Final Evaluation Committee Meeting: RFP No. TRN2130760P1, Tourist Development Tax Solution System - Dec 17, 2025

Good morning, everyone. Just give us one moment before we get started. Everyone ready? Everyone ready? Okay. Good morning once again, everyone. And if I can just have... Okay, I just want to make sure everyone can hear me. All right, thank you. Good morning. I am Sonia Lovett, Senior Purchasing Manager and the Meeting Facilitator. I would like to call to order the final Evaluation Committee meeting for request for proposals. RFP number TRN-2130760P1 for the Tourist Development Tax Solution System for the Broward County Records, Taxes, and Treasury Division. The time is now 9.11 a.m. on December 17, 2025. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in Room 302 of the Governmental Center, Building East, located in Fort Lauderdale, Florida, or virtually through Teams. Attendees, please mute the microphones on your devices to limit background noises. This is a public meeting and is being recorded by Broward County. The video recording will act as the official recording of the meeting. The recording will be made available on the Purchasing Division website under the RLI RFP repository. Information reviewed by the Evaluation Committee as part of the evaluation process will also be posted on the repository. This meeting has been publicly released. 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 December 1, 2025, the Evaluation Committee determined that three vendors to be responsive and responsible. After shortlisting, the following vendors advanced to the final Evaluation and Ranking taking place today. GovOS Inc. doing business as GovOS, Grant Street Group Incorporated, Hinderlitter, DeLlamas, and Associates doing business as HDL companies. Meeting attendance will be recorded in the following ways. The Purchasing Division will record attendance of county staff physically here in Room 302. All virtual attendees, including county staff, please click on the link or scan the QR code that is currently listed in the Teams chat section to complete the sign-in sheet. For attendees that cannot access the link or QR code in the Teams chat, email the Purchasing Agent Erica Perdomo-Santiago at epedomosantiago at brow.org with the subject, Final 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. Lisa Bailey, Director, Records, Taxes, and Treasury Division, Finance and Administrative Services Department. Present. Gregory Meyer, Assistant Director, Office of Public Communications Department. Present. Dominic DeLulu, Chief Information Officer, Enterprise Technology Services Division, Finance and Administrative Services Department. Present. It is the Evaluation Committee's responsibility to review the vendor submittals to ensure solicitation requirements are met and to evaluate the submittals and make a recommendation to award a contract. Each Evaluation Committee member was appointed by the county administrator to serve on this committee based on their experience. The Evaluation Committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county. At the discretion of the board, the Evaluation Committee members may be requested to substantiate their recommendation and discuss their submittal reviews. The 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 the solicitation should be directed to the project manager or the director of purchasing and or his designee. Also, vendors may communicate with designated representatives from the Office of Economic and Small Business Development at any time regarding the solicitation's small business enterprise or county business enterprise participation. The Summary of Vendor Rights regarding county competitive solicitations was issued in the solicitation. The initial 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. Dominic Lillow, I'd like to make a motion to approve the minutes from the initial Evaluation Committee meeting held on December 1, 2025. May I have a second? Lisa Bailey, I second the motion. All in favor say aye. Aye. Any opposed? Motion passes unanimously. I would now like to call on the Purchasing Division to report on the vendor demonstrations. Thank you. Each vendor was invited to demonstrate their solution in accordance with the final demonstration script. Demonstration meetings with the Technical Review Team were held on Monday, December 8, 2025, and Wednesday, December 10, 2025. Project staff has produced a demonstration fact-finding report. The report has been distributed to the Evaluation Committee members for their review and consideration. Thank you. As stated previously at the initial Evaluation Committee meeting, the solicitation required vendors to state whether they accept Briar County's standard terms and conditions or if they do not accept them to identify in the agreement provisions and the vendor's proposed changes. The county provided vendors an opportunity to waive their exceptions prior to the final Evaluation Committee meeting. Gov. OS, Inc., and HDL companies waived all exceptions. Grant Street Group, Inc. elected to maintain their exceptions to the county's standard terms and conditions. The specific exceptions taken by these vendors are outlined in an exceptions matrix that has been distributed to the Evaluation Committee members for their review. The county attorney's office is available for questions by the Evaluation Committee concerning these exceptions. Are there any questions for the county attorney's office from the Evaluation Committee? No. None. Thank you. 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, and 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 30 minutes, followed by an unlimited question and answer period. The presenter will have up to five minutes to set up. The timekeeper will be the senior purchasing agent, Jermaine Pinnock. 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 to return to the public portion of this meeting. Vendors were asked to provide an electronic copy of their presentation to the purchasing division prior to this meeting. The presentations received have been distributed to the Evaluation Committee members. HDL companies did not provide a response to the Evaluation Criteria. Just a note for the record. HDL companies did not provide a response to the Evaluation Criteria section 4A functionality checklist with its submittal pursuant to the solicitation's instructions to vendors section K, Evaluation Criteria, which states, Vendors that failed to submit information and or documentation required by the Evaluation Criteria by solicitation's closing date and time may receive no points, if applicable, for the corresponding Evaluation Criteria. Presentation topics, length, and order was identified during the initial Evaluation Committee meeting and was distributed to the presenting vendors. Each vendor has 30 minutes for presentation followed by an unlimited question and answer session. Vendors will be presenting in the following order. First presenter, GovOS. Second presenter, Grant Street Group. And the third presenter, HDL Companies. At this time, we will move into the closed portion of this meeting. The first vendor presenting, GovOS, please remain in the meeting. All other presenting vendors, their accompanying teams, and members of the public are requested to leave the virtual meeting room. As a reminder, please continue to monitor your emails for when to rejoin the public portion of the meeting. This meeting is now closed. Can you have a representative from your team? Yeah. Yeah. Okay. Attendees can be viewed in the team's participants panel. Displayed on the screen is a list of county staff. Please review to ensure only your team members and county staff are in attendance. Yes. And take a look at the folks that's in the participants list that's on the right of your screen. Right now, I have Brandon, Lauren, Matt, and Randall. Randall is Randall. Okay. Disregard Randall. So now I have Brandon, Lauren, and Matt. Is that members of your team? Correct. We're missing one who is without the point. He was going to try perhaps to call in. I don't know if that's an option. But there was a phone number provided. Right. There is a phone number provided with the invite. And you can invite Jack and join. If you don't have power, but I'm assuming the number would be 503-330-166. Thank you. And who should we give access so that you can share your screen? Okay. And now that you have access, your team will now have five minutes to set up. I'm purchasing. Please start the five-minute timer. Yes. Yes. We're ready to go on our end, other than the fact that we're on individual. We do a power out. I'm not sure if I'm going to be able to get him on here or not. It's on the left. He left us. Like, we need to. Okay. If he joins, we'll be sure to add him in. We have the number noted. Okay. Power comes back on now. Okay. I'm on the left. Let me know when you're ready to get started. Yeah. Okay. Purchasing. Okay. Purchasing. Please start the 30-minute timer for GovOS presentation. Morning, everybody. I'm really excited to be speaking with you guys today. We've taken, provided, and I think it's been now just a little over a week from our last interview. We've got things put together, so happy to be talking to you today. I did throw another question to end up. We'll start with a real quick introduction. I had two new folks in addition to, although it's one of mine. I'll be able to class. I always like to start with this overview or set the table, things that will help us as we go through the rest of the topic, and then we'll jump right into your topic and then end with that Q&A, and hopefully that sounds right. So, on the introduction today, I was going to start with Ben Canning, our Senior Director of Engineering. Ben's the one who's in Portland, Oregon. He's struggling to get on right now. He woke up to no power. So, he comes on to great, but he wants to be here and talk about the system itself from the architecture perspective and all those good things. So, we're going to start with him without his presence or prior to that. The other individual that didn't get to meet last week on the demonstration is Lorna Eilert. Lauren runs our professional services organization over these implementation, and so having her today will be very helpful for some of the topics we've provided. And, of course, we met Matt and I last week. I'm not sure if everybody here was on the call last week. Matt is my solution consultant. He's the one that ran the demo for you guys last week. He's going to connect processes to our software, and I'm going to try to go. I manage the Western United States and certain states like Florida, where our partner executive is our TLT, Lodging Path, PBT, whatever it is, if you stage my college, I run that on the sales side. So, for three of us today, hopefully they can jump in, and like I said, we'll try to back to get through without him. So, as I said, I would like to set the table for the discussion today, the topics you guys provided. I know I used this slide a lot of time on the demo, but I always want to remind everybody that this is in the true conclusion. It does play an impact on a lot of the properties of energy testing today, things like implementation. We'll be talking about what the difference between an implementation anomaly might be. We'll talk about configuration, customization, support, and how you support that, based product versus an on-prem. So, a lot of that will come into play as we progress into the topic section. Next, I think I hit on a little bit last week. I know last week you primarily demoed the software, the solution, and I try to remind everybody that we've also got a lot of support that we have at. We support you both on being on board. We're going to talk a lot about that today in the topic section. We fully support your ongoing success. We'll be touching on that a little bit today as well. You're a CNC team and support team, and we support the taxpayers, so if they need to phone in, we'll be able to help your system. And that answer will be the one that will answer the call. And again, a lot of this is going to be getting into the conversation today. The last thing I wanted to leave you with is we do, the moment we get a contract in place, we will be introduced to a project team. The project team is something that we assemble and the methodology we use is proven really well. Not just to give you on board and start your relationship with the job OS. You will be assigned an account manager that will typically be someone who wants to work with you. I'm going to take your stuff and you work in development moving forward. And at the installation point, you will have an implementation manager that will assign the implementation team to assist you in the areas. And again, we're going to go through all of these pretty good, a little bit of detail in the topic section. You will have a dedicated customer success manager. Your CSM will be with you in the duration of your relationship, effort and job, and you will be able to assist you in the process and you will also be a product manager, which I did that there will be an occasion where some development and other efforts need to be involved in to be someone who is close to the onboarding process and be there to support you both on the onboarding and post-onwards. And lastly, at the very top, you will also have an executive sponsor. That's somebody specific to our product who will have oversight over all of this, maybe not direct contact with you folks during the project, but at some point will want to introduce themselves and be able to maintain a relationship and know that you have an executive sponsor. All right. With that being said, we'd love to jump right into the topic. And again, I'm assuming we're primarily holding questions until the end in the Q&A section. But if you have a question, we're more than willing to take questions as well. So Lauren, I'm going to kick it off to you first. I will also preface that we're going in order of the topics as you provided them. So if you're on the order of the topics, there should be a password. There may be one, two, or three slides for online, but I'll follow the order of the new thing. All right. Do you want to kick it over? Thanks, Brandon. Hi, everyone. My name is Lauren. As Brandon said earlier, I'm a manager of professional services here at the U.S. I'm in my seven years working with this product. So I've seen a little bit of everything. Going over the onboarding methodology here, you're going to see six phases, really. The product takeoff, which is where we're going to introduce you to your glass schemes. We're going to look at your statement of order. We're going to look at an initial timeline and see based on your SOW what that looks like. And then we're going to start some baseline system orientation. Excuse me. And that's where we're going to, I know you've seen the demo, but basically talk a little bit about what's configurable, what you can find where. Which will help you make decisions when we get to the discovery and configuration phase. The discovery phase is going to come back to this where you would get some homework. We talked about your current processes, what you're expecting to get out of the system. Based on what we find and as granular as we did, we're going to update the project's timeline to actually give some solid dates. And then we'll continue with that system orientation. It's important that you have a good understanding of the system during this time so that, like I said, you make those important decisions as we plan for configuration. This is my favorite part. So the configuration validation phase is where we actually start building those workflows and processes for you. You say, I want the registration to look like this. We build it like this. And then you validate that. Is this really what you were expecting? Are we on the same page? And what that does is later on in this process, you'll see that makes the UAT and the training phase much easier. It's really important. No surprises when you get to that stage. During the configuration validation phase, you have the opportunity to provide feedback on the workflows and processes that we build. And this is also kind of an advising time. We've worked with several of your county neighbors in Florida, so we have a pretty good understanding of how other counties operate. And if you have some particular ideas, we're happy to share essentially what we found has been successful. And then we go into the data migration and validation at the end of that configuration. Making sure that the data that you have is going into the system the way that it should be and mapped the way that it should be in the fields that we want it to. The next phase is going to be the UAT and customer training. So this is going to be where you're testing things. Again, no surprises in this phase, right? You can keep validating all of the workflows and processes in the previous stage. But now we can test this. This is going to be what it feels like as one of your constituents filling these locked out, trying to submit taxes. We'll also do final data validation, make sure that things look good, everything is uploaded, it appears correctly. And then we meant to probably do a favorite part, which is go on or watch. You'll get access to the production URL. We're going to work in a UAT instance for the other parts and move that to production. You'll do one more data validation in the production system. Is everything there? Is it the way that you want it to be? Are there those types of things? And then we will sort of introduce you to customer support and customer success. Customer support gets involved a little bit early because we want them to know everything about your system so that they can adequately support you during go live. And then we'll secure project sign off as long as everything looks the way it should and operates the way that it should. Following go live, when you start to have people in your system, you will have a session or five days session with a trainer. You'll run the items. You know, I like to mention some things like reconciliation or things that are a little bit more difficult to train on when you don't have transactions in your system. That's a great opportunity there to do some of that post-go live. And then last, you get a new configuration team for up to 30 days for issue resolution that may pop up during that go live. So that's kind of my onboarding methodology here. Tried and true, I've seen this work. It's been a great success for us. On the next slide, we're going to talk about one that looks like in comparison to a timeline here. So you'll see there's a new farm phases where you're not because training will go live and post-go live are kind of combined there at the bottom. But it goes through the same events, basically, that I talked about. So a project with tourist development tax and some registration would look something like this. You'll see the longest phase there's configuration because typically because we're wanting to build anything exactly as you have specified and having you validate as well. So build, validate, build, validate is pretty much what that's going to look like. All right. And that's it for you, Brandon. Thank you, Lauren. I don't assume that Ben has joined us. I don't know if I can't quite see the list. So I guess we will proceed without Ben. This is one of Ben's slides. On the topic, you guys asked about RPO and RPO. Our recovery time objective is 24 hours. And our recovery point objective is one hour. And that's been standard for us for many years now. Okay. Again, another thing about the architecture. Oftentimes when we say that our system is still leveraging the AWS Cloud, that answers a lot of questions about the architecture. But we build it in the AWS Cloud. We allow for the horizontal capability for dynamic scaling based on demand so we can drop servers if needed. It gives us a lot of flexibility. But it also allows us to leverage and take advantage of all the AWS Cloud services and infrastructure architecture. And that's really the key to our platform. When you're going to build a true cloud platform, we wanted to make sure that we partner with AWS to be able to leverage and provide those best and breed services that AWS can deliver and build our product natively within the cloud like that. So that's a question. Before you're in, Matt, do you want to talk a little bit more? Yeah. I'm going to be here. Good to see everybody. So, as you can see, all these reports have been graded by, you know, our company for this system. We've done, you know, leveraging many years of experience with tax collection. I think the big takeaway from your question here is how does this solution help manage data integration? And what we do have is I'm going to point out, of course, your admin users are going to have the ability to come into this particular reporting solution, select the field parameters that they would like, select any filtering based on demographic, geographic, or transaction data, and save that query to run that report time and time again. I'll also point out number two, okay? This would allow, with the help of your configuration team, to create and save specific queries for analytics. Many times we work with our clients, they would like data to be dumped so that they consume in an external reporting and analytics tool. And this type of report that is configured in the software will allow you to achieve such goals as transferring data from this software application to an external reporting and analytics application. Thank you, Andy. Yeah, I'm having trouble. And the next topic that got into was data migration. One of the questions was about costs that all data migration costs are included in the implementation. So there would be no original cost for that. You saw the project team. You also saw earlier the project team. And you see you have a dedicated product specialist, or excuse me, data conversion specialist. It's their job to work with you. But there is no additional cost. That would be decided. You asked about accepting tricks. The decision is, again, as part of the onward phase, once your data conversion specialist has been assigned, their first objective is to sit down with your team and define really what that is for you folks. We will build up a plan for you tailored based on what your definition of a successful data conversion is. In general, a successful data conversion is loading all of your existing accounts into the system, all of your associated account data, any and all active and historic transactions, if that's something that you want to be brought into the system. Then along the way, there will be additional questions in regard to those. One would be, do you want to convert all historic forms of transactions, or do we want to go back to a certain period? Again, this is stuff that we will work with you to determine, and no two counties are the same in their economy. And then also the other question we'll be asking and working on is, do you want to convert only those accounts that are tearing the balance, or start from scratch and go that direction? So that just sort of gives you an idea of the approach that we have out of the game. But I will also point out that, you know, that's our methodology in general. We're going to assign you a dedicated data conversion specialist, and a lot of it's discovery, right? You want to understand what the system you currently have, because you want to look into the numerous system. You know, what are the needs that you have that you maybe not currently, or maybe it's something that you want to try that you haven't done as long, and we're going to do that as well. And then we're going to leverage our tool set that we have to perform that validation, and make sure that we've normalized this data, because we're all not getting used data, and normalizing data as best we can. And then our team will go and, you know, work with the computer system to make sure that everything is standardized, and we're going to accommodate those custom fields, regardless of what prior systems or how many systems that you have involved. And then we get into the actual role of our team, and actually get into the process of reporting all the records, all the things we just mentioned. If you want to bring over your records or transactions, whatever you think you want to bring over, we'll actually exist in that process, and then we have the entire validation phase. So that's sort of our methodology. Again, you'll have a dedicated specialist, who also is supported by a team of folks. But we will talk more about that in a second as well. There was also a question and topic about the proprietary source code. This is the easy one for us to answer. The SSS that we've already talked about is that they host this product, completely maintained by us, and that means that we support our project as proprietary and anything like that as well. The next question is about integration. APIs and things of that nature. Again, my colleagues are not here to address this. But what I can say, again, go back to the fact that we are in the AWS ecosystem, which by default allows us to have access to lots of good API tools and support the ability to integrate data and to reintegrate in multiple ways. The report that we have posted up here is that, you know, we're REST, JSON, refried data APIs, pretty standard. Of course, we support the export and import files. We have format mapping capabilities, and we can support scheduled data exports. And many times, again, we are leveraging the tools provided within AWS as well. There we go. The next step, we're running accessibility mobile. When it comes to ADA accessibility, as most responsible visitors do, we have partnered with an expert in that space, our organization called Web Access, and we leverage their digital acceptability platforms, they call it. And really, we run all of the performance and report capabilities, all the things that fall under the ADA compliance. We do have an APAC and an ACR available like that. Again, we manage the APAC ACR in mobile access, we're sure that we are on top of things, and also, we're sure that we are continuing to develop the ADA compliance that people use. It's very important to us. Again, if you require an ACR or APAC, please let us know. That's to you. In terms of mobile support, from it in mind, it means that you can access from one browser the view, the response that it gets itself to the device that you're using, so whether it's a cell phone, a tablet, a laptop, I think that responsive web design is of our staff-based product. The experience has been very good for our customers and their citizens and users. And I will end saying that the WX currency reports We're sort of jumping out for us, and you did have a lot of questions around the report. We have three peer support models here that I will run through real quick with you folks. Again, the support going after NOLI. As we mentioned, some of the core team is actually getting engaged during the onboarding process, right for Brad to understand the uniqueness and any characteristics specific to your account that they need to know. But we have three teams. The one team we call the CTSR, that's support. They're really your primary support group that helps you with your daily usage. You'll have access to that team for your entire life via contract, and they are available via email and phone. You will also have the citizen support team, right? So we talked about earlier that if your taxpayers have issues or concerns or need some assistance, there will be a number provided in the portal. They can call that number, or they can send an email as well. And it will get support for those folks to help them for the both email things or some of the more challenging things within the system itself. And then the last one, oh, and then I could also say, I will add that we do have a personalized debt if you embed in the portal that your citizens, your taxpayers, can access with all the common questions. And it's very valuable, and we maintain that ongoingly. And then that third bucket there is your CSM, which we've talked about. Your customer success manager will be your main point of contact host for the live. And again, it's their job to understand your processes, your business, and provide not only support to assist you, but also share best practices to chat in with you, and make sure they can identify any ways you might be able to assist in proactive as well as being reactive. All right. There was some questions about the topic about additional teams and topics, so I wanted to be pretty specific on that because it's pretty easy for us to respond to. In the professional services world, all additional work, configurations, development efforts that come along post go-live, post that 30-day specialist. We handle those as change orders for projects, if you will. So, basically, your CSM, or somebody within or professional services, will work with you to define the objectives and the work to be conducted in that change order. And ultimately, we will create a statement of work. And that statement of work will, of course, include costs and timelines for that project or for that change order. And, of course, then the cost will vary with some of your projects will have a flat rate cost. And others will be billed by hours at $250 per hour. And that's our standard SOW amount. So, for professional services, we need an SOW approach, right? If you have anything that you need an extra development, we will define that. We will price that. And you will get your approval as they will work and proceed forward. For anything, price and licensing, in that regard, things like expansion, adding on additional license, or adding on specific services that we offer, those would all be handled as new business. And you'd work directly with me as your account manager, just as we would on any standard sales process. Again, all new business will be filled with the site, me and your CSF. And we will, again, instead of the SOW, we will generate a proposal with a cost estimate. The cost will be determined using our standard pricing in line with the pricing and discounting that we've provided you guys in the agreement itself. I will put a little note down here that software updates are included, but that's not an additional cost. And when you roll out new modules, there are options as well as the cost, although some of them may be . State of governance, again, we're not here to go through this, but we do have a policy that includes our cost-re-modedated planning program. All data generated with a jurisdiction tenant is property of SS, excuse me, property of U, and SS does not retain any rights to share or sell that data without approval. data is always encrypted at transit and at rest. All data is stored within the U.S. By default, data is deleted according to your rule. All legal planning to access or request data is granted only by you, and as the owner of the data, that includes a full IAA request as well. Change management concerning changes to schemas are subject to the change management qualities, require independent security while we review. And really, that's just for single individual to make the change, right? Promoted. So I know we're getting up on time here, so I will continue. So we're going to do those questions in that. At this point, up to this point, we've been looking at each year, or throughout the year, you know, based on it, and ready to use the breaking door system. So depending the starting 2026, we will be doing 10 tests. In fact, the system's already set up for it. It's going to be as early as January. And this is the last year of the questions about the service level agreement. We interpreted that to be about the product SLA, the system SLA, if you will. And what you see here is our standard SLA, which we then relate to for our system. It shows the different severity levels. And we have all of this writing, and we also have our news, and for example, our cloud-based solutions. So, for example, we now will be responsible administration of our system. We will work on time. And so we're running through the topics. And so I think for the sake of time, we can move on to Q&A. From the engineering and technical stuff, the drawback to respond without them might be a little bit down. Okay. Thank you very much. Thank you, GovOS, for your presentation this morning. Are there any questions from the evaluation committee members? And if you have questions, please state your name before... Yes, Donna Galillo. Can you elaborate more on product and licensing? You mentioned solution expansion services handles as new business. What if the functionality and the feature changes on your end, on your platform? What is the impact of the county on a cost perspective for that? Is that treated as new business? If you change functionality in the current platform, if you were deemed the product that we were using basically, how do you treat that? And secondly, why is it treated as new business if it's an existing platform with functionality? If you're, if we're expanding an existing module or feature in the product set? Can you elaborate more on that, please? I think I'm understanding your question. Okay. So, when we said on that first hold there, the underpartum licensing, future solution expansion, that means if you've added another, right, so like an FTR scraping solution, that's an additional solution. That's what we call solution expansion. You're adding not to the map. And so, if it's just adding we're constant features to our global basis, which, by the way, is driven by feedback because we're in the cloud and we're on a single line of code and we, every customer of ours will take advantage of all the new features that are added to the system, again, that are put on the roadmap by other customers like yourself. And by the versa, any features that you would like to add to the system as well as we move along the real chip couldn't get thrown on the cloud roadmap, typically those next place at the top of the cloud roadmap, those features get implemented and then the nice thing is all of our other companies in the other counties of Florida can take advantage of those features as well. That's done at no cost. Matt, can I give an example for Brandon? Sorry. So, for example, right now we have a couple of customers that have requested a similar type of report. and so it's been deemed that that would be a feature that the majority of our customers would be able to use and that is added to the roadmap and once it's been built, it will be implemented for all of our customers that are using the solution. The difference would be for like add-on services would be for like a different product within WLS. If you opt into the application studio, that would be a new business because it's not, it's still part of WLS but not part of the business licensing and tax solution. Can we answer your question? I don't remember if there was another partner that was talking to you as well. You answered the question there and I guess the, I guess a follow-on, this is Dominic to the low, a follow-on question there is I'm always thinking down the road in terms of your, of a product set capability. If you have a, let's say a significant platform functionality feature change that's not deemed that we decided as the county to implement but you've done as a company change, what is the protection of the county on those technology and feature changes that we should expect to absorb and have no cost on that piece? I'm just trying to think your, your technological journey and functionality journey when it comes to this capability. If you make a pivot in your organization from that feature, what protection does the county have on that? I'm trying to think of a real example of something like that. Sure. I can think of one off the top of my head. I will say that in terms of basic features, where all we have is the features, you always have the option to use them or not use them, turn them on, turn them off, if you will, so there wouldn't be a force on you. In terms of a major platform changes, I'm not so sure. Like, can I give an example how this is Dominic? Like, what if you have a functionality that you move to an AI component piece that was not part of our initial base functionality but that's now a new platform feature coming forward? How would that work out? Let's say I have a cache operating or a batch operating functionality piece that is set for the county, but you make a platform change that moves them more to a different component piece that leverages an AI component piece to it. How would that get rationalized when we were scoped for X and now it's a different scope versus Y? I'm trying to think of what's happening and so far I haven't. Like I said, most of the items is something comes out and it's behind something called a feature flag where it can be enabled or disabled. So far, I've not seen the instance that you've described, so I don't know that I could actually provide a good answer on how that would be handled, but I do know that if it's written into your statement of work, that it might work this way, that has to be hard. And if there is a risk to that being changed, then there would be many conversations beforehand discussing what that looks like and if that's even a possibility. Okay. Thank you. Yeah, I can't think of any examples of where we would force a customer to stop a process or a feature access to something that they're currently doing. Well, or change it significantly. Right. Correct. All right. Questions, please. Another question on the pen tests. You have an actual date of when you'll start in 2026. And then another follow-on question is, can you elaborate more about live access when it comes to ADA accessibility? How does that work? Is there an integration piece that the county would have to do for accessibility within the platform? Because that was a feature that I had not seen in some of the documentation. That's a new one for me. The first question about the pen, as I know it, the system itself is set up. And currently, our community security officer is working on the exact date of time. It's been likely to be on time in early January is all I heard, but I don't have a specific date. And then you were speaking about ADA accessibility. talk more about live access. What is that? Your third-party piece? How does that work? Out of curiosity. Your ADA accessibility piece, please. You mentioned, yes, the partner company you have, level access that you leverage. Oh, you said live access. I'm sorry. I meant, I apologize. Level access. I apologize. Who are they? How does that work? If you're familiar with the 508 compliance ADA world, most vendors have validations, reports for them and signs off on them. They do the, they build out the e-pass for us. They run the test. Level access is one of the leading, but there's many others as well. I couldn't tell you why you selected level access over the other ones. I've worked with many other partners and other platforms as well. But they basically, they're companies that do nothing but test this stuff. They built these platforms and allow them to go in and run a vendor software through their platforms and explore and set all the accessibility for the platform. They follow the definition of the guidelines and then they put out a report and those areas that you did well and then those areas that you need to go back and make improvements in order to do to help make those improvements and then they can run and validate that those improvements achieve the goal. On the last session we selected to go with, but there are others as well. And then my last, yes sir, it does, thank you. And this is Dominic. My last question is on the architecture, specifically on Amazon Cloud. Where is your main and your DR locations highlighted? Where is your other regions in case your system is down? Where do you back up to and where do you recover to? That's going to be a hard one and that's going to be a hard one for me. I don't know if anybody else has an answer to that. I think that will happen. I'm going to mess it. I'm going to mess it. I'm going to mess it to T. Take care of them to give the answer. If it's within this time. Oh, great. If it's an email you have an answer, I just don't have the individual here to answer it. So I apologize for that. But we'll see if we can grab that response. No other questions? I have a question. That's humane. This is Greg Meyer. So the way I read this correctly, if I'm correct, is that it will take you six months to go live from the day you start with the county to the time that we go live. It would be 23 weeks or six months. Is that accurate? It varies 23 weeks. It could be shorter than that. It's very heavily dependent on how quickly we move through discovery and line out your exact needs. So that configuration period could be shorter. I use that timeline as an example. You know, it is taking you a week or so to go back to us. That extends the timeline for some of those answers and validations. So I would say typically we should be shorter than six months. But there's some varying factors in there on responsiveness. And, you know, hopefully we don't start right around the holidays because there's people out of office that are our team members on calls. But the goal is definitely for the same. Okay. Thank you. One more question. In the original packet that we received from you all, you gave some references and one was from the L.A. County Treasurer and Tax Collector. And you got all excellent except for accuracy. That was only satisfactory. only satisfactory. Can you tell me about that? What does that mean? Do you know? Do you know what I'm referring to? I'm not specifically. Okay. There was another one with Deschutes County, D-E-S-C-H-U-T-E-S. Yeah. And they gave you all excellent except for responsive turnover, timeliness of project, and that was also only satisfactory. Do you know what that stems from? Unfortunately, both of those projects were ones that I was not privy to with working on services. Okay. It was just in your references that that's all I'm, that's why I'm asking. Yeah. I have various areas to ask about that. Okay. That's all I have. They go back to one of the very first. And you've been doing... Yeah. Okay. And you have 15 years of experience with government tax filing. Is that accurate? Okay. All right. Thank you. for your questions. Just to let you know that there is a reference to the repository in the chat. Should you need to go back and take a look at the references that were provided. GovOS, there was one outstanding question. If you don't mind providing that response to us. Yes. Yes. Before the end of the day, before we conclude. It will take a matter of a moment. It will take a matter of a moment. It will take a matter of a moment. If we can have it before we conclude. Thank you. Are there any other questions from... This is Dominic. I want to add a follow-on to that, if possible. So, are there any plans from govOS to different hosting platforms in the near-term future or down the road? If so, please make that available to us. If not, we can make that available to us as well. You mean moving away from AWS? Yes. If you decide to go, let's say your corporate decision goes to Azure or something else. We'd like to know that. Yes. Thank you. Does the project manager have any questions? Thank you very much, GovOS, for your presentation and for your time with doing the Q&A. Thank you, everybody. I hope you have a long minute ahead of you. So, I hope you're going to go as well. I apologize, but then I will make that response back to you. Thank you very much. Can you just send that to them? Yes. If you can just send that to Erica Perdomo-Santiago, please. Yeah. Okay. Thank you very much, everybody. Thank you. Thank you. Thank you. The first presenter, GovOS, has now completed her presentation and answered all questions. With the purchasing staff, please invite the second presenter, Grant Street Group, to join the closed portion of the meeting for their presentation. Might be another service protection. Maybe. But I don't think it'll reach. Yeah, there's no plug-o on that one. No, no. Let's see if I can find an extension cord. You can talk to my guys. Yeah. If somebody's just got... All I need is an extension cord. Just run it over here. Chairs, it's fine. You guys are having experience for you, huh? I'll get in over here. Hey, Manny, it's Greg. Hey, any chance you could get us a 20-foot long extension cord? I'm sure you would. You know our meeting. Two things. Only in the meeting. Okay, thank you very much. We'll have one in five minutes. The recording is... You're being recorded. Then I'll wait. Thank you. Why aren't we able to control from our computer without having this? Are we ready to move forward with the second presenter? All right. Yes, ma'am. Oh, you're right. Yeah. That's all right. Good morning, Grant Street. Thank you for joining us. As your team members join, and I believe they probably all are here by this time, please review the meeting attendees in the team's participants panel to ensure that only your team members and county staff are in attendance. We're displaying on the screen the list of county staff. In reviewing the list of participants panel, please advise which member of your team should be designated as a presenter in the teams to share your screen during your presentation. What is your name, please? Rylan. Thank you. As far as the list of attendees, just Randall is listed as unverified. That is a county staff member. Perfect. Okay. It all looks good. Okay. Just a moment. Hannah, once again, you're the one that's going to be presenting? I'll be the only one on the screen during that. Thank you. And everyone that's listed on the participants is part of your team outside of Randall, correct? Your team will now have five minutes to set up. Purchasing staff, please start the five-minute set-up timer. And once you're ready, Grant Street, please let us know so that we can do it. Yes. Anybody else on the Grant Street side? I'm ready to start if you all are ready on the Broward side. Yes, we are. Thank you, Grant Street. Purchasing agent, please start the 30-minute timer for Grant Street Group's presentation. Everyone, to go ahead and get started with some quick introductions of the team members. I'll be the main one speaking today, but we have a team here to make sure that we're ready to answer any questions that you might have during the Q&A portion. I can start by introducing myself. My name is Hannah Reiling. I am the product manager for our Texas Florida product, and I've been with the company for a little over five years now. I am one of the product leads on the Texas Florida side of the New York Company, and I've been with the industry group for almost seven years. My name is Eleanor Grinnell, and I'm one of the product leads over on the Texas product primarily with other engineering functionality. I have been with the company for a little over three years. I'm Mary Brown, business analyst with our Florida Texas folks, and I've been with the company for six years in February. Good morning, Ian Yorty. I'm the chief business development officer for Grant Street Group. I've been with Grant Street since 2008. I live up in Jupiter, Florida. I've been with Grant Street for four years now. I'm a product manager on our payment, express software, payment processing, application for online and in person payments. And Craig was unable to join us this morning last minute, so he does all of the introductions that we have for you. Before we get into the questions that you sent over, I just wanted to start with the high-level company overview. So, Grant Street was founded in Pittsburgh in 1995, and at that time, our core business was online municipal bond auctions. We were actually the first to provide an online platform for those bond auctions. We've grown a lot since then, and now employ over 500 individuals across North America, and our team is primarily composed of developers, IP specialists, project managers, and business analysts who all work remotely. I guess it's a fun job on this slide of talking about what really sets Grant Street apart. And the first thing that I think sets us apart is that we are 100% government focused. So, the singular focus lets us develop a deep understanding of what your needs and complexities are as a client. Your interests really are our interests. And so, for example, are you being mandated with a new item to cashier? We're there with you along the way, making sure that everyone in your office is prepared to cashier that new item. Or is legislation changing again? We're there alongside you making any updates in the application that we need to, to make sure that we're able to stay in compliance with changing legislation. And we really like to consider our client and vendor relationship more like a partnership, being able to learn from one another. Secondly, we have a strong track record of navigating contact technology. So, even though our products are built to work for all clients, we understand that every client brings their own deep perspective and their own internal building and processes. And so, we hope that by partnering with us, we're able to learn from one another's perspective, so that everyone from your customers to your front line to your back office and admin team, along with our internal staff, business panelists, developers, and relationship managers, are all able to continue to keep up with the ever-changing needs. And then, last but certainly not, is our focus on excellent client service. With Broward Tax Cluster talking to DBT Tax on Access for the past 15 years, and then having using Access this past year, we've been able to see our client service first-hand. And we would also invite you to speak to any of our other clients, whether inside or outside of Florida, because we know that they'll all have the same general feedback. We really commit to delivering high-level customer support from day one, from starting the implementation. We commit to delivering, like I said, the high-level customer support, and we're dedicated to continuously improving our applications over time to continue to stay competitive. We want all of our team members and customers alike to really feel supported and successful every time that we come into work. And looking at taxes specifically as a product, we have been in Florida since 2006, and currently there are 32 tax collectors in Florida that utilize taxes, with 18 of them utilizing our worth development tax functionality, including Broward County. Across our 18 TDT clients in Florida in 2025 alone, we processed 292,583 tourist tax returns within Patsys, another month with over $960 million collected, again just in 2025. And with that, we're going to go ahead and use them to answer the questions that you sent over. So, first we're going to start with assessing our proposed implementation plan and timeline. What you're seeing on three is a high-level overview of our proposed implementation plan. This is a more accelerated approach than what we tend to take for taxes implementation, taking advantage of the fact that you are using the tax collector instance of taxes right now. So, to tell us what this implementation will look like, in the first two weeks of the implementation, our developers will create a new Broward County-specific instance of taxes. And then from weeks 3 to 10, our in-house data is going to migrate all existing data from cluster instance of taxes over to netting county instance of taxes. And at the same time, our application side team will work on developing a detailed bill-like plan, so this one for the things like documenting and testing all of the set-up required for your county to save the taxes. And we also would expect some involvement from you here to convert your current set-up and make sure that everything looks correct to you. From weeks 11 to 14, our data conversion team will test and verify all the common data. And you'll also have a chance to review the data through your new instance of taxes to make sure that everything looks good and accurate to you. And then on the application side, during this time, our team will continue to refine and test the go-live plan. And during this period, we record the go-live rehearsal to ensure that the process works start to end, which your team will once again be a part of. On week 15, we would actually go-live. So our data conversion team will complete the final data copy, and our team will work with you to officially execute the go-live plan. We would send some of our team on-site to work side-by-side with you to make sure that this process goes smoothly. And because we're taking a more accelerated approach to the implementation, this timeline means that during the go-live process, so from the time of the final data copy through when you're taking payments on your new instance of taxes, you will not be able to do any TDT work in production. So that means there's a one gap where you don't accept TDT payments while we're transitioning systems to ensure that our final data copy is accurate. Then after the go-live, there's a few additional steps we'd want to take. From week 16 to 19, the data conversion team will continue to work to purge any TDT data from the tax collector's instance of taxes. And then finally on week 20, at this point, we would expect that TDT data will be purged from the tax collector's instance of taxes and only exist on your new instance. So if you really hit the ground running in the new year, this could be ended alive by May or April. We really understand the importance of moving quickly here and would work with you throughout the implementation process to see if there are any areas that we might be able to further accelerate, but this is the timeline that we can reasonably commit to as of now. Next, we'll cover RTO and RTO. So we're able to ensure that taxes is resilient at a product through an active agricultural production model that uses two geographically separated data centers, one of those currently in Pittsburgh and one of those currently in Atlanta. Both of our sites can handle our full production workload, which lets us ensure that there is continuous operations during any kind of disruption. And the infrastructure that we use in our data centers is designed for scalability and supports approximately 50% of annual growth. Because we have that real-time database replication between active data centers, that means that both sites are kept in near sync with one another and lets us seamlessly switch between data centers without any user or service impact. And even though both sites are active, that means that disaster recovery is essentially just the unaffected site, and the load. And so this lets us rapidly switch between data centers for both planned maintenance, but also unplanned incidents through automated steps that use container technology and orchestration tools. And all of this combined works to achieve an advertised recovery point objective for five minutes, but actual performance using the test is closer to seconds. In terms of recovery time objective, our business continuity plan includes five annual failover tests in a non-production environment. And beyond that, it also includes annual staff training and plan reviews to make sure that our team is fully prepared in case of an incident. All of this leads to an advertised recovery time objective of eight hours, but our practical recovery times that we see are closer to 30 minutes because of the automation and active-active architecture that I just talked about. Next, let's take a look at Active Architecture at a high level. So, the Task Force TPP module is delivered as a fully-managed software-as-a-service platform and is posted from downstream secure and private arm and loud. Like I just mentioned, hosting is distributed across enterprise-class data centers for current locations in both Pittsburgh and Atlanta, and this allows for high availability and disaster recovery. Databases replicate in real time so that either site is able to serve as the production environment as needed, again, making the product resultant. We also offer multiple customer-accessible environments, which include production, demo, and data. Users are able to access the system via a modern web browser over the internet, and so this means that as a county, you don't need to provision or maintain that with you through servers. Under the software-as-a-service model, things like hosting, patching, deployments, performance monitoring, and security operations are all our responsibility, and this really frees you up to focus on serving your constituents efficiently and effectively while we take care of all of your system needs. Our architecture also allows us to be secure and scalable. So, Taxis leverages Grand Street's secure private government cloud, which provides security and scalability through virtualization. And within our data centers, we have physical servers and network equipment, which we upgrade and expand as needed based on a capacity planning process. And then on top of that, we have a virtual layer that distributes virtual machines across all of our physical infrastructure, and this allows for greater flexibility, high availability, and improved security. Lastly, we have a single code base that serves all of our clients. Each client's data resides in dedicated databases, which allows for strict data separation and security boundaries. And Taxis' internal storage module and the public storage express site all operate on a centralized database, which makes Taxis the single authoritative system of record for any TBT data and activity that you'd be dealing with. And now we're going to take a look at recording analytics. So, you saw a great deal of our recording functionality during the demo, but at a high-level, Taxis and PDT module provides comprehensive, real-time reporting across all TBT collection and enforcement workflows. And since your internal staff and taxpayers operate on the same underlying data set, then these are recorded and rated for Taxis that reflect all data, so things like file imputes and enforcements, all in real time. Taxis offers standard out-of-the-the-box reports that help facilitate daily capturing and general distribution balancing, as well as required DOR reporting. The users also have the ability to use our intuitive reporting interface to build custom reports using things like various data views, advanced filters, data grouping, and calculated columns. So you have the flexibility to see data reported in any of the ways that are going to be most useful to you. And then, Taxis reports can be exported to CSV, Excel, and PDF formats with the click of a button. Reports can be generated and emailed on a custom schedule for automated delivery and data sharing using our report subscription functionality. And then, where it makes sense, we also have bulk actions that users can take directly from reports. So some examples that you might use this for are bulk printing, blank returns, delinquent notices, or short notices, or to bulk take an action, such as applying a 30-day grace period to all unpaid returns. And lastly, reporting is governed by access control, which means that you can decide which staff members have access to the various reports and pieces of reporting functionality. So this helps ensure that your Taurus tax data remains secure and confidential. And then Taxis also has an in-app visualization feature, which we call Vision, which can be used to gain quick operational and data insights. Within Envision, we provide an interactive dashboard that lets you use course-related transaction and payment trends over time. And so what you're seeing on the screen here as an example is view over your comparison of online versus in-person needs. And then next, we'll talk about data migration. In terms of cost, as included in our ARC, we originally had proposed a $75,000 one-time implementation cost for data migration. This includes migrating all of your historical community data to your new instance of Taxis, and in addition to a $25,000 one-time cost for data migration. While the data that will be converted is Taxis data, so it's already all in the system, there are certain complexities that we'll need to navigate in disentangling the Taurus data with the other power task collector data. And then in terms of acceptance metrics, we have rigorous acceptance metrics for all of our moderated data. And because we'll be migrating our own Taxis data, our data converting team will be able to do formal data verification in-house by writing scripts and running Taxis reports to ensure the data in your new instance of Taxis matches the current data in production in the tax collector instance of Taxis. We'll also make that market data available to your team, trying to know that so that you're able to review it and make sure that everything looks good. And our data converting staff will also be available to answer our questions and address any issues that you might find during our review. Now we'll talk about source code. So, like any software Taxis does not source code, the source code is owned by grants. Your group is proprietary, and our standard agreements do not transfer the source code to your ownership. Like I mentioned earlier, Taxis is delivered as a SaaS commercial off-the-shelf solution, anytime you are granted a license to access and use the system for the term of your agreement. So, you do not provide source code or offer any kind of source code escrow as part of our SaaS offering. But in order to ensure flexibility and that you have access to the data that you need for access, we provide the request reporting along the standard export and import options. Next question is looking at ERP connectivity and integration. So, when batches are closed in Taxis, we automatically write general ledger account entries that will represent the shift in money from the activity in Taxis. These entries are able to be viewed in-app using our accounting records and are also able to be exported to your accounting system via export files. We will manually export these files from Taxis, and then from there, we will import the files into their accounting system, and automatically write the entries. In terms of posting interval of these files, the booking interval is practical and user-selected. So, to provide easy tools for batch year entries, you typically see counties export files daily, but you can use to export multiple days at once if that's needed or useful for you. For distribution entries, we recommend that counties export files as soon as distributions are balanced and completed in Access. The time period that a distribution coverage is entirely user-selected, but most counties distribute activity at a monthly cadence. And then for refunds entries, we recommend that eventual files as soon as refunds have been processed in Taxis, if you're able to choose the frequency at which you process refunds. And the format of all of these files is dependent on Accounting's selected accounting system. We currently interface with about 15 different accounting systems, and that includes PeopleSoft, and we currently have to interface with Accounting's PeopleSoft, ERP as part of your existing integration with Taxis, which we would plan on maintaining as part of your one-on-one implementation that we would offer. And in regards to APIs, we currently do not have an API to community with external accounting systems. Okay, next we'll talk about some of these user experience items. First, Express is designed to be mobile-friendly. Part of Express is your interface with a responsive design and specific layouts for mobile devices, and mobile users are able to access all of the functionality that desktop users can. First, Express does not support native in-app translation to other languages, but users are able to use their browser's built-in translation tool to translate any text in Tourist Express to any language that's offered by that browser's built-in translation tool. And then in regards to ADA accessibility, we're currently completing an accessibility audit of Tourist Express, and we'll ensure that the site needs the ADA requirements that are going to affect in April 2026, and those requirements I'm referring to are the Web Content Accessibility Guidelines 2.1 Level AA, compliance. Now we'll take a look at fees and licensing. So for fee models included in our RFP submission, our annual subscription fee for taxes is $450,000, with a 5% annual escalator. This annual subscription fee covers license cost, and you get unlimited licenses as part of that. It also covers hosting and infrastructure, and then end support and ongoing enhancements to the Access P2P model, and the fees typically paid annually in advance. In terms of licensing support, the annual subscription fee management covers both license and support services, so the fee includes all support services and ongoing enhancements and maintenance for taxes. For taxes support, generally, there are two main ways that you can contact our support team. So first is through our criminal ticketing system, which is Jira Service Management, or through the taxes support number. Our support staff is able to be reached by the taxes support number from 8 a.m. to 5 p.m. Eastern time, and in that case, if there is an emergency, a pager system will be activated, and the first available GSG staff number will repend your call as soon as possible to get more information and then troubleshooting and investigation. If this is written down after hours, we also have a monitoring, and in that case, a team member will be paged to, again, diagnose and investigate the issue, regardless of the time of day. And if there ever is a disruption in service, whether during business hours or after business hours, we send a user alert to our clients, and then a follow-up alert when that issue is resolved. And then you also have access to a client relationship manager who would be available for isolation and after hours to support as needed as well. Our configuration taxes is a SaaS product and offers hundreds of configurations that all tailor the solution to your conduct needs. Our proposal for the implementation, like I mentioned earlier, is goal-in-point in your current setup and this already takes advantage of a great deal of these configurations. Generally, any configuration of the system is included in implementation fees and then longer-term, continuing with configurations as part of the annual subscription fee. If you do request any extensive custom configuration beyond what we provide, that could potentially be scoped and priced separately, but we would discuss the specifics with you if that were to arise and wouldn't mutually come up with an agreement there. And now let's talk about some of these legal items. We follow NIST 853 and government moderate baseline. We also enforce a strict internal sensitive data standard that has three categories. There's confidential, PII, and sensitive PII. Sensitive PII is things like social security numbers, bank account numbers, and driver's licenses. And that sensitive PII is treated at our highest confidentiality level and it's always encrypted, including at rest in our database. Access to PII is also generally limited based on goal-based access controls. And also, as mentioned during our demo and in our ISP submission, we are also PCI level one combined for all-part data. And we can provide you a more detailed overview of what standards and procedures we follow outside of this presentation as well. In terms of retention rules, our retention schedules are designed to either meet or exceed any of the provincial Florida public records and records management requirements. These include standards that work under Florida Statutes, Chapter 119, and related administrative rules. We apply retention policies that ensure our data is preserved for the duration required by law and then we securely preserve at the end of this life cycle. In terms of legal holds, we maintain an informal legal process that problems affect any routine data disruption upon notice of location, language rate inquiry, or prioritization requests. And our procedures ensure that relevant data is identified, preserved, and monitored until that folder is released. And we also have proper parental coordination and auditable tracking for that data. And then lastly, for our public record requests, our platform supports affordable public records and clients by allowing for critical and controlled disclosure of records while continuing to maintain audibility and data securities. And we help any agencies respond accurately and promptly to requests. And this includes the handling of exempt or confidential information to have a consistent with Florida law. And then for change management, PAXIS uses a structured monthly release process to improve the application while continuing to maintain security. So we plan major releases on a monthly cadence. And we publish that for a local experience, a rate review, and a pre-event. We often do phase rule-outs to monitor behavior and limit risk. And our changes are evaluated through functional and regression testing and then documented with release notes before reaching production that you all would have access to look at. For any non-routine changes that are applied to production, we follow a formal change management process. So in that case, each change requires a ticket that details things like the assessed risk level, so minimum, moderate, high, what is going to be changing in production and why it needs to change, any of the associated risks of that change, how we're mitigating the risks, and how we can verify that that change was successful in production. And then an authorized approver will review this ticket that has all of that information in it and has to grant approval before execution. For any changes that fall into the high-risk categories, those are subject to some additional strict guidelines. In that case, those changes are prohibited during key business hours outside of kind of extreme circumstances, and they require the team to conduct a pre-mortem and obtain sign-off from a technology manager prior to executing that change in production. And then lastly, we will cover SLAs and some of these additional topics. So I wanted to mention that I'm willing to share our standard SLAs for taxes, and we can discuss specifics of the means of the moving contract negotiations to make sure that we all are mutually in alignment on our approach to SLAs. But at the high-level, all GSG systems will be available 24-7 with 99.5% of uptime on a multiple basis. And in the event of an effective system downtime, like I mentioned before, GSG will send a message via email to replying any clients of this disruption and will begin addressing the issue immediately. We categorize all issues that we receive into one through service levels. So priority one is a critical business impact event in something like a Texas production site audit or we are unable to pay any payments. In this case, a team member from GSG will respond at least within an hour and resolve the issues within eight hours. Second priority is significant business impact events. So this could be something like not being able to take card payments but be able to take check payments. In this case, within four hours of the issue reported, the GSG team member will respond and then we'll resolve the issue by the close of the next business day. And then our third year is general business impact events, operational support requests, and then other questions. And in this case, we will respond within one day and resolve the issue of the order provided by the program and then we agreed upon timeframe. And with these SLAs, I mentioned that these are all the number of response time for critical issues and particular dealer-like system downtime. We treat these with the up-to-surgency and typically we begin investigation immediately on and identifying that there is a kind of critical issue. And I want to refer back again to our recovery time objective of 30 minutes and so typically, for example, we'll be misimpacted by the agency in practice that we're responding particularly with high urgency to address those issues. So the quarterly health checks, Grand Street does not have quarterly health checks. Instead, we provide continuous monitoring and system health management for taxes as a product. So we have faculty infrastructure on providing impedance and also run routine monthly maintenance to outages, but for about five minutes hours. And then for order to security, we have a 24-7 monitor and annual SSAU top 1, top 2, type 2 audits, and PCI level 1 need certification for PNICS. For penetration tests, we conduct annual penetration tests and they're conducted by a third-party guide by the law's top 10. And then I cover our after-hour support approach and previous question, but we mentioned that this is included in our annual subscription leave. And with that, that is everything we have. And I think we're also right at time, so I'll turn it over to you for any questions you might have. Thank you very much, Grant Street, for your presentation this morning. Can you give us one moment, please? Thank you, Grant Street, once again, for your time this morning. Are there any questions from the evaluation committee members? Please state your name before asking the question. Dominic Lullo, on performance and scalability, am I to assume that Expedient is your private data center company and INAP is your private company in Atlanta? Yes. Follow-on question, any plans to, in the near future or down the road, as a company looks at data center technology going forward, plans to change or stay long-term with them so that we understand if there's a pivot on your side, what that means operationally and functionally for the county? If you can share. Yes, so we are currently planning on using our Atlanta data center over to a PNICS data center. Not just to allow for increased scalability. So we're currently in that process and are conducting robust testing and making sure that we have everything in order operationally before we make that pivot. And when is that pivot planned to take effect? I don't know if anyone on the call has more information than me on this, but I believe that it is currently in process and in 2020 will formally take effect. So based on the timeline that you outlined, can you provide any clarification to the committee or to the county as to when in that timeline you might have that pivot from INAP to Phoenix? Can possibly share? How will you alert all your customers of that change? Yeah. So if anyone on the specific timeline of change in terms of alerting customers to that change, I believe that that's going to be a similar change in the background. beyond the fact that this brought in a lot of change in our customer service with this pivot over to the Phoenix data center. This is Dominic. Follow-on question again on implementation approach. You mentioned the ADA. You're in the middle of an accessibility timeframe for April, and your timeline indicates 15 to 20 weeks. Are you anticipating that if there was a go-live that you would have ADA completed or that would come after the fact of a go-live beyond the start date for the county? Specific on that, are you too early in your accessibility to provide any clarification on your earlier presentation? Andrew, feel free to jump in if you have anything else to add here, but if we go-live in mid-April, we would be ADA compliant by then. The expectation is that we will obey compliance standards that are expected to go into effect in April. So with that, if we go-live, we should be in that compliance level better. Another follow-on question. Since you've announced the pivot to your Atlanta to Phoenix, are there any planned functional feature operational capabilities planned for the taxes systems that we don't know about or should be aware about going forward? If that doesn't much change in the mental changes, that would affect the functionality of the audience in the near future. So nothing from a capability that would make you want to, as a company, move from a functional feature to an AI capability piece that may provide greater flexibility to the program, to the platform itself. That's nowhere in your roadmap for the next 24 to 38 months. I'm trying to think long-term in terms of your company and your ability on a platform as the technology continues to evolve in this ecosystem, what you'll be doing going forward so that we understand from your tech commitment to the county and other counties you currently serve how that would look for us going forward. Is that question not clear enough or did I need a little bit more clear, I guess? Well, I think I understand you're right. We're constantly evaluating opportunities to add new functionality to bridge AI, for example, in different ways, but right now we don't have any confirmed specific plans that would be placed on roadmap in terms of adding specific functionality related to AI. But we are exploring opportunities. And if we were to decide to implement or move forward with adding such functionality, we typically notify our clients of access of those upcoming features ahead of time by way of like a client-facing roadmap or client-facing discussions in things such as advisory committee meetings. I would just add that we have other internal AI-related projects going on. They're not like product-facing for our clients, but they're in the background helping us with our operations and things like, you know, working with Databricks and building a data lake, those kinds of things. But they're internal operations right now that we are doing. So, on the client side, it's not applicable to TDT, but we have been working with some of our clients to basically ingest operating manuals like one for the Department of Highway Safety and Motor Vehicle about all various rules and regulations with title transactions, driver's license, and those kinds of things so that they can have that to be able to query and access with the use of AI. So, there are some things that we're doing, but there's no product features on the PDT roadmap that are specifically AI-related at this point. So, I hope that helps. Yeah. Yes. Yes. Thank you. And then just on after-hour support, a couple of questions I want to ask there. All your emergency period is onshore-based. There is no offshoring of those. That's correct. Okay. Do I… If I was a user of the system and if I wanted to access JIRA to see what my current tickets, I can do that? Or is that managed by you and go through your CSM? How does that work? Yeah. As a county user, you would have an account in our JIRA service management portal and you could log in at any time and see tickets that you've filed for a task ticket file and things like that. Those are all my questions. Thank you. Are there any other questions from the evaluation committee members? Any questions from… Sorry. I just wanted to mention that we can talk very quickly and clarify on the timeline of our new Phoenix data center, that's not the 26th. So, that will happen in July. Everything we can to make sure this is just going to transition without being out there you're going to go by if you want. So, July of 2026. I heard from your fear, Atlanta to Phoenix, right? Correct. Thank you. Project… Is there any questions from the project manager? Okay. Thank you very much this morning, Grant Street, for your presentation and time. All right. Thank you. The second presenter, Grant Street Group, has now completed their presentation and answered all questions. As the team is leaving the meeting, would the purchasing staff invite the third presenter, HDL Companies, to join the closed portion of the meeting for their presentation? Good morning, HDL Companies. Good morning. Thank you for joining us this morning. As your team members join, please review the meeting attendees in the team's participants panel. Please review to ensure all of your team members and county staff are in attendance. We are displaying on the screen the list of county staff that are in attendance. And who will be designated as the presenter so they can share their screen for the presentation? Present. Present. Okay. Your team will now have five minutes to set up the purchasing staff. Please start the five-minute set-up timer. I do have a question. The earlier, if that was related to this presentation deck, make sure that the review has the material. It was not related to the presentation. It was the original submittal for the RFP that the functionality checklist was not included. Thank you. And you can review your submittal on the repository if you wish. Okay. So you have five minutes. Is that the timer? Please let us know when you're ready to begin your presentation. We have a shy deck. If you can confirm that you can see it, then we should be ready to proceed. Yes, we can. Prochising the agent, please start the 30-minute timer for HDL Company's presentation. I'll be talking through the information today. I'm Robert Gray, the Vice President of Tax Administration and CIO. We're going to jump right into the first topic regarding . So the timeline to specify this is March 31st, and we are able to leave that time for requirements and receipt of all county data and integration specifications and other materials as part of the discovery process by NOVAR station. This would be a quick process. We have experienced patients in short recently having to bring out their background to number 2 regarding the disaster recovery time frames for our systems. Our recovery point objective is 1 hour. So, no, those are retained for an extensive period of time. Should any disaster reports or data recovery be needed? Recovery time objective is 6 hours. Which would apply an event of a major service disruption. We have been fortunate to have not incurred such an event in the lifetime of our system closed. That is our recovery objective that we set our processes and we validate on a regular basis for our industry recovery process. Moving on to number 3 architecture architecture is based high level user is just utilizing it in the major web browsers. The application stack stack with the backend database. Your government pro here on the slide of it. I just want things is your government use only segment of the Microsoft Azure cloud platform. She needs federal certification and state round and such and due to its isolation. It's a very pretty platforms to run via a bit unusual, which is our tenants are isolated in their own application pools as well as in their database. That's 3 restrictions. It's not actually a table database level as well. So, best help us ensure the maximum security of our individual client environments so that if there is a breach or a, you know, an issue for a cloud environment, it's going to spread other cloud environments ensuring that our county would have that for its data. But that's what we're looking for, which is reporting and analytics integration. So, we have two primary in this space. Reports can be designed. Tally and so on. GL modifies and updates reports for our clients as part of our standards. We're templated based. Letters, communications, management reports, and the like. So, you know, generate email apps, advanced search abilities, which allow us full data to clear the system. And that results in data and based format. If you will in real time, you can utilize it as an entry point to individual tax accounts to use groups of accounts to send to reports or emails or other group activities. And then, finally, to access further analysis or import into other platforms. So, it's a very simple way end users and they can use that to then facilitate pushing data to other platforms. We also have a mission. This wasn't specified. That is something that is interested rather than data exports integration. And the county has desire for more advanced tests using its own business intelligence platform. And we can basically host a data warehouse of data and give you guys direct access to it for any of that reporting needs. So, if that's an interest that migration current though might be included in our proposal. As far as acceptance criteria, our data migrations are known as very detailed. So, you know, about verification metrics, we do this very closely with our tests. It starts with just some checks to make sure that received have been converted and returned into the new platform. And we check that a few different ways by maybe status of a great class of people like. We do more to do financial checks as well on news page to know those details were brought over. And then we also do manual information in the data migration process as well as we also strongly recommend that our clients checks that their hands-on offensive data migration process. We mentioned in the copy out here that the source data plays a role as well. And so, as long as the source data is well and then go to her operation. Well, your source codes. The answer is yes. So, based on based on. We develop all of our own code directly owned by us towards that, you know, all the code we utilize is developed with your development practice is easily maintained. So, we don't have a lot of, uh, third party requirements which can cause challenges and, you know, development technology. ERP and general ledger connectivity integration questions. So, we have a couple different ways that we can facilitate this and it's a combination of either of our secure web APIs that we offer a variety of functionality. For the, for the GL activity, we can configure a general entry export and be run manually or on automated basis to, you know, export general entry files into your financial system accordingly. So, that would be part of the discussion process where we work with the county to identify the best methods that will meet your needs. And then that's what we would configure and implement, uh, with the, with the onboarding software. On to number eight, address the mobile current experience. So, our invasive act there in the general public is fully responsive. It simply means that it is dynamically just out to provide a fully functioning and usable interface regardless of all those. We also ensure that it's basically the accessible in the LA level standard of the web content accessibility guidelines. And then finally, we provide that through browser level based events. Utilize and utilization of the page. This website will translate drop down lists. If you've given the options of fee structure and license structure for the county, which is just apply on an annual basis. Platform that covers users. The county may need to access the software varying. It's always fixed on user permissions assigned, as well as you have there. Everything's included there as far as support and after hours. And support is included and no additional cost. And that also or tier supporting do tier 1 support after hours, like non critical to those within business hours. But after hours of the board, if there's an issue with the site operability, you know, a fee configuration, something that's impacting experience. We would, we would handle those systems, you know, our support for the county as it evolves with changing needs. So to the extent that the software needs to be updated in its configuration, maybe some, you know, some of the clients assist them with making those. And to data governance number 10 and change management. Yes, there are protocols for the only that is also restricted to our background check training on on return basis to issue. One of your data is services that we started with. It was confidential sales tax data. And so our firm is well experienced in handling sensible government entities. And benefits are new patients. In the process, the client data can definitely. And it's on the county's policy. It has a certain retention sunset date for taxpayer data. We can, you know, abide by that beyond that to be an error place. So we generally encourage our clients to retain as much, as much data. Our data distraction really depends on the client. Relationship. When we retain the audit, or it may be specified on track. Any of the events that we might be legally required to do so, regarding legal holds, records requests, nothing would be provided to any outside that county. Again, generally, if it's county day, I want to be going to the county because we do not own the county. That's our part of the encounter. From a change management process, release environment for our internal taxonomies, as well as our early adoption. So they're, and this is how we basically have our own tax teams, which are not including, if you will, the term they're, they're assuming the product testing. We have agencies, the doctor, time for courses, releases, the lady, three of our clients, three months period of heavy use, our primary cycle, or a link for the summit. It's a nine or seven percent, BRT. And we have far exceeded that. Through the lifetime years, our generation of the class, our maintenance window, East coast, one of what that would be, if there was any regular, let's get maintenance, which might require, the parts. We make sure it's in the, in that block. You like the website. Those. Yes. We also need time that we run those. We do minimum quarterly health checks. We really have our software platforms to ensure, again, that they're highly available, secure, performing well. But in addition to that, we play checks. We do a deeper analysis, provisioning, of course, the day-to-day, regular clients. We have prominent, three vendors, which we utilize and we kind of rotate through, to ensure that we're, we're getting exercised in different ways. In addition to the external penetration testing, we also, let's read third-party review of our code from a security standpoint, code scans. And that's in addition to the security reviews and code scans that we already do internally. Again, to ensure that our, our platforms are, in and out of our previous slide, we offer up needed, you know, standard business hours. We have to, we'd love to entertain any questions that Jim, you may have. Thank you very much, HDL, for your presentation. Are there any questions from the evaluation committee members, or the project manager? Please state your name before asking your question. Lisa Bailey. Could you please go back to the slide regarding the retention of data? Okay. Oh, there you go. On the data retention, it says client data is retained indefinitely during active agreements. Post agreement data destruction adheres to contract specified retention periods. So, um, just a question. If you're migrating over data that will meet a retention schedule, according to either statute or our retention schedules, that would have to be identified and written into the contract. Am I understanding that correctly? Well, not necessarily. It's just, that's typically where if I, so usually client specified terms says, you know, they may reserve the right to audit, you know, any related data transaction for a period of up to, you know, one to three years, that sort of thing. So that's where we retain data that might be required to satisfy that type of request. But in general, we, you know, we found that in the event that a contract terminates, that there are rare occasions where clients come back to us because maybe the, the new provider did not, did not convert all the data or did not implement some of the data that was required. And they'll come back to us and say, hey, we, we need copies of this information. And so that's, that's something that you just do an agreement with the client. And so you would basically determine what that retention is. So we have no interest in retaining, you know, county-packed air data. And, you know, that is, that is all the counties in our ship. We're just stewards of it during the time that we have an agreement with the county. So, you know, when that, if the agreement comes to close, we would make sure that we do a full presentation of, all the data that a format that the county can utilize. And then at that point, anything that we would retain would be as specified by the county. So either by the agreement where we have to make sure we retain it to be able to invite by that, or if it's not in the agreement, then that would be something that we would coordinate with you during the termination process of the agreement. That would be great. Okay. Thank you very much. Cool. So, hi. This is Dominic. A couple questions I have. So, you mentioned early in the project timeline, you know, the things you need from a readiness perspective. What I didn't see though was the time, you know, what, what it goes from week to week, I guess. Can you high level walk it through? I mean, is it a four, is it a 14 week? If you get it by January 16th, are you saying it's a 15 week, 20 week timeframe? Um, and if we, let's say we got it to you on January 18th, what's the impact from you to delivering it on time for March 31st? And also, follow on to that is on any ADA accessibility pieces. You may have mentioned that as well. And then I have a couple other questions I want to get into after that part, please. I'll start with first the implementation process. So the implementation process is really high availability of whatever other problem. We do implementations anywhere from implementations. We do these, uh, the large, larger projects, the juggling projects at the client, you know, so if you work with the county to identify, you know, the teams involved, and the ability for the county to get us the discovery materials as rapidly as possible. So it's, it's primarily that's the prime, particularly for me, you know, the, some of the integration components. We didn't have the opportunity to really fully, fully started to throughout the RFP process. And so that, for me, this project is the biggest unknown is, you know, what additional development or adjustment we need to make to do a great integration for the county. And that would be both integration within the current financial platform, as well as integration on the payment process. The primary pieces that would likely involve our teams to make sure the development, the, the, one other thing I'll mention is just on data. And we, of course, see various grades, receive formation and get it to us. And those things, those are the things that will, are most likely to repair all, you know, no idea. About the general implementation process, typical implementations that we start around one to two month timeframe, depending on the complexity. And then we mock implementation schedule from there. So, you know, it starts with a project kickoff, you know, laying out all of the discovered materials that we need, and, and certainly some early discussions around any iterations. for items that may require development, which is the integration side. And as I mentioned, the payment processing side, so. Those, those 2 having those meetings with your technical team or representatives early on in the process is going to be key. Of course designating a county project manager and one person that we would coordinate with and, you know, we would introduce our team at that time as well. And then we're really the 1st, let's say we're moving in a 2 month timeframe. If we're getting the data and, you know, all of that is, it's in the hands by, let's say in January, we're trying to go live by end of March. We're basically looking at a 2 month timeframe to work with, maybe a couple of weeks of offer. So, and of course, you don't have to go right up to the deadline. To me, like you were specifying that 1st was the end of the, or the end of the current agreements with the current provider that you can stretch that until March 31st. So then, you know, really the goal is to complete a migration as early in March as possible. So, not going right up against that March 31st deadline. So that gives us a little bit of offer. So, we would do that initial discovery work meeting. The 1st month is really going to be making sure that the specifications are, are in place that were agreed upon on the integrations that we're going to put into those platforms. And then setting our tech teams loose on getting that done very quickly. So, while that's happening to the development process, that's the 1st month, our implementation team is doing the configuration of the cloud environment, doing an initial conversion, and then setting all the configurations for taxes fees and such for testing purposes. So, at the end of that month, roughly, and we would have access to that cloud environment. We didn't start doing some user training and testing with the core kind of project team that's been identified to, you know, make sure that our configurations and the functionality of the system is, is kind of meeting expectations and on track. Then, maybe 2 weeks after that, so we're now on the app then. So, we have done it, they're migrated, and we're getting ready to internally test iterations. Later, we would have ready, validated, a process, formal, getting ready for go-lot users, depending on the number of users at the county. You know, we might have a type of approach where we have staff training on, you know, maybe there's certain staff that, there's a small analytics group, and then with those specific needs as well. And then the general users, which would be the random team that's, that's responding to the day-to-day administration of the, the TBT, get all that training done. And then we do a, at that point, we need to do a, that's some simple process between the current system and the new system. And, you know, we would be on site to make sure challenges, that to the final two weeks, we could be right up against. We can provide over a, a rough project schedule. It kind of covers what I was just talking about in more detail. It does. It does. Thank you. Um, you said you would send a follow up in that project schedule. That, that's perfectly acceptable. Um, a couple other things that I, I want to ask again, this is Dominic. Um, for your, your Azure gov cloud, primary region, secondary region, where is your main located at? And also what is prime cloud and prime web? Are these your VM servers you're using and your web page for taxpayers for self service? Or is that more of an operator administrator? It's one understanding. Sure. And we, the cloud is new teams that are doing it day to day. That's also where the security administration team would access to set you permission, configuration, and alike. So that's kind of core platform access. That is what we call prime cloud. The prime web is for the tax component. We just kind of roughly group those into those two sets of users. So is your solution then called prime web? Yes. Prime web. Is that for the public? The, well, that's what, that's what we refer to it as. It's, it's just a public facing component of, you know, or the tax base. So it's not necessarily branded like that. I mean, if the taxpayer goes to the website, they're not going to see prime web or prime cloud. They're, you know, with a minimal branding approach, you know, the idea is to highlight HDL. It's not a public brand. And then your regions for your go cloud, primary and secondary regions, in case of an incident, where do you fall back to? Yeah, all the traders on that answer, but we, we are in the, served into also. I believe that's where, like we, I mentioned the boarding of the Birmingham lab. I believe that stood up. I would make sure in this, I think, a great up time for you guys. And if there was some, I'd be fully accurate there. I'd co-op with our systems administrator. I can give you an answer. I need an application schedule. You can correct that call. Um, interesting wording here on transparent site licensing, predictable budgeting. That's a pretty good term of art there. Um, are those description based licensing or consumption based licensing? How does that work? What does that mean on your page for fee structure, licensing and support? Yeah. So just, uh, you know, we're integrating with accounting and processing and, and of course, with the processing transaction, be governed by that. So if, uh, as part of this, we are integrating with, um, the process roll over to the HDL agreement. So we're operating under the expectation assumption that the county wants to plug into existing relationship. And, you know, utilizing the most part of them, we don't have any payment related transactions model, but, uh, the site license covers a platform, mobilization, even our disaster recovery service, client, or, and it's just a annual flat fee. Okay. My last two questions are this, the first one being on ERP general ledger connectivity. Um, you mentioned just secure web and configurable CSV exports. What financial systems have you integrated with out of curiosity? That's okay. Um, we, we, we certainly work a lot with, we have a company we work with, with Grant street group. Um, we have, that's one in their ecosystem. And so we work with pretty much all over Greenbrook. I'm trying to think of anything with, uh, anything with people's people soft or SAP, our example, out of curiosity. People soft. We have worked with people. They implemented years. You have a integration with them through Oakland. Now. We have, they start going in space more. So we're starting to encounter them more, but I can't recall a lot of variations with them as yet. And so I can't speak. I can't speak to how standard the integration is for what we do for the, the city of Oakland, California, but that is, that is one that we've worked with in the last, uh, three or four years that, uh, did implement Oracle. So from a percentage perspective, from a percentage perspective, is it fair to say you have more familiarity with Tyler than people soft and percentage level? I would say 60, 40, 70, 30. Okay. Yeah, certainly. It's been about integration. We've encountered over the last, uh, that's a little bit, but it's, it's been the most common. There's, there's a variety of kind of older school financial platforms integrated with, starting to, starting to crop up more in the municipal space. And so, you know, what it stands out to me is, there might be a couple other people like that. Springbrook, they're really getting more, but we've encountered them more frequently, three to four of them. So we've only integrated with Oracle a handful of times, and it's, it's been over the last. Okay. Questions on, thank you. Uh, this is Dominic reporting analytics. Do you have, you mentioned crystal, uh, FDE. Do you have any FDOR reports? Sample out of curiosity. Can you just clarify for me? FDOR, help me with the acronym. Oh, Department of Revenue. Thank you. Florida Department of Revenue. Yes. Yes. So in Florida, municipalities, city ordinance review work, but we, this would be our first, the Florida Department of Revenue, and, and various requirements. We need to get those requirements. Well, we're reporting. And one of the things that we keep up on is every, every area that we're, we're sure to stay up with legislative requirements at the local, state, federal level. And we include built ins for any of the, the FDR is over time. And we're going to update our platform to support and maintain, maintain connectivity with that. Um, I do have one. I do just thought about a question. I apologize. I'm only sure I get it out. So platform wise, functionality wise. So your system, uh, with respect to you and your gov cloud platform, are there anything roadmap wise in terms of your platform that you're looking to build functionality with different capabilities in the AI space? That would be something that the county should be aware of. For example, what you're delivering today, if you change a functionality, what protections to the county do we have? If you make a pivot on a platform and also, are you staying with Azure for the foreseeable future? Do you have plans to pivot to say an Amazon or other, other tenants in the future that we should be aware of? Sure. So we don't have any plans to pivot on any of our primary platforms and partners at this day. Certainly, if that were changed, you know, we would, we would keep our clients in the loop, but we would certainly guarantee that any adjustment would be below the waterline impact. Right? But yeah, we have no, we have no intent. We're very satisfied with, uh, the service and security of the platforms that utilize and meeting our needs and meeting our clients needs. So, we definitely have no intention to adjust as far as any, uh, you know, ad based functionality. So, it's something that we continue to evaluate both internal as well as for our client benefits. Uh, but we really put ourselves in a space and most of our clients as we interact with, uh, you know, the basic functionality of, you know, processing tax administration, processing returns, sending out communications, you know, if, if we see in the short term, an opportunity for ad to benefit there, it would be just as a replacement for some of the workflow, and the work, and I'm sorry, replacement, let's say a support for some of the workflow or the functionality, or maybe on the analytic side. So, we don't have any immediate plans to, to rule out such fun in order. We, but it's something that's, you know, certain thoughts, you do in part, it's something that we are monitoring, identify a, this is probably, this is getting to a point where it's potentially a value, you know, either from a Q and a, or from actually, uh, being able to exercise the HTML API in a way that taxpayers form function, you know, rather than using the, than using the website. So, that's something that we are monitoring, but we have no, no near term plans or intention to, to build that and roll that out. We keep an eye on, and we want to make sure that we keep our clients at the airport, not the leading edge, but at the near forefront of events that become available, will be helpful to our clients. Hopefully, I know it's a bit fuzzy to answer, but it's a challenging space right now, but it's certainly one that's of interest. And we're just sort of caution. Anything we do in that area, deliver value, maintain, all we have to do to, to our clients. So that's our priority. Thank you. Those are all my questions. Okay. Are there any other questions from the evaluation committee? Uh, this is Greg Meyer. I have one question, and it should be pretty straightforward. Your, your pricing, you mentioned multiple times that it's, uh, not a la carte, that all your services are included for the one set fee. Is that one set fee? What I read, uh, your PAC at $923,761. Is that accurate? It's, uh, the implementation cost. I'd rather copy a all inclusive. That's more than just the initial implementation, onboarding, integration. Thank you. Are there any other questions from the evaluation committee project manager? And I just want to, and I just want to, we have some clarification from the county attorney regarding your initial question at the beginning of your presentation. Hi. This is Nicole Abraham, a senior assistant county attorney. You mentioned a question regarding responsiveness, um, and we clarified it, but I make sure that we are on the same page. Um, there was a requirement as part of this submission for the final presentation that a functionality checklist and the answers be provided. And on a review of yours, um, proposal that was not included. So that was the, the portion which, um, we were, um, discussing initially. I'll make sure that there's no conclusion with that. Thank you. I appreciate that clarification and, uh, check information understanding it's late. Uh, if that may be helpful to anyone. So, thank you for that clarification. All right. Thank you. Uh, are there any other questions from HDL? Okay. Thank you very much. HDL for your time this morning. Thank you so much. Our pleasure. We really appreciate it. Everyone. Appreciate it. And thank you. The third presenter HDL companies has now completed their presentation and answered all the questions. This concludes all vendor presentation. Before we move forward to the scoring portion of the meeting. Just wanted to ask the EC members. Did you want to take a recess or to continue? And if you take a recess, we'll need to vote on the time. 10 minutes. Sure. I have to get my name and just say, Hi. Hello. I do vote for a 10 minute recess. So a recess will now be called for 10 minutes. And the time is now 11 59 AM. So let's come back at 12 10 PM. Okay. Thank you. Stairs. No, no. It's a little. Yes. Oh, well that's. Yeah. It's a little bit more for you. I do. Because he's a smart guy. Good afternoon, everyone. The time is now 11 13 PM. We are no longer in recess. And just for the record, if I can ask all of the EC members to confirm they are here. When I announce your name, just give me one moment. Lisa Bailey. Present. Dominic Duluth. Present. And Gregory Meyer. Present. Okay. Thank you. The purchasing staff invite all vendors and members of the public back to the open portion of the meeting. I believe we've already done so. The next order of business is scoring the vendors. The score sheets have been distributed to the evaluation committee members. The score sheets include the assigned points for location, which are applied based on specific criteria stated in the solicitation. Additionally, the score sheets also include points for price, which was calculated based on the formula identified in the solicitation. When all evaluation committee members have completed and submitted their score sheets, I will once again recess the meeting to provide time to tabulate the results. Committee members, are there any questions? One question. Take your name, please. This is Greg Meyer. Regarding the evaluation criteria, question number four, functionality checklist and demonstrations. There's a maximum of 30 points available here. Is it broken up half and half, like the checklist and then the demonstration? Is it 15-15 or however we envision? It's going to be based on your discretion. It's a total of 30 points for that entire section. Okay. Thank you. Any other questions? Okay. Committee members may begin scoring. Purchasing will notify me when they have received all the score sheets and are ready to tabulate. Thank you. Could Senator be associated with it? If you can... You can get it again. Okay. I don't know why it didn't come to me. It wasn't sent today. It was sent Monday. On Monday. On Monday. At 3-53. Oh. I thought you were going to send it. It should be the last attachment. Here we go. Got it. Question, sir. Did I date it when I'm done, basically? Say that again? Did I date my piece? Yes. You have to email it to these three people. That's the email address, right? The email address listed. I just want to clarify. Did everyone receive the email from Erica for that outstanding question? Yes. Okay. And then can I just ask it? You guys don't. Good afternoon once again, everyone. All score sheets have been received. We will take a recess to tabulate the results. The time is now 1226 PM. We are in recess. Thank you. Good afternoon, everyone. I would like to reconvene the meeting. The time is now 1247 PM. Can everyone hear us? Yes. Okay. Thank you so much. Before the results are announced, I would like to thank all the vendors for your participation in this solicitation process. We appreciate your time and interest in working with Brad County. Purchasing, please announce the scores and ranking. The total scores are Govo S Inc., 178.10. Grand Street Group Inc., 234.42. HDL Companies, 187. The number one ranked firm is Grand Street Group Inc., the second ranked firm is HDL Companies, and the third ranked firm is Govo S Inc. Thank you. The next order of business is acceptance of the scoring and ranking. May I have a motion to accept the Evaluation Committee's results and recommendation for ranking for approval? Dominic, I would like to make a motion to accept the Evaluation Committee's results. May I have a second? Ms. Bailey, I second the motion. All in favor say aye. Aye. Any opposed? Motion passes unanimously. The Evaluation Committee recommendation will be posted on the Purchasing Division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the Director of Purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided that no County Commissioner objects within five business days after receiving notice from the Purchasing Division of final ranking. Once a ranking is deemed final, the County shall commence contract negotiations with the number one ranked vendor. As a reminder, all information reviewed by the Evaluation Committee 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? Not many. No. I want to thank everyone for joining us today. Committee members, thank you very much. And Randall, thank you. Ricardo and Purchasing, thank you for your time today. Again, I would like to thank all the vendors that responded to their presentations today. Thank you once again to the Committee members. The final Evaluation Committee meeting is adjourned. The time is now 12.50 PM. Thank you. Thank you. Thank you.