Good morning, everyone. We have everybody here safely. We appreciate you, your patience, while we weather through the storm, literally. Good morning. I am Christine Shorey, Senior Purchasing Manager and the meeting facilitator. I would like to call to order the final evaluation committee meeting for Request for Proposals number PNC-213-1603-P1, Consulting Services for Cruise Terminal Parking Structures, Port Everglades, for the Port Everglades Department, Seaport Engineering and Construction Division. The time is 10.28 a.m. on September 17, 2026. This meeting is being held through Microsoft Teams, and representatives from the county are physically here in Room 430 of the Governmental Center Building East, located in Fort Lauderdale, Florida, or virtually through Teams. Attendees, if you could please mute the microphones on your devices to limit background noise. This is a public meeting and is being recorded by Broward County. The video recording will act as the official recording of the meeting. And the recording will be made available on the Purchasing Division website under 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 the meeting is for the Evaluation Committee to hear presentations, score, and rank the response of responsible vendors. At the initial Evaluation Committee meeting, which was held on August 31, 2026, the Evaluation Committee determined all vendors to be both responsive and responsible. And after shortlisting, the following vendors advanced to this final evaluation and ranking taking place today. Today's meeting attendance will be recorded in the following ways. The Purchasing Division will record the attendance of county staff physically here in Room 430. And all virtual attendees, including any county staff, please click on the link or scan the QR code that is currently listed in the team's chat section to complete that sign-in sheet. For attendees that cannot access the link or the QR code in the team's chat, you could email the Purchasing Assistant Manager, Nancy Olson, at nolson at brower.org, with the subject meeting attendance, and provide your name, your title, and the company that you represent in the email body. We do have a quorum present with the following Evaluation Committee members. Committee members, if you could please say present after your name is called. Nermaldada, Capital Program Administrator, Highway and Construction Engineering Division, Public Works and Environmental Services Department. Present, ma'am. Thank you. Matthew Harold, Construction Project Management Supervisor, Seaport Engineering and Construction Division, Port Everglades Department. Present. Thank you. Martin Jackson, Assistant Director of Cruise Operations, Operations Division at Port Everglades Department. Present. Thank you. Shelley Maloney, Construction Project Management Supervisor, Construction Management Division, Public Works and Environmental Services Department. Present. Thank you. And Irina Tokar, Construction Project Management Supervisor, Capital Projects Division of the Aviation Department. Present. Thank you. It is the Evaluation Committee's responsibility to review the vendor's submittals to ensure solicitation requirements are met and to evaluate those submittals and make a recommendation to award a contract. Each Evaluation Committee member was appointed by the county administrator to serve on this committee based on their experience. And the Evaluation Committee members are responsible for following the 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 required to substantiate their recommendation and discuss their submittal reviews. The cone of silence has been in effect since this solicitation's advertisement. Vendors are prohibited from discussing this solicitation with the commissioner's office, county staff, or a member of the Evaluation Committee. The cone of silence will terminate once the awarding authority takes action to end the solicitation. During the cone of silence, inquiries regarding the solicitation should be directed to the project manager or to the director of purchasing and or his designee. Also, vendors may communicate with designated representatives from the Office of Economic and Small Business Development at any time regarding the solicitation's small business enterprise or county business enterprise participation. The summary of vendor rights regarding Broward County competitive solicitations was issued in the solicitation. The initial Evaluation Committee meeting minutes have been distributed to the Evaluation Committee members. So, committee members, is there any discussion regarding those minutes? If not, may I have a motion to approve the minutes from the initial Evaluation Committee meeting? This is Matt Harreld. I would like to make a motion to approve the minutes from the initial Evaluation Committee meeting held on August 31, 2026. Thank you. May I have a second? Irina Tokar. I second them. Thank you. All those in favor, say aye. Aye. Aye. Aye. Thank you. Any opposed? That motion passes unanimously. As stated previously at the initial Evaluation Committee meeting, the solicitation required vendors to state whether they accept Broward County's standard terms and conditions or, if they do not accept them, to identify the agreement provision and vendors' proposed changes. Three of the four shortlisted vendors initially accepted the county's standard terms and conditions. The county provided the vendors an opportunity to waive those exceptions prior to the final Evaluation Committee meeting, and the following vendor waived all exceptions, Kimley Horne and Associates, Inc. The next order of business are the vendor presentations. In accordance with Section 286.0113 of the Florida Statutes, presentations and questions and answers are closed to the public. Only committee members, county staff, the presenting vendor, and their team will be in the closed portion of this meeting. Other vendors, their teams, and members of the public will be excused from the closed meeting to permit the start of the closed presentation sessions. Sub-consultants that are partnering with multiple prime vendors are only allowed to participate in one vendor closed presentation session. The presentations today will be limited to 15 minutes, followed by an unlimited question and answer period. Each presenter will have up to five minutes for their setup. The timekeeper will be the Purchasing Assistant Manager, Nancy Olson. As the meeting progresses, the Purchasing Division will provide email updates to vendors, ensuring that each upcoming presenter is informed when it is their time to join. Once all presentations and Q&A sessions have concluded, vendors and members of the public will be invited to return back to the public portion of the meeting, during which the Evaluation Committee will score and rank the vendors. Members of the public may provide an email address in the chat to be notified when to return to the public portion of this meeting. Vendors were asked to provide an electronic copy of their presentation to the Purchasing Division prior to today's meeting. The presentations that were received have been distributed to the Evaluation Committee members. Today's presentation's length and order was identified during the initial Evaluation Committee meeting and was distributed to the presenting vendors. Each vendor has 15 minutes for their presentation, followed by an unlimited question and answer session. And the order of presentations today will be the first presenter, Kim Lee Horn & Associates, Inc. Second is Justin Architects, PA. Third, BEA Architects, Inc. And the fourth presenter will be Bermelo, Ajamel, and Partners, LLC. At this time, we will move into the closed portion of the meeting. The first vendor presenting, Kim Lee Horn & Associates, please remain. All other presenting vendors, their accompanying teams and members of the public are requested to leave the virtual meeting. And as a reminder, continue to monitor your emails for when to rejoin the public portion of the meeting. This meeting is now closed. I'm going to pause for a transition. Kim Lee Horn & Associates, I'll be right back with you while we wait for people to leave. So to the representatives from Kim Lee Horn & Associates, Inc., who will be needing the presentation function? Good morning, Nancy. I will. Adrienne Dubkowski. Thank you. So what we have on the screen here for Kim Lee Horn to review is the Broward County staff that are attending this meeting virtually. So you'll see them in the participant panel. But if you could also compare in the team's participant panel any names you don't recognize, which would be any that aren't on your team, any of your subs, as well as any of maybe county staff or anyone else that isn't there, that is there, that shouldn't be there. I don't recognize Tim Tracy. Okay. Mr. Tracy, can you identify yourself, which team you're with? And I do see a note from someone that they're monitoring the chat, and they see other names in the chat. That's normal. They would have been in the meeting prior, but it's whoever is in the participant panel now is who we're looking for, you to identify if you don't recognize somebody. Tim, did you know? Yeah, I don't recognize. Ramos also is not. Correct. Okay, so we're going to remove them from the meeting. Nancy, you're doing that? Okay. So let's get everybody, make sure we get everybody straight before we get into the setup or anything. So it's Tim Tracy is being removed from the meeting. We haven't identified that they're with your team. And the second person was, I think the last name was Ramos. Bruno Ramos. Bruno Ramos. Bruno Ramos. Tanner, too. What was it? Happy Tanner. I guess maybe people walked away from their screens, you know, when we were in. Yeah, so Abby, if you can excuse yourself if you're with another team. She's with Gary Matute. Abby's with our team, yes. Oh, all right. Okay, we got rid of Tim Tracy and Bruce Ramos. Anyone else that you don't recognize? I believe that's everyone. Okay, wonderful. And who do I have the pleasure speaking with? Is that still Adrian? Yes. Hi, Adrian. Okay. So I just have a statement real quick for you. While you're reviewing that list, please affirm that there are no other individuals in the meeting other than your team and those county staff that are identified on that spreadsheet on the screen. I affirm. Thank you very much. Okay, we're going to take our spreadsheet down, allow you to load your deck up, and then you'll have five minutes during this time to do your mic checks, cameras. Good morning, everyone. Good morning. Good morning. Good morning. Good morning. Good morning. Good morning. Well, that was a good mic check there. That worked out fine. Good morning. Good morning. Good morning. Good morning. Perfect. Is there anyone that you're still expecting that isn't on the call? Because I don't want us to allow anyone to come in from the lobby. There is someone knocking on the door, Joe Magnello? No, he's not with us. We have everybody that is on right now, except who's Johanna. Is that? She's with Broward County. She's one of the purchasing agents. Thank you for asking. Okay, and we see your slide deck. Abby Tanner is trying to come back in. She's with our team. Yeah, I guess she got dropped out. Okay. So once you start, we're not going to allow anybody from the lobby, unfortunately, even members from your team that might get dropped. To come back in, because it'll distract things. So if you can just make sure everybody stays on. And then when the Q&A starts, if there was somebody that got knocked out, we'll bring them in at that point. So whenever you're ready, we can reset the clock. If you're ready. I am ready. I believe we're all ready. Everybody ready? Good mic check? I'm ready. Yep, ready. Okay. Perfect. We'll reset the clock, and you have the floor, Brian. Thank you. Good morning. We're from Kimley Horn, and we're extremely invested, excited, and passionate for this project because we live, work, and go on vacation here. I want to introduce you to the team that will be working on this project. I'm Adrian Dubkowski, your project manager. I bring extensive experience in operations, traffic engineering, parking demand, parking operations, and I've led these tasks for the Broward County Convention Center expansion and hotel project, the MSC terminal at Port Miami, Port Canaveral Terminal 4 garage, and the Heron parking garage. As your project manager, I'll be your single point of contact. Leading this project with me is John Corley, our principal in charge, who for the past decade served on the capital program manager team at Port Everglades. Jill Capelli is our QCQA manager, and she's been serving Broward County Aviation Department, or VCAD, for over 15 years. She's also the project manager for the Port Miami Transportation Master Plan. Noelle Ramirez is our deputy project manager, structural discipline lead, and parking garage expert, who's successfully overseen the design construction of dozens of parking garages in South Florida. Our four leaders have successfully completed more relevant projects than any of the competing leadership teams in South Florida. Every discipline lead for this project was chosen for direct, relevant experience at Port Everglades in cruise and port operations. Jerry Schwintek, our programming discipline lead, brings extremely deep parking programming experience at airports and transportation facilities, including extensive work with BCAD on the Intermodal Center, the APM, and the Fort Lauderdale International Airport parking garages. Casey Long, our cruise operations specialist, has significant experience at home ports, ports of call related to cruise operations, including passenger boarding bridges, baggage handling, parking garage to cruise tumoral flows, waterside operations. The team's experience in event-based parking structures, cruise port, and aviation projects in South Florida is vastly more significant and numerous than our competitors. Rounding out our team are two architecture partners we've chosen with purpose. Indigo Architecture, with President Kevin Cruz and design lead Nathan Hofnagel, deliver parking garages with aesthetic design. We've worked with them on the Mercedes-Benz parking garage and are currently working with them on the City of Durrell Central Park garage. Guri Matute, with owners Daphne Guri and Jose Matute, add additional architectural design expertise to our team and bring something none of the other teams have, an understanding of how the Airport-Seaport Convention Center connector will work to revolutionize mobility in Broward County. We're currently working with them at the Fort Lauderdale International Airport and have partnered with them on many projects across Broward County. Our additional subconsultants meet the CBE requirements and are listed below. We've discussed the expertise of our project team and why we should be selected. Next, we'll discuss our project approach. Good morning. Port Everglades moves in waves. Multiple ship arrivals and departures on similar schedules combine with thousands of passenger movements within just a few hours. The system either absorbs that surge or it doesn't. We've built our six-step approach around this challenge, keeping with four key principles. Peak day surge management, seamless ground transportation operations, maximizing the passenger experience, and providing for future flexibility. We view each event as part of a connected system, change one input and the whole system responds. Bottom line, this is a multimodal cruise operations project, not just a parking garage. We're designing a system. With our systems approach, we use detailed models to test surges in event-based parking demand, curb capacity, horizontal and vertical passenger circulation, and vehicle inflows and exits before the design is fixed. So performance drives the layout. We did exactly this same thing for the Terminal A at Port Miami as shown on your screen. Adrian? The disciplines that John described are what we've applied to similar projects and also to this project. Additionally, we reviewed the Port Everglades Master Vision Plan and used its guidelines to prepare initial site location and site planning. Site one doesn't meet the criteria of the Master Vision Plan, which includes providing two and a half acres for bus ground transportation area and two and a half acres for taxi and rideshare ground transportation areas and providing between 2,000 to 4,500 parking spaces. Site two also doesn't meet the criteria of the Master Vision Plan. What I'm going to show you are some site plan opportunities. Obviously, we have to start coordinating with the Port and the stakeholders, but we wanted to start the conversation to show you how excited we are about this project and what are some of our initial thoughts are. South of Terminal 19, we've developed three preliminary site plan alternatives that meet the guidelines of the Master Vision Plan. All of these alternatives provide opportunities for dedicated pedestrian bridges from the new parking garage to Terminals 19 and 26 to eliminate at-grade pedestrian crossings between conflicts between vehicles and pedestrians that currently occur at the Port and require crossing guards. We also provide the opportunity for vehicle connectivity between the Palm Garage and the new garage so that when the Palm Garage is full of vehicles, they can just travel over the bridge into the new parking garage without having to circulate on street. We've also reserved space for the future people mover and stations. This is Alternative 1A and it provides up to 2,500 parking spaces. As I mentioned earlier, these aren't set in stone by any means. This is just to start the conversation with you all. We can talk more about it in the Q&A session. Alternative 1B includes the expansion of Terminal 19, which is part of the Master Vision Plan, and Terminal 2A provides for up to 4,500 parking spaces that could be expanded further with additional levels on the garage, and this also provides an additional parking garage access to manage traffic flows in and out of the garage. Alternative 2B includes the Terminal 19 expansion and the 4,500 parking spaces. Alternative 3 shifts access to the east if shared access can't be provided to the west. Now we're going to show you an animation of three cruise ships arriving to the port at the same time, the passengers disembarking from those ships, traveling through the terminals, then over to the pedestrian bridges and the APM stations, leaving. They could be going to the airport. They could be going to the convention centers on the APM, or they could be traveling over to the parking garage, picking up their car, and leaving the site. We have multiple access connections to the garage to manage traffic flow. This is the ground transportation area for rideshare, and then the ground transportation area for the buses, and they could all leave that way as well. Next, we're going to get into programming. Programming is the next critical phase that overlaps planning into design. Our programming approach with you has a focus on variable vehicle types and flows for baggage-heavy pedestrians, which our team has extensive experience with on some of our projects. Vehicle-wise, we understand the roadway pain points, and we'll focus on providing dedicated user ingress and egress, along with layouts that are flexible for future allocations of space based on ever-changing user modes. As we discussed about pedestrians, we're going to minimize pedestrian and vehicle conflicts and also provide for limits and level changes for those people with bags, which will focus on giving the best experience to high-volume pedestrian movements, as this is an event environment that's complicated by large bag volumes. And therefore, the planning and programming of this facility needs to marry elements of the event venue, but with efficient ways to handle extensive amounts of baggage. Now, let's discuss the design. Once the airport and seaport convention center connector is operational, the passenger experience for those cruise passengers who fly to Fort Lauderdale will begin at the airport. Rory Matute worked side-by-side with Kim Lee Horn in the preparation of the design criteria package for the FLL APM. As part of that project, we worked on resolving different conditions as the APM stations connect to all terminals and parking garages. We bring to the team our knowledge and experience with providing seamless and safe passenger connectivity. For this project, our team will provide a parking garage that is ready to interface with the future APM stations and cruise terminals at Port Everglades, as well as providing connectivity for passengers to and from Port Everglades and FLL. As my colleagues stated, the selected site allows the garage to become an integrated part of the port. But equally important is flexibility. So we're not designing today's garage and figuring out tomorrow's needs later on. We're designing the first phase of the ultimo buildup, so capacity can grow while the passenger experience remains simple, efficient, and intuitive. And because of its visibility and role in the arrival sequence, the garage can become a true gateway to Port Everglades, one that reflects the port's character and creates a strong sense of arrival. Our goal with the garage facade was to create something simple and elegant while still drawing inspiration of what it's like to enter South Florida's waterways. The facade pattern shown here was directly generated from imagery of the sand ripples formed along the ocean floor, often the pattern you feel beneath your feet as you first enter the beach. This is just one example. Virtually any image can be translated onto the facade using our digital design software. We see this as a great opportunity to work with a local artist so the architecture can actually reflect the local community and meet the goals of art in public places. This way the parking garage becomes more than just infrastructure, it becomes a reflection of the place. This new parking garage will likely be the first impression of Port Everglades, so every design decision will focus on making that journey easier, safer, and more intuitive. Uniquely branded for Port Everglades, clear wayfinding and well-placed elevator stairs and moving walkways will make it easy to get in and out quickly from the garage to the pedestrian bridges, future APM, and cruise terminals. Integrating technology such as digital signs, space sensors will further enhance the passenger experience. And all of the building systems, structural, MEP, life safety, security and communications will be carefully coordinated creating a resilient, sustainable, and future ready facility. Speaking of sustainability, ParkSmart is the parking industry's equivalent of LEED. For Port Everglades, we're using it as a guiding design principle, not just a certification. It drives durability, energy efficiency, EV readiness, and long-term performance, helping reduce the life cycle costs while staying flexible for future needs. At the core is the casting place post-tension concrete structural system. Those longer span means fewer columns, improving circulation and wayfinding. In this marine environment, this structural system has helps extend durability and reduce long-term maintenance. Overall, it is a resilient, sustainable facility built for the port's long-term needs. As we move into construction, our goal is clear. Deliver the garage while keeping the port fully operational. Our strategic facing plan will minimize the footprint, keep parking in service when possible, and preserve access to cargo operations, entrances, and pedestrian routes. We'll coordinate closely with the port, cruise operators, contractors, and stakeholders maintaining safe circulation and minimizing disruptions. With responsive reviews, field presence, and timely decisions, will keep operations steady and the schedule on track from groundbreaking to opening day. Adrian? Thanks, Noel. So touching on the projects that we've worked on, we've successfully delivered every task of this scope before over and over again, and I have led these or worked on most of the projects we're going to cover. We provided the ground transportation area circulation, planning, and implementation for the Heron Parking Garage. We prepared the Port Miami Transportation Master Plan that exemplifies our port and cruise operations experience. And for the Broward County Convention Center, we demoed a portion of the garage to accommodate the convention center expansion and helped with the new hotel parking garage and circulation for the entire site. We delivered every component of this project before for the MSC terminal at Port Miami that can accommodate 18,000 passengers a day. And at the Minneapolis-St. Paul International Airport, we delivered over 15,000 parking spaces within three garages. None of our current or projected workload will affect our ability to perform on this project. In fact, as you've seen, we've already started on the project and are extremely excited to work on the next steps of this project. We could get started on this Monday morning. We're local with an office less than 15 minutes away from the port, and we have a new office coming in downtown Fort Lauderdale next month. And we have 1,800 employees in Florida to support us and over 11,000 employees nationwide. Other firms have expertise in one or two approach tasks and outsource the rest, while we have the in-house horsepower to perform every major task internally. Our team's expertise in event-based parking structures, cruise port, and aviation projects in South Florida are vastly more significant and numerous than our competitors. We've delivered these types of projects by the dozen. Our competitors count them on one hand. We have a deep understanding of cruise operations and event-based parking expertise that none of the other teams have. We are the team. Thank you again for this opportunity to present and be your trusted partner in the next generation of cruise infrastructure at Port Everglades. Thank you, Adrian. And to the team from Kimley Horne and Associates, we appreciate that presentation. I'm going to open it up now to the committee members to pose any questions they may have, followed by our project manager. Mr. Dada, go right ahead. Okay. I have a couple of questions. The first one, if we selected 4,500 parking facility, exiting 4,500 car during any event at the same time is going to be crucial. So how do you think you will manage it if you can show some details? Thank you. Sure. And maybe I can go back to the presentation and I can show you part of the site planning. What we looked at doing with that is we have multiple access connections. So everybody disembarking, and that's what we really wanted to focus on as part of this is how do you get out of the site and how do you maintain traffic flow so you don't have major congestion issues. So in addition to be able to leave to the south over to Eller Drive, we have additional access connections to the north to push traffic over to 32nd Street. So we have those two ways to flow traffic out so not all the traffic is loaded just to Eller Drive. Additionally, what we could look at doing on Eller Drive is to, and this is more like if we're going to go to 4,500 parking spaces or even beyond that, to install a reversible lane system to get traffic over to 595 quickly and efficiently. And that's something that we could look at doing with reversible lanes there. But really the focus point is having multiple access connections so that all the traffic isn't just flowing one way in and one way out and providing that kind of a mobility hub. Thank you. Second question following this, Port Everglades received severe congestion during, you know, during event where there are a lot of traffic. So you think you can connect this to the different garage? Let's say you have opening here and then opening other garage, like an integrated approach, like you said. How are you thinking on this? So that's one option that we could provide. So we know the Palm Garage fills up pretty quickly. So what we were looking at doing is providing a connection to that garage on one of the levels that ties into the new garage so that then when traffic, if traffic circulates to the Palm Garage and they realize it's full, they could go to one of the levels of the garage and then flow into the new garage and find abundant parking there so that they're not circulating back out onto the street and conflicting with pedestrians or other car traffic that's out there with the buses as well. So that's really the purpose of providing that connection. And we see that as an opportunity locating the new garage here south of Terminal 19. Jill, would you like to add to that? Yes. Good morning, Jill Capelli with Kim Lee Horn. I just wanted to add that we have at our disposals detailed simulation tools. Adrian did hit on them in the presentation, but that does allow us to test different scenarios before anything is implemented. And Adrian, I don't know if you want to talk about some of your other event management experience just to complement kind of these high-volume experiences that you have. That's a good point, Jill. So for the Inter-Miami Stadium, we're essentially running the event traffic management plan for that. So we're looking at those flows and we're very well aware. We prepared the event traffic management plan for the Fort Lauderdale location and now also for the Miami location. We've done this before for Super Bowls. I mean, the MSC terminal is a great example of where we've looked at this too to make sure that we're providing enough lanes of travel so that there's no bottlenecks there. And from our work that we did at the MSC terminal, the Port recommended that we look at other terminals at Port Miami and help them also with those bottlenecks because the bottlenecks are what really impact traffic the most. And that's a big thing that we would look at here too is on Eller Drive during those event conditions. You know, you have the signal at Eller and 19th and then you have the signal that's outside of the kind of the port boundary or as you're entering into the port, you know, looking at, you know, maybe during the event times you just have those like free flowing to get all the traffic out on Eller Drive and also send some of that traffic north to Eisenhower with that kind of the multi points of egress from the garage and from the site. Thank you. No more questions for me. Thank you. Good morning. Martin Jackson here from Port Everglades. In the presentation, one thing that I really liked was the pedestrian connectors towards Terminal 26 and Terminal 19 because obviously keeping the pedestrians out of the traffic flow is really important. But there's two other terminals that this area services, which is Terminal 21 and 25, that were not addressed. How do you propose to connect those pedestrians to their respective terminals? So that's a great question because coming over to Terminal 26, the people that are going to Terminal 25 could go over to 26 and then they could go over since they're already not conflicting with the pedestrian traffic, you can get rid of those crossing guards you have there and then they could just walk up to Terminal 25 to 25 to the north. So really, really this, the pedestrian bridge to Terminal 26 would also serve 25. And what we could look at doing for passengers that are going to Terminal 21, they could either go over on the bridge that connects to 19 and go over, or maybe we work on another connection with the vehicle connection and introduce pedestrians kind of in a separate realm for that to get those pedestrians over to Terminal 21. And that kind of goes in line with, we're also looking at the master vision plan, we noticed too that one of the alternatives was to provide baggage handling on a level of the garage to have like a centralized location. And that similarly, moving that baggage would be associated with the pedestrian bridges too, where you could have like a multi-leveled or a wider facility to accommodate baggage as well. So here we could like modify the vehicle bridge to accommodate pedestrians to have them on the correct side of the road so we don't have to have the crossing guards. And then one thing that we would have to look at doing if we did that is in the Palm garage, we noticed that the elevators vertical circulation, there's not enough elevators in there. And that's something that we would probably want to retrofit, you know, having this connection in place. We noticed that like one of the elevators was broken, there's actually a person there to like guide people to the elevators, and they have to line up. And that's one thing that we really want to avoid with the new garage is providing enough vertical circulation so that people aren't queuing up and having to wait for that, because that really takes away from the experience of, of, you know, going on vacation or coming back, really coming back from vacation, because disembarking leaving is really like the critical element as everybody comes out all at once. Okay. Thank you very much. Go right ahead. Good morning, Shelly Maloney. I have a question on the schedule. If the decision is to move forward with the 4500 parking space garage, how do you see the schedule? Do you think it's still feasible to, to construct design and construct within that timeframe that's been provided in the RFQ? And if so, just how do you propose to do that? Also, if you can give us a little bit of your, your, your experience in working with a managing general contractor with respect to maintaining schedules. Thank you. Thank you. So, really, like the, the main step that we see for coming up with determining how many parking spaces we have is to do the parking demand modeling. And all of that, what we have put together is a questionnaire that we've already developed. And that questionnaire is ready to go. We've used it for MSC because we realized that a lot of this data is available, but it's more about how you ask cruise operators what your schedule is, what you envision the future to be, to get the right data in order to right size the garage. Because the other thing that you don't want to do is to have a garage that's too big and doesn't have enough that you're not, you're under utilizing it and that then you have to use it for something else or it just sits there empty. So, really, it's getting the, the, the data up front so that within that first 90 day window, we can execute the feasibility study to, to then clearly, you know, move forward with right sizing the, the garage design and getting into like the general contractors. I'll let Noel with your experience leading design and construction chime in on that. Sure. So for these garage, we're proposing a casting place post-tension structure and the advantage that we have here, it's the site that we selected, which allow us to build the garage and at the same time have space for, you know, staging areas and without interrupting operations in the port. So it's, it's definitely possible to, to design and, and build that garage in the proposed schedule. On the design side, we, we, we work, you know, we're one profit center. We have over 1,800 engineers only in Florida that we, so we have the resources to, you know, make that work. I would like to add, do you want to chime in? Yeah. So the second part of the question was with regard to to experience with managing general contractor contracts. So clearly a significant number of contracts that have been handled by Kinley Horn have a variety of different flavors to them, but some are in fact, actually NGC type contracts, but specific to Port Everglades. What is unique about this particular team is my personal experience working on the capital projects manager team for the last 10 years working directly as an extension of Port staff, supporting the, you know, the execution of NGC contracts, including basically the last almost billion dollars of infrastructure being, being developed at the Port, all of South Port, you know, the, the individual boroughs, et cetera. So very well versed in that space and certainly have great relationships with the, with the engineering staff at the Port, as well as the capital projects manager team that is supporting the Port in that regard. So we see that as actually an advantage and something that can move quite seamlessly. Thank you, Joan. Gabby? Now, I just wanted to add regarding the, the GMC. It's with, we've done those contracts before, a lot of the parking garages that we designed and built there. Uh, it's usually the same contractor players that will come on board for those. We have great relationships with them. Um, we're currently doing, um, the, uh, city of Doral parking garage at the, uh, Doral Central Park. It's, it's a similar type of contract. So was, um, the, the Miami, the, the Miami Beach garage that Adrian, um, uh, helped the project as well. So I think it's, it's really, uh, something we can pull resources. And in terms of meeting the schedule, as Noel mentioned, we are a one profit center. So, you know, it, we were not really, uh, joking when we said we have 1800 individuals in Florida to help with this project and 11,000 nationwide. It's that simple for us to pull resources and be able to tackle anything that comes our way. It's usually not a problem that we, we, we face in terms of workload. Thank you. Thanks Gabby. Any other questions from the committee members? How about our project manager? Go right ahead. Ms. Sotomayor. Good morning. Uh, I have a few questions. The first, first one is you presented several site alternatives. What factor could you cause your team to reject the concept that you currently consider most viable? Excuse me. Could you repeat that question? So you present at the beginning, three different sites that you consider for the garage. There is any factor that can reject the last site that you consider that the, the one where the parking garage needs to be? There is any factor that maybe you can find in the analysis that you do in the first 90 days. That correct. That would, that analysis would inform, you know, what, what modifications we'd have to make or where we would have to locate the site for now, since we didn't coordinate with the port at all, really, it was just us like looking at the port saying, okay, where could this garage go? What, what are the parameters of the vision master plan? Um, this is what we had come up with. And, you know, there's definitely other factors that we probably don't know about that could impact this location. But from what we've seen now, just looking at this on our own, um, the sizing of the site is, is appropriate, but I'm sure that there's other things that could come up in the process that, that would impact the location and we'd have to re re-evaluate it. I think it's just a matter of further discussing the, the issue and, and better understanding what's fully needed. Jill, would you like to chime in? Sure. And, and just to add in our experience, the coordination that Adriana mentioned specifically with operations, specifically with security, and really understanding other stakeholders like the cruise lines and any agreements that are in place. We don't know that at this day, but in the first 90 days, those are the types of things we would partner with you to flush out and identify any factors that could, that should be incorporated into these sites in this analysis. Thanks, Jill. Yeah. And along those lines, like I mentioned, this is just to start the conversation. This is what we're thinking. By no means are we saying this is the end all be all. It's just, this is what we came up with. We were really extremely excited to get started on this and wanted to see what we could do given our deep experience. And this is what we came up with. And obviously the next step is to, you know, get your all's input and, you know, maybe this isn't the right location. Maybe we need to rethink it. And, you know, we're totally open to that and completely fine with that. It's just, we're really excited for this project and want to show you what we can do. Okay. Um, other question, uh, Kim Lee Horn is going to be the prime, but I know you have the architectural design by a sub consultant. So how you guys are planning to handle the decisions for design architectural design, uh, there is going to be just one main point of contact with Kim Lee Horn or combined. Yes. I would be the architect. Given my operations experience, I would be that single point of contact the entire way through the project. So what we've done with this, and typically when we start on a project, we, we like to be involved early from a site planning standpoint, because if you let the architects get too far down a path, then there's certain things that we have to pull back sometimes. And, and it, it becomes a more difficult conversation. That's why we looked at this really from like a site circulation standpoint of like, what do we need to get this done from, you know, a traffic circulation standpoint. And then that informs the design rather than here's a design, make the traffic work. It's, this is what we need from a traffic standpoint to do. Now let's make the design flow into that. And that's why we have two great architects to, to help us with that and get into like all of those details. And they were involved in, in, in all of this, like sizing the garage, like what footprint do we need of the garage? Here's the footprint. Here's where the columns go. This is what I need from a circulation standpoint to make the buses work. This is what I need for the ride share to work. This is what we need to do. If, if, you know, we have the baggage area, a centralized baggage area on say the second level of the garage, how does, how does that all play into one another? And I think, Noel, you'd like to chime in too. Sure. I just wanted to add that we have done this in the past where Kim Lee Horn, it's the prime consultant and we have architect and some other disciplines as, as subs. We're actually doing that in the Doral central park, a parking garage and recreation building where we are leading that project as prime and working with Indigo architecture as a sub and it's, it's working smoothly. Casey, would you like to add too? Sorry, I had to come off. I mean, ultimately, I agree, Adrian, with this point, you know, but the architecture and instrumental part of the process because of the life safety functions and components. And so what we do, as Noel and Adrian said, is we mesh the two together and you'll have full access to our architectural team through the process because of the flow of passengers and the selection of vertical circulation and all of those pieces and parts. But because this is a predominantly traffic driven component, you know, our engineers take the lead on coordinating everything. But you'll be more than welcome to use our architects and bounce off things with them too. Thanks, Casey. Absolutely. Jerry? I just want to, the purpose of the team that we brought to you today is to, a team that has worked together. We've worked on other projects like this, as close as working at Fort Lauderdale Airport. We empower every member of the team member to be outspoken and provide feedback. Nobody is, I would say, restrained from any sort of communication. It's just that we are going to have all the communication to you flow through Adrian so that we have one single point of contact on both our end and your end. Thanks, Jerry. Jose? I just wanted to add that, I just wanted to add that we have done this before, specifically with Kim Lee Horn, very, very difficult conditions. And the beauty of working together as a team with a complex team for a complex project like this is that we can work together every step of the way, even though it's not our chance to design. We're involved, we're listening, and we're contributing any, any thing that we, that we can add, any considerations. We, we all work together all the time. That's at, at every stage of the game. Thank you. Any other follow-up questions from the committee members? Ms. Tokar, go ahead. Good morning. Uh, could you please, uh, expand on proposed team record of delivery project within the proposed schedule and budget? Um, maybe if you could concentrate on the projects completed within the last five years. Could you, could you repeat that? Sorry, it broke up. Um, I apologize. Could you please expand on proposed team record of delivering projects within the proposed schedule and budget, especially within five years and preferably, uh, using the same proposed project delivery method of managing general contract? Understood. He, a similar project like the Broward County Convention Center, um, expansion project in that one that was design build. Um, we were, we were part of that design build team. Um, and we deliver that project for the county. Um, it was on budget and ahead of schedule, um, including all the complexities associated with it with having to demo a portion of the, the existing garage. Um, and then, you know, it provide the, the expansion of the convention center and then providing the, uh, circulation areas, um, throughout, um, the MSC terminal at Port Miami. Similarly, uh, that was one too, where, where we, we, we delivered that, I want to say two years ago. Um, and that one just, it was the same type of, uh, approach used. Gabby, would you like to chime in? Yeah, no, just wanted to add on the, uh, on the MSC terminal for Port Miami. I think that had a very, very aggressive schedule through design and construction. As we got started, we're pretty much against the line of opening day. Um, and it was, um, you know, like every project, it's a challenge, but nothing that we could not overcome and, and, and really oversee, uh, the problems that, uh, were arising during design and construction and then be able to propose solutions for, for all of it on the side of, you know, the client being Port Miami, but also the end user being MSC, uh, were serving, um, um, both of those teams for that project. And it was a very smooth scenario. I wanted, uh, Adrian, perhaps the Miami Beach garage is a good example too, um, that you can, you can expand on. Just wanted to remind you that one, uh, as a very similar contract that, uh, initially under a different team was not going well. So maybe you can expand on that. Right. And that's, that's located at 23rd street. So that one, we actually were, we're plugged into it two times around one time. Originally, this was over a decade ago and the, the project became too expensive and wasn't able to move to construction. And then on the second time around, we're, we're plugged in to help more from not only traffic circulation, but also the parking structures and that project we were able to deliver, uh, on budget. Actually it was below budget. Um, because the, the architect team that we worked with got really creative with some of the design elements, um, and deliver that under budget. And it was also on schedule. Um, and it's currently open and now they're adding additional phases of doing some roadway modifications, um, outside of it to, to actually more ingrain it to be more of a streetscape project too. Uh, that's the 23rd street garage in Miami beach. And then Jerry, would you like to add? Yeah. If you can go to the, uh, MSB, uh, slide. I just want to add that that facility, um, was, so this particular one was part of an overall larger, um, program similar to what you've got at part of Everglades. It's, it's an addition to the supply, but it encompassed about almost 6,000 public parking spaces and as a ground level ground transportation center that also connects to LRT station, um, serving the, the area. But this was also done in coordination with the contractor to determine the phasing is about the, um, the managing contractor. They actually built this because it is cast in place, similar, uh, performance that we're discussing being here is the way that it was built allowed it to be built in a much more economical timeframe. Um, they actually ended up having two crews on this, uh, from an iron worker in, um, pouring of concrete to be able to build this and have major, um, pours, uh, occurring on a fairly daily basis and accelerate the overall delivery of this project. Uh, this particular one was done in just over two years, uh, and it had a lot of complications and it also had the complication of, uh, occurring as part of COVID as well. So, uh, very proud of how that one went with the coordination and Kim and Horn was the lead consultant on this one as well. So it's, this is the, uh, the delivery of a project where Kim and Horn led with having architects, um, by our side as well. Great, great example. Thanks, Jerry. Noel, would you like to chime in? Yes. I, I wanted to, to mention that, uh, unfortunately we don't have photos, um, these presentations, um, on, on, of other parking garages that we have designed, um, and, and, you know, assessed throughout the construction phase here in Florida, but we can mention the plantation point garage, which is very close to our office here in plantation, uh, the sun armaments garage on the restoration side. We have done dozens of those, including the river walk, uh, parking garage with the city of a lot of Dale and, and especially those on the restoration side. They're very challenging because you need to perform the repairs, um, and at the same time, keep the garage operational. So that requires a lot of coordination, uh, with owners, you know, with the city, county, and the contractor. And yeah, we, we have the experience, so we are willing to, um, help you throughout construction as well. Thanks, Noel. Casey. You're muted, Casey. You're muted. It automatically hits me. Sorry. Um, every, everybody hit on this a little bit, but I've heard a couple comments from the committee regarding, you know, our construction phase services. And I just want to point out that, you know, Kim Lee Horn, although we have the capability of bringing in construction specialists who can, you know, be part of the project, uh, every part of our design team is very experienced and traditionally is part of the project from the very, very beginning to the very, very end. And we're in passion to make sure that project is completed, um, on time and on budget. And we, we do that by participating with the contractors, making sure the design team is plugged in and, and addressing design issues to keep things moving forward, um, or construction coordination issues associated with it. So, um, with that, we all have experience, uh, completing these projects through construction and managing contractors regularly from reviewing their schedules, um, and also encouraging them to consider alternative methods in order to make things happen on time. Great points. Does that answer your questions? I was just going to add one last, uh, item as a suggestion that has been proven very successful in other projects, uh, that are, uh, that the contractor, you know, would come on board very early in the process through the design so that, uh, we're able to collaborate together, you know, suggestion being upon finishing programming and we understand the size of the garage and where it's going to go, uh, then to make sure that we have checks and balances with them as to how, how this is going to be built, how it's going to be phased, how it's going to operate. And then also, you know, if, if the, the cost is still fitting within the budget, so we don't go over budget by the end of design, so on and so forth. So we've, uh, we've done that very successfully, um, at the central park garage and, and, and, and Doral where we, the contractor is on board since day one that we received NTP. And we also brought in, um, a competitor contractor in our team to review their cost estimates, uh, and make sure that it aligns with the intent of the design. So it's suggestions that can, can be done for the process to run smoothly, uh, through design. And by the time that we hit ground, uh, there, there's no hiccups. Thanks, Gabby. Thank you. I think that answered her last question. It doesn't look like any committee members have any follow on questions. No, thank you. So to the team from Kim Lee Horn and Associates Inc, we appreciate your availability of your team members to answer those questions, um, and your presentation as well. Thank you very much. Thank you so much. Thank you. Thank you very much. Thank you. Thank you. Please continue to monitor your emails for when to rejoin us. Thank you. The first presenter, Kim Lee Horn and Associates Inc has now completed their presentation and answered all questions. Would the purchasing staff please invite the second presenter, Justin Architects PA to join this closed portion of the meeting for their presentation. Good morning. Good morning. We're gonna, um, kind of in a silent period while we wait for people to join. Thank you for being there. Kristen, do you know who's going to need, uh, the presentation rights? Uh, it should be Carlos Justineano. Okay. When he joins on, I sent an email alerting everyone to please join the meeting. Okay. Thank you. Nazario St. Louis, I believe was in our last presentation. So we're going to ask you to excuse yourself. Otherwise we'll remove you. Oh, I'm sorry. You're with Broward County. Can we make sure that Nazario St. Louis is on our, um, employee Broward County employee list? Sorry about that. Naz, he's with the county attorney's office. Welcome to those just joining. And Carlos Justineano, we understand you're going to need the facilitation rights to, um, present. So we're going to give that to you. Great. Thank you. Sure. In just a moment, we're going to put on the, uh, screen, the list of Broward County employees that are participating. Hi, Mr. DeRose. Hi. Hello, Darren. Good morning. Good morning. Hello, Mr. Justineano. Good morning. How are you? Good morning. Good. Thanks. Okay. It looks like we got a good group here. Um, go through a couple of formalities first. Here comes our list of county staff members. So if you want to take a look at the participant panel, compare that to the list of Broward County staff that's there on the screen and make sure that we don't have anyone you don't recognize. Chris, please help us with that. Yeah. I'm looking right now. Thank you. We have a Josiah Berg also in the lobby. Yes. He's one of us. Sure. Coming in. Welcome Josiah. Thank you. We're just, I'm just waiting for one more person to join. Okay. Uh, do you want to tell me who that is so we can, oh, here comes a couple more. Elia Nunez and Harry Salkapuram. Yes. And then I'll go ahead, Kristen. I'm sorry. There's, there's no, it's okay. Um, there's one more individual Carolina Whitfield from code green. Okay. And that should be everyone. Carolina Whitfield. Okay. So while we're doing the setup, we'll monitor for that person and Ben Ellis. Welcome. Thank you. What was that name? Nancy Joe Magnello. Yes. He's the, from Hollins consulting. Okay. Welcome Mr. Magnello. All right. Thank you for having me. Okay. So we're just looking for Carolina Whitfield. Um, in the meantime, do you want to take a look and for the record, please affirm that there are no other individuals in the meeting other than your team and county staff. It looks okay on my end. Thank you. Okay. So we are going to give you five minutes. We're going to take our screen down and give you, well, not our screen, our spreadsheet down and give you the rights. Um, Carlos, I think you have the ability now to present hopefully present. Yep. Right now. Okay. So if you want to load your deck, um, looks like almost everybody has cameras and we have five minutes for this. We're going to be monitoring for Carolina. Um, but if she's not able to join before you start the presentation, we'll just hold her in the lobby until the Q and a starts just so we don't have a distraction. Okay. Thank you. I hope she wasn't a prominent speaker intended. No, she's in the Q and a. Okay. Perfect. So we see your deck. Um, I don't know if you want to do any AVs. I think everybody pretty much acknowledged when we welcome them in, but you do have five minutes. Let me know when you're ready. Wherever you are. Okay. Then we'll reset the clock. 15 minutes. Go right ahead when you're ready. A good question. Okay, great. Thank you very much. Hey, good morning. Good morning, everybody. My name is Juan Justiniano. I'm a principal with Justin Architects. Um, and I want to thank you for the opportunity to present our qualifications. So Justin Architects has been, um, doing work in Broward County for a number of years, actually headquartered here for 47 years, doing a number of, uh, projects for the county, um, and working also with most of the municipalities within the county. So we wanted to point out a few of the parking garages projects that we're working on now. I would actually outline planning and design for this facilities main. We wanted to point out that we're working with the Broward County Judicial Parking Garage doing actually construction documents for that effort. Currently also working with the Holiday Park at the Holiday Park Parking Garage for the city of Fallon and potentially that facility is going to be, uh, hosting a early port on the rooftop. And of course, I should mention the Port of the Glades Harrow Parking Garage that we recently completed for the port, and also including the passenger bridge that connects the parking garage to Terminal 2 and Terminal 4. So the Justin, uh, the Justin Architects team members that have been assigned to the project starts with the experience that brings Tony Herrera first. Uh, the extensive experience of the port, extensive experience with the county, same for team one and myself. And we're going to be supported by a very talented group of architects and designers that are going to be led by Carlos. So the consultants team was critical for us and we understand uh, the, how critical it is to understand how the, the port functions, the very many elements that go into it. So we, we selected a team that provides you that, just that. Starting with Muffin and Nichols, uh, Larry's brings 50 years of experience at the port providing structural, structural design. So we count on that. HDR is going to be leading our efforts for planning, which are critical in this, in this project. So those are the main consideration for that. And, um, you also asked us to present to you our integrated approach and to do just that, Carlos. Carlos, please. Good morning. My name is Carlos Espignano, Vice President at Justin Architects, and I'm going to be going over our team's approach. First, I'd like to start by saying that we understand your need to support your terminals with critical infrastructure that's going to enhance the operational efficiency of the port. That is why we bring forward to you a recruited team of specialists with port ready experience. Now the port is an economic engine for Broward County. So operational continuity is crucial. That is why we have developed a two step approach, which focuses on planning on gathering that data and translating that into real numbers to validate programming and execution where we'll transition from CDs all the way to close out. As we transition over to the planning services, this is our approach is based on creating a partnership with the port and providing a great level of service. It is a collaborative approach with unified leadership working towards your vision and where we outline the project goals and operational requirements. During this step, we'll get the chance to ask the right questions and deploy our proven three-step process where we listen to you, we verify, and we develop. This way we'll be able to anticipate challenges, determine your need, and translate the findings into clear and actionable recommendations that reflect the port's master plan. So let's dive into some considerations. First is user experience. This is the foundation of this project. For a second, put yourself in the shoes of a passenger. The journey starts once they park and it ends once they return to their car. So extending the level of service to this infrastructure is essential. Considering passenger flows, the first step is to do a peak hour analysis where we'll look at acceptable walking distances. This team also understands embarkation versus debarkation and the baggage impacts that it carries. Now, this is a campus-wide effort. So weather protection, whether it be walkways or covered bridges, is essential to be included in this project, similar to what we did in the pedestrian walkway that is 600 linear feet with 400 linear feet of moving walkways that connect the Heron garage to Terminal 2. Now, since the terminals are scattered across the campus, our approach is not to focus on an isolated parcel, but to look at this as a holistic ecosystem where the data analysis will authenticate the relationship between the facilities, allowing us to have strategic placement of buildings, creating connectivity nodes where people and cars converge and disperse. Similarly, with the airport seaport connector, this needs to be tied into the long-term traffic network of the port, and we're actually contributing to this project. So we bring a comprehensive understanding of the operational needs and requirements in order to be able to connect to this project because, essentially, it is three components being integrated, transit, a garage, and terminal. Although it's being potentially done at different levels, phases, but this is the experience that we will bring on day one. Now, the port needs to keep running and keep active, as it is an active revenue generating facility. Therefore, sequencing construction with operations needs to be done so holistically, whether utilities or circulation of traffic or facing construction in line with off-peak cruise times. This team has proven this twice, once at Midport, another at the Heron garage. Now, this team wants to be part of an evolving Ford Everglades because we want to maximize its potential for the demand that we know is coming. For example, structural expandability, making it easier for future expansions, or having the right infrastructure in mind to have park smart features, EV charging, and having electrical load demands. Now, we live in South Florida, so storm resilience through flood compliance and power backup is essential. This team is looking at the future now, as we're doing with the Holiday Park garage, becoming one of the first in the network to join and include a VertiPort on top of a proposed garage. With that, I will transition to Daniel from HDR to go over planning specifics. Thank you, Carlos. My name is Daniel Crotty, and I am an AICP planner with HDR. When we look at this assignment, we're not seeing this as an isolated parking project, and we don't believe that the answer should begin with a predetermined design. Parking is only one part of the equation, and we see several major decisions converging within the same constrained operating environment. Midport is changing, and we see that this project is part of Midport's transformation into a cruise-focused passenger district. At the same time, more container activity is shifting to Southport, and the future Airport Seaport Convention Center connection will change how passengers enter and move through the port. All of this raises feasibility questions that go far beyond where a garage fits. The key question is how to make the whole system work together. That includes parking, transit, security, baggage, terminal access, ground transportation, and existing port traffic. These questions have not been resolved, and this is precisely why feasibility matters. Our role is not to assume a single garage site, alignment, station, or security concept. It's to work across all interfaces, test how the alternatives perform together, and preserve the options that the port will need. So the planning problem is how best to organize parking access to the future port without transferring congestion from one part of the system to another. Now HDR has supported the last three Port Everglades Master and Vision Plan iterations, including work on traffic, transportation, circulation, gate activity, and truck movements. That means that the team is not starting from zero. We already understand many of the operating conditions this feasibility study will need to examine. HDR is involved in and understands the nearby airport seaport connector planning efforts as well. That allows us to account for how future transit decisions may affect garage access, passenger movement, and potential station relationships without assuming that what decisions have already been made. From there, our feasibility process is straightforward. First HDR will frame the questions and agree with the port on the criteria that govern each decision. Then we validate the available documentation and data and the assumptions that will still need to be tested. Next, we model the conditions that matter. Garage occupancy, entry and exit activity, terminal operations, and roadway traffic may each have different governing peaks. Afterward, we test the alternatives and their impacts across the full system. We then compare the trade-offs with the port to confirm in the preferred direction and define the basis for programming. In short, we're validating the evidence, testing the choices, and that will give the port a clear basis for programming. So on that last slide, we show the process. This is what the process can produce. At the Port of Tampa Bay, we evaluated passenger, parking, pedestrian, transit, and truck movements as one operating system. We then used micro-simulation to test future circulation. That included terminal access, passenger drop-off, pedestrian crossings, and truck access to provisioning areas. That analysis informed the integrated concept shown here with dedicated truck access, passenger drop-off, pedestrian connectivity, and supporting roadway improvements. The result was not simply a garage. We successfully delivered a tested operating concept for the entire district, and that is how feasibility gives programming a defensible starting point. Now I'd like to hand it back to Carlos at Justin Architects, who's going to talk about execution. Thank you, Danny. Jumping over to execution, this is where we turn planning into real results and keep you a part of our process. First, data becomes the backbone for every remaining decision that we'll have throughout the project. This will allow us to provide solutions that consider the operational sensitivity of the port. Alongside that, we bring team-wide systematic documentation and quality control that will be evident throughout all the milestones of the project. During construction and post-construction, we become your advocates through field observations and documentation. But the true question is how do we actually translate all this data into design? Well, we're not designing from a catalog. We're designing based on your data from your port, including your hours, operations, passengers, and even cruise lines. That data will then turn into design criteria that governs design minimums for demand. We then will do test design options against that criteria to validate it. A valuable tool to facilitate that is to use BIM and COBE. This is where we actually get a chance to build the project prior to construction, vet out any conflicts, and test constructability. Early class detection will allow us to integrate the systems to prevent any future delays. Therefore, at the end of this process, the port is receiving a data-rich building that would include asset data, equipment, takeoffs, and even maintenance schedules. As we transition over the phase turnover, the port does not have an on or off switch. Therefore, our approach is to deliver capacity in phases. So, every phase you're gaining capacity, never losing it. A prime example of this is the Heron Garage, where we expedited the GTA to not impact the cruise season for Terminal 4. In permitting, our team brings unique, proven permitting experience in multiple projects, not only at the port, but throughout Broward County. And of course, our team will be there to conduct that 11-month walkthrough to make sure that we capture any warranty items prior to expiration. With that, I'll turn it over to Larry. What you see in the image is the structure that I was the engineer of record on 30 years ago. That image, if you look at it carefully, you'll see all the components of this project inherent in that project over 30 years ago. That was a port-in-place, post-tension structure, and that was chosen because post-tensioning and port-in-place in the salt air environment resists corrosion substantially and lowers port maintenance. In addition, we showed a phase one, the lower three levels. Then, phase two was the upper three levels. This is very important because what this did was make more property available to the port. And you can see in this image the cargo and container yard that is beyond there that is revenue producing. So, this type of solution is good for maintenance, has a longer life cycle, because if you check it now, it still requires very little maintenance. It makes more property available, and it's operationally friendly because the lower level can be operated and run while the upper levels are being built, which leads to a very, very important point, and that is this. We designed back then and repeatedly on the Heron Bay Garage, a third floor that supported and became a platform for the upper level construction. Now, this is a very complex design. We did it, and if you'll see the next slide, we repeated this on the Heron Bay project, the Heron project. The Heron Garage, as you can tell again, we threaded the needle on this project. This project had all kinds of things that had to come into it. We built ramps, we created all those geometries, and as you can see, it ended up a beautiful facility. No one will ever know how we threaded the needle on that. My personal history on this site at Port Everglades has spanned for 50 years. During that time, we have in my firm and in our present staff at Moffitt and Nickel touched everything in this port. We know what's going on there. We understand what has to be done. So in conclusion, I would want to add that all of the passenger considerations, ground transportation, and so on were also considered in our prior work. Thank you, Larry. So the successful projects this team has delivered to the port over the passage case are a true testament to our commitment to the port. We thank you for the opportunity to present this to you, and we're available for any questions you might have for us. Thank you, Mr. Justiano, and to all of the team from Justin Architects, Inc. Thank you for the presentation and now your availability. We're going to bring in Carolina Whitfield. She's in the lobby, and move on to the question and answer period. Mr. Dada is ready with his microphone on. Go right ahead. Thank you for your presentation. I have a question. Did you review the existing condition and see, have an idea how many, you know, number of parking can be built and where can be built on this? So any thought about this? Yeah, thank you very much for the question. Let me start first, and then I'll let the rest of the team chime in. Thanks very much for the question again. We are, we stated before, we are part right now of the study that is doing the PED for the connector between the IMC and the and the Convention Center. So we're looking at a number, or actually we're looking comprehensively to the port and potential locations for parking garages throughout. There are some, there are some areas that we're looking at specifically, like we're looking at the area that is right in front of the Harem parking garage. And I know that port is already planning for a parking there. And then there is two alternative parking, potential parking solutions. One, I want to say, is very close to terminal 18 and 19. And the team can correct me on that. But definitely we are looking right now at potential locations. Again, we're looking at the whole comprehensive site. And then under that PED study, we're clearly looking at what are we going to do for parking. I would like to add in that right now, we discussed that the initial is going to be about 1300 cars. That is a deck, a parking deck that is amounts to about three to four acres, depending on what happens at the ground level. And so the idea would be to put that type of configuration, rectangular or square, and then start moving it around to see how we can best utilize the overall candidate properties. Okay, thank you. And the follow up question is, the port is really busy during the event. So is there anything that you are thinking about connectivity of the parking or some sort of signs or indication that this parking is full, that parking is some sort of traffic movement? If you can elaborate a little bit. Thank you. Yeah, let me let me begin also with that answer. And yeah, thank you for the question again. And this is very similar to when we were working on the Herald parking garage was requested from us. We knew that it was a very complex site, right, with entry into the parking garage in the back that was serving the convention center. So our task back then for the entire team was to, how are we going to make this happen and at the same time have access to that parking garage? And added to that is we, at one point, GTA was going to be considered to be, we needed to be occupied and useful for Terminal 4 and Terminal 2 while the parking garage was being built. COVID happened and that didn't, that didn't happen that way. It wasn't executed that way. But the team who had provisions already, Larry, I know was working already on the design to creating a platform, which is a very complex platform that allows for the GTA to occur below. So, but that was one part of the, the answer that I wanted to give. And additionally, now we're looking though, for example, for the parking garage that is going to be across, potentially in the future, across Eisenhower. If there is going to be a station right there for an LRT, an APM on the, in the future, we're looking at the different levels that are potentially going to need to occur there and maybe connect from my station and the parking all the way into Terminal 4 and Terminal 2. So there are options that we're looking at right now. One of them being a, there might be another, another passenger connector from the parking or from the LRT APM station that connects back to the terminals and back to the parking garages. So, definitely we're heavy into that, looking at that, I'm talking about that specific location, because it's the one that we're looking, concentrating on, but similar situations are going to occur in the other terminals, with the other terminals. I don't know, Larry, if you want to add anything to it. Right now, the corridor for the transit system is eccentrically placed such that the terminals, one of the terminals as a minimum will be much further away. So, moving people from the garage to the furthest terminal will be a study component that will take into consideration both the solution we've already applied at the Heron garage, which is the elevated pedestrian bridge, which is air conditioned with a movable walkway. That's a very, very passenger friendly. Secondly, another opportunity would be like what they do at the airport, and that would be to have a regular shuttle service. The shuttle service though is a higher maintenance and maintenance to a minimum will probably be the wisest choices to make as we journey through the planning process and figure out what the best solution is. And of course, go ahead. Hey, I would like to add, this is Harry from HDR. So, the way you signal is that we can implement part of the planning process and the low-hanging fruits, such as starting with like a wayfinding. Basically, at the port, we want to give the best experience, the first mile and last mile, right? So, we want to get the people stuck in the queue, getting the port or from the, once they get up embarking, they don't, they want to have, go to the destination very quickly. So, we can start off with a wayfinding and then also support the technologies such as like ITS. And like, for example, like we've seen some technologies in the Disney, where they let you know how many spaces are available for parking and where. So, we can have, include all of those technologies, part of the, like, wayfinding and display it at different locations. And also, and also using the, like, this is a, like a one hour, three hour period, like it lasts for a long time. So, during the entire period, we will have that display at different locations to show the, show the, like, not, not just for the passengers. So, there's a, there's a people coming from drop-off, there's also, like, people, like Uber, these, like, ride share. So, they all need a way to get in, get, get out. Also, like, for the transit. So, we will, we need to let passengers know where the bus are parked, where bus stops are. So, all of this is, as, like, as Daniel said before, it's a, a comprehensive solution, technology will be part of it, um, uh, uh, starts out with the wayfinding and the ideas. So, uh, just want to add to. Yeah. Yeah. Thank you very much for that. And going back specific then to the question again, yes, that team understands and we have tools to make sure that the operations at the, at the port are not compromised. I know we understand that the different terminals have different conditions, right? GTA is critical for the functioning of the, of the terminals, and that is, might not be right adjacent to the terminal, but those are items that, yes, we're, we're understanding that we have the tools to work for it and to provide solutions for it. And so, I just want to add one more thing. This is Ben Ellis from HDR. Not only are, you know, can we talk about this theoretically, but we're implementing it right now with existing projects. We talked about the Tampa cruise terminal, but we're, we're having these conversations as we're working through a planning project with, uh, at Orlando international airport right now, or we are talking about wayfinding and we're talking about letting passengers know they consistently have an issue with, you know, parking lots being full and that adds some frustration to, you know, their visitors. So certainly it's something that we are actively working through, um, and are knowledgeable and, and how that can be implemented. Thank you. No more questions. Thank you. Go right ahead. Ms. Maloney has a question. Good morning. Shali Maloney. Um, can you elaborate a little bit more on your work and your experience with, um, the owner during the procurement process, particularly in the acquisition of a general managing contractor and also your experience in working with such an entity during the construction phase in order to maintain schedules? Thank you. Yeah. Thank you for the question. I'm going to start, and I know that the team has an input on this too. Um, most definitely, um, our work at the Heron parking, uh, parking garage was, uh, um, we, it required for us to have a dedicated team to be able to do all the coordination with the port, uh, and with port staff, right? And we understand that in the sense that we have to have, uh, a dedicated, a dedicated project manager, art senior architects, and the support team to work and make that, that, that happen. There is a lot of going back and forth when, uh, the contractor, general contractor was coming on board. I want to say, uh, the, uh, the, uh, the request from the, from the port in that project was to bring the contractor as soon as possible so we can have constructability reviews and make sure that, uh, uh, the project was going to move forward when without hiccups. And that entails for us, the design team and the entire team, uh, including all the disciplines to be ready with that dedicated staff to make that happen. I've done, uh, four managing general contractor, uh, constructions at Port Everglades. And, uh, I did the very first one. And along the way, uh, I have identified great advantages in that type of project delivery system. One of the key things about that system is this, the managing general contractor should be under contract by the time the 30% design is complete. And the reason is the process allows for and Broward County gets the best advantage of it and the best benefits with an interactive exchange between the contractor, the port, and the county, as well as the designers, our team. That's important because we go out for preliminary pricing at the 30% point. We get feedback from the subs, which is then communicated from the MG, the managing general contractor to us as the design team. And of course the ports involved as well. And what we do then is we start to refine the design. And here's where the best part is because this is a very nuanced process. When the design gets refined, we then start to learn where subs are putting risk into their pricing. What they do typically is they put the risk into their pricing and they put it then in their pocket if the risk does not emerge. Instead, what we do in the managing general contractor process when it's done properly is we tell them, okay, you take that risk and you put that aside. And if those things come up that you're worried about, then we can draw from that. But if they don't come up, and many times they don't, the county gets to keep that money because the county has control of that part of the kitty. We don't want the managing general contractor to control that part of the kitty for reasons that might lead to some sudden surprise costs. So we want the county to control that part of the kitty, and everyone can walk away whole. The subs can get paid for the risk that they did not take, but that emerged during the job. The managing general contractor gets their share of that for operating the project as a result of those risks, and so on. So this is how, in its real beauty, the managing general contractor process can become beneficial to everybody. And this also leads then to the lowest possible overhead. And to add to that, that allows us to actually control the schedule, which is also part of your question. How do we control the schedule? This process helps us then in that process. Thank you. I'd like to add that we don't see the contractor as an opponent. Rather, we see them as gaining a new team member. So the advantages of going to what Larry was saying of getting them at 30% is we're able to get early constructability reviews, potentially integrate VE will not have to take a reactive stance to potentially any value engineering. And in the day-to-day document control on our side is essential, whether it be us on the field providing field reports and having constant data and live data that you would have access to is essential for the project to have good record. So that by the time that we reach the end of the construction cycle, we're able to have a clear trajectory of everything that happened during construction. And most importantly, like I mentioned, we'll be ready for warranty once that time comes for the projects. Thank you. Thank you. Any other committee members have questions? Irina Tokar? Irina Tokar, could you please let us know how many projects proposed teams did together? Irina, how are you? Irina, how are you? Thank you for the question. Yes, I want to say part of our response when we talk about the consultants is it's been very important for us to have a team that have worked together and are currently working together. We're very integrated. I want to say that our relationship with this team goes back, I want to say, a couple of decades. And we've been working closely with Larry, we've been closely working with Jim Moore, the same with HDR. HDR is reports for us, as you know, at the airport also for us. So we're the same with Keith that are going to provide survey services for us. So it's a very integrated, integrated team working back 20 years, I want to say. Moffin and Nickel has been working with HDR and the Justin staff for decades, and we will continue to do so. We have the between the three frontals, it's the lion's share of the work. But we also have worked with NV5. We did the geotechnical work on the Heron garage with NV5. And Moffin and Nickel has worked with NV5 for a very long time. Same as true with Moffin and Nickel and Chen Moore. And Keith, we are friendly, besides being business teammates. And this is a community of local consultants that we go back decades. Thank you. Similarly for the Broward County Courthouse, we're working with AirQuest for a couple of years now. Also CMC, which is doing the building enclosure for the courthouse parking garage. So this team, like Juan mentioned during the presentation, is to create a team that we know how we work. So from day one, we hit the ground running and get straight into the project. Thank you. Okay. Our project manager may have some questions for you now. Ms. Sotomayor? Yes. Good afternoon. Okay. For the Heron garage project, I know that project was done in BIM and with database. So that was used during design and construction. I want you to tell me which lesson you will apply to this project for the final as-built documentation. Thank you, Laura. Thank you for the question. Yes. Actually, you weren't able to see in the presentation the actual animation of the Revit model that we have, but that's that. I don't know if you can show it now, Carlos. As you know and you're aware, that was a very important effort for us. And that expertise, of course, is being employed right now in many of our projects. But back probably five years now, that allows us to look at all the systems and, you know, it's the standard right now that is being used to make sure that glass detection and constructability of a project is expedited. So, most definitely, our team has that expertise. And also, all the COBE components that we were able to implement in this project were part of this effort and allows us to, as you know, the capabilities for maintenance, for maintenance at the port have that information ready for the maintenance of the building and the facility. If you ask me, what are the lessons that we have learned? I think that one of them, one of the lessons is that this document becomes critical. And as I said, it's being used in many other projects. One thing that I would like to improve is make sure that in our relationship, and we're working right now with maintenance at the port, we would like to make sure that maintenance at the port has the capability of grabbing that COBE information and have direct access. I know that there are now a number of other platforms that help get that information from COBE. That could be probably a little bit difficult for maintenance, for the maintenance staff to use daily. But I think that that's where we need to go. We need to have this capability that we are able to use for during construction to be used more fully during the S-builds, provide you the S-build documents, and then being used by the staff at the port. Carlos, you know, do you have any additional information on this that we should mention? Yep. So what's essential is throughout this process, there's going to be multiple exports, and we want you guys to have that information readily available. So the integration of the models between the teams is critical, but it's not just integrating the models. It's about setting the right parameters early on because we want to, based on this Heron garage, we want to have the parameters that we know you guys are already looking for. And we'll work with you to add any additional parameters for any of the components that get integrated into COBE. That way we have a comprehensive list and we're starting that from the beginning and not catching up when we're working on this during construction. So any challenge that you guys face it during construction between the GC and you guys for that information and database? Well, what we're doing, what we have done before is that our model with our database is being shared with the contractors, right? The contractor typical, we're seeing a couple of things that are happening. Or the owner sometimes says, hey, we'll hire someone to provide someone to provide a model to grab the architectural structural MEP and all the design models. And then, and then work with that, with the contractor to have the actual construction model. Or the contract contractor themselves are producing their model. And then following after that, we're seeing regularly, regularly scheduled meetings and coordination, just like an OSE meeting, but specifically, specifically for the review of the Revit and doing the class detection. And we're seeing that in a number of projects. Actually, we're doing that now for the parking garage on the Broward County Courthouse. Carlos, correct me if I'm wrong. There is a schedule of regular coordination meetings that you guys have looking at the models and how they are going to be being affected. And that's being done by a third party or by the contractor. Yeah. So I'd like to expand on that one. So one challenge that I see is that if the BIM activities and COBE is directly made a part of the general contractor, we lose control of it. And we want to have the control because this is our design, our models. And most importantly, if there's any clashes, we want to be the ones to fix them. So that could be a challenge if it's outsourced, but we would recommend that this stay with us. And we do BIM and COBE and asset management throughout the entire phase of the project into construction. Thank you. Any follow-up questions from the EC members? No? Okay. Well, thank you very much, everyone from Justin Architects. We appreciate your availability to answer those questions and to provide your presentation. Thank you. Thank you very much. Thank you very much for the opportunity. Okay. The second presenter, Justin Architects, PA, has now completed their presentation and answered all questions. Before the purchasing division invites the next group, I want to just pull the EC to see, do you need a break? Do you want to take any kind of a lunch at some point? Okay. Do you want to do that before the next presentation or go through one more? We can do that. We can recess. What does the committee feel? It's up to you. Okay. All right. So let us not invite BEA Architects yet. We could notify them that the first presenter has finished and that the committee would like to take a 30 minute, 30 minute enough. Okay. 30 minute lunch. So we're going to have a time certain to return at 12, let's say 1250. Okay. So Justin Architects has finished their presentation and answered all questions. The committee is now going to go on a quick lunch recess. It's 1218 and we are going to recess until 1250. If purchasing can notify the the remaining presenters and actually everyone for that matter. And we'll go on silent and return time certain 1250. The time is 1219 and we are now in a recess. Good afternoon, everyone. We'll be getting started in just a moment. Good afternoon, everyone. We'll be getting started in just a moment. Good afternoon, everyone. Thank you for being patient while we took that recess. It is 1256 and we are reconvening this meeting. If the purchasing division could please notify our next, our third presenter, BEA Architects, to please join the closed portion of the meeting for their presentation. Hello, Mr. Ramos. Good afternoon. Thanks for your patience. Our pleasure. We are going to put up on the screen a list of the Broward County staff members that are participating virtually. And if you can take a look at that and compare it to the participant panel, we want to make sure before we go into your setup time, we want to make sure that we don't have any people that we don't recognize as either being members of your team or the county staff that are participating. So if you have any questions on who somebody is, just ask us. All right. Who is GE Room 430? That's the conference room. All right. Perfect. I couldn't see the image. Okay. That's it. Everybody else is good? Yes. They're good. Thank you. Thank you. And who is going to need the presentation functionality in Teams? That would be me. Okay. Me is Mr. Ramos. Sorry. Yes. That's okay. Bruno Ramos. And do we have everyone from your team? Are you expecting anyone else? Because I don't want to interrupt once we get started. I think everyone that's going to be here is here at the moment. Okay. We see the slide deck. If you want to put it in presentation mode. Yeah. I'm doing that as we speak. Okay. Are we good? If you can just wait one second, we have a straggler EC member that's on her way. Not a problem. She's a moment away. Thank you. Okay, Mr. Ramos. We're going to reset the clock and give your team 15 minutes. Thank you. Oh, before we start. Sorry. Gia Laza was in the lobby. Okay. Sorry about that interruption. Is Gia with your team? Is Gia with your team? Sahana is Gia? No. Okay. There seems to be an echo. Sorry about that. We're going to get that straightened out. Okay. So Gia. Gia Plaza. You're with Indigo Architecture? No. You're not part of this team that's presenting now, right? From BEA Architects? If you could excuse yourself. I'm sorry. I thought that, yes, I will. I thought the presentations were over. I'm sorry. I apologize. No problem. Thank you. So we'll wait for Gia to leave and then, okay, we're going to reset the clock to 15 minutes and now you have the floor. Thank you and good afternoon. And I wish I was there with some espresso, especially after lunch, but we're truly excited to present our credentials for this continuing service cruise terminal parking structure project. We've put together a phenomenal team, one who has worked together before extensively and one who understands parking garages. We hope that by the end of this presentation, that'll be very clear to the selection committee. So our team is a local team, all located within South Florida. BEA's office alone is 15 minutes down 95. Unfortunately, we're south of the Broward County line, just barely, but we're south. And it's a local team whose expertise is sought out around the world, not only throughout North America, but through South America, the Caribbean, Europe, Asia. We've recently completed projects in Port Everglades, Port Canaveral, Port of Miami, Istanbul, and Ankara, just to name a few. A little bit about myself. Over 40 years of experience, experience, and sometimes I don't like admitting that because it gives away my age, but 22,000 parking spaces that I've personally handled in the last three years alone. Extensive experience in precast, have won multiple precast design awards. Recently completed over 5,000 spaces cast in place in Istanbul. But very important, I believe, to this project is designed and implemented multiple parking revenue methods. Whether it's pay by phone, sun pass, pay at entry, pay at exit, or as we've implemented over the last three years in Canaveral, a port transponder system for vehicles that are not parking at the port, but are coming to the port to deliver passengers. Whether they be rideshare, remote jitneys from remote parking areas, or taxis. We've also implemented quite a few parking guidance systems in parking garages, a little bit more sophisticated systems, and I have been recently inducted to the National Academy of Construction, which I'm very proud of, and made a fellow at the University of Florida School of Design, Construction, and Planning. I'm supported by an excellent team, Robert Draper, who will be vice president with the firm, Sofia Ramos, who's a deputy project manager, and Margo Mayor, who's our planner on the team. And those management and team leaders will be supported by Scott Hendricks at Grafe for QAQC, quite a bit of extensive experience in garages themselves. PDS on the civil side, who's a CBE firm. Hammond and Associates for MEP, also CBE. Jacobs Engineering, a very large firm that we work with on a regular basis throughout the country. Sisu, a specialist in IT and communications, low voltage systems, including facial recognition technology and tag readers for the vehicles. Lactis Engineering, who has done extensive work in garages and repairs and maintenance projects that we hope to highlight. And UES that we work with regularly on geotechnical materials testing, etc. A little bit about Robert. He's been with us for over 30 years, vice president with the firm. Over 20,000 parking spaces that he's participated in the last three years. He handled the mixed-use project at CT1 Port Canaveral, which was an intermodal and parking structure above. A long-standing Broward County resident his whole life with extensive local knowledge in the area. Sofia Ramos, over five years of experience, recently completed a 48-story project with 412 parking spaces, post-tension garage system, structured in the mixed-use project. And is well-versed in multiple project delivery methods, including design criteria packages, design bid-build, and see them at risk. A little bit about BEA, we funded ourselves in 1992. In the last five years alone, we've done 30,000 parking spaces. 80% of those have been in pre-cast, sorry, yeah, pre-cast and 20% in cast-in-place. We're well-versed in working with the three major pre-casters in the state, whether it be Core Slabs, FinFROC, or Durastress. We have over 200 years of combined team experience. We're MBE certified with the state, and many of our team members are CBE certified with Broward County. And so we're familiar with the specific requirements of parking garages and how they have to be integrated in port systems, specifically traffic loops and circulations, and in preparing feasibility studies. And lastly, we're 15 minutes away down I-95. Some of our qualifications over the last 30 years, CT1 is one of the most successful cruise intermodal parking garages in the country, received by many of our clients, the cruise lines, whether that be Carnival, Royal Caribbean, MSC, or NCL. And this particular project, the entire ground floor is an intermodal, didn't have to be mechanically ventilated because we just tucked the front end of the buses in, kept the buses out, which saved a substantial amount of money in that whole process. We've done several renovations in terminals and parking garages. CT6 is one that we recently did. But one thing that I want to highlight on this slide, if you see here towards the middle, Port Everglades, Port Everglades, your tenants regularly call on us because of our expertise. They know we understand ports, they know we understand security, and we have a successful relationship with many of them. Just some qualifications on Port Canaveral, over 12,000 spaces that we've done for Canaveral alone in the last five years. Whether that be the Terminal 5 garage, which is now going through an expansion to 3,000 spaces from 1250, the parking one, Cruise Terminal 1 garage, which I highlighted earlier, parking, Cruise Terminal 6 garage, which went from 1,250 spaces to 3,000, and Cruise Terminal 10 garage, it also went from 1,000 to 2,500 spaces. And lastly, we were just recently selected as part of a design-build package to upgrade Terminal 3 parking garage, which was recently done by another competitor. So all of these were done whether they were design-build or they were done design-bid-build. For garages, some of our team qualifications, and when we do feasibility studies, I want to highlight some of the important things that we consider, and the passenger throughput. And it's not just the throughput, it's the historic information, the actual information, and the seasonal information of those passenger throughputs. The projections for the passenger growth in the area, remote parking off-site, and how that impacts the requirements at Port Everglades and revenue side. Port pre- and post-stays, and what percentages each of the cruise lines have in pre- and post-stays in hotels, and that impacts your parking analysis as well. And how much of the drive-up market do you have, whether it's a 3 and 5 day, a 5-5-4 day, a 7 day, or a 10 day, or 14 day, those numbers change dramatically, and those are all taken into account in our feasibility studies. Port revenue analysis on a port competitor basis, and off-site basis as well, how much of the off-site location is charging. And then supplemental revenue sources, and a very important key part of a feasibility study, how much revenue can we drive from potential ride shares if we incorporate a transponder system, jitneys, taxis, and others. And last but not least, the structural expansion analysis, because as we know, most of the garages tend to be expanded horizontally, not vertically. Some of our past performance have to do, that I want to highlight have to do with parking garages, renovations, and expansion during cruise operations. And this is one that we're wrapping up as we speak. It's the Terminal 5 garage expansion and terminal expansion, where it went from 1,250 spaces to 3,000 spaces. The terminal doubled in size, all while the terminal was being maintained operational and ongoing in a multi-phase type project that had to accommodate three vessels a week calling on this facility. This is an expansion of the original 1,000 car garage. Terminal 1 I've highlighted, so I'm not going to spend much time on this, but it's one of the most well-received terminals in the industry today because of its operation and seamlessness. Terminal 6 at Canaveral went from 1,250 spaces as well to 3,000, went from two elevators to four. We were the architects of record for this as well, coordinated with multiple agencies to get this process timely. One thing that's really important in garages and planning garages is to understand the roadway system, and we did the roadway master plan and gatehouse at the Port of Miami, and the travel sequence of the passengers, how they arrive at garages, at the drop-off, and then come back to parking, whether they're on the embark or on the debark circuit. These are all important pieces that need to be considered when properly planning for parking garages. Another important part is signage. We did the off-site phase one was the site signage throughout the entire port at Port Canaveral, including signage on FDOT Highway 528, and many times the cruise lines just give their passengers the name of the ship they're going to be sailing on. They don't tell them what cruise lines they're sailing on, so when they get to the port, many times they don't know. So we did a digital signage program at Canaveral that incorporated digital boards along 528 and all the entrances to the port that does it tie the terminal to the ship so that the passengers, when they drive up, know exactly where they're going. It was so successful that they've hired us now to do phase two, which is signage throughout the garages, all the garages as well. At Port Everglades, we completed cruise terminal 29 many years ago with parking on the roof deck and ramp system of that project, and we understand this project may be coming back as a new terminal. Some of your tenants projects we've worked with extensively, this is just one of them, whether it's MSC, Sea Freight, King Ocean, FIT, all of them, where they've hired us to work on their project. This is a new Port Everglades terminal. We did two phases for this project, and we're about ready to embark on phase three for an additional two RTGs for further densification of this cargo yard. These RTGs were the first in the south, north of the northeast of the U.S. Some of our performance by our subs, Lactis Engineering, Riverwalk parking garage restorations that they did. The original garage there was built in 1983, the City Hall parking garage rehabilitation and repairs design, and more importantly at Port Everglades, they did the north parking lot garage from the original garage in 1986, the renovations in 2006, 2008, and 2012, and the renovations at the Midport parking garage as well. Hey Bruno, sorry to interrupt, just want to make sure you saw Nancy's message about the three minutes. Okay, thank you. Our approach focuses through a system of assessment, integrated design, and proven track capabilities. Some of the things are the collaborative and comparative initiation and feasibility-driven planning efforts, which require MOT. From an infrastructure standpoint in garages, we like to keep all of our infrastructure above the ground floor for sea level rise considerations. Multiple bid packages, whether those bid packages are phase for implementation and understanding that precast garages are erected vertically, not horizontally as conventional garages are. We're very versed in schedules, whether there's Microsoft Project, Primavera P6, highlighting all the milestones and deliverables necessary. Our workload is such that we have the capabilities to handle this job very, very successfully and easily with our staff. We meet or exceed our CBE contract requirements. This just shows what we've paid to date on the contracts we've had at Fort Everglades. YBEA, we believe we're precast experts and cast in place in post-tension garages. We're architects, engineers, and general contractors who work all in-house, have a proven track record on these contracts. We have a cohesive team backed by over 200 years of experience, specific and relevant experience on mixed-use projects. We're local with just a few miles down south of you, immediate responsiveness to the port. I want to stress the local part to close. One last part is that we've been successful and ranked number one, and when we get to the local five points, we've usually been beat out. We hope that our presentation and experience kind of establishes our knowledge and expertise in this area, and hopefully we're excited about working with with Port Everglades on this project. Thank you. Thank you, Mr. Ramos, and to all of the team from BEA Architects, Inc. We're now going to open up the questions to the evaluation committee members. Hi, Bruno. Matt Harold. Thank you for the presentation. I have a question just for my edification really, selfishly, transponders for rideshares. Can you elaborate on that? That's new to me. Yes. This is a unique system that we work with Canaveral on developing and putting in as an additional source. They had, as you all do at Port Everglades, off-site remote parking that are managed by non-port entities. And so those vehicles, buses, whether they be buses, jitneys, whether they be Ubers, taxis, they have to register with the port. The port, when they register, issues them a transponder. In order them to get access through the gates to get into the port, they have to have a transponder, and they're charged based on how many times they access the port property. Okay. Thank you. Yep. Other committee members, questions? Could you please let us know how many projects you've done together with a proposed team? Oh, okay. Let me back up to our org chart. Okay. For GRAFE, we have done at least four or five projects that I can think of. We did CT1. We did CT5. We did Tampa. That's just off the top of my head. Premier Design Solutions. I would say there are more than five. The current one that they're working on us right now is Biscayne. It's not my project, but Sophia, it's your project. Yeah. We have multiple contracts with PDS right now in Miami and local municipalities in South Florida. Hammond Engineering has done extensive work with us throughout, I would say, over 10 years in working with them, and Nathan and Stefan both work with us regularly. Their current job that they're doing with us is Sunny Isles Building and Zoning Department project. Jacobs Engineering, we work with extensively up in Port Canaveral. They're usually the marine engineers, and we've done every terminal in and garage in that port with the exception of Terminal 3, which we're now doing the garage expansion. Sisu, we've done every terminal with them. They used to be Premier Design where Jeremy was, and now with Sisu, we've done every terminal in Port Canaveral with them as well in garage. Lactus, Johem Engineering, we've done quite extensive work with them as well throughout Port Everglades. We did the Phase 9A and 9B projects with them and several others. They did some of the terminal work with us as well for MSC pet project in Port Everglades. And last but not least, UES, Geotechnical. I don't know of a project that we've done without them. They usually are stand-in geotechnical engineers. Thank you. Mr. Dada? Yeah. Did you have a chance to review the existing site and see where we can fit the garage or how many parking we can fit or something like a preliminary review or study? Thank you. We're very familiar with the garages, whether they're the garages at North Port or Mid Port. We have been in those garages on a regular basis. We don't have a specific program that I'm aware of yet for the project, but I believe that our first task would be to sit down with the port, review the growth requirements, the needs, and where would be the ideal positions from a long-term master plan strategic planning standpoint where we would best locate those garages from A, a passenger convenience standpoint, and location to the cruise terminals and potential future cruise terminals, as well as from an orientation standpoint and ease of access from the cruise terminals. Okay, thank you. We understand that there's also a component with the airport that may be coming into play with the cruise terminals, and I think all of those things really need to be thought through thoroughly in a several-week period session with the port and all the stakeholders. Thank you. Go right ahead, Ms. Maloney. Good afternoon, Shelley Maloney. Can you describe a little bit your experience with working with the owner in the procurement of a managing general contractor and also during the construction phase to help maintain the schedule? Yes. Would you like in a traditional design bid build or what type of CM at risk? The CM at risk, yes, a managing general contractor. Okay, a CM at risk scenario. Yes. Yes. So we, when the CM at risks bid the jobs, we typically review those very, very carefully. As a matter of fact, I'll give you an example. I can't name the project, but I'll give you an example where we did review it carefully, and we said to the owner, we believe that there's a shortfall in their number for concrete, and we believe that they haven't included the total number of cubic yards required for this job. So we, the owner and our team went and approached the general contractor, the low bidder, and we mentioned this to them. At that time, they went back to their sub. Their sub came back and confirmed that their number was good. Their sub was not bonded, but the general contractor was bonded. And the contractor said, we stand behind our number, we're good. Throughout the process later on, we found out that the sub had underbid the job and left. And the general contractor then had to come up and make the project whole because they were bonded. Said, this is just one example on a price standpoint. The same thing holds true for a schedule standpoint. We use a baseline schedule, we tie our schedule together with the contractor schedule, and then we track it on a regular basis to make sure that once they're reconciled, both ours and the general contractors, that we have a, whether it's a weekly, bi-weekly meeting, or monthly scheduling meeting, that those schedules match and the schedule is tracking correctly. If they don't, we have private meetings with the owner to tell them where we think the issues are. And then once we mutually agree on the approach, then we go back to the contractor. Thank you. Any additional questions from the evaluation committee members? Okay. I think our project manager may have some questions. Ms. Sotomayor. Thank you. Of the cruise parking garages that you presented, please describe your experience with BIM and if you include database in the models during design, construction, and clash detection. Yes. All of our projects are done in BIM now. We use Revit, latest version. They use database, so we know existing materials required. And we, like I said, mentioned earlier, we work very closely with course labs, FinFROC, and Durastress. Each one has a little bit different system, right? So, and whether they're pre-top T's, on-top T's, inverted T-beams, spandrel panels, ladder walls, each one is specifically different, unique to them, because they're kind of patented, and that way they control that market from a pricing standpoint and efficiency standpoint for what they're geared to build. And so, yes, all of that material and database comes in. And so, at the end of the day, we'll know how many 12-foot T's we have, 12-foot wide, how many T's are custom, how many ladder walls we're going to need, what size, what spacing, spandrel panels as well, and if there's any clashes on mechanical electrical plumbing systems as well. And as I mentioned, we tend to like to put our main electrical rooms, whether it's a generator that's in the garage or it's being served from the generator at the cruise terminal on the second level because of sea level rises and potential hurricane flooding. So, how does a specific project perform against the original construction budget schedule and any significant change orders using BIM and coordinating with the contractor? Yeah, the only, once you have the BIM and the Revit models done, if you properly use them as you should, you shouldn't have anything above the ground. This is a, especially in a precast garage, it's a kit of parts, right? The only unknowns that you could encounter would be underground, any unforeseen conditions, utilities, things that weren't properly recorded at some point, there's no record of them that you may discover in the pile foundation systems when they're being installed. But once you're out of the ground, above the ground, I don't really see any risk in a, in a garage and especially a precast garage. And, and we stress precast garages because concrete is pervious and cast in place concrete is more pervious and not as dense as a precast garage, a precast component. And so in, in, at ports where they're by the water and the high salt content, it's important that we have that higher density concrete use and that's going to avoid situations and, and long-term maintenance requirements that you would normally see in, in cast in place or post tension by the salt water. I know the connections are exposed. I've had that conversation before. Typically we require those to be all galvanized at a minimum. Okay. But, but going back to my first question, in which way BIM help you with the project? Oh, oh, because BIM is going to give us an exact number of count for all the components in that garage. Like I said, it's a, it's a kit of parts. It's going to tell me how many T's I have that are 62 foot T's, 12 foot wide, how many T's would have to be modified for the, for the end of the turnarounds, how many drains we're going to have, how many spandrel panels we'll have, how many inverted interior T beams we're going to have, how many columns we'll have, the connections to the pile caps, et cetera. It's going to give me the entire list of all of those components that we can actually check against the bid from the contractor to make sure that every component is accounted for. And if I could chime in from a coordination standpoint, you know, oftentimes the floor to floor is a little challenging in parking garages. So once we bring in all the models from the different trades together into the BIM model, we can see where everything is lining up and make sure that we don't have any conflicts with the different lines and making sure we're clear out of the vehicle spaces. You know, any handicap, any handicap van spaces where those clearances are a little bit higher on the ground floor where we have larger vehicles. That's how we've seen it used in the past. In addition to what Bruno is saying with clash detection. Okay. And my last question, the company is familiar with COVID database inside the BIM models. You guys have been done any project with that? Can you be specific and spell that for me? Coby. C-O-B-Y? Yeah. No, we're not familiar with that. We use our own database when we work on garages. That's tied to one of the three manufacturers, whether it's FinFROC, core slobs, or Durastress. Okay. Thank you. If that's a requirement with the port, we would be happy to inquire about learning more about it and integrating it into our workflow. Thank you. Any follow-up questions from any of the evaluation committee members? No? Okay. Well, that concludes the question and answer period now for BEA Architects, Inc. Thank you very much to the team. We appreciate your availability to answer these questions and your presentation. Thank you. Thank you very much. We look forward to the opportunity. Thank you. Thanks, everyone. Okay. The third presenter, BEA Architects, Inc., has now completed their presentation and answered all questions. As their team is leaving the meeting, if purchasing could please invite our fourth presenter, Bermelo Ajamel and Partners, LLC, to join this closed portion of the meeting for their presentation. Avneet, BEA finished their presentation, so we're going to bring in the next group. Avneet Goudral. Good afternoon. We're welcoming our fourth presenter and their team from Bermelo Ajamel and Partners. Mr. Farkerson? Hello. Yes. Hi. Which team are you with? I'm with the Bermelo team. Okay. Thank you. All right. Thank you. We're just welcoming the new members. Mr. Ajamel, good afternoon. Hello. Hello. Good afternoon. Good afternoon. Thanks for your patience. Thank you. We're bringing everybody in, but we're also comparing who might still be in here from a previous meeting. Okay. So if you want to look at the screen, what we have on there is the staff members from Broward County that are participating. And then if you want to compare that to the participant panel and teams and let us know if you don't identify someone either on your team or as a listed county member. If we don't know who it is, we'll probably ask them to leave the meeting. I'm checking right now. Okay. Thank you. Take your time. Just give me a quick minute. Sure. Then the people under the category that says people added to the chat, they're no longer on the call, correct? That's right. Yeah. They stay in the chat listing, but if they're not in the participant section, they're not on the call. Okay. Everyone right now that I'm seeing, the 11 attendees are all part of our team. There are possibly a few more who will be joining shortly. Okay. We have some time. So we'll keep monitoring the lobby. And as they come, we're going to call them out before we just automatically bring them in just to make sure that we don't bring people in and then have to have them leave again. Okay. Paul Suarez is what? Yes. Saul. I'm sorry. Okay. And what we'll do is in just a minute, I'm going to give you the five minutes for the setup. But first I have a little statement. I just want to make sure we get as many people in from your team as we can before I do that statement. And once you start your presentation so that we can limit any kind of distraction, I'll keep anyone in the lobby. If you tell me, you know, somebody is, we're expecting somebody, but they haven't joined yet and you're ready to start your presentation, just let me know who that is. And then once we start the Q and A, I can certainly let them into the, from the lobby to join in the Q and A session. Thank you. Very good. Thank you. By the way, there are the five minutes. Can we, we have a little video. We have a video that we want to see, make sure it plays. Can we give it a shot? A little bit of try. And if not, we'll do it manually. Sure. Once your five minutes starts, I'm not even there yet. So you have some time. Raphael is certainly welcome, right? Raphael Flattus? Yes. Okay. Yes. All right. Thank you. Thank you. Anyone else that you're looking to join that you don't see yet? We don't mean to call them out or anything, but just let me know who that might be. I think so. We, we did invite Gustavo Eckhart. Um, and I see Steven, you're on, I don't see, is Nate joining Steven or just your, just yourself, right? Right. Just, just me. Nate is not able to join. Okay. Okay. And I see Matt. So yeah. So I think the only one right now would be Gustavo. Gustavo. Otherwise it looks like, it looks like we have everyone else. Okay. So we'll look for Gustavo Eckhart if he joins, um, if he comes into the lobby while you're presenting. Otherwise, who's going to need the, uh, presentation ability in teams? Lewis. Okay. Thank you. So I need just this affirmation and then we'll do your five minute setup. If you could please affirm that there are no other individuals in the meeting other than the members of your team and those county staff that are presented on the screen. We do. Thank you. Okay. We're going to take our spreadsheet down, allow Mr. Ajamel the opportunity to load the deck, check Q and A, check Q and A. Woo. We're speeding through. Check AV. I got the wrong acronym. We're trying a new little thing here. So, uh, okay. I just want to try this. Make sure that you hear it. Oh, wait a minute. No, I did. Thank you for your time today. We are. Did you hear that? Yes, we did. Yes. Perfect. So then from our end, we are set. Do you need any other, um, mic checks of anybody that hasn't already spoken? Anybody else? No, I just want to make sure you can hear me clearly. Um, Yes, we can. Maybe Tim and or, uh, Alejandro, just quick shout out to make sure they, uh, everyone can hear you. Yep. Good afternoon. This is Alejandro. Hello. Okay. Okay. All right. We're going to flip the clock to 15 minutes and you go right ahead when you're ready. Thank you. Thank you very much. And we're going to new format. So you can see us while we, while we're showing you stuff. Thank you for your time today. We are confident that by the end of this presentation, we will leave no doubt in your minds that we're the most qualified firm for this project. If we can distill the essence of this project to just a few words, this is about guest experience. After all, the garage is the first and last impression that a guest will have of their vacation and improving that guest experience and satisfaction will pay dividends to Port Everglades as nothing is more important to cruise lines in the decisions of deployment than guest satisfaction. After all, it was Port Everglades that delivered a new cutting edge design at terminal 18, which we designed for you. And it was designed totally based on achieving excellent guest experience. To be able to do this, we need to start with a deep understanding that cruise parking is not like any other parking. It has totally different usage patterns, customer demographics, and huge instant loads that occurred during this embarkation. Our goal will be to plan and design the facility as an arrival point for the port, which will yield higher returns and investments for you. At Port Everglades, we have participated in your master planning. And in this last master plan, we were the firm that led the cruise forecasting, facility planning, and financial modeling for you. We have also designed all of your terminals, including the redevelopment terminal 25, terminal 18, and terminal 2 for Disney. But more importantly, about parking experience for cruises, no firm brings you more experience than BNA has. Terminal A for Royal Caribbean at Port Miami, in which we placed the buildings and aligned the vertical circulation to provide great guest satisfaction. Terminal B at Port of Miami for Norwegian cruise lines, in which we've developed multiple entry points so we can separate VIP from normal entrance to the port. Terminal J, which is a 12-level parking facility at Port Miami, which we delivered in nine months, and it was delivered as design build on time and on schedule. We also just completed the parking garage in Terminal 16 in Galveston, again delivered on schedule when it was open just a few months ago. At Port Canaveral, BNA has designed the garages at Terminals 3, 6, and 10. And these are integrated garages linking the terminal in close proximity. Traffic is a big component of this study. And we bring to you highly relevant cruise operational terminal experience, including in Boston for the Black Falcon Terminal at the Port of New Orleans, and in Miami for Royal Caribbean at Terminal A. And we're currently completing a comprehensive transportation plan for Galveston for their new cruise terminals. Our team includes the most seasoned professionals having the most experience in cruise parking in the world. Our team is located just a few minutes away in our Fort Lauderdale office. I will be the principal in charge will be coordinated efforts and particularly focused on the feasibility phase. Rafael Fleitas will be your project manager who just completed the parking garage at Terminal 16 in Galveston, on time and on budget. Joining Rafael will be Saul and Scott that bring wealth of experience having worked on all the terminals at Port Everglades and garages at other ports. Traffic will be led by Alejandro Choc, who is completing all the traffic studies that I mentioned and the one in Galveston today. The rest of the team are the same people and firms that have always delivered projects at Port Everglades on time and on budget successfully and that know how to navigate through the permitting process here. With that background, now we get to work on the project. The first step is the feasibility study, in which we will be making all of the major decisions for this project and will require the use of our unique database for cruise parking that is going to give you the most informed analysis on how to size, locate and design the garages. Because forecasting parking demand requires a really deep understanding of the cruise business. Most people will take a look at the annual cruise growth that we have in the report and the master plan, but that's only part of the story. Not enough to make a parking demand forecast. Parking demand at a cruise terminal is driven by actual weekly deployment of vessels and not by annual averages and by a series of key factors that need to be taken into account. First and foremost is how many cruise terminals are we serving? The addition of a new terminal 29 will dramatically add to that rotation and increase parking. Second is how many times a week are you going to be using the terminals and the rotations? Third is the size of the vessel. It's obvious. And fourth and most important is knowing what is the parking demand by guests, which varies dramatically by cruise line, by the length of itinerary, by the time of the year. And finally, you have the seasonality of winter and summer cruising at Port Everglades. When you combine all of these factors, you will get a huge variability in the projection for demand, which needs to be studied. And then you analyze the risk and size of the facility. So you can determine whether you build for a peak week, which means you have a lot of empty garages space during the year. Or do you build future spare capacity for growth? Or do you build just for the average annual capacity, in which case you need to find parking for customers during seasonal peaks? All of this needs to be put in place with a long-term strategy, which may include phasing the three lots as a growth strategy. Or do you execute a new parking concept in which you develop premium parking near the terminal and more affordable remote parking, which would provide a more varied pricing strategy? Do you institute a reservation system that would allow better yield management of the garage? Or even a strategy of the garage operated as a valet system? With all this information, now we can conclude the feasibility study that will give you that comprehensive look of how much parking do you build, where do you build it, and what do the financials look like? Thanks, Lewis. Passenger experience is not a layer that's applied after the operational planning. It's the opposite. And today we've prepared a few ideas that illustrate key concepts. The first is treating this garage as a major point of entry for guests. That allows us to focus on guest satisfaction and consider a number of important issues. One of them is walking distance. Another is the time that guests spend in conditioned space versus outside space. Crossings and the safety of passenger flow is really key. The total time that guests take from their car to the terminal, as well as the number of touch points for guests along that journey. Lastly, and most important, operational costs as well. So we are here to help develop these parking floor plates that allow the management of spaces to be maximized for a single day turnover. And from a revenue perspective, that is so important for you all. We treat the garage really as an arrival center for the terminals. And so the multiple features that we incorporate into this facility are really important from a guest experience perspective. Things like elevated walkways that connect all the south terminals and garages. Integrating that planning for remote baggage handling, which is something that we've done very, very successfully at a number of other ports, is one aspect and the drop-off experience that we bring to you all. It's really important that we connect the garages to the entire system so that we can distribute parking loads and maximize the efficiency between those facilities, which from a revenue perspective is very important for you all. The possible integration into the future peep remover is also something that we will look at very, very closely with the overhead walkway system and how that all interconnects. And we want the wayfinding system to be very, very intuitive, particularly for your first-time visitors. That's very important. Through this whole process, cost is tested every time. It's important that it starts at the very beginning. With that, we have a proprietary simulation system, a model that we use, that will be, in this case, used for the whole operation. From the time that they get into port property, the flows all the way through from garage to terminal in both directions. And that looks at a lot of things beyond just flow. It looks at vertical transportation, structural efficiency, the integration of technology, and just the overall connectivity that's so important. This also relates to constructability and cost as well. Thanks, Scott. You know, as ships have gotten bigger and terminals more efficient, passengers are finding their way from the ship to the curbside parking facilities much faster. The transportation system has to be designed to provide free-flowing access so as not to make the first or last experience of the customer one of waiting and frustration. Based on our traffic modeling and transportation planning work at cruise terminals in Boston, Miami, New Orleans, and Galveston, we understand the unique nature of traffic flow to and from the terminal and through the parking facility. We can model the most critical hours, particularly the early morning disembarkation flows, to incorporate solutions into the design of the parking facility, not just on its own, but in the context of existing on port and port adjacent roadways. Parking really is part of the individual, the customer's journey to the terminal, and it needs to be celebrated equally as part of that transition from vehicle to pedestrian. And that's one of the sensitivities that we use in all of our design and analysis. And it really comes from creating a frictionless, seamless design that responds to all of the critical components of your project, whether that's access, ingress, vertical circulation throughout the facility, payment and collection methods, obviously celebrate that, you know, the port uses this as a revenue producing facility. And we think that the arrival center can really be a smart facility as part of your campus and as part of your program, which will really provide the port real-time information to allow you to better manage and operate your facility. We've had extensive experience in active ports, and this has taught us that the most expensive design problems are usually the decisions that remained unresolved for a long time. Construction documents aren't really where coordination begins for us. They're the decisions that have been approved during the early phases, during the feasibility and programming phases, that translate into a very cohesive, coordinated, buildable package. The best examples are the tested projects, Terminal 18 and 25. They were driven by ships that were coming on a date that could not change. And in both of those facilities, they were ready for that ship. They were delivered on time within budget. And that's something we're very proud of. And that record really reflects our DNA as to how we work. Timely decisions, continuous cost alignment, discipline coordination from the very, very beginning. And we have that leadership from the very beginning to the very, very end. We've had more than 20 years of very complex work at Port Everglades that has given this team unbelievable practical experience when it comes to the applicable agencies, the stakeholders, the review process, and the operational requirements that really influence our ability to deliver and stay on schedule. We identify the approval path very early on in a detailed schedule. We right off the bat will address with you any unusual requirements so that we understand how their impact is on the schedule. Our experience has taught us that you all need decision makers right in the field. You don't need another layer of message taking. We staff construction based on what the project that particular project requires, including senior participation, very often full-time field presence, which we're always happy to do. Sometimes the complexity in the operations require it. The same integrated team remains connected to the work. So the field decisions and what has happened in the past and what is happening in the office are seamless, particularly to ensure passenger movement is at its optimal. Port operations is being met, costs and schedule are being under control, and we're still meeting the design intent. Our accountability continues well after the opening as well. We verify performance, we document very carefully warranty conditions, and we're here as a partner to the port to close out any remaining issues. So in closing, you know, the value of this team is not the number of disciplines shown on the organizational chart. It's really the extensive experience that the people do and the work that we've done that matter. We have planned and designed cruise facilities at Port Everglades for decades, very successful projects. We've also designed more cruise parking facilities, which is very, very different from a regular parking facilities, more than anybody else. We were very integral into the port's cruise forecast. So we will build a parking demand forecast that reflects the options that the port need. We bring highly specialized parking planning, operations, technology, and revenue expertise to you all. Together we understand what must work on a peak cruise day. That's really important. Which decisions must be made early, where coordination and senior leadership makes the greatest value and difference for you all. And our commitment for you all is to bring that incredible experience to Port Everglades once again. One integrated team, we define the right solution, we carry the port's decision all the way from concept through completion. So, we have a few seconds left to finish, and I just want to highlight a couple of things because on your criteria, you want to talk about the experience of the personnel, location, and workload performance. This is the same team that is just about a mile away from the port, Rafael and Scott, that have done all of this work. Rafael just finished the latest cruise parking facility at Galveston that's been done in the United States. And we have this incredible past performance of being always on time and on budget at every port, at every terminal that we have done over the many years. And we thank you for that. So, we have shown our ability to meet your time and budget schedule. Thank you, Mr. Aja. And we're delighted. So, thank you very much. That was it. Thank you. Thank you very much. We appreciate your presentation from your team, and now the availability for them to answer any questions that our committee or project manager has. I'll open up. Yes, Mr. Dada. Okay. I have two questions. Number one, to go in and out in a parking lot usually takes a lot of time. Have you ever had any situation where you have done automated going in and out like electronic payment system or things like that anywhere? I will address it a minute and then I'll let Tim address it because that is commonplace. Certainly, at cruise terminals where you're trying to get people out very quickly, the idea of electronic payment systems is important so that you don't have to wait on the outbound. You know, the beauty about cruise is that you go in and you stay there for seven days or three or four days and then you leave. So, the amount of time is known. So, Tim, maybe you can go into a little more detail on that. You're muted, Tim. I apologize. I have my mic off. Yeah, the industry is going in that direction. It's really cashless, frictionless payment systems and there's a number of different techniques that can be, you know, studied and eventually employed. But it's AVI, Automatical Vehicle Intention, LPR, license plate recognition. You know, in this instance, we would look to, you know, do maybe an app system where it's all done electronically online. So, there's a number of different techniques that we've employed to effectively manage the inbound and outbound traffic volumes. And for your project, obviously, the outbound with the disembarkment is probably going to be the one that we would focus on. And once we understand that the volumes of vehicles and pedestrians we need to accommodate, then I think, you know, that would lead to the development of an electronic payment system. And again, what we kind of advocate is a smart parking system to effectively manage those traffic volumes. And by smart means more revenue. You know, the one thing about crews is that as we're disembarking, obviously, you're emptying out parking spots. You want to make sure those parking spots immediately turn over to the people that are embarking. But if there's a time lag, if there's a time lag, you end up having to have spare parking spots. And that's what we don't want. And there's ways now accommodating that by the smart system that would allow you to manage that even better and making sure you get the maximum yield for the garage. Thank you. My second question, you presented some traffic modeling on your presentation. Um, did you assume any parking sizes, like how many parking or how many, or just in general? So, no, no, no, no. Our whole, um, our whole, what we bring to you that I am telling you nobody else has. Everybody goes and models parking demand based on total passengers, on a couple of day scenarios, on grabbing a few in and outs from your parking. Having done this so many times, we recognize that every cruise line sells their drive and park different than anybody else. Every itinerary has a different one. So, in Holland America, most people fly in and don't drive, so you have a much lower than parking demand. But a Royal Caribbean has a very high drive and sale, so you have a lot of parking demand. So, our forecast will yield not only by, we have to look at the peak weeks, what is that peak load? What is the rotation pattern in that peak load by cruise signs? And then we'll run that several scenarios until we get a number that you feel comfortable. And that basically goes back to the, uh, to, to your historic performance. But then comes the issue. You got the seasonality. In the wintertime and in the summertime, there's huge difference in demand. So, how much do you build is going to be a critical component. And that's part of the analysis that we will provide. So, you make that smart decision on what is the best for, for, uh, Port Everglades. And then you go into those other strategies that we talked about, whether there's, there's, everybody has the issue of seasonality. So, everybody now is dealing with this issue. And we've come up with a couple of systems for, uh, Canaveral and Port Canal and Galveston that, that are working very well. Thank you. Thank you. Go right ahead. Miss Maloney. Good afternoon. Can you talk a little bit about your experience in supporting the owner during the bidding process or, um, the procurement of the managing general contractor and also your experience in working with that entity during construction to maintain the schedule? Sure. Um, we have a lot of experience with, uh, several varieties of types of contracts, whether it's see them at risk, whether it's design, bid, build, traditional, or even, uh, just design, build. Um, we are absolutely your partner through that process in terms of helping you evaluate all of the bids, um, going through and doing an apples to apples comparison, uh, and certainly making sure that, uh, through that process, uh, all of the, uh, experience that we all went through to get to that point, um, follows through with making sure we have the right partner on the construction side. We know that that's truly critical because we will be, uh, quite married to them for that duration of construction. So we do bring that level of insight and support. We'd like to be with you side by side through that whole process. And we've done that on a variety of parking garages, um, uh, uh, through, through the process recently at Port Canaveral. And, um, I don't know if, um, Rafael, you, you want to add anything to your experience at, uh, Galveston? Good afternoon, Ms. Maloney. Uh, yes, we, um, completing Terminal 16, the parking garage, which, uh, opened up end of last year. We work very closely with the, with the, uh, Port of Galveston as the owner. Uh, we're a strong partner with them during the bidding process and they rely on us, you know, for our input. And also during the CA working with the contractor, um, the garage was a precast garage and we worked closely with them. We had weekly calls with, uh, the contractor and the, and their sub, which was a course lab for the precast garage. And we worked through them through design coordination and into the construction administration. So that's been some of the experiences that, you know, we've been here to, to support the client with. Yeah. And if I could just add one, one last thing, Lois, I think, you know, the other thing that, you know, that our team brings is we have unsurpassed knowledge of this unique building type. Uh, you know, this is really our specialty. So we understand, uh, the components of the design and how that design gets translated into construction. And, uh, you know, we will say it and, and represent the port on every critical decision, uh, during the bidding, if there's, uh, you know, RFIs and the like, but there's also, uh, the construction and the constructability of the solution. In, in the past at Port Everglades, we've also been asked to put on site staff, which we have done practically on all the cruise terminals because of the major, uh, challenges on schedule, that a lot of these terminals had very short challenges, schedule issues, um, such as the one we just completed on Disney. Uh, so we put staff on site and that's been a regular, almost pattern at Port Everglades. And so we're very flexible to, to assist you in any way that we can along those lines. Thank you. Any other questions? Otherwise, I'll turn it over to our project manager. Mrs. Sotay Mayor. Good afternoon. Uh, hello. In one of the, of your projects, please describe the experience that you have with BIM, specifically including inside the model that model the database. And how is your experience with construction, class detection and final budget of the project? Sure. This entire team is, uh, fully up to par on, uh, BIM and Revit. Um, we will put our model up on the cloud so that all stakeholders, including, uh, the port itself will have access to review that progress. So the entire system will go through, uh, the entire, uh, project as a unified model that's cloud based. We'll go through a very thorough QAQC process through the whole process, through the whole project. And in addition, we will, uh, utilize class detection, um, throughout various phases of the project. Um, so that it's fully coordinated and that we identify any conflicts or any issues early on to resolve them so that that doesn't translate into a cost schedule or simply construction issue. I don't know if Raphael or Tim, you want to add anything else? No, I think it's, uh, I think Scott, you captured it. You know, this, this, again, I hate to keep harping on, but you know, our understanding of this building system, uh, you know, the, the use of it, you know, the three-dimensional and BIM modeling is really critical because it allows us to confirm a lot of the designers design assumptions that will be made early on during the feasibility phase, uh, because it's really a three-dimensional solution, uh, that really, uh, you know, requires the use of the technology available to us to ensure that we've, uh, you know, made and responded to all the, you know, the program requirements. I'll just add that we have not done anything. We have only been using BIM now for 10 years, 15 years at least. We made a decision a long time ago to switch to BIM for all our projects. So we've been a hundred percent on that from, from, from our team. And we can even go beyond that into digital twin and all that other stuff that, that, that is coming from there. So we have the full range capabilities from, uh, to provide that. And I'll add to that, but you know, with the weekly calls or meeting frequently with, with the contractor, you know, we have hands-on, you know, a connection where, you know, with teams and the technology. Now we can look at models and, on, in meetings and coordinate with the different disciplines to make sure that everything is coming together and avoiding the, you know, these clashes. And the other, the other thing where we're seeing more and more projects is model sharing with the contractors, um, which now allows them to have, uh, you know, the benefits of the design tool as part of the construction aspect of the project. One of the things that we're prepared to do, although, uh, some of our clients aren't quite there yet, is to actually hand the model over if they have a, a BIM and Revit department where they can actually utilize it for asset management as well. So we usually are able to build the model to a level, uh, if you so choose where, if you have the in-house capability, uh, you'll be able to utilize the model from a maintenance long-term life cycle perspective as well. Um, have you ever been involved in a project where a part of the requirement is to have a database inside the BIM model to handle the, as builds at the end with the GC? We usually, as Tim said, on some of the more recent projects where the contractors are getting, more sophisticated and, and being an integral part of the model. What we typically do through construction is we usually don't like to wait until the very end and then have weeks and weeks. What we actually do is we'll update the model through construction with any as-built changes. So the model actually becomes a live model through construction where we begin to pick up any deviations, any as-built changes, so that actually by the time we get to the end of the project, we actually have our as-built model that reflects what was constructed. And that's become a lot more efficient for everybody, including the design team, but it also reflects, uh, a, a, a product at the end of the day that can be utilized for as-built conditions much more accurately and efficiently. Yeah, I understand that. But part of my question is database. One thing is BIM. Another is to have all the information inside the BIM model. So that information also is going to be used by the owner after the construction for maintenance. So have you have any experience or any project in which you handle that kind of database? Lewis, were you going to answer? Yeah. No, I think the answer is yes, because we have then, we have a whole group that just does the asset management systems for, for ports. And right now we are involved in that at Port Canaveral of bringing all their, all other projects into a database, uh, for an asset management system so that they could have all that maintenance in there. So we, we, we have that work, you know, we have a huge group working on that. And in addition, I know, I know, I know that our, yes, Steven, I'm just, I know that our healthcare department as well requires all of that data within there, because in particular, that particular, that particular market and client demands and utilizes that for asset management, um, and, and, and for the owner after. Steven? So just wanted to add, you know, that, you know, we're very familiar with the COBE standard, um, that I know Borough County uses, and we've complied with that on several projects, uh, with the county. Um, and the, the most recent terminal completed, which was, uh, terminal four for Disney, um, that was part of, uh, the CM's contract. So we didn't actually use the COBE standard, but we provided them with a model. And from there, they use that to build their shop drawings and then to comply with the COBE standards. But, um, in general though, we have complied with that on several projects with the county. Okay. Thank you. Any other follow-up questions from the EC members? No? Okay. Well, thank you very much for being available to address any questions that we had and also for your presentation. Thank you. And I hope, uh, you know, we did it in a video format so that you could see us, even though we're here, we're ready to do it live. You can see us on the graphics. So it's something different than we. Thank you. We appreciate the innovation. Thanks. Okay. Feel free to remain. Thank you all very much. Feel free to remain in the meeting, um, because we're going to bring everybody else back. Excellent. Thank you. Okay. Thank you. The fourth presenter, Bermelo Ajamel and Partners LLC has now completed their presentation and answered all questions. This concludes all vendor presentations. I want to check with the committee and see if they need a short recess or if we want to move into the scoring phase. Power through is what Mr. Harold says. Okay. So we're going to move on through. I'm going to ask, um, the purchasing division, if you could please invite all vendors back, all members of the public to this closed port, sorry, open now open portion of the meeting. And here they all come. I'm just going to give them a couple of minutes to, um, come back and join us. I don't want them to come back in and we're already on a recess. Welcome back everyone. We're slowly coming all back and, uh, we'll just be another couple of minutes while we bring usher people in from the lobby. We're going to continue along. The next order of business is the scoring of the vendors. As stated in the initial evaluation committee meeting, Broward County will be utilizing a consensus approach to provide a summarized group consensus evaluation score. The evaluation committee will submit preliminary scores to the purchasing division. Those preliminary scores will be tabulated and if there are any outliers, they will be identified. Score outliers are considered for a preliminary score that is more than 25% above or below the average score or for a preliminary score that falls outside of the 95% confidence interval. If there are no outliers, the evaluation committee members may adopt the mean score as the final consensus score for each criterion. For any outlier score, the evaluation members may discuss the scores for that vendor's evaluation criteria. After discussion, the evaluation committee members may make scoring adjustments, if desired, or adopt the median score as the final consensus score for each criterion. The points for location, willingness to meet time and budget, and volume of previous work are determined in accordance with the solicitation and are not included in the consensus scoring process as outlier scores are not applicable. Once committee members have completed their preliminary scores and emailed their respective sheet to the purchasing division, I will recess the meeting to allow time to tabulate. When those tabulations are completed, I'll 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? Committee members, you may begin scoring and purchasing will notify me once they have received all committee members' preliminary score sheets and are ready to tabulate. Good afternoon, everyone. Thank you very much for your patience. All committee members' preliminary score sheets have been received, so we will now take a recess to allow time to tabulate those results. The time is 2.38. Thank you. And then click mute. I'd like to reconvene the meeting. It is now 2.49 p.m. The preliminary scores have been tabulated and any outliers have been identified. So now we'll proceed to the portion of the meeting where we are going to review those scores. But before we begin the review of the preliminary scores, I want to review a couple of key reminders. The evaluation committee members may verbally revise their preliminary scores based on the committee discussions, provided that that member states the rationale behind any adjustments. The recommended score column that's going to be shown in the excel spreadsheet reflects the mean or average for those criteria with no outlier. When an outlier is identified, the median is reflected. So we're now going to begin to review the preliminary scores submitted by the evaluation committee members going vendor by vendor in alphabetical order starting with BEA Architects Inc. Okay, so what we have on the screen now is the preliminary scores for BEA Architects. Everybody okay with that magnification or a little more? We're okay with that? So as you can see, the outlier scores that are highlighted in kind of an orange, those are where there is, based on that mathematical computation, that has identified itself as an outlier. And you can see that there may be a deviation from the other scores. So those are the ones that you may want to discuss. Otherwise, if there are no outliers for the evaluation criteria, the recommended score is reflecting the mean or the average score. And so your script provides various motions. But first, if you'd like to discuss for BEA Architects, any of those outliers, one criteria at a time, the reason why you want to discuss them first is potentially an EC member may change one of those scores. And the change of the score could result in there no longer being an outlier, which could change your motion, because then you would be making a motion to accept the recommended score, which would be the mean, and then everything would probably be in the mean category if that was the case. So we provide you the opportunity for any type of discussion. Otherwise, we would go into taking your motions. So this is Matt. So arena, some people just tend to score lower or higher or so that might be the case with you. I don't know. If that's, if that's the case, you have everybody between like, say 13 and 20, instead of up in the higher ends for some of these, then I guess you just got to make up your mind whether you want them to be incorporated or you want to agree to you. Does that sound correct? The mean is without an outlier. Otherwise, it's showing, uh, the recommended score is the median right now when there is an outlier. Uh, Kristen, can I change the score? Certainly. Um, that's the purpose of the discussion, not necessarily to change the score, but possibly, for example, if, uh, one EC member did not see something in the proposal and they scored in a low number and other EC members say, oh, you know, I saw that in the proposal. And then that EC member upon that observation would then possibly change their score. It's not any intent to force anyone to change their score. It just facilitates the opportunity for a discussion of what possibly some EC members reviewed versus what others. You'll see with those, uh, low, uh, low point criteria, they're very quickly shows up to be outliers. If there's any kind of a deviation, because it's a very small number to begin with. So those are not necessarily a situation that's going to cause much of a discussion, but it's the other ones that are the higher numbers where there's a much bigger spread, but certainly you're welcome to, um, change a score. If a committee member is going to change their preliminary score, we're going to put that on the screen and it'll show that that's a changed score. That will also, uh, update this spreadsheet here, because we're going to go, let's say you were going to change your score. We would go onto your score sheet, change your preliminary score, indicate that, come back to this spreadsheet and see what that change does. Oh, we're going to change it here. Okay. Okay. Sorry about that. I've been corrected. We don't change your original preliminary score. This is the consensus new score. Um, I would like to change it. Okay. Ms. Tokar is, and this is on criteria 2A. Project. On project approach 2A, the preliminary score for Ms. Tokar was 15 and she'd like to change it to 20. That absolved the outlier. Now we have one, yeah, the green at the top of your name shaded in just means that that's a different score within your composition of scores. And now we have that workload of the firm. Again, that's because there is a, it's a very small number. So that mathematical computation is going to reflect anything that falls outside of that interval. So any discussion on the? Oh yeah, this is Matt. So the reason I scored them point lower than most of the others was, um, because I didn't get any percentage completeness on their workload. They had, they did have a list of all the projects, but I didn't get any sense for how much availability staff had or anything like that. That's why I scored them a little lower. Whereas on the others I did. Okay. Any other discussion on that? I'd like to make a motion for evaluation criteria 4 to use the mean score as opposed to the recommended medians that correct. To me, the mean average score though would be lower than the median score. So I'm confused about those columns, right? Because if the three were incorporated, the average would be lower, right? I'm sorry, the mouse. I can't see what the numbers are. Go ahead. Sorry, Matt. So if if normal, can you turn on your mic if you don't mind? Thanks. Yeah, what I understood is outlier is not taken. But I, so what I'm saying is I'd like to make a motion to keep the outlier in there. That's what, that was my intent. Keep it in the. So can the consultant clarify? No, this isn't a time for the consultant at all. This is completely the committee members. And, um, what is, what is being suggested in the recommended column is it's looking at no outlier evaluation criteria and giving you the mean. So in the case of all of them, except for number four, it's the recommended score is the mean. And when there is an outlier, it's recommending the median score. Now, if you wanted to make a motion that you accept the mean all the way across, there's nothing wrong with that. If you wanted to make a motion that you accept the mean for all except for you could do that. And then you'd make another motion to accept the median for four. I think I gave all examples of the types of motions. That's why we wanted to have the discussion first so that we'd have only the outliers left. But with the outliers left, you can still accept the mean across even regardless of it being an outlier. You can still accept the mean or take separate motions for those that are still an outlier. This is just the first one. We'll get more fluid with the rest of them. Don't worry. Right. With a very low number, you're probably going to see that across the board. So can I make a motion that means as a score? Sure. If you can go ahead and make your motion. Irina Tokar, I would like to make a motion to use the mean to score across all categories for the architecture. Okay. So the motion on the floor is to accept the mean as the final consensus score for all criteria for BEA architects. I second. This is Matt Harold. I second. Thank you. All those in favor say aye. Aye. Aye. Thank you. There were none opposed. That motion passes unanimously. Okay. Now we're going to move on to Bermelo, Azure Mill and Partners. Okay. Now that we're versed in this, we also have one outlier here. And that is on criteria 2A. It's displayed there in orange. And so the recommended score, other than the outlier criteria, the recommended score is looking at the mean or the average for all of the criteria except for 2A. And for 2A, where there is an outlier right now, it's looking at a recommended score of the median. So is there any discussion before we make any motions on that one outlier for Bermelo, Azure Mill and Partners? I'd like, this is Matt Harold. I'd like to make a motion to accept the recommended score for Bermelo for item 2A, criteria 2A. Okay. The recommended score for 2A. Is there a second? Charlie Maloney, I second. Thank you. All those in favor, say aye. Aye. Aye. None opposed. That motion passes unanimously. Okay. Before we leave Bermelo, Azure Mill and Partners, we have the other criteria. May I have a motion? Mr. Harold, I think your motion was only on 2A. So. Okay. Matt Harold, I'd like to make a motion to accept all the other recommended scores for the other criteria and 2A. Thank you. May I have a second? Before we second, the recommended score, I'm sorry. The motion is the recommended score for all other than 2A. Because 2A was already done. Because 2A was already done. Yes. May I have a second? Charlie Maloney, I second. Thank you. All those in favor, say aye. Aye. Aye. Aye. There were none opposed. That motion passes unanimously. God bless you. All right. Now, we're going to look at the scores for Justin Architects. Okay. Lo and behold, we have one outlier and that is to criteria 2A. So again, the recommended score is reflecting the mean for all criteria other than 2A. And because there is an outlier, the recommended score is looking at the median for 2A. So is there any discussion? I would like to, since I do tend to score lower evaluation criteria, since I would like to change it from 20 to 25. 25. So Ms. Tokar has proposed that she'd like to change her score for Justin Architects on criteria 2A from 20 to 25. We're going to reflect that with the green shading. And that resolves the outlier. So now the recommended score across all criteria is suggesting the mean or the average score. May I have a motion? I'd like to make a motion to accept all the recommended scores for Justin Architects. Thank you. Thank you. May I have a second? Sorry, this is Matt Harrell. Irene Tokar, I'll second them. Thank you. All those in favor, say aye. Aye. Aye. Thank you. There were none opposed. That motion passes unanimously. Okay. And now we are going to look at the score sheets for Kim Lee Horn and Associates. And we have one outlier score here with criteria 3A. And that's likely because the math is seeing that four of the members had the exact same score of 14, and then one member had a 15. Is there any discussion on that? It's just because they're such, so close. So mathematically it creates a... Yeah, I think you want to take the mean here probably, right? So it's incorporated into the scoring? Any discussion? Or was that your motion, Mr. Harold? Oh, okay. Matt Harrell, I'd like to make a motion to accept the mean score for criteria 3A and the recommended scores for all the other criteria? Two and one. So it would be to accept the mean score for all of them. Yes. Okay. May I have a second? I'll second. Thank you. All those in favor, say aye. Aye. Aye. Sorry. Mr. Dada has a question. So is all the other item is going to be changing, or is it just the 15? There's one 3A, right? Past performance, she has outlier, which is 15. Correct. We are changing only that. We are not changing that. It's... The motion was to accept the mean, recognizing that with an outlier, the recommended score would be suggesting the median, but the motion in a sense is overriding the recommended median for that criteria, and the motion is to accept the median for all scores. I'm for all scores. I'm sorry, the mean for all criteria. For all criteria? All criteria. Yes. But she must have... That's her reason why she scored other... It's only one point away, which is... That's why the math is showing that it's an outlier. It's not a very big spread. Okay. So I don't think she's intending to change her score there. But what Mr. Harold had suggested was, regardless of the outlier, which would have otherwise suggested a recommended score that looked at the median, in this case, acknowledging, leave all the scores they are, suggests the recommended score to be the mean or the average across the board. Thank you. So that is the motion on the floor. I think that Mrs. Tokar seconded it. All those in favor, say aye. Aye. Aye. None opposed. That motion passes unanimously. Okay. Fun with consensus scoring. Okay. So now, to ensure that the adjustments were tabulated correctly and determine the vendor ranking, we're going to take a very, very brief recess, I promise. And final scores and ranking will be announced just after that recess. Appreciate your patience. The time is 3.07 and we'll be right back to you. Thank you. Good afternoon, everyone. I'd like to reconvene the meeting. The time is 3.34 p.m. The purchasing division has completed the tabulation of final consensus scores and will now announce the final scores and ranking. But before the results are announced, I first would like to thank all of the vendors for their participation in this solicitation process. We certainly appreciate your time and interest in working with Broward County. Purchasing division, if you could please announce the scores and ranking. Chair. Okay. Okay. Okay. We're sharing it. The final consensus score for the firms are as as follows. BEA Architects, Inc., 75.8. Bromelo Algemal and Partners, LLC, 81.60. Justin Architects, PA, 79.80. Kim Lee Horn and Associates, Inc., 84.80. The purchasing scores per vendor. BEA Architects, 5 points. Bromelo Algemal and Partners, 5 points. Justin Architects, PA, 9 points. Kim Lee Horn and Associates, Inc., 4 points. The total final consensus scoring. BEA Architects is 80.80. Bromelo Algemal and Partners, LLC is 86.60. Justin Architects, PA, 88.8. Kim Lee Horn and Associates, Inc., 80.8. That resulted in a tie. And based on the tiebreaker criteria, the first criteria is the breaking of the tie will go to the locally based business. So the revised rank after the tiebreaker is Justin Architects, PA, ranked vendor number one. Vendor number two is Kim Lee Horn and Associates, Inc. Third ranked vendor is Bromelo Algemal and Partners, LLC. And fourth ranked firm is BEA Architects, Inc. We can leave that on the screen for just a minute, please. The next order of business is acceptance of the scoring and the ranking. May I have a motion to accept the evaluation committee's results and recommendation of ranking for approval? I'll make a motion to accept scoring. Thank you. All those in favor say aye. Aye. None opposed. That motion passes unanimously. So 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 the five business days after receiving notice from the purchasing division of the final ranking. Once a ranking is deemed final, the county shall commence contract negotiations with the number one ranked firm. And as a reminder, all information reviewed by the evaluation committee is posted on the purchasing division website repository, including the closed portions of this meeting. Committee members, any other business that needs to be discussed today? Thank you to all the committee members and our project manager for your perseverance through this procurement. And again, I'd like to thank all vendors that responded in their presentations today. The final evaluation committee meeting is adjourned. The time is 3 38 p.m. Thank you, everyone.