Final Evaluation Committee Meeting: RFP No. TRN2130715P1 General Planning Consultant Services for BCT - Apr 02, 2026

I am Sonia Lovett, Senior Purchasing Manager and Meeting Facilitator. I would like to call to order the final evaluation committee meeting for requests for proposals, RFP number TRN2130715P1, General Planning Consulting Services for the Broward County Transportation Department. The time is 9.35 a.m. on April 2nd, 2026. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in Room 430 of the Governmental Center Building East, located in Fort Lauderdale, Florida, or virtually through Teams. Attendees, please mute your 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. 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 this meeting is for the evaluation committee to hear presentations, score, and rank the responsive, responsible, and shortlisted vendors. At the initial evaluation committee meeting on March 19, 2026, the evaluation committee determined all vendors to be both responsive and responsible. After shortlisting, the following vendors advanced to final evaluation and ranking taking place today. CDM Smith Incorporated, CTS Engineering Incorporated, Kim Lee Horn & Associates Incorporated, and WSP USA Incorporated. Meeting attendance will be recorded in the following ways. The Purchasing Division will record the attendance of county staff physically here in room 430. All virtual attendees, including county staff, please click on the link or scan the QR code that is currently listed in the Teams chat section to complete the sign-in sheet. For attendees that cannot access the link or the QR code in the Teams chat, email the Purchasing Assistant Manager, Wendell Jean-Pierre, at W-J-E-A-N-P-I-E-R-R-E, at Broward.org. With the subject, EC Meeting Attendance, and indicate your name, your title, and the company you represent in the email body. We have a quorum present with the following evaluation committee members. Committee members, please say present after your name is called. Richard Tornese, Director, Highway Construction and Engineering Division, Public Works and Environmental Services Department. Present. Darby DelSalle, Director, Housing of Urban Planning Division, Resilient Environment Department. Present. Dr. Natasha Yassin, Enterprise Assistant Director, Seaport Planning and Capital Grants Division, Port Everglades Department. Present. Gia Behan, Assistant General Manager, Transportation Department. Present. Kurt Petgrave, Capital Programs Administrator, Transportation Department. Present. Thank you, everyone. It is the evaluation committee's responsibility to review the vendor submittals, to ensure solicitation requirements are met, and to evaluate the submittals to make a recommendation to award a contract. Each evaluation committee member was appointed by the county administrator to serve on this committee based on their experience. The evaluation committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county. At the discretion of the board, the evaluation committee members may be requested to substantiate their recommendation and discuss their submittal reviews. The cone of silence has been in effect since the solicitation's advertisement. Vendors are prohibited from discussing this solicitation with the commissioner's office, county staff, or a member of the evaluation committee. The cone of silence terminates when the awarding authority takes action, which ends the solicitation. During the cone of silence, inquiries regarding this solicitation should be directed to the project manager or the director of purchasing and or his designee. Also, vendors may communicate with designated representatives from the Office of Economic and Small Business Development at any time regarding the solicitation small business enterprise or county business enterprise participation. The summary of vendor rights regarding Briar County competitive solicitations was issued in the solicitation. The initial evaluation committee meeting minutes have been distributed to the evaluation committee members. Evaluation committee members, is there any discussion regarding the minutes? Hearing none, may I have a motion to approve the minutes from the initial evaluation committee meeting. Richard Tornese, I make a motion to approve the minutes of the meeting. Can you state initial evaluation committee meeting? Thanks. For the initial evaluation committee meeting. Thank you. May I have a second? GAPN, I second. All in favor, say aye. Aye. Aye. Any opposed? Motion passes unanimously. As stated previously at the initial evaluation committee meeting, the solicitation required vendors to state whether they accept Briar County standard terms and conditions or if they do not accept them to identify the agreement provisions and vendors proposed changes. Two of the four vendors accepted the county standard standards. Two of the four vendors accepted the county standard terms and conditions. The county provided vendors an opportunity to waive their exceptions prior to the final evaluation committee meeting. The following vendor waived their exceptions. Kim Lee Horn and Associates. The following vendor was given the opportunity to waive their exceptions but elected to maintain some of their exceptions to the standard, the county standard terms and conditions, WSP, USA, Incorporated. The specific exceptions taken by this vendor is outlined in an exceptions matrix that has been distributed to the evaluation committee members for their review. The county attorney's office and risk management division are available for questions by the evaluation committee concerning these exceptions. Are there any questions for the county attorney's office or risk management from the evaluation committee? Thank you, Madam Facilitator. Dr. Natasha Yassant. I just have a question for the attorney. Are any of these exceptions impacting the county in any way from a risk perspective? Hi, this is Gavin. Thank you. Go ahead. Sorry. Yes, this is Gavin Ratter, Assistant County Attorney of the County Attorney's Office. To answer your question, I don't know if Sonia or Wendell have the matrix that I submitted that they can share on the screen. Listen, don't do this after. She's a Grammy. Okay? Jeff. Jeff. Okay. Bye. Can you please mute your microphones if you're not speaking? Thank you. Gavin, the matrix was provided to each of the EC members. Okay. Okay. Great. So, to summarize, two vendors submitted exceptions. We rejected almost all of the exceptions. One of the vendors, I believe Kim Lee Horn, withdrew all their exceptions. And then so did WSB with the exception of the four exceptions that we did not reject, which were related to the insurance requirements. On the matrix, if you have it in front of you, there are four exceptions related to the insurance requirements that we ran through the risk management division. Three of those four were just clarification exceptions. And because risk management controls that section of the agreement and determines what's negotiable and what's not, they determined that it was okay to insert those clarification exceptions, which do not change the bargaining position of the county. So, we accepted those exceptions along with risk management. The one that was slightly more than a clarification exception, which was section 9.3 on your table, which is the second exception. And we agreed with risk management to insert language that prescribes a limiting amount of what can be reviewed by the county and then inserts a timeframe and what insurance rates can be reviewed by the county during performance. And we accepted that too, and if you have the table in front of you, you can see it. So, the short answer is based on what we're allowing to be rewritten in the section 9 of the agreement, it does not change the county's bargaining position or any major terms and conditions that would affect the risk the county's taking on. So, is it normal practice to accept an insurance policy that a proprietary and confidential has in this particular consultant and not knowing what's in the coverage? And does that impact or does that in any way risk or provide any risk to the county in any way because it is proprietary and confidential? If that's common practice, then that's fine. I'm okay. I just wanted to just clarify that. I don't know if Colleen is on and she should be more prepared to answer that question, but I think that the way that she has rewritten it and we've agreed to, we're simply requesting evidence of a policy that's related to coverage that's required by this agreement. So, it's not limiting, we're not asking for, we're limiting the scope of what policy we're looking at and it has to be related to the work that's being performed on the agreement. So, it's not work that extends beyond what the scope of the agreement is. So, it's not putting the county at risk because we're still reviewing the insurance rates for what the scope of the agreement is that the consultant would be working on. Thank you, Madam Facilitator. Thank you. Thank you. Yes. The next order of business are the vendor presentations. In accordance with Section 286.0113 of the Florida Statutes, presentations and questions and answers are closed to the public. Only committee members, county staff, the presenting vendor, and their team will be in the closed portion of this meeting. Other vendors, their teams, and members of the public will be excused from the meeting to permit the start of the closed presentation sessions. Sub-consultants partnering with multiple prime vendors are only allowed to participate in one vendor's closed presentation session. Presentations will be limited to 20 minutes, followed by an unlimited question and answer period. The presenter will have up to five minutes for setup. The timekeeper will be the purchasing assistant manager, Wendell Jean-Pierre. As the meeting progresses, the purchasing division will provide email updates to vendors, ensuring that each upcoming presenter is informed when it's time to join. Once all presentations and Q&A sessions have concluded, vendors and members of the public will be invited to return to the public portion of the meeting, during which the evaluation committee will score and rank the vendors. Members of the public may provide an email address in the chat to be notified when they return to the public portion of this meeting. Vendors are asked to provide an electric company, were asked, sorry, to provide an electric company, electronic copy of their presentation to the purchasing division prior to this meeting. The presentations received have been distributed to the evaluation committee members. The presentation topics, length, and order was identified during the initial evaluation committee meeting and was distributed to the presenting vendors. Each vendor has 20 minutes for presentation, followed by the unlimited question and answer session. Vendors will be presenting in the following order. First presenter, WSP USA. Second presenter, Kim Lee Horn and Associates. Third presenter, CTS Engineering. Fourth presenter, CDM Smith. At this time, we will move into the closed portion of the meeting. The first vendor presenting, WSP USA, Inc., please remain in the meeting. All other presenting vendors, their accompanying teams, and members of the public are requested to leave the virtual meeting room. As a reminder, please continue to monitor your emails for when to rejoin the public portion of this meeting. The meeting is now closed. The meeting is now closed. Right. Right. I think I'm on the matter level, like, where is she at? Where is she at? Where is she at? Good morning, WSP. As we see participants coming into the room, you can view county staff on the screen. and in the participants section, you can verify or review to make sure that those are members of your team. I think there may be a couple of people that are still on from the main attendees that are part of the WSP group. Yes, and yes, Marilla, you can jump off. Can you identify who those people are that's not part of your group, so I can have them removed? Christopher Lee. Zubair Gafour? Yeah, I'm here. Is not on the WSP team. Chris Lee is not on the WSP team. Okay, she took them off. French is not on the WSP. Danielle French is not on the WSP team. That is a county employee. Okay. The list of county staff are on the screen. Is Gafour Zubair part of the county staff? No, I'm sorry. I'm from CDM Smith. Am I not supposed to be on this call at this time? No, sir. We'll call CDM Smith when it's your time. Yeah, I'm sorry. I think my apologies. Okay, thank you. Okay, I'm going through the list again, and so far, it's all county staff or WSP folks. Oh, thank you for confirming. WSP USA, while you're reviewing the list, which you've confirmed, please advise which member of your team should be designated as presenting the teams to share their screen during their presentation. This is Linda Weston. I will be sharing my screen. Thank you. No. Can you repeat? Who needs access? Linda Complin Weston. At this point, I'm not able to share my screen. Right. We haven't given you access just yet. Oh, I see it now. Thank you. Okay, your team now has five minutes to set up. Purchasing staff, please start the five-minute setup timer. The presentation is on the screen. Are you able to view it? Yes. Team, are you ready? I think we're ready to start. Okay, WSP. Purchasing agent, please start the 20-minute timer for WSP USA's presentation. Thank you. Good morning. My name is Linda Weston from WSP, and thank you for the opportunity to present today. WSP is your existing transportation planning consult, general planning consultant for the past five years, and we're looking forward to being your general planning consultant for the next five years. Kelsey Peterson and I will be your project managers and deputy project manager for this contract. Together, we have managed over 20 of the task orders that the BCT has issued through the existing GPC contract. In addition to my work with WSP, I spent 13 years in Broward County working first for the City of Plantation and then the South Florida Regional Transportation Authority. We have an exciting team of presenters today. Jennifer Palmer is an expert at corridor planning. Sheila Clements is a former FDA employee and expert in FDA processes. John Loughran is a TOD expert. Joseph Yesbeck has had a hand in most of the major transportation projects that you see today in Broward County. Our staff has the expertise and ability that you see here noted in all areas of the scope of services. Once we've been assigned a task, we will be available in all 100% on the task. As I mentioned, we have experience in 23 existing task orders through the current GPC contract, and we have expertise in all areas of the scope of service. We are South Florida based and have seen the dynamic community and growth that Broward County has experienced. And we are able to bring this into our planning practices. One of the great things about being at WSP is we are able to match local staff with national experts to bring the best skill set to each task order. We have a great team of sub consultants. We have kept most of our existing sub consultants, and we've added sub consultants in the area of branding, environmental planning, and new mobility. As we go through the presentation, you'll see that it's organized as it was presented in the scope of services. With that, I'll hand it over to you, Jennifer. Thanks, Linda, and good morning, everyone. I'd just like to touch really briefly on our project planning and development experience and how it relates to both our commitment to and capacity to serve BCT under this contract. Next slide. WSP First is a full service firm with specialized experience in planning, design, and support services for transit agencies across the nation. As you can see in this map, we bring Broward County unparalleled best practices and expertise for all your planning service needs. We've also been fiercely dedicated to supporting Broward County specifically. As a prime consultant, we supported BCT in the development of the PRIMO plan, which is going to bring 200 miles of connected and seamless transit service throughout the county. We've also been continuing to support BCT in the planning and design of the Oakland Park Boulevard bus rapid transit project. And we're dedicated to advancing first and last mile connections that will support these transit investments in the county, having recently worked, as you can see here, with the Broward MPO to create a network of pedestrian and bicycle facilities. With that, I'm going to turn it back over to Linda. Thanks, Linda. Thank you, Jennifer. We're also specialists in maintenance facilities. In a recent maintenance facility project, we realized that the schedule and when the facility was needed did not match the existing construction plan. So we were able to use our alternative delivery team to go from site selection to design and construction in less than 2.5 years, which is incredibly fast. So with that, I'll turn it over to Joe Yesbeck. Thank you, Joe. Thanks, Linda. With over 40 years in transportation in both the public and private sectors here in Broward County and in South Florida, I've seen transportation mobility options significantly evolve. Today's transportation planning requires an innovative mobility mindset. For more than two decades, our TYLN team has assisted South Florida in transit delivery. Leading our effort is Carlos Cruz Casas, our national lead for mobility and innovation, who's located right here in South Florida. As the architect of the Metro Connect program and vice chair of APTA's Mobility Management Committee, Carlos brings the knowledge and reliability with the next generation mobility ecosystems that are needed today. We have a couple of slides here with project examples. What you see on your screen now is the work we did with the NERSDA Clean Mobility Program, where we developed a program structure for hyper-local data-driven successes for communities in that region. The next slide shows the point of the Mountain Study, showing how transit communities can thrive when technology is right-sized for that local need. Linda? Thank you, Joe. One of our, we just recently launched the SERPM 9 model, the Southeast Florida Regional Planning Model. WSP was the lead developer for this model, and it's used by transportation planners and engineers to evaluate the impact of transit and roadway projects throughout the region, including cross-country travel, cross-county travel. This focus on technology is integrated into our daily lives at WSP. On a corporate level, we have a partnership with the Microsoft team. We also brought Google in for a project in Palm Beach County, and later on in the presentation, you'll see how we integrate technology into transit projects. We bring projects through the environmental planning process on a regular basis here at WSP. A great example of this is the South Florida Commuter Rail project. We were the oversight review consultant for the project. We streamlined the FTA project, and on September 4th, 2024, there was a finding of no significant impact on the project. Next, John will tell us more about his work integrating transit and land use. Good morning. My background is I'm an architect, and I've been doing urban design for the last 20 plus years or so, but I also have an MBA. And the reason why I mention that is because leveraging transit investments to catalyze transit development and economic development is quite a complex undertaking and requires all those skill sets. So I'm going to talk a little bit about where we successfully completed that before. This is a project in Pinellas County where we applied an integrated approach to connecting land use, transit planning, and market analysis to shape recommendations at 15 separate transit stations on a corridor. That was done by applying a consistent evaluation criteria and a structured evaluation process to each of those stations. And what we ended up with is a land use scenario that was customized to the conditions of each of those stations. So this project was actually completed under the current contract. We assessed the development potential along BCR South rail stations to enhance eligibility for a small starts grant. You know, we analyzed market transit conditions, we conducted stakeholder interviews, and then we identified potential development sites and build outs for those properties. We also included potential tax increment financing structures to implement those recommendations. So, you know, I talked a little bit about the connection between transit investments and land use and economic development. And so, to help streamline that, we've created a land use transit calibration tool. What this does is, this is a scenario planning tool to test land use strategies by adjusting certain factors such as the land use mix and the development intensity of those land uses. We use this to optimize the relationship between the two. It stimulated, the tool simulates changes in land use and impacts on transit ridership and economic development. So, it's a very useful tool, and it really helps us to optimize the recommendations. Thank you, John. So, just a couple lessons learned from this is that you start with market analysis, but always validate by the development community and other stakeholders to make sure you understand what's happening in the ground. Focus on development-ready sites. By that, I mean market-ready sites that will attract private developer interest and really help catalyze those early wins for you. Do not ignore the sites that are not in strong markets. The strategy there is to identify the funding gaps, make those up from the public sector to catalyze private sector interest. And then finally, I talked a lot about the market study analysis. Don't rely solely on that. Consider community needs as well, like grocery stores and medical facilities. Thank you. Great information, John. Our work through the existing GPC contract has touched all areas of BCT operations. To tell you a little bit more about that, we have Kelsey Peterson. On to you, Kelsey. Thanks, Linda. So, to Linda's point, WSP, along with our partner via planning, have worked with many BCT departments, including operations, maintenance, compliance, planning and scheduling, and more, to develop over 120 SOPs for BCT. Through this, we've built strong relationships with key staff across the agency and gained a detailed understanding of BCT's operations and needs, which we've carried into other task orders and would bring to this current contract if given the, to this upcoming contract if given the opportunity. We also have experience in conducting needs assessments on a range of topics included in the scope element, such as the safety and security assessment that we did for BCT that evaluated 27 organizational areas, resulting in 54 recommendations to address the identified needs. This initial assessment and the positive relationships we've developed with staff have prepared us to deliver a tailored approach to BCT's safety program. Back to you, Linda. Thank you, Kelsey. I'll now hand it to Mike to talk a little bit about the connection between IT and transit. Yeah. Hey. Good morning, everybody. Thanks. Data and turning data into useful operational information is a quickly growing element of agency planning and operation. We've got a whole group of folks to help with this. We're helping on your CAD AVL system now. You heard earlier about some of our AI partnerships. One of the ways we've used this recently is with WMATA, where we help them with their operational efficiency by training an AI tool to evaluate safety data and help them make faster and better informed decisions about safety. And then on the next slide, we just wrapped up a cool project, phase one of an automated bus project with the FTA and CAT Metro demonstrating a fully autonomous bus within the yard. And we're actually on to phase two of that now, which is automating additional buses. Back over to you, Linda. Thank you, Mike. So let's talk about public engagement. Public engagement is a critical part of the planning process. It's so important that we actually brought two firms to be part of the team, Blue IQ and Quest Corporation of America. But on a higher level, what is important in a public involvement strategy? First, it's to acknowledge diversity. Broward County is an incredibly diverse community in many, many ways. So how we accommodate that is to have an extensive stakeholder list, evaluate all stakeholders, multilingual materials, and very important to have a very inclusive state engagement list for the advisory review committee meetings. The outreach is boosted today through targeted social media. We are experts in all forms of social media and regularly use this in our outreach projects. We've also noticed that design has become increasingly important. The better looking your product is, the more hits it gets. We have iGlue IQ here to talk a little bit about two branding efforts that they've done in the region. Dominique? Thank you, Linda. And good morning, everyone. So to quickly touch on some of our more notable experience in the industry, I wanted to start by highlighting some of the work that we've done for Brightline, which really consisted of two key milestones for them. Reopening service post-pandemic and launching their Orlando segment of the long-haul trip. Both of these projects included branding efforts, campaign concepting, and social media management. And through these efforts, we were able to see a 13% increased ridership within just the first year post-opening and a 400% growth in overall ridership sentiment. The next example that I wanted to quickly touch on is the work that we did for Miami-Dade Transit, which started with a strategic branding exercise for them where our team created the M-Portal concept that was then used to redesign physical touch points at stations along with website, mobile app, and social media platforms. And then more recently, we were also brought in to support their efforts in launching the BRT Service South Corridor, which was another campaign that we worked through that was very tailored to the community as well. Thank you, Dominique. BCT was looking for a fresh look for its annual reports in 2023 and 2025. With Quest Corporation and through the project management of Kelsey, we were able to deliver fresh, crisp, and very appealing annual reports. Another example of extensive outreach and more traditional outreach approach is our work with TDPs. In a recent TDP, we had over 5,000 survey hits. We had 30 platform intercepts, 6 outreach events, and 4 advisory review committee. Through this input, we were really able to tailor the plan to the needs of the community. Our well-developed project management process works on task orders of all sizes. On the right, you see the task order process we currently have developed and used with Broward County in our existing GPC contract. If you'll notice all of these little red boxes, there's extensive areas for QAQC built into the process. We've also honed this process through work with other regional transportation partners. At WSP, we have built-in technology tools to help us in our project management. One of the more intriguing ones is our practice area networks. With a simple email, we are able to reach out to all 70,000 of our WSP partners globally. They monitor this and they do respond. I personally have worked on projects where I've gotten input from Shanghai on tunneling issues and from South Africa on resilience-related topics. It's really kind of a neat perk of being here at WSP. We can also act as extensions of staff. Our work with SFRTA and bringing Tribal Downtown into Miami Central is an example of this. We manage coordination with internal and external stakeholders, as well as coordinated with FTA on FTA-related issues. WSP funding experts are ready to help BCT fund and manage their grant opportunities. We're also able to provide guidance as conditions shift, maybe local policy changes, maybe funding changes on a project. Sheila is an expert in this area and is a great assistance for local governments. This is the perfect time to hand the presentation over to Sheila. Thank you, Linda. Good morning, everyone. Pursuing funding is key to developing, executing, and completing projects. WSP has demonstrated expertise in securing funding for clients in a very competitive climate and has won more competitive grants than all of our competitors combined since 2009. As you can see, WSP has supported clients nationwide in obtaining $54 billion for 378 different projects. Next slide, please. Detroit has been a long-standing client to which WSP has been providing FTA compliance and advisory services across all aspects of their projects, operations, and programs. DTC is an agency where WSP's expertise complements on their limited resources to successfully comply with the necessary requirements to remain in good standing with FTA and other federal agencies. Next slide, please. For Pinellas County, WSP completed a case study and developed a tool to rank projects, identify funding streams to align with their mission and support staff in prioritizing their priorities. Finally, in the current environment, addressing shifting policies and regulations has been a top priority and has been challenging for all agencies. Including myself as a previous director of planning and program management oversight for FTA, WSP has a team of former FTA staff who have been engaged with FTA at all levels within the agency and have long-standing relationships. This is key to keeping our finger on the pulse and monitoring the impacts and effects on our clients and their programs. Back over to you, Linda. Thank you. Thank you, and thank you for your time today. Our goal was to convey our experience supporting BCT and to show that we have the team and the skill sets that can help BCT move its program of projects forward. So, we'd like to close by saying why WSP? WSP has local presence and global reach with 70,000 professionals. We are well experienced in every area of BCT operations and we know your cert tax commitments and we are able to help you to make those obligations happen. Our presenters and our team are here for any questions that you may have. Thank you very much WSP USA for your presentation. Are there any questions from the evaluation committee members? Please state your name before asking your question. Kurt Petgrave, can you speak a little bit more specifically about what the project scope was regarding the Advantage US 19 project that you presented earlier? Sure. John, I'll hand that over to you. Sure. We work closely with, it's enhanced transit along the Route 19 corridor and what we did is we looked at, we engaged stakeholders, we created a, I'm sorry, we performed a market analysis to understand what the market was along the corridor. It's a fairly long corridor. We engaged stakeholders, we interviewed developers to understand what the local needs are, we engaged property owners as well, we engaged the public. As a matter of fact, my team was there just last night and the recommendations were for development snares at 19 stations. Some of them are, the video, the rendering I show was a much more intense, one of the more intense development snares, but it was really tailored to each of the stations in the market that was at those stations. Did, did this included market analysis, development build-outs, implementation recommendations, and market studies? Did it, did it involve specific designs for the station locations or just overall represent, recommendation for each one? There was a tailored development recommendation for each of those stations. Yes. Okay. Thank you. One additional question. Do you guys have any experience? I saw you touch on it briefly about safety, but is there any expertise relevant to safety certification moving forward, transit-related projects? Absolutely. This is Linda. I'll answer that one. I've worked with our safety and security team on a national level to assist BCT in this area. We've engaged Luray Stewart out of our Seattle office, and on a day-to-day basis, we've worked with Jim Fox. He was a former safety director at SEPTA. He has guided, he has evaluated a systems assessment of your safety program, and he currently began a new task order on nine smaller safety plans, which will help bring BCT further into compliance and your safety program. So also, there was an extensive list of recommendations, I believe about 54. So he, they're working diligently towards, towards implementing these recommendations. And throughout this process, he's developed really a great rapport with your safety staff, and they, they've come a long way. Okay. Who specifically in BCT safety were you guys coordinating with? Alfred. Okay. Alfred Palmer. Okay. Thank you. Yeah. This is JPN. I have a few questions. Hi, Jia. Hi. So first question is, how do you ensure that your team can pivot quickly due to changing priorities, timelines, and stakeholder needs? The first answer is that, sure. The first answer is that our team has really worked in South Florida for a long time. It's a very dynamic community. So we were experienced in pivoting in projects on a regular basis. So I'll hand that over to Sheila Clements to talk about that. I think she has the most experience with that. Thank you for the question. Definitely. We have multiple, multiple individuals who have expertise in those areas. So we do a lot of coordination coordination between individuals in the, in the groups that we have. So, and we've all worked together for many, many years. So we are very familiar with each other and each other's talents. And we also stay on top of what's happening in the federal government, what's happening locally, what's happening statewide. So we try to be proactive in seeing what's coming down the pipeline and being able to assist the agency. But we work on, you know, every day is not the same, which is great. We love that. So it's very easy for us to be adaptive to what's happening in the environment. Thank you. My second question is, how has your team navigated complex and sensitive stakeholder issues in past projects? And what was the outcome? A sensitive and complex stakeholder issues. First of all, you develop a sound public outreach strategy and you include all of the stakeholders in the strategy. You open up that communication from the beginning. So you have that relationship with them that you're able to answer questions as issues arise. I think that's the most important issue. And as issues arise, you're able to just have those conversations. What's the issue? What's the challenge? How do these, how can you resolve it? So just talking it through in a respectful manner. Dominique, I don't know if you have some special examples of conflicts that you, or stakeholder issues that you incurred, encountered in your practice. Yeah, I'd say to second that, Linda. Like, I think it's open, it's, it's very important to open communication from the beginning, understand what the challenges are from all stakeholders so that we can come with a unified plan. Um, I'd say like in the work that we've done and the examples that we presented, there were a lot of challenges, obviously with the municipalities that like, for example, Brightline, the municipalities that they travel through is the city that they travel through. So there were many times where we had to get everybody in a room and just, um, let's talk about it. Let's kind of air it out and see how we approach it moving forward. And I'd like to pass that one to John as well, because I believe that he encounters these challenges day to day in the redevelopment field. Yeah, just from my experience, it's really about customizing, tailoring your, your engagement plan to the community. Um, and it's, it's about addressing all stakeholders and understanding that the stakeholder that doesn't reach out to you, you need to reach out to them. Um, I've, I've led telephone town halls to describe complex projects for people that didn't have access to a smartphone or a laptop. Um, I've, uh, was on a project where we, uh, literally anybody said, can you present this project? We went to them and presented it. So I think it's really about engaging all stakeholders with the plans customized to that audience. Um, and it's definitely about a two way conversation, hearing from your stakeholders, understanding what the challenges are, responding to them, letting them know that how you addressed it, or if you couldn't, why you couldn't address it and what you did. Um, so once again, I just, I just do think as a customized plan is most important. Yeah. Thanks, John. And I'd like to add to an example from the current BCT contract. Um, as I mentioned, we've done over 120 SOPs so far for BCT and it involves talking with, uh, a lot of different stakeholders within the agency, um, who are sometimes a little wary of having consultants come in. Um, and you know, this idea that these outside, you know, consultants are going to come in and tell them how to do their job. And so there's really a lot of trust building that needs to happen. And as others have said, that involves, uh, engaging people early in the process, uh, but also making sure that they feel heard and that they see that their feedback was, um, incorporated. And so, uh, you know, we use an iterative stakeholder process for the SOPs where we engage them early, but then we engage them repeatedly as well so that they can see that their feedback, uh, was incorporated into the SOPs. Uh, and that really also helps uh, you know, uh, give the staff who will actually be using the SOPs a sense of ownership over them. Uh, it really makes the implementation process a lot smoother. Thank you, Kelsey. I'd like to open it up to Sheila. Um, on a, on a funding or FTA level, do you have an example that you could share with Gian? Um, yes. I mean, from a funding perspective, there's only stakeholders. Um, not everyone always has the same mission or plan. Um, so it's pulling people together, um, and sometimes we can consolidate a project and incorporate other agencies or local, um, stakeholders into the process and try to encompass more than maybe just one vision of the initiating agency. So, you know, funding is very challenging. Um, it's very complex. You have to understand how to chase these funds, what your message is. Um, there's a selection committee that sits on the FTA side, um, that are not always familiar with the projects that they're reviewing. So it's, it's good to give them as much information as you can, but it's also important that you have a lot of overlapping agencies. Like you've got the RTA, you've got Miami-Dade, you've got Broward County. You all have the same interest in, um, providing services for the community. At the end of the day, that's what all of us do, consultants, clients, um, agencies. So the more that you can kind of try to pull those communities together and have that project represent the people in those communities is definitely a win-win for everyone. So from a funding perspective, you come in for X amount of money, you make sure the eligibility of the project is there, the components, and then you try to get the group to come together. No different than our stakeholder discussion that we just had. So it's really important to, to, to move as a group, have a voice as a group. The FTA, when they're reviewing these grant opportunities, discretionary grants, the more stakeholders and the more people that are there that are, um, wanting that project to be successful and wanting it to happen, um, is heard more throughout the selection process. Thank you, team. I appreciate those answers. Um, did that, that answer your question, Gia? Yes. Thank you. Thank you for covering both internal and external stakeholders. Um, last question. Uh, describe your methodology for coordinating interdisciplinary teams, including planners, engineers, environmental specialists, IT professionals, and engagement staff. How to produce, uh, unified and integrated work products, work, work products together? Sure. Um, I'll take that one. And then perhaps Steve, Steve Cordillo can add a few comments. This is common and an issue in the PD&E planning process and larger planning processes because you have multiple teams, multiple specialties, multiple documents from multiple disciplines. So it's great to have a communications plan, number one. Um, you also have document templates so they look the same, they start the same, the projects describe the same, um, and you have internal coordination meetings. You have one project that you talk with each other and also having that QA, QC process, those little red boxes you saw in, in the, um, the task order management processes is really important. You have a project manager who is familiar with all aspects of the process, all the, all of the, all of the, everything that needs to be recorded into these documents. And through this review process, and we have a robust review process, we're able to make sure this is a consistent document with the, and the team is speaking with a consistent and unified voice. Um, so I'll open it up to Steve. Um, perhaps he has some other thoughts. Yeah, thank you, Linda. I've been leading PD&E projects for, uh, almost over 30 years. Um, and it is a collaboration of professionals such as engineers, planners, scientists, um, all for a common goal, which is, you know, determining the prop, the purpose and need of the project, um, and create the documentation and the, um, you know, technical accuracy, uh, to achieve those goals. Um, that's through a variety of reports and it's bringing everybody together and it's constant communication. It's, uh, and then not forgetting not only the, you know, the engineering side, but also being able to explain the engineering side to the public, which is, you know, very, very critical. Uh, probably one of the most important things in a PD&E study is, you know, getting that message out to the public, which I think our, our team today has, you know, shown their experience over, you know, multiple disciplines, you know, many different projects, not only within South Florida, but Florida as well as, uh, you know, across the country. So, uh, we have a lot of experience and the, and the big thing is, is as Linda mentioned earlier, I mean, it's a local firm with national, national, excuse me, national reach, which I think will greatly benefit, you know, Broward County as you move forward. Thank you, Steve. Chia, did we answer your question? Yes. Thank you. Great. Thank you. I have a couple of questions. Dr. Natasha. Um, good morning. Good morning. How are you? Doing great. All right. So based on your presentation, I see, I don't know what slide number that is, but I'm seeing that, uh, you have $284 million in grants. Um, can you tell me how much of that or how many of those are actually in Florida and specifically, um, South Florida? We got that number. We have it in there. You can give me a number or you can give me a dollar amount. Just the number of grants from that you specifically obtained for South Florida, maybe Broward County. That number was for Florida as a whole. So there were 11 grant awards that came into that, that were added for that 284. And any for Broward County? So I don't believe that there were any for Broward County on the list. Yeah. We, we have not really been, um, asked to support grants. So we are available to assist in this direction in this area and help BCT strategically fund projects and the, and the ports department. Okay. Linda, if I could, I think I'm good. Sure. Okay. And as you mentioned PIDP, uh, for which, uh, program did you receive the PIDP? PIDP? Yeah. It's in here. Other, under federal, other federal grant programs. Oh, Sheila, I'll hand that over to you. Okay. Hold on. I got to blow the slide up here. Do you want to go back to that slide quickly, Linda? Yeah. Yeah. There we go. Yeah. At the bottom there, bottom left. We have, so we have ports up in Washington, the state of Washington that we support. A lot of the, um, federal, uh, Marad and FHWA has come out of the state of Washington, um, in that, in that ferry group. Um, I personally have been pulled into, uh, North Carolina DOT's ferry division. And prior to us coming on, they had won no grants, um, for Marad or FHWA or the shipyards. Um, since then in the last two and a half years, we've got them $7 million. So, um, we have worked on the East coast side, but it's been with NCDOT. We also do some port work up in, um, New York, the state of New York. Thank you. Um, You're very welcome. Going back to, again, I don't know the number of this, the slide number, but you mentioned it, uh, the team mentioned a land use transit collaboration tool. I'm just curious. Is that preparatory to WSP? Let me go back to that. Yeah. Here it is. Yeah. Is that a preparatory tool? John, do you want to talk a little bit about that? Yeah. We, we create that tool to overcome some of the challenges of, uh, connecting land use and transit. Um, right. It's used during the planning process to understand the trade-offs between the different alternatives. I got it. I got it. And to optimize those alternatives. Got it. My question was, is that preparatory to WSP? Did you all create it for yourselves? Or is that something that can be shared with other? Um, we, we created that tool. I'm sorry. Could you repeat the question? Is the tool preparatory to WSP? Yes, it is. Okay. Yes. It's available to all WSP clients. Yeah, correct. Okay. Thank you. Um, there was a mention that, uh, when you're doing any kind of analysis, consider grocery stores and medical facilities. Why was that the case? That's the case because the, the goal for a community-based plan would be to balance the real estate market with local community needs. So it's to understand what the community needs. A lot of times those things don't show up in a market analysis. An example I used was a grocery store. Many communities want grocery stores, but that doesn't show up as a market demand. Okay. Thank you for that. And I also noticed that you mentioned when you're going back to, I believe it's your public engagement. So think about what is an intercept survey? Oh, intercept surveys were used. We had staff members at platforms or transit stations that would have the survey with them and be able to talk to customers in the field as they use transit, to try to encourage them to complete the survey, but also to get their input on transit operations. So they were out there for one to two hours, usually at the peak morning or peak afternoon service. Okay. So that's someone's there. Okay. I thought there was something different. Someone, someone's actually there with a traditional clipboard and a survey talking to, to customers. All right. So I, you, you have, uh, you discuss public involvement, public engagement and so forth. So how do you reach, what's the plan to reach those who, without internet access in Broward County or who has to actually leave or go outside their home in order to access the internet? How do you approach, what are some of the, um, approaches that you all have in mind to reach those groups of people? So those are some of the more traditional approaches to public outreach. I'll, I'll mention a few and then I'll hand it over to Dominique. Um, so flyers, door hangers, traditional public outreach meetings, um, knocking on doors. So those, those are some of the, the techniques we've used to reach people without internet access. So Dominique, I'll hand it over to you for anything, anything else? Yeah, I'll second that. I think a lot of the work that we, uh, did for Brightline, um, it was very similar in that we were handing out like more physical things and using, um, like mail pieces and like handouts that we were able to share the information with the community. All right. My last question, Madam facilitator. Um, I didn't see that answered in the, in the presentation. So describe your firm's experience, um, managing, you know, as you know, South Florida, there's a lot of cross cross, cross travel for, you know, for recreation, for leisure, for work. Um, you know, those, there are some who live in Broward, but maybe working in, you know, Miami-Dade or even in Monroe County. There are those who work in Palm Beach, but live in, you know, in Miami-Dade and so forth. So, um, your experience and where there is high volume of cross county travel for work, living, education and recreation, where your firm has worked besides Broward County. Just, can you talk to those experiences? Sure. This is a pretty important topic in most transit development plans. So we get this data through the circle model. Through this, we're able to analyze the people that live in, let's say Broward County, but work in Dade County, Palm Beach County, or, or even St. Lucie County. So we're able to identify that, put that in charts and even maps. And that really is important when you're talking about the economic base and the, um, the housing base, the affordable housing. It's, it's a really critical component of affordable planning for affordable housing. And it's also, um, very interesting when you analyze jobs because who's coming into the job centers of the county? Where are they coming from? There, I believe it's about under 10%, but there is a strong, a high number of people coming in to, from Palm Beach County, even to downtown Miami on a daily basis. So through the model, we're really able to analyze that cross county traffic and, um, integrate it into our planning efforts. I hope that provides a little more detail for you. Um, Kelsey, did you have any other comments on that from a CDB perspective? No, you've answered my question. Okay. Great. Thank you so much. Thank you so much. Darby Del Sal. I just have two questions, but I'm going to pivot back really quick to the land use side. Uh, and, and so there were, there were two things that you mentioned in particular with regard to the transit oriented design type, uh, land uses and zonings. Uh, one in particular, you, you, you did make that relationship between transportation and land use, and then also sort of how it pencils out in kind of the shortest script of that. But from a practitioner's perspective, as you've seen plants come across, as you, you know, gone across and seen actual different projects built, can you describe to me what you view as a successful project that actually properly serves and connects mass transit to land use, and those elements, and then the inverse of that project that you've seen that built that, yeah, they may be TOD and name and there may be a station there, but they, they don't achieve the function. I'd like to hear that. Yeah. It, you know, that's a real, a really good question. Um, there's sort of the check the box answer, right? It's got, um, it's, you know, it's got, it's got a mix of land uses. It's within a half mile or a quarter mile. Um, but really I, I think what makes successful from a transit oriented development standpoint is the walkability and the connectivity, right? It's, you really don't want transit adjacent development development. You want transit integrated development. So it's going beyond the, uh, high level criteria for what is transit oriented development into the nuance of, um, for instance, guidelines that require, um, active frontages, guidelines that think about how the, uh, parking, um, on the street can buffer pedestrians from traffic. It's really about the, uh, placemaking elements that really, I think drive very successful transit oriented development. And that's from a market standpoint as well, right? Um, once again, there are projects that technically provide housing and retail, but aren't terribly successful. And they're the ones that really attract visitors that actually create a place. Um, so I think that's what makes this successful. If I could piggyback on that a little bit for my time in redevelopment in Broward County, I know that you all have in place, um, transit oriented corridor, land use categories and transit oriented, and transit oriented station land use categories. So the framework is there really to, to build on in, in Broward County. Um, you also have in place the, the, the TIF legislation. So you're able to incentivize some of these projects in, in, in, in my time in plantation, um, the, we worked on the apartment complex on the southeast corner of Broward and State Road 7. And that was an example, as John mentioned, of incentivizing the market that maybe wasn't there. So there was a subsidy that we gave to the developer for that parcel. Um, there was all, there were also zoning incentives that we gave to, um, to Rouse at the time to do lean to apartment development on the northwest side of State Road 7. So if you, the, the, the techniques that John mentioned do work and have been applied in Broward County and can be applied in the stationary station areas and corridors in Broward County. Thank you. My second question, you mentioned at some point within the presentation and forgive me if I get the terminology wrong, but you were talking about right sizing transit. Um, and I kind of wanted to understand what you, you really meant by right sizing transit. Do you remember which slide that was from? Linda, I can go ahead and take a stab at it for you. Okay, great. Thank you, Sheila. So a very good question. Um, right sizing is throughout the whole process. I think it's not just the transit project itself. Um, we have a lot of, uh, stakeholders, um, who are not the owners and operators want light rail systems, right? Because they're, they're, they're, you know, the bling of projects. Um, that has changed over the last five to seven years where bus rapid transit is now becoming the mode. Um, so it's not providing more transit or the type of transit that's not really required in that corridor or for the community. It's finding the right size to move the people, um, and the headways, which is the time between the vehicles, um, that are appropriate for what you're trying to accomplish. Um, you don't want to build Taj Mahal when you just need a transit center. So it's right sizing. Um, I find that a lot when I'm working on the BRT projects that I'm on is right sizing, like the project management plans and the quality plans and the security plans. Um, you know, consultants can easily write 200 page documents. It's not necessary, right? We need to right size those documents to what we need. The agency needs to comply with and, and the message that they need to deliver and the requirements that FTA puts on the agencies to show their technical and financial capabilities. So there's a lot of right sizing. Um, and you don't want to build something that doesn't, um, meet the, the current needs or future needs to build something. And it doesn't move the people. Um, there's too many, it's not enough buses. There's not enough stops, not enough frequency, um, is, is not really beneficial for anyone. So I hope that answers your question. Thank you. I think, I think that's especially important now that everybody's capital constrained, you know, buses are so expensive vehicles gotten so expensive, you know, really, uh, taking a very granular look at the operation, understanding how to optimize it. Microtransit, you know, what are the, what's the best way to do whatever it is that you're trying to achieve? Uh, it's helpful to have kind of that nationwide experience so we can bring even worldwide experience so we can bring, uh, to help dial that in, so to speak. Thank you very much. Uh, this is Richard Torniz. I, I am, I'm going to continue on the, that trend of thought, um, uh, basically a little bit further down into, um, going when you start looking at a lot of these options and alternatives and trying to see what really makes sense. How do you, what steps do you go through to make sure it's constructible, viable, uh, you have enough right away, there's no impacts. I mean, it's one thing to propose something is another thing. Can you really build it or construct it based on public support and so forth? Thank you, Richard. Um, that is an integral part of the PD and E process, uh, developing transportation alternatives, evaluating their impacts on, um, utilities right of way and it really impacts the cost as well as the new drainage standards that went into effect at the end of 2025. Those are all really important in developing projects. Um, for a more detailed answer, I think I'll tap Steve Gordillo to talk about his experience with that during the PD and E process here in Florida. Yeah. So I I'll reiterate, I mean, the most important thing is, uh, you know, does the project meet the purpose indeed, you know, the goals of the study? Um, it, and, and you've touched on one point is, is it constructible? Um, and either that is, that is now, you know, one of the challenges of, you know, most transportation projects and transit projects is, you know, constructability. Um, and there's, you know, many impacts and, you know, lots of, lots of stakeholders are involved in arriving at the right alternative that basically threads the needle for a successful project. And, uh, you know, we, we've done that WSP has done that, you know, on, on many projects on, on, in, you know, many areas within many projects within Florida and, you know, once again, um, through, throughout the, throughout the United States. Um, so is, does that answer your question? You want more detail on something else? Uh, I'm just really interested in the steps, um, that you go through as far as the analyze, whether, you know, it progressively go from right away to, um, impact to, let's say adjacent properties, impact to traffic with, you know, and, you know, just kind of like a thought process going through it. And you're outlining the steps in your question. So, uh, yeah, you know, the first thing is, is to do extensive data collection. Um, you know, the more data, the better, um, analyze that data to then, uh, develop alternatives, uh, take those alternatives to workshops, um, get stakeholder input on those, um, incorporate the stakeholder input, um, into your alternatives analysis. How does that affect the data? Um, you know, refine your alternatives, uh, coordinate with all your stakeholders, know all of the environmental pitfalls that come with, um, with the impacts, know what to avoid. Um, you know, maybe some things are unavoidable, but, you know, we can easily reach a mitigation strategy for that. So we tend, you know, we'll tend to lean in that direction. Um, and then, you know, finally, you know, through coordination, obviously with Broward, with, with Broward County Transit, you know, develop a preferred alternative, take that back out to the public, um, and, you know, continue to refine. And then probably the most important part is develop a cost estimate for that and see how we can work that into the cost feasible plan, work that into your long range plans, uh, potentially, you know, look for grant opportunities and all that. So that is literally the process from start to finish, um, for, for a PD&E project as, as Linda has said. Uh, thank you. Thank you, everyone. Do we have any other questions from the evaluation committee project manager? Do you have any questions? No questions. All right. Thank you very much, WSP, for your presentation this morning. Thank you. Those were great questions, and we enjoyed the conversation. Thank you so much. The first presenter, WSP USA, Inc. has now completed their presentation and answered all questions. Would purchasing staff please invite the second presenter, Kim Lee Horn and Associates, to join the closed portion of the meeting for their presentation. Kim Lee Horn and Associates, thank you for joining. Morning. Can you please review the meeting attendees in the team's participants panel? Ensure that your team members and county staff are in attendance. We are displaying on the screen the list of county staff in attendance. While you are reviewing the list, please advise which member of your team should be designated as presenter in the teams to share their screen during your presentation. That would be me, John Lafferty. Thank you. And then, I can confirm everyone on our team is here. Perfect. Thank you, Corinne. Okay. Your team will now have five minutes to set up. Purchasing staff, please start the five-minute setup. Timer and Kim Lee Horn, let me know when you're ready to proceed. Corinne, is this, is it displaying correctly? Yes. Yes. Okay. Our test is good. Should I just bring that up and let you know when we're ready? John, the screen that we're seeing now is, yeah, there it is. How about now? They're good. We're good. We're ready. Okay. Kim Lee Horn, purchasing agent, please start the 20-minute timer for Kim Lee Horn and Associates presentation. Good morning. My name is John Lafferty. I'm the project manager for the Kim Lee Horn team. I want to thank the evaluation committee, other members of the county staff, the opportunity for us to present and get to know more about our team. I first want to go through, and as a matter of introduction, provide you a little information about ourself and our team. I bring to the county more than 28 years of project management experience. I've managed 14 GPC consultant contracts similar to the scope of the BCTGPC and led more than 140 task order assignments, again, in similar scopes. I'm also a 23-year resident of Broward County, and I have a vested interest to improve transportation and mobility throughout our county. I'm fully committed and available to support BCT on this contract. With me today in the virtual room, I'm joined by the following team members. Each one of them are here for their specific expertise or leadership, not only in the transit and transportation industry, but the value that they bring the team and certainly to this contract. I'm also supported by an integrated team of 11 other sub consultants that we handpicked based upon looking at your Transit Forward 2040 vision plan, primo plan, as well as your TDP or Connect plan. We assembled this integrated team that's purpose-built and completed the project implementation. It includes a team of specialists and practitioners that offer proven planning and implementation experience to those delivery projects that the public has directly benefited from, and we seek to leverage this local and national expertise to provide you a comprehensive team to address all scope items. You had asked us to address and speak to 13 items, and we'll begin speaking to that now. You'll notice that each one is separated by a cover slide such as this with a little yellow dot on upper right-hand corner to denote the question that we're responding to. The first question was describe our firm's experience related to transit planning and all other items of the scope of services. Kim Lee Horn is a national leader in the industry transit industry, having performed throughout the country on numerous transit planning, design, and engineering projects. Today, we're currently leading 40 transit on-call contracts, very similar to what BCT is seeking today. To complement that experience, our team has extensive Florida transit experience, working with many of the transit operators throughout the state of Florida, dealing with many of their challenges and opportunities, different types of travel markets, and what that brings to BCT is added perspective. An added perspective not only from a national level but also local and state level of looking at various travel markets, challenges, and setting up these agencies for success. I also want to cover three projects with similar scopes that are listed here, three of many that we do. You'll see here from locally, Southwater Regional Transportation Authority, or Tri-Rail, Miami-Dade County, as well as the Virginia Department of Rail and Public Transportation. We've been serving these clients, you'll see them long-standing, 10 years, even 20 years. Having completed nearly 20 task work orders, we plan to implement and deliver projects and have done so under these contracts and pledged to do so for you. Second, you wanted us to highlight two or three completed projects that were close to the line with the work anticipated. We highlighted two, the first one being a microtransit analysis. Kinley Home is the project lead, and in your Transit Forward 20 vision, 2040 vision, it recommends an improvement of establishing microtransit zones. In other words, these zones are designed to provide on-demand local eye shuttle services. We did this for the City of Hollywood and looking at to develop a service model to understand where people are going and coming from over a specific geographic area, layered in public input, neighborhood meetings, as well as working hand-in-hand with not only the technical practitioners of the City and City staff, but also with elected officials. This led to outcomes looking at costs, how it would operate, not only within its existing system, but what BCT services, and the ease of implementation, how it gets scaled. The end result was actually, you'll see this priss clipping, an actual implementation of a pilot project that's currently in full service today. We're also complemented by other members of our team, Modern Mobility and Marine Tiger, that do this throughout the country and provided expertise on microability analysis. The second is a transit asset management plan. This is a federal requirement that Broward County Transportation Department will have to update within the GPC timeframe. We did this for Maryland Transit Administration. Again, we were the project lead. Upon looking at capital assets, inventorying them, assessing them, we developed decision support tools, collaborating with staff, and we also developed an investment prioritization process that they can use for their TAM plan, as well as capital investment needs. The outcomes really prepared an evaluation criteria that was consistent and clear. Transparent accountability was also an outcome based upon us working hand in hand with staff and developing a process that they were all comfortable with, so that we can get to a point where it's sustainable transit investment and reaching their goal of seeking funding to prioritize for their critical needs. The third question talks about required extensive coordination with stakeholders, and I want to turn it over to our public outreach and involvement lead, Alicia Gonzalez, to answer this question. Alicia? Thank you, John, and good morning, everyone. Strong agency coordination is actually something we are really good at in Broward County, and in fact, what you'll see at the top of the screen is the keys to our success have really been not just about partnership, but about what we call for your contract a program agency coordination group, but you may have heard of it as a leadership group or a management group, and basically what we're saying is all of the major agencies involved would have a leadership key decision maker on this coordination group along with and or their designee. Where's the proven experience? It's right here. It dates back way back to the I-595 improvements and most recently the Broward commuter rail. That is very important because we hear from them, they hear from us. Now, with stakeholders, the key tool is the comprehensive community engagement plan. That is the first plan that we put together. Basically, that covers everything, every community, every strategy, everything we go to accomplish, and we plan two paths here. One, overall strategic communications continuing to put your message out there, and second, one that will be project specific. Thank you, Alicia. The fourth question, looking to present innovative tools, approaches, and methodologies. Kimberly, we have a full suite of a toolbox. We have a new ventures group that is continually looking how we can leverage developing technology with solutions that our clients are seeking answers for. We have a number of software solutions that we provide to all our clients as part of this toolbox. It's helping us to continually respond to not only changing technology, but the changing built environments that we operate in. One that I want to share with you is access to opportunity. This really helps us to quantify what we're calling opportunities, jobs and destinations, where we compare transit versus auto accessibility across the service area, geographical location to identify travel sheds from transit, bike, auto, pedestrian. It really helps us understand where we have some of those travel gaps and where we can do to plug those. The second opportunity is an asset management tool that we call CAMPS. We did this where we evaluated over 650 bus stops for a client, not only trying to understand a baseline condition assessment, an inventory assessment, but also layering in and assessing a vulnerable population index based upon those assets. Five, you asked us to expand, explain our firm's ability to adapt changing environments, specifically to the South Florida region. As we know, projects that are scoped, projects that are defined, are continuing influenced by external forces. That could be political, technology, and or economical. We at Kim Lee Horn are really set up to address and pivot quickly. It's part of our culture. We're one business center. We're a flat organization. We're highly responsive and can make decisions extremely quickly and rapid than some of the other bigger firms. Why? Because we are scrappy. We think and operate like a small firm, but we bring the complete resources of a large 10,000-person firm. Again, we get accolades every year throughout the industry, and that's really to demonstrate to you we retain the best in the industry in all disciplines, but it's really also part of our team. Our team is all employee-owned and small business, every one of our subconsultants. What does that mean? They're all empowered to adjust to project approaches as needed and quickly. Relationships with the principles of all those firms, including some that are here today, and have the ability to respond and react accordingly and quickly to meet your needs. We're locally embedded. We have relationships throughout all aspects of the government, local, state, regional, county, which really enables us to have proactive planning and rapid responses to those changing conditions. But I think most importantly, it's our multidisciplinary team. Again, when we look at change from a technology, even organizationally, our team does have the ability to scale and pivot and prioritize schedules and also be responsive to funding sourcing changes. We wanted to hear about our experience working within the Broward County region. Kim Lee Horn has been working in Broward County for 45 years. We support his staff in the South Florida region of nearly 520 people, and that's based upon the success and the opportunities we've had in serving clients throughout the county and the region, of which has been with Broward County. And we thank you for that opportunity and are continuing seeking more to prove ourselves and prove our team to you. We've also then worked for the Broward County MPO. To complement this work, among the 31 municipalities, we have established relationships, have been working in 27 of those 31 municipalities. This experience gives BCT a partner that understands the county diverse communities, the issues that matter most, while also providing understanding of local priorities, in English to not only support informed community responsive projects, but to help to strategically advise you as we work through the project development process. You also wanted to hear about our firm's experience in managing transportation planning in multi-county metropolitan regions. This is just a small representative sample of what our team offers to BCT. As you can see here, we've worked in Northern California in the Bay Area, Texas, Dallas, Fort Worth, Atlanta, Orlando area, Washington, D.C. So we have a breadth of experience in what we've learned that we can bring to BCT. Our team is the right partner for regional planning. Yes, we work from a long region, but we focus on implementing solutions that can be implemented and have a direct benefit to the public. We recognize these projects are complex, but with our collective experience, it allows us to reduce that complexity for you and deliver coordinated, realistic solutions positioned for success. And it all relies on effective coordination across jurisdictions, as we all know. And again, based upon the relationships we've demonstrated in the previous slides, as well as those that other team members bring to the table, working with MPOs, SFRTA, FDOT, we have the right team to help navigate through that complexity. We also live and work in the community, and we are truly vested. The map on the right illustrates where Kimley Horn offices are throughout Southeast Florida. So we live, we work, we understand the challenges, and we're here as a partner to succeed with you. You wanted us to identify the main team members that were responsible for leading each component of the GPC and their specific availability. Our task leads offer BCT the best in strategic planning and implementation services, with them all having the available capacity to deliver expertise that leverages both their local and national experience. When they joined this team, they made a commitment to me to be available as needed under this contract, and we dedicate that to you. Additionally, I want you to know that our core team structure makes it simple for us, and for me to identify the best fit, any string leading expertise for any project assignment under this contract. I also want to demonstrate how we have a number of sub-consultants that are task leads, specifically Todd Brower with the White House Group is our management team, deputy project manager, as well as a number of other sub-consultants that we entrust based upon their experience and what's best for the county to lead. But I also want to highlight on this slide the redundancy that we have, and the ability to have the capacity to work on multiple projects, given the various disciplines that each one of our team members brings according to the scope items as listed on this slide. The ninth question you asked was to identify two current federal, state, or local policies that we believe have the greatest impact on the tri-county region, and describe your strategy. We have two, one being the first federal policy impact. The Infrastructure Investment and Jobs Act expires September 2026, five months, the current transportation bill. Why is this important? It's going to create funding uncertainty and predictability, which also impacts discretionary grants funding, as well as other funding sources for capital and operations for transit. Our strategy to adapt to that is that we have people, boots on the ground in Washington, D.C., monitoring congressional activity. We also serve a central office for the Florida Department of Transportation and leading all of their grants and compliance. But additionally to that, we have experts and people on our team, such as Lowell Clary, the former chief financial officer for the Florida Department of Transportation, who understands the financial implications and can help bring that understanding and strategically advise the client you went through these changes. We also have Todd Brower, who has extensive federal grant experience being on a reviewing side, working with Federal Transit Administration, U.S. DOT. We also have Alice Bravo, former director of Miami-Dade Transit. So, we have this mix of people who understand organizationally, financially, and from a policy level. The second policy I want to highlight is a state policy, House Bill 1301. This requires the state review of projects to remove any travel lanes or capacity on state roads. This is important because in the PRIMO plan, a lot of the BRT and other high-frequency corridors are on state roads or have jurisdiction through the state which is going to require an FDOT review and approval. Our strategy is to, we need to approach this with FDOT being a co-owner rather than just a reviewer to make them a very important stakeholder and part of the success. But we also have to reframe a BRT project for operational priority and not just lane exclusivity and work with FDOT as that partner co-owner to identify compatible strategies to improve transit throughout our account. Ten, you asked us to explain our firm's approach to tracking performance, KPIs, and overall project success. It always begins and ends with quality. It's built into our culture and it's required of all of our team members. It's understanding expectations from each work order, building into the quality process, but really assigning the right people, the right staff to work on the project needs for you. And then ultimately, having that technical confidence and accuracy for an exceptional project deliverable. We track this on a project-by-project basis. Project managers are tracked. Task managers are tracked. It begins with looking at scope and budget and schedule. This is what we agree to and sign on to in terms of our scope of contract to make sure that we are committed and we deliver according to what we agreed to. I can speak for Kim Lee Horn and all those on the call and on our team that one of our main KPIs is our repeat business. A lot of us are only in business because of the clients that continue and trust in us to provide the services to continue to make them successful. And I just want to leave this slide with a quote from Kim Lee Horn's founding president. We have no reason to exist except to serve our clients. One of the last pieces of how we track KPIs is through client satisfaction. We have quality calls with all our clients after projects are completed. Not only to understand that what did we do, but also to seek areas of improvement and understand what we may need to change to do better on other opportunities. This is just a sample of a number of different quotes that we've received from clients based upon the technical services and the work that we provided to them, similar to what we would deliver to you under this general planning consultant contract was given the opportunity. Question 11, I want to turn this back over to Alicia Gonzalez, who will describe an approach to developing and implementing engagement community plan targeting those historically unrepresented populations in innovative ways. Alicia? First of all, I want to commend the committee for asking this question, because clearly in Broward County, historically underrepresented populations is our majority. As a matter of fact, and I'm not seeing the right slide, so I apologize. I just want to make sure you're seeing it. Excellent. Okay. So how do we do that? It's data driven, right? So as much as we know about our populations, we need the data at that particular moment, keeping in mind that for transit and transportation, these populations are really our majority and our target. Is it enough to be multilingual? No. Luckily, we all have learned a little bit about that. And I say that as a Cuban American refugee who didn't think people knew that before. We must be accessible and inclusive. Now, what are those innovative strategies? Number one, we must bring the engagement to the community. Second of all, we must have those pop-ups at neighborhood events. But why do we do this? Because we have to understand, how does this community get their information? But transit allows us to not just get them information, but serve them when we do these pop-ups. So for example, in all of the transit agencies that we get the pleasure of working with, we get to be able to be there and we hand out passes and we do other things that matter. So we must leverage the storytelling. We must utilize the hyper-local targeting. And we must know, for example, we go to our Haitian communities a lot in radio. We go to our Spanish communities a lot in radio. We need to have surveys that are paper, not just iPads. Thank you. So with that, I'll turn it back to you, John. And 12, how we leverage artificial intelligence. First is transit operations optimization, where we have AI-enabled analytics to support real-time predictive performance monitoring to improve bus travel time and on-time performance. The second is travel-demand forecasting and ridership, where we use AI to enhance our accuracy, automate integration of complex datasets, with an outcome of providing the agency a more comprehensive analysis and understanding of data-to-base decisions. The last question that you asked is to identify lessons learned from completed projects, illustrating project planning, inception, and construction. In doing so, I want you to focus on that three-legged stool. Project definition, project scope, funding, costs, processes in terms of stakeholder, political approval process. These are all legs that need to hold up that project through its entire life cycle. And we do this every day. One of the examples is Monterey Cerf, where we're given less than two months because of changing project definition. We had to plan for the unplanned, assess risk, and ultimately mobilized our team to complete the project and still qualify for federal funding, which you see here, 22 million to the entire leadership team. In closing, why Kim Lee Horn? It begins with me, an experienced results-driven project manager. We have a seamless integration of local insight, national experience that we can leverage from a purpose-built approach, planning through implementation. And we believe we bring a fresh perspective to identify risks, opportunities, and solutions for the GPC. Thank you. Thank you very much, Kim Lee Horn team. Thank you for your presentation. Are there any questions from the evaluation committee members? Please state your name before proceeding with your question. Thank you very much for the presentation. This is Kurt Petgrave. I have one initial question. During the planning process, what tools do you guys use to evaluate environmental issues and impacts to the surrounding communities relative to transit? I can start that off, and then Clarence, if you want to follow. Thank you, Kurt, for your question. We have a number of different databases, GIS, that we automate and look to assess initially, like a desktop review and understanding not only a physical, natural, and social environment. That's the context that we look at from a physical of whether it's contamination, social, cultural, historic, socioeconomic, and understanding demographics, income, what is the traveling public, what is it comprised of in terms of low-income, minority, zero-power households, and then looking at the natural environment, which is exactly what you would think it would be, wildlife, water quality, floodplains. We do this all the time on a quick GIS exercise. We are very adept at doing this. Our leader for environmental Tori Batchelor has served in this role for FDOT District 4 and utilizes screening tools that we can get to answers relatively quickly to understand potential impacts. And really, the benefit of that is not just identifying the impact, but it's starting to then think of how we can mitigate the potential impact to move the project forward for implementation. Clarence, do you have anything to add, please? Yeah, thanks, John. I mean, first thing I just wanted to bring to the selection panel's attention, John's background actually is in environmental planning. So he's led MEPA through projects throughout his career. So the thing I wanted to bring up was, in terms of your question, it also depends on the end in mind. Are we looking at category exclusion? Are we doing a larger project? And that will help us tailor our approach. And as John sort of ran through the long list of the specific approaches, I think our experience has really sort of shown that we really try to look at the end in mind. Again, with all the different screenings, there's all the different tools. I'll give you a couple examples. I mean, obviously, we've let everything from, you know, for the Tampa streetcar, we have issues where there is, we use LPR because there are cultural remains, cultural resources underneath certain roadways. We use ETDM for different screenings. I think there's a lot of different elements that we, you know, we would want to tailor in terms of the overall approach. Drilling a little bit real quickly to Broward is that in, you know, a lot of the projects that would be along state roadways, you know, we've worked on projects including, you know, State Road 7, US 1, BRT. I actually would let the, as a PM for ECT's US 1, South US 1 study. And we really had a blend of different approaches, really understanding what our levels of impacts are. And I think that is part of the overall definition. Last thing, I think I will add in maybe two sort of references. One is our relationship with Region 4 is very strong. So we would work with them very closely, specifically on any projects that go to the FTA. And then secondly, the example that John showed earlier, where he mentioned a two month pivot. I'll tell you a quick little story there is that we worked on the projects from planning through, it's currently in construction. So from planning through conceptual design, climate engineering, and as it was going through and receiving a California Coastal Commission approval, right, so I'm pivoting and really sort of tying it back your question to how does the environmental component tie to outcomes, where we had the Coastal Commission provide an approval, they require that guideway to be moved 20 feet. And so that was at 90% design, 100% design. And we actually pivoted as a team, and brought all resources to not only open and close NEPA in two months, or redesign that guideway. And that enabled that award earlier last year before the change of administration. So again, I may have broadened your question out. But I think that those are important components when we think about environmental tools, screening, and documentation for project delivery. Thank you. Yeah, thanks. Okay. No, thank you. You touched briefly on a second question that I had was just defining your experience dealing with NEPA. You touched on it briefly, but if you could elaborate on that. Sure. So Clarence gave you a little snapshot, but I actually entered the transit business as an environmental planner. I have a degree in biology, which I'm sure some of my team members might not even know that. But I began conducting environmental analysis on transit quarter projects, all the way from environmental assessment through draft environmental impact statements, or final environmental impact statements. Those are the federal NEPA documents that typically up to require if you're going to qualify or be eligible to receive federal funds. So I really got started in this industry just as an environmental analyst doing various technical reports, whether it's noise and vibration, look at socioeconomic characteristics, or even documenting just the natural environment, you know, wildlife, floodplains, water quality. I've personally have led and completed about 10 NEPA projects, all different size and scale, from your CAD-X all the way to your full-blown NEPA class of action. Recently, we've been involved on Oakham Park and working on the pier, the state-led process, where the Kim Lee Horn team has been supporting the prime, the lead on that, and not only in reviews, but also coming in and supporting technical, some of the also technical documentation. So, again, my experience is not just from that federal NEPA, but certainly through that state process, understanding enough on the technical side, and also, and having an understanding to know enough when I need specialists and support from team members who live and breathe this every day, either, again, from an air quality, noise, culture and resources is a big one, historic resources, which we brought Janice research on our team specifically to handle that need if it's desired as per the scope of services, because there's a whole other level of documentation for historic section 106 and coordination with the State Department of the SHPO, State Historic Preservation Department. So, I have an extensive experience in document preparation, understanding also what it takes in terms of from that initial, from your initial question, going through a screening process so that we can begin to right size what we think it's going to take to in terms of environmental documentation, but it does begin with an end in mind. Are we seeking federal funds? Are we seeking to meet the federal process? And we can quickly do that to make that assessment and provide that direction, and then document accordingly. And again, I've been involved with class of action requests and completed a dozen of those, which is a formal documentation that has to be submitted to Federal Transit Administration for them to review and make a determination on what's your class of action. Essentially, what's the level of analysis you have to do, either CAD-X or a full-blown EIS. So, I have a very solid understanding of the process built on years of experience that started about 27, 28 years ago. And John, I just want to add real quick for the committee that a lot of us on this team have done this with John for many years and taken very complicated projects through the NEPA process. So, in addition to John's experience, there are several of us here that have taken this in specialized areas with the Kim Lee Horn team led by John. Thank you, Alicia. Thank you. Just one more question. Can you speak to any safety certification experience you guys may have on projects? I can. I'd like to have Stuart Robertson provide some input on safety certification. And I guess, Kurt, could I ask a clarification on your question? Sure. Can you, when you're talking about safety certification, are you talking about, like, for a specific vehicle asset? Or can you, I'm looking to see what certification you're speaking to if it's tied to a specific type of, like, an app? It could be if you use the BRT corridor as a project holistically where it would have a safety certification requirement or a redevelopment transit development project that, at completion, would require a safety certification, that sort of experience. Thank you. No, I thank you for the clarification. So, it's not Stuart. I want to bring in our national transit expert, Ashley Licklider, who has an extensive experience planning, design, and implementation to respond to your question. Kurt, thank you. Ashley? Yeah, thanks, John. Good morning, everyone. I think this is an excellent question. Obviously, it's very, very important as we look at FTA coordination with Region 4 and thinking into the future for our projects and how we get them to revenue service and how we make sure, first and foremost, that our customers that we're putting on service are going to stay safe as they use our assets. We're actively working through this process right now in Region 4 with MARTA on their Rapid A line. And actually, it's super exciting. We are going to early revenue service on April the 18th. So, we are in the thick of working through safety and security certification, just developed some temporary use permits for that project. But as John's alluded to, you know, that process with safety and security started long ago. It started during the design phase of the project. We're working through the preliminary hazard analysis, the threat and vulnerability assessments, and really thinking through, during design, how do we plan for the future of that certification? As we've moved into the construction phase, we're working in partnership with the construction team, as well as MARTA's operation team to develop the operational hazard analysis. All of this is running through MARTA's safety and security risk committee in terms of design certification, design conformance checklist. We've now moved into the process where we're working on construction certification checklists. So, it really is a very detailed process that our team is intimately familiar with. We're very, very familiar with risk assessments and FTA's tiers of risk assessments and how the risk ties into our safety and security certification process. I think the biggest lessons learned we have surrounding all the systems we have helped for safety and security certification is starting that process early, starting in design, making sure that each of those design criteria carry through to construction conformance criteria and that we're always keeping that end certification in mind. Certainly understand that every agency has different ways and different state safety certificates and oversight agencies that are involved as part of that process, but we do have extensive experience helping through that and just making sure again that when we put our riders on our buses, on our platforms, that we have that end goal in mind and everybody is able to get to their destination safely and officially. Thank you. Thanks, Ashley. This is JPN. I have a few questions, but before that I'd like to ask a follow-up question to what Kurt just asked. For that MARTA project example, did your team develop the initial safety and security management plan? We sure did. Yes, we did develop that plan and we have been updating that throughout the process. Obviously, things change through the process. Our standard operating procedures with the agency have changed throughout the process. This is their first bus rapid transit system. They have a heavy rail system and a streetcar, but this is their first foray into bus rapid transit. So, we did develop the initial safety and security management plan and have continued to keep that updated throughout the process as the design and construction has evolved. Thank you. My first question is how do you ensure your team can pivot quickly due to changing priorities, timelines, or stakeholder needs? Thank you, Chia. I touched upon this a little bit earlier just of what our team is comprised of. I think it first just begins with what we offer. Again, we're employee-owned and a lot of the firms on this team are small business and a number of their principals are here right on this call. And we have the ability to really streamline and adjust and adapt quickly. So, I think one from an organizational point of how our team is structured, we have the ability to just pivot quickly and we can give examples of that. And again, specifically Kimley-Horn, we don't have to go through a lengthy decision process. So, we can be very efficient and quick. We also try to go into projects anticipating, like I said, plan for the unplanned, understand and assess where there's potential risks so that we can be prepared to adjust. And I think a lot of that comes with constant communication with the project manager, with the task leader at the county is based on whatever that assignment is. But we also are adept to change. We deal with this all the time from whether or not, as you heard from Clarence's example, that a project definition changes or external factors, whether it's political, economic, like we're going through now with the fuel costs and what are the implications on budgets, taxes, use, but also what are the opportunities and people utilizing transit. So, I really feel that not only from an organization, as I try to cover in that slide, is just again the multidisciplinary composition of our team, as well as the experience of our team, that brings a lot of different perspectives, whether it's Lowell's expertise from financial, Alice Brago's from an organizational standpoint, since she's lived it, she's walked in your shoes, as well as with Todd Brago's experience at the federal policy level, as well as county policy level. A number of us on this team have that expertise and experience, and Clarence lived it. He shared with you that that happened last year, and all that pivot had to occur before the change in administration, because there was a threat for them losing that project, losing federal funding. So, go ahead, Alicia. John, if I could address the part of the question of the stakeholder needs. Good morning, Gia. Great to see you. So, clearly, with the stakeholder needs, it's what we specialize in, right? It's what we do every day. But I think as an example, I don't know that in my 33-year career, I can remember an example greater than COVID. For a firm like ours, right, you do public outreach. Most of our business was gone, and we had to get really innovative. But on top of that, we had to think safety, et cetera, et cetera. So, you know, you have to pivot immediately. But the reason you can pivot, like we did in COVID, you know, we had never used Teams before. I had used Zoom, and I had used a couple of other things. But the MPOs and certain agencies were asking us immediately, how do we go virtual? How do we stream? How do we go live? Like, we're going to figure it out right now. So, just, you know, we have to do it, but just very quickly. The reason we can't do it is because we are in the community, right? We are part of the community. Yeah. And Stefano, I want to, if I may, bring Stefano Viola from Kinley Ordin to this conversation to respond, Gia, as well. Stefano? Yeah. To give an example of one time we've had to pivot, we were working in Sarasota County on a large multi-use trail path through multiple areas of the county. And the county, when we implemented it, was going to be designed as typical design team, taking it from A to B. Well, during that portion of once we got kicked off, the county identified that certain aspects needed to move faster, be permitted, be constructed in a different sequence. So, we had to break it up into three portions of that project. And Kinley Horn, as John mentions, we're seamless. We can work interactively with each office. Sarasota County, that team was able to pull on resources from our entire firm and put a team A, team B, and team C so that we can move these projects as one seamlessly but concurrently so that segment A can get permitted, designed, and constructed while we were still working on segment B and C so as to make sure that there was no delays and we can meet the requirement, which for the county was a specific portion was adjacent to a school. They wanted that portion open and operational. So, we had to work seamlessly to help them. Additionally, they were able to plan multiple contractors because now there were different bid packages for each segment. So, that was something where we pivot on the fly because originally, originally it was intended to be just a one project designed, build, permitted, and constructed by one contractor, but the county identified a need and we pivoted immediately to help them and make sure they met those deadlines. I also think though it's communication with you as the client and again with our integrated team. It's utilizing our team as a whole, again, how we can best pivot according to be responsive to those changing in priorities, timelines, and stakeholders. I mean, you heard an example from Stefano. You've heard from Alicia, our public outreach lead. But again, there's, we have to bring a lot of different perspectives and experiences and offer that redundancy and capacity where we can certainly provide additional resources where needed. But I think it also starts with just having that effective communication among ourselves so we can make sure that we are right size what we need to deliver and that we have the right people involved on from a technical standpoint from the technical team. Thank you. My second question is, how does your team navigate complex or sensitive stakeholder issues? Yeah, go ahead. Sorry. I'm sorry, Jia. What was your last comment? If you use past example, what was the outcome? If you're using past example to answer your question, let me know the outcome. Sure. Alicia, did you want to start? I just wanted her to repeat the question fully one more time so I could just take a couple of notes before we answer. Is that okay, Jia? Sure. How does your team navigate complex and sensitive stakeholder issues? If you use past project as example, please let me know the outcome of that, how you resolve the issue. Thank you. Thank you. Alicia, would you want to start? Absolutely. So, Jia, as you know, to be honest, I'm not really sure I can remember not having complex or sensitive stakeholder issues. I mean, most of the time that we're involved, that's why we're there. And really, it's about understanding it, right, and then staying ahead of it. So, if you fully understand your community, right, you can foresee a complex or a sensitive issue, right? So, for example, right now, we have a very sensitive issue with immigration, right? So, if you're in a transit-dependent population and you have this issue, right, you cannot be tone deaf to the reality of what our community is facing, right? So, when I think of an example, and again, I may defer to a few other folks on this call, maybe Alice wants to throw in another example, not to put her on the spot. But, you know, we have a couple of examples as it relates to this issue. When it relates specifically, for example, to what we're going through right now, it's about understanding, for example, we have to go to the community. They're no longer coming to us. In general, the community doesn't usually come to you, right? But we now have a very serious issue which we faced years ago. And the example of that through both transportation and transit was very specific. We had to come into the community, dress differently. I know that sounds funny, but we did. No suits, just normal clothes to show the community that we were not government. We were not going to take their immigration status. That was irrelevant if you came to our public meeting. But we also had to tell our clients, hey, we are not going to be able to have a sign-in sheet. People are not going to sign in. People are going to be scared. So, there are multiple examples and I think that's one of them. The second example that I want to say is both Alice and I and John have been involved in very environmentally and culturally sensitive projects, specifically in Broward. I know, John, you mentioned, or I think it was Clarence mentioned, having remains you know, under a particular area. We worked specifically on I-95 in Broward County when with the Department of Transportation there was a discovery of African-American cemetery. You know, these are real hard core issues that we were dealing with. And so, when that discovery came, we had an option with the department. Not only did we have to handle the issue, but we also wanted to say, how about if we join with this community? And what if we do some press, for lack of a better term, on what we can do with this community? So, a lot of times, these complex and sensitive issues actually turn into opportunities for us. I, you prompted a memory I have of a project that I'd like to share that's relevant. About 10 years ago, I led the North Corridor Project in Miami-Dade County. And this is a corridor that's been promised. I think some of you may know, a heavy rail system for 30, 40 years. And it's predominantly an African-American community. And we were starting a new study. I was the project manager. And right out of the gate, people are yelling, screaming. They have no reason to trust whatever we were going to say. But I took that, obviously presented very sincere, listened, and continually was laying out to them expectations of what this process was and how we intend to deliver it. I got to my second or third meeting and I had one man stand up and yell in front of about 30 people and said, I'm going to be at every meeting you go to. And if you don't say or slip up on what you're going to say, I'm going to call you out. I'm going to tell you in about the 30th meeting, I had this individual stand up again and advocating to those around him that you can trust him because I've been to all the meetings and he's saying what he means. And it's been consistent. So again, I think it's a consistent delivery of the message, clearly setting expectations, but also, as Alicia had mentioned too, really going into this with eyes wide open and understanding what those sensitive issues are. And some of them run deep in historic that we're not going to be able to change, but at least present that understanding. And then how we respond and react to that. I've also been in meetings where I've been just yelled at and been able to keep my demeanor and actually having the individual is yelling at me, come up to me after me and said, look, this isn't personal. I just had to make a point. So I never took it personal. So I think it's also how we respond, particularly in the public domain, because that can also dictate to me success or failure or an outcome that can be negative and something that in some cases you can't recover from. And I'd like to add, while Alicia and John were talking here, I jotted down like 10 different studies and projects that I can recall. I think, and this answer probably couples with the previous answer, this idea of pivoting. You have to monitor everything, social media, what's happening on the radio, blogs, et cetera, because over the years, you know, there's, there's actual issues associated with their project. And then there are tangential people that, that want to create a presence for themselves and, and maybe grab hold of your project to create their, their political platform. And many years ago, maybe the first PD&E study I worked on from beginning to end was a pedestrian bridge across the canal and someone running for mayor hijacked this issue to say that, you know, hoodlums from one community was going to use a pedestrian bridge to come into their community to paint graffiti on the buildings, you know, so staying in touch with the community and touch with the people in the community and people will, will let you know what's happening. And, and as you develop that rapport and that relationship, people in the community will let you know, hey, you guys are actually doing a good job, you're honest, but this person over here is, is trying to, to make an issue, you know, and being sensitive to the community. A great example, I think is, it's a project under construction now, the I-395 signature bridge. When I was starting that PD&E study, DOT had, had failed maybe at three or four previous PD&E studies in that same community because of lack of trust. And I had the idea, let's create a public involvement office in the community. We hired ladies from the community to work in that office. That became the meeting point for every meeting and eventually we developed a relationship with the community. And that's what led to that environmental impact statement, you know, being successfully completed with a record of decision. You know, other projects that are, have transit incorporated into them, the, the 95 express. Um, I was given that project and, and basically we had to do the NEPA in six months and, and we figured out what was essential. We negotiated, um, basically only to address noise and, and one other issue because of the scope of the project. So we tailored the NEPA exactly to what was relevant. Um, and again, instantly someone came out with trying to call them Lexus lanes and how do we refute that with data? Who really uses this? Well, it's the mechanic, it's the electrician, it's people that are going to make, uh, many more trips and money because we provide this facility and then it pays for a dedicated transit bus service. So the, having that data and, and pivoting and reacting quickly, you know, it, it all comes together. Um, and, and I can talk about other projects, uh, the port of Miami tunnel, same thing, other people hijacking for other reasons not associated with the project, but you, with information, with the relationships that that's how you get the project to the finish line relief process and to being actually built and implemented. Thanks Alex. You're muted, Alicia. Yeah. Sorry, Gia, before we toss to Todd Brower, I just want to make a point about what Alice just said. It's also the commitment of the agency. Okay. So I mentioned earlier that when DOT discovered this issue in district four, they made a commitment to come together and leave a difference, right? They actually started a history. They tried to come together, all the families that may have, you know, uh, relatives buried there. The project that she mentioned, which, um, is the current I-395 reconstruction in Miami today. Um, we still not only did we have a PIO office in Overtown through construction, but today we have members of the Overtown community that work on our team as the public involvement, um, consultant that still go into Overtown talking about our project. And in addition, we did workforce development specifically in Overtown, but Gia, that is a commitment also by the agency, not just us. Todd, did you want to close this out briefly? I, I did. Um, and so my example is actually going to be the new river crossing and Alice and you and Alicia. So Lowell and I worked on this together. We were working for the county at that particular time, uh, BCT, but we also had a partner in city of Fort Lauderdale. And the reason why I want to bring this example up, because I like that you asked the question of how do you navigate complex issues and sensitivity? And I think it's going to really start with the last conversation that I had with your county administrator after that project was done was professionalism, good faith, and holding the line. If you recall, that was a very contentious project that had a lot of different voices. And so I actually want to expand the idea of stakeholder because I had stakeholders that were commissioners, mayors, um, your staff, city of Fort Lauderdale staff, as well as the owner of the, the asset itself, FEC, and then the operator on that line in Brightline. So being able to bring all that together, it really boils down to, are you establishing good faith and trust to say, I'm going to give you the best information to make the best decisions that you can both up and down, making sure that all the stakeholders from the public standpoint, the traveling public are met at the same time that you're handling the political needs that are also occurring, including that need to try to bring in additional federal funding for that. But that's the basis of it. Good faith, doing everything in good faith and being professional. And one last thing, if I could, with Todd, that particular example is a great example, Gia, of how we went into the community. We met with the HOAs around New River Crossing, and we were involved in that project, um, as you know, with the DOT and your agency. What the people were telling us they wanted in those neighboring African American communities was very different than what the elected officials were saying. And until we heard it, took the proof, and had it, we did not have enough, right, to move and navigate as, as Todd, as you mentioned, the situation. Thanks, Alicia. Thank you. All right. Last question. Um, please describe your methodology for coordinating interdisciplinary teams. Uh, for example, planners, engineers, environmental specialists, IT professionals, and other outreach staff, engagement staff, uh, to produce unified and integrated work products. Um, thanks, Gia. And again, I think it all begins with the specific project scope and the project need. And then us, myself, working with Todd as part of the project management team, working with those core leaders that we, we presented earlier, uh, to, again, make sure we get the right people in, in, in the room, if you will, from, from a technical team. Um, we have the, on all our projects, um, working with our team members, we have extensive coordination and communication, and it all begins with setting expectations, as well as assuring that we have the best fit of the technical resources that are needed to serve the client and deliver the product that you're seeking. Um, so we have regular coordination meetings that occur in person, virtual is, is something that we do regularly. Also check-in meetings. Um, we also, uh, empower our task leads, uh, to continue to provide that support and work based upon their specific discipline, knowledge, and expertise. Again, my, my job as a, as a project manager is to help to navigate best fit and make sure that we're delivering these services. Um, anyone else wants to add in, please, please do so. But it, it begins a lot with the communication and, and frequent and ongoing coordination to make sure that we're, uh, on target and on task. I'll add something. Um, I mean, the, it's a good question because that is something that as your consultant, we're going to have to be able to think through all the different pieces. And I think that where I want to touch upon is our experience serving as a project management consultant, um, on major programs across the country. Um, and so it's not only the technical, I, I, I, I'm not going to reduce the amount of importance of the technical, but it's bringing the whole package together. And one example I'll bring is, you know, we serve as the project management consultant, external affairs actually for the largest project west of the Mississippi of the Barcelona Valley extension in San Jose. And as part of that, we started off, um, probably a decade ago really leading that project through phase one. So really serving as understanding the client's needs, not only for the planning, but the design working through all the stakeholders that you were talking about earlier, working with all the community to help sort of work through phase one and in the last, you know, four years, um, or so we served really as also external affairs. And what that means was what for the phase two project was really working, um, on how do we bring not integrate the technical aspects. So making sure that design with all the different consultants getting into all the specialties going through all the environmental processes, but then converting that and working with the stakeholders and community to really understand and support that project. So as part of that effort, we really sort of leaning into the side of communications, putting, making sure that you're setting up the meetings, which that we talked about extensively, the inclusivity in all the different groups working with small businesses. Um, I actually helped create a small business resource program that would help small businesses through the construction with impacts and having both training resources, um, all these things that would bring to bear as well as commuting all the stakeholders interfacing with the agencies, the, you know, the jurist, the agencies having jurisdiction. So the cities and two counties and really sort of working through. So I think, you know, our ability to really bring all these resources together really, truly comes with strong, um, project management as team, as, as John sort of described, leveraging all the expertise around the table and really working with you all to identify what is needed. Do we need the graphics person? Do we need the IT? We're setting up websites. You know, are we bringing in additional technical tools and working with the traffic and transportation or engineering? There's all these different components. And when I really sort of think about Broward County and what you all are trying to deliver over the next, you know, five years, decade, let's say it's really bringing everything from planning through the soft side of communications and making sure that they're all integrated. And I think that I'll sort of close off in saying that, you know, I'm really proud to work with this team because we really have all the pieces around the table. And really the question I sort of would put back to you all is, you know, what do you need and what are the questions that you need answered that we as a group, uh, you know, we'll be able to find solutions for. But if I may add one more thing, but back to this project, thank you, Clarence, project manager. Um, when, when I composed this team, it was based upon relationships that I have with each and every one of our team members and a built-in trust and, and expectations and knowing that they're going to deliver and meet those expectations and go beyond to what the client is and the client needs. So it's, it's me having that trust in the team, knowing that they're going to deliver because I've worked with them all and I have relationships with them all. And, and really just from the composition of what we brought to the virtual room today, I feel further exemplifies that, that we have representation for most of our team here trying to anticipate these questions, um, from, from the evaluation committee and, and those individuals who play different roles based upon their experience, expertise, and specific discipline across all different, all different levels of kind of your professional level or professional grade. But, but for me, a lot of this, um, in response to your question too, is just built upon the expectations and understanding of the team that, uh, that we put together and, and thinking it's the best and, and the, and the one that we know that can effectively deliver to anything you need because we've done this before. And, and, and I think, you know, the, the strength and from my experience and all the different projects I've worked in, the strength is the brainstorming of the team to come up with solutions. No, no one has answered to anything, but as we bounce ideas off each other, that's, that's where you great, get the great solutions and doing that with the Barb County transit team together. Um, that, I think with that we could overcome any issue or obstacle that we encountered. Thank you. Do we have any other questions from the evaluation committee? Yeah. Yeah. All right. Thank you. This is Dr. Natasha. Thank you. Good afternoon, everyone. Um, a couple of questions. Uh, you mentioned, uh, I think it's like, uh, what slide number I'm looking at here, but you mentioned you're the largest engineering firm in South Florida. Can you clarify the metric you're using for that? It's based upon number of employees. Um, as, and then I'll ask some of my other, my colleagues to chime in if I'm, I think I may be missing some of the other metrics, but I know that South Florida business journal did rank us as number one, and I believe it's based upon an employee size. And I think it may be also tied to project work or Clarence or Stefan. I believe it's not only tied to pub, it's also tied to licensed professionals in South Florida. So ENG magazine has it for quantity of employees and then how many are professionally licensed within the firm. Okay. Thank you. Thanks for that. Um, so based on that, I noticed that the project manager is being the large, the largest based on license and number of employees. And this is a project manager is a Kimmy Horn staff member, but a deputy is the white house. Why did you break it up like that? If you have enough employees and Kimmy Horn to be a deputy, it wasn't really based upon whether or not we couldn't serve the role. I felt that it'd be best for the client and given the relationship that I have with Todd and the experience he brings, um, and, and how we both worked with this team collectively, the other sub consultants. Um, I made the conscious decision to bring Todd as a deputy project manager, um, because I do believe that he brings an understanding and perspective that from a tap from a manager role can, can truly benefit us as, as a team. Okay. And that really the thinking behind why, um, I know it may seem a little bit unconventional with putting a sub as a, as a task manager or as a, I'm sorry, as a deputy. But again, it goes back to relationships, understanding the expectations of my team and the trust I have. Okay. So, so in that light, can you walk us through how responsibilities are divided or will be divided between, you know, Kimmy Horn and white house group on a day-to-day basis? Um, sure. And I, thank you for that question. It's, I, I see us working hand, shoulder to shoulder. We're, we're part, our approach to this is a management team. Yes, I'm the designated project manager and I am your point of contact and lead, but I have a management team that comprises of Todd, of Todd as well as additional advisors, um, that we will continually be in communication and talk through the specific challenges, opportunities, and needs, um, if given the opportunity to serve this contract. So, uh, I, I, it all begins with us understanding right size in the team and, and not do that in a vacuum. I, I'm going to rely on my team members, um, to also, um, weigh in on what is the best fit based upon their experience. Um, and, and that's where I, I really would also bring in some of our core team, the task leaders, um, designating task leaders that are also our mix of Kinley Horn and a number of our different sub consultants is based upon their experience and my working knowledge with them, but also where they've had demonstrated success. And the technical background and expertise is, is very important so that when I go to them and ask them or present them with the challenge or opportunity and, or we are in a meeting with county staff and talking through a specific need or challenge is that I have the ability to turn to those individuals so that they can give me their honest opinion, um, regarding what, who are the best, what's the best fit based, what is the best approach or where we've applied approaches in the past locally, regional, regionally, and across the country that we can discuss and present to you, to you as the client, as we further determine what's the best approach and strategy to, to move forward. Okay. A couple of, a couple of follow-ups. Can I add to that, John? I'm sorry, doctor. Go ahead. Oh, go ahead. Oh, okay. I just wanted to add just quickly because it really is a demonstration of trust. I've known John for almost 25 years at this point. And I really wanted to add to that because one of the things that I really appreciated about what John did with this team and Kinley Horn was an understanding that we all had different levels of expertise and you're absolutely right. Kinley Horn can fulfill any of those, but John had also demonstrated the idea that can we bring in people that do it every day and have a different perspective. And I think it ties into all the questions that you've already asked us. How do we negotiate and navigate complex ideas? You do it through having multiple perspectives. And the fact that you've got local firms, you've got national experts on this team, the intent of this was to demonstrate the trust that John had and saying, okay, we can manage this together. We've got a redundancy. One is none. Two is one. We're always going to be able to react and provide and bring a conduit where those perspectives can always be there. And I love it because one of the things that we do at White House Group, and I think to emphasize this, is every one of our new staff members has to give a presentation to everyone else about what they've learned. And Ishan started with us about three years ago. He came from us from Cornell. It's graduate school. And he said in the end of his presentation, he said, in the garden of innovation, every flower has a voice. All it requires is an equality of water and air. And that's really what John has done here is he's created this equitable place so we can all react and really get to your needs right away. I understand that. And I appreciate that, Todd. So make the case, and that's fine either way. Why not utilize a deputy from Kim Lee Horn, but still keep White House as part of a sub-consulting team? I explain why, what my rationale was in putting Todd as a deputy PM. Again, I value his experience and perspective. I don't see that there'd be a disadvantage to the team. Again, when you are selecting the Kim Lee Horn team, yes, we are the team lead. But every one of my team members will be involved based upon what serves the client's needs and what's best for the client. That's just how I've operated in the past. And it's been fairly successful. So I'm not sure if I answered your question or maybe. You've answered my question. Thank you so much. I'm going to move on to the next question, please. We have a lot of cross travelers, a lot of cross traveling. You have those who live in Palm Beach, work in Monroe County, who live in Monroe County, maybe work in Broward, and so forth. So a lot of time what we're finding is that the individuals either are not engaging specifically in projects, cross county projects, but some of them that they are. So can you describe your firm's experience managing transportation planning in multi-county regions, very similar to Miami-Dade and Broward County in Palm Beach corridors, where there is a high volume of cross county travel for work, living or education and recreation? Sure. We presented some examples on the firm in Washington, D.C. was I think a very recent example where it was D.C. Moves, I believe Clarence, if I'm getting, and Ashley, we can expand on that a little bit with, again, a lot of different travel markets, a little bit similar with a lot coming out of the Washington, D.C. area, moving into that D.C. area on a daily basis from Northern Virginia, Maryland, other parts of Virginia and even Western Maryland, and looking at how we can further improve and optimize, I believe, transportation options and transit, and working with that diverse travel market. I know we had an extensive public outreach process within neighborhoods, communities. It was very comprehensive and trying to understand where people are going and coming from and what are some of the best opportunities to do that. And Clarence, I don't know if you or Ashley can expand on that experience. Yeah, I can take sort of the first pass. The benefit also, I actually lived in D.C. for about six to maybe six, eight years before coming to Florida about 20 years ago. D.C. is an interesting market because not only you have three states, but you also have different geographical areas and patterns of development. And a couple of examples that John mentioned, D.C. moves is the long range transportation plan that really sort of set the stage for all those major sort of transit investments that we were working on. And we've done two versions of that over the last, I guess, about 10 years now, really sort of building upon. And again, I'll walk through it because I think there's a lot of information there from a how do you define the travel patterns, travel markets? There's technical information that we do. But we also led an extensive public engagement outreach process to help build that plan and project. They actually won both a planning as well as an engineering award, you know, several years ago for that process. That is important because I think, you know, as I think has been discussed and clearly mentioned, the people don't think about geographical bound. They just know they're going from, you know, Maryland or Palm Beach County to Broward or, you know, or Fort Lauderdale or down to Miami. They don't think about how the money is allocated. And what we do is reblending that sort of understanding of those travel patterns, the trip lengths, how they're sort of established, what really are the influences of, you know, why they would travel there or the friction. So, you know, traffic and otherwise cost of parking. So that's all part of sort of that process in terms of thinking about it. Fast forward is that we also worked on the WMATA's, the DC areas of transit system, a recent plan, the better bus plan that also helped sort of dial in how the response is from an agency perspective in terms of, you know, their overall bus network. But then we also have worked and looked at more of a finer grain working with the counties like Montgomery County connecting to DC on their BRT system. So really understanding that layering is truly important. You know, that is very similar to what, you know, Broward is probably going to be needing to think about what your service is. How do you provide those connections, whether it be in transfer centers, whether it be end-to-end routes like the, you know, 595 Express or otherwise, it's really sort of layering all those elements together. The one other thing I just wanted to give as an example was, you know, right now I'm actually working on a project in Vancouver, British Columbia, Canada. And similarly, there's two travel markets. It's going from a more suburban area, not to the core, but another suburban area, which is a major employment area. Those are our strategies that we need to think about. Sometimes you have to interline to create this BRT system, this connection that serves as an additional connector. So it's not only sort of end-to-end, you know, jobs, you know, to housing, commute, but sometimes it's also providing additional, like in Miami, additional service along the Flagler Corridor, which I know that's a project we're working on, but really you're trying to satisfy those mid-day trips. So again, I think I've elaborated your question, but really thinking about inter-regional cross-county trips, but there's also sub-markets of sometimes trips from a suburban or employment area to another area, and really sort of be able to balance that out, I think that's part of the overall strategy. Yeah, thank you. And just making sure that we have- My question's been answered. Making sure that we have a- It's been answered. ... projects, you know, projects that really align to that. Okay, thank you so much. Two follow-ups, if I may. In discussion, your slide on microtransit analysis, do you know the status of the SunShadow, that West Hollywood, that on-demand pilot project, what the status of it is today? From the specific example that I shared with you? Is that- I think it's the, yeah, the slide, I think it's slide number two, SunShadow, West Hollywood. Yeah, what's the status of it today? It was a pilot project, and I know that they were going into full-time service. I think it's still operating. It was funded directly through their account, the city's funding. And my, I still, I'm a resident of Hollywood, so I do see the circuit shuttle around, so I believe it's still in operation today. Okay, thank you. And then last question is, how does Kim Lee Horn future-proof itself for evolving technologies like autonomous vehicles? In terms of plans? Can I ask a question? Mm-hmm. Sure, thank you. We have a number of practitioners that are currently operating in this space today. Doug Getman is one of our lead practitioners. He's a PhD and is published and is continually one of our go-to experts in Kim Lee Horn and, frankly, in the industry. And is one of those, is always tracking specifically how the technology is continuing to evolve, where there's applications of that technology through public use, as well as through private sector use. So he's one of our specialists that is intimately involved, writes industry papers, and is continually tracking that and a resource that we would be able to easily bring to the table to assist and support any type of discussion and or potential implementation. Dr. Yasin, I just want to add real quick, I think, Alice, you want to come in too, but just real quick, that we do work actually directly with Kim Lee Horn, who is a leader in this particular space. We have an expertise as well in emerging technologies, public information, ITS, for lack of a better term. And as you know, Florida is leading the country in this particular space. So, you know, just want to assure you that from a public involvement and from a technical perspective, this is an area that this team is extremely strong in. Dr. Yasin, if I may, and Dr. Yasin, if I may, I do want to bring in Jill Capelli on this conversation, because she serves a leadership role in Kim Lee Horn, specifically related to this topic that you asked. Jill? Dr. Yasin, Sure. And my involvement with Florida Autonomous Vehicles began with some work through the central office with FDOT, but I partner frequently with Doug Getman, as John mentioned, really a leader in this industry. But as it relates to us in South Florida, I mean, we are starting to see vehicles like Waymo and fully autonomous vehicles operating in systems. Waymo isn't here yet, but we look at Phoenix, the Phoenix airport, where it's starting to operate. And I think we need to be conscious of these technologies. And the Kim Lee Horn team is fully abreast to help you do that. But as that impacts our transit system, as it impacts our holistic environment, the seaport. And I don't think it's just the automated vehicles. It's also advanced air mobility. We're starting to see a lot of focus in that related to the Florida Department of Transportation and their investment. And so I think keeping a pulse on these trends, making sure we know what the current state of the industry is, we'll help you stay abreast of it and stay ahead of that. And with that, Alice, I think if you wanted to add anything else. Yes, yes. So I'm a board member of a group called the Florida Policy Project, and we put on the annual Florida Autonomous Vehicle Conference. My fellow board members are former Senator Jeff Brandes and former Speaker of the House. And basically, we put on this annual conference that convenes all the technology groups, whether it's autonomous vehicles or eVTOL. And I do work directly with these companies. And many years ago, coordinated with Ford for them to bring the first autonomous vehicle here to South Florida for a testing hub. So I'm in contact with Waymo that started operations in Miami a couple of months ago. So coordinating with them, and I actually involved in their operations. So we're, we're, we're well immersed in what's happening. And I'm also on the University of Miami advisory board to the College of Engineering. And there we have a group that's actually working on eVTOL and autonomous mobility research as well. Like there's many facets, you know, what, what do cities need to do for their building codes? You know, what does this mean for at P&L and electric charging for for these new technologies? And how does that infrastructure go through the roadways? How do you coordinate that with transit? So there's, there's a lot of things unfolding as we speak. Thank you all, Madam facilitator. That's all my questions. Thank you. Thank you very much. Any other questions from the evaluation committee? I have one question and it's two part. So in the presentation, you discussed how you work with the MPO and 27 of the 31 municipalities. within Broward County. So, you know, given, you know, the scope of services that you, you may be requested of, can you tell us what you believe in your opinion are some of the major driving factors in Broward County when we start thinking about planning out, you know, 5, 10, 15, 20 years down the road? And then the second part to that question is why you believe your particular team is best positioned? Sure. Um, I, we work with each one of the three MPOs as mentioned. Um, that's, that effort's been predominantly led by Stuart Robertson, which I want to certainly get Stuart's perspective here. And then a lot of the municipal work, um, Stefano Viola has also had an interface with many of those municipalities, um, with my support and a number of people from the Kim Lee Horn team. Um, Stuart, if you want to give some of the perspective, um, based from the MPO specific to Broward County and the question being asked. Yes. So our experience with the MPO really tells us that a lot of some of the issues that we need to address are often local concerns from constituents in those municipalities about the projects. So we do that by addressing fact-based solutions and following standard planning and engineering procedures. We often do find that there's a lot of misinformation about projects, transit projects, bicycle, pedestrian projects, accessibility projects that we can correct in a, you know, very professional, uh, but also direct way and staying the course to support these projects. We also really coordinate with the Florida Department of Transportation on any state highway system roadways and also projects that may be implemented through the local agency participation or lap process. We know that we need to follow the FDOT design standards for those projects and make sure that we're following the proper engineering standards such as through the Florida Green Book for projects on county and local roadways. Thank you, Stuart. Stefano from Municipal. Yep. Um, sorry, it's a good question. I mean, I think one thing that we've identified in working with a fair amount of these municipalities is they're not all the same. What we may do in Hollandale Beach or Fort Lauderdale doesn't mimic what we do in, say, a Southwest Francis or Parkland where they have different goals and different ideas of what they're trying to accomplish when it's relating to mobility, transportation. Some of the Southwest Francis, they don't even want sidewalks in the area or areas in Hollandale Beach and Myanmar. We're looking to continue the sidewalks for making sure they have connections to the right of way, to the bus transit facilities and to that nature. So the one thing from the company, I think it's identifying that each city has their own nuance. Some of them are similar, but some of them are completely polar opposites. And we need to address those local constituents' concerns and kind of moving things forward to meet that neighborhood or that municipality's intent of connecting and making everything one. I mean, an example is Pembroke Road, as we're working on that project to connect Miramar and Hollywood and then connect Broward County to US 27. I mean, that's something that we have a global picture, but it is impacting Miramar and Pembroke Pines a little bit differently. So that's kind of the things you look at with local municipalities. And Darby, sorry, real quick, just the driving, you said driving factor. One of the driving factors, if not the constant driving factor that we face with municipalities is them putting their priorities over the greater good, right? So the MPO obviously allows us to work within that space, but most importantly, recently, many of the cities have been participating in something that the White House Group and Media Relations Group created, which was called the Transportation Academy. And part of that is teaching them how important it is to look at a situation like this and think big and not territorial, right? And the second thing I want to add about that is that going back to that project or program advisory group that I talked about, in Miami-Dade, we used this as an example with our Vision Zero project. And we actually have a monthly meeting with all of our 34 municipalities, and we listen. We listen, we get their feedback, we get them to write us, we work together month to month to avoid some of those issues. I think, again, if I may, just tying some of this together with our changing environment, increasing population, it's really starting to create pressures based upon transit-oriented development or development or redevelopment, particularly in Broward County, as an example, as well as that completely results in the issues of mobility that we're all seeking to address with not only more people moving here, but a lot of businesses are also relocating into Southeast Florida for various reasons. So I think there's a lot of those drivers. And again, this is part of what Stewart's been involved with extensively in his long-range transportation planning process and looking out those 20 years is trying to determine, okay, based upon those forces of population, increases, employment increases, as well as additional issues with capacity being pushed for travel, for transportation, you know, what are those solutions that we can to help to mitigate those issues? Again, as we all know, we don't have any more land here in Broward County, so we're we're building up. And we already live in an environment where it's fairly constrained on the roadways as we travel every day. So I see that as a continuing issue and looking at where innovation, emerging technologies that can help to improve capacity, to help to alter some of those high demand areas that create the congestion and limit our ability to move, which ultimately affects our economy. Does anyone else have an item to add before we close out this question? Thank you. Richard, attorney. So actually, he just answered my question just in this last go with Darby. So thank you. Okay. Thank you very much. Does the project manager have any questions? I have no questions. All right. Thank you very much. The second firm, Kimberly Horn, has asked answered all questions and has completed a presentation and answered all questions. As the team is leaving the meeting, before we move, proceed to the third firm. I wanted to ask the EC members if you would wish to take a recess at this time or to continue. Well, one says need a break, one says keep going. We could take a short recess. Sounds good. Short break. What length of time would you like to take? Okay. Half hour. Okay. We'll take 30 minutes. Why don't we come back at 1 p.m.? Thank you all. Okay. Just a minute before everyone gets up. Don't go just yet. Can we just, we need to make, guys, just don't go just yet. We got to make it official. Okay. Okay. A recess will now be called for 30 minutes. I'll say 35 until 1 p.m. The time is now 1225 p.m. We are in recess. Thank you. Thank you. Thank you. Thank you. Yeah. Same here. I sent a good email with the. I mean. Good afternoon, everyone. Good afternoon. Good afternoon. Can you hear us? I will now like to reconvene the meeting. I'll ask that the evaluation committee members state your name after I find them. Say present after you say your name. Just a minute. All right. Sorry about that. All right. I would like to now reconvene the meeting. The time is now 103 p.m. If all EC members can say present after calling your name. Richard Tarnese. Present. Darby DeSalle. Present. Dr. Natasha Yacin. Present. Gia Bien. Present. And Kurt Petgrave. Present. Thank you very much. CTS Engineering. Thank you very much for joining us. Thank you. Can you please review the meeting attendees and the teams participants panel and ensure that only your team members and county staff are in attendance. County staff can be viewed on the screen. Can you also identify which team member would be designated as present presenter so we can share so they can share their screen during the presentation? Yes, that's me. Peter Halliburton. Please. Thank you. Brent, can you test the audio system over there? Can we just give us just one moment, please, to make sure that the presenter has access and now you will get five minutes to set up. Okay. Purchasing staff, please start the five minute setup timer. Can you see our screen shared? Yes, I can. And I think we neglected to have you confirm that the participants are all members of your team? Yes, true. Yes, I believe it's okay. Okay, so let us know when you are ready to proceed. Hold on a minute, please. Is Dana in the mirror, please. I think we're good. I think we're good. Yes, it's not good. Good, and please feel yourself. I'm going to, if you don't mind, there's a couple of people trying to access the team and want to make sure if they're part of your team. There's a Stephanie? Yes, yes. Is that okay? Just one moment. Okay, I think we're good. Please let me know when you're ready to proceed. All right. Well, CTS team, please make sure you mute yourself when we, when Peter is on. Thank you. We're ready to start, please. Okay. Purchasing, please start the 20-minute timer for CTS engineering's presentation. Thank you. Sam, I will start. Go ahead. Good afternoon. CTS engineering appreciate this opportunity today to demonstrate our interests and the capabilities to continue serving as the prime consultant for the BCTGPC contracts. Following the 13 questions that raised by the TC members, we first organize those questions following the RFP evaluation criteria. You will see those orange box throughout the presentation representing the evaluation criteria. Who are we? CTS is a Broward-headquartered consulting firm providing services in planning, traffic, safety, PD&E, design, survey, utility, transit, rail, construction services, among many others. We have over 100 local Broward-based planners, engineers, and other professionals are committed to bring our institutional knowledge and additional planning expertise to BCTG again. Graduated from the county CBE program, CTS brings a strong experience and relationship with local partners, and we are committed to assisting with CBE and DBE partners. To address question number eight from the TC, we present you today our project manager, Mr. Peter Hardy Burton. Peter brings over 30 years experience in transit planning and the national high-profile transit corridors, including the Miami-Dade smart corridors. He is a technical lead and the task manager under the current GPC. He served as a project manager for similar GPCs for FDOT, Miami-Dade, Broward, Palm Beach, MPO, TPOs, JTA, and SFRTA. He also has extensive experience in transit technology implementation and the TSM mode development. Peter is not managing any contract now and will be 100% available for the contract. Presented today, including myself, Sam Young, 25 years experience in transit planning, PD&E, data analysis, and demand model. As the principal of CTS, I will continue my role as the principal in charge for the team and ensure a proven management approach applied and enough resources are located for the team. Jeremy Williams, with 26 years experience with transit planning and community outreach. Serving as PM for current GPC, Jeremy will continue as chief planner and leading the public outreach for our team. Mr. Yong-kun Wu, the state's well-respected demand modeler, will lead the team's demand modeling, ridership forecasting, dashboard development, and GIS tasks. Mr. Wu led the traffic analysis for Port Aberglades master plan development as well as Serpenten development. Ms. Christina Morrow will serve as the team duty project manager. She has extensive transit safety audits, security program plan development, Title VI, maintenance plan audit, and SOP development experience. Our availabilities are showing this slide and we are excited to continue involvement under this new GPC. Peter. Thank you, Sam, and good afternoon, everyone. To address the broad scope of services for this contract, we've assembled an unparalleled team of transit planning professionals, local as well as national. As you can see from the company logos on the right on this slide, we also show the CBE and DBE certifications for two of our team members, BIG and Insight. And the dots in the chart on the left show our parallel capacity in multiple elements of the scope, which we know from managing this contract over the past six years, will be required to deliver on simultaneous work authorizations while meeting your schedules. These are the key team members who will provide the skills to address all elements of the scope. Each of these folks is thoroughly familiar with Broad County and BCT in particular and has availability ranging between 75 and 100 percent over the performance period for the contract. These little exclamation points on the slide indicate folks who have worked on the current GPC. Something we believe sets us apart is our commitment to implementing the projects that we work on plans for, and we do so by considering constructability during all phases of our work. This next slide shows additional folks of the part of the supporting team from CTS and the rest of our team. And our organization chart, it's very crowded as you can see, aligns each one of these key team members with each of the nine elements of the scope. And we can certainly return to this slide in the question and answer section. In response to question five, regardless of whether we're faced with changes like funding, leadership, staffing, or even a pandemic, we've supported you through these before and are prepared to do so again going forward. One of the largest changes in our immediate environment is this great opportunity to implement BCT's premium mobility plan, primo, and a subsequent transit forward plan. These have the real potential to significantly change mobility for the county's residents, employees, and visitors. And we're excited to be part of its implementation using penny sales tax revenues, which also support literally hundreds of other transportation projects in all of our 31 municipalities. In this slide, we wanted to show you the foundation of our approach to this contract and touch on three things. Number one is our knowledge of your daily operations and our proven performance in supporting BCT's planning office over the past five years. Secondly, we live, work, and travel here every day. And so we're intimately familiar with the roadway and transit system. And we've supported your staff over several years now, including in-house support. And thirdly, we rely on unbiased data-driven analysis using the best available tools and processes. Question nine, I start to identify policies we think will have the greatest impact on the tri-county region and our strategies for adapting. For number one, we've chosen FTA's Small Starts Program, which last year increased the project cost cap to $400 million. Two of our highest performing and therefore most competitive projects in the Prima Plan are the Oakland Park Boulevard and US 441 BRT projects, both estimated at under $400 million. And we think these would be worthy candidates for the Small Starts Program. On a less positive note, FTA last year removed documentary stamp funds from the state New Starts Program, which would have been eligible to manage those federal funds. Fortunately, though, our state tax funds will allow us to leverage other funding sources. Jeremy? Regarding our approach to engaging stakeholders, our goal is to ensure productive engagement from all stakeholders. Engagement must be continuous, in some cases even beyond the project schedule. Ultimately, engagement is about overall needs and solutions. For some forms of engagement, there's qualifications such as the MPO prioritization process and state block grants. What most meaningful to us are going to be based on our existing extensive network of local relationships built on trust and good faith. That is why we're able to convince popular TV stations to help cover BCT services, coordinate outreach for MDT's rollout of their Better Bus program, relocate hundreds of BCT riders following the sudden closures of a park and ride, and process hundreds of comments for BCT COA last year. It also takes an inherent understanding that no two partners are the same. Port Everglades, for example, with whom I've worked with for many years, they basically operate in the private sector space. They're a major trip generator and a major economic engine. You don't just walk into a coordination meeting with the Port Everglades using the agenda and same type of context that you will for an HOA. As far as engaging the communities, I live in Broward, I work in Broward, I wouldn't train it for anything. But yes, some of the historic scars still remain. And when we engage communities, we need to approach it with that high degree of sensitivity to that. To simply say we must customize our message and images for audiences, that's marketing 101. That's basic stuff. Everybody knows that. What we employ here is an additional layer that considers that some once thriving communities, going back to the days of segregation, are now made up of disproportionately high numbers of residents living below that poverty line. But they're still a proud people. I myself am a product of the immigrant experience. Many immigrants and first generation Americans live both in communities made up of largely immigrants, but also alongside people of other backgrounds. But they still expect their cultures to be respected when we're coordinating with them. The strategies we design, the talent we utilize, reflect that. You know who else we turn to for community insight? Those unsung heroes, the bus operators. Wu. Thank you, Jeremy. This slide shows how we use AI and the best analytics to support travel demand forecasting, transit planning, and the transit operations. We perform data fusion using multiple data sources. We use AI and the machine learning techniques to go beyond the traditional statistical analysis methods to better understand the travel behaviors and identify real travel patterns. We use the same approach to enhance the circle model and the FTA stops model. On the operation side, we analyze on-demand performance and the costs for delay to improve system reliability. We developed the TSMO master plan for District 4 and as part of the COA for MDT. We developed an interactive dashboard that allow us to analyze and visualize on-time performance by route, by direction, and by time period. The result is a data-driven workflow that supports informed decision-making data. Question 4 requests innovative tools, approaches, and methodologies. We think that big data is one of the best new resources in transit planning. Traditional passenger surveys are cumbersome and expensive and often quite inaccurate. Big data allows us an almost real-time view of travel patterns by location and time. When paired with current census data products, it provides a powerful tool to learn where people are going and when, supporting improved service planning. Another continuing innovation is the use of GIS-based spatial analytics, which can be powerfully used with AI implementation. The innovations on the prior slides add new support to some of our most valuable longer-standing tools and methodologies, such as a robust project management plan plan, thorough quality assurance plan, and transparent online project and file management platforms. These tools support a project team that is dedicated to success, to excellence in our technical work, and a commitment to communication with you, our client. On the right here, we've listed several key activities we've established under our current GPC contract, including, for example, structured startup as well as well as proactive coordination and issue resolution. You can see here our extensive experience in Brard County, which we've shown in four groupings here. We've completed dozens of contracts for the county, including many across BCT's operations, as well as for traffic engineering, survey, utilities, and others. And we've completed many contracts for F-Plot District 4 along BCT's corridors. Question 7 asks about experience on contracts crossing multiple county boundaries. CTS Engineering and our team have completed dozens of projects, starting here in Southeast Florida, working with the two districts that cover seven counties, as well as with SFRTA, Operative TriRail, in three counties. Further afield, we have experience in the multi-county regions around Orlando, Tampa, and Jacksonville, as well as many others across the country, such as Atlanta, Houston, and more. Question 10 asked about how we track performance. On a contract like this, we always have to track performance against at least these six key elements shown on the left. Scope, schedule, budget, quality, as well as ensuring consistency with the vision and goals of the project, and also of the relevant stakeholders and partners. And on the right, we show our approach, starting with proactive communication via regular client meetings, as well as written communications, and the use of tools like Teams and Monday.com for real-time work status. The second part of that, question 10 asked about key performance indicators, KPIs, and this slide shows some of those KPIs we've developed and relied upon in our work for VCT over the past five years. You can see here, focused initially on our rapid response to your communications, your requests for assistance, for meetings, etc., and we also have quick turnaround benchmarks on requests for scope and fee estimates, and we carefully track deliverables, timeframes, and of course, quality. Below, we show some of our quality-focused KPIs. For example, repeat error rate and corrective action closure rate, as just two examples. And to the right is our six-phase quality control process chart, under the guidance of our quality control leadership team, which is shown above. In answer to question one, the table on this slide shows a selection of some of our most relevant prime contracts that address the technical areas in your question. You can see by the dots in the table, we've got comprehensive coverage of all technical areas from the question on these, I think it's 18 projects shown here, and several dozen more we included in our proposal. Similarly, this slide indicates examples of relevant projects by our team members, and you can see they include several bus rapid transit and light rail projects in Florida, as well as further afields like Alabama, Texas, California, clear across to Hawaii. In answer to your question number two, we've highlighted here two projects we consider relevant to this procurement. At the top, the Broward County intersection improvements prioritization study for the Highway Construction and Engineering Division. This was also surtax funded, and it started out evaluating over 1400 signalized intersections and systematically prioritized down to the 30 intersections most in need of congestion and safety mitigations. And our second example below is the Miami South Corridor BRT, which successfully opened for service late last year. Chris? In addition to the prior two projects that Peter highlighted, we wanted to emphasize our work under the current general planning contract for the county. So on this slide, we've shown some of the main tasks that we've been assigned to, to support planning operations, NTD reporting, public outreach, environmental screening, and compliance. We also wanted to emphasize the technical skills that we have in order to address potentially high profile projects anticipated under the new GPC scope of services. Travel demand modeling is key to understanding origin and destination patterns. Microsimulation allows us to finally replicate interactions between traffic and transit, for example. Both of these require great data collection, analytics, and visualization, which our team specializes in. We're also very familiar with internal VCT processes, having developed standard operating procedures for the Community Shuttle Program. For example, we developed the SOP for the Contractual Oversight Audit. This is an annual audit that ties together the interlocal agreement requirements between the county and the municipalities, state of Florida requirements for equipment and operational safety standards, as well as federal requirements for Title VI, and the newest public agency safety plan ruling. Thanks, Chris. This slide shows our availability, starting with me at 100%, as Sam noted. Christina, our deputy, has availability exceeding 90% and Sam, our project principal at 80%. The chart also shows our company-wide availability of the lifespan of the contract. You also asked for lessons learned from completed projects and how they can be applied to benefit VCT. We've taken a number of lessons from two example projects shown here, the Miramar and Broad Boulevard Park and Ride improvement projects. Those lessons include engaging multiple departments of the agency and stakeholders early and consistently, anticipating and responding to all manner of changes, providing clear and helpful visual materials to inform complex technical concepts, and maintaining communication with clients throughout the life of the projects, all the way through construction. Very briefly, we touched already on our location in Broad County, where we have 200 plus staff in the state, most of whom are in South Florida. And in closing, I'd like to point out three things we believe set us apart from the competition in our ability to support you. We've assembled the best transit planning professionals in the country. We know Broad County and VCT, and we are committed 100% to VCT's success. We look forward to the opportunity to continue to work with you. Thank you. Thank you very much, CTS Engineering. Are there any questions for the evaluation committee members? Please state your name before proceeding with your question. Afternoon, this is Kurt Petgrave, and thank you for the presentation. Can you speak to any planning tools that you guys utilize to show examples of environmental impacts to the surrounding community? Yes, certainly we can do that. That's not my area of expertise, but I will start off by saying we use extensively GIS resources, obviously to pull in all the relevant spatial layers that will help us determine those impacts. So whatever project we're working on, we've got J-Files reflecting the project, and that is superimposed on any environmental layers that we may have particular concern on. Further to that limited response, I'm wondering who... Yeah, let me start a couple of things that's, you know, from the planning tools Kurt you asked about. So of course, for any of the studies or planning studies that we are performing, performing, we need to look into, you know, from the traffic impact perspective. So we have a variety of the planning, the tools such as the demand modeling and demand models such as the traffic analysis, simulation, in order to help us identify the traffic impact on the existing condition and the future conditions. And from there we can understand how much, you know, no matter from the vehicle perspective or personal throughput perspective that, you know, will be on the system. And those will be the ones that we are definitely looking into and potentially, you know, for useful analysis. And from the environmental perspective, there are a variety of things of things that, as Peter mentioned, that we, you know, we have been used. So following the NEPA process and the guidance, we are going to look into the things from the social, economic, you know, from the endangered species and community, culture, historical, the features. So those are the things that the team is looking into in the planning studies and, you know, considering for the environmental impact studies. I know the team. Yes, I see Mike Melendez with his hand up. Mike, please go ahead. Yeah, thank you, Peter. Yeah, I'd like to add just that one tool that is a good one that we always check is the Broward County inventory of contaminated sites. This database can be just a quick check to see if there's any contaminated areas. Also, our team and our firm has experience directly helping to support Broward County with cultural resource assessments and to basically be able to ensure that whether it's a desktop cultural resource assessment or a more in-depth one that we can satisfy any of the state requirements regarding that information. Thank you. I just want to add one more since we are talking about tools. We've also used the US EPA's motor vehicle emission simulation moves and emission modeling system to estimate emissions of mobile sources for project level evaluating criteria, air pollutants, greenhouse gases, and air toxics. I mean that we have used this for BC analysis on our Broward County intersection improvement project. I'd also like to add to that, you know, as far as in-house capabilities that CTS has, we have a full service surveying and mapping office and subsurface utility engineering section. So we have the personnel and the tools to conduct surveying and mapping operations, particularly LiDAR. So being able to go out and create a digital twin in very, very rapid time for any type of analysis of a condition or generating any types of renderings and other things. So that LiDAR tool can be something to generate multiple products from the planning phase all the way through final design. Thanks, Mike. I want to quickly add that I forgot to mention, you know, oftentimes we work with our partners at DOT. They do have the ETDM, the environmental screening tool that's helping a lot of the planning studies perform the initial screening about the environmental features and also help identify the potential impacts impacted by the proposed alternatives and, you know, utilize that as a planning tool for the studies. Thanks. And I see Jill also has your hand up. Thank you, Peter. I'll be quick. GFT, we have experts in noise analysis. So especially as the county is looking to implement different modes of transit and residents may be concerned about the noise level, we've got a great team that does that and they have a great simulation that they do so they can demonstrate to the residents what the noise level will be with that type of transit. Thanks, Jill. And Yash, you've got your hand up also. Sure. So yeah, really quick, at a service planning level too, we use Remix, which has a lot of the environmental justice and climate data pre-loaded in it, similar to what you could do with GIS. But with Remix, you can start doing and analyzing a lot of these things at the route level when you're making them. Thank you. Jeremy. And if you can also add an important component of, for example, the NEPA process is the public engagement and inventory and socioeconomic details of the folks impacted by the potential or proposed improvement. And as Wu alluded to earlier, there are a lot of big data tools that we use to assist us with that. And one of the areas that I'm pretty familiar with are going to be some of the analytics that we are learning from social media and Google. So naturally, they're presenting it all from a consumer standpoint. And that is where, from a big data standpoint, we take that data and synthesize it so that it can more be representative of the community from a socioeconomic standpoint, more so than from a buying power standpoint. Or geofencing, Jeremy. Oh yeah, absolutely. So within that, and the assumption is that to do that, we'll have to geofence the area. And that type of technology is getting so advanced that we could geofence down to an individual building, an individual bus shelter, or whole blocks or whole cities and counties. So we really do have a lot of flexibility with targeting individuals there. And within those geofenced area or geolocations, have the ability to really deep dive into the makeup of those people that we're analyzing. Thank you. Additionally, can you speak to your experience dealing with NEPA? Yes, certainly. Actually, for that, we're going to turn to our expert support here with HDR. Stephanie, are you there? Actually, it will be me, Peter. Yes. My name is Tom Underwood. I'm with HDR. I'm a NEPA practitioner. I've been with HDR for about 10 years and doing NEPA clearance for well over 25. Most recently, we finished the EIS in the Austin area for a light rail project. And I'm proud to say that we were able to do that under the FTA's new rule of completing the document and reaching a rod within two years. So that's in response to our experience. When it comes to Broward, I think that the key is being prepared for entering into NEPA. You certainly don't want to rush and potentially have the FTA NEPA clock start before you're ready. That said, if you are prepared, it's easier to make it through the process a lot quicker. You know where you're headed and there are less surprises. I'd be happy to go into other details beyond what is just our experience. But that's the best I could answer at this point, unless you would like to add on. No, that's adequate. And I'd just like to point out that I worked in Miami-Dade on the SMART program, particularly on the Beach Corridor NEPA study, which was, you know, a very high priority. Unfortunately, it got stuck once again, but I had that experience myself. And if I can add as well, Peter, we have recently wrapped up an effort for FDOT District 4. It started out as a demo project where they wanted to see, so the NEPA process is tied into FDOT's PD&E process. To see if social media can be an effective tool to solicit public comments for PD&E studies. And also to share information on public meetings and share project information, drive traffic to the website. So that was a pilot effort that we did on behalf of FDOT District 4. The initial rollout did very well. They extended that to seven, making it a total of eight PD&Es. They all did so well. They probably got more comments than any other PD&Es in recent time. And it opened the eyes of the district to a new form of engaging the public. And it's not about social media being cool or hip. It's about it being effective, especially for that demographic that's traveling and commuting daily. So it's actually now the standard going forward for fiscal year 27 and on for FDOT in District 4 to have a social media component to solicit public comments for PD&E studies. And again, NEPA is tied into the PD&E for the FLAB process. Yeah, so we do have extensive experience of working with the DOT PD&E projects. We completed the Ionet5 and the HypoLuxo, the IMR and the PD&E projects, and which is the first in this report, that's the DDI type of concept that's for the district. So we finished the NEPA process for the department. And so on the highway, we are wrapping up the two identified PD&Es right now with the District 4, one with District 4, one with District 6. So we have extensive experience in both NEPA and the PD&E from DOT perspective. Thank you. Thank you. Thank you. Thank you. This is JBN. I have a few questions for the team. So the first one is for the PM. How do you ensure your team, how do you ensure that your team can pivot quickly due to changing priorities, timelines, or stakeholder needs? Thank you. That's a great question. And I think first of all, we've got experience in doing that. In supporting the VCT over the past six years, we've come to know that changes are constant and we need to be prepared for them. And so I think our primary tools in being prepared to pivot are a very strong foundation of our project management that includes file management. So all team members on your side, as well as our side are referencing the same version of the latest current information, be it data that's underpinning our analysis, or the results of that analysis, or the documentation that we're preparing, be that, you know, sort of internal or working with FDOT in the state or working with the feds. So a very transparent and accessible set of the right information and the right data. So that when any pivot comes, there's no going back to reestablish where we need to be. The second thing is that, you know, we've got, as we've pointed out to you, the best planning professionals in the country here. And so we can very quickly convene the right folks to discuss the strategy to respond to whatever change it is that you're talking about. I want to quickly add, as the principal in charge for the team, I will, you know, as the local that make a decision here. We ensure that your priority is fully reflected in our business plan and in our management plan. And that's what Peter mentioned in an earlier slide, that we have always set up flexible work of operations that's ready for any emergency high priority tasks assigned by BCT. And we are ready to jump into the task and work with you directly. So those other things have been proven that, you know, fall under the existing JGPC contract. And I think we are committed to carry out through the new contract. Thank you. Thank you. Thank you. My second question is, how does your team navigate complex or sensitive stakeholder issues? And if you had past examples, please provide the outcome of that, how you handled it. I'm going to turn that right over to our expert, Jeremy. So I will start by telling generally an approach to working and what we do here at CTES, which is partially why I've been at this company for such a long time. We operate off the same guidelines procedures as everyone else. Part of our culture here at CTES is when we're reading these guidelines, we're not looking for restrictions on what we cannot do. We're looking for opportunities. So oftentimes we're going to read the same guidelines as other professionals and we may be able to bring opportunities to folks, to our clients who maybe other folks won't be able to, because that is the approach we take in reading this type of technical criteria, basically. But as Peter alluded to, it also comes down to familiarity with our client and what the client would like to get done. Broward especially, not only do most of us live here and work here, but I've been here for many, many years. We were there for the foundation of this GPC program here at the county. So there were a lot of lessons learned that we learned together with staff, with turnover at the county level. But in terms of challenges and how we approach that, and I'll tell a quick story. I had the good fortune, I say, of starting my planning career working in the northwest section of Fort Lauderdale. It was a program by Governor Bush, and it's the community that is not a fan of Governor Bush. And I had to walk around and have all these community meetings with people who look like me, and I'm calling the governor's name to all of these folks who are not fans of the governor. And I can tell you, as a young professional learning as I'm going along, standing in front of an audience, and I think I'm bringing resources to the community, I'm being called the nastiest, most insulting names ever. I think a lot of that would have broken many, many people. But it came down to really listening to folks and understanding what is their underlying issue? What is it that they would like to have? Rather than me saying, listen to what I'm bringing, it's finding out what is the need of the community? What are the needs within the individuals of the community? And an example of that was one of the projects that I was bringing to the public's attention. And I couldn't understand why, why am I getting pushback on this? It was essentially for roof replacement. And people were cursing the project. And by the time we met with some community leaders, literally on their front porch, just talking about what the underlying issue is, we're trying to move away from politics and get into the heart and soul of the need, we ended up making it having a very popular project, retrofitting or replacing the 32 roofs in that community. And this was along the Systrom corridor. And because Systrom was the major line, lifeline within that community, it also spoke to my learning a lot about the importance of transportation to and within communities. Other issues there, which the community was very vocal about, which has left an imprint on me, which I bring to every professional issue that I face going forward. You know, you see it firsthand where improvements, quote unquote, improvements are made in the community, but they are made where the residents of the community feel the impacts, they pay the social price of these improvements, but they're really to benefit traffic that's passing through. So the folks who live out west, they get to fly through Systrom Boulevard, go to their places of employment, nice restaurants downtown, and fly back home. And the people in the community have to deal with the fast traffics, the unreasonable signal timing, in many, many cases unsafe pedestrian environment. So working with the city, working with the governor's office at the time, work with developers, elected officials, Systrom is what it is today. When you take a look at it, there are numerous arrests that I was a part of going back to those days. And it's gratifying to see a lot of it come to life. Thanks, Jeremy. Brent, you've got something to add, please. Yes, thank you. I just wanted to share, sometimes your stakeholders, in addition to the public, can be, you know, complex issues with agencies you have to deal with. One of the examples I just wanted to bring up was, when I had experience managing the Miramar Midtown Park and Ride lot, in the early stages of the design, the lot was proposed on property that was owned by the city of Miramar, and also had a large FPL transmission easement over it. You know, when we first met with FPL, they were saying things like, are you guys crazy? You know, why are you putting a park and ride lot here? But just having a plan, showing them the benefit, and also showing successes. FPL probably didn't realize in this region, we already had park and ride lots on the power lines and other easements, and that was safely designed and built. Another complex issue was the lot was right next to Miramar Commons Plaza, and one of the most sensible ways for the traveling public to get in and out from the parking lot was through their property. We were able to work out a deal with them, showing them that, hey, it's a mutually beneficial relationship having that access. We also were able to offer them some reserved parking spots in the parking lot in exchange for having that access through their property. So I just want to show that, you know, we, once you have, as Peter said, that main common gold vision in, and you're able to gather and build consensus amongst all these stakeholders, you know, it can work out a great success. If I could add to that, I'm sorry, go ahead, Mike. Yeah, sorry about that. Yeah, if I could add to that, you know, definitely, you know, we've done work in multiple BMSDs or the, you know, municipal service districts for Broward County, and, you know, as part of that is, you know, is leveraging, you know, funds to help improve conditions in those neighborhoods. In particular, in this case, it was flooding. Those projects that we did the studies for are actually currently underway in construction, and what that allows us to do is by, you know, working with those communities to help them understand that, you know, we're not going to be doing improvements in front of their house, but we are improving the conditions within the neighborhood that will allow also Broward County Transit Services, TOPS, and other micro-mobility services to better access those communities. You know, all these things are kind of interconnected, so we had successful public meetings to be able to communicate that to the residents, but also to the commissioners and other stakeholders within the community of businesses that are periphery to them, so that they understand that we, you know, that the improvements will help everybody, so, you know, literally rising ties with all those. You know, one thing I'd like to mention is that some of us, a lot of us, a lot of us at CTS, we've not, I've worked for the county. We've also, a lot of us have worked for DOT, so we're used to working with these large agencies and with their structured processes for work programs and also working across the different counties as well. And if I could just really quickly add, as I mentioned before regarding challenges that we had to face and how how we overcame them, social media, again, it's not because it's a cool tool and then it's fun and all that, especially tools like Facebook, where most of the people are older than myself now. We have a contract with the DOT that has a fairly significant outreach component to it, and at the time there were no official guidelines on how to use social media on behalf of FDOT. And at the start of that contract, I had a meeting with the PIO and the public involvement officer said to me, I can't tell you not to be on social media because we know it works, but there are no guidelines for it. And if what you do backfires, you're going to go down on your own. Literally, as a consultant, she said, you're going to take a fall for it. So do it at your own discretion. This was eight years ago, and I can tell you they just came out with official social media standards January 2026. We have been very aggressive on social media to the point where we've assisted our partners, like Broad County Transit, like PalmTrend, SFRTA. And I'd like to think the campaigns that we have launched have become the models for how some of our transportation provider partners are now on social media. Thank you. My last question. Please describe your methodology for coordinating interdisciplinary teams, such as planners, engineers, environmental specialists, IT professionals, and the public engagement staff to produce unified and integrated work products. Thank you. Great question. Thank you. And so I think our methods for coordinating is pretty consistent with our slide that covered project management, which I can pull up and share. So it starts with the foundation of a management plan that everybody is, you know, in on at the ground floor. And then secondly, we have got these tools, these cloud-based accessible tools where all these different disciplines are going to be accessing the same baseline information. So we don't have to be concerned that different people are playing off different playbooks. And then we've got all the real-time communication tools such as SharePoint and Monday.com and Teams that ensures that, you know, folks are looking at the latest and the current version of whatever it is we're trying to build off of. So there's no working backwards. And I think, you know, foundational to all of that is a very open communication system. Obviously, these electronic tools are very valuable and important. They're actually critical, but they don't completely replace picking up the telephone. A whole lot of information can be effectively shared traditionally. I mean, Teams meetings like this are great ideas. You know, another thing is that we know each other. The folks on this team have worked together on and delivered successfully on complex interdisciplinary projects before. And we have redundancy. You see slide number nine with the organization charts. We have every single technical, the tasks or assignment potentially coming from this contract. We do have redundancies from the team. We carefully selected this team based on their availabilities and based on their technical strengths. And, you know, Ghana Fleming, for example, they are part of our existing team. We carry them over and, you know, keep them in the team and pursue this one again. Because we have done this together and we know they understand the county's, the ECT's requirements, the process. And that's why we build this team. And this is how we address, ensure that the multidisciplinary team that functions as one from our perspective. Thanks. All right. Thank you. All right. Good afternoon. Dr. Natasha. Thank you, Madam facilitator. I got a couple of clarification questions and then we'll get to the question. On slide 2A, other stakeholder coordination strategies. You mentioned the, was there a stakeholder meeting that was needed for cargo birth improvement for Port Miami? Maybe you can just clarify that one for me. Because you provided as an example. Yes. This is Christina Morrow. Okay. I worked as the interim Seaport coordinator for FDOT District 4 for an interim period when the district Seaport coordinator had left to another job. So I had worked in that position as in-house FDOT. For the cargo birth improvements, the coordination was, it was a stakeholder coordination throughout that grant, where we were setting up the parameters for the funding percentages. I was working back and forth with Justin Holliver at the county. So there was some coordination for that grant to make sure we had the correct percentages. I know that was a top priority for the port for, as part of the receiving grant funding for the Resilient Florida Grant Awards. So you, so that's not a CTS project. It was just someone who worked for CTS now who did the project. Is that correct? Because it was mentioned as a strategy that was done. So I guess I'm, I'm seeing it as it's a project that CTS was doing, but it's actually an individual who used to work for DOT who's now with CTS? My capacity as a CTS consultant, I was working in-house as a Seaport coordinator. Yes. And if I, if I may, if I may, you, you said the stakeholder coordination strategy. So what strategy was applied for that particular project? So this, the example of this is the strategy of applying the process of coordinating that grant, making sure all of the correct information for the percentages of the match for the state. There was actually some issues with that and we got those corrected and, you know, in terms of before getting that executed and having that sent over to the port. Some of the contract documents, like the indemnification. So some of the grant administrative type of processes, we're making sure all of that was correct in, in, in the grant so it could be implemented. All right. Thank you. A couple of follow-up. In past performance, I see here also there is a Port of the Glades master plan traffic study as a related transit planning. Can you clarify that one too, please? Yeah, this is Yang Huan Wu. Hi, Dr. Hsien Da. I remember that when we were helping the Vermello, that was to update the 2035 master plan, 2038 master plan. So we provided travel, traffic studies for that project. I was project manager. We worked closely looking at different alternatives, looking at future demand and looking at how different improvements can be incorporated. As a part of that project, we also looked at the possible transit options to bring people to the port. And even though we didn't specifically model and, you know, estimate the travel demand for those locations, but we understood at the time, you know, this was going to be a bigger, this was going to be a bigger part of it. And the reason that we didn't have, we didn't do that at the time because we didn't have enough time and we didn't have enough data as well, but we did consider how to, you know, incorporate all the transit options to mitigate traffic congestion on and around the port. Okay, 2018. Okay, the 2018 master plan. Yeah, yeah, yeah. Okay. All right. Thanks for the clarification. So we are, as you know, we are among a, the tri-county area. So we have a lot of cross, cross travel between, you have individuals who live in, you know, West Palm Beach, but who may work in Monroe, those who live in Miami-Dade County, but who may work in Broward County, those who from Broward County who may go to Miami-Dade County for recreation. So the question, and I don't know, I didn't see that in the presentation. So describe your firm's experience managing transportation planning and other multi-county metropolitan regions that are similar to Broward County, Miami-Dade County, and Palm Beach corridor, where there's a high volume of cross county travel, or work, living, education, and recreation. Let me begin just by talking about the data first, because yeah, you're right, Dr. Ishandel, there is a lot of inter-county travel. We actually have seen this based on the current CTPP data, based on the EHD data from census products. So people, you know, counting lines don't mean anything when it comes to travel. So the first thing we understand is to look at those cross-county trips from, you know, from within the three counties, and see the mode of transportation, time of departure, and arrival, and we put those information into our tool, so that we can predict the travel patterns, or we can hand it over to our planning team, so they can take from there and look at the possible alternatives. Okay, all right, and then my last question, Madam Facilitator, and to the CS. I'm good, I'm good, I'm good. My last question is, I didn't see it in your presentation once again, is can you explain or discuss two current federal policies or state policies that your firm believes will have the greatest impact on the tri-county region and describe your strategy for adapting to these changes? That was one of the questions, and unless you answered that, I didn't see it where in the presentation. Yes, this, if you can see my screen, was our response to that question. Slide 13. Okay, what are the two federal policies? What are they? Maybe I'm not seeing it. What slide? We chose one federal and one state. So the first one shown there is FTA's Small Starts Program. That, that was our first policy, and the second was FTA's Central Office New Starts Transit Funding Program. Those are the two policies we chose, and we've got a number of additional examples shown in the box below. All right. So then, thank you for that. So then, explain to me, maybe because I didn't quite hear, perhaps, how you believe, or the firm believe, why these policies will have the greatest impact on the tri-county region and why. Okay. Well, I'm focusing on this contract. The first one, you know, FTA's New Starts Program is very highly competitive, but it's got multiple moving parts. One of those is the Small Starts Program, which is for small, rapidly deployed projects. And the change that happened last year was this increase in the cap of the total project cost from 300 to 400 million. And so that puts two of our highest performing corridors, which are in the Prima Plan, into the eligibility category for small starts. And so we think that that really helps us and the region. The 441 corridor, obviously, is inter-county, connects to Miami-Dade in the south and Palm Beach in the north. The second one happens to be our east-west corridor, but our highest ridership, east-west corridor. And then the DOT one, I'd said, that was less of a good news story. That's a bad news story, unfortunately, because they pulled out their funding for the state New Starts process. But the sort of positive spin on that is that our surtax funding allows us to leverage our money for other federal funding sources other than the New Starts or the Small Starts programs. Thank you for your time. Madam Facilitator, I have no more questions. Thank you. Dr. Yacinth. Mr. DeSalle, do you have any questions? Yeah, just one question with two parts. So one, in your experience in working in this tri-county area, Broward County and the various municipalities, what do you see as, you know, Broward County's sort of demands needs within the next five, ten years, you know, with regard to, you know, land use and transportation? And why is your firm a best position to provide those services or help with that visioning? That's a good question because, you know, coming out of the pandemic, transportation trends have been very much sort of upset in the long-term trend. And so I think we are, in the last couple of years, getting back to a point where typical historical trends are returning and much more familiar to us. And so one of the things that I think puts our firm in the best position to assist and support the county in this is our work on the regional travel demand model, which Serpentown, which I'll ask to speak about. Yeah, we, we, let me, hold on, let me turn on the radio. Yeah, we do see a lot of changes in Broward County in terms of both population employment in the future travel pattern that was heavily impacted by pandemic. And also we have limited, really limited space and options to really build more highway projects. So we really have to focus on transit and getting people out of cars and moving transit space. And we have the tools that help us understand, you know, not only what happened before, but also what's going to happen in the future. And so I'm going to take, you know, one example on the, on the highway side, you know, based on the travel counts that we have seen so far, we've noticed a significant change in terms of peaking characteristics. In addition to the two traditional EMPM peaks we're looking at now, a third peak during the, during the midday times, people, a lot of people work from home, they, now they have that habit of moving their locations to different places. It's changing our travel pattern in the future. So we, we need to take those changes into consideration as well. On the, on the, on the highway, on the transit side, also in terms of transit ridership, you know, we've been, you know, we, I, I actually been involved in SFRTA in the trial for, for many, many years. The ridership has, you know, fluctuated from 9,000 to 14,000. Now, you know, with all these expressly, expressly facilities being built with all the gas prices now fluctuating. So we've seen up and downs. And in the past, so we, we've also, based on our survey, and we did, we did a lot of facility, and we discovered, for example, a second parking, you know, phenomena. People would take their car, parking in their origin location, then another car on their, on their destination side, they'll take the car to go to their places. So, so these are the things that we, we understand, we anticipate, and we've seen, and we have the tools to deal with. And we can provide a good foundation for, you know, planning and engineering firm to develop their, you know, possible alternatives. Thank you. I just want to quickly add that part of the Serpent and development, we just met with the borrower NPO, Miami-Dade TPO, and Palm Beach NPO, and talking about some, you know, the potential land use assumptions. And we are going to, next step is reaching out to the county and getting the assumptions for 2050, and building the land use assumptions into the social economic data, applying that to the model, and that will be the next step. And we see the patterns change, right? We see, you know, autonomous vehicle, electric vehicle, and that's definitely changing the people's travel pattern, the TCN that, you know, potentially change those first last miles, their connections. Also, we saw the, the last couple of years, you know, we saw the, the, the gas price, you know, up and down, as we mentioned earlier, that could have some potential short-term impacts on the travel distance and on the traffic pattern, as well as, you know, even the, the snowbirds, the travel pattern might be impacted by the, you know, the inter-country relationship. So, those are the things that, you know, the model, we hope that, you know, we can consider those factors into our model development, and utilize the full, the data-driven methodology, and, you know, for making any decisions or, you know, recommendations for our portal studies, or transit to development plans. Thank you. Go ahead, Mr. Torniz. Yes. Yeah, yes, Richard Torniz, I have one question. Actually, you mentioned something during your presentation, was the constructability through all phases of your work. So, basically, you look at constructability through all phases. That was good to hear, of course. It's important to be able to build something or get something in operation, you know, without, you know, any problems or delays. Can you expand on that? Further? And how you do that? How you incorporate the constructability through all phases? I will start very briefly, because that's not my strongest suit. But I've been involved in a lot of transit plans, where constructability became an issue late in the game. And in subsequent projects, it became, you know, a very important consideration throughout, from start to finish. And I always thought that made sense. And so I think what what gives our team great strength in this is you've got a lot of engineers, design engineers, and construction expression engineers, who work hand in hand with us on a daily basis. And so we involve them from the outset on projects. Yeah, Peter or Mike, do you want to elaborate? So I know that we have some good examples of those that we have on slide 29. That's, you know, for the two parking rights. And so those are the construction coordination. Yeah. Thanks. Thanks, Adam. And thanks, Richard. Yeah, we definitely look at constructability, even from the early planning stages. I think Bonnie mentioned the Rock County intersection improvements that they were looking at. One thing our team does, you know, we and the final designers, you know, help from the planning stages look at any big payroll flows. You know, there's any, you know, early on, you could identify there's going to be major right-of-way impacts, or even utility conflicts, you know, or even permitting, permitting issues that, you know, you're up against the canal owned by, you know, water agency and you don't want to widen, but you have to tie it on. So we definitely look and identify those challenges early on so that, you know, they can be addressed well before they get to construction on stage. And I'll just add, in addition to not only during construction, but, you know, you have the impacts during construction, right? So not only thinking about the ultimate impacts and the constructability of the final vision, but also impacts during construction and how do you mitigate for those? You know, how do you keep bus stops in operation while you're widening the road? And we've got that experience on numerous projects coordinating with VCT on temporary locations to make sure that transit operations are not effective or minimally effective. And as a transit planner and a former FDOT transit planner, and actually I don't think it's a secret that FDOT is heavy on the design and build side. So you get very sensitive to these things. You don't want to present plans to the engineers and have them tear apart. So that's why here at CTS we always incorporate the designers into the planning phase. It's probably more important now than ever before that from the state side, they are expediting or compressing, I should say, the PD&E phase. So a lot of what we would wait until the PD&E phase historically to do, you probably have to have established during the planning phase, at least some degree, a concept of what you may want to construct going forward. That's also the time to find out as well, is there a maintenance agreement that's required and what are the chances of getting that thing signed? We don't want to have monies programmed in the construction phase and knowing that there is no maintenance agreement or a possibility of a maintenance agreement. Now those funds are going to be called to question. Yeah, well, thank you. You fully answered my question. Oh, no, thank you. No, it definitely answered my question. I appreciate it. Thank you. Okay, thank you. Are there any questions, other questions from the evaluation committee? Project Manager? I have no questions. Thank you. Hearing none. CTS Engineering, thank you very much for your time this afternoon. Thank you. Thank you. Thank you. The third presenter, CTS Engineering, has now completed their presentation and answered all questions. As the team is leaving the meeting, will the purchasing staff invite the fourth presenter, CDM Smith, to join a closed portion of the meeting for their presentation. Good afternoon, everyone. Good afternoon, CDM Smith. Thank you for joining. Can you hear me? Yep. Thank you. Okay. I didn't know you were done. Sorry. All right. No problem. As your team members join, please review the meeting attendees on the team participants panel, and then also review to ensure only your team members are present, and county staff. County staff is displayed on the screen, so you can verify that against the list. Okay. Yeah, I've been doing my homework. We're good to go. Okay. And can you identify which member of your team should be designated as the presenters to share their screen during your presentation? Yes, it will be Chloe 3. Okay. And for the record, please affirm that there are no other individuals. I think you already said that, but if you can, just no other individuals are in there, but members of your team, correct? There are no other individuals here, but members of our team. That is correct. Perfect. Your team will now have five minutes to set up. Purchasing staff, please start the five-minute timer, and CDM Smith, let me know when you're ready to begin. Okay. Are we good, Chloe? Mark, can you hear me? I just want to confirm. I can hear you. Yeah. All right. Thank you. Are we ready to start, Chloe? Yes, sir. Okay. We're ready to start the clock when you're ready. Great. Purchasing agent, please start the 20-minute timer for CDM Smith's presentation. Thank you. Okay. Well, first of all, I want to thank you for allowing us to present today. BCT has a lot of things they want to accomplish quickly, so let's get right into it. We received the list of questions for this presentation to answer with myself, the PM, addressing most of them. So let me tell you a little bit about myself. I'm a lifelong Broward County resident working on managing transit projects for over 40 years. I consider myself a planner engineer, having managed transit projects from early planning through revenue service. My transit experience covers bus, heavy rail, heavy commuter rail, light rail projects beginning with planning, designing, and constructing of the original tri-rail system, managing the wave streetcar project, and multiple extensions of metro rail, just to name a few. All right. For questions one and two, you asked us to provide our experience as applies to the scope and provide two or three examples. Well, first of all, to move your vision forward, we can't treat this as an ordinary GPC since it's not a pure planning project. It covers well beyond the 50,000-foot level of knowledge required for your typical planner to address. It really takes a team of well-versed in transit that can deep dive into the required buckets of knowledge. That's why our team includes not only expert planners, but expert operators of transit systems that can think like the passenger to improve ridership, like including Chris Walton, whom I'm sure you all know, and Derek Gordon, who was responsible for operations of Miami-Dade's bus transit system. This wealth of local knowledge is available to your team under this contract. We also bring readily available roster of subject matter experts in funding and grants, IT, community engagement to handle all of your tasks, whether big or small. So I'm going to have Jeff and Shane quickly discuss a couple of projects that align with the work under this contract. Our long-standing general planning and engineering contracts with the Chicago Transit Authority closely mirrored how BTC intends to use this GPC, the type of service that CDM-Smith can provide, and the type of relationship we hope to build with the county in the long run. Under our CTA contracts, we've provided comprehensive on-call planning services across virtually every discipline anticipated in Broward's scope, including corridor and system planning, bus priority, environmental documentation, public engagement, grant support, economic development, and implementation-ready technical studies. CTA uses our team to support a wide range of planning needs on a task-ordered basis, often responding quickly to emerging priorities and policy direction, and we can do the same for BCT. The same collaborative team delivering the work for CTA will leverage the tools, workflows, and lessons learned from CTA to support the county from day one. Our CTA experience demonstrates not just that we can do individual planning tasks, but that we can sustain a flexible agency-wide general planning partnership, which is precisely what the county is seeking through this GPC. For TXTOF's statewide multimodal transit plan, we engaged communities across Texas's diverse regions and analyzed funding, technology, and service needs. Our work identified clear opportunities to improve connectivity, modernize transit technology, and address critical funding gaps, providing a roadmap that aligns future investments with long-term statewide mobility goals. All right, thank you, Shane. And lastly, I'm showing here a relevant project that addresses FTA and NEPA Environmental Services. All right, let's go on to question three. Since this project requires coordination with stakeholders, including municipalities, FDOT, the MPO, community stakeholders, and the public, what are some of the successful strategies that we used in the past? Well, Broward County covers 31 different municipalities, so we're dealing with many different stakeholders with differing goals. How do we bring them together for a common goal? We truly believe that using a tiered engagement process and approach to communicating with each stakeholder by customizing their public involvement program for each one. Look, there's no magic pill or technology to accomplish this on its own, but to do this effectively, it really requires early and often communication and sometimes customizing the message to each group. One of the core values of CDM-Smith is listen, think, and deliver. This really applies to a successful public engagement program. What's also important is that the departments within the county are also communicating and sending the same message. We're currently managing the two largest transit projects in Broward County, so we're actively engaged with the port, the airport, public works on these projects, so this effectively allows us to work with these departments without a learning curve. We need to send similar messages for all BCT projects via similar methodologies, so not to confuse the public and the other stakeholders. CDM-Smith and our team have worked extensively in the past with the MPO and FDOT, and look, we're totally familiar and up to date with their standards and design criteria, but CDM-Smith has made the commitment to solely represent Broward County. CDM-Smith is uniquely positioned to assist BCT since we don't have any prime contracts with FDOT District 4 or the MPO, which sometimes sends a conflicting message of representing both the county and the district. Question 4. Present any innovative tools, approaches, and methodologies your firm can provide to help BCT's efficiency. As you can see on this slide, we can provide dashboards using Power BI. Also, part of our CDM-Smith team is our Trinix division. They provide digital solutions for infrastructure clients providing AI-powered platforms for data analytics and to manage infrastructure assets. We also utilize SkyWave drones for data collection and for AI machine learning. CDM-Smith is your team to bring BCT into the new age of technology. Okay, question 5. Explain your firm's ability to adapt to changing environments specifically to the South Florida region. All right, I'm going to try to answer this question two ways, one from a political and the other from an environmental change perspective. For political change, it usually means managing turmoil. Which could consist of changes to management or leadership. This can create internal conflict and conflict with stakeholders. So how do we handle this? What's our plan? So using a logical and systematic approach by getting info out early, build and capitalize on existing relationships, listen to people, and quickly address misinformation by combating bad information with good early communication and fact checking. Always make stakeholders feel heard. Take their questions seriously and try to make them feel part of the final decision making process. Engage stakeholders early. Also, we don't want to be set against change. We want to be flexible and ready to pivot if necessary. We always want to keep the project moving forward because as we all know, more time increase the cost of the projects. Now from a climate perspective, we need to be on top of resiliency and sea level rise, especially in the port and other areas prone to flooding and wind damage within the county. CDM Smith is an industry leader in stormwater master planning, having prepared the City of Hollywood, Fort Lauderdale Airport, Parkland, and the City of Miami Beach's stormwater master plans and are experts in planning and designing resilient infrastructure. We also have staff trained in FEMA procedure if requested by the county. Question six. Identify your firm's experience within the Broward County region. Our team members experience within the Broward region include tri-rail from inception through five segments of double tracking along the South Florida rail corridor. We're currently managing the Broward commuter rail north and south projects. We're also managing the airport seaport connector PD&E project for Broward. We've done extensive work for Fort Lauderdale, City of Hollywood, City of Hollindale, Deerfield Beach, Pompano Beach, Sunrise, and Parkland. Question seven. You asked us to describe our firm's experience managing transportation projects across multiple high volume counties. We have vast experience in managing transportation planning projects crossing many counties. We've done studies on how to optimize bus service within the I-95 managed lanes corridor crossing multiple counties. We're the general and traffic earnings consultant for the Central Florida Expressway that covers the five largest Central Florida urbanized counties. We're the managed lanes consultant for the Florida Turnpike with focus in the South Florida managed lanes system. We have also served as SDOT's central office freight, transit, and seaport consultant to cover the entire state of Florida. We're currently serving as FDOT's strategic intermodal systems planning consultant as well as just completing the 2055 statewide transportation master plan covering the entire state of Florida. We also have active contracts in Florida with Miami-Dade, Lynx, Hart, PSTA, Palm Tran, and Lee County. Finally, we have a robust travel demand modeling group that is experienced with every regional demand model in the state including SERPM. All right on to question eight. Identify the main team members who will be responsible for leading each component of the GPC agreement and their specific availability. We've identified in this slide the main team members who lead each major area specified the scope and they're on this call. The majority of these team members are totally based to serve BCT as needed or locally based. I'm sorry. As I mentioned before, we're fully committed to BCT. I know many of the TRC members have interacted with both Odalis and Tom Williams from CDM Smith who work on site at BCT. I believe they're both great examples of the quality of staff we're able to provide BCT either as a supplement to your own staff or to assist in areas to execute task work orders under this contract. Also the staff shown in the org chart are available to assist. It's much more efficient and cost effective to utilize our own local staff than having a large team with multi layers of subconsultant and honestly a bunch of names that will probably never work on this contract. I have to also highlight our excellent subconsultant team members that can assist the county in the various tasks that include HASTA scheduling whether in-house or remotely, service planning, fleet and vehicle management, public involvement and website development, and onboard and customer surveys just to name a few. Most importantly, I'm fully available for this job and I'm here to support Broward County Transit. I'm less than a mile from your office and I know you get last minute requests from both your commission and possibly stakeholders, so I'm here for you to be immediately responsive to those requests. We'll always be here in times of crisis like hurricanes, floods, power outage to offer you innovative solutions. Question nine, identify two current federal state or local policies that your firm believes will have the greatest impact on the Tri-County region and describe your strategy for adopting these. All right, this is one of my favorite questions to answer since it had it could have the greatest impact on BCT. The first one is FDOT funding and the potential impacts if property taxes in the state are eliminated. The state of Florida has already reduced Tri-Rail's funding by $42 million to $15 million. They pulled funding from Miami-Dade's Northeast Corridor project also. This has been a real eye-opener to local transit funding. Trying to find the pots of money that are typically available from FDOT have become more elusive. In order to get FDOT funding, we need to explore how we how our transit projects are a benefit to FDOT's SIS network. This requires our team to be even more created into tapping into the non-traditional grant options like TOD, joint development, TIF, economic development, and even affordable housing. The second greatest impact could be the operating agreement execution along the Broward commuter rail and the potential loss of adequate funding to Tri-Rail that currently puts them out of operation by July 2027. This creates a lot of complexities for the future of fixed rail transit in Florida. It can create some positive and negatives for BCT. The last thing we want right now is fixed rail transit to be perceived as a failure here in South Florida, especially being a significant portion of the PRIMO plan. But our team has ideas on how it could provide opportunities along the South Florida rail corridor to allow Broward commuter rail operate and expand north while avoiding the new river bridge crossing. With the potential of less funding available, we need to adapt the future planning and engineering to potentially prepare for less grant funding and potentially revisit other transit options. As an example, in the event that the South Florida rail corridor opens for new commuter service, we could revisit the old Central Broward East-West Transit Study and look at parts of Phase 3 that could utilize Griffin Road as a rail connection for BCR South to access the South Florida rail corridor. We could potentially save BCT over a billion dollars by bypassing the new river crossing that's been holding up the FEC corridor expansion for almost 30 years now. Meanwhile, downtown Fort Lauderdale could still be served by a light rail connection from the Broward Convention Center, ultimately connecting at a transfer station at Broward Boulevard and I-95. All right, question 10. Explain your firm's approach to tracking KPIs and overall project success. Our approach to tracking performance and success begins with communication and coordination with BCT. Through our monthly progress meetings and progress reports, apply the status of each work order by each discipline involved. These meetings will indicate our statuses at rates to schedule milestones versus budget remaining. Any deviation from the schedule or budget will be accompanied by a recovery plan to ensure all performance indicators are met by adjusting resources if necessary. At no time will BCT ever be blindsided by an issue due to lack of communication by our team. All scopes of work developed will include a schedule and work plan that identifies the upfront staffing required. Now, depending on the type of work involved, we can develop a risk log that can address the potential of budget and schedule risks for each phase of the work all the way into construction. This will assist in avoiding scope creep or budget deviation. Thus, the overall project success will be defined by minimize or mitigating risks while completing each task work order on time and on budget. Question 11. You asked us to describe our approach to successful public engagement within a diverse county, specifically targeting historical unrepresented populations in innovative ways. So, over the last 40 years, basically all of my projects down here have involved dealing with diverse underrepresented communities. Our plan is based on having multiple ways of communication available so that old and young have opportunities to participate. Some members of the community only utilize online social media like Facebook where others like to attend in person. We've also used visualization tools like virtual reality in displaying different alternatives because some people have difficulty visualizing static displays like maps and renderings. We've also found that non-traditional meeting places and also pop-up meetings work good since many will only attend in their own comfort places. Finally, our team is also fluent in providing multi-language engagement that includes Spanish, Portuguese, and Creole. Question 12. We'll describe how we can use AI or advanced data analytics to improve traffic and transit forecasting. CDM-Smith has used AI-based computer vision to perform video analytics on large quantities of data. We use this information for analysis of traffic and transit operations by extracting video data for transit model calibration. We also use this type of analysis for parking demand at various locations. It can also be used for rail crossing safety at various locations, and we also use machine learning to determine customer behavior on transit facilities. On the next slide is an example of our Power BI dashboard for visualization used at traffic data at Serengeti National Park. This visualization provides large-scale traffic demand, pattern analysis, ODs analysis, analysis as onboard units demand for better traffic management. This type of dashboard with AI video could also be used for, let's say, railroad safety analysis. So imagine the upper left being replaced with crossings at Hollywood Boulevard, Sheridan Street, and Sterling Road. You could click on each crossing location, and using AI it would provide analytics, a number of vehicles, bicycles, and pedestrians, and how many waited at the gates, went around the gates, stopped on the tracks, queuing times, etc. This data could be used to fortify and reduce train conflicts for a much safer rail crossing. This is the last question about lessons learned. So I've been fortunate enough to be on transit projects from inception to construction like TriRail, the extension of Metrorail, and others. Some of the lessons learned include identifying utility impacts before the project goes to construction. Spend the money up front for identification because it's going to cost 10 times more if found during construction. Have completed right-of-way evaluation and have all right-of-way acquisition, including temporary construction easements completed in advance of construction. You know, it's usually the little things that get missed like FP&L connections, train or signal control houses, pole locations. Missing items like this can have a huge impact and meeting revenue service dates for transit projects. Always think and always think about funding strategies along the way. You want to be vigilant with your PI process from inception through construction. Always think ahead when changes could occur to policy, rules, laws and even administration. You want to watch for scope creep. Some of the municipalities have been putting, when putting a transit project in their city opens up, think it opens up their checkbook for unlimited sidewalk, drainage and pavement improvements. The team have to be disciplined to control these costs to stay within budget. Most of all, we have to strive to build to a gold standard. Sometimes anything less will hurt you down the road with safety, public trust and disappointment by the end user. In closing, our team is here for you, essentially right down the street to assist Broward County Transit, whether for planning or operations for any other tasks, large or small. We're committed to serving Broward County first and foremost. We appreciate your time and we're here to answer any questions about our presentation. Thank you. Thank you very much CDM Smith for your presentation. Are there any questions from the evaluation committee members? Please state your name before proceeding with your question. Afternoon. Thank you for the presentation. This is Kurt Petgrave. Can you just touch on what tools you utilize in the planning stage to identify environmental issues or potential community impacts to the surrounding community? Yeah. I know one of the tools we use for environmental issues is our SkyWave drone technology. So, I have Zubair from our team and maybe he can address kind of what that particular tool does. Sure. What I think from the environmental perspective, we have a full group which deals with environmental resilience issues at early stages of the project. And they have built a full machine learning and data driven software tool built internally to address potential environmental issues at early stages of the project. Yeah. Also, we've used some of the desktop databases, GIS. We have a whole GIS team in our Boca Raton office. It's actually strictly GIS. It's a whole team and we're, you know, really familiar on how to access all the different databases. And, I don't know, Dallas, if you want to add anything also. You're on mute if you're trying to add anything. Maybe she doesn't. Okay. All right. I guess on to the next question. No problem. Thank you. Can you just speak to your experience dealing with NEPA? Yeah. So, my, I tell you my experience, my experience dealing with NEPA really starts in 1989. I was lucky enough to work on the, actually, the first PD&E DOT ever did. It was over in District 6 in the Florida Keys. So, I've been through the process where we've analyzed the social, the physical, and all the other impacts required with NEPA. I've been involved all the way in transit, too, from the categorical exclusion, preliminary engineering, and the EIS phase of each project. I also worked on the Beach Corridor project, which was an EIS project for Miami-Tade. And I'm going to allow anybody on the team, if you want to, Jenny, I guess you want to chime in a little bit on NEPA? Thanks for the opportunity. As a planning firm, we have kind of an interesting characteristic where a lot of us span both transit, transportation planning, as well as NEPA. And we typically stay involved in project development through construction. This team is based all across the Southeast. We have extensive experience in preparing all levels of environmental documentation from health, planning and environmental linkages documents, which give you a really robust feasibility study, planning tool, all the way through CEs, EAs, EISs, and so on. And that spans all federal agencies. We work with the core, federal transit, federal highways. We've even done merger documents, where we do it in conjunction with multiple federal agencies at the same time. Thank you. One last question. Can you speak to the team's experience with safety and security certifications on projects? Yeah, in fact, we're actually doing it right now on the South Day Transit Operations Center. I think, Jimmy, you're on the call if you want to address that. I'd appreciate that. Yes. Good afternoon. Happy to do it. So we've been heavily involved, particularly down in South Dade with the bus facility, looking at all the safety concerns related to the facility itself. But beyond the facility, I've also been involved with looking at safety issues and even threats and vulnerabilities that are related to security on the corridor, whether it's a station or a particular bus facility, and trying to look for vulnerabilities and points of interest or weakness that need to be mitigated or addressed, the threats so we can minimize any concern on the facility. So we have a group of fellows, Chris Lee. I know Christopher Walton has been assisting us as well as Derek Gordon and assessing, you know, particularly down here for the bus facility, all the items pertaining to safety and security. Obviously, we followed the guidelines from the FTA and we look at any potential issues with the facility with regards to safety concerns and also any security vulnerability areas that will need to be addressed or or mitigated before revenue service. And we understand the importance of having a safety and security certification prior to revenue service. Thank you. Also, Peng, did you want to? Okay. No, go ahead. Also, yeah, Peng, I think you wanted to add something else as well. Yeah, sure. I don't have counts of how many road safety professionals we have, but I myself is one of them. So we believe we have quite a few of them on the team in our charge. And I also want to mention that the safety is kind of in the center of everything, all the projects we're doing. And, you know, we're using a FHWA safe system approach with their six guiding principles and five key elements. The five key elements are safe road users, safe vehicle and speed and safe roads, and a post crash care. These are, these really defines the steps and components that we can work on. So that's what I want to add. Yeah. And to add to that, we have several members on the team that are certified by the TSI, FTA, you know, and TSSP and all the areas for safety certification. So myself, Bianca, and a few other folks. So that area is covered. Yeah. I also want to add one final thing. Our safety people are here local. So, you know, I've dealt on projects, other projects where they weren't local. And a lot of times the time for them to come here and respond is kind of a disadvantage. So I think that's real benefit having our people here. Thank you. This is J.B. And I have a few questions. You sort of touched upon a couple of them during your presentation. So make your answer brief and just focus on the, you know, most important points. The first question I have is how do you ensure that your team can pivot quickly due to changing priorities, timelines, or stakeholder needs? I'm sorry. Can you repeat it one more time? Yes. How, as a PM, how do you ensure your team can pivot quickly to changing priorities, timelines, and stakeholder needs? Yeah. I mean, it's a great question. So I like to anticipate, hopefully, I'm one or two steps ahead. So if we can, if we can be ahead of the game, yeah, the pivoting is a lot easier. We can prepare better. Times, sometimes in, I mean, you know, working for the government, you get blindsided by some of your stakeholders. So the best way for us to do it is to regroup as a team. And we got a lot of smart people here on this call. And go back and come up with a resolution on how to, you know, talk to the stakeholder, find out what they're really trying to accomplish and see if it's even doable. If it's not doable, we have to be honest with them and tell them it can't be done. The whole thing, I honestly feel you have to be straightforward and honest. You can't hide things. And if it can be done, we'll try to do it. We have the right people to do it. And it's just putting your nose to the grindstone and coming up with a solution, depending what, you know, whatever the problem is. You know, we're in that business. That's what we do. You know, if something's a policy change too, we can, a lot of times we can be ahead of the game. But, you know, sometimes it's not. So it's just being, trying to be one or two steps ahead of everybody else. Thank you. My next question is, how does your team navigate complex or sensitive stakeholder issues? If you're using past projects as examples, please let me know the outcome. Yeah. I'm going to let one of my PI people actually answer that since they're probably a little better. I have some ideas, but I guess, Jeff, you want to try to answer that? Sure. I suspect that several of us have ideas, ideas for what to add. One thing that I found that's really important for a lot of my projects is to build relationships early with the community, with stakeholders, so that you have that sense of trust as part of the outreach process, so that when difficult decisions need to be made or difficult news needs to be, you know, kind of presented later, that you, you know, it's coming from a face that they recognize and they feel is like, is, is part of, you know, engaged in the community, interested in the community success, understands where they're coming from and has, you know, has their best interest in mind. So, yeah, building relationships early. That's a, that's a key one for me and has developed a lot of success on projects. Yeah. I'm like, I can give you one example too. When I, you know, I was the PM on the wave street car and there was a tremendous amount of public involvement done up front. The downtown development authority was a part of that. The city of Fort Lauderdale was, was part of that, but things happened, things changed. DOT ended up taking the project over and when things started to change, it didn't really necessarily change for the good because the city got, uh, had a new mayor come in, had a new commission, and really they were entirely, they, they were entirely against the project. So could anything have been done to help that down the road? No, I don't think so. But one thing that I had mentioned before, you know, we, if it takes more time, we got to keep it going. It's going to cost more time is money. If we would have just continued moving on like we're moving and it didn't change hands of ownership of the project, all these delays on these projects always seem to hurt it, not only from a budget wise, but also from a PI standpoint. So, I mean, yeah, you got to communicate and you got to, you know, bring everybody in the loop. But the thing too, is you got to keep projects moving and move, have them moving fast and, and really finish the job. And I don't know, Peng, did you want to add one more thing? Peng? Yeah, I think defining, clearly defining the key KPI or MOEs, defining the success is, is a critical step. And then work backward from the end product, really. Now we have a mindset by the end and what's been, what will be the success? What, what backward from the end? And define the critical path items and schedules required to achieve the success. Number three is use a data driven approach because, because, you know, it's not our words against their words, your words against my words. We are going to look at things in a common platform using analytical and data driven approach so that everybody's part of the decision. We stay transparent. And then by the end, there will be no argument. Yeah. And if you believe in what you're doing, I think it's generally pretty easy to get the public to do the same. So you have to have confidence in what you're doing and believe you're doing the right thing on projects. I also mentioned before, you want to build to a gold standard. You know, everybody, if we could build to the gold standard, then we can really pretty much make everybody happy on the job. You say, well, yeah, it costs money. But in the long run, the project gets done. It doesn't waste, you know, funds. And you can, you know, multi-phase projects, you can keep it going and move to the next phase. You know, we just have to keep moving on projects. Thank you. My last question is, describe your approach for coordinating interdisciplinary teams, planners, such as planners, engineers, environmental specialists, IT professionals, and public engagement staff in order to produce unified and integrated work products. Yeah. So this, let's say this, honestly, obviously depends on what type of work order it is. But we have leaders for each area that I went over previously. So the first thing I would do, get the leaders for each, protect each discipline together and come up with a plan. And from that plan, we can determine who, if there's, of course, not everybody, everybody doesn't know everything, but bring in the experts under them to work together as a team in order to, you know, really keep moving. Once again, keep moving forward. We don't want to get off tangent on what we're doing and move forward and just keep, keep the ball rolling. I guess, Jenny, if you want to give an example, go ahead. That'd be great. Sure. Actually, when I would, I mentioned doing health planning and environmental linkages documents all the way through the NEPA process. It, we, one of our strengths in delivering projects like that, which parlays into all of transportation planning. We start with a very integrated team and a very collaborative team. And it is very interesting and beneficial that most of our planners do stay engaged in projects through the entire project life cycle, all the way through construction. So we have an eye for what the end product is going to look like. We understand and speak the same language as designers to understand the benefits of different approaches and engineering solutions to the planning challenges in the community. And actually kind of going back to your last question about public engagement and reaching out. And, you know, we've had quite a few projects where we're adding capacity or introducing a new alignment type project. And what we do is our public engagement team stays involved with the planners, with the traffic engineers, with the engineers the whole time, so that as we do communicate to the public, that team understands the why behind the what we're doing. And they can talk very, very, and very, they translate that technical knowledge to our project stakeholders. And similarly, we all just speak each other's language across the team, because we do just, it's our nature, it's our corporate philosophy to deliver projects in a very collaborative manner. And if I can add, everybody on this team has worked together in some facet or another. Just like everybody on this call, it would be no different, whether it's this call or we're talking about a project, we're going to collaborate with each other and work together. I mean, me, myself as the PM, I'm a collaborator. I'm not, I'm going to, I'm not going to, I don't have to run the show all the time. I'm more than happy, listen to everybody's input. And as I like to work as a team, it's, we can only be successful as a team coming up with a solution. And if I can just add one, one more statement to that, sorry, that most of our engineers and planners also have fairly strong IT type skill set, which helps us integrate these, fill these communication gaps, which potentially arise between pure IT or pure planner or pure engineer by having skill set overlaps between them. Thank you. Sure. That concludes my question. Thank you very much. Dr. Yesen. Thank you, Madam Facilitator. Good afternoon, everyone. A couple of questions, actually clarification. We'll start with the clarification. Did I hear you say that the, or CDM, Broward County will be the only project that you're going to be managing? No. No. Okay. So what did you mean by that? We're not, okay. I read that you said Broward County is your only project. That's what I heard. No, no, no. I guess what I, what I said was F, we're not doing, we're not priming any contracts for FDOT District 4 or the MPO. That, I guess that's what I meant. And we're committing our time for Broward County because let me give you just a quick, let's say Oakland Park Boulevard. You know, that's a DOT road. Broward County wants to put BRT on Oakland Park Boulevard. I know there's a lot of consultants working on Broward Boulevard, on Oakland Park Boulevard for DOT. And some of them are on, I'm sure on some of these teams. So to me, that's a conflict. We're here to only represent Broward County. Okay. All right. So you'd be only representing. Okay. That's fine. Can I ask you, what is your role with the Airport to Seaport Connector? Because I see you mentioned it in a couple of your slides. What's, what's CDM's role? Yeah. We're the owner's rep or the, I'll call it the in-house project manager for Broward County. So I have a Dallas Delgado, one of our senior transit planners here. She's essentially handling the management of the project where another consultant is actually doing the work. But she's responsible for reviewing all the documents, reporting back to the county, giving advice to the county, reviewing, you know, schedules, estimates, what have you. Okay. And as the project manager... In addition, if I may, my apologies. We're also on the team for the connector as the community outreach firm. This is called communication. Okay. And so you have time for this particular agreement? You would have the time? Yes. Well, I do. You're not spread thin? Yeah. Okay. I'm not working. I'm not working on that. You're not working? A doubt. Yeah. I'm not on that project. Dallas, she spends about 60% of her time on that. And she is committed to that project. If they, if you guys need her 60% on it, I'd love to use her the other 40%, but if they need her the other 40% on another, on that project or any other project in Broward County, more than welcome to have her work on those. And then could, is it correct to say that Shane Calhoun is your deputy PM? That's, that's correct. Okay. All right. Understood. All right. Great. Thank you. Who does work for CDM Smith. Our PM works for us, not from another firm. So those bubbles, 14 and 70 in 2076. What does that mean? Is that 20 projects, 75% of the time on slide 21? No, that's years of experience. Years of experience. Okay. And, and, and availability. 70%. So you're the PM, you're available 100%. Shane is available 70%. So what happens if you're not available and we need him? Is that, does he 100% committed and available to Broward County? Well, I think it would depend on what the situation is. Um, you know, if I, something were happening to me, then he would be a hundred percent. But, um, you know, I don't expect anything to happen to me, but if let's say if I'm on PTO for two weeks, yeah, he would come in and cover me a hundred percent of the time. No, I understand that. But you said you have him for 70%, not a hundred percent. So if you're not available, is he, who do we then go to? Yeah. If he's not available, then I have, uh, like I say, if the Dallas is available, I have other people here in, in, you know, my office, and I have other people on this call too, who are the head, heads from the one side for all the different, um, uh, different tasks, you know, other than one of them could backfill also. Okay. Understood. Thank you for that. Yeah. We just, we would just kind of work down the line essentially. And if, you know, if we do get this contract, if you want a second deputy, that's no problem. We could bring one in. Okay. Thank you for that. Um, other question is, can you describe your firm's, um, so we do have, um, Miami-Dade, Broward, to some extent Monroe, and some of Martin. So we do have a lot of crossed county traveling going on, work, living, education, and recreation. So can you tell us, um, or describe your firm's experience managing transportation in multi-county metropolitan regions, similar to Broward County, Miami-Dade, and, um, in, in Palm Beach corridors, where they are high volume of cross-county travel for different reasons? You've got those in Monroe County who might work in Monroe, but live in Broward. You have those in, who might live in Miami-Dade County, but, you know, they work in Palm Beach. So just, uh, discuss that with us for, briefly, please. Yeah. I'm just trying to understand, like... Okay, I can repeat the question. Is it, is it, I'm, yeah, no, I understand the question, but I, I guess I understand what you're, what you're asking on the question. Yeah, absolutely. Is it, is it on a transit standpoint, or is it, uh, buses on express lanes? There's all different ways, uh, different modes to go through four counties. Yeah, however you want to explain it. Just describe your firm's experience managing regions very similar to our tri-county region. I see. Yeah, I mean, yeah. Yeah, so, I mean, on one of our slides, we actually had shown it. So, in Central Florida, for the Central Florida Expressway Authority, we cover five counties along their toll system. So, part of our job is determine the traffic along that sold system, and also the revenue, too, how much money they're bringing in, and what their operating costs are, what have you, over those five counties. Also, along the managed lanes, along I-95, we've done a, a bus study along there, that covered, uh, Broward, uh, date, and I believe it went into Monroe County, and how to bring, uh, express bus services utilizing, uh, the express lanes. Uh, also, we're doing it in Atlanta. We're covering four or five counties on our BRT projects there. Um, experience-wise, I don't know, Tim, if you want to add anything. So, let me, let me, let me just add this. Do you find it, would you suggest different models, uh, when, uh, giving the uniqueness of this tri-county area? But you do have so many, you know, you don't have an area where people are actually living, working, recreation in the same county, but there's a lot of tri-county, cross-county travel. Well, you have the SERPA model that we use, but our- Well, I can help, Mark. Let me, let me talk about that for a minute. So, so, uh, yeah, I think it's a difficult thing to do. We struggled with it when we did the I-95 express bus lane, uh, express bus service and the managed lane exercise. Even the SERPA model didn't do a great job. So, we've worked, uh, I worked and our team has worked with Foursquare, uh, in Atlanta, a similar size. We've got multiple counties. We've got multiple different modes that we're trying to connect. We're trying to come up with, um, not so much, uh, we're looking at a, a, a structure that looks at where people work, where they live, where the activities are using some of the, the models that, some of the, um, new data that we've been able to have to look at and be able to combine that and look at travel sheds and travel markets. Where are people going from and to, what are those major movements? And then address, say, well, okay, if we have those major markets and major movements, what are their options and how can we fit transit into that option to make it really work? Whether that be in express lanes, whether it be rail, whether it be some other mode. That way, you're really looking at the approach holistically without looking across the different movement patterns. And that makes it a little easier to think about transit service to service the markets that you're looking for, uh, rather than, uh, trying to use a model to encompass all of this. So, we, we really broke it into here's the commuter market, here's the, um, the, the recreation market, here's the school market, trying to look at where those people are moving from and to. And then when you overlap them, the patterns really start to come together. And you can start to say, where does that, where does that work well together? And where do we create that synergy to really leverage and grow these services and really enhance those services? So I think it's really, uh, really important. We've done that. I did, like I said, the 95 corridor, where we did it on 285 for MARTA through multiple counties, uh, up in, in Atlanta, in that region. And it was very successful, uh, and we're continuing to move forward with that project. All right. Thank you. I, one last question, um, for CDM. How do you future-proof plans for evolving technologies like autonomous vehicles? Future-proof plans. You know, it's funny because on transit, transit projects take a long time. I mean, from inception, through planning, through preliminary engineering, funding, bidding, construction, it's, you know, typically five, six, seven, eight, nine, 10, sometimes even 10 years before it actually goes to revenue service. And, you know, the project we're doing on South Dade, which is an electric bus facility, you know, even on that project that was a quick project, you know, we're still finding, you know, there's things that still could be done in order to, you know, really keep things up to technology. Um, you know, I'm going to let, I got, Mark, let me jump in on this. Okay. Future-proofing from a transit perspective really boils down to one thing, making sure you have the corridor. It doesn't matter what technology's in there. Make sure you have that corridor identified and set aside for transit. In the future, it could be, you know, the, the, it could be a streetcar. It could be light rail. It could be autonomous shuttles. It could be all kinds of different things, but you got to have those corridors identified and set aside. So whatever that technology is, it can operate in that corridor. So BRT corridor could evolve to a light rail or an autonomous group of autonomous vehicles that, that, uh, hook together virtually that operate in that corridor. It's getting that corridor identified, locking it in and making sure there's hubs where people can get in and on and off. The hardest part of public transit, one of them is the hub. Where can you transfer and go from first last mile to a high, uh, a high capacity corridor. So really that's to me, the important thing is getting that corridor set aside so that whatever technology evolves in the future, whether it's propulsion based or otherwise, or autonomy, you can still leverage that corridor to its highest and best use. You also got to make sure, obviously in South Florida, you got to make sure it's resilient, a resilient corridor, right? Making sure that, uh, it can sustain through, uh, uh, severe weather events and be able to rebound quickly or serve an evacuation role as well. So thinking about all those things to me is how you, the best you can do to future-proof it because, uh, I guarantee you my grandfather, when he was thinking about things, wasn't thinking about sending people to the moon or iPhone, right? But it's that corridor and the ability to move between places that's important. All right, Timothy. Yeah, I think there's a lot. Timothy and Mark, you've answered my question. Thank you. And, um. Okay. You have, you have answered my question. Thank you so much. Okay. Um, Madam Facilitator, I have no more questions. Thank you very much. Mr. DeSalle. Thank you, Darby DeSalle. So I have a, one question, but it's a two-parter. You, you did mention you have locations in Broward County. So maybe you have unique perspective. I don't know. But the first part of the question being, you know, what do you see as the demands that are going to be, you know, placed upon our, our mass transit system within the next, you know, two, five, 10, 15 years? And then the second part of that is, why do you believe your company is best situated to deliver the services to meet those demands? Thank you. Yeah. So, look, I was born here. I'm born in Hollywood, grew up in Hollywood, took the bus when I was young to the beach. And, you know, I've used, uh, mass, I've used transit here, bus transit. We have a gentleman who works over in your office who lives over by, uh, 17th street causeway. He takes the bus to work every day, you know, and I'd love for the demand to increase. Uh, as everybody on this call knows, it's very hard to get people out of their cars here in Broward County. But honestly, I think we're getting to the point now where the traffic has gotten so bad. And if people would only give mass transit a chance, um, I think a great example is, is Brightline. I mean, to me, Brightline is a great service. I was skeptical when it came out. Um, you know, it's easier to drive. It's easier. I don't have to rent a car, but if I'm going to Orlando, I'm taking Brightline. And a lot of it is the service aspect of it. It's clean. It, um, it's on time. It's comfortable. It's easy to use. So I think the number one thing is, it has to be convenient and easy to use for, you know, the people of Broward County. And I believe they'll take it. Um, we have to, I know you have, um, you know, the primo plan that has corridors, uh, already identified. And I, like I mentioned before in our presentation, funding is matching funding is getting more difficult to get. So the best thing we can do right now, we haven't put anything in the ground yet, essentially is to keep optimizing the best corridor. And that's going to be, honestly, the most, but when we, when we come out of the box, we have to be good. You know, if, if the first thing we build is not successful, it's going to be difficult to keep it, keep it going. So, you know, we have to have success and transit's built upon successes. And the way, the reason we can do it, um, we've done it. We've done it before. We've done it for CTA. We've done it in Boston, uh, Los Angeles. You got a lot of experienced people on this team, uh, with tons of experience who've done it, but who, you know, who have implemented transit before I mentioned, I was on the, I was the design engineer. I worked on the planning and the construction of the original tri-rail system. You know, it was just a little rinky-dink system back then that was, it was built to take, uh, congestion off of I-95 when it was, when it was being expanded. And it actually was successful. It has been successful. So it was able to get more funding. We built more stations. We double tracked it. So, yeah, there are some, some ways to be successful in transit. And, you know, I'd love to have it. Let me, uh, yeah, I got Chris, Chris Walton, who used to work over at, over at the, uh, county there. I don't know, Chris, if you want to add anything. Yeah, I do. Um, thanks for the opportunity to, to, uh, speak. Um, to address the question, I believe just from, you know, history of working in Broward County Transit for 20 plus years, that there is an existing latent demand that's out there. When I think back to when I was in transit at BCT, maybe 10, 12 years ago, we were almost 40 million passengers. And whenever we, what we found is when we had the opportunity to increase service, our ridership always went up. What we found that when we could make transit competitive with travel times in the car, our ridership would go up. When we started the I-95 Express, there were a lot of people who didn't know or didn't think that that would be successful, but that was so successful. We, our issues were compounded by the fact that we just didn't have enough parking spaces for the number of people who wanted to ride the transit system. Because again, when we made it competitive from a time perspective with travel times in the car, we found that transit would be very successful. Of course, it's got to be safe. Of course, it's got to be clean and efficient. But again, the example that I take away from Broward County in all my years there is whenever we improved our transit service, our ridership went up. And just so you know, you know, we, we, I think I mentioned that our ridership at one point back in 2000, I don't remember that year, we're approaching 40 million riders. Um, I know the demand is there. Uh, the county, I think just in terms of their support of the penny surtax indicated that there is a definite interest in improving the transit system. Uh, now it's just up to us to, to make it happen. Thank you. Thanks. Thank you, Mr. Del Sal, the south, sorry. It's Tornese. Yeah, uh, Richard Tornese, I have one question here. Actually, it's, uh, regarding your slide, uh, question number 13, I guess that you made in your presentation. Um, and it has to do really, I guess you say about utility impacts right away and other issues that could affect the project. Right. And I think that you're relating that to, and I just wanted to expand on constructability. So as you go along and develop the project for the planning stage to design, um, and to, uh, you know, basically out to construction, uh, looking at making sure it's feasible, it's viable, and there's, and it's constructible. So, um, I see your slide did touch on that and if you can expand on that. Yeah. So, uh, you know, like great question because, you know, when you, a lot of times you get out to construction and let's say you have a pole and for whatever reason, there's another utility that wasn't identified and you can't put the pole there and you want to move it. Now you need an easement for it. So as you, if this could be identified earlier, so let me, I'll just give the wave street car example where we did GPR downtown, the entire, we did the entire city of Fort Lauderdale, uh, corridor and it took, it cost a lot of money. Don't get me wrong, but we knew up front where everything was. So we were able to plan adequately in order to have it relocated. We can get utility agreements, uh, ahead of time. Uh, when we designed our traction power substations, most of them are, were off the corridor. So it took a lot more time, a lot more right-of-way acquisition to identify those locations and secure those locations. Um, even little things like control boxes. So in transit, a lot of those are outside of the right-of-way. So it's really doing all the homework up front. And what I've seen too is during the planning phase, they do this great design or great plan design as they start getting into, uh, the final design. Now you're finding you're having to add more items outside of the corridor and we don't have right-of-way. We don't have right, uh, uh, construction easements to get to them. All those little things delay projects and caught and you end up costing you a lot more money when you're trying to do it down the road, especially if a contractor hits something. And then, you know, then you really have a lot of delays and big impacts to the projects. Okay. Thank you. Thank you very much. Are there any other questions from the evaluation committee? Does the project manager have any questions? I have no question. All right. Thank you very much. Thank you CDM Smith for your time this afternoon and your presentation. You may remain in the meeting. With purchasing staff, invite all vendors and members of the public back to the open portion of the meeting. Okay. Good afternoon, everyone. Good afternoon, everyone. Kindly mute your microphones, please. Okay. Before we proceed, um, welcome back everyone. I want to make sure we have a representative for all of the firms. WSP, do you have a representative on? Linda Weston is on and Sandy Morris will be joining us. Kimberly Horne, do we have a representative? Oh, yes. Good afternoon. John Lafferty from Kimberly Horne. Okay. CTS Engineering? Yes. Good afternoon. This is Peter Halliburton. And CDM Smith? Yes. Mark DeScheater. Okay. Welcome back everyone to the public portion of the meeting. Before we move forward, are there any questions from the evaluation committee members before moving forward with scoring of the vendors? Hi, this is Dr. Natasha. Yes. Madam Facilitator, I don't know if either someone on the line can answer the question or the project manager. Who are the existing vendors currently on this contract? You just need to know the names of the existing vendors in the contract. Can you speak into the microphone and state your name? Yes. This is Omar Medina, currently is WSP and CTS. Thank you. Thank you. The next order of business is scoring of the vendors. The score sheets have been distributed to the evaluation committee members. The score sheets include the assigned points for location and willingness to meet time and budget, which are applied based on specific criteria stated in the solicitation. The county intends to award a contract to two vendors. When all evaluation committee members have completed and submitted their score sheets, I will recess the meeting to provide time to tabulate the results. Committee members, are there any questions? Committee members may begin scoring. Purchasing will notify me when they have received all scores, all scores, all score sheets, and are ready to tabulate. Thank you. Kindly one or two. Hello. Can you please mute your microphone, please? Thank you. Good afternoon, everyone. All scores sheets have been received. We will now take a recess to tabulate the results. The time is now 3 42 PM. Thank you. All right. Good afternoon, everyone. We're ready to reconvene the meeting. I would like to reconvene the meeting. The time is now 3 53 PM. Before the results are announced, I would like to thank all the vendors for your participate participation in today's process and the solicitations process. We appreciate your time and interest in working with Brown County purchasing. Please announce the scores and ranking. The total scores are CDM Smith, Inc., 453. CTS Engineering, Inc., 467. Kimley Horn & Associates, Inc., 429. WSP USA, Inc., 443. The number one ranked firm is CTS Engineering. Second ranked firm is CDM Smith. Third ranked firm, WSP USA. Fourth ranked firm, Kimley Horn & Associates, Inc. Thank you. The next order of business is acceptance of the scoring and ranking. May have a motion to accept the evaluation committee's results and recommendation of ranking for approval. So moved. Can you state your name, please? And the statement, I would like to make a motion to accept the evaluation committee's results. February Del Sal, I move to accept the evaluation committee's results. May have a second. What the Natasha said, I second. All in favor, say aye. Aye. Aye. Aye. Thank you. Any opposed? Motion passes unanimously. The evaluation committee recommendation will be posted on the purchasing division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the director of purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided that no county commissioner objects within five business days after receiving notice from the purchasing division of the final ranking. Once a ranking is deemed final, the county shall commence contract negotiations with the first and second ranked vendors. As a reminder, all information reviewed by the evaluation committee is posted on the purchasing division website repository, including the closed portions of this meeting. Committee members, is there any other business that needs to be discussed today? Okay. Again, I would like to thank all the vendors that responded and their presentations today. Thank you also to the evaluation committee members for your time today and for your participation. The final evaluation committee meeting is adjourned. The time is now 3 56 p.m. Thank you.