeing the same data the same information of the project live every six minutes thank you and my last question for you today um i noticed that your presentation was a little bit absence of uh sharing with the uh committee today uh similar facilities that you guys did in the past i know from your uh actual submittal you had some educational labs and you had a limited experience and structural retrofit of a medical examiner or what have you but would you please uh uh elaborate a little bit on past similar experiences of similar facilities forensics as well as crime lab if possible you're you're absolutely right we we have ample experience when it comes to the life sciences hospitals uh mission critical uh public works health care and so forth uh but again this is why we're bringing on ed davis who's our forensic science uh lead and so you know ed i you know you know if you could just introduce yourself and give a a couple of thoughts on you know this project and in considerations sure thank you rex uh good afternoon to everyone um i've been thrilled to be associated with suffolk construction for the last 13 years and they have been incredibly professional in the delivery of uh of services and products uh to their clients i've had an opportunity to work with them on a couple of different um public buildings and um and and i look at this and and base my input uh around 35 years of policing and experience uh my my experience in southern florida goes back to the 1980s um working in narcotics um and and i can tell you that uh i've worked with a number of different laboratories over the course of my career the massachusetts state police laboratory uh the fbi laboratory i've been to both of those and done a number of cases with them and also uh i ran for seven years the boston police uh laboratory uh which um i had to work on budgets and and uh equipment and uh changing roles and and personnel so i have a good idea of what's needed and what i stress to the team at suffolk was the um the fact that you can't stop crime it's going to continue uh no matter what we're doing so you have to make arrangements and and do significant planning to make sure that there's no bump in the system uh what so you plan for you plan for the uh the worst and you hope for the best and uh and so all of these things that you've heard about earlier today i think are indicative of their commitment to planning and coordination with the police and medical and uh other people that are going to be involved in this and the last thing i'll say is a crime lab of this magnitude is part of a larger national system involving uh systems like niban and aphis and ncis uh and codis the the dna database so understanding that wide range of responsibilities and cooperation people and cultures i think is a is is what i'd be paying close attention to uh in my role here thank you i have a question based a little bit on dory's question and i'm not sure you really answered it is suffolk built crime lab crime scene facility for a law enforcement agency tom i don't know if you'd like to take that one not directly it's it's more a kit of parts we have built all different components that go into the crime lab that we have here today but not one specifically designed just for that but it has been a kit of parts and different components and and at suffolk we really think of ourselves as being an organism not not a machine so our knowledge translates through all the different offices and we get together quite often discuss those things um so no to answer your question directly no one other question how much of the work would you self-perform we would be oh tom no please that sure no sorry um so in terms of self-perform we can we can we will bid however all of it but we can self-perform if you're familiar with the old csi system like division three which is concrete division eight doors frames hardware uh division 10 which are specialties so just a variety not the meps but certainly installation of equipment and or appliances what have you what does that look like so general carpentry um but as i stated before we would certainly competitively bid our self-perform against other people in the community so we could get the best price for the project we're kind of glitchy here so hopefully you you heard that yes sir we heard that are there other questions from the evaluation committee so just to follow up from previous questions um how many managing general contractor type projects have suffolk done with this with this proposed team recently everybody here has worked together in some capacity so for example steven and i have worked quite a bit out of boston uh steven and i also work quite a bit out of miami as well as he oversees the sustainability uh group there tom and i are working together on a project uh for miami-dade county project light speed and also sid is involved on that project um that's a lengthy way to say we're all we we actually all work together uh on multiple jobs in the past just to clarify i'm sorry the light speed project is an mgc contract no and you you have to excuse me there i missed up yeah yeah that's correct that's a lump sum design build project that we are uh we're um performing out there and most of our contracts are mgc type contracts cm at risk mgc contract that's that's our preferred method of contracting through our board okay and another point of clarification earlier the question was asked about the main point of contact uh your proposal states that uh elizabeth lamborghini would be the point of contact are you saying it should be rex could you please clarify or confirm that no we're we're working in conjunction especially with the pre-con effort that is going to be taking place however i will be the main point of contact thank you are there other questions from the evaluation committee project manager do you have questions i do i have several okay um you did bring up the topic of phased gmp's and i believe you may have answered this but i'd just like to get you for the record um if this project does not do phased gmp's and simply does a single gmp at at the at concurrent with permitting which is pretty typical for for managing general contractors see them at risk projects is that do you foresee that having any effect on the costs no is your cost dependent on multiple gmp's no no it won't be that's just a matter of preference that's all it is okay right um you've talked a great deal about your construction management experience and how you can handle us from the day you break ground through through owner turnover but could you elaborate more on the pre-construction and i'll guide you a little here uh can you walk us through your role in pre-construction for both constructability and delivering on budget yeah so i'll start with constructability what we have and i understand i'm going to start here is we understand that this is not a design book project and we're not suggesting that we're going to bring on our own design team at all however throughout those the uh the each and every design set from programming sds dds all the way through to cds we'll be able to provide a technical validation report that is run through the design team that we have on our side through suffolk design that is and so we'll be able to provide um quite a robust review of each and every uh drawing set so it's not just a matter of me and tom sitting together and um trying to do our our best guess although that is very important as well but that's really important on a logistical standpoint but um in short we are we're equipped with a um a fair amount of or a fairly large design team to be able to assist with that constructability review with each and every design set that we get now the same goes as far as managing or managing the cost or um managing costs we'll be able to take those drawings send them to our estimating team that that puts it into software that we have in-house called edify and being be able to break it down and generate a clean estimate for which we can reconcile against on a on a drawing to drawing set basis um if and when there's anything that needs to be adjusted or any ve that needs to be considered because of the way that they upload uh that estimate it makes those efforts very quick actually in real time and that's actually that would be an exercise we would show uh you all afterwards now one last thing i would like to say as far as cost control goes uh typically uh what we'll like to do is we'll carry a design contingency as well as a market conditions contingency i don't like to say escalation market conditions contingency so with each and every um drawing set that comes up we have a better and better of idea of where the estimate is going and we'll be able to relieve ourselves of those two buckets ever so slightly so we're able to maintain cost by the time we get to gmp that's the best strategy in our opinion uh to to make sure that there's no surprises with each interim update so if i understood you correctly your your solution in pre-construction to cost main to maintaining of the the budget is to build in a design contingency to accommodate the increase not not so much it is definitely a responsible practice um especially when when building out a uh especially when it takes time to build a gmp it could take a year to build the gmp hopefully not that long but the point being is it is one thing to look ahead and assume where the market's going to go which we will do that will be in the estimate but it's another thing to guarantee that and while we go through those estimates yes it is a guaranteed maximum price at the end of the day however while we uh produce our estimates it is very responsible to also have some um a contingency set aside for those market conditions that may be above and beyond now think of it from another way if we project correctly where the market's going to go that is extra savings that the owner can use uh for other elements of the project or or or just to have uh however we would rather deliver good news than bad news at the end of the day with where this where the estimate lands let me let me jump in a little bit rex too and maybe i can add some some more to that i think i think when it comes to cost control from the general contractor side how do we help control cost it could be a different component so one we talked about the materials so being that we have our own relationships with some of the materials that the manufacturers that are out there we're able to understand where those costs are going and who who has the right materials at the right time at the right price and we have those relationships out there that we can help in the pre-construction process work with the design team on picking the right manufacturer that has the materials has the equipment and has the right price so it's one component another and something to ask about self-perform being that we can self-perform those divisions helps us also regulate the market in terms of cost so we're not just receiving numbers from the subcontractor market we're self-performing those aspects as well and so we can help drive to the right number knowing what that is because we're doing it ourselves in-house and then lastly as it relates to subcontractors and i think our relationship with the community there are cbes and others within the community and the fact that we've been here for 42 years we have very much a large pool of subcontractors that we know a can get the job done b they can get it done for the right price and we meet with the subcontractors constantly to talk about where you add in terms of your your current workload your backlog log you know how's this project fit into your portfolio and so by doing that within the subcontractor community we can also get the people that are hungry for the right job so those are some of the other aspects during the pre-construction process that we can also help to control the cost hey i just can i pile on one comment on the design component because i feel like that is something that merits a little bit of a deeper dive and giving you all exposure into the resources that we bring to a project like this rex gave the overview of it and it called it a constructability review we actually call it a technical validation review because we approach it a little bit differently with technical experts so we have a hundred architects and engineers in-house as a resource within suffolk and we know that we do that because there are gaps in the contract documents account for basically half of all causes for delays and unanticipated costs so that is bringing in all of the different disciplines that you would get in a typical design production set and applying them to the design review process which we have as a standard as a company so we're looking at things like constructability and code compliance the coordination across disciplines identifying scope gaps value management the sustainability piece where i sit energy code compliance completeness of drawings so that you do get to cause certainty of gmp's and you have a reduction of potential schedule delays and i think when you look at this project and we'd be thinking about designing for readiness and hardening of the infrastructure for things like a category 5 hurricane impact on this mission critical facility having all of those engineers and architects available to this is a real benefit that i feel like differentiates us and if i if i understand correctly then you're saying that that is part of the pre-construction services that you you're proposing the technical validation review is the standard for a project like this yes thank you for clarifying uh next question um is there any effect on the time or cost that you would estimate if the owner or design team did not engage with your project management system by which i mean pro core or similar so online software managed by the general contractor the answer to that would be no okay thank you now next question um can you outline for us any experience you have with integrating an owner or design team representative for the project onto the on-site team in other words if the county or the design team leo a daily brought someone who was going to live on site in the trailer with you is that a process you have prior experience with and how has it gone very much and it that's ideal uh that's that's where by having an on-site representation or representative um or even a team uh very ideal for us because it allows us to have real-time collaboration there's nothing better than than working together in the field um what we would do though is we always um accommodate that by providing a private space be it a separate trailer that's adjacent to ours uh because at the end of the day there still needs to be private conversations from from the owner's perspective uh as well so yes very ideal for us and we do it all the time okay thank you and then my last question uh do you wholly own or major or own a majority stake in any of the sub companies on your on your mgc team today by which i mean any prefab companies the bim company the bim consultant etc tom would you like to take that yeah the the folks on the call today are suffolk employees but for ed who is a consultant and we have other consultants as well so everything everybody else the bims the sustainability whatever else are all suffolk employees thank you if i can add one one thing and you know you talked about owners and architects being in the room i built bark nine years ago brown addiction recovery center so mgc lived through that contract you did through pre-construction construction and i can tell nine years because that project was so significant um steve greco who since retired was so much very present on the project side and that was the reason the project was incredibly successful and um so we are very excited the third presenter suffolk construction company inc has now completed their presentation and answered all questions um would the ec at this point like to take a lunch break okay so would you like a 20 minute lunch break 30 minute lunch break shorter longer tell me tell me because we still have three more yes okay um a recess is called for 30 minutes it's 1 24 p.m well actually 1 25 p.m um and we're now in recess thank you thank you thank you very much please stay tuned for emails when you would join the open portion of the meeting i would like to reconvene the meeting the time is 1 56 p.m and we are back from our recess would purchasing staff please invite the fourth presenter the whining turner contracting company to join the closed portion of the meeting for their presentation 30 minute break the whining turner contracting company thank you for joining as your team members join please review the meeting attendees in the team's participants panel and review to ensure your team members and county staff are in attendance there's a list of county staff appearing on the screen so it should only be your team and broward county staff who will be presenting today good afternoon uh gabe williams i will be presenting today okay we will make you a presenter thank you do you see him i see him okay um were you able to review the list of broward county staff that was on the screen and compare it to the list of participants i was just checking that now um sonja do you mind um just confirming that it looks like we're pretty good from our perspective just uh looking for brent so you have taylor sonja chris ryan those three do you have anyone else there should be five of us on now and we're looking for one more okay brent osmus should be on here yeah i'll get him on well so you're able to see my screen am i sharing it properly so for the record if you could affirm that there's no other individuals in the meeting other than your team and broward county staff confirmed thank you just our team and broward county staff okay and the the person that you need to join has have they joined i don't see them not yet okay so but we could so you have you have actually um once we start we cannot add anyone else so are we allowed to use our five minute setup period oh here he is yes so um you can go ahead and you have five minutes for setup just let us know when you're ready you want to do your own mic check and forward your slides and make sure they work idea we added brent to the meeting is that the person you were waiting for it is thank you very much appreciate you doing that uh we're our full team is here now and uh the only other participants are our county staff thank you okay let us know when you're ready and we'll reset the timer for the 20 minute presentation okay you may begin thank you good afternoon everyone my name is gabe williams i'm a vice president here with whiting turner i'm excited to be in front of you virtually today to discuss the forensic science center as planned for here in broward county project we're very excited about and very grateful for the opportunity to discuss it further today so a little bit about whiting turner we are a 117 year old company we've been debt free since 1930s so we're financially independent not influenced by any shareholders or private equity we've got the highest dun and brad street rating that's available at a 5a1 we have over 6 000 employees across the country and 120 of those reside here in south florida safety is part of our culture and our care for our workforce is something we work on every day our emr rating is 0.51 which is just over half that of the natural national average relative to this project specifically we've got extensive science and technology experience it's the only type of work i've done in the last 23 years being here in south florida whiting turner as a firm is routinely ranked as a in the top two by most publishing entities r&d contractor building design and construction and enr in the last five years we've delivered over 11 billion dollars of science and technology focused projects and that equates to just over 25 million square feet of space we've got a full team of professionals identified to be part of this project and deliver the expertise that they have in working on these types of projects along the way we'll get a little more granular into those folks on the next slide so as i said my name is gabe williams i'll be the project executive for whiting turner here on the project sonja brust i will be the lead project manager starting early on in pre-construction and continuing through the delivery of the project she's going to be supported by taylor bodine our cost specialist chris desi our schedule manager brian fintel and his team that'll help us with vdc we've also got brent ausmus with us here today who's our senior superintendent and will run all the operations in the field once that does start so we took the different components of this project the forensic science center and aligned that with our project team that we've listed across the top so we can try to find or represent rather the uh the areas of focus where our team members have experience and how that is complementary to this project and delivering on the various elements that have been identified to be part of the forensic science center so that goes through research labs mortuary spaces um bim uh sustainability features such as lead and well parking structures urban environments and also wanted to point out the folks that are local uh to here south florida and broward county with that i'll jump in for a specialized experience uh here we're just highlighting an image from a san joaquin project a morgan medical examiner next slide sustainability so this is a bit of a passion for me as well i had the fortune of working on this case study this project here in the top right called google bayview campus it was lead platinum and achieved the living building challenge water pedal a fully net positive water project and as you can see in this image there's these uh roof tiles they're called the dragon scale um photovoltaic system so that generated 3.4 megawatts of solar energy on that project and um this project was fortunate to receive the enr's 2021 best office of the year award globally i worked on that project for five years very much invested in the sustainability aspect as far as what we are doing here today for the forensic science center uh the key is the planning phase so there's scorecards for both well and for lead and making sure we're addressing those and working closely with the design team early that'll be the key the other aspect is going between the v4 and the v5 changes with lead so that is um happening right now and i will be curious to see where this project lands on that and then as far as execution goes um tracking data along the way is really the critical piece and performance at the end that uh so at whiting turner we like to strategically target what technology is used on our projects uh to avoid waste and optimize the efficiency um with my experience coordinating research labs uh our vdc team will work with the designers uh to locate issues and optimize the design early in the process so we're all set up for construction um and in addition to our typical coordination and collaboration process you'll see on the the top left slide um is an example of the virtual walkthroughs that we do uh on projects similar to this um so the purpose of this is to ensure that the end users are able to give final feedback prior to the approval of the submittals um we look at every piece of equipment uh down to every valve every plug um to really make sure that uh everyone understands the space that they're getting um then to maximize the value of our vdc efforts uh we have a lot of tools that we'll use uh to bring that vdc effort to bring the model and all that information out to the field and then one of the things that you mentioned in the rfq is the desire to use kobe um so i've used kobe and other idt tools on uh on several other projects recently um and helped develop and implement the process um for several of our clients including the broward county aviation universal creative and most recently with moffitt cancer center um so you see on the screen is the workflow that we put together with moffitt cancer with moffitt and the design team um and it shows uh you know the critical parts where we need to get the information figured out early uh figure out what information we're capturing and why we're capturing that information um and hammer out that entire workflow um before the uh the design is completed um and so we can follow through that through to construction um i'd be happy to discuss the idd process um any any of our other vdc capabilities during q a if you'd like thanks ryan so to dig a little further uh into some of our relevant project history um that speaks to whiting turner's collective knowledge and our experience across the country and we put together a similar matrix that we did to our with our people um highlighting the different elements of this project and then uh the projects that we referenced in our response to the rfq as well as well as a few others that touch on the aspects of aspects of this project that are important uh notably i'd like to point out the top uh project there the university of miami's kenneth c griffin cancer research building that we just completed last year it was a brand new 240 000 square foot building full of lab spaces vivariums conference space and a bunch of unique attributes that would be similar to this project we listed the google bayview project here because of the sustainability features that it achieved as well as the sheer magnitude of that project and sonja as well as troy moon and another one of our superintendents were both on that project together the towson university science complex brend osmus our senior superintendent was a key contributor to as he was part of that delivery uh in towson maryland and then the other projects we listed here all had had or have something relative to uh the forensics component of this project um inclusive of the forensic science building for delaware at the pistol campus that's ongoing now and the recently completed sonoma public health lab and corners morgue the dc consolidated forensics lab was another marquee project that we completed a number of years ago so bringing all those uh projects together and pointing out the key elements of each and why we chose to select those as reference projects is the intent of this slide showing that we've got lab experience from the university of miami project that just completed last year the dc forensics lab that includes all the spaces that you'll be replicating here united therapeutics a number of specialized spaces there where they actually can take human lungs and and hydrate those so that their uh transplant window is much longer and then again the uh sustainability features of the google campus in bayview uh were notable here next up i'll be jumping into our project approach here we have a highlight of the university of miami converge project this is another one under gabe's umbrella so overall you know from pre-construction pre-design to close out we use a number of tools to do a number of different aspects of our job um the entire approach we we call this tech stacking where we choose the right tool for the job um starting at the top virtual meetings that's obviously a lot of what we do in our industry these days with folks being um potentially all around the country um a lot of resources can be gathered quickly and uh uh collaboration can be maximized using teams bluebeam is a pdf tool that we use for constructability reviews as well as a number of other uh comment and uh sharing uh elements to pdf reviews from a bidding and procurement standpoint we use trade tap and building connected trade tap is our pre-qualification platform and building connected is part of the they're both part of the autodesk umbrella but building connected specifically assists with the bidding process allows us to get quick feedback from some contractors share information in a timely manner as we're going through each iteration of the design as well as the final buyout from a bim coordination and progress photo tracking aspect autodesk suite tends to be a go-to there are some other ones out there but that's the one we're highlighting here for now um as we go through further with the broward county to assess what is the right solution we might tweak some of these along the way and drone deploy is a great progress tracking solution they have both the drone and the walking ability for capturing progress information from a cost perspective our three tools that we have been using our cmic for project accounting edify for estimating that's a newer tool that's out there and creates a really nice platform for historic benchmark data as well as a number of other aspects if there's questions on any of these by the way we will have an opportunity to speak more about them during our q a the last one here is the client app that one is a custom solution it's a power bi dashboard that can be adapted to the information that our county wishes to see jump into the next one scheduling so p6 which is also opc now and touch plan are two scheduling tools that we use p6 for cpm scheduling and touch plan is a great uh pull planning tool out in the field hence why it starts later on and the sequence here safety very important to us target zero is our proprietary um safety app that we use internally uh gather a lot of great data it's uh our subcontractors are very receptive to it and cmic for daily journals lastly is autodesk build this is a great tool for both quality control reports and punch list overall we are doing all of the aspects of the um job in a number of different ways and we are starting as early as possible and carrying it all the way through the project that's fun with the background just highlighting uh some of the work at the recently completed morgan medical examiners facility in san joaquin county uh out in california um so here we just like to talk a little bit about uh our presence in broward county what broward county means to us so fort autordale was whiting turner's second branch office uh was started here in 1974 so we've been in this market for over 50 years uh just within broward county we've completed over 140 projects and many times that throughout the tri-county area we have active projects in hollywood pampano beach in fort otterdale as i mentioned earlier we've got over 120 uh operations and craft folks that call the south florida home it's home to to me and to sonia and it's important that we see the services that broward county provides uh receive this new facility and it'd be a success so as we get into the question and answer period um yeah i would like to point out you know i believe uh the architect for the project is originally was leeway daily and assume that's still the case uh it's important to note that we've completed or are completing working on and completed projects in total over three billion dollars of work with leeway daily so you know we can be trusted to be a good partner to the overall team and make collaboration a seamless effort and make sure that we're a good partner on that team so with that i think we're ready for questions and answers thank you for your presentation evaluation committee members do you have questions so this slide you see is it's kind of uh it's what we call honeycomb uh just to kind of maybe trigger some some thoughts or questions happy to to jump to any of those uh if there are specific questions to that or if it's something relative to other experiences we do have questions for you okay okay great i'll go first um for starters i see chris is on the line right now and is represented in your presentation but i don't believe uh his credentials or anything were included in the submittal is that correct i believe that is correct okay chris can you in one minute or so give us a quick highlight of your experience since we don't have a resume to go off of uh sure uh so my name is chris desi i'm senior scheduling manager i have uh 21 years of construction experience i am strictly focused on the scheduling world and everything that happens in and around scheduling so intimately familiar with the software packages as sonia discussed i also have some experience with uh collaborative planning which you guys specifically note in your rfq proposal and uh have experience across all industries uh from wastewater to medical to army corps of engineers and i've done just about everything when it comes down to schedule happy to address any other questions good thank you um also in the submittal uh i don't recall seeing any specific projects uh on parking structures themselves i know that individuals had listed experiences and there were some listed projects on resumes but can you provide some clarity on what projects has whiting turner completed as it relates to parking structures sure um yeah we we just limited the uh space to uh the projects we listed there uh we've completed a number of parking garages here in south florida to include um two different garages at sawgrass mills mall that were precast garages uh we built uh another part one parking garage at boca town center um we are currently selected uh contractor for a new parking garage for the city of pompano beach uh that's pending approval um we've done a number of other parking garages here uh locally including city place uh in west palm there were three separate garages there um and then nationally we've got literally hundreds and hundreds of them and is that experience in precast or cast in place or a combination locally combination both combination of both yeah uh precast and cast in place you know precast certainly has a um a timeline delivery timeline element that's advantageous you know we like to work through exercises of choosing by advantage for these types of things so that we're looking at maybe the time element of constructing a conventional cast and place garage and what that costs versus a precast garage which maybe is a bit of a premium in cost and then you got to think about the maintenance that's got to be done over time with the wheel washes and the joints that have to be recalled and things like that for for weather um tightness happy to work through a session on that uh with the design team if we can another another question i had related to project examples um you listed uh some experience with autopsy projects specifically with the district of columbia again i didn't see a reference to that in the submittal can you please give us in a minute or so uh an overview of what the scope of that project actually was so the the dc uh forensics lab uh was a full autopsy suite we also made some reference to the converge miami project where we had additional autopsy suites as well so that included intake um autopsy storage and then what ultimately fed into a tissue bank um for the one in miami the dc consolidated forensics lab was uh a combination of police department and uh forensics lab and medical examiner's office all together i wasn't personally part of that one that's why i referenced the one in miami that that i was directly responsible for last question i have um you listed a series of programs uh suite of programs that you utilize uh during pre-construction and construction how do you transfer that data to the client when it's done uh since it typically is housed on the repository and then at the end of the project how do you actually transfer the data over and ensure that it's compatible with the owner's systems uh not just a data export and dump yeah good question ryan uh can you speak to that or i can uh you know there's different elements of each one yeah there's there's different kind of pieces and parts um and it depends on what program we end up using um so for you know a lot of the programs like you know 360 imagery which which will have all of our um our progress uh information um it depends on on which tool we use i've used six or seven of them now um where some have a program that that is is an executable that you can just hand off in addition to the raw information um uh some of our clients uh you know have their own service so we'll we'll set it up in their name so that they can uh own that information um and then uh if it's you know using uh you know the autodesk forma suite um the the only good way to pull the information out of there is to do uh mass uh downloads um they have an export built into the software um where it it helps organize information um but then with that information it's you know it's rfis in a folder and whatnot um so we've done you know on some projects we'll link that information and give it in a in a spreadsheet so that it's more palatable um it really depends on the project needs um but there are there are a number of ways that we can turn over the information and then there's going to be some elements of software that that the county's unlikely to maintain right that they won't have all the time and they were phone call away we can make that available if it's something that it wasn't thought of when we transferred data originally yeah um and a lot of the we'll plan for it at the beginning of the project um especially when it comes to like the idt stuff understand what what program uh you all are are planning on using for maintaining a facility and if you haven't picked one out yet um we can help facilitate that but also um make sure that the information comes to you in a way that um where everything can tie to a database uh at a later time thank you all my questions thank you you have a direct experience with a build for a crime lab crime scene facility for law enforcement corporately we do i personally do not so when you say quarterly give us an example well i would say the consolidated forensics lab in dc as well as the one we just finished in um in southern california um both have those elements and you know it's important to know that those so science and technology is a piece of the work that we do right and our groups that perform that work across the country uh routinely get together to discuss elements of the work they're doing and help to share best practices when when dealing with a unique feature uh as as such as the one you just described that would have so we bring those people to our projects or we collaborate with them uh remotely um when needed to benefit from their experience just to be clear they weren't built specifically for law enforcement correct the ones i referenced were not specific to law enforcement i'm sorry yeah are there other questions i can go next um can you speak a little bit about the accreditation process you might have gone through on your past projects similar to what we're requesting accreditation uh externally right so um um we've done a lot of pharmaceutical manufacturing that gets um reviewed and uh validated uh via the cgmp process and involves the fda review and approval of their sites um the other lab spaces we've built go through enhanced commissioning such that the project performs uh in the manner that it was designed and then uh any accreditation uh beyond that um is kind of accomplished uh by the users um when we the barbarian we just finished for university miami was um gone through by their accrediting agency and and approved for use so our role is typically that of support for those efforts um preparing for in advance by ensuring that properly the building is functioning properly and the space functions properly temperature community controls are accurate space pressurizations are such that um they facilitate the work going on within the rooms when would you typically start that process well we want to plan for it early on um so depending on the manner in which the building will be commissioned um once design is nearing construction documents we ought to be working on commissioning plans and identifying the key elements that are necessary for the accreditation to be successful so that we know something's not missed early on you know we'll work with the design team to ensure those things are reviewed and and then um make sure we're doing our job to make sure they're constructed in the manner in which they were designed um just shifting gears to pre-construction who would be our pre-construction phase lead and could they walk me through what that looks like sure uh sonia will be the lead uh right from the beginning uh and working alongside taylor to do that so i'll turn it over to uh sonia and taylor yeah um taylor you want to jump in maybe we could jump to the uh cost management sure uh yeah so i would be the uh i'm the senior cost manager um i would be you know helping the team with the pre-construction effort from uh you know conceptual estimating through buyout um along with uh sonia and the team helping with the process um i know obviously our first initial estimate when we kind of get some feasibility drawings we'll we'll start to you know put together kind of a high level estimate um and and review that with the team to understand you know the needs of the project or if there's something outstanding that we need to include if there's um you know other items and other elements that we need to be involved in the estimate um we'll get that set up um with the initial feasibility estimate and kind of set that as our our baseline uh estimate as well as working along with the first 100 days which i assign you or or brad if you guys want to talk through what that remaining process is yeah i can i can chime in on the the first 100 days so the first 100 days we're going to be intimately focused with getting to know the project understanding the scope uh and one of the aspects that really kind of resonated with us was uh your emphasis on storyboarding uh we're very familiar with this process because it aligns very closely with how we manage projects through the poll planning and last planner process which are core components of our project delivery approach at the beginning of the project we use collaborative planning sessions to bring together owners designers trade partners and project team to visually map out the path to success we all identify major milestones work back backwards from those milestones to find the activities required and what it takes to achieve them and assign ownership to each task to develop commitment we found that engaging at a very early on point of the project gives everybody a shared understanding of the project goals and helps establishing accountability from day one everyone leaves knowing not only what needs to happen but who's responsible for making it happen as we move into construction the philosophy continues and we use a process that we call poll planning again this is our team management process during construction where we remove constraints ensure commitments and uh build in collaboration and accountability throughout the process yeah i think the the key takeaway is we get all of our key people involved early so from a cost perspective schedule vdc field perspective we just get our folks engaged from day one and we just carry that through so i'll be overseeing that whole process with the help of the right people for the right task thank you sorry i think i got a little out of line with my slide there uh the link was uh kind of backwards for me but part of that pre-construction effort will certainly include a target value design session right so we don't know today what what state the design's in right the project's been out there for a while and had some fits and starts so with the current iteration you know maybe it's just getting started and hopefully that's the case so that we could have the most value uh in uh delivering the project using a target value design method so we'd want to start very early validating the program once we know the breakdown of it whether it's one building multiple buildings parking garage type etc and then at each stage along the way be able to help guide the design to work with the budget that's established for the project because without it we don't want to get into a cycle where it design is advancing so far that as after we get time to price it and review it now it's now we're going backwards and we've got to spend a valuable time doing rework so that's an efficiency that we really want to eliminate by identifying a budget working to a budget the whole time and guiding that by collaborating with the design team to make sure they understand here's how much it's allocated to the garage here's how much it's allocated to the building or buildings and changing the space allocations in this manner or that manner have material impact on the project are there any other questions from the evaluation committee thank you for your presentation today i have a few questions for you general in nature uh could you share with us please uh from past experience how do you plan to manage the post construction commissioning testing and specifically the facility turnover of this complex forensic science center housing uh multiple stakeholders that's housing yeah it's a super important part right that we make sure that the building's operating the way it's supposed to be and that the folks that are going to run it know how to run it so uh we've listed in our presentation here two dedicated MEP managers that we would incorporate in our team that will know every nut and bold about how systems work in this building and will be part of the training and be a resource for years to come as that process is completed through commissioning and training and then into ongoing operation we'll have all the documentation from the products used in the building sequence of operations that are documented and all included in a turnover package that will be available available um for the users in perpetuity but also we'll always be right down the street a phone call away thank you uh also from past experience could you share with us today two or three of the most significant challenges in constructing a similar facility facility to a medical examiner crime lab uh combined together sure i think uh the first one i'm going to reference is going to be the availability of skilled trades to perform the work right we are still in a very um tight labor market here in south florida and having skilled trades people that know how to perform this type of work is important having a contractor that knows how to build this work is important too we don't build condominiums we don't build other spaces that um we think are similar to this you know my whole career has been about building labs and research spaces uh pharmaceutical manufacturing that is critical that it gets built right the first time so our quality effort going into that is is meant to really support the workforce that we have available and making sure that we are delivering the project the right way procurement's not behind us yet that's going to be a challenge with uh some key components uh certainly generators and and uh large switch gear are still a challenge to procure um lab casework um more tables right i've bought more tables for more tech before they take forever to get them so you know knowing that up front uh our mitigation strategy means we buy them early right we know the thing there's certain things we know we're going to need and we work with the design team to get them identified and sized early on so that we can have an early procurement package that allows us to go out and purchase that equipment and make sure that it's not driving the schedule permitting uh would be the the last one i'll reference right um you're going through permitting in different municipalities in the region it's it's kind of a smorgasbord of results as some some markets take much longer than others there's a number of different approaches people take to those including private providers and uh permit expediters or facilitators so i mean our opinion is the the permit expediters are have value and can can help the project along the way but we're never going to take our hands off of it we're never going to rely on somebody else to go get us a building permit right we need to be intimately involved in that every step of the way meeting with the building officials whether it be county or city to ensure that we understand their comments and those are being conveyed properly to the design team so they can get incorporated where necessary and move us through the process so workforce procurement and permitting would be the three i would point out as the most complex thank you another question for you uh regarding schedule what assurances your company will give the county uh if deadlines are missed what will you provide to the county and how you address their recovery schedule sure that oh yeah please correct chris okay uh so we're going to build accountability into every step so we're going to do that in a couple different ways so as your design is going to as design progresses we're going to continue to build out the schedule so that we're capturing the latest and greatest design information in real-time information uh at the conclusion when we issue a gmp we're going to get that gmp locked into our contracts so therefore we hold contracts with for long lead electrical gear for emergency generators so we know when those items are coming so that helps lock it in we'll also be using the storyboarding and pole planning technique which helps build accountability by itself into each individual step now when we get into the construction phase we're also going to use the last planner system which is our pole planning system that's how we're going to lock our subcontractors into place they're going to have a a schedule locked into their contract and we're also going to bring them into the planning process so that they're on board with the planning and they're an active participant in the success of this project as the job continues we're going to reinforce the schedule communicating very complex information with visual planning and also productivity tracking so we're going to take the very nuts and bolts of the project and turn it into a productivity matrix so we know very early on if commitments are not being met and then we can use those commitments to hold our contractors accountable and that could be in the means of working additional weekends bringing additional resources uh or or possibly equipment depending on what exactly the the uh the item is uh we'll be doing monthly schedule updates uh at a minimum uh depending on the stage of the project and the needs of the project it could be more uh but at a minimum uh during that we use a full cpm schedule through p6 uh we use our own internal uh proprietary schedule health and schedule quality tools to hold ourselves accountable to make sure we're following good scheduling practices throughout the process and uh at the conclusion we'll give you a end of the month report that kind of brings in everything to the project so you get a full 360 view of everything that's happening at the same time and where the accountability is in the project where the hiccups are in the project where the risks are and where we need to come together as a team to help mitigate and keep to keep the facility on track yeah and just as far as recovery you know it depends on the type of of slippage that has occurred right if it's a contractor non-performing um that's one thing right where we can we can demand that they work additional hours and have additional people we can also supplement their crews to to improve their productivity right when it's a procurement issue we gotta you know know what what's driving that procurement issue and why did it happen and what what can be done about it you know with having offices all across the country we've often reached out to our counterparts in another region and had them go down down the street and do a site visit when something's supposed to be in procurement and we're expecting it to be delivered in south florida in a few days and they can put eyes on it make sure that it's it's where it's at where it's supposed to be and making it making its way to us so um you know our routine checks on our schedule help identify as float is being eroded and it's telling us critical path is coming and we got to do something about it so that's how we actively manage our schedules and recover from it any slippage thank you um the next couple of questions i have i have not heard you during the presentation touch on those two subjects and if you did and i missed it my apologies in advance the first one is regarding security uh in a mixed complex uh building like this one uh how do you implement site security access control and safety protocols during construction for various sensitive spaces as part of this project and you could base it on past experience of course sure uh brent um you feel like weighing in on this one yeah sure i can weigh in on this one so i i think one of the biggest things is whether with a partially occupied space like this um where we have the the clients people in there we're kind of we have our own areas we have uh we call it outside the bubble areas um that you know like for utilities and stuff like that that's not necessarily in our work zone we like to do a badging system a little bit more than just a standard like hardhat sticker we actually like to do a um a face id it would be a photo with a qr code attached to that which it actually has all the employees um credentials on there qualifications um you know vehicle that they drive that way we can kind of back check and just make sure it's also a good way to account for all employees as well um we actually have we could set up um you know perimeter um points you know around the facility to actually make sure that they're badging in badging out and there's software that that coincides with that as well so we can also be tracking um you know how many employees we have on site what locations they're working in um you know we can really take that to um you know uh you know extreme limits if we need to thank you was that my last question for today will be about how your company could you usually coordinate with owner supplied vendors in this scenario for specialized medical laboratory equipment uh county it system and others yeah sure that's uh that's a normal ask uh of us uh during construction of uh any type of research facility where you know we get the lab ready the room is ready we needed so with that equipment that's coming in we need to understand uh what it but it's necessary to make it operate what environment it needs to be in so that we're not accepting delivery of a specialized piece of equipment that goes in the lab before the lab's ready to to have it right we don't want to expose it to humidity and dust and anything like that um don't want to put anything in the building too soon so that it's um at risk of damage so um owners i.t systems we routinely coordinate with those folks early on once they start their structured cabling if they're doing it themselves or if we're doing it for them both both ways work for us you know typically let's get the mdf stood up as soon as possible so that um the it network can start to be populated and in some cases migrated over from from other facilities so we know those rooms need to be clean they need to be lockable they need to be conditioned um and racks installed so that that team can get started and that they have all the power requirements that they need to facilitate the installation of their it server racks access control is a big one right especially when you've got mixed occupancy here of different departments flushing that out early is going to be important so that we know hardware requirements on doors and which areas are controlled by which department if it's all co-mingled under a single system that it's managed on the user side that's great but knowing where boundaries and limits are is super important to make sure that the access control is thought of early there's nothing worse than figuring out you got to add magnetic locks or door position sensors to a space that's already been completed thank you are there any other questions yes mike yeah i've got a quick question just uh going back a few questions ago in terms of uh scheduling and provide an example of kind of a 4d bim model of of how you're building out the uh the project and and how you use bim during your construction process and your pre-construction design process so during the pre-construction process um what we want to do first is make sure that that we are all living in the same place with the design team um that we're working together uh we'll go through a uh a constructability review uh with the designers uh usually uh as they're midway through the their dd phase um and then uh even uh especially on lab projects we usually end up um being heavily involved uh with the design coordination to actually taking over uh design coordination um and it's not it's never been planned for us to take it over um it just happens a lot because we have a lot of experience and we have uh can really get our trades involved um uh and and work through some of those problems um and then uh as we get going uh further into the project um we'd like to do on a project like this uh like some selective 40 stuff um so um we're looking at pre-fabrication uh you know major pieces of equipment uh things that we want to get designed early and out to fab early and things that we want to um that you know might be bigger pieces uh that we need to get into the building um or if we have extremely complicated uh floor like overhead work where um uh you know there's it's very dense up there we want to make sure that that the schedule is optimized um so those are really the kind of key areas where we'll use uh 4d um the program that we use is called synchro um it's been around for a really long time um it's not visually very fancy but it it interacts very well with p6 and allows us to really uh help optimize the schedule and depending on the sorry sorry i was just gonna say another uh service we can offer uh to help facilitate parts of these things as they're as they're ongoing and moving parts and pieces is you know we we do have design managers uh that are whiting turner employees just like the rest of us that we can incorporate on projects to uh and these are generally architects um by nature that help us coordinate with the design team and um help push that information over to ryan and his team and uh sonja and brent so that we can coordinate them in a meaningful manner so well talk about some of that coordination i guess especially on the hvac mep side for this project and uh i mean beyond clash detection what do you what do you uh what do you expect i guess yeah maintenance right a person's got to get to that vab box above the ceiling and be able to service it down the road and inevitably the space that's allocated for all the mvp services going down the corridor is going to be very very limited right and so you know we built that into our modeling when we're doing 3d modeling where service access is necessary we really are strong proponents of the common trade racks where we can integrate which system is going where vertically right where we've got fire sprinkler we've got electric we've got cable tray all that stuff that's competing for the same space and um looking at that holistically from beginning is how we coordinate it and we just went through significant efforts for that at the university of miami's griffin cancer research building and i think it was very successful in doing so um you get to the end of the job and you're doing testing with the fire department and um this isn't necessarily a high-rise building um but doing smoke control and being able to access fire dampers and vavs that that have meaningful actuation during that process is important cable tray is always thrown in last minute it's always um added to where systems get enhanced that weren't originally intended to be as robust as they are so planning for that stuff early on and trying to find ways to um economize it by doing things like common trade racks also lends itself to off-site fabrication which uh certainly could benefit a project like this okay yeah we uh bring bringing on mvp uh trades early to be able to get their input um is critical um and then um uh we have on several projects uh either in mechanical spaces or overhead um done virtual walkthroughs with the maintenance operation staff um i know we've worked on several airport projects um down in south florida over my career and that's something that we typically do with them because they have they're very uh complicated uh maintenance for their facilities um so there's no reason why we can't do that it's actually really easy to do um and set up for that team okay thank you are there any other questions from the evaluation committee project manager okay good afternoon everyone um i have just a few questions for you today um okay first question if the county or the design team do not engage with your project management online system pro core or whatever similar pm ises you use do you foresee that having any effect on the budget or cost of the project no i don't um you know we we have our standard offering of software platforms that that we deploy on the projects that no or low cost and um those are just our standards if the project needs something else they want to use a pro core platform because the owner is managing multiple projects under it we can participate in that as well so um we're amenable to most anything um i think our one absolute is probably that our our financial data is stored in cmic other than that we can do project management in a number of different ways i mean p6 is sort of gold standard for scheduling um but now we pretty flexible and uh yeah stick by my answer if no we wouldn't have a cost or schedule impact great so i'm hearing you don't foresee a cost or schedule impact wonderful thank you uh next question uh do you own any of the subsidiary companies involved in your your proposal today in other words like the bim consultant or the leader weld consultant so they all in-house or are they separate companies and if separate companies are they wholly owned or subsidiaries of you all employee all direct full-time salaried employees no subsidiaries perfect thank you so much and then my last question today um can you talk to us about any prior experiences and success you've had when the owner or design team have permanent on-site representation during the construction phases i'm talking about someone who lives in the trailer with you as opposed to just coming to oac meetings sure yeah i mean we often encourage it especially on a complex project especially in the you know when we're nearing the goal line where you know we kind of have to be a little more flexible or more responsive than a traditional hey you got 48 hours to answer my rfi um so i can jump in too gabe um so for the yeah let me just let me just finish a thought real quick sonia so recently a specific example we did this at the university of miami's cancer research building where i had hok and aei in our trailer every day so that we could work through any issues that come up immediately because we had a first patient day staring staring staring at us in the future that we had to hit and so um we love it when the owner and the architect and engineer are sitting with us so that means we can collaborate we can figure out problems so go ahead sonia yeah um agreed and the bayview job was co-located with owner and design team all in a 40-wide trailer where we sat one desk next to another i could go grab the architect go out walk the job um sort out issues in real time it really helps for the schedule okay thank you very much i have no further questions the fourth presenter the whiting turner contracting company has now completed their presentation and answered all questions i want to thank you for your presentation today and your time please stay tuned for um email updates when to join the open portion of the meeting as the team is leaving the meeting would purchasing staff invite the fifth presenter moss and associates llc to join the closed portion of the meeting for their presentation again thank you very much for today thank you all for your time today much appreciated uh rest assured if we're selected this will be a marquee project for us it's not just another project this is a super exciting project and we would would love to build it for you thank you very much thank you thank you if you can bear with us for just a couple of minutes moss and associates and just keep your um microphones muted until i come back moss and associates thank you for join joining as your team members join please review the meeting attendees there's a list of broward county staff and there's also in the teams participants list a list of broward county staff and your staff and if you could review that and let me know if there's um someone in here that's not part of your staff and if you could let me know who's going to be presenting today we'll make you a presenter hey melissa i will be presenting maria if you could please give me access i appreciate that all right we will give you access and i believe from our side of the team everybody is here so i have andy brett daniel eduardo no eduardo is not part of our team eduardo was not part of your team no okay we will remove eduardo i have garrett green jason martin yes juan is there anyone else that i did not call that's part of your team brett and andy mcgright i see them here if you're looking on the participants list okay we're just seeing a home screen okay okay so if you could affirm that there's no other individuals in the meeting other than your team and county staff yes can you confirm that everybody can see the screen okay you'll have five minutes to set up and that we're starting the time now okay thank you all right i think i believe we're good with the setup okay um and thank you for providing your presentation this morning yep you're welcome okay we're resetting the timer you may begin at any time all right good afternoon uh we appreciate the opportunity we're really excited to be here today uh we've got an all-star team we're going to be presenting for you we'll go through our individual self-introductions here in a moment uh but first up i want to talk a little bit about moss so uh we are really unique in the fact that we're headquartered here in brower county uh largest contractor in the state of florida so you're going to get some unbelievable expertise in terms of staff experience relationship with subcontractors buying power but most importantly we have over 300 employees that are local to brower county live work and play here give back here part of the community including all of our core leadership so the moss family all the leadership you see on this call all local and ensuring we're going to be involved in this project from start to finish uh to ensure we have success so introductions i'm jason martin senior vice president of moss i handle uh all types of technical related work within the company everything from health care to labs to public work to any kind of complexities it's been a big part of my portfolio for my entire career afternoon everybody my name is garrett green vice president with moss i've been in the industry for 25 years 21 of which have been with moss i started my career out as an architect uh specializing in health care and criminal justice and have added to the portfolio with uh sports background i think you're muted andy and um i just finished uh two jobs that are going to be very uh similar to the one that we're presenting on today good afternoon uh my name is juan agarrivere i'm the regional director of construction technologies over the past 11 years i have focused on implementing leading edge virtual design and construction or vdc technologies across complex complex construction projects in the moss organization afternoon i'm brad porak i'm the vice president of pre-construction here at moss for the southeast region uh i have to say that i've spent about 25 years of my career in this market so i've got great relationships with the trade contractors in this community for those of you who do not know me i'm danny frankel i'm a construction executive here at moss with extensive experience in broward county while i've been at moss for the last eight years i've been working on broward county projects for the last 13. so first we want to talk a little bit about moss again this is our enterprise headquarters and broward county is our home we've completed over 81 projects within broward county and most importantly 16 with broward county as a client so we understand the contract we understand the process we understand how navigate this to ensure we're going to make this project successful for you specifically for this project uh being built in the city of fort lauderdale we wanted to highlight some of our expertise on those 80 plus projects currently have five projects in broward county right now that means up to the date on the code and how it's changing who the new entities are at the billing department at the fire department so an unrivaled experience with the city of fort lauderdale just finished their police headquarters uh john travers and his team mark haggerty who just joined the flood management program in the last three years knowing exactly what it is he's looking for and making sure we help integrate that into the design it's the relationship with broward county county fire drc and the city commission and then one thing we wanted to highlight is the dedicated fpl manager uh we do work directly with fpl on all of our projects in broward county and we'll be bringing that to the table for this project to make sure you never see a delay uh we wanted to highlight a project that is right next door so if you guys look at the map you can see uh lockhart stadium which is right across the street from the forensic science center uh one thing why it's important is uh we wanted to just say 11 months from start to finish of construction nine months of actual construction but how this translates to you guys uh from a phased gmp approach from early work uh on the civil component to the building permit between four to five months for all of that not to mention the amount of power that was brought into that facility and only six months for the fpl portion um next specific to your project we know your project this is a very unique project where the criminal justice background blended with the health care background on laboratories and chain of custody is paramount for the success of this project we understand what it what it takes to go from the sally port and what it looks like on the laboratory component on that chain of custody and how important it is and how we implement that into the design so hvac systems controls these are all state-of-the-art one-of-a-kind type of facilities this is not something you're going to typically see in south florida and then to add to that component is the the local knowledge on the hurricane code um on the water mitigation with quality control that we're going to talk about and this being a lead certified building and what we're bringing to the table there so your team it starts really i at the right side with the pre-construction brett's going to talk about lee later but she has an extensive health care background and then we hand selected as you'll see at the bottom we highlight in green for broward county experience red for criminal justice police station experience and blue for health care and laboratory and we brought this team together specifically for this type of facility it is not your typical facility and so each one of these players has 10 plus years in the construction industry specific to this type of facility uh that we're going to be bringing to the table and then one person i wanted to highlight who's on the call is danny frankel and when it comes to broward county there is a learning curve there but not with this team and i'd like danny to just introduce himself and what he's uh bringing to the table for this project yeah thank you garrett as i mentioned in my introduction i'm here to assist the team by drawing on my experience from broward county where i've been part of over 2.4 billion dollars and successfully completed in ongoing projects um as both an owner's representative and an mgc my job is to assist with project startup contract negotiations and gmp preparation i'm going to remain available to the team throughout the project i have previously worked very closely with the county attorney's office and risk management divisions and our business aligns really well with the county's mgc model which i know very well out of the 2.4 billion that i mentioned earlier over 1.6 billion of that has been on mgc contracts both directly with the county and their tenants including both airlines and cruise lines we highlighted the program as outlined in the rfp and want to display at the top of the chart the relevant experience of each employee so next to each of our team members names you show his or her relevant experience and how it translates to this project and as you can see we have each box checked on this one in-house local shared services why is this so important we know that the end user on this project can't afford to be down for one second that means bringing in over 31 pre-con services to make sure we integrate all of the design that that is necessary vdc you're going to hear from juan and what he's bringing to the table and then specific to broward county and why that differs from other entities and then that warranty and quality department here locally that means as we turn over the building you're not going to see any downtime we're going to be meeting with those trade contractors on site and in person in real time thank you garrett let's talk uh pre-con uh so this is the typical pre-con approach probably what you see from our competition often long periods without getting feedback sometimes coming in over budget sometimes losing design time uh for ve with moss we got a much more proactive and consistent approach i'll tell you a little bit about how we're able to do that uh starts with what i like to call the control budget um i think the biggest thing that i've seen in my career is communication we want to meet and sometimes revise that budget three four five times to want to make sure it meets your goals and objectives both you the client the end user and the design team at the end of the day we look at several things very early on as well building design efficiencies you don't want to have you paying for any additional space it's not required one example of this city of miami building which we're building right now we're able to reduce some of the circulation space and give them more space back to the city at the end of the day we also look at system studies help you make selections for structural envelope mechanical systems give the pros and cons of each and help you really make decisions on a proactive basis including lead and sustainability when it comes to lead and sustainability we have over 68 projects that are currently completed or ongoing we wanted to point out seven of those are well projects and that's over 3.3 billion dollars worth of lead facilities i love what brett said one project we wanted to highlight here is how we take more of a design build approach when it comes to lead especially a facility like this so one of the projects we finished that andy worked on was the nova oceanographic laboratory it was a design build project uh for the that won an award for the institute of americas as a national winner what we did here like one example is uh for credit we took a unique thermal ice storage system for the hvc system it made ice at night during the off-peak hours and supplemented the high cooling demands during the day and again this was a design build one of the ideas that we brought to the table and worked with our mechanical contractors and specialty contractors to implement thanks garrett and then of course there's cost control throughout the design so after we establish that control budget we want to make sure that we maintain it throughout the job we've got a lot of tools in our toolbox uh one of the things uh that garrett mentioned previously 31 localized staff right here in our fort lauderdale office uh what does that mean to you we're able to have people with specific levels of expertise and things like mep finishes millwork waterproofing i'm going to harp on lee for a moment though she has a extensive amount of work with the broward county and brings a lot of medical and lab expertise she's worked on laboratories bsl 1 2 3 and 4 all over the country of course we offer value engineering this is an example for 1.7 million dollars to maintain the budget on the hollywood police station but we don't just look at the first cost of the systems uh an example here of the life cycle cost study on a recent project that we did the initial costs were three hundred thousand dollars more for the system but when you look taking into consideration the 25 year life cycle cost you're able to save five million dollars in savings when you look at the maintenance uh and energy costs then uh we also keep track of uh market trends and forecasts this is actually our in-house report we look on things on a local and a national level so we make sure when we stay ahead of the curve and making recommendations to you we also uh we'll look at constructability not just us in pre-con but our quality department vdc department uh our warranty department to make sure the drawings are complete and consistent with the way that we want to build things at the end of the day and of course establishment of the gmp so this is the most uh critical in my opinion uh the biggest thing for me is we want to fill in the blanks to make sure you don't have any surprises down the road it's 100 percent transparent and open with your group um and uh we've got great buying power in this community and danny's going to talk a little bit more about our sub relations thank you brett um i genuinely believe that our trade partner relationships here in south florida are a major differentiator between moss and all of our competitors our relationships combined with the buying power of being the largest gc in south or in florida simply cannot be matched we are a truly local company headquartered right here in fort lauderdale we don't self-reform and have no desire to self-reform on mgc projects our trade partners know that they're not just working for moss on a single project and the owners that we work for get the full benefit of these partnerships our trade relationships are a direct reflection on our core values here at moss and they've been central to our journey for the last 22 years as for small business goals specifically cbe goals on this project we not only have a proven track record of meeting the owners goals but we genuinely believe in the program we've seen real success stories of subcontractors graduating from the program and taking on key roles on projects uh this one is also really personal for me i started my career working for a dbe firm that gave me my first opportunity at dulles airport a long time ago um now i love getting to tell this story right after brett walked through the pre-construction process because i got to watch this firsthand on our terminal one project at fort lauderdale airport we were the first mgc project to return money back to bcad completing the project on time and under budget we recently heard that bcad was able to use these savings to fund a separate security project in its entirety based on what we were able to turn back to them our fort everglades bulkhead project is currently nearing completion in the next few weeks which will deliver on time and under budget following this same approach and now on the technology technology side excuse me we've made significant investments in both procor and oracle over the past few years what that means to you is real-time access to information no more hunting things down um we have a dedicated team supporting these systems who can help you customize reports and dashboards austin garcia leads the team and he and his crew are just a few miles away in our four-letter office we continue in the technology side we take a strategic end-to-end approach to vdc for pre-construction planning through construction execution and verification of installation quality this approach is currently being applied on terminal 5 as danny mentioned and aligns closely with the requirements of similar execution we use comprehensive suite of vdc tools to support the full the full life cycle of the project this includes the development and evolution of 3d models per lod scale from construction through installation to delivery as well as the use of bim data so i'm going to concentrate here a little bit because it's really important that for long-term facility management through kobe deliverables this slide demonstrates the quality and precision of our models coordination particularly when integrating multiple systems within constrained ceiling cavities and sophisticated design conditions but shown here we coordinate a highly complex air management system for a hospital operating room ensuring that all the systems could be installed effectively within the available space and finally for the vdc world we understand they implement implement the bim execution requirements established in the mgc agreement our team develops a project specific bim execution plan that is tailored to meet the detailed requirements of the governing manual our local vdc experts have successfully collaborated and continue to collaborate with the broward county bim consultants to support effective project delivery and it all starts with safety so safety here at moss is its number one priority uh all our projects are dedicated safety personnel uh which help us out with worker orientations prior and for them starting uh we we do continuously training with toolbox talks we have safety stand downs where all the workers are gathered and and we discuss whatever's relevant that day or coming up um moss also has a very unique partnership with osha and they're invited to walk our projects and to ensure our sites have any of the tension that they may need so the project site is on commercial bowl or between 95 and the turnpike this allows for really easy access uh from the east or the west to feed the project uh the foundations will probably be more likely that some spread footings uh supported by some some type of soil improvements maybe some vibro the structure uh i think is going to end up being either tilt up or a precast system uh where we can have a crane to uh to work away from commercial because on commercial we'll see in a minute that there's some overhead wires uh and from an infrastructure standpoint uh when we decided to to go to the site um is in really good shape i mean you got water uh on three sides of the of the project there's a transformer already on site looks like it's uh hot and ready to go for any of our temporary services um so and also you got gap is also present right there so from an infrastructure standpoint this this site seems like it's ready to go uh qaqc we wanted to talk about our approach especially especially on a project like this you heard brett porak talk about what it's uh what qc looks like during the early construction phase right now we've really spent a lot of time and invested a lot of time getting with the design team early on since you guys have evidence processing fingerprint fingerprint analysis evidence storage collection and transportation these are all key things along with local problems like water mitigation air quality control and and controls of hvac systems and we implement as much as we can into for quality into the early design phase with the detail we follow that through during the construction phase by doing on-site mock-ups we love to do actual full-size mock-ups so that you guys can see how everything comes together and make sure the end user is on board with what we're doing and then we see that through all the way through closeout we reference back to these full-size mock-ups and these details to make sure we're implementing exactly what uh what you guys want so some of the uh more important aspects with this project you can see there safe secure access to the building do like a sally port type area we also have card access control um to make sure that uh everything is safe and secure the evidence storage uh with controlled access um appropriate for ready for all types of evidence in a controlled environment as well uh very sophisticated hvac systems to provide an environment for all the daily activities that happen within the labs scheduling it starts with a conceptual schedule a basis for how we approach the project we then develop a baseline schedule we like to identify what the key milestones are for you for everybody involved in the project once we have those milestones and we develop the baseline we keep doing that through the monthly schedule updates we actually implement those more on a weekly or bi-weekly basis at the beginning of the project and depending on the needs it may go monthly but these updates all come with reports a forensic analysis of the schedule to make sure that we're getting done exactly what you guys are looking for and then warranty i go back to we are a local team just minutes away from the job site and in a facility like this you can't afford to be down for one second and so we dedicate that we will have somebody on site working with the trade contractors filling in those gaps and getting it done so that you don't experience any downtime with your facility really the most important aspect of this is the team we presented some technical experts to you and we can tackle any construction project but really the team approach is what is going to make this project successful with our experience with the architect to police stations within Broward county largest healthcare entity in south florida you can see the references our team proactive approach is really what makes us successful it's going to bring that value to you which we already have an existing relationship with Broward county and then to wrap it up overall project keys to success again you've got a proven team that's local technical expertise and every aspect of construction between healthcare labs for your presentation yep okay thank you are there questions from the evaluation committee yes mike a couple things i guess uh you talked about scheduling i'd like you to kind of elaborate on kind of the the bim model and and 4d uh example of how you use bim and scheduling together perfect uh that's going to be a dual answer so juan why don't you take the 4d aspect and layer that in with garrett in terms of the finishing out the scheduling definitely so yes we do have the softwares and the capability of joining 3d models and the scheduling and uh and provide uh an animation uh of the sequence of construction so yes we're capable of doing that funny enough procedure i mean you're capable of it do you do it so i could tell you we just did it juan and his uh one of the members of his team morris uh we got together and we worked on that two weeks ago on a precast building we were working with wells on the precast design and so we took our schedule that andy and i actually worked on and we implemented that with juan's team for a 4d schedule that we then walk the owner through for every single precast joint how it's going to go up how the crane erection is going to work how the crane is going to walk through the building how the walls are going to grow up go up and then the underground coordination on a building like this this is absolutely what you would see uh for this type of facility where on some buildings you might not see it this facility you would see it could you also talk about the uh coordination with the uh mep hvac component of this uh building yeah that that's that's honestly going to be one of the biggest components uh when you look at any type of uh laboratory project or any or in forensics those that mep design between air changes negative pressure where appropriate uh the overall balancing of the complete system that'll be key and then one from a coordination standpoint you know once you elaborate a little bit in terms of what you're doing in the model definitely so so we take owner we take them the models from the designers uh and start analyzing the the sequencing and the systems how they get the how they can be packaged into the seating cavities and then we go into the subcontractors to do full beam coordination with the subcontractors elevating the lod from 300 to 350 to 400 and then we go back again do some quality controls with uh 3d laser scanning so we can develop that nlb 500 and deliver that nlb 500 for kobe deliveries well you're doing the lod 500 once it's installed right yes okay uh talk also uh talk about uh an owner's procurement program or direct purchasing with the owner have you are you um familiar with it and how often do you kind of uh have those uh uh programs yeah we're extremely familiar there's different acronyms between direct purchase orders or odp we're doing that across uh the state so from every k-12 client higher ed client institutional client healthcare client so we do this consistently every project and we have a a formalized process that we also customize that to whatever the specific owner needs are but this team is extremely familiar with it and they do it you know pretty much on every project we're doing from a a public entity standpoint okay uh and who's your day-to-day contact on on this project uh that would be john milis senior project manager so significant amount of experience in healthcare labs uh criminal justice so he will be the day-to-day guy is he he's not in attendance today then no from uh us trying to put together a 20-minute presentation and you i mean you could tell we got cut off at the very end we were trying to figure out the most efficient way to hit everything from the focus points and so we brought in garrett green vice president obviously won pre-construction and then general superintendent to focus on it so we had to make a decision from a speaking role who was going to be communicating the most and it just got really tight from a timing standpoint okay uh let me ask a question too on on your safety slide uh you have regular meetings between moss and the breaker staff to communicate project operations who's the breakers staff the breaker staff um is that on the slide itself it says the county staff yeah i i the version i have says the breaker staff that was submitted earlier oh that that may have been yeah that may have been a specific project reference the the breakers uh facility up in palm beach that may have been a project reference that uh got carried over as an example and in terms of how we conduct our daily safety coordination and communication uh what would you see see as the uh kind of the challenges for this project uh from similar projects you've done so so the biggest challenge is you have a extremely unique project that is not common you know in the state of florida in terms of the overall blend of program that you have so you're you're going to be looking at comparable experience on a national level and that really becomes the challenge because building in south florida is extremely unique in terms of managing the trade forces the alignment with the local subcontract base and what you really need is local expertise which our team is taking all that combined knowledge between healthcare labs police stations and tying it all together but if if a team comes in that doesn't know the local market that's going to be far more of a challenge than it would be of understanding the technical components of the job so really it's aligning you have a very saturated construction market in south florida you hear about it constantly the amount of growth the amount of expansion from private and public sector combined and then relationship with trade contractors who have a significant stretch backlog and they're picking where they're going to do work at and where they're going to align with from a client standpoint from a cm standpoint and and that's going to be a big part of determining the success is the local sub base they have on the job as opposed to uh leaning on a quote-unquote medical examiner forensic uh experienced cm staff so really what you need but you're saying sorry but you're saying that's not a challenge for you what is a challenge for you you're saying because you're local this isn't a this isn't a challenge what do you see might be a challenge going forward so with with this type of project your biggest challenge is going to be aligning clear expectations for all the parties involved in the job and making sure that there's a process outlined and what are the steps from a decision making standpoint how do they align into the master schedule to ensure we're meeting the end goal expectations and that all all the different end users and groups that are involved in the project are meeting their individual expectations so really to summarize it there's a lot of entities involved in this project and ensuring everyone's happy end of the day is going to be the biggest challenge okay thank you i don't know if there's anything i was going to say garrett or andy do you guys want to add to that anything you want to have from a challenge standpoint but the only thing i'd add is typical to trying to get that done during pre-con and making sure that your end users understand what that looks like in the pre-construction phase um through you know mock-ups or walking them through the 4d bin the uh 40 model that you referenced i think is extremely important so that you don't have changes happening after the fact that ultimately would affect the schedule or affect the cost of the job so where 90 of this job is being the the money for this job is coming from the local contractor market and in the relationship with that market to develop at the highest quality with with the best details um the other 10 is really that component where you're really trying to stay ahead of the end user make sure they get everything they want and make sure at the same time you're hitting the budget you're hitting the schedule and you're hitting all the other key components are there other questions from the evaluation committee you guys had referenced uh fort lauderdale police there's a specific law enforcement project there there were some significant issues with that project i guess there was a 1.2 million dollar payment to a fraudulent company there was roof cracking there was non-compliant concrete core walls you had a uh structural engineer review and found i guess a number of critical flaws briefly tell us what happened there and what has moss done so it wouldn't be repeated on this project all right gary yes so thank you for the question um the 1.2 million dollar payment was an email sent from a non-moss email it was just a different email the person at the city didn't look at the email closely we weren't copied on the email and they made the payment i do believe 99 of the funds they did get back but that wasn't something that moss was aware of until after it had happened um and then stop me obviously if there's anything you want additional information on as i answer your questions i'm going to hit each one the structural crack component uh the designer i believe they settled that uh the design team tte with hok they we had noticed cracks when we set the precast panels on the north side when we saw that cracking as we loaded the panels we wrote an rfi and notified ownership over that a forensics investigation between two different third-party engineers that were hired by the city were conducted the city took their time to make sure that they got it right before they move forward so we had to hold on that area we kept moving in different areas and uh and overall uh the the cost associated that with that went through an insurance claim that was paid for by tte and the design team again moss was not part of that component and then i think the last portion was um uh was what i don't want to mess up on that you hit on the added cost but i think there was the schedule there was significant schedule creep on that and if so and there was okay so okay hang on yeah last component was um it's actually the city for that that additional schedule so the the the city on the additional schedule time it was the city themselves they had to relocate relocate equipment off that uh call center that tower and the city so the 911 tower operated off the existing antenna that was up there and the biggest delay that happened to the job was the city had a hard time actually relocating some of that that equipment adding the new equipment in and before they could demo the existing building they had to get that new equipment online so ultimately it was the city themselves who even put in an email that we couldn't start the demolition until they got it relocated so i know it sounds like two different issues but the two were completely separate one was a design issue that overall would not have seen the delay had the forensics analysis come back quicker the other was the city uh couldn't get out of the way when it came to um relocating that equipment so we could start demolition and complete the project so and then as a as a reference hang on what i'm hearing you're saying is moss had no culpability in any of the issues i just brought up 100 agreed and so if you look at the end of the presentation anthony the assistant city manager the assistant city manager at the time and now the director at the the building department for fort lauderdale wrote us a letter of reference um before we submitted on this just saying what it was like working with this team and and could answer any questions you guys may have when it comes to this just to to clarify that moss had nothing to do with either one of these issues so another question i have does moss have direct experience with building a crime lab crime scene facility for law enforcement yeah you want to answer that in terms yeah andy you could answer when it comes to hollywood and fort lauderdale to the to be clear not to the extent of this facility um but they do have smaller departments within those the two police stations we just finished and then when it comes to criminal justice we have backgrounds uh in in storage uh containment um evidence storage and processing um salary ports chain of custody and and items like that are there other questions from the evaluation committee a couple of questions uh one can you talk a little bit about any accreditation process experience you might have painting those for any of your past projects uh accreditation specific to the this the program the medical examiner forensic yes or just or just other accreditation yeah the uh so obviously we haven't built a medical examiners we we built uh different components as as diera just mentioned the two police stations but we look at the accreditations i think really it's aligning with the expectations uh of whatever those entities are to ensure success i mean we've had uh significant success with akka which is probably one of the toughest accreditation bodies in the state of florida in terms of any type of program which accreditates uh health care facilities so it's something that we we know we're going to be able to thoroughly figure out and and ensure we can get success from that aspect i just want to add to that though when it comes to the type of testing and we don't know the program inside now ballistics and firearm ranges we have we are familiar with when it comes to digital forensic units like shield rooms and blocking radio both of the police stations we just finished had faraday rooms and and there were huge lesson learned on both uh police stations for that uh dna uh labs clean environments um they mentioned earlier positive and negative uh rooms for dna testing similar to that the air filtration system that you're going to see on some of these laboratories and specific to the shooting ranges that we see are very similar to to that type of uh of the conditions you're going to see in this building and then hepa filtration that's exactly uh what we do on a lot of our medical projects and that were the same kind of thing that we did on the shooting ranges that we just completed on both of the fort lauderdale police uh headquarters and then can you since there there have been a few changes from what you submitted uh in terms of the organizational structure in the proposal to what you were showing on the on the slide would you mind just briefly very briefly walking me through how this is structured sure the i'm not sure that change is offhand because i'm pulling it up right now the so from an operation standpoint as i'm looking at the proposal at the same time on the separate screen same project operations core team same field operations core team the part that we added more clarity on this that was not in the book uh subject matter experts of steve glazer general superintendent uh he would be help with andy any aspect uh of the overall project just as a technical expert to add another set of eyes you know he has a significant amount of healthcare experience uh but we would not have him running the project he would just help through pre-construction and peer reviews internally and then local we added local support which were that was actually steve was on that original chart as well under local support as well as our back of house service departments that we have and then we added clarity on danny frankel who would be involved in terms of supporting any type of review and uh setup of the contract because he just had so much significant experience with the brower county mgc contract so i don't think anything has changed other than maybe adding more more personnel specifically with danny to the york chart got it and and you mentioned previously that john millius would be the point of contact um correct and then is so he would report up to holly loffler who would be both field and project operations correct okay thank you are there other questions from the evaluation committee yes thank you so much for your presentation today i'll start with the following uh you highlighted as part of your presentation a successful project as you mentioned due to phase the gmp would you please elaborate on the process knowing myself being involved when i was with the county for 16 years so far and in the private sector before then i've been through phase gmp's project many times i would like to hear it from you how's your approach on that sure uh brett why don't you start out from a pre-construction standpoint and then garrett or danny if you guys want to add anything to it sure uh we do phase gmp's and probably over 50 of the jobs that we we're working on uh and a lot of the governmental entities um a lot of higher education projects that we do and i mean it starts really with the budget certainty at the end of the day so um we've got a great track record of you know you want budget certainty if you're going to be uh signing the first one or two or possibly three phases in order to implement uh some of the early works or enabling works um we've got a great track record of maintaining those budgets throughout um the last one that we just signed up that andy's working on was a project through fiu uh i think he's on the second maybe third phase of the gmp that we just finalized but we started with some enabling packages probably well over a year ago on that project here i don't know if you have anything you want to add to that i don't know if the example uh that you were looking for was the inner miami one it's very different from this one it's it was a very fast track approach i will tell you the phase gmp allowed us to maintain the schedule and push through the building department the different um permitting requirements there uh tons of lessons learned on that project when it comes to the permitting portion which is why we put this case study here when it comes to your type of project and and the experience you were talking about within the county danny would probably give you a better example at the terminal when it comes to this process because this is a two-year pre-con process that has a very specific goal and and different requirements than this example yeah so i would just say that um in these mgc contracts we want to try to get work started as quickly as possible especially with the um the constraint land that we have here in south florida which makes it you know everything has an enabling portion to it i believe that we're going to be facing at this point um i think the best example that i can give is a project that we're currently working on uh right now which is terminal uh five for jet blue and broward county at the airport um we were able to start a um phase gmp if you will but start early works within five months of being under contract um and we did that because we were able to realize that there were a whole bunch of utility relocations that had to get moved before you get into the work so we did a phase gmp there to get the work started and then as the drawings uh for the regular or for the main part of the building um were completed we were able to roll that or we're in the process right now of rolling that into an overall gmp um it's kind of an approach that we like to take a lot of the places because we can buy the job and kind of start moving at an earlier phase of design hopefully getting the the structural or foundations permitted in advance um has been working really good on the broward county projects i've worked on i think that what's interesting is we're seeing it happening a lot more in private jobs as well right now where jobs of scale um they want to get started they know they have to get started so they start in a phase gmp type and then build into the overall gmp yeah the only final comment i would say that the and the guys explained it well the the approach of a phased gmp gives you the benefit of starting earlier to finish the job earlier but it's all under the premise that you're maintaining a target budget established during the pre-construction process so that you're maintaining budget certainty while getting the benefit of actually starting earlier like that's the whole key to it so if you do an early release you're still maintaining those target budgets for the rest of the individual components to ensure you're having that budget integrity through early release to a final gmp and i would just say the one thing that's nice with our the structure of our organization is we can put the project first right when we started group one of the bulkhead project which i referenced earlier um we had to buy the marine package uh first so that we get the structural steel on site so we can move the project forward um we bid that work out within two months of being under contract had that work started in advance of our our formal gmp negotiations uh and worked really well with the port everglades department to get that done thank you uh my second question for you is regard time management uh what assurances do you provide if deadlines are missed and how you address a recovery schedule if needed so if deadlines are missed so we have that luckily we have a significant uh overall scheduling department so we've got nine individuals in south florida but we also have an unbelievable operations team so if there's a deadline that's missed uh that has anything to do with with our subcontractors or management first that's rare that we're in that situation but two we're going to have a recovery schedule and overall commitment in order to ensure we're going to meet the expectations of the turnover of the of the job but we're most likely what we do very often is the project's delayed due to some circumstance that's outside of our control it may be outside of anyone's control and we're figuring out how do we how do we create acceleration options in order to recover time and get creative and that's honestly one of the the biggest values you're going to have with moss as a company is our proactive approach to business and we have the support of the trade community in south florida that they're making business decisions not on a single project but on the next 20 years of their company because they're local and they're not doing one project with us they're doing four to five so the the approach from a schedule standpoint we get a lot more buy-in from subcontractors if there's things that need to happen they're going to support us to make it happen and then we're going to do everything that we need to do to ensure we finish the job on time can i jump in on that because i do feel like the question earlier that came on the fort lauderdale police question was the same question but geared towards that project i can tell you we gave schedule upon schedule with five different scenarios of what you could do uh on that project to you know working around it to getting the work started with a phased approach on on doing some of the change order work to um you know if we do out of sequence work and we move to level two instead of level three and then we go ahead and we work on this area instead of that area and at the end of the day i don't know if you guys realize but the process did get caught up in paperwork between procurement legal and and the city itself and so we're something that we submitted on with different options just like jason's talking about that that's that proactive approach we don't just sit back and wait and say okay well what are you guys going to do about that problem it sat for over eight months to almost a year before they actually gave us a change order to say this is the direction we're going on so where they gave us a stop work notice that stop work notice didn't change into an actual progression until after eight plus months of uh of waiting to decide which direction are we going to move in that instance it becomes very difficult but what jason's talking about is exactly what we would do we try to bring it to your attention before it's a problem and we try to give you three to four different options on how to work around it so you don't see that schedule impact on the project well i i understand all what you guys just said and of course sometimes at unforeseen condition happens and it may be at no fault of any contractor and it may be considered unforeseen condition but uh where i'm going with is let's say god forbid the project is delayed but it is the sole responsibility of moss in this scenario for example and i heard jason mentioned the word look at acceleration to recover scheduled time which is in this scenario are you looking at the county to reimburse you for that acceleration now i want to be clear if if in the unique scenario that a schedule delay is ours we're going to own it and there's not going to be a request for money there's not going to be a request for anything we are going to figure out how to turn that job over on time whether it's and if we have to pay for it we pay for it so i want to be crystal clear if there's something that we own we are going to resolve it and resolve it swiftly and extremely proactively and it's not going to be a question about who pays for it thank you but please and i can go into an example of the the bulkhead project where we did have the unforeseen happening the entire time of phase two uh which is when we were working on uh the burst two and three so this was a a real challenge for us because there was no being late there was a cruise ship coming it was coming from europe and it had to call on the birth um no ifs ands or buts about it now this was a unforeseen so i guess it was nobody's fault but um what we ended up doing is we worked with our subcontractor and we we supplemented them with a a landslide civil subcontractor and basically went to a 20 hour a day schedule which we maintained probably for the six months needed to get that um get that project done on the other side of it it's fully understanding what your business is and working with y'all to make sure that we can provide what what you guys need to provide to get to an opening after dealing with the unforeseen in this case um from the bulkhead walls at port everglades that was princess cruises and we were having um weekly calls with their captain on the boat and the head captain of of princess who was in an office coordinating door for door of if this isn't ready what we can do to make sure that that we can get it done so i would say that every project is a little bit unique um and i think that the biggest thing that we're going to do is we're going to work with y'all to understand the uniqueness and in a transparent way figure out what what can be done um you know to face unforeseen or something like that thank you for this answer um my next question it will be regarding quality control and compliance uh what your company put in place as quality assurance processes to guarantee adherence to design specification uh requirements for the medical examiner forensic lab requirements and others not at the cost of value engineering by uh getting something inferior of what we initially wanted right so from a quality control standpoint uh we have a robust program so we have a dedicated quality control department to dedicated to south florida and that process starts in pre-construction where we're leveraging internal subject matter experts to help provide peer review design review the overall execution plan and ensure we're capturing as much as we can into the pre-construction phase to ensure that quality control is addressed then and then as we start transitioning to construction we have a quality control department that consists of individuals that are roaming from job to job from a support standpoint and then dedicated quality control managers that are sitting on the job so for this project you would have a dedicated quality control manager potentially two that would be full-time dedicated to the project they would have support from managers that would be uh providing uh oversight and support for them for whoever may be needed and then a quality control director that is responsible for south florida as a whole and then those individuals work hand in hand with our operations team for the execution of the work and they're they're part of the project team with the seamless integration uh to ensure that we're executing work and then but we're also aligning with the quality control expectations i can add to that as well as we have technologies for for uh the installation so we do work with uh photogrammetry in-house and 3d laser scanning uh in case that we need to document and understand the the quality of everything installed the only thing i would say about this facility where it differs from your typical facility with quality control where you're going to hear a lot of water mitigation down here is your actual we talked about mock-ups of we call it exterior wall systems you're also going to have mock-ups of rooms uh you're going to go through a lot of air pressurization that we talked about clean rooms um the control systems on the hvac we're going to want to look at a lot of this stuff and when we reach out and this is why lee is so great and why brett uh really highlighted lee and her years and years of experience with laboratory work we want to reach out to these different suppliers and vendors go through the specifications and get a lot of real time examples of how this up-to-the-date technology is getting modified so that you guys can see it because at the end of the day you're also working with an end user and you want to make sure they're able to see touch feel a lot of what's going into this building so i think that will be one of the biggest components when it comes to quality control is is working with it as it's uh before it's implemented and as it goes in thank you uh to build on a word you just mentioned which is mock-ups of rooms uh would you let us know in your opinion how soon uh the mock-up or specialized rooms will be reflected on your schedule at what time early on mid or when yeah the mock-ups uh are a high priority to get in place as soon as possible uh garrett you want to elaborate yeah so i'm excited about the quality control component um really when it comes to the exterior systems those mock-ups are done as soon as we sign up the subcontractor they're part of their subcontract agreement and we go through the specifications we break out what it is that we want to see we we go through those with you guys in the end user to make sure that that's exactly what they're looking for and then those components get get brought on as we're going through foundations say um usually it's at foundation time where you're seeing some separate areas being mocked up depending on what it is you guys want to look at the other thing i would say is actually visiting and seeing some of these control systems in place would be the second thing i would say you have chemical fume hoods dedicated pass-through boxes you have the airflow that we talked about a little earlier locally at the i know it's different but at the the police uh fort laura police station it is the same philosophy the same idea of how these rooms work and you're talking about uh hepa filters uh micro particles being pulled out how these different sensors work and the contractors that are doing a lot of this very high end are the same contractors doing your lab spaces down here that we have the best relationships from tropic mechanical to southeast mechanical and then really leaning on the specialist when it comes to the control system so that you guys can take a look at this stuff and how it's working and and see it off-site on on some of these different units uh with the controls themselves and how you're walking through the building because evidence storage is one of the biggest components of this building thank you my last question for you will be uh you spoke about your experience with direct material purchase uh how about your experience and how you coordinate with county supplied vendors for specialized uh medical or laboratory equipments or for example it systems and other systems uh great question you know we're dealing with this right now at terminal five in fact danny do you want to elaborate in terms of vendor management yeah so i don't the way it works at terminal five is there are sole source vendors who are um dedicated sole sources for the airport as their systems kind of go over the full campus of the airport um we engage with them directly so a lot of those subs usually fall under electrical or mechanical and and our subcontractors that go in and bid our jobs they're going directly to those vendors and and they're working to get the pricing and everything for the new construction um we have seen that these contractors could be where you can either succeed or fail on projects and we do not leave it up to just our subcontractor to go manage that process um we start really early um communication with the the sole source or or priority vendors um that y'all have you know in advance of bidding the work because we want to make sure that we understand it um fully and that we understand you know what these third-party vendors are being put into it it is a unique situation to manage uh through that is something that we do all the time though um and have been successful at it thank you so much are there any other questions i have just one question uh you spoke about moss's commitment to safety uh what is your emr muted so the cm emr is 0.68 thank you project manager do you have any questions yes just a few uh first one i have is okay yeah catching my breath i apologize okay so uh we did see when you were when you were presenting the softwares you're interested in using how how you plan to implement them one question i have that i am asking all mgc uh proposers here is if the design team or the owner do not engage with your project management system this could be pro core or any other systems like that in other words if they use their own in-house systems or do not log in and work with your system do you foresee that having any effect on schedule or budget in your performance of this project no absolutely not we uh it's something that we actually encounter probably more frequently than i think people would expect you know we have our own internal internal systems that are built to be flexible but if if the owner or architect a specific system we will take the initiative of that alignment to make the process easier so i can tell you you know at terminal five the program manager parsons has their own pro core that's representing bcad we have our own pro core and then we're doing whatever we need to do behind the scenes to ensure the data is flowing into the program manager's pro core so it's not a burden it's not an excuse it's not anything that would impede the project so we've seen different alignment whether it's ebuilder or other so we'll take the ownership of figuring out what needs to take place and then proactively support it so danny you were saying something yeah so you first of all just i find it funny you would think pro core could talk to pro core but it's two totally different worlds um because there are two different instances which we've been figuring out the hard way um but i think it's really kind of how we work right and when i talk about um previously the mgc agreement you know we've done that tailored for multiple different departments of the county and we understand that y'all might do something a little bit different than the airport a little bit different than the seaport we want to align ourselves with your processes right and then we can be successful so whether it's a system or a how you want to set up your accounting um your accounting system or whatever it might be um we have people here in fort waterdale that are not only going to help us as project teams make sure that we're aligning to your expectations but also help y'all as end users in these systems so that you can really understand it i think that you know when we rolled out pro core to me the the biggest thing wasn't pro core it was austin because he could teach me me how to do it and i'm i'm not as technically advanced as i'm sure y'all are but um you know we have the the tool and we have the support behind the tool and both them will be available to you okay thank you for that next question uh can you walk through your experience with having a project representative permanently stationed on site for the duration of construction either from the owner or the design team's perspective and if it resulted in any cost savings or schedule improvement so we're a huge collaborator or a huge supporter of collaborating and teams and hopefully that shown through in the presentation so we invite it whether it's the owner the architect whoever considered the project site we encourage it uh there's definitely tangible benefits and i would say the biggest benefit is addressing questions that come up rapidly and resolving them i'd have to look back and if there were tangible schedule benefits that we would tie specifically due to the fact that they were sitting there we've honestly never been asked that question but that's like that's something to analyze internally but i can tell you there is tangible benefit and we see it you know we see it at terminal five we see it other projects uh specifically public projects where it's a massive benefit and we and we welcome it so dan you're shaking your head you want to say yeah no i just think it's who we are right so i don't know if we've ever measured the the benefit because when we have the owner and and and like jason was just saying at terminal five both bcat and jet blue who chose to sit in our trailer not the owner's representative trailer and we love that right because it's real-time questions we can pull them in on meetings we can we can really coordinate with them and and um and fully align so i don't know if we've ever benchmarked that it would be really it's a great question but it's you know it's just something who we always it's something we always do specific to criminal justice we do it um and the reason being is the end user is representing who's going to be occupying the building and it's so specialized that they really need a voice to make sure that everything's being implemented and that they're getting everything that they need so when it comes to almost every single criminal justice building we've done we've had somebody full-time on the project from from that component thank you so much that's the only questions i have from us the fifth presenter moss and associates llc has now completed their presentation and answered all questions as the team is leaving the meeting would purchasing staff invite the sixth and final presenter ohla building inc to join the closed portion of the meeting for their presentation i would like to thank moss and associates for your presentation today and please um pay attention to your emails to know when to join the open portion of the meeting again thank you thank you thank you thank you for losing more yes i recess will now be called for 10 minutes the time is 4 0 8 pm you'll make it back in five okay okay um a recess will be called for five minutes the time is 4 0 8 pm and we're currently in recess if you could just bear with us for a few minutes we're in recess we're in recess right now for five minutes just okay thank you yes just make sure your microphones are muted until we get back into the meeting perfect thank you thank you i would like to reconvene the meeting the time is 4 13 pm and we're back in session ohla thank you for joining the meeting thank you we thought you guys forgot about us but that's great no we didn't forget um if you could view the participants list that's in your team's meeting and also view what we're currently showing on the screen as county staff that may be attending and compare and advise if there's anyone in the team's participants list that's not part of your team or broward county staff so i see a carlos a frank is there anyone else no it's just carlos and myself okay who will be presenting today i'm sorry several people several people will be presented i i just need one person that's going to be moving the slides forward oh that's just me oh okay my computer who's my computer frank's computer frank okay frank's computer i'm sorry okay we'll make frank the presenter for the record can you affirm that there's no other individuals in the meeting other than your team and broward county staff that is correct that's correct okay you'll have five minutes for setup which we're starting now if you want to move your slides forward to make sure that there's no issues with your presentation okay we see that let us know when you're ready and we'll reset the timer i think i want to go through every slide just real quick make sure that we can see them all yeah i think we're good yeah yeah okay okay we're ready to go okay all right you may begin you have 20 minutes so my name is uh frank chang i am the executive vice president for all the building and i know everybody's tired and so are we and i apologize i'm standing up but being in the room together with these guys all day i got to be standing up and sitting down and moving around because that's just the way i am but anyways um we appreciate uh uh the the invitation to be able to present for broward county the forensic science center uh together while we were practicing we felt that this was a very very important project for broward county and we're honored we're honored to be uh to be a part of a selection process and and a group of contractors that are very formidable so today we're going to show you uh one team one continuous value accreditation ready for delivery so a little bit about uh all the building we're a local firm we've been in south florida for 30 years i've been with the company for 27 years we're mission critical facility expertise we're experts in building complex technical projects you know medical centers uh hospitals um it's it's something that we're we're very experienced to do i would say most of my my experience with in the 27 years 80 of it has been in healthcare we have an embedded team delivery we'll get through that as as we go through the slides and uh we'll show you what our project life cycle value optimization uh is all about so a little bit about uh our presence in broward county uh currently we we have an office in broward county as do our partners journey and conemco uh the rest of the the areas there you see on the map is um is projects that we have done and completed in in broward county um just just a few of them you could just read right through them not to waste anybody's time um one thing that that that you'll you'll note is is we're active in this area right now uh doing the connection uh from from southwest 10 to the to i-95 and and and that's why we have that office up there currently so a little bit before we get into uh showing who our team is i want to point out that is what more is our project executive he will be uh handling all the project uh decisions and and making all the decisions to move the project forward uh and one more note is that everybody that you see on this team is local we're from south florida we're not flying anybody in everybody that you see on the screen lives and works here in south florida is my thanks frank good afternoon so we want to introduce our team to you um this is our our pre-construction team for this project our project management team as well as our field ops team our pre-con team is very well versed in in buying out these types of complex projects as they have many years of experience in health care and lab type projects our project management team is very strong in procuring and executing managing a large-scale project of this kind and our field ops team is a team that is very seasoned in both health care and uh lab type projects and i would stay i would say that both uh both mike and brendan have north of 30 years of experience each uh on these type of projects i do want to highlight and and let them introduce themselves cliff of journey cnd group and jose compress of canemco who is our qaqc partner thanks good afternoon everyone my name is clifford moore i am the ceo of journey cnd group uh we will be part of the pre-construction and the construction management team throughout the entire process to ensure the success of this project jose my name is jose compress i am i am the president of conemco engineering we're going to be responsible for the qaqc of the project basically enforcing controlling and monitoring any deviation from the plans or specs and to be documented and shared with all stakeholders to guarantee a successful project uh thank you for having us uh this time thank you isman thank you jose so now that you've met our team um we want to tell you how we come together um in our embedded team delivery um just to let you know we take a very collaborative approach from the onset we know who the team members are and the idea is to go from pre-con through delivery um in that collaborative way that way broward county benefits from a single accountable team that continuously aligns in planning design construction and operations to deliver greater certainty reduce risk and maximize long-term value going just feeding off of that last slide as far as life cycle value optimization um same collaborative approach with the design team and all the stakeholders involved we take it from pre-con through design procurement build commission all the way through turnover this is kind of our ve model um where we take anything possible to give you guys a better value while still delivering a great product and part of we've looked at your project and we've created a swot analysis and what you see is just a few key points on each one but um these are pretty much the strengths weaknesses opportunities and threats and the idea of putting these on a list and then upscaling from there is going and getting the weaknesses and the threats and turning them into strengths and opportunities um i'll turn it over to carlos so he can tell you a bit about our pre-con approach thank you isvon good afternoon everyone my name is carlos castellanos i'm a lead pre-construction manager at hola now that we've looked at the project strengths weaknesses opportunities and possible risks i'd like to explain how our pre-construction process will help us address those issues early and keep the project moving at the right direction in the right direction but first let me carry let me let me clarify a few acronyms i'll be using cmd is the brower county construction management division omets is the office of the medical examiner and trauma services and bso is the braver sheriff's office so uh over the expected two-year pre-construction period our team will work closely with cmd omets bso leo a daily the permitting agencies utility companies and other key stakeholders the main goal is to identify problems early so they do not create added costs delays and changes later during construction as the design develops we will prepare cost estimates at the 30 percent 60 percent and 90 design stages this will help everyone understand where the budget stands and allow the team to make decisions before the plans are finalized we'll also hold value engineering meetings to look for particular ways to control cost without affecting the building's quality safety and day-to-day function we will review the drawings and specifications throughout the process to make sure the project can be built as planned this includes looking at the construction schedule bid documents big packages site access utility connections equipment delivery routes and the order in which the work needs to be done because this is a specialized facility we will pay close attention to the laboratory hvac systems emergency and backup power central plant equipment exhaust and ventilation systems plumbing secure areas and other operational requirements these items need to be coordinated early because the they affect the building layout ceiling space equipment locations electrical requirements and long-term maintenance access our team will work closely with leo a daily and the county stakeholders doing each phase of design we will look for conflicts between structural architectural mechanical electrical and plumbing systems before they become fill issues we will also confirm that major equipments can be brought into the building service in the future and installed without creating conflicts with other work by by completing detailed quantity takeoffs cost reviews and construction sequencing early all i will help the team make informed decisions and avoid surprises later our goal is straightforward to deliver a project that meets the operational needs of omets and bso states within budget and can be built on a realistic schedule i'll turn it over now to luis rodriguez thank you thank you carlos good afternoon everyone luis rodriguez here assistant project manager for the job and so taking and transferring uh to the next couple of lights what carlos has been mentioning and we looked at the site specifically in this one you can see the site access that we're proposing with separate gates and separate entrances one number one on the orange hand side 24th avenue a bullet to be for the trucks heavy machinery deliveries deliveries that kind of things and then number two on the bottom to be more on the on the people workers and keep those separated with uh safety always in the top of mind the next one is the staging in which we on the bottom left we show the lay down of equipment machinery and the washout for the wheels keeping the approach to the project with also a dust and noise mitigation to the committee a on the right hand side the temporary utilities to be laid down there and and have worked together with the trailers the pageant and the mustard according to mention obviously the the site is located within a very urban complex a with west commercial boulevard on the north of it we're um proposing to keep away from that a very a artery of of traffic into this area and by proposing a designated traffic delivery route from the south on prosper group finally the site operations and safety as i said is is one of our you know top of mind things in here we're proud as ohla group we obtained iso 45001 last year and something that we apply and we include in every single project that we go now i think it doesn't matter if it's only for pre-construction or for the general contracting but overall and how we implement and do the job in here what we're proposing is two separate and independent workflows number one for the main building of the forensic science center number two for the multi-level garage now taking from this pre-construction activity and how we translate data into the construction approach we looked at main four pillars you know in taking again from what carlo has mentioned on on our analysis from the project we understand the multi-agency coordination you know it's something that will meet input throughout the process in the reconstruction in the construction the commissioning and the turnover of the project so that's something that we pay a lot of attention second one is the complex site logistics as i explained you know we'll keep digging into the analysis on how we can improve day-to-day those operations to avoid any impacts to the community a third one is the cost and schedule management you know it's something that we do on a basically on a daily basis and and how we input all the information and we continue a live analysis on it third one one of our tools is basically being in construction the technology and how those get implemented and translate into the cost and the schedule management specifically in risk mitigation we have identified the four items and what i would like to highlight on these four items is with the accountability we we've assigned a person within our job that's sitting at this table that you can rely on to getting this activity from zero to 100 percent from the reconstruction into the construction and throughout the whole site obviously the cost and control the cost control and the gmp you know requires the work and the life exercises that we'll provide as we said we we have that 60 90 and 100 percent evaluation as a live document it's something that gets communicated to to the client to the partners within the client and everyone that needs some input unless you know instead of taking the decisions all the way to the end we try to do it on a regular basis and avoid any surprises at the end in this one we also have our cd strategy for which i would like cliff to expand a little bit better thanks so when we talk about cbe um for us it's not just a requirement it's a standard um we want to ensure that a project that is for brown county is built by brown county businesses so being a cbe myself we will ensure that the packages are right size and that we walk each one of our cbes through the pre-qualification process and ensuring that they have whether it's insurance or bonding um help will be creating strategic partnerships with those companies to be able to make sure that everyone is prepared for the project because we do understand that the success of our cbes will equal equate to the success of for us and then will also equate to the success for you uh for the project thank you please and i'll transition into ricardo he's going to tell you thank you good afternoon my name is ricardo gutierrez and i will be the project engineer in charge of the beam coordination for the project and we would like to show you how our beam approach brings real value to the project and to the broward county and here hla we like to operate in a very proactive planning culture meaning in this case building the entire project on a 3d model before any single lawyer is spent on site so first we like to bring our subcontractors into the model during the early design phase and we found that having early input from the specialized stocks not only makes construction much more efficient but also increases their familiarity with the project which yields with much more competitive bits secondly it acts as a defense against cost escalation releasing high cost equipment early allows to mitigate cost escalation for many riders thirdly ensuring the plans 100 plans are really coordinated 100 plans this not only guarantees fears class infection issues during construction but also cuts down time for our fires so needles and permit revisions avoiding unnecessary schedule delays and lastly with our 3d model directed to our budget and schedule this will give us instant feedback and and complete accountability to solve issues the moment they arise but online we like to solve your the field problems on a screening first delivering zero surprises real cost savings and schedule protection and that digital repelling fits right into our strategic roadmap shown here in the milestone schedule as you can see on the screen our project roadmap spans one to two years of pre-constructions and three years of construction so in starting treating this as just a list of target days we use this milestone schedule to guarantee absolute predictability first we do reach the project early in pre-construction blocking in governance optimizing design and buying out long lead items to protect your gmp secondly we execute in the field with clean coordinated drones eliminating trade congestion field clashes and costly delays thirdly we focus on heavily on final readiness using progressive commissioning so that this facility is fully operational and accreditation ready on day one ultimately this roadmap is our commitment to protect your budget hit your target dates and deliver a complete seamless construction experience to the brower county now to walk you through so through some of our examples i will leave you with our project manager marco thanks ricardo hi my name is marcos i'm the pre-construction project manager for this project our team just explained our reconstruction and construction phases as well as the deliver procedure in the life cycle value optimization strategy i will now give you guys two examples on how the same approach was successfully applied to actual projects with the same team presenting here today the first is this one is the city of mayam beach police headquarters this project was designed by leeway daily we had excellent collaboration process with the design team throughout the whole reconstruction process and we get to the gmp with excellent results next one is the miami date correction site one training treatment center this is a 228 million dollar project we also target lead certification for this project we our first step here was the program in design alignment with participation of the county and corrections construction design team all stakeholders we could move together towards uh the cost and schedule validation we progressively could reduce costs and risks and uncertainties next a little bit about experience and and uh just just a little bit more into the lab and medical equipment and central plants and the specialized MEPs we've done a number of healthcare projects uh jackson north medical center uh just for one and we've also done other projects like for miami dade college uh the center for learning simulation which also had a lot of lab work and we understand you know the requirements to get those equipments and you know the MEPs working for those projects um moving forward we're kind of proud of our our lead experience um we we were the first uh company to do the miami green office and we achieved the silver uh certification for that building and we were also the first in miami dade county public schools to deliver a high school with a gold certificate so the four reasons that broward county get can be certain in in selecting uh ola uh one is an accountable team these same leaders that we have in the room we're actually doing this project uh right now where we have the current square foot market intelligence that now that we're doing live on a 220 million dollar secure campus uh we have relevant experience i mean there's not one um uh item here that's public safety laboratories healthcare or parking garages that we don't have the the experience for uh and we give a controlled delivery we work together and collaboratively with all the stakeholders and how we back it up is with 30 plus years of experience in south florida we have 400 plus florida professionals like i said nobody's coming in from out of town we have 3.1 billion dollars in body capacity uh 30 plus lead projects and again we're you know we're doing this live right now on our project right now so we have the current data to be able to deliver this project for you um i just want to say that you know broward county will always know what's happening and what it costs what decisions are needed and who owns it um broward county all the one team thank you for your presentation thank you are there any questions from the evaluation committee members mike a couple questions uh who's your going to be your day-to-day uh local contact on this project is that his event that would the day-to-day would be the project manager um but as as part of the team i am always available to any one of the stakeholders or design team as well so it's gustavo so the project the gustavo is the project manager yes okay uh could you kind of talk about uh the bim model the these tie-in with the schedule like a 4d model you mentioned but it's go into a little more depth on on how you use it so to go a little bit deep into the bim regardless you're working on that right now yeah we're working on that right now so um there is a future and for this we we rely rely on um on expertise but we tie the model to the to the schedule and to the cost so that as the construction progresses we know exactly how much we should have expense for those activities and also how that put us on the overall schedule of the project and also notify us for any critical activity that should be coming on the future so we plan ahead properly so a little bit about what that helps us do it also helps us know where we are exactly on the project it gives us a good cash flow analysis so that we can be prepared for the months to come on on and let the stakeholders know and the owners know what what's coming up and how to prepare as far as the cash flow for the project so you do work in place then uh kind of using that for work in place yes sir another question uh just describe how you uh coordinate complex uh hvac mep projects and i i guess that's tying in to the bim and your clash detection but you know just uh expound on that so and you know you guys jump in and whatever you guys want but well basically during the pre-construction process we'll go out to the market and um and and seek advice from uh certain subcontractors mvp subcontractors that we have you know vetted and feel like like they are able to help us on this project during the pre-construction um and then we'll ask them to to review the drawings as they come out the 30 60 and the 90 percent and come up with you know constructability and look at you know the class detection to be able to um uh implement those changes or any changes that are required to be able to uh to to move forward with the design so the the idea is to catch the issues before we get to the next phase of the of the design and be able to know that what's being being designed is constructible okay but you're talking if i can add to that let me yeah if i can if i can add to that i i think to to finish off your question um we also bring in the all the major meps into the room along with the design team and specialized equipment vendors um in order to be able to model that uh model the drawings ensure we don't have any class detection and make sure all the um all the systems are functioning correctly in the future okay let me ask though but you you said you bring them in at 30 60 90 so you're talking about a cd phase uh you're doing pre-construction services so you'll be in there in the sd and dd phase uh what how are you kind of looking at those uh at at that earlier point you mean it i'm sorry i would like to add uh it's uh it's a process that yes surely began with the 30 and 60 percent it's a design collaboration with leeward daily in this case uh we come together with them uh trying to analyze give them feedback on the the drawings and all mp systems and as islam explained we will in a later phase uh bring also uh companies that could help us in this process to to model the systems and avoid crashes uh things like that but it's a process that begins early with the 36 percent we live within okay thank you are there other questions from the evaluation committee does your firm have direct build experience with a crime lab crime scene facility for law enforcement law enforcement yeah not crime lab not crime lab yes law enforcement yes and other types of labs of of many kinds for higher ed uh for many different applications but we have done lab work before for university of miami baptist health jackson medical center a number of labs that we've done are there any other questions from the evaluation committee yes yes kyle um kind of similar to that what is your experience with the listed accreditations uh i believe most of the project examples that i saw in the proposal do not have applicable forensics accreditations do you have any projects that do have not a forensic accreditation no but forensic evaluation the engineering side we do but but construction is uh that names forensic i don't think there is right right but similar more complex yes um what is your company's emr safety record 0.67 0.67 right now and uh you have listed the uh miami the mdcr uh jail site what is the timing is that currently under construction yes it is yes yes we uh we just finished the the design phase the 100 phase and are now transitioning into construction phase right now well we've also had an early works package to be able to um to gain some time on the schedule we came up with an early works package that we were able to permit ahead of time uh while we completed the hundred percent design and now we're going in for the full design of the massacre and when what's the approximate timeline for that project to complete 2029 2029 and i believe gustavo is listed as having worked on that project as the intention for him to continue to work on that or would he shift over to this project uh because those seem like two very large projects for one project manager to manage simultaneously no so so so that is that is correct so um the the the the pre-construction stage will be managed by uh marcos which he just finished the the 100 design for for the jail so the timing is perfect for as far as going through um the pre-construction stage for this project and it's a one to two year um um uh reconstruction uh stage before you get to construction so it the timing is is right there for uh gus to go ahead and move over to the construction of this project actually the entire team we can move them all so to clarify um one of my colleagues questions before so during pre-construction the day today point of contact is marcos and during construction the day today is gustavo that's correct that's correct okay thank you i have no further questions are there any other questions from the evaluation committee yes can you talk a little bit about the past projects that you had listed which one of these or which of those are using the mgc delivery approach the mgc and i'm not sure about that now well mgc like uh managing uh general contractor yeah okay so most of the uh i would say 70 percent of the work that we do is is cm at risk which is uh similar or the same as as mgc um whereas it is a qualification process that you work uh pre-construction through design uh to come up with the gmp and then move into the construction stage so we're very versed in that in that type of contract and and uh and we have a lot of experience in it so just to follow up the city of miami beach police headquarters project that's a cmar project that's a cmar also yes and then the mdcr site one training center that's also a cmar project no that's a design build project okay thank you are there other questions from the evaluation committee yes thank you so much for your presentation today uh in reference to time management and schedule uh what assurances do you provide the county with if deadlines are missed and how do you address and tackle the recovery schedule so best answer to that that i have is we we tackle our schedule from from the beginning of the project during pre-construction we'll come up with uh with uh critical items that we we try to procure ahead of time as far as long lead and and that allows us to have the on-time deliveries for for these items where we can mitigate some of those risks as far as being delays on the project when we do have a delay if there is a delay well what we'll do is we'll isolate that item to be able to identify what the issues are and and and continue with the rest of the work on on uh that's not on the critical path if that item is on the critical path there is acceleration processes that we do take care of so we'll go back to the subcontractors and we'll ask them to get maybe uh deliveries uh on materials if it's a long lead item we'll try to accelerate deliveries we'll try to uh make sure that uh we get uh the materials in on time um and and work with our subcontractors to be able to execute uh with with additional time when that material comes in thank you uh my next question is uh what do you see the most significant challenges on this project will be okay so as far as materials are concerned some of the things the items that we we know uh that our challenges are uh number one is um the the electrical switch gear uh the lighting package uh the curtain wall system if it's a curtain wall system um the generator uh those are items that are are long lead items that we know in in normal buildings that we've seen now being that this is similar to a healthcare job there are items that we do understand that you have separate vendors for example in a hospital when you have an mri a linear accelerator a ct scan those systems are constantly changing and there's new new upgrades that they do to these systems so you have to stay on top of those uh those designs and and those that that equipment that's coming in as far as the those uh requirements mvp requirements air exchanges test and balance uh all that stuff that would that we do in hot in in healthcare for aka uh all those come into play where where you know we we really work hard on on on trying to make sure that that we hit all those points and and cover those bases as the project develops i would add to that um also say the multi-agency coordination is something you know that that we've developed over the years working with miami-day county and specifically on the mdcr miami-day correctionals we understand that the input they get and the facility the people that are going to use that facility comes from different agencies within the miami-day county so getting their input translated into the drawings and make it you know one summarized um thing to apply to the drawings into the construction is that's also a challenge that that we foresee but you know we we have the experience to navigate through through that process too thank you i think the big go ahead i was just going to i was just going to add if nothing else about our team is the ability to be flexible to be able to be able to adapt to any of those changes or anything that we foresee just like lewis was saying with the input that's coming from the different agencies uh we'll be flexible to be able to adjust um to whatever the direction that is coming from the decision makers and stakeholders thank you a couple more questions for you would you please share with us from past experience how do you plan to manage post-construction commissioning testing and facility turnover commissioning process especially in in in healthcare is very important because it ties into your aka certification for for for the hospital or for any type of um more than 24-hour medical facility so we'll we'll look at the the commissioning um checklist from the commissioning agent we'll make sure that you know we we we document all the commissioning and i think if you want to add anything jose that's part of the qaqc process too uh yes uh the first thing when we start the project definitely we the first thing we do is those critical items that you are worried about that we wanted to ensure that we have all those specs and lists of and checklists available from stars so we can start communicating properly ensuring that we select like uh here frank mentioned selecting the equipment and checking all the the boxes uh with enough time to predict and to anticipate to to those lead times and uh market fluctuations and uh main in some with those lead time items we need to ensure that we have we keep you informed of those of those boxes that we need to check before we start the construction once we put the first brick into the building we already have all that set up uh to ensure that there is no that that's the critical imagine you finish the job and you cannot certify the building that's very critical that's something we strive on and trying to do this ahead in my in my experience in the past uh for commissioning uh the uh the hvac system for me was is probably the most difficult uh because of the different air exchanges that you need like in different laboratories clean rooms dirty rooms um you need to have the right uh test and balance done um even in in you know in the control of you know the the water system and if it's a cooling tower that you that you have you have to have the right temperatures uh going across the coils um all those things come into play and and and they all have to be within five percent of of the design uh to be able to pass a knock inspection so we understand uh what it takes to commission a project not just for league but to also commission a project to to meet the agency's requirements so we understand what that process is thank you and my last question is a combination of two things together uh what's your past experience with uh direct material purchases as well as how you coordinate with owner supplied vendors for equipment it systems and others that that's a daily process for us so we we we work uh together with uh um um university of miami baptist health they all have direct owner purchases um and we have a system in place that that tracks it that um you know we require the you know our subcontractors uh to participate in um there's a percentage of course and and there's a plateau of the the cost of whatever equipment that you're buying of of what it is that you want to uh have as far as a direct purchase and we'll work together with the subcontractors to make sure that you know we get those dpos out there so we do have a system in place and i'm sorry i i what was the second part of the other question can you repeat that for me so i can answer that correctly sure working with owner direct vendors yes oh owner direct vendors of course yeah so when you're buying the this equipment whatever equipment that you're buying for your labs all that needs to come into play with what's being designed so you have to understand what what what it is that your vendors are requiring so each one of your vendors are going to give us a checklist and so we have to match that checklist with what's in the design and make sure that what's in the design is passed on to the subcontractor and that that subcontractor installs it correctly so that when your equipment gets there you'll be able to you know uh connect it and and test it and and run it the way it's supposed to be supposed to be run thank you project manager do you have questions yes just a few uh the first one is i see that you guys are promoting the idea of early release packages you have touched on briefly uh where you think that could accelerate uh schedule but i didn't really hear you talk much or perhaps i missed it i apologize if i did i didn't hear you talk about how that could affect positively or negatively the budget so i'm going to ask this very directly is the is your do you precondition delivering an on-budget project on being able to do multiple gmps and conversely if it is a singular gmp do you find that increases decreases or does not has no effect on schedule and budget absolutely it all goes hand in hand um with with with the information that we have now we can absolutely meet the budget that that we have so by by doing early release package and it's exactly what we did in in in the jail we were able to cut six months off of the project and we were able to save i know you guys help me out here but we were able to save a lot of money off of the off of the gmp so it goes hand in hand so when you do an early release package you can identify uh the long lead items and you can actually um mitigate some of the risk there is in in uh escalation and tariffs uh by purchase early doing an early purchase on on certain items that that you know you're going to need uh later on so if if we can get a complete design and we know exactly the equipment that we're going to buy we can purchase that early and again mitigate what whatever escalation we're going to be faced with i mean there's always going to be some type of escalation but the more you can do early on the more you're going to mitigate that that uh price increase okay thank you next question um will there be any effect on the time or or or estimated budget of the if the design team does not utilize your project management or pmis system i'm talking about pro core or other such systems in other words if it is not engaged upon by the owner or design team and therefore you have to use their systems or everyone is using separate systems can you say that that will affect will not affect the budget in time it will not and i'll tell you why i mean we have our own system we use auto auto desk um but again we've gone through pro forma we've gone through um the e-builder uh we've done them all we've done you know projects that we've had to do double entries you know just for our records and for the owner's records and you know for the design team records so sometimes we're doing three different entries at the same time but it's not it's not going to affect anything it's part of our it's part of our our business i mean you have to adjust to whatever the client does well just a comment maybe i understood in a different way you know if the architect gets this contract let's say totally separated that we don't get involved with them during the design process definitely definitely is going to provide more hiccups i mean if we get integrated in the full package with the architect definitely going to save time for sure because we can anticipate even further to all the thinking because we are thinking together as a team know what we're going to be building definitely saves time absolutely all the money uh the equipment is the equipment but i know i think you mentioned that the ola can definitely allow that you will collaborate to to reduce the cost if necessary for them to do direct purchasing to ensure that we can keep the budget as you mentioned before that we are we are very confident in that thank you you answered the question talking about the the double and triple entry where necessary okay last question i have for you uh can you talk tell us about any experience you have where the owner or or the stakeholders or the design team had people on site full-time project representatives who lived in the trailers with you and whether that was a positive or negative experience and whether you feel that it helped with the process um i'll give you a perfect example jackson north i had uh the project manager for aecom sitting next to me throughout the entire project i mean it we we had our days uh but it was it was a team effort we we we got the project done so um and we actually became friends afterwards so it was a good experience for me um so i you know i i'm confident in this in this team listen we've been working together for so long i'm an engineer i know the feeling you know we're doing inspection for others and we we need to do it things right and that's what we're getting so we have other examples of that as well well we've had to do it at the university of miami at uhealth down at the university of miami's um health campus as well um a lot of times the client asks us to provide uh either trailer or office space in our trailer and we've had to do that as well on on several projects florida family does that same thing and for us we're in the middle of renovating um city of hollywood city hall um several phases of renovations there and their project manager's office is you know a few steps down from where my office is and actually it served to be a great benefit because it helped minimize the the time to get responses on any rfis or any information so having someone there is actually a great benefit because if there's a field question if there's anything that needs to be addressed immediately we have the uh owner's side eyes on it as well so for um for us it's been a great benefit um to have them there and you know because we don't we don't approach everything with a closed fist we like to approach things with an open hand so that way everybody that is making decisions can actually come together and create the best solution to be able to move the project forward thank you very much thank you very much for your presentation this concludes all vendor presentations would purchasing staff invite all vendors and members of the public back into the open portion of the meeting moss you you can remain in the meeting again thank you for your presentation and time and time today what are you saying i'm sorry oh ohla i'm sorry it's been a long day so i really apologize yeah you can remain in the meeting okay it'll just be a few minutes until we can get everyone back into the meeting and continue thank you as you're re-entering the open portion of the meeting please make sure that your computers cell phones and anything else with the microphone is muted thank you and you may turn off your cameras also thank you okay the next order of business is the scoring of the vendors broward county is utilizing a consensus approach to provide a summarized group consensus evaluation score the evaluation committee will submit preliminary scores to the purchasing division preliminary scores will be tabulated and any outliers will be identified score outlier outliers are considered for a preliminary score that is more than 25 above or below the average score or for a preliminary score that falls outside the 95 confidence interview interval if there are no outliers the evaluation committee members may adopt the mean score as the final consensus score for each criteria for each criteria for other outlier scores the evaluation committee members may discuss the scores for that vendor's evaluation criteria after discussion the evaluation committee members may make score scoring adjustments if desired or adopted the median score as a final consensus score for each criteria the points for location is determined in accordance with the solicitation and is not included in the consensus scoring process as outlier scores are not applicable if we can make sure that everyone has their microphones muted before i continue once committee members have completed their preliminary scores and emailed their respective sheet to the purchasing division i will recess the meeting to allow time to tabulate when the tabulations are completed i will then reconvene the meeting the evaluation committee will then have the opportunity to discuss any outliers identified and to make score adjustments if any member chooses to committee members are there any questions so committee members may begin again if you could please make sure that your microphones are muted as you come back into the meeting if you see anyone else if you see anyone else that joins just mute them all okay thank you committee members may begin scoring purchasing will notify me when they have received all committee members preliminary score sheets and are ready to tabulate please make sure your microphones are muted all committee members we will now take a recess to allow time to tabulate the results the time is 5 29 pm and we are in recess i would like to reconvene the meeting it is now 5 45 pm the preliminary scores have been tabulated and outliers have been identified before we review the preliminary scores i will review a couple of key reminders the evaluation committee members may verbally revise their preliminary scores based on committee discussions provided the member states the rationale behind any adjustments or the committee the recommended score column in the excel spreadsheet reflects the mean or average score for those criteria without outliers when an outlier is identified the median is reflected we will now review the preliminary scores submitted by the evaluation committee members going vendor by vendor in alphabetical order starting with moss and associates is there any discussion from the evaluation committee members on the two outliers evaluation criteria 2a so the evaluation committee can go with the mean average score or the recommended score there's also evaluation criteria 2c so in this case it's likely that there was an outlier because of the standard deviation because if you've got everybody having one number and then one variance if there's no discussion then we would just need a motion from one of the committee members for a final consensus score you have uh what page around guys with the in your in your scripts you've got a page that will help you with motions page 20 so the recommended score column reflects the median score so the recommended score column is dynamic and it's going to reflect if there is no outlier within the entire row then it will reflect the mean or the average for that specific criteria if there is an outlier then the recommended score column will reflect the median score so you can accept all recommended scores if you would like that's a motion option for you you guys are free to make the motion you want to make i'd like to make a motion to accept the recommended score for all evaluation criteria presented yeah i'll second that all in favor say aye aye aye any opposed motion passes unanimously so that is for evaluation criteria 2a and evaluation criteria 2c got it i just want to clarify okay for nv2a there are no outliers um yeah even with no outliers you guys are free to discuss but we ultimately need a motion for a final consensus score again if you take the recommended score in this situation it would reflect the mean for everything because there are no outliers is there any discussion okay so then we just need a motion from a committee member i'd like to make a motion to accept the recommended score for all evaluation criteria second on that all in favor say aye aye did everyone vote did anyone oppose motion passage unanimously moving on to ohla building okay for ohla building we have two outliers one is kind of similar to the previous one we saw where it was more probably the standard deviation where one was at some one point but then we have another one with um kyle where there is um a larger probably actually doing the 25 variance that's triggering that one is there any discussion about that i made my recommended score based off my evaluation but happy to discuss it if anybody would like to okay make a motion so if you want to i i'd like to make a motion um to accept the mean score for evaluation criteria three is there a second to the motion i'll second it all in favor say aye aye aye aye any opposed motion passes unanimously so i'd then like to make a motion to accept the recommended score for all remaining evaluation criteria is there a second second all in favor say aye aye aye aye any opposed motion passes unanimously next vendor suffolk construction company there are three outliers evaluation criteria 1b there's also evaluation criteria 2b and they're two different outliers so getting back to 1b 1b looks like it was uh an outlier due to the uh fact that all other scores were the same right yes correct i'd agree with you and then 2b is probably pretty similar we've got strange situation happening it's probably the one very low one that probably would be more discussable if you will yeah on that one i just went back to the matrix and said they had provided the some of the information so i mean i can move it up but uh i mean i think uh appropriate measure could be to take the median yeah who are the the bean mean would factor in your scores okay i need a motion uh recommend that we take the median score okay so for 2b you want to take the median okay the mean score for 2b okay is there a second second all in favor say aye aye aye any opposed motion passes unanimously the whiting turner contracting company criteria 2b any discussion or do i hear a motion so 2b and 2c are probably the standard deviation where there's the one that's opposite it's it's criteria three has um something that may warrant discussion it's up to the committee if anyone wants to discuss is there any discussion what's your uh yeah yeah i graded them low um relative criteria is this three past performance i didn't go to mean yeah uh or meet me make a recommendation on criteria three that we take the median score motion to take the recommended recommended median all right all the recommend no make a motion to take the recommended score for all criteria second all in favor say aye aye aye any opposed motion passes unanimously turner construction company we have one outlier we'll recommend the that we take the recommended score second all in favor say aye aye any opposed motion passes unanimously to ensure the adjustments were tabulated correctly and determine vendor ranking we will take a recess final scores and ranking will be announced after the recess the time is 5 59 p.m we are in recess we got it that's exciting good job that's 20 many dollars please mute your microphones i would like to reconvene the meeting the time is 6 0 3 p.m the purchasing division completed the tabulation of the final consensus scores and will announce final scores and ranking before results are announced i would like to thank all the vendors for your participation in the solicitation process we appreciate your time and interest in working with broward county purchasing please announce the scores and the ranking the total points are as follows moss and associates llc got a total of 89.2 p.m v2a golf jv 80.9 p.m ola building incorporated receive a total of 76.2 p.m south of construction company incorporated receive a total of 79.2 p.m the white team turner contracting company fifth suffolk construction company received received a total of 79.6 p.m the total of 79.6 p.m the and turner construction company received a total of 87.2 p.m the number one ranked firm is moss and associates llc second turner construction company three mv2a gulf jv four the white team turner contracting company 5th, Suffolk Construction Company, and 6th, Ola Building Incorporated. Thank you. The next order of business is acceptance of the scoring and ranking. May I have a motion to accept the Evaluation Committee's results and recommendation of ranking for approval? I would like to make a motion to accept the Evaluation Committee's results. Is there a second? Second. All in favor say aye. Aye. Any opposed? Motion passes unanimously. The Evaluation Committee recommendation will be posted on the Purchasing Division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the Director of Purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided that no county commissioner objects within five business days after receiving notice from the Purchasing Division of the final ranking. Once the ranking is deemed final, the county shall commence contract negotiations with the number one ranked vendor. As a reminder, all information reviewed by the Evaluation Committee Committee is posted on the Purchasing Division repository, including the closed portion of the meeting. Committee members, is there any other business that we need to discuss today? Again, I would like to thank all the vendors that responded and their participation and presentations today. Thank you also to all the Evaluation Committee members for your time. The final Evaluation Committee meeting is adjourned. The time is 6.07 p.m.