Final Evaluation Committee Meeting: RFP No. TRN2131774P1, Consulting Services for Bus Rapid Transit Activities - Oct 13, 2026

Good morning once again, everyone. Thank you. Good morning. I am Sonia Lovett, Senior Purchasing Manager and the meeting facilitator this morning. I would like to call to order the final evaluation committee meeting for request for proposals number TRN-2131-774-P1, Consulting Services for Bus Rapid Transit Activities for the Transportation Department. The time is now 10.06 a.m. on October 13, 2026. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in Room 430 at 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 noise. This meeting is being recorded by Broward County. The video recording will act as the official recording of this 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 noticed. The purpose of this meeting is for the Evaluation Committee to hear presentations and to score and rank the responsive, responsible, and shortlisted vendors. At the initial Evaluation Committee meeting on September 15, 2026, the Evaluation Committee determined that seven of the eight vendors to be both responsive and responsible. After shortlisting, the following vendors advance to the final evaluation and ranking taking place today. Meeting attendance will be recorded in the following ways. The Purchasing Division will record attendance of county staff physically here in Room 430. All virtual attendees, including county staff, please click on the link or scan the QR code that is currently listed in the Teams chat section to complete the sign-in sheet. For attendees that cannot access the link or QR code in the Teams chat, email the Purchasing Agent Jermaine Pinnock at J-P-I-N-N-O-C-K at Broward.org with the subject, meeting attendance, and indicate your name, your title, and the company you represent in the email body. We have a quorum present with the following Evaluation Committee members. Committee members, please say present after your name is called. Razum Awad, Director, Traffic Engineering Division, Public Works and Environmental Services Department. Present. Matthew D'Antonio, Director, Information Technology Division, Transportation Department. Present. Abishak Dayal, Assistant Director, Capital Delivery and Infrastructure Division, Transportation Department. Present. Scott Thurman, Engineering Unit Supervisor, Highway Construction and Engineering Division, Public Works and Environmental Services Department. Present. William Lee Willis, Assistant Director, Safety and Security Division, Transportation Department. Present. Thank you, everyone. It is the Evaluation Committee's responsibility to review the vendor's 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 establish vendors which provide the services that are in the best interest of the county. At the discretion of the board, Evaluation Committee members may be requested to substantiate their recommendation and discuss submittal reviews. The colonist 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 colonist silence terminates when the awarding authority takes action, which ends the solicitation. During the colonist 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 the Briar County Competitive Solicitations was issued in the solicitation. The Evaluation Committee minutes have been distributed to the Evaluation Committee members. Evaluation Committee members, are there any discussion regarding the minutes? Hearing none, may I have a motion to approve the minutes from the initial Evaluation Committee meeting? Abhishek Dayal, I would like to make a motion to approve the minutes from the initial Evaluation Committee meeting held on September 15, 2026. Thank you. May I have a second? Matt D'Antonio, second. All in favor, say aye. Aye. Any opposed? Motion passes unanimously. As stated previously at the initial Evaluation Committee meeting, the solicitation required vendors to state whether they accept Briar County's standard terms and conditions or if they do not accept them to identify the agreement provisions and the vendors' proposed changes. Four of the six vendors accepted the county's standard terms and conditions. The county provided vendors an opportunity to waive their exceptions prior to the final Evaluation Committee. The following vendors waived all exceptions, RS&H, Inc., WSPUSA, Inc. The next order of business are vendor presentations. In accordance with Section 286.0113 of the Florida Statute's presentation presentations and questions and answers are closed to the public. Only committee members, county staff, the presenting vendor, and their team will be in the closed portion of this meeting. Other vendors, their teams, and members of the public will be excused for 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 15 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 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 Evaluation Committee members will score and rank the vendors. Members of the public may provide an email address in the chat to be notified when the return of the public portion of this meeting. Vendors are asked to provide an electronic copy, 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. The presentation and order was identified during the initial Evaluation Committee meeting and was distributed to the presenting vendors. Each vendor has 15 minutes for the presentation, followed by an unlimited question and answer session. Vendors will be presenting in the following order. First presenter, EXP U.S. Services, Inc. Second presenter, RS&H, Inc. Third presenter, WSP USA, Inc. Fourth presenter, HDR Engineering, Inc. Fifth presenter, HNTB Corporation. Sixth presenter, The Cardino Group, Inc. At this time, we will move into the closed portion of this meeting. The first vendor presenting, EXP U.S. Services, Inc., please remain in the meeting. All other presenting vendors, their accompanying teams, and members of the public are requested to leave the virtual meeting room. As a reminder, please continue to monitor your emails to rejoin the public portion of this meeting. This meeting is now closed. Thank you. Morning, EXP U.S. Services. Good morning. Morning. Good morning. 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 members, your team members, and county staff are in attendance. Jim Erickson. I think he's not part of our team. Correct. It's a spy. Actually, I like Jim, so it's hard to say. Other than that, I think we're good. I don't know, Stan, you'll notice anybody else. No, we're good. That was... To everyone else that's listed in the participants panel are members of your team? Yes, that's correct. Okay, while you're reviewing the list, please advise which member of your team should be designated as a presenter in Teams to share their screen during your presentation. Daniel McCrone, please. Okay, and then there's one more person. Natalie Thierd, is that a member of your team? I see Jignesh Patel and James Ford. Say that again? Jignesh Patel and James Ford. They are not members of your team? Correct. Okay. You removed Natalie also, correct? Yes, we're working on it. Just give us one moment. No, I just wanted to confirm. Thank you. And Anna Kennedy as well. Anna Kennedy is with the county. Oh, okay. I didn't see her on the list. Sharing. Just for, um, to see if everything works out. Can I ask you not to share just yet? We're still trying to remove participants. Thank you. Perfect. Sorry about that. We are still trying to remove some of the participants. So just give us one moment, please. Of course. Mr. Ford, I'm not certain if you can hear us, but if you can kindly remove yourself from the meeting chat or from the meeting. Um, Carrie Graham, is she with the county? Yes. Okay. So we're just waiting on James Forbes? James Ford. We just... We also don't mind proceeding for the sake of time, if you'd like. No, um, that's fine, but we do want to make sure that the meeting is closed as required by statute. So we want to make sure that we don't have individuals participating that should not be there. Call Jim and ask him, Jim Erickson, and ask him to speak to Mr. Ford. Mr. Erickson is working on connecting with James to get him, uh, to log off. Yourself? It's like blocked or something? Right. He's still showing up, although, um, we have confirmed that he has been removed or he logged off. Um, so, and he just confirmed that he's not on the meeting, so. Very good. We will proceed. Give me one moment. Okay. All right. And can you, for the record, please affirm that there are no other individuals other than James in the meeting, other than your team and county staff? And we will now give you five minutes to set up. Purchasing staff, please start the timer. Does everybody see the screen? Yeah, we can see it. Do you want to just do... We'll do a quick mic check before we get started. I'll start with Sal. Hello. I'm here. Loud and clear. Jose Claval. Hello. Hello. Oh, David. Hello. Sorry. I missed that one. Yeah. Christopher. Censoret. Good morning. Good morning. Randall. I'm here. Thank you. Chris Soto. Here. Let's go. Do we want to do a quick mic check for James Ford? Just checking. James Ford, you there? Okay. Perfect. I'll do a quick page turn. You missed me, but I'm sure... Oh, yes. John. Sorry, John. There you go. Thank you. All good. And the pages turn fine. Everything looks great. Yep. Very good. Perfect. This may be a good time, if I could add in, for the committee. What we've done is we've added the speakers' names to the slide in the top left corner, usually to assist with identifying who's the speaker of the moment. Okay. Thank you. Please let us know when you're ready to begin. Okay. Purchasing agent, please start the 15 minutes timer for EXP US Services, Inc. presentation. EXP, you may begin. Thank you. Good morning. Good morning. We are the EXP team. And first of all, we want to thank you for this opportunity. We are grateful and very happy that we're here today. We want to tell you today in this presentation a little bit more about ourselves, why we're here, why we believe we are the company that is most aligned with you, your culture, and your goals. Next slide. My name is Jose Clavel. I am your project director, and I have about 26 years of experience, and I spent a lot of time doing work for transit, specifically bus rapid transit, and I don't own a vehicle. I use transit every day. Kyle? Kyle? Hi, Kyle Henry. I have over 15 years of transportation and transit-related experience, both here in South Florida and around the world. I've spent a lot of time in Canada, specifically planning, delivering BRT and LRT projects, over three major BRT projects and two large LRT projects. Sal? Hi, everyone. My name is Sal Birateri. My role for this contract will be the project manager for the EXP team. My background is in architecture and urban design. I have over 30 years of experience, and most of that has actually been in the design of transit systems, including BRT. I'm John Bonaparte. I'm serving as the manager of project and quality controls. I have approximately 40 years of experience, mainly in the transportation field. I've worked on roadways, rail, airport people, movers. My BRT experience includes systems in Hartford, Pittsburgh, and most recently here, well, not here, but in San Antonio. I also served as FTA PMOC task order manager on various projects. Chris? Thank you. Christopher Soto, HBC engineering CEI director. We're actually a Broward-based business. We have an office here with about 26-plus personnel in CEI. With the help of Eric Padron as well and Kevin Giordano, we have a plethora of staff that we're used to being able to implement into a system like this, and you'll see on a different slide our experience with transit systems and managing those transit systems and construction management and project management and controls. David? Hi. I'm David Baumgartner with Cambridge Systematics, the financial planning task lead, and I've led funding and financial plans for transit projects all around the country, including through the FTA CIG process. And we'll also have with us today, to help us with the Q&A session, Sunset Red Gates. She will be leading BRT planning and NEPA management. David Miller, he will be leading BRT operations. Randall Farwell, operations, NFTA coordination, and Eric Padron, director of construction management. Next slide. When we put this team together, we were thinking about your goals and what you're trying to accomplish, improving your transit system, expanding it, and making sure that the county has more economic development, making a system that is equitable, that service everybody in the same way, and to modernize your system so that people believe that your system is reliable. Every team member that we have, have the characteristics to carry those goals. And today, in the next slide, we'll show you how we believe that we are aligned with your culture, and why we believe that this team is the best team for Primo. Kyle? Thank you, Jose. The EXP team brings a strong bus and BRT portfolio all across North America, with experience spanning Florida, Chicago, Atlanta, Canada. And we really, truly believe that those lessons learned that we developed will be fundamental to the program that Broward County Transit is trying to implement. But more importantly, our capabilities go well beyond the traditional roadway design. We bring together planning, environmental, architectural, civil roadway design, stations, systems, program and construction management, really to demonstrate that we can bring an operational readiness corridor to implement BRT and create one integrated transit team. The multidisciplinary capabilities of our team matter to implement the Primo program, as it's not simply about moving buses. It is about creating a complete transit system and integrating the corridors, the stations, the technologies, the operations, and the passenger experience. We believe that our team brings that relevant experience across multiple different components. Another great example right now is we're converting bus maintenance facilities to provide electric charging for the new EV fleets. We've been not only doing Brownfield, but Greenfield also. In addition to that, our team also brings a depth of experience supporting Broward County, including Broward MPO, Florida DOT District 4, and many of the municipalities across these alignments. We understand how Broward County works. We've worked on the Broward County Transit Development Plan, and we also have a number of strong relationships across the county to ensure that this is an implementable program and that it's one integrated transit program that delivers for Broward County. Next slide. All right. Thank you, Kyle. I'd like to talk a little bit more about why we feel we are the team for Broward County Transit and the Primo program. But, you know, Jose mentioned early on that the team we've assembled, we feel, is similar in compatibility with Broward County and the culture there. And that really can't be underestimated in terms of the importance. Having the technical expertise, for sure, it's important. And certainly, we have the years to prove that. But that component of it we feel is very important. You know, myself as the project manager, I'll be the point of contact for our day-to-day tasks that are issued. My availability is 100% for that. And again, just to reinforce, you know, across our team, we can cover all the components that are going to be required from BRT operational planning to ITS and systems design, design and engineering of roadways. That's all part of the services we offer as EXP or our sub consultants. And certainly, through the construction, we have that expertise as well. Next slide. You know, when we look at the Primo program, certainly the BRT component of it is important. It is six corridors within a system. We believe that understanding how the BRT integrates with light rail that's being planned, commuter rail, and the high-frequency bus is important. So not only does this team have experience related to BRT systems, but we have experience in those other modes of transportation. So those integration points are going to be critical, and they're going to be part of the discussion as we continue to evaluate and study the corridors. Next slide, please. Of course, you're aware that there are six corridors. We started to look at, you know, what it's going to take. And while we want to have a consistent approach across the six corridors, and that is, you know, the first goal is to provide a premium transit option, we also recognize that it may not be a one-size-fits-all solution across all six corridors. For example, some corridors may operate better with dedicated lanes on the side of roadways. Some others might be dedicated lanes in the median. We are familiar with all those modes. We are familiar with the technologies that are going to be required for that, but probably more importantly, what we'd like to bring is a kit of parts approach that we can apply to each corridor while we also try and find a way to provide that continuity across all six corridors. Next slide, please. Okay. Next component of it, you know, certainly cost and schedule are important on projects. We also know that this is going to be critical for delivering the BRT portion of this. With that, we have Cambridge Systematics as part of our team. And we have Liam Mooney, who will be leading that part of it. At a high level, what I'd just like to mention here is that our approach will be to identify risks, analyze the risks, mitigate, monitor, and then update the risks. So as we move through the various stages of the projects, we will continue to do that. Next slide. Then, of course, how we work with our sub-consultants. So we do have CBE sub-consultants on our team, okay? And, you know, we'd like to take, or what we've done in the past is we've looked at a context approach to working with our subs. And that means, you know, finding out where the right fit is, embedding them as part of the team. That's important. You know, having tasks where they can excel and really have a meaningful portion of the contribution to the team. I'll be a point of contact with them to ensure that, you know, the scope of work is clear as we start each work authorization. And then certainly as deliverables are being met, we're going to integrate QA, QC systems that they can follow to ensure the quality of the deliverables. And then certainly we'll ensure that, you know, their invoices are paid promptly. Next slide. If we go to John. All right. Thank you, Sal. And I thank the committee for this opportunity to speak with you today. I mean, I want to start with my experience that aligns most closely with the PRIMO program. And that is leading the effort for the VIA Advanced Rapid Transit program in San Antonio as a PMCM program manager. This program is a two-corridor BRT system being employed simultaneously, one under FTA New Starts and the other under Small Starts. Both projects will employ center running lanes, level boarding, off-board fare payment, signal priority, and fully branded stations. The last piece of the program will be a new maintenance facility to store and maintain the new articulated buses that will serve the system. The committee has requested for candor, so I'm going to share one thing that I would do differently. On ART, we learned the value of extensive Sioux early and early field verification, boots on the ground to identify conflicts with property access and MOT detours before they become designer schedule risk. Managing two corridors in parallel but at different stages, reinforce how critical it is to understand each stakeholder's risk tolerance and to engage early where interfaces overlap. Why does this matter to PRIMO, you ask? Because the same principles are going to apply to your projects. We want to reduce cost and schedule risk. We want to strengthen collaboration across stakeholders. And last but not least, we want to create a repeatable delivery model across multiple corridors moving at once. That's the mindset and experience I would bring to Broward County. Let me pass the baton to Christopher Soto, who will serve as PRIMO's construction manager. Chris? Thank you, John. So, as you heard earlier, we're a local team, and that locality is important for this project. We've already went above and beyond, met with the Broward RTMC, District 4, District 4 Broward Operations just the other day, talked to them about this project, talked to them about the opportunities to collaborate on these projects. And as you can see, our experience in CEI is in this bus transit systems. I mean, we were on the Tamiami station for the State Road 836 that won an Envision Silver, the only project ever to win an Envision Silver for sustainability practices in Miami-Dade County. We also have worked on, we've gotten voluntary accelerations, so best in MOT, which MOT is going to be critical in some of these projects. And we have that type of level of collaboration when managing a ton of projects like we do in the District 6 MEI program. Our team is proactive. We are good with Primavera for recovery schedules if necessary, eBuilder, Procore, any types of forecasting models. Our inspectors are ready at hand with all the necessary tools, and we are very proficient with Microsoft Office and other tools necessary to ensure that the program management controls is successful. And for that, I'll pass it on to the next slide. Go ahead, David. In order to advance these projects, getting the funding strategy is going to be crucial to making sure it gets to the finish line. So we're going to make sure we look to find cost efficiencies, develop accurate cost estimates, and we're going to make sure they advance quickly through the funding application process and create a detailed funding strategy that incorporates local and state funding options in addition to the federal discretionary programs. Next slide. We've done this before, and we know the keys to success on the financial planning side, including demonstrating the financial capacity and documenting the commitment of funds, evaluating financing options, doing rigorous quality control, and also know that FTA has got changing requirements. They published revised CIG guidance earlier this month, and we're on top of that. We know they're going to change again with the new surface transportation reauthorization bill. Sal? All right. Okay. So I think we're probably getting close to time, so I'm going to wrap this up fairly quickly here. Essentially, we believe we have the technical expertise to be a great partner, partner, but, you know, also the culture and the compatibility we think is important. Next slide. We'd like to be part of this team. We're ready to do this. We have high availability for the team. And with that, Daniel, our last slide, we'd just like to take a moment to thank the committee for asking us to be here today to present to you, and we're ready for questions and answers. Thank you very much, EXP, U.S. Services, Inc., for your presentation this morning. Are there any questions from the Evaluation Committee members? And if so, please state your name before asking your questions. I want to just stop sharing real quick, Daniel, before we end up giving it. Thank you. Good morning. This is Ross Amawad. Thank you for the great presentation. I have one question as it relates to balancing the need for maintaining acceptable levels of service, but also meeting the goals of implementing BRT. What levels of analysis do you feel are important to achieve that? That's one part. The other part, how would you meet the requirements of the Florida statutes as it relates to land repurposing if that were to be an option? Yeah, I'll just start off, and I'll let Jose Claval kind of follow up. But, again, the level of service is a critical component. Again, there's a significant amount of demand for these projects and political will to try to push these projects forward, and balancing that is critical in terms of managing the cost and schedule. But, Jose, if you want to continue and provide some detail. Yeah, I just wanted to say that the key of the PRIMO is to look at it as a program, not necessarily as the needs of an individual quarter. And I think at this stage in the program that that will help us to balance the needs. One of the things that we did in our team is we have over 16 companies, 80 staff members, just ready to be able to evaluate each quarter and where they are in the transportation delivery process. The land repurposing is always difficult, as you know, right, because you're dealing, you could be dealing with private, you could be dealing with public. And we've done it before with the smart plan. We had to, in Miami-Dade County, obviously, we spent a lot of time doing that. And with other projects, too, even for projects like truck parking, where we look at over 5,000 different sites. And we had to work private, public, and a lot of different ways, even exceptions or things that we could do to help clients to do better. But the main thing, very difficult to do. It takes a lot of effort. It also takes a lot of communication. But we're ready to target it that way. And again, too, right, when we look at these land repurposing challenges that come up, right, it shouldn't be looked at in an isolated situation. You really got to look at how it impacts the overall corridor and the overall transportation network. Too many times we see clients look at isolated situations or isolated corridors without fully understanding the full impact of the entire network. Thank you. Good morning. I'm Abhishek Dayal. I have a couple of questions I wanted to ask. Question one, how can your team provide assistance in making the case for more federal and state funding for BRT projects within the PRIMO program? Jose, you want to start and David then can follow up? Can you repeat that question again? How can your team provide assistance in making the case for more federal and state funding for BRT projects within the PRIMO program? So what we've done, a couple of things, back to our experience. So my own experience, I have helped DOT, for example, through model development for the past 20 years, right? So in terms of grants management and things that we can do to help agencies. The one thing I believe that we should do for this one is to have a master plan for funding, right? Just as you have a master plan for the projects and the components of the projects, now you have the PRIMO plan or program. You want to have a master plan of potential opportunities that we can use. And those could be different type of fundings, right? Whether we're using CIG from FTA or if we're using another project that is in the vicinity of our project and there's a component of that project that we can use. Or what we've done before is to have an entire document at the very beginning, almost inventory, to look at all the different grants that we have available. We'll identify those grants in terms of the type of components that we can use. For example, it could be transit, but it might be that there's another type of component. Or maybe there's an opportunity for development and then we can target that source of funding to be able to help us out. I think if we see it that way, at the very beginning, we'll construct a map. We'll look at all the different grants and all the different components. What we'll do is that we'll look at the different quarters and then we'll list all types of recommendations as they are coming. And to those recommendations, we have a team, our grants management and for grants writing and funding, and then we'll kind of have those recommendations, identify the source that we can use and see how we can make it even more attractive for us to qualify for those grants. For example, it could be that maybe we need to do a little bit of land use analysis or doing some sort of plan for that quarter so that we can position that quarter better to be able to get that source of funding. Yeah, I'll just add on to that that for CIG funding, those requirements are changing and have the proposed changes explicitly tied meeting some of those requirements and doing scoring well on the various components of your rating to how much funding the FTA will give you as part of that. I'm sure that will change again as these go through, again, federal reauthorization and requirements change additionally. But again, making sure you're meeting the requirements of the grants, making sure for other discretionary grants that we want to explore, as Jose was just talking through, making sure really articulating the benefits of this and relative to the cost, monetizing all those benefits, doing really rigorous benefit cost analysis and presenting the case to that, articulating the case. And that's both for federal and state funding sources, making sure we're going down every path there is for state funding sources as well, which is both important for that local match relative to federal funding, but also going to be important just to make sure there's enough funding to get all of these projects advanced. David, do you want to just touch on the Northeast corridor? Kyle, I just wanted to add that we also have to have the intention. It's almost like we're an extension of your staff and we have to coordinate also for these opportunities to happen. It's not something that we can do passively, but it's something that we have to have intent, coordination, and not only by identifying those potentials, but by kind of becoming the champion of the Primo headcount. Yeah, and again, just to add, right, the stakeholder coordination is fundamental. When you really look at, there's a significant amount of pressure and we look at it as a three leg stool from the technical side, the economic side, and the political side. And all those three have to align to be able to make sure that we're not just chasing grants, that we're actually positioning the Primo program to successfully achieve and get the federal funding that matches the local dollars that we're putting forward. And again, I mean, Jose and David know this very well. Northeast corridor in Miami-Dade was a great success. I think we achieved 42% of FTA dollars compared to the local and state dollars that were matched. Maybe David or Jose, you could just touch on some of the success or why that was successful. Yeah, again, I think it goes back to making sure that you're following the requirements, documenting everything, making the case for the financial capacity of the agency to support the program and support the projects, making sure the benefits are being well articulated across all the categories of the CIG requirements, and making sure that financial plan is like you're documenting all the local commitments, you're documenting the state commitments, everything is well documented. And make it really easy for the FTA reviewers to come in and see, yes, this is something we want to support, and we think this project's ready. Very good. Great. Thank you. Second question, and you kind of touched on this, but at the local level, since we don't have a BRT system here within Broward County, how would you make the case to our communities here on the success or what BRT brings? Jose, go ahead. I just want to say that this is a great question because when we build this team, we were not only thinking about who is the most technical person to be in our team, which obviously we have the most technical staff, but also who can communicate what we're trying to accomplish, who can align, what is the right team for us to be able to sell it to the public in a way. And I don't want to say sell it like we're salespeople, but we have to sell the project. One of the mistakes that we've made in the past, lessons learned, is sometimes we wait too long to go and talk to the public about these projects. I'm a transit user, so I'm always out there. I don't have a vehicle, as I said, I don't own a vehicle, so I get to see it all, right? Every day as I'm using transit, I get to see people complaining about things, oh, the elevator is not working. Even maintenance stuff, that on that goal that you have on being modern and reliable, having a reliable system can kill your projects. I think that if we as a team and as an extension of your staff go early and often to the public and not wait for a scope to be far ahead, but more kind of to have these transportation talks, kind of to identify what other things that we can do out of that scope, right? So obviously we have a scope and we're following it, but what else can we do that we can add to that project that would make a huge difference to have more champions in the community? I think that's going to help you to sell it, right? And for everybody to be in it. Everybody has to be in the decision-making table. But we need to be with them early and often, and they need to know that we're one of them too, right? We're invested in this system. We want this system to work because I use it every day too. I mean, I depend in using transit for everything that I do. Just to add to that too, right? I mean, making it personal. Sorry. In the interest of time, I just wanted to move things along if it's okay. Thank you. This last question is for the PM. Um, I'm assuming there's a deputy PM also. Um, I, I don't see her in this, uh, panel, but my question is for you, uh, Sal, how would you provide onsite support during the course of the program? Will you have key staff embedded or co-located within BCT? If so, what key staff would you recommend? Okay. So we, we actually have, uh, a Fort Lauderdale office on, uh, Broward Boulevard. So we can, um, we can provide staff. So as you've heard, we also have sub consultants on the team that are, are located there as well. In terms of my personal involvement, I could be there as much as you need me to be there. Okay. I, I work with our South Florida staff. I spend more than half my time in that market. Um, and again, the work has brought me across, uh, North, uh, North America. I think, uh, so I, I'm not, you know, I'm no stranger to, to, to being part of the team, being co-located in a project office, um, or very close by, uh, as needed. Um, certainly, uh, I think, uh, you know, myself and, uh, um, the deputy. So the deputy, unfortunately, couldn't make it today, uh, for this, uh, for this meeting. We have Elizabeth Shuck, who we've nominated to be that. Um, I, I, you know, I think, um, I, I should be there, uh, as much as you, as much as you need me there. I, I don't think Elizabeth needs to be there, but I will involve her and make sure she's aware and, and user as really, um, a resource to help with managing the project. I, I think, um, you know, I, I think we look at who's present depending on the work authorizations. If we're, if we're doing planning, uh, BRT planning, uh, that requires a certain, uh, um, level of expertise that we want those folks close by, we could ask them to come by and, and either, if they're not located within, uh, Broward County, um, you know, we could have them travel in and be part of working groups or working sessions so we can work with Broward County to ensure that we have the presence that we need that that's really in line with the tasks that we're going to be, um, managing over the next foreseeable amount of time. Great. Thank you so much. Yeah. Lee Willis, I got one question regarding safety and security certification program or process. Um, just if you can give a high level what that process would look like, uh, who owns that from your team, um, and any learnings you have, uh, through that process. Jose, do you want to touch on that? Yeah. I, I think in, in terms of our team, uh, for, for, uh, safety, I know, uh, Ben Esch, one of, one of our team members, uh, has done a lot of that work for us previously, uh, and also through the Department of Transportation since we have the model development contract for many years and we're part of the general engineering consultant contracts in District 6. We, we get to also, uh, supervise some of that, um, that's, that's something that obviously we know is, is very important for the agency and we're prepared to target it with our team members and, and EXP as well as a prime. So just on the safety and security certification too. So this is something EXP specializes in specifically. We just finished, uh, four stations with WMATA, uh, where we covered all the systems integration and safety and security, uh, certification, uh, and, and again, we have all the established checklists, uh, we work with, in conjunction, obviously, with the design team up front to make sure that those are, are being implemented, uh, into the design up front so that late changes aren't made, uh, during construction, uh, to, to, to implement any of those, uh, certification requirements. Kyle, sorry. I'm not sure if my hand is raised, but I just, I think you touched on a point I wanted to make. I think one of the key things is, is really the team that's doing the safety and certification and really working with the technical experts, the designers to, to, to, to build that relationship early and to understand the components that are going to be looked at, how it impacts the engineering. We, you know, again, those of us who have helped deliver these systems, be it a BRT mode of operations or an LRT, they, they are things that we know are part of, uh, uh, uh, of, uh, uh, of delivering this project. So, what I've found is that just having that open communication, establishing that relationship early and understanding the components of what will need to be certified and the documentation related to that, uh, helps that move along quickly. Thank you. Thank you. Are there any other questions from the evaluation committee? This is Matt D'Antonio. Uh, good morning. So, uh, as the folks know, we're evaluating multiple firms, could you just speak a little bit about what makes your team different in terms of BRT specific technology? Um, so, you know, CCTV, fare collection, real time arrival technology, PA, emergency alert equipment, wayfinding, traffic signal priority, all of things along those lines, what is it that makes you folks different? I think from our, from, if I would just start off again, I think from our side, when you look at our team and the depth of expertise across the entire delivery framework, uh, of a corridor program, uh, it's, it's really, I think our team brings significant value on the planning, right? The design and the implementation construction, and then the testing commissioning and going into service commencement. Uh, I think having the, the understanding and the capacity and the technical expertise across that full delivery cycle, uh, is critical when you're embarking on a 76 mile six corridor, uh, program. Um, but then also understanding that each corridor will be slightly different to serve its intended use. Understanding and identifying the, the gaps, or as you said, in those different, all right, seats, how all those technologies are going to connect, right? CCTV, fare collection, uh, real time arrival technology, uh, is critical in the planning stage, uh, and really planning for the outcome that you want within that corridor. Um, maybe Sal, I think maybe you could provide some examples, probably. Also, I think what we're looking right now, TOD is a big component that we're implementing into these BRT corridors. Um, so, so I think our team brings a lot of value across the, the, the entire project delivery, but go ahead, Sal. Yeah, you, you bet, Kyle. So, so I, I, I think, you know, certainly when we look at those components, they, they're critical for the operations of BRT. They're one of the things that really kind of, um, um, elevates the bus riding experience, you know, the dedicated lanes, the, you know, traffic signal priorities, the communications, the ITS. And sometimes this is really, um, what happens behind the scenes that the rider doesn't experience. I think one of the things that makes it different is that, um, you know, in my rules on these projects, I, I've been integrated with the experts delivering those products. You know, understanding how they work, where they need to be placed, how they get integrated by, I think for us, we'd like to take a look at, you know, having them integrated into the systems where we have equipment that actually needs to be placed. We don't want this to be, uh, afterthoughts, uh, cameras just mounted on corners of shelters that look out of place. You know, we want a certain level of visibility to, um, you know, to kind of signal that this is a system that's being monitored and there's a safety component with that. But, um, you know, I think one of the thing that distinguishes this team is that as the project manager, as a, as a leader of this team, um, you know, we're, we're going to look at these things, not only from a technical, uh, um, component of it, but how does this get integrated into the systems? That's, that's something that, you know, I've done before on, uh, various projects. Um, um, in, um, in one of the projects that I was involved in, in, uh, this is a North American Viva systems, the fair collection equipment was integrated into the shelter design. We looked at the placement of the, of these systems, how it evolves over time, right? Future proofing as, as technology changes, how do we adapt the systems that, that we integrate? You know, another project, uh, that we worked on, um, we worked very closely to achieve goals of, of having a high level of aesthetic to the station design where we didn't have exposed cables, um, running to some of this equipment. So we're, you know, we, our approach that makes this difference is we'll look at this technology component. It is absolutely critical for the success of the operations, but how does that get integrated into the, the holistic view of the system? Okay. Thank you. Are there any other questions from the evaluation committee? Are there any questions from the project manager? Uh, yes. I think Eric, Eric has. Go ahead. Uh, yeah. Hello. Um, we're, uh, we're CGA. We're a subconsultant of EXP. Sorry. Are you responding to a previous, um, question? Yes, ma'am. Um, the follow, the, the previous question, which is the integration. So we have a, uh, an extent, extensive experience with integrating fiber optics, both in the turnpike and in Broward County, um, multiple, multiple systems. We've done 160 miles of Broward County, uh, all the rest areas, multiple counties, uh, multiple projects in, in the turnpike and Broward County, uh, including, you know, not only CCTVs, but walk-in DMSs, cantilever DMSs, uh, all service points, hubs, everything you can think of. I just wanted to add that in there. And, and I, and this is Jose Clavel. I need to ask something quickly. Why, why we're different? And this is a fundamental question. It's the way EXP is built. It's very different to other transportation companies. We have over 30 different practices as part of our company, uh, 30 different sectors that they, they have different capabilities from. Just to give you an example from mining to energy, from mechanical MEP, right? To buildings, to architecture. Uh, it's very difficult today to find a, a, a company that has the operations that we have, the flexibility that we can provide to you and all those different practices where we can see a project from beginning to the end, from long-range transportation planning, all the way to construction and operations. That's very different. That's very difficult to get. I believe that this is the best team, uh, uh, that, that will help you to, um, to provide to you what you need to give you the, the, the depth in the, in the staff. We have done it before, uh, with the county. Uh, and we have done it before throughout the, the, the internationally, nationally, internationally. But it has to be, and I'm, in that sense, I'm in love with the company in the sense that the company is different than other companies because you have everything in one place. There are three different practices, uh, of, of very specific technical knowledge that other companies simply don't have. Okay. Thank you. Are there any other questions from the evaluation committee? Okay. Project manager, you have a question. Please state your name before proceeding. Thank you. Thank you. My name is Gibian. I'm the project manager for this solicitation. Um, I have a couple of questions for the PM. Among the BRT projects that you worked on before, can you please identify one project that you, you participated? Which phase of the project that was in? And your roles and responsibilities for that phase of the project? That's the first part of the question. Um, for that project, please identify one innovation, improvement, or creative idea that you helped develop or implement that was successful. And one idea or initiative that did not work as planned. Please be brief in your response. Thank you. Thank you. Okay. Well, I, I have about five corridors that it, that I've worked on. I, I think I'm going to speak to a project, uh, that I did a little while ago now. Uh, it's an operational system. It's in Fort Collins, Colorado. Um, one of the things, so my role on that, I was design lead for that project. So I was responsible for the station design and the integration, um, into the community. Um, this is the first, this was, um, a first time, a new system within the transport, um, uh, transit agency in Colorado. So we were, we were, um, um, really starting, you know, with a whole new system on how to approach it. How does it operate? Um, uh, again, I think I mentioned my role was design lead and I was involved from, from early stages of, uh, design through construction administration. Um, an idea that I thought was innovative in terms of, uh, how we approach this is we had a variety of stakeholders along this corridor. And each one had a strong sense of place and how this BRT, um, really was going to be, um, an asset to their neighborhood. So what we came up with was this kid of parts approach where the, there was a standardization of elements of the BRT that existed, but we were able to take. And I, I, I, an iconic component of it and adapt it through different communities and really start to bring a sense of place and ownership, um, into, into that, uh, community. Um, uh, uh, I, I think one of the things, you know, it's always, you'd like to think that, uh, um, one of the things, uh, you know, that maybe didn't go well. Um, you know, I, I, I, I'm not saying this as, you know, trying to, that there weren't things that maybe weren't, uh, smooth, but I, I think, you know, they're really kind of small and detail oriented in terms of maybe expectations of how things were going to be executed. And, and a result, um, that, that actually existed, um, uh, you know, I, I think one of the things that I kind of take away just in terms of the overall operate operability and maintainability is, uh, you know, uh, choices, uh, at the end of the day, when we're actually building, um, are you picking durable and low maintenance, um, uh, components? So, you know, the use of glass, you know, you hate to see this, but sometimes they don't always hold up well in urban environments. And there's a lot of maintenance costs related to that. So that, that would be something that, you know, I look back on some of these projects and say, you know, could we have made a different choice? Could we have made it easier for the operability and maintainability longterm? Um, thank you. Good. Yeah. The second question I have is, uh, you have a large sub consultant team. Can you please explain how you plan to effectively coordinate a lot of this large consultant, sub consultant team to maintain appropriate redundancy and share the project awareness while also ensuring efficient use of resources and adhere to the project budget? Okay. I'll, I'll start this. Oh, sorry. Please be brief in your response as well. Thank you. Yeah. So I, I think really, uh, the way we'll do it is to really, it starts with working with Broward County. It's understanding the work authorizations that come our way, understanding the full sense of scope and identifying the right, the right, uh, um, disciplines that need to participate in that scope. Beyond moving through, through that, um, we can, uh, we can set up, uh, regular meetings with the broader team in terms of providing project updates on a lot of our projects. We use a lot of our project management tools, be it various, uh, um, PMP, uh, websites or, or share points where we actually can collect information and make ensure that that's compatible with Broward County. Um, and, um, you know, I really, I think the, it, it comes down to, uh, communication. Um, Kyle, I don't know if there's anything you could add to that. Again, I think also understanding we have previous experience with all of these firms within our team. We have the trust and commitment from them, uh, not only to provide the right resources, but to provide them when they're needed. Um, in addition to that, we'll have a core team, right? That will be engaged in this project throughout the life cycle, uh, and then bring in resources as needed, uh, to deliver the program. Again, it's a large team, but you have a large program, 76 miles, six corridors over a long duration. Uh, and I'll let Jose conclude. Oh, you're muted. Jose quickly. Just briefly that the main thing for us, the reason we have the 16 companies and a lot of stuff is because we wanted to create redundancy. Because many times you need sub teams to target one of a component on your program, right? Because you have a big program. So you may have a sub team working in one project that is fully available and, and, and fully functional. And you can have another team doing the same on another one. So this is why we have a big team. I think it works really well. We'll divide it in sub teams and then, um, we're able to do more for you. Thank you. I don't have any, no other questions. Thank you very much. Thank you. We look forward to working with you and we bravely appreciate your time. I will just add to, right. We, we work very well with, uh, our competitors who are used here. You will hear from today. So the other two firms that will be selected, I think that's critical to be able to work together with those firms and align the culture. So thank you. Thank you very much EXP us services for your presentation this morning. The first presenter EXP us services Inc. has now completed their presentation and answered all questions purchasing. Please invite the second presenter RS and H Inc. to join the closed portion of the meeting for their presentation. Thank you. Thank you. Thank you for your time. Bye. Bye. Thank you. Bye. Bye. Good morning, RS and H. Good morning. Yes. We're waiting for everyone to come into the meeting room. Good morning RS and H. Thank you for joining. As your team members join, please review the meeting attendees in the team's participants panel to ensure only your team members and county staff are in attendance. We will also be displaying on the screen the list of county staff that are in attendance. While you are reviewing the list of participants panel, please advise which member of your team should be designated as the presenter in teams to ensure that their screen, their screen, so they can share their screen during the presentation. Hi. Yeah, this is Alex Paradis. I'll be the presenter for our team. Are you speaking from the room in Fort Lauderdale main conference? Yes, I am. Okay. Yeah, we will have several people speaking from this conference room. No problem. Thank you. Can you take a look at the participants panel just to confirm that there are no other individuals in a meeting other than your team? There is a name there that is James Ford. If they're still showing up, just to let you know that they are not actually in the meeting. Yeah, so the only name there is Graham Carey, but I see that he is the... He's our consultant. Yes, he is. Okay. So, all the other individuals in the meeting are part of your team? Yes. Okay. And your team will now have five minutes to set up. Purchasing agent, please start the timer. RACNA should let us know when you're ready to begin. Will do. Thank you. I want to confirm, I do not currently have share rights to share my presentation. Just one more. Alex related. Say that again? Yeah, I don't, I'll be sharing the presentation from my computer, so I don't currently have the share rights. It needs to be assigned to Alex Paradis. Okay. There we go. Thank you. Question. I just want to confirm that you're seeing just the presentations on the screen. Yes, we are. Thank you. Great. Thank you. Thank you, RS&H Inc. Purchasing. Please start the 15-minute timer for RS&H so that they may begin their presentation. You may begin. Thank you. Good morning. I'm Alex Paradis, project manager for the RS&H team. Well, the challenge facing Broward County Transit is not identifying transit corridors. It's successfully implementing them. Advancing these corridors from planning to operations requires having the local available expertise with the integrated mindset to navigate approvals, secure funding, manage risks, coordinate stakeholders, and deliver projects efficiently. And that is where RS&H thrives. We are implementation specialists. But we've structured today's presentation around your evaluation criteria and the capabilities we believe are most critical to successfully implementing the BRT program. And you'll see the relevant scoring areas highlighted across the top of the slides. Many specialists from our team have joined today and will be available for the Q&A session to provide additional insight and technical expertise. But to make the most of our 15 minutes, I have a few key leads here to present with me on the factors that we see as critical to a successful BRT program. So more than simply providing the required personnel, we've structured our team to identify key accountable leads around the major functional areas necessary to successfully deliver these corridors from planning through operation. I'm a turnkey project manager with experience that spans master planning, final design, and alternative delivery on major transportation programs in Broward County. And having served as an in-house consultant project manager and owner's representative on major design build projects, I understand how to position complex projects for early approvals, accelerated delivery, and overseeing design implementation during construction. The added value our team brings is its leadership and accountability structure. My deputy project manager, Paul Haig, is an Arsenation Associate who I've worked with in this capacity on other major projects for many years. He and I have standing, bi-weekly meetings, and he stays fully informed so that if I'm down, the project isn't. And supporting Arsenation's personnel are T.Y. Linden and Parsons, two major nationally recognized transit and implementation partners, along with 20 specialized firms that provide the depth, flexibility, and scalability to successfully advance multiple corridors simultaneously. So, now, the PRIMO program is an ambitious one. The BRT corridors are major state roads that are heavily developed and heavily traveled, frequent signalized intersections, and more often than not, would vary constraint right away. Each corridor will have unique challenges with tailored solutions and schedule needs, but we'll look to establish approaches that are repeatable and aligned across the board. Now, while VCT will be leading the program management responsibilities, we still approach every assignment with a program-level mindset. Now, our role is to serve as an extension of the VCT program manager, helping align corridor-level decisions with the broader program goals. Now, we've led and supported major transportation programs with alternative delivery processes, such as the I-595 Express P3, the I-75 Express Lanes design build, I-95 Express Phase 3C design build, and moving I-4 forward, the modified Phase design build. So, we have the experience to accelerate delivery, look for opportunities to improve consistency, share lessons learned, support implementation strategies, and identify efficiencies and innovations that benefit the overall BRT program, whether we're assigned one corridor or several. Now, once a corridor is assigned, my focus shifts to implementing our resource plan to execute the project. I integrate our functional leads through regular coordination, allowing planning, project development, design, transit systems, and construction management activities to advance as a single team rather than independent efforts. Our program controls provide visibility into schedule, budget, risk, and key delivery drivers, while we engage in regular coordination with VCT, FDOT, and the stakeholders, where we collaborate to identify issues early and make informed decisions. So, that we can secure those critical corridor approvals. Now, the goal is to maintain momentum, manage risk proactively, stay aligned with the BCT program manager, and always advancing toward implementation. Now, Bakas will explain how we start with the delivery process. Thanks, Alex. Our team brings a deep understanding of the project delivery process. While this process is complex, our structured approach and alignment of key activities will help move BRT projects efficiently from planning through implementation. Our focus is on delivering BRT corridors on time, on budget, and maintaining eligibility for state and federal funding. Our approach is to make critical decisions early in the planning process to better define each project, evaluate alternatives, establish the locally preferred alternative and funding strategy, and engage key stakeholders, such as Florida Department of Transportation, Federal Transit Administration, Broward County, the Broward MPO, municipalities along the corridor, amongst others. A key component is aligning FDOTs, PD&E, FTAs, small starts, and MPO processes, which will allow us to advance compatible activities concurrently, using common analysis, and avoid duplication of effort. But this requires stakeholder buy-in, and Alex will explain our approach to building consensus. Thank you, Bakas. So, these corridors are state facilities and must satisfy both transit objectives and FDOT implementation requirements. If we're to succeed, we'll need to obtain the technical approvals, as well as gain acceptance from the many partners and stakeholders. So, throughout the project development, we're continuously balancing the transit benefits, operational needs, corridor impacts, funding requirements, community priorities, and the overall program goals. So, there will be a lot of competing priorities, so this must start immediately and continue through design and implementation. For example, on FDOT District 4's I-75 Alligator Rally Master Plan, I established a working group that included representatives from the various FDOT District Design Offices, including District 4, District 1, and Florida's Turnpike Enterprise, and bringing the different perspectives together early provided valuable input and is guiding the key project decisions. Now, Winston will explain how we apply that same collaborative approach here, beginning with the feasibility evaluation. Our approach to BRT, corridor feasibility evaluation, is a rigorous data-driven analysis that drives the decision-making process. We will follow FDOT's transit corridor and project evaluation guidelines, which most importantly is designed specifically for major transit investment projects seeking federal and state funding. This approach ensures buy-in from our major stakeholders, FDOT and FTA. Now, traffic operations and safety assessments are critical components of the evaluation process. It involves evaluating existing and future conditions, identifying needs and benefits, and authorities' evaluation, key items, understanding demographics, employment, land use, transit ridership and operations, corridor operating conditions, so that's average daily traffic, level of service, travel time, safety in terms of crash type and severity, and, of course, those corridor-specific challenges here, limited right-of-way and congestion. In terms of needs and benefits, travel time and savings, savings and reliability, more trip from autos to transit trips, and reducing vehicle miles traveled. Of course, the alternatives will look at dedicated lanes versus mixed-use lanes. Technology will be very important, in particularly transit signal priority. Of course, station locations and spacings will also affect operations. In terms of screening the alternatives, focusing on those performance measures that align with FDOT and FTA criteria, looking for those fatal flaws, cost, and constructability issues, and applying those appropriate tools to effectively assess traffic operation conditions for the various BRT alternatives. Now, we fully understand that customer experience is a top priority for the success of the BRT project. That's why our approach to the BRT design looks at the entire customer journey and what customers care most about. Safety and affordability are top priorities. If the BRT system is not safe and affordable, customers will not use it. Instant fatal flaws. Now, reliability and convenience are also top priorities for customers with a need for better on-time performance, short run times, accommodations for the first and last mile connections, easy transfer, real-time information, intuitive wayfinding, and consistent Prima branding. By integrating all these elements with vehicles, stations, fear collection, and operating control center will create one seamless customer experience across the Prima network. Now, Phil will expand on how we deliver this customer experience. Thanks, Winston. These long, complex corridors lend themselves to several options when it comes to segmentation, phasing, and delivery method that can help accelerate the completion of these corridors. Advancing ITS and signal improvements, as well as utility relocations, can help accelerate critical path items, providing a more cost-effective approach to the bidding. Stations can also be packaged to accommodate different site conditions, right-of-way schedules, and, again, competitive pricing. Segmentation can be an effective tool to keep contractors focused on their schedules and minimize impacts to the traveling public while moving these corridors forward. We have expertise in all forms of alternative delivery, including the newer modified phase design build and the driven phase design build that have been very effective in delivering innovations and accelerated schedules while mitigating risks, such as utilities, right-of-way, and funding. Now, Victor will discuss construction oversight. Thank you, Phil. As CEO, as CEO, we proudly serve the county for the past seven years continuously, most recently completing the award-winning 4Everglade Bypass Bridge Project. Our approach is straightforward and focuses on three key phases. Before construction, we'll thoroughly review the plans to identify and resolve any potential conflicts and constructivity issues as early as possible, helping prevent any delays in claims. During construction, we'll focus on quality, schedule, and cost control while keeping the stakeholders coordinated to minimize disruption and keep the project moving efficiently. During close-up, we'll ensure all documentation of the liberals are complete, providing a small transition from construction operations to revenue services. Our team includes RS&H, Ashton and Russo, and F&J, providing the county with extensive resources, staff, flexibility, and available to manage construction, several construction activities concurrently. But most importantly, this will avoid any conflict of interest between any design efforts and the CEI team. With that, I'm going to go ahead and pass it on to Jess Moreau to go on on public information. Our public involvement approach carries stakeholder engagement through every phase of the BRT program. Not just at public meetings. Early on, we'll engage BCT, FDOT, municipalities, businesses, corridor communities, and riders to help inform key decisions. We'll meet people where they are through targeted outreach, community partnerships, and digital engagement. We'll use visualizations, virtual ride-throughs, videos, and interactive tools to make BRT easy to understand. During construction, the focus shifts to keeping businesses, residents, and riders informed and minimizing disruption. As we approach launch, we'll focus on rider education and awareness to support adoption and ridership growth. The goal is continuous engagement that builds understanding, acceptance, and long-term support for Primo. Alex? Thank you. Here we summarize some of our relevant project experience that covers all the work that's necessary to execute this contract. And the quality of this experience is proven throughout the vendor references, where we're the only team to have all excellent ratings across all evaluation categories for all 11 vendor references submitted. Some specific examples of our BRT experience include both the Rapid Seattle and First Coast Flyer BRT programs, which require the development of program-wide standards, technical improvements for the signal timing systems, and extensive FTA coordination. The RCNH has also prepared detailed transit operations analysis for the US-1 South Corridor BRT study. Now, this 20-mile segment included 89 signalized intersections, and the analysis was used to assess the impacts of the transit signal priority system. That experience will prove critical to implementing BRT on our corridors. Equally important is delivering the complex corridors. Now, RCNH has helped pioneer alternative delivery for some of Florida's most complex transportation programs. On I-75 ExpressLens, for example, we evaluated delivery options and helped package the corridor into five design-build contracts, including a separate ITS and tolling integrator package. That same implementation focus extends to I-95 Phase 3C ExpressLens and the moving I-4 forward, for example, where multiple systems, agencies, and projects are faced to function as one program. This experience will allow us to effectively plan and segment BRT corridors for efficient implementation. Bill? So, RCNH team provides the additional value of having experience delivered as a program manager as well as a corridor consultant. Our project manager, Alex Paradis, has experience in all phases of a project's lifecycle and excels at managing multidiscipline teams. We have a team that is scalable, that can handle multiple assignments while keeping a consistent core that will work closely with VCT, ensuring that we are cost-effective and delivering on time and on budget. Our leadership team lives and works in South Florida. Our Broward-based resources are available for immediate, on-site, and in-person coordination. Our team brings established working relationships with VCT, FDOT, District 4, the MPO, municipalities, and local partners. This local access and familiarity with stakeholders will allow us to identify issues early and develop the analysis needed to support recommendations that will allow VCT to make timely, sound decisions that can deliver the program in an accelerated, cost-effective manner. But, Abhishek, Abhishek, we listened to you and Gia. We heard your needs. So, we assembled a comprehensive team with a depth of expertise and experience to get shovels in the ground and make your vision a reality. Because VCT and the RSNH team will deliver Broward's premium transit future together. Thank you. Thank you very much, RSNH, for your presentation this morning. I'm going to turn it over to our evaluation committee. Are there any questions from the evaluation committee members? Please state your name before proceeding with your questions. Good morning. This is Matt D'Antonio. Thank you for the presentation. You covered some of this in your customer experience slides. So, thank you for incorporating the technology piece. But, as you know, we're evaluating multiple firms right now. So, can you talk a little bit more and expand on the discussion and what makes you different in terms of BRT-specific technology? And what experience you have related to things like CCTV, fare collection, real-time arrival technology, PA, and emergency alerting equipment, as well as traffic signal priority? I sure think those are all, and as you said, we included that in our presentation. Because we understand how critical those pieces are, aside from the critical nature of all the other roadway components and the approvals, you know, that's ultimately what defines that rider experience. So, we have experts on our team that have extensive experience in that. And Sean Starr, for example, from Introva, who can provide a lot of detail on those specific items. Sean? Thanks, Alex. Yeah, I appreciate that. You know, from a technology standpoint, we want to make sure that the BRT project is future-ready. And, you know, there's a lot that comes with that. You're talking the infrastructure, but also the technology, the equipment associated with that. In addition to the technology, you have the emergency preparedness and resiliency portion of that. So, there's a number of factors at play here. And what's important, and I'll get back to the technology here in a second, but what's important is making sure that we coordinate with the stakeholders right off the start of the project to engage them. And that means, you know, the EMS, the local police department, the fire department, the operations control center, because the emergency preparedness is a key aspect to this. And we want to make sure that, you know, an emergency preparedness plan is developed that takes into consideration the future-ready infrastructure and technology. Now, going back to the technology part of it, you know, there's a number of items or elements, per se, that are included in this, you know, future-ready aspect. You know, the artificial intelligence, so to speak. Everybody's throwing that out there. But, you know, a lot of the technology incorporates AI-assisted analytics, so incorporating those into the technologies, digital twin capabilities, you know, for the operational monitoring and the incident management side of things, incorporating smart corridor technologies, you know, for integrating traffic management and transit operations. And, you know, going to, you know, going to, I know the question also targeted the transit signal priorities. So, you know, priority strategies should use information, you know, that includes, you know, vehicle location, schedule adherence, passenger loading where appropriate. So, again, this goes back to engaging local agencies early in establishing agreed concept of operations, priority rules, data interfaces, performance measures, et cetera. So, it's really engaging with the stakeholders and the municipalities and the local authorities at the start of the project. Thank you. Yeah, thank you, Sean. And I just want to just add one more thing. We have, Sumi, a day with TYLIN has very extensive experience with the transit signal priority specifically. So, Sumi, if you would like to add to that response. Yeah, thank you. And I can talk a little bit, kind of elaborate a little bit on what Sean said. And my transit signal priority experience comes from being the chief traffic engineer with DC DOT while we implemented transit signal priority. And Sean touched on the technology aspect. But one thing that I would also like to highlight is that TSP and other technologies are as much a policy decision as a technical decision. So, if we are investing in premium transit, we have to, from a policy standpoint, be willing to give transit meaningful priority, right? What that means is that kind of diverting a little bit away from the traditional ways of evaluating alternatives. And I was in DC when we transitioned from a vehicle-centric system where we were looking at vehicle level of service to evaluate alternatives to more of a multimodal evaluation process where we are looking at all modes, right? And it's not a very easy conversation from a policy standpoint, not only within the agency, but also with public policymakers and the public. So, I think some of those lessons learned will help ensure that these projects are successful. Thank you, Sumi. And I want to add, before we wrap up this question, one of the items we hadn't discussed was the off-board fare collection, which is also very important to minimizing that dwell time and providing that rider experience, that premium service. Good morning. This is Rasa Mawad. You've touched in your presentation about corridor feasibility evaluation. And just a few minutes, moments ago, it was referenced regarding multimodal evaluation and so forth. I guess more specifically, in your opinion, what level and type of traffic operational analysis would be needed to, you know, balance the needs, right, the competing priorities that you also referenced earlier? But more specifically, please specify how would you balance, you know, maintaining acceptable levels of service while also demonstrating the success of the proposed BRT? Thank you. And that's a key question for this, right? Ultimately, this endeavor is all about balance, right? How do we balance providing that premium transit service on state roads that are not adversely impacting the operations of those facilities and the cross streets? So, you know, we have Winston Harris with RS&H is an expert in traffic analysis and heavily involved on many projects and getting these approvals and doing just that exact type of analysis and getting approvals with FBO team. So, Winston, do you want to elaborate? Yeah. Yeah. Thank you, Alex. A lot of these projects are on state roads. So, the state will be looking for the impacts in terms of both operations and safety. FDA is interested in bus operations and rider, the rider experience, more focused on the buses. So, how do we merge these two, right? So, the DOT is going to, their priority is going to be making sure that their, whatever bus system is implemented, whatever BRT system is implemented, whether it be dedicated bus lane, which may be possible along sections of the roadway, or like we're dealing with very congested roadway, or using mixed use operations. So, how will that impact operations, particularly at the end of the sessions, because industry comes out where most of the delays, the queuing, and all that is occurring. So, we go through the DOT's normal operations analysis, operations and safety analysis, in terms of what's happening now, what's expected in the future, in terms of operations, and all those necessary performance measures, you know, delays, level of service, at the intersections and corridor-wise. So, we'll have to bring into that now, then, what are the throughputs, what are the delays of passengers, how many people we are moving along the corridor and network-wide, as compared to just looking at the corridor-wide, where DOT is primarily focused on. So, it's striking that balance between moving passengers, moving people, versus moving autos. And certainly, it's going to take some coordination between DOT, FTA, Broad County to say, okay, yeah, we know we may be, in some cases, we may be putting a little bit more, there may be more delays, a little bit more delays on auto traffic, but ultimately, we are pushing more throughput, more passenger throughput, more people. And it's going to make people get in easier and faster to your destinations. So, that compromise will have to be followed. Thank you, Winston. And just to add to that, it's very important for us to screen feasible alternatives first, and then get into those detailed, in that detailed evaluation, along with the, you know, having early workshops with FDOT, and getting confirmation on these, on the traffic methodology, that we're going to, that we are going to advance in more detail. Yeah, Alex, just to jump in very quickly, as Winston and Alex had mentioned, it's really about balancing those operations with the bus operations and leveraging our experience working with DOT through similar type of projects, making sure that the traffic methodologies for the different alternatives are agreed to upfront, and then really leaning into our technology specialists to optimize that, and really work with Broward County traffic, who's going to have to maintain a lot of this, and make sure we're optimizing from everyone's point of view. But we understand and keep emphasizing the benefits of what BRT can bring to Broward County and the residents, and it's a needed premium service to be able to accommodate the growth that Broward has seen and continues to see. Thank you, Phil. Thank you. A second question is regarding, for the statutes, when it relates to lane repurposing, if it were to be considered, what are the primary components that are needed to meet those requirements? Thank you. Yeah, so we certainly understand it's become ever more challenging to get lane repurposing approved on these state roads, in particular, these corridors, which are heavily congested. There are certainly some opportunities on certain areas of some of them that are maybe potential candidates for, you know, for focused lane repurposing. So we've been involved in a lot of, in that evaluation and doing the lane repurposing evaluations and working through the process of trying to get those things approved. And, you know, Winston has that experience, that recent experience, and he can also speak to the details that he's experienced in. Yeah, definitely. Yeah, when it comes to lane repurposing, and DOT recently, just last year, introduced new guidelines with respect to lane repurposing. And they have identified a three-tier process of level one lane repurposing, which all projects have to go through, where the focus is just primarily on the corridor. How is the corridor operating? In the sections on the corridor, a lot of service operations and safety, and corridor-wise operating conditions and speed. An important thing that you look at in that level one is traffic diversion. If that traffic diversion is estimated to be 10% or more, then it triggers automatically going into a higher level of analysis. We know you're going to have to look at a network-wide level. So at that level two now, we're looking into more details. We're looking into more stringent and more detailed modeling of what's going on. So we're looking at a big area now, we have to look at the network-wide performance, the corridor performance, and intersectional performance. We are in BRT. If we're looking at a lane repurposing on a BRT project, then that bumps up us onto their level three, which is the most detailed analysis. Where we're also, in addition to looking at network-wide level, now we're looking at transit performance measures. So in terms of the ridership and the ridership targets that you have to hit at a minimum, just even to be considered, which is existing 3,000 you have to hit. And by opening year, you have to double that to 6,000. But let's say you even exceed that, then you have to still go into the details of the ridership estimates at a time. Of course, using stops and so forth that our team is very familiar with. So in addition to the transit, of course, still looking at the DOT's performance, intersectional level analysis, corridor analysis, and the network-wide. So those are the three levels defined by DOT. And for the corridors we are looking at, we know there are substantial sections of those corridors that have significant operating conditions and congestion today, which will only increase. Those condition levels will increase over time. So it will be difficult along several segments of those corridors to introduce lane repurposing. We know that off the bat, looking at some sections of State Road 7, Commercial Boulevard, we're just, with BRT, with buses occupying less than 10% of 1% of the traffic, it's just going to be very difficult along some sections to have a dedicated lane. When you go into the more, you know, further west, further north, you may find some locations where we can, we can probably repurpose a lane while still maintaining good operations in the other lanes. Where that's not possible, we're sure that technology is going to have an important role. We're going to have those mixed-use operations, TSP, queue jumping, all those things can play a very important role in trying to, you know, move through traffic. So if you do have a vision, I think you're probably more alike. We're looking at lawn corridors, different segments of different operating conditions. Now and in the future, we expect, we would anticipate that the BRT system will have different features along different segments of the corridor. Thank you, Winston. You know, and in addition to the technical aspects of it, we shouldn't discount the sensitivity of the public to lane repurposing. So Yasmina on our team from Quest has extensive experience in making these, having this communication and the messaging. Yasmina, would you like to speak to that? Thank you, Alex. So we understand from a public involvement perspective that lane repurposing can be a sensitive topic. So, most importantly, we want to have the public understand the reasoning behind the proposed improvements. So our approach when communicating is explaining both the benefits and the potential tradeoffs. We'll use clear messaging. We'll communicate transparently. We'll use visualizations to kind of put pen to paper of what this would look like and use supporting data to explain how these changes were made that not only affect just traffic, but also transit reliability, access, and mobility. Our most important objective is to make sure that our stakeholders feel like they haven't been involved in this decision-making process and have the opportunity to ask questions so they can understand the reasoning behind these proposed improvements. Great. Thank you, Yasmina. And like Vikas, I know you have experience in this as well, if you want to. Thank you, Alex. So, you know, we have successfully completed lane repurposing projects. A case, a recent example would be Powerline Road, about a mile and a half just north of Sunrise up until Northwest 19th Street. We did go through the lane repurposing process. It was approved by both District 4 and Central Office. And right now, the outside lanes have been repurposed for a wider bike lane. So, in certain sections, as Winston was saying, we will look at the segments where we can move this through the process and get lane repurposed, whether it is bat lane, dedicated lane, might be a little bit difficult. But the idea goes back to that premium transit experience for the riders to make sure there's better on-time performance, travel time savings, reliability, and then balancing both FDOT's needs and processes, as well as, you know, we won't lose sight of small sorts and NEPA process and being competitive for the CIG application. So, we would handle both those things at the same time. Great. Thank you, Vikas. Thank you. Good afternoon. This is Abhishek Dayal. I guess, before I ask my question, is there an ability to turn on your camera so I know who I'm speaking with? And if not, that's fine. We can move on. Yeah, everyone on the team, turn your camera on. Okay. That's fine. Just one question, and this is primarily for you, Alex, as a PM. How would you provide on-site support during the course of the program? Will you have key staff embedded or co-located with BCT? And if so, which key staff would you recommend? Okay. So, yes, we approached our teaming and our organizational structure with the expectation that we were going to be providing on-site support. So, in addition to ourselves, and I mentioned we have T.Y. Lynn and Parsons, who are two of our major subs and major firms in and of themselves. So, we did that so that we could have redundant resources with the breadth of expertise and experience needed to cover all the different phases of this project. The, of course, we would, depending on where we are on the phase of the project, right, would determine how, you know, how we, you know, assign the resources, right? So, we would, and then knowing the schedule of this project, right, we can plan ahead so that we're anticipating as the next phases come on, making sure that we have the staff ready to go for those. So, I can, so, Phil, as our project director, really oversees the resource management from our, from the company side for South Florida. So, I'm going to let Phil speak to what we've done in the past on, you know, we've been involved in other GEC-type contracts with on-site support, including myself. I've served as an in-house consultant manager. So, you know, we're very, we're very familiar with that process. Yeah, thanks, Alex, and Abhishek, you know, and that was part of the, what our presentation was. We're scalable, we're local, so we have numerous associates that can be moved in to an in-house position, whether it's full-time or part-time, but really need to work closely with BCTs so we're right-sized. You know, we don't want to just put people in there to put bodies in seats type of thing. We want to be productive and make sure that everyone is functioning properly and cost-effectively, and it's, you know, we owe it to our associates, and we owe it to BCT, and that's how we operate. We work closely with different DOTs where we provide in-house service, so many of our associates are accustomed to working in-house as well as TYLIN and Parsons. We know that they do a lot of that as well, and they are committed to this project. So it's really working with you and your team and getting the right resources in place that'll be effective working with BCT resources side-by-side. Thank you, Phil. And Abhishek, you know, we would have to, in order to determine who specifically we would have, it's really dependent on the phase and the timing and the schedule that we plan for. And what we've done here in the past in our office is that we, you know, we have a lot of resources at RS&A, so we're able to work share internally on maybe other assignments that the folks may have so that we can free them up to serve in the in-house role. I myself plan to be available to, you know, to be in-house in that capacity. Sorry, Alex, we were joking about this before, but I live two miles from Broward County West, so it's a very convenient in-house stint for me. I live in Davie. I'm right down the street. Great. Thank you. Are there any other questions from the Evaluation Committee members? Seeing none, I will ask our project manager, do you have any questions? Yes, I have a couple. This is J.B.M., I'm the project manager for this solicitation. So the first question I have is, among the BRT projects that you have worked on before, may please identify one project that you participated in and the face that the project was in, meaning the face that you participated in, and your roles and responsibility for that project. And the second part of the question is, for that project, please identify one innovation, improvement, or creative idea that you helped develop or implement that was successful, and one idea or initiative that did not work as planned. Please be brief in your response. Thank you. Thank you, J.B.S. Thank you, John. So we have a lot of experts on our team that have worked on some major BRT projects. John Cooper, from Parsons in particular, I'm going to pass it off to you to maybe speak to some of your experience. Okay. Well, J.S., for one project, I've actually done, I believe, 12 that have been that are now operational. So I'm thinking about which is the best one. Honestly, I think the South Dade Parter, I worked on the project development phase, entering into – it is a small starts project. So getting that through the process with the FDA to successfully achieve the $100 million grant, which then was programmed in order to get a benefit in the FDA process if you provide less than 50 percent of the funding, or you ask for less than 50 percent of the funding from the FDA. So we went with one-third, one-third, one-third, one-third FDA, one-third FDOT, and one-third locally funded by Miami-Dade County. The innovation that we have introduced on that project in particular is fair gate control – excuse me, traffic gate control, exactly like Fortran. And this has been contemplated in other places. We needed to get a specific permission from the Federal Highway Administration in order to implement that. And it has been built and successfully operating since October of last year. So basically, we were a year in into that project. I actually also worked on the CEI component of the project. So it was – there I was the senior advisor. But on the PD&E, I was the project manager for getting through the FDA process and achieving the funding. Thank you, John. I also want to give the Cosmo T.Y. Lynn an opportunity to – Thank you, Alex. So, again, Gia, you asked for one project. I have been involved in about half a dozen projects throughout Florida, including Jacksonville, Tampa, and South Florida, and Broward County. At different stages, most of them in early planning, these are the analysis, alternatives analysis. The one project that I will take – and I worked with John on a few of these projects as well. So we have some chemistry there. But the one project I will pick on, and I'll keep it brief, is Jacksonville. So early on, I was involved in the alternatives analysis process. And one of the innovation or a new idea that was floated back then was JTA, Jacksonville Transportation Authority, had resources available. So while all the monies were not available for capital and construction costs, a lot of money was set aside for right-of-way acquisition. They were able to go ahead. And as we were working on the project and developing concepts, we identified pinch points where stations were or could be in potential right-of-way acquisitions or requirements. We were able to submit a letter of no prejudice, get FTA's buy-in, and we were able to secure that right-of-way eventually for construction. And one of the things that did not work, I wouldn't say it's a new idea or innovative idea, but always felt that it was difficult to get consensus and buy-in on what the corridor ought to look like. So that's always a struggle, an iterative process to nail down the LPA and what the corridor looks like, looks like the point A to point B. I also had an innovation that we were trying in El Paso, which was to really create level boarding at all the stations for the four corridors of the plant. So we did a test case and built the platform at 12 inches high, which was projected to be the noon bus fleet. However, we ran into the problem that the existing bus fleet was a mix, which is likely the case here too in Broward County, a mix of vehicles that sometimes we need to operate. And some of the buses, the doors wouldn't open because the platform was too high. Now that can be solved. And there's techniques like a castle curb where you can, it's a curved curb that you can align the bus along it. So there's lots of innovations that can be applied here to help make that not happen. Thank you. Thank you very much. Okay. The second question I have is, there are a lot of risks associated with our BRT projects. Please elaborate your approach to quantitative risk management for potential BRT-related assignments under this contract. Please be brief in your response. Thank you. Thank you. Yeah. Risks, identifying the risks and managing those risks and tracking them and, you know, moving, getting beyond those risks is will be one of the most critical items on this project. Phil Schwab on our team, he has extensive experience as a risk manager. I'm going to allow him to provide some details on that process. Yeah. No, thanks, Alex. And thanks for the question, Gia. Yeah. These major complex quarters, they're fraught with risks. You specifically asked about quantifying the risks. I do want to point out there's a lot of, I'll call it qualification risks, moving it forward. And it'll change over time. So we like to track all the major risks that can impact schedule and budgets. And what really is drawn out, I think you saw in the presentation and we see from the questions, is getting approvals from FDOT while maintaining your FTA eligibility and being competitive in that market and dealing with the user experience to give a great user experience. Because, again, bringing Primo forward in the right manner will help build the transit program in general in Broward County and enhance it quite a bit. So we start out with working groups with your group as well as the stakeholders to make sure that we understand all the risks, the impacts. We develop mitigation strategies and Alex will be tracking the action items associated with those. And we regroup from time to time on a regular basis to make sure that everything is moving forward to progress, defining the risks as well as resolving them potentially. Now, as we get further into design, you've got typical section approvals that will need to be done, Broward County traffic, FDOT traffic, the different alternatives. And we have to get through that process in order to complete the NEPA aspect. The NEPA aspect is fairly straightforward when it comes to these urban corridors. It's really the operations of the bus and the traffic and gaining those approvals to make it move forward. And then when you get into the design of these corridors, you have several systems that will have to be integrated, whether it's the traffic signal with the BRT technology systems, the fare collection systems and so forth that all have to work together. So there's a lot of risks in that, and we understand you'll work through it as a program. But as we mentioned earlier, we have this program experience to help us support your program as a corridor consultant or a GEC consultant to make sure that those risks are identified and you know when decisions should be made. And we're providing you the necessary information for those decisions, whether they're corridor-specific or program-specific. We want to make sure that they're not hindering us from moving forward. And then we get into more of the detailed design where we have utility relocations and right-of-way. They'll have to be tracked because they tend to be some of the biggest problems on corridors, whether they're major or not. And so we work closely with the teams to develop the strategies needed to ensure that the right-of-way is meeting all the requirements that you're going to need to, particularly along a state road. And the utility relocations, they have the proper lead time, and you're getting the utility work schedules. And we take advantage, as I mentioned earlier, of alternative delivery where we can start segmenting pieces or packages in order to help address some of the schedule concerns if you do everything sequentially. I'm going to also put it to Victor because it's one thing, you know, a big milestone, right, is getting approval and getting out to construction. But once you're in construction, you've got a 15-mile corridor, whether you're doing it in segments and so forth. But Victor has a lot of experience dealing with those issues as well. So we do want to emphasize how we're a turnkey project manager as well as our team itself are used to the implementation side, which is so important when you're doing the planning so that you don't have these hiccups. Thank you, Phil. So, yeah, from the CEI standpoint, a lot of the rest is on construction. We all know it. That's where many of the issues and costs, you know, high-cost issues come off at, you know. The way that I have seen it with my experience is that the magnitude of reduction of risk is a function of the level of coordination that takes place prior and during the construction effort. That being said, it is absolutely critical to engage very tightly with the construction guys, with the design guys, to make sure that we identify any possible construction, you know, costly issues, any claims, any items that can impact the cost and the schedule, the program and the project for that matter, and just, you know, get moving with it. Coordinating with traffic engineering at the county level, coordinating with the department, just making sure all the utility relocations are feasible, that can take place. Oftentimes, from the design standpoint, you think that something can be relocated. That may not be the case, and, you know, you may have a time impact related to that at the time of construction. So the way that this is mitigated and quantified is by having extensive coordination. The more coordination you have, the more ability to reduce risk you will have. I just, on the job that I'm in right now, we just reduced a million dollar claim just by identifying a potential relocation that was not easily identified by the design team, and we were able to identify prior to letting to the construction contract. Thanks, Victor. Thanks, Victor. Just to go back to, I know, Gia, you mentioned quantification. So we're accustomed to doing the risk registers to FHWA and FTA criteria. I know we helped quite a bit when you were working through the FTA risk workshops with FTA. We actually recently did what's called a risk-based estimate where we did a bottoms-up. We have a contracting group that can do real-time costs where they get true pricing and understand production rates. And so we actually build the project and do that in a manner so that that is our bottoms-up estimate. And then we can apply different risk factors when it comes to quantity pricing, the quantities themselves. We do well in estimating whether it's a 10% plants we have, 50% or 90% plants. We can estimate that fairly quickly, and we utilize our contractor unit that we have within RS&H to develop these costs. And we put that information into our risk registers, and, again, we set the probabilities. We run Monte Carlo's. We assess and work closely with the different agents, or the BCT in this case, to ensure that everyone's comfortable with how items are being quantified in the risk register and the impacts are clear. Thank you. Thank you very much, RS&H. Are there any other questions from the EC or project manager? Okay. Thank you very much for your time this afternoon, RS&H. Thank you for your presentation. Thank you very much for allowing us to present to you today. Thank you. Thank you. Thank you. The second presenter, RS&H, Inc., has now completed their presentation and answered all questions. As the team is leaving to the meeting, and before I proceed with that, I want to make sure that the EC is ready, we can continue moving forward. There will be an opportunity to make a break if we need to, okay? All right. As the team is leaving the meeting, purchasing agent, please invite the third presenter, WSP USA, to join the closed portion of the meeting for their presentation. Thank you. Please give us a minute to get started. Good afternoon, WSP. Good afternoon. Good afternoon. Thank you for joining us. Thank you. Please review the meeting attendees and the team's participants panel to ensure only your team members and county staff are in attendance. We are displaying the screen, the list of county staff that are on the call today. While you are reviewing the list and the participants panel, please advise which member of your team should be designated as the presenter in the teams to share their screen during the presentation. I will be sharing my screen. That's Scott Pringle. Okay. Please note there's a name, James Ford, that you can see in the participants panel. In the participants panel, there's a name, James Ford, but just note that he is not, that is not an active participant. Can you affirm that there are no other individuals in the meeting other than your team and county staff? It is a lot of team members on the call. Are they all members of your team? Yes, that is correct. Okay. Okay. Give us one moment before you can begin. Okay. You now have five minutes to set up. Please let us know when you're ready to proceed. I think we are ready to go. Okay. Thank you. Purchasing, please start the 15 minutes timer for WSP. WSP, you may begin your presentation. Thank you. Great. Thank you so much for inviting us here for this interview today. We're very excited to assist Broward County with advancing BRT for this corridor and the residents of Broward County. My name is Steve Goodrow. I serve as a senior advisor. I'm also WSP's national BRT practice leader. We've brought together our full team today. Along the top is our project management team who will be speaking. And along the bottom are technical leaders who will bring specialties to the project for Q&A. WSP brings Broward County strong national experience. We have over 745 miles of BRT that are in operation or construction today. We bring lessons learned and innovations that will help solve any challenge that may arise. We know how to deliver multiple corridors for BRT, like programs you see here. This is critical to ensure that we have uniform, high-quality documents. We have the resources available at critical periods. And also that we really understand how to put together a financial plan that can fund the entire program. More importantly, the team you see here today, the individuals together, have been involved with all the BRTs in Florida. We know FDOT requirements. We've worked with FTA, Region 4, numerous projects, delivering $943 million in CIG grants. We want to assist you with this very exciting project. Now I'd like to turn the presentation over to Srigam. He's our resident Florida BRT expert and project manager. Srigam? Thank you, Steve. Good afternoon, everyone. We really appreciate the opportunity to be here today. I am Srigam Ramaratnam, WSP team's proposed project manager for this contract. Throughout my career, I've led several, delivering complex projects and programs from planning through design and implementation. What excites me most about this opportunity that WSP is not starting from ground zero? Our team brings continuity and momentum, allowing us to focus on delivery from day one. Since 2021, WSP has been supporting VCP through the transit system-wide contract and the general planning consultant services contract. We are particularly proud of our role in helping develop the PRIMO plan, which established the vision for Broward County's future premium transit network. Today, through our ongoing work on the Oakland Park Boulevard BRT, Broward Commuter Rail South, West Broward Intermodal Center, and other planning initiatives, we understand the corridors, the challenges, the stakeholders, and most importantly, what it takes to advance these projects successfully. Our goal is simple, to help BCT deliver six BRT corridors as one coordinated program by turning institutional knowledge into delivery momentum. For us, success is not just delivering reports, plans, or design packages. It is delivering six revenue-ready BRT corridors that provide real mobility benefits to the residents of Broward County. When we think about what success looks like for BCT, it starts with advancing six BRT corridors as one coordinated program. It means maintaining alignment among key stakeholders, including FTOP, Broward County divisions, municipalities, utility owners, and funding partners. It means making informed decisions, managing risk proactively, and moving projects efficiently from planning through design and construction while protecting future funding opportunities. Most importantly, it means delivering a revenue-ready BRT system where everything comes together on day one, the infrastructure, vehicles, technology, operations, and the customer experience. A program of this scale requires the ability to move multiple corridors forward at the same time. That's why we have assembled a team of 20 specialized sub-consultant partners, including industry leaders such as Kim Lee Horn and AECOM, alongside a diverse group of local and regional firms. Together, we have created one of the deepest and most comprehensive BRT delivery teams in Florida, giving BCT the resources to scale quickly while maintaining consistent leadership and accountability across the entire program. While the strength of our team comes from the depth of expertise across all 21 firms, successful delivery depends on leadership, accountability, and continuity. And that starts with this core leadership team here. As a project manager, I will be BCT's single point of accountability. Jennifer Palmer will lead planning and environmental, and Tom Hiles will lead engineering. Supporting the core team is a deep bench of technical leaders that we can bring in as each work authorization requires. Through our current work, we've already built strong working relationships with BCT leadership, the program management team, and key stakeholders. That familiarity allows us to move quickly and apply lessons learned across corridors to continuously improve program delivery. Now that we've looked at the team that will deliver this program, the next question is, how do we deliver success? And for us, that starts with understanding BCT's vision. Through our current work on Oakland Park Boulevard BRT, we have worked alongside BCT leadership team in developing the station and branding concepts that you see here. These concepts will help shape the broader Primo BRT program. The first-hand experience gives us a unique understanding of BCT's objectives and positions us to provide immediate value without a learning curve. Our approach to this contract is not just based on assumptions or a generic project management model. It is built on lessons learned from our ongoing work with BCT, our experience advancing Oakland Park Boulevard BRT, and our delivery of complex BRT programs across Florida and the nation. Through our experience and lessons learned, we have identified six major focus areas that have directly shaped our delivery approach for the Primo BRT program. In the next section, Jennifer will begin by discussing stakeholder alignment and balancing the unique needs of each quarter. Tom will then address design consistency, funding strategy, and FTA readiness. I will then conclude by discussing how we bring these elements together into a program delivery approach that keeps Primo BRT program on schedule and moving from vision to implementation. With that, I'll turn it over to Jennifer to discuss stakeholder alignment. Thanks, Sharon. We know a key success factor to this program is effectively managing stakeholder interests. And it's important that we establish early and ongoing collaboration and use tracking tools that show how their input has really shaped the project. And that's the real difference between stakeholder engagement and building project champions. We know from experience that it's important to develop visuals as well that tell the story and reflect the stakeholder interests. This is going to be really important as we're incorporating art and placemaking treatments into the station designs. But it's also about materials that speak to those stakeholder interests. So in our recent work that I'm working with Tom on right now in Orlando, for instance, we're navigating just that and developing tailored business case materials to help stakeholders understand the length between BRT and the new markets that it's opening up. Another key challenge and one that we're really aware of from our work on Oakland Park Boulevard is the need to balance BRT design with traffic operations and right of way needs. We know that lane repurposing in Florida is limited and our design needs to be block by block and focused on optimizing BRT treatments with traffic operations and improving safety to provide BRT priority without reducing roadway capacity and minimizing right of way takes. And finally, on the subject of right away takes, we know that acquisition phases are time consuming and they're also potentially contentious. And while actual acquisitions can occur until certain project milestones are met. One of the tools that we found really successful in building relationships early on with those property owners. We did this for projects in Chicago, like the Red Line Extension, where we provided dedicated liaisons to understand property owner concerns and needs at early stages. And this was really effective in reducing controversies, late stage design changes, and it really helped to establish a bridge and documentation between design and acquisition that ultimately saved time in the acquisition phase. And with that, I'm going to turn it over to Tom real quick to start talking about design delivery. At WSP, we deliver programs in multiple corridors on different projects like VIA and Cincinnati. But one of the things that we've learned from those experiences is about kind of the framework. The consistency really starts with the design criteria. We advanced the Oakland Park BRT design criteria to be a program level, really working with Mark and his team as they look at the architectural brand across. And part of that is bringing in safety. With GenFox, we look to have the certified items list early on so we can make sure that on the roadway side, those elements are built in. And on the station side, we have the right security and safety embedded. And as we get in closer to the milestone deliverables, it's about quality. And so one of the things, we don't wait until the milestone deliverables. We bring in some of our experts to review our plans along the way. So we're making sure that we deliver the quality that we demand. One tool that we use for systems and making sure that integration happens across the project is to develop a systems integration plan, especially with complex delivery with additional agencies, FDOT, accounting traffic department. What are those roles and responsibilities early on? And as we start the design from 30% on, each of those design elements will get developed into a systems integration plan sheet. And what we start to do is have a working document so each of the designers kind of know along the way and each agency then knows their role. With Low Country Rapid Transit, SEDOT is leading the design for that project. We use the same process and we've gone from 30% and we're letting here in January. To get ready for FTA, you know, how do we make sure that we're ready for those grant dollars? Ken and his team have two grant awards, the only two under this administration, that are approved. And part of that process is really the whole life cycle. What are, how do we budget, budgeting towards the local needs? FDOT pricing, some of our national BRT experience. Kimberley Horn just had a project open in Atlanta using some of those project prices for stations and systems. We'll be involved into our cost model. So we develop a cost model that FTA buys into and then layering on our risk management. So that way we're using and tracking risks at each action. And then you have a champion for each of those. So as we go about every quarter really looking at the full risk register and then being able to work with Shuram to kind of manage the key risks at our key meetings along the way. So that way when we're sitting across from FTA in those risk workshops, and I've done this with VIA on a New Starts project, you've got to have that credibility and that trust that we've been following their process and that they have then additional trust. What that provides is in budgeting, they lower the risk contingency a little bit. If the project's not ready, they'll kind of increase some of those contingencies. So that way we're all ready when those FTA pieces come together. All right. Thank you, Tom. One of VCT's most important program decisions will be selecting the right delivery approach for each corridor, determining which projects are best suited for design build, face design build, or CMR approaches, and which should follow a traditional delivery model. Our team brings extensive experience delivering BRT projects through a variety of delivery methods. We will use that experience to leverage VCT, evaluate project-specific risks, engage the construction industry early, improve cost and schedule certainty, and identify opportunities to accelerate delivery. The graphic on the right shows how a corridor moves from planning through design and construction, and ultimately into revenue service while advancing through the FTA small starts process and utilizing CMR delivery approach. Selecting the right delivery strategy is only one part of the equation. Equally important is maintaining the momentum needed to deliver six BRT corridors within the next decade. Our approach is to control cost and schedule through timely decisions. That means identifying risks early, bringing VCT clear decision-ready recommendations, and integrating scope, cost, schedule, funding, and procurement so the right decisions are made at the right time. And what this schedule really highlights is concurrency. Multiple corridors and project phases will be advancing simultaneously. Our job is to anticipate critical decisions and dependencies early, remove roadblocks before they become impact delivery, and help VCT advance all six quarters as one integrated program. And to conclude our presentation, we would like to leave you with one final thought. What makes this opportunity particularly meaningful to me is that this is not just a project I would manage professionally, but this is a program I personally care about. As a Broward County resident and transit advocate, I've seen firsthand how investments in public transportation can improve mobility, expand opportunity, and enhance quality of life in our communities. The PRIMO BRT program is a transformational step forward for Broward County residents. We believe in this vision, we understand what's required to achieve it, and we are excited about the opportunity to help VCT turn that vision into reality. We have helped plan it, we have helped shape it, and now we stand ready to help deliver it. Thank you again for your time and consideration. And I also wanted to make a quick note that our interview team is sitting together here in our office, a couple of miles away from VCT. And with that, I'll turn it over to you all for any questions that you may have. Thank you. Thank you very much, WSP, for your presentation this afternoon. Are there any questions from the Evaluation Committee members? And if so, please state your name before proceeding. Good afternoon. This is Rossum Awad. You've touched on balancing BRT traffic operations and right-of-way needs and competing priorities. More specifically, in your opinion, how would you demonstrate that through what traffic operations analysis to demonstrate a successful BRT while maintaining acceptable levels of service on the roadways, on the target roadways? Thank you, Rasim. Thank you for the question. In Broward, Connecticut, BRT corridors are located in an urban-constrained environment. So really, it comes down to how do we balance traffic and transit operations and essentially evaluate the different aspects that will feed into this traffic analysis. Tom Hiles is our traffic and design expert on this. I'm going to request them. But before that, on our experience on Oakland Park Boulevard, we particularly did several traffic analysis and met with several stakeholders to understanding their concerns. And the first question that comes up is, how does this impact traffic? Are we maintaining the level of service? So we did, at the end of the day, it is data that backs up and convinces that we don't really impact traffic or the general mobility. It is about moving people, not just vehicles. And we have done several detailed analysis and with some simulations to back up that and ensure that the customer or stakeholders were convinced. With that, I'll pass it over to Tom Hiles to continue explaining. I've worked on a couple dozen BRT projects, and one of the things I think is helpful is how do we balance that? There's always benefits, I think, as we're putting in large investments along the roadway. What are those overall benefits? There's new traffic signal systems, new mast arms, new capacity that we might need to add. So two projects I'd highlight is with VIA and San Antonio, we did a 12-mile corridor from the airport all the way through downtown. And what we looked through there is we had only one location where we had some level of service decrease. And what we did there is then add additional capacity. There was some locations where there's some split phasing, and we actually made that location actually ended up making it better, too. So it's how do we approach it in that balanced way? And with the Q-Jump lanes, I did the design for the limo routes in downtown Orlando. And with Q-Jump, I think one of the keys is we don't always call it up if it's needed. And what I do like to do is put in the Q-Jump, come up twice in the phase. So if it does come up, it's always not affecting the same phase. If it's not called, then it just feeds back into either the main line or the cross screen. Thank you, Tam. Back to the interview team. Thank you. Good afternoon. I'm Abhishek Dayal. A couple of questions. One, how would you make the case for the success of the BRT program in Broward County, knowing that BRT doesn't exist today? How do you sell that product? Definitely. Thank you, Abhishek. That is one of the key aspects on delivering a BRT program in a county that's not seen BRT systems here locally. I mean, we have one BRT corridor to the south of us, and that recently opened. But it involves a lot of education and, I mean, learning that we have to communicate with the general public and also with the stakeholders. At the end of the day, it is moving more people and not just vehicles. And we will ensure that we will work with BCT to develop strategies to come up with approaches and coming up with a more convincing methodology to explain those. And Jennifer Palmer is our stakeholder involvement lead. So I'm going to pass it over to Jennifer to explain on some of our approaches that we have used successfully across the nation. Sure. I think it's really important, like Sharam said, the education piece and the marketing piece to this. And Becca on our team, as well as worked with BCT in kind of developing those tools, those visual tools, the branding, those pieces that really help to tell your story. During the primo time, I know there were a lot of advertisements and other things that we did to really get the word out. And those things can all be really successful as well. And I think the biggest thing is some of this visual storytelling that we showed even in our presentation today, just in getting ready for this, you know, it's really hard for people to envision what isn't there. That is the biggest issue that we run across across the nation. So having, you know, videos like we've had in this presentation today, the renderings, et cetera. Those things really start to help to communicate something that isn't there today and how different and how transformative BRT really is to the environment in which it serves. So I think, you know, there's a lot of education, a lot of marketing, but really that visual piece is, you know, is bigger than anything. And then like I mentioned in the presentation, Abhishek, you know, one of the things that we've been trying to do as well is, you know, in some of our other projects is focus in on the business case. Because a lot of your stakeholders are really more interested in the economic development case. We get really carried away as transportation professionals on the transportation. And as VCT, you know, your job is to make sure that transit works well for the passengers that you serve. But you've also got to really be showing those stakeholders the business interest and the market that it's opening up for them. And so we've been working on some kind of interesting ways, I think, you know, across the nation to do that. Great. Thank you, Shiram and Jennifer. Sure. My next question was, how do you plan on providing on-site support during the course of the program? Will you have key staff embedded or co-located with BCT? And if so, which key staff would you recommend? And this question is really for the project manager, Shriram, so it's for you. Sure. No, definitely. Thank you, Abhishek. We could assist BCT depending on the needs of the current work authorization, if it requires on-site support, working alongside with BCT and helping advance some of these programs, oversee these programs. We could definitely do that. From our recent experiences here with PalmTran, the DTPW, we have filled in those roles where we have helped WebView and advance some of the corridor studies and SMART plan and 561 plan that the counties are undertaking. So definitely we could help out BCT and also we could co-locate it in BCT offices to help them with that. And I'm also going to request Scott, based on our experiences on the current transit system-wide contract, he brings in tremendous continuity from our program to just add in on if there's anything else that we could, how we could support. Sure. Thanks, Shriram. Yeah, I think to answer your question directly, Abhishek, you know, we have our Sunrise office, which is right down the street from your West Broward Government Center offices for BCT. You know, Shriram's based out of that office and he has a number of staff supporting him. If you need Shriram and his team at BCT, we will do that. And I'm locally based here and our core leadership team is also here Florida-based and we can definitely make sure that there is consistent support for BCT. Yeah, and it really, to be honest, Abhishek, it goes up beyond just WSP. You know, the wonderful thing about this team is its great depth, like Shriram introduced up front, and the fact that we both have Kinleyhorn and AECOM. I mean, we have a pantheon of a variety of different experts that we can vet with you, Abhishek, if you need somebody on site and you can choose from a menu and get that person there. Great. Thank you. Are there any other questions from the evaluation committee? Good afternoon, Matt D'Antonio. Could you tell us, you know, in terms of the BRT-specific technology that you had mentioned, what makes your firm different in terms of helping us achieve that? And that's for things like CCTV, fare collection, real-time arrival technology, traffic signal priority, and so on. Thank you, Matthew. I'm going to request that Tom Hiles, our TSP and technology expert, system integrations expert, to take that question, and also Raj Phunaluri, who is our FPOP central office, who previously served as the FPOP central office innovation lead to chime in as well. But I'll turn it over to you, Tom. Thanks. So my role at WSP is delivering programs, and my niche is actually systems. I would say I'm the systems nerd of WSP. And one of the things across both CCTV and technology sign boards, I've built and delivered those for a number of projects across the country here recently. But also from this camera system perspective, I work with a team out of our Orlando office that designs big facility systems, big transit systems too. And so they are able to, you know, really dial in camera views and things like that. With transit signal priority, I'm working currently with three different vendors. We've just completed 100% plans for in Charleston. There will be a MyoVision system in Salt Lake City. It's at the old Panasonic system. And then we're working on a demonstration project in Cincinnati. So, you know, real fresh projects that are being delivered. Kimberly Horne will be on our team as well. They've just opened the Atlanta project. I went and toured it two weeks ago with the MARTA client. And so they have some really good system support with Edgar as well. But I think at the end of the day, a big piece of it is we can – the design is somewhat easy, but it's actually how do we integrate it all? And that's why that systems integration plan really helps define those key requirements and who's responsible for what parts. One thing that we came across when we were working with SCDOT and their IT department was they wanted to buy the network switch. And so they didn't want that piece to fall outside of – to a contractor. And so really bringing that into, you know, making sure that the contractor knows, okay, the switch is going to come. And so those smaller details as we pull along. And then with fair collection, we do a lot of fair collection work. We have a whole group at WSP with Henry Rosen. And I've been working with his team on Charleston as well as Cincinnati on fair policy and fair collection expertise. Hopefully that – and then I'll have Raj kind of talk from regional architecture and how fiber might come together with the TSB system. Thank you, Tom. Matt, thank you so much for that question. I think to start off, as you rightly said, we have all these great technologies, right? We have the closed-circuit television cameras out there, the ITS fiber optic network. We have the ITS systems that are ingrained within our systems, right? There's a lot of industry partners who want to work together with us. The bottom line is going to be we'd like to work very closely with you and identify the goals and objectives. What exactly do you want to accomplish? Do you want for us to bring to the table? Going back to my days with RTC Southern Nevada in Las Vegas with the Boulder Highway BRT system, which I was fortunate to do the environmental study design, develop, implement, et cetera, to this day, we're looking at technologies which can do both safety and mobility applications, right? I mean, we use all these technology, not for the sake of technology, but to promote safety and mobility. Near-miss identification is a big part of it. We want our riders to be safe, right? We want to also understand how much traffic is moving through the system. And when traffic operations folks – going back to the first question, trying to balance, right? When traffic operations folks go back and ask the question, why should we implement TSP, transit signal priority, we should be able to demonstrate that there's a need when schedule adherence is an issue, for example. I was fortunate to be the statewide traffic studies engineer, developed the TSP, transit signal priority modules, both for traffic engineers and for transit professionals. And we delivered them in four different parts of the state, including in Fort Lauderdale, with our District 4 office on Commercial Boulevard, for instance, right? So the safety and mobility applications. We also have this opportunity to look at connected vehicle technologies. As Florida's connected vehicle lead for seven years, one of my main focus areas was also looking at how to bring transit signal priority into a connected vehicle world so that the vehicles which are connected to the technologies would know that there's a bus – that there's a vehicle arriving, that there's a bus arriving. How do we include queue jumps in our transit – traffic signal controllers, for example, right? I mean, we worked very closely with District 4 traffic operations office and with Broward County traffic engineering as well. And to your point, AI – I mean, there's not a meeting that goes without talking about AI, right? How do we leverage artificial intelligence capabilities exclusively from a transportation perspective to meet the specific goals of safety and mobility, for instance? I think we can go on and on, but there's, as Tom said, there's numerous companies out there who are providing huge opportunities to deliver technology, and we are ready to do that for you and meet the goals and objectives. So, in the interest of time, back to you. Thank you, Raj. I just wanted to add a quick couple notes before I turn it back to you, the selection committee. We are currently – Matthew, as you may know, we are currently assisting on the current GPC contract to help deliver the fire collection system and also the CAD ADL system. And I've personally worked with Rasim on the PalmTran DSP signal implementations. Right now, PalmTran is going through the demo demonstration, pilot implementation on US-1 corridors and OPECH-OB corridors. So, we brought in the vendors and had them do a presentation and provided PalmTran and all the key stakeholders an opportunity to evaluate all the vendors that they will be working with and implementing. So, that benefited all stakeholders to understand what's getting implemented before it got implemented. Back to the selection committee. Thank you. Thank you. Thank you. Thank you. Are there any other questions from the evaluation committee? Okay. Does the project manager have any questions? Yes. I have one question. My name is JVN. I'm the project manager for this solicitation. So, WSP, you have a large sub-consultant team. How will the PM effectively coordinate a large team to maintain appropriate redundancy and shared project awareness while also ensuring efficient use of resources and adherence to the project budget? Thank you. Please be brief in your response. Thank you. Sure. Thank you, Ji. Definitely. We've personally scheduled, put together this team so we can bring in the specialized skills. We understand that BCT has multiple corridors that it's advancing. So, we wanted the depth and the breadth to be able to advance multiple corridors. And I will be the single point of contact for BCT and our current sub-consultant teaming partners. I've worked with them personally, and they bring continuity from our current contract as well. And we have a core and lean leadership team that will be myself, Tom, and Jennifer Palmer, and supported by Scott, who will oversee the contract. And we will work closely and bring in, as needed, the relevant sub-consultant team based on the specialized work request from BCT. So, that way, we don't have several people working on the job, and we are able to deliver the project efficiently and be conscious of the cost. Thank you. And just want to quickly add that we have a team of PMs already identified in our org chart. So, if BCT's desire to advance multiple corridors and get WSP support, we have more than one PM that can help deliver these projects. Thank you. Thank you. Thank you. Are there any other questions from the evaluation committee project manager? Okay. Thank you very much, WSP, for your time this afternoon. Thank you for your presentation. Thank you. Thank you. Thank you for the opportunity. Thank you. Thank you. When do you want to? After the fourth? Is that okay with everybody? Oh, gotcha. I'm running on films myself. So, that's why I'm... All right. Thank you, everyone. The third presenter, WSP USA, Inc., has now completed their presentation and answered all questions. As the team is leaving the meeting purchasing, please invite the fourth presenter, HDR Engineering, Inc., to join the closed portion of the meeting for their presentation. Thank you. Good afternoon, HDR Engineering. Thank you for joining us. Good afternoon. Hello. Thank you. As your team joins, please review the meeting attendees and the team's participants panel to ensure that only your team and county staff are in attendance. We're also displaying on the screen a list of county staff. While you're reviewing the list and participants panel, please advise which member of your team do I need to provide access so that they can share your presentation. You could give me access, Michael Madrudejos. Okay. One moment. Can we do a sound check during this five-minute? Sure. Give me just one moment, please. Okay. For the record, can you affirm that there are no other individuals in the meeting other than your team? And please note, there's someone by the name of James Ford. The name is there, but they do not have access to the meeting at this time. Is it Jeff Arms? James Ford. No, he's not with us. I know. I'm just stating that the name is there, but they are not participating. Are you saying that Jeff Arms is not part of your team? Jeff Arms is part of our team. Okay. All right. So just affirm that everyone there outside of Jeff Ford and Graham as well. Graham Carey is also a member of the BCT team. Good to me. I think we can affirm. Okay. Perfect. Yes. Thank you. So your team now has, you now have five minutes to set up. The purchasing will start the five-minute timer. HDR team, if you could turn on your video and do a sound check. Test it. This is Chris. This is Elliot. This is Charles. This is Jim. Good morning. This is Jorge. Steve. How are you? Hey, Jim, you sounded kind of light. Can you say it again? This is Jim. Juliana. Tracy. James. Jeff, are you there? Yes, I'm here. Great. I'm just waiting because I'm supposed to be last. It sounds like we are all here. I will go on mute and share the presentation in presentation mode. Okay. Thank you very much. HDR purchasing. Please start the 15 minutes timer for HDR's engineering's presentation. You may proceed. Thank you. Thank you. Good afternoon. My name is Will Swera. We know why we're here. We're very motivated, like we know you are, to take transit to the next level in Broward County. We believe the BRT program is the ideal catalyst. For us, the successful transition is not only about what we design and build, but it's about that we need to lead into an exceptional customer journey to premium transit. That is the lens behind all of the recommendations you're going to hear from us today on the following slides. The key criteria is, is the project fundable? Is it buildable? Reliable? Will it be safe and ready from day one? Is it part of a seamless network? And is the community behind it supportive and see the value? We've applied these best practices on over 140 BRT projects across the country. You'll hear about a few of them today. And addressing these questions is key to having a BRT corridor implementation that is customer oriented and improves the program. So, that brings me to Jim Mercero. He's our proposed PM and one of our lead in bus systems experts. Jim is a PM that has successfully delivered multi-quarter BRT programs. One in particular you'll hear about today, but it's very similar to what you have in Broward. And as a project director, I can confirm that Jim is fully available and committed to serve as your project manager on this important program. Jim? Thanks, Will. We spent a long time preparing for this conversation and there's a lot of information to get through, so we'll focus on key takeaways. If there's something you'd like to discuss, make note of it and we'll revisit during Q&A. To start, I'd like to talk about our team. I'll be leading the day-to-day execution of the program. Elia connects strategy to delivery through her local knowledge and relationships. And Will provides executive guidance to keep us aligned with your goals as the program evolves. Importantly, Will will be our bridge to FDOT, recognizing how critical that relationship is at the highest level. Together, it's a simple structure with clear accountability, experienced leadership, so issues get resolved and Primo moves forward. Our team is constructed as a blend of nationally recognized BRT expertise and local experience, a combination HDR has found critical to delivering BRT successfully. With me today are GFT's Jarl Jacobson, a recognized BRT expert, HGR's Jorge Luna for planning, Trinity Otero for engagement, and Stephanie McVeigh for funding. Together, our team is equipped to deliver major transit investments like Primo. Our team is supported by national, local, and CBE partners who we know and have worked with successfully. They bring strong local experience and add depth across our org chart, giving us more flexibility and coverage as the program builds and corridors move forward. Touching on our approach. Our approach operates on two levels simultaneously. At the program level, we help Broward establish governance, funding strategy, standards, stakeholder alignment. At the corridor level, dedicated teams advance each project based on its unique needs. The key is making sure every quarter moves forward as one connected program. One vision, one voice. We want to take a few minutes to emphasize the importance of a unified program. Successful delivery of Primo requires coordination and collaboration at all levels across all parties. We know that to be successful, we will need to think programmatically first. By doing things like establishing a governance system, how PCT and consultant teams are to work together and establish a charter around core goals. To get there, we'll look at where and how we can best support PCT as an extension of your staff, building relationships to support delivery and collaborate on things like program funding strategy. Finally, we acknowledge the hard work you've done on Oakland Park and to establish standards for the program. We'll build on that, bringing forward the best of our experience. Aliyah? Thanks, Jim. Programs like this requires a clear governance and accountability at every level to be successful. It defines leadership roles, decision authority, stakeholder participation, communication protocols, and escalation procedures to support consistent oversight. This structure provides improved coordination among partners, consistent applications and standards and policies, reduced delivery risk, greater accountability, and enhanced budget and schedule control. The governance structure would include key stakeholders and partners such as FDOT. Bringing FDOT to the table early positions them as key delivery partners. Early engagement allows us to evaluate impacts together, align on solutions, and obtain consensus throughout the corridor evaluation process as we reach the LPA. Together, we streamline approvals and reduce risk. We are currently working through this process on the Tampa Streetcar with District 7. That expertise has helped us identify the right path early and avoid costly missteps. Jorge? Celia, now I'll touch on the importance of defining standards. This is important because riders don't experience separate corridors. They experience one transit system and should receive the same exceptional customer service across that entire system. Defining the outcomes and establishing standards makes that consistency possible. These can help speed out better evaluation of corridors, capital treatments, operational enhancements, and they allow for context-sensitive flexibility in corridor design. Looking ahead, as fare systems, vehicle technology, fleet types, and more evolve, standards give BCT a stable framework that can adapt without repeated redesign of the program. Thus, guidelines allow for the team to plan once and apply that many times. So the effort is to translate BCT's desired customer experience into a system framework, then apply that framework across the network. That includes key elements that identify station types, guideway needs, safety and security measures, writer-focused safeguards, and more. By defining the requirements early, BCT can trace them into plans and specifications, help understand funding and cost implications, which provides an opportunity to mitigate risk and cost. The result, faster decision-making, fewer compatibility problems, clearer expectations for partners, and a consistent premium experience across every corridor. Now Trinity is going to talk about engagement. Trinity. Thank you, Warren. So I want to talk about the riders. If we want people to choose transit, they need to trust it. And our approach to building trust focuses on three things. First, we want to understand what matters by listening to the many stakeholders involved. Second, we'll evaluate and understand the trade-offs by having honest conversations about priorities, concerns, and any options available to them. And third, we want to deliver on our commitments. We want to convert feedback into real improvements people can see and experience. Because ultimately, better decisions lead to better rider experience, and that is our goal. I'll turn over Stephanie to Walkley Funding. At the outset, and have many people mentioned so far, it's important to establish the programmatic funding plan. You're looking at putting six corridors into construction and into operation over the course of six years. This will obviously take a very cohesive program plan for funding. So we've fortunately done this with many partners across the country. And our approach that we would propose to take here is to align at the outset those projects with applicable funding programs. We know there's a lot happening and potentially changing on the federal landscape and the federal funding. We really seek to track those opportunities and keep those aligned. One key component of this is providing transparency. We've created tools such as dashboards to help both internal and then your external stakeholders and the community be kept up to date on the funding opportunities. Aliyah? Thanks, Stephanie. So our team here is ready to function as an extension of your staff, providing day-to-day program support. We have the depth of resources and local capacity to provide multiple services throughout the program. We can also provide proactive oversight to maintain schedules and budgets and delivery objectives. We can establish quality control processes and technical standards to provide consistency across all corridors. And we also have discipline leaders identified to oversee multiple initiatives and ensure seamless coordination through all project phases. Tim? Thanks, Elliot. Now we'll look at using that shared foundation to move each corridor forward. We talked some about what we see as key towards primo success at a programmatic level. This slide lays out what we see as key steps to success at the corridor level. It's about moving each corridor forward from an idea to something that's fundable, buildable, and ready to operate. The key is getting major decisions done before 30%, at which point we can chart out a clear pathway to project delivery. But success isn't about individual corridors. It's about how they work together as a network to grow ridership and deliver more value for Broward. One of the first things that we've looked at is how these corridors perform as a network, not as stand-alone projects. That's important because it reveals corridors like Commercial Boulevard and Powerline Road are currently underperforming FDOT's lane repurposing thresholds on their ridership thresholds on their own, taking a tool out of the toolbox. By coordinating with the phased implementation of Transit Forward 2040 and strengthening connections across the network, you have an opportunity to build ridership where it's needed most and to maximize the value of every corridor investment. That's the benefit of thinking beyond individual corridors and planning primo as a connected system. As we've started evaluating the network, one opportunity that stands out is this one-mile segment of Powerline South of Sunrise. Because it's within city jurisdiction and already has multimodal improvements under consideration, it gives Broward a chance to partner early and test primo concepts in a visible, lower-risk environment due to local control, before the program is built out. It's one example how we can turn long-term planning vision into early visible progress. To highlight our concept of Powerline, it fits within the existing right-of-way and leverages a bi-directional center-running BRT lane. Buses will leverage this lane in both directions 24-7 with progression controlled by dedicated transit signaling, a solution our team has implemented successfully in places like Albuquerque. As buses approach the 6th Street intersection approximately halfway, they will exit the transit-only lane to stop at a station and will pass each other through the intersection. Once through the intersection, buses will re-enter the transit-only lane to continue their journey. Continuing north, buses will re-enter mixed traffic again before continuing on past Sunrise Boulevard. As corners advance, certain challenges appear repeatedly. We bring proven solutions to help reduce disruption, maintain access, and improve connectivity. One of these repeating challenges is where premium routes intersect. In these locations, it will be important to balance right-of-way demands, intersection, bus operations, safety, and pedestrian access. Additionally, we'll want to be a good neighbor and minimize the potential dual impact to the public as two projects get implemented. This includes evaluating accurate solutions as shown here in the concept for 441 and Commercial. We understand that FDOT had a PD&E study at this location that was considering an overpass, but recently pivoted back to planning an accurate solution. If we bring concepts like this forward fast, we may be able to engage and include transit in FDOT's planning conversations. Unlike Commercial and 441, Sunrise and 441 is elevated today. Elevated stations can be system hallmarks and support improved traffic flow. Sunrise and 441 allows us to plan ahead if this configuration is ultimately preferable in other locations as well. Where and when there is an overpass, we can explore at-grade options, which may have cost savings, such as you see here, or evaluate elevated solutions that could be desirable as an operational improvement. The HDR team has experience developing these sorts of system hallmark stations, and we'd be happy to talk more about some of the lessons learned in Q&A. You've seen examples of our experience throughout our proposal and presentation. Let me spend a minute on a few lessons learned and examples that are especially relevant to PRIMO. Building partnerships with the Broadway Authority is a case to success for any BRT program, and HDR has been successful in overcoming challenges with State DOTs who typically approach transit with less familiarity. We've found that outreach, demonstration, and education have been key to building collaborative relationships and delivering BRT in places like Louisiana, Tennessee, and South Carolina. Jarl is here to talk a little bit about his experience in Utah. Having worked on BRT projects across the nation in 14 different states and 10 in final design, I understand the why and how of what we're doing. I understand the importance of working with cities, with DOTs, counties, universities, and really meeting all the stakeholder constraints. We implemented 51 intersections with transit signal priority. We're able to work with the CMGC contractor and deliver nine months ahead of schedule. Jim? Thanks, Jarl. Thinking programmatically, HDR and myself have been involved heavily in the development of the Metro Transit BRT program in Minneapolis-St. Paul. From planning through design, construction, and O&M support, HDR has touched on every BRT route on this system, over 11 routes and continuing to grow. When it comes to our team's ability, HDR is an innovator. We've developed solutions across our BRT program that are directly applicable to some of the challenges we see in the PRIMO program. We'd love to tell you more about how we may apply some of these in the Q&A. We would really like the opportunity to work with you because of our ability to combine national BRT leadership with local South Florida experience, to position PRIMO for federal funding success through our industry-leading FTA expertise, and to deliver your six-quarter program through a unified approach, a network rather than a series of independent projects. Thank you for your time, and we look forward to working with you. Thank you very much, HDR Engineering, for your presentation. Are there any questions from the evaluation committee members? Please state your name before proceeding with your questions. Good afternoon. I'm Abhishek Dayal. I have a couple of questions for you. Can you talk about the top three risks for the development of BRT program in Broward County, and how do you plan to address them? Sure. I appreciate the question. So thinking of top three risks for development of BRT in Broward County, I think at the first look, one of the first things that come to mind is the relationship with FDOT. Every single one of these corridors is predominantly FDOT right away. Establishing that relationship and maintaining that relationship through the delivery of the program will be critical to success. Second, changes within the federal CIG process remain a risk not only for BRT delivery in Broward County, but for the future of transit funding as a whole. Third, as we think about these corridors, many of them are constrained from a right-of-way standpoint, which may impact solutions that we may be able to consider as part of the table of options. So cross-section could be impacted, utilities right away, et cetera. So to expand on those thoughts, I'd like to hand the question over to Steve, Stephanie, and then also Tracy to elaborate a little bit more. Thank you. Thanks, Jim. I think from the first risk you mentioned was with DOT, and I think, you know, it's a risk as well as an opportunity. The key, you know, factor in success is going to be to develop a very close working relationship with key staff at the department, both across the technical teams in the department and the leadership at the department. You know, at the end of the day, the decision about traffic impact related to the transit program is a little bit subjective. There's not hard factors that DOT is going to use. It's just significant impact on traffic operations. So socializing and coming up with a working definition of what significant means is important, and it'll help us understand how we screen projects related, you know, relative to their traffic impacts early in project development, because we know consensus with DOT is critical before moving into FTA project development. I will pick up on the FTA theme here. I think in terms of the capital investment grant program, one of the benefits is that all six projects qualify for small starts. And small starts, whether we're looking at the existing kind of evaluation framework or what has recently been released under the proposed guidance, small starts projects generally fare well, and they will probably fare well into the future. That being said, I think the key risks here are actually your competition in Region 4. There are currently seven CIG projects going for their funding within the next year and a half to two years. And I think should the change in proposed guidance become final, you might see an increase in more small starts projects, more BRT projects. We know of a few that are certainly in planning within Region 4, and probably along similar timelines as the Primo projects. So I think in terms of timing, competition, those certainly pose risks. There are also, to Steve's points, advantages of having small starts projects and being able to maintain that higher share of CIG funding. That looks to be held, right, through the current proposed guidance. And then with reauthorization, you know, we'll see if the Bill 250 Act gets carried forward into the new Congress, and kind of how that goes in terms of new potential evaluation criteria or weighting. Tracy? Yes, thank you. Pertaining to right-of-way acquisitions, right-of-way is aware of the challenges. It's a tight corridor, no matter which way these corridors get designed. I would propose that right-of-way be involved with design from the beginning as early as 30%. Our experience can help identify high-risk parcels in advance. Our team had worked on JTA's project, one of the largest BRT projects in the Southeast U.S. We have a lot of lessons learned from that. Engaging with design at 30%, we can help minimize access management issues and business impacts. Parking, shockingly, is one of the biggest issues in a tight corridor. We also jump in with utility relocations, getting with the utility owners early on, inviting them to our meetings, and also attending their meetings can keep our schedule completely on track. Access management and parking, we can often work with design to even redesign around some of these parking issues and access issues. Working with these owners early and being proactive allows them to be part of the conversations, rather than waiting until we have the property appraised and we send them an offer package, and then we have the unknown surprises. We'd rather engage early and hear what they have to say, see what they might be amenable to, and work together. Good owner relations goes a long way in the public. Thank you. Thanks, Tracy. And just to expand for a second, when we think about right away, it also dives into key considerations with how we engage the public through teams like Trinity's strategic communications support and then also will help govern how we approach design decisions and what exceptions we may need to consider as part of our solutions. Thank you very much for the question. Next. Thank you, Jim. So this next question is actually for you. Sure. Very briefly. You talked about the on-site support in your presentation. Do you plan to have key staff embedded or co-located with BCT? And if so, what key staff would you recommend to be embedded? Sure. I appreciate the question. So, first, if BCT and Broward would like us to be embedded, that is certainly something that we are prepared to do and have seen the benefit for doing so in other projects that HDR has been in support of Deliverate. Having done that myself, the collaborative environment that a shared location can help, you know, facilitate conversations, problem solving, et cetera, there's a lot of benefit to that style of delivery. From our team, our key staff will vary depending from a technical standpoint of what is asked by HDR. On-site support would certainly be expected from key leadership positions in that technical delivery. That being said, we do have a good portion of our key staff here in Florida. Offhand, I believe it's 40 of our leads across the org chart are based in Florida. As far as it goes in terms of specific leadership, which may be a bit of a targeted question, Abhishek, you know, to be transparent, I am not a South Florida resident. Our leadership structure between Will, myself, and Elia is developed to make sure that we are always present in a higher level leadership capacity. But that being said, from a personal standpoint, I am committed to this project and being on site with Broward and you as much as needed. It's a commitment my family has long understood as part of being in my position. And additionally, it's a commitment that HDR has been willing to make and has planned in terms of my workload as we looked at this opportunity as far as a year ago. I'd like to hand it over to Will a little bit to talk more about that commitment to making sure that we have the right HDR team staff from a corporate standpoint. Thank you, Jim. And thank you, Abhishek, for the question. Like Jim said, we committed Jim, but Jim first committed to taking this opportunity. I've known Jim for about two years now and what I've seen and what he's explained to me of how he has committed himself. And when he takes on an opportunity or a challenge like a project of this nature, he's in it for a duration. He's in it to help to make the local team successful. We were very deliberate when we identified Elia Nunez as Jim's deputy. Elia and I both sit in our Fort Lauderdale office and we are minutes away from your office. We're obviously fortunate to see you and your colleagues all the time. We're local. I've been working in South Florida since 1994, Elia since the early 2000s. And this three person leadership team that you see on the screen, this is for real. We identified it very intentional. Jim, as our team leader, as our project manager, has the most BRT, most comprehensive BRT experience. Like I mentioned earlier in the presentation, that's the reason we put him. He's the man with the understanding of what to make a program successful, like he helped Minneapolis-St. Paul, as he described earlier. As far as our recommendation on how we would fit, we're extremely flexible. We could run the spectrum from having multiple personnel in-house. We have 150 personnel in South Florida, Abhishek, I can assure you. And that covers roadway, drainage structures, transit, traffic, public involvement, construction, constructability. All of that expertise is in South Florida. We also have an excellent partnership with Chris Buckner and Gerald and the folks at Gannett. We actually share office space across the hall from each other in our Fort Lauderdale office. We're very connected in a partnership to bring the right resource, the right individuals, whatever the assignment. Short answer of it, Abhishek, we're as flexible as we need to be. We have full ability to staff up a large team, a medium-sized team, or do a lot where it's only the key leadership, the three people you see and a few of Jim's key task leads. We will morph ourselves into what makes sense, and we think that's an excellent conversation to have, kind of like a scope clarification, I would say. We appreciate the question for sure. Thank you. Next. Thank you. That was mine. Thank you. Are there any other questions? You may proceed. Good afternoon. This is Ross Amawad. Just going back to the point regarding these target six corridors being generally constrained, and the need to properly screen and evaluate alternatives, especially as it relates to traffic impacts. What, I guess, specifically would be your approach and the toolbox that you have and types of analysis that you would use to demonstrate, A, that this would be an implementable, successful BRT, I guess, project, while maintaining acceptable levels of service? How would you balance that? Great question. And I think the thrust of that question really gets to the relationship with FDOT as well, right? And the importance of early on in any scoping discussions with FDOT as the predominant roadway authority here establishing what the methodology is for the traffic analyses that are required. That consensus is a critical early conversation that we'll want to first make sure that we are in concurrence across BCT and the PRIMO program. Before approaching FDOT for that conversation, we want to make sure that we are coming from a consistent message across PRIMO. But that'll be a very important early conversation. I'd like to hand this over to Steve Shoecraft to speak a little bit to his similar experience working with FDOT on this exact same topic on the Tampa Streetcar extension. Yeah. Well, the Tampa is, you know, it's a different context. It's more of an urban circulator sort of service. But we are dealing with introducing transit in partially exclusive lanes and some shared lanes along DOT quarters. So we have to go through the DOT process. And that involves developing a VISTA model and building the basis for that model, working through a methodology memorandum with the district staff. So that gets us the early methodology discussion is really critical to understand what DOT is looking for in the analysis, looking at volume development is always a key question when you're building a model. So we want to make sure when we're looking at future years, we're bringing in the right data regarding not just the land use and economic development information from the regional model, but we're also bringing in information regarding the transit service that's being developed in the quarter. So what we want to do as we're looking at the model is be able to balance the perspective about traffic operations, about what DOT considers a significant impact, but also look at the transit benefits that's being delivered in the quarter so we can look at cost effectiveness. So before we can move into FTA project development, we have to build consensus with DOT around traffic operations, but also cost effectiveness of the project. So we have to develop the traffic model, we also have to develop our stops ridership so we know how many people are going to move in the transit service and look at the cost benefit question by understanding costs, both capital costs and operating costs. Ari, is there anything you'd like to add on specific tools we might use? In addition to what Steve talked about, micro simulation for BRT analysis, we also do resume to do network wide screening to estimate how much traffic would be deverted and how much transit ridership will be there. So the network wide modeling will be done that will be documented in the methodology. Once we know the demand that will go into the detailed analysis in the vision and the methodology will discuss all of the key parameters, the performance measures that will be evaluated through the BRT screening analysis. Thank you. Thank you. Thank you. Next question. Are there any other questions? Please proceed. Lee Willis, I got two questions for you. The first one's dealing with, in the presentation you mentioned about avoiding or mitigating mishaps. This specifically, I guess, for you, Jim, an example of a mishap that you've had in your experience and what lessons learned you took from that? I think when we talk about mishaps, it's important to understand why a mishap occurs. And that can really move decision making forward as lessons learned and result into improvements. Right. If we take a step back and look at the whole safety process that FTA has laid out, you know, and NFPA 130, the nexus of NFPA 130, it was written as really the final report after a fire in the London Underground. So safety and mishaps really go hand in hand in terms of, you know, improving on, you know, what happened and how do we avoid that? When we think about mishaps from a safety standpoint that, you know, particularly that I've had to deal with on different projects. I think the one thing that comes to mind is we did a elevated station in the Twin Cities that the way the original design of the station was constructed had the elevator cores and vertical cores positioned in a manner where it was difficult to have direct line of sight visibility into the of those waiting areas. As I'm sure, you know, the Twin Cities is a cold environment in the winter. And, you know, people tended to congregate in those vertical cores in the winter for warmth. There was a very unfortunate public safety incident. And ultimately, that led to a decision to redo the entire station. And a key component of that was reorienting the vertical cores, a major undertaking when you're talking about ripping out escalators, elevators, et cetera, to reposition those for better line of sight. So, you know, the general public and the police officers, et cetera, could have that line of sight into that waiting area. I think, you know, when we talk about mishaps, you know, the safety aspect is one that immediately comes to mind. But, you know, certainly that can mean other things as well. I'd like to hand this question over as well to Jarl and to Stephanie. I just want to hit real quick back on that Utah example project, right? There were a couple of things we learned. One was the contingency drawdown, right? Like we had to have ability to have the right funds to mitigate risk during construction, but also build everything, right? And so one of the things that got delayed in construction just due to the way we were mitigating the risk of the contingency drawdown was building the station platforms towards the latter part of construction. What did that do? Well, it made doing the commissioning side of things with the vehicles more difficult because there was multiple phases from the foundation and the topping slab and the columns and get inserting the canopy that ultimately kind of elongated that last piece of construction. That was also right where we wanted the most interface in the commissioning part of the process, right? So what did I do on the next project? Well, we looked at ways to simplify the number of phases to build the station so that we wouldn't run into that again, right? Another nod to the kind of the safety things. During that time of commissioning on the TUVX project, they actually had a drunk driver come through and passed over two turn lanes, a BRT lane, and actually crashed into one of their platform control cabinets. It happened, you know, one 30 in the morning at an excessive speed while drunk, but what did that do? It highlighted a risk they had because this station had a gas meter and a power cabinet. And so how do we make sure that even though these things are not in the clear zone, all of those, you know, technical aspects had been addressed, but it still didn't mitigate the fact that drunk drivers don't do anything logical, right? So we had to say, how do we protect ourselves against the unpredictable, right? And say, what's the right level of modification to make? So you always take those things, you learn from them and make sure you're asking those questions on the next one. Stephanie? And I will just very briefly, yeah, I'll very briefly add something not as extreme on the planning side. What we found kind of across the country, and I think some of you have experienced as well, is the need from FTA's perspective to really have clear roles and responsibilities, establish your technical capacity through a clear governance structure. And I think what we've learned in particular with working with DOTs across the country is engaging them early, because as Jim mentioned earlier, DOTs may not be fluent in the language of transit. And so kind of bringing them along in both the funding process, but obviously also in planning and design really helps kind of avoid some of those later stage conversations. Thank you. Next question? Are there any other questions from the evaluation committee? Thank you. Turning it over to the project manager, do you have any questions? Yes, I have one question for the PM. You have a lot of BRT-related experience. Can you please identify one project that you participated in and identify the face of the project that you participated in and your roles and responsibilities for that face? The second part of this question is that for that project and that face, please identify one innovation, improvement, or creative idea that you helped develop or implement, and one idea or initiative that did not work as planned. Please be brief in your response. Thank you. Sure. So when I think about the corridors that I've been a part of delivering and maybe speak a little bit to some of the innovative strategies we may want to consider for the PRIMO program, one of the projects I helped deliver was the Albuquerque ART. On that project, I led the project systems, so things like communications networks, passenger information, et cetera. And when I think about the innovations that we did on that project that I think are pretty innovative is that there's a couple sections that operate bi-directionally, 24-7. And that's a strategy we developed due to some right-of-way constraints in one area. It was due to the historic old market area, which due to the historic significance, we couldn't do any right-of-way takes, et cetera. Another area was through an underpass under a rail yard, very difficult to expand underneath, and into kind of the University of New Mexico area. So to do this, what we realized early on was we needed to develop a signaling strategy, not to dislike what you might see on a rail network, similar to block signaling if you've got experience in that space. But to do this and do this successfully, it needed to rely on a robust communications infrastructure. And to do this, we worked with the city, Albuquerque, we worked with ABQ Ride, the agency, and vendors, predominantly Econolite, to effectively develop what has become Econolite's centralized TSP solution. This was the first iteration, you know, where we needed really that real-time positioning information of the buses going directly to the signal system at all times. When I think about what didn't work on that project was where we had to install a lot of the fiber network for the signaling system and all the other transit elements, cameras, et cetera, on that project. We had some discussion with the city early on of looking at the fiber as a shared piece of infrastructure that could ultimately then go be leased out to third parties, whether Verizon, Comcast, something like that. And I think a big lesson learned there was, while there's a lot of opportunity to do something like that, you know, shared construction and, you know, gives the city an asset that they could potentially monetize. Because what the major lesson learned there was a piece of fiber infrastructure in the ground that a third party doesn't necessarily have control over in the design context can become a little bit of a liability from an asset standpoint. In that, for it to be an appealing purchase or leased to those third parties, some modification down the line would need to be done. So, real quick, recap, Albuquerque project, strength, the bi-directional lanes and centralized TSP and, you know, maybe challenge the third-party fiber leasing concept. Thank you. Thank you. Thank you. Are there any other questions for HDR? Okay. Hearing none, thank you, HDR Engineering, for your presentation this afternoon. Thank you all very much. We appreciate your time. Thank you. The fourth presenter, HDR Engineering, Inc., has now completed their presentation and answered all questions. I will ask now if the evaluation committee would like to take a recess, and if so, for what period of time? I was going to recommend half an hour. Okay. Stay with my fellow committee. Okay. So, a recess will now be called for 30 minutes, and then once we come back, we will call on the fifth presenter, which is HNTB Corporation, to continue. Okay? Thank you. Thank you. We are in recess for 30 minutes. Good afternoon, everyone. I would like to reconvene today's meeting. The time is now 2.30 p.m., and we're going to ask that HNTB Corporation be invited back into – be invited to the closed portion of the meeting for their presentation. Thank you. Good afternoon, HNTB Corporation. Good afternoon. Thank you for joining us. As your team members join, please review the meeting attendees in the team participants panel to ensure only your team members and county staff are in attendance. Displaying on the screen is a list of county staff. While you are reviewing the lists and participants panel, please advise which member of your team should be designated as a presenter in teams to share their screen during your presentation. It will be myself, Jim Erickson, presenting, sharing my screen. All right. Thank you. We're waiting on a couple more of our people. We have, I believe, Justine. I'm here. Justine, can you put your camera on? It is on. She's got it. She's got it. Oh, I'm sorry. There's two pages. That's why. Yes. Yes. I see you now. Awesome. Thank you. Panel, can you see our screen that we're sharing? Yes. Just give us a moment, please. Okay. No, I'll just check in. I see Christine. Mario, beautiful. So you now, you have access to the teams. You will now have five minutes to set up, and purchasing will start the five-minute timer for your setup period. And yes, we can see your screen. Team, are we missing anyone? No. The selection, is there any additional people that are on? Because we're having trouble getting off earlier this morning. Okay. Can we just, I neglected to ask you to affirm that everyone in the participants list are members of your team? Yeah, I wouldn't be able to verify. I know our team is completely here. I wouldn't be able to verify if others that do not have their cameras on are from either Broward County or somewhere. So if you click on more at the top of the team screen and click on people, you should be able to see the list. Graham Carey is a member of the Broward County transit team. Okay. So everyone there is members of your team? Yes. Okay. Please let us know when you're ready to proceed. Team, are we ready? Yes. Okay. We are ready to proceed. Tell us when to start. Yes, just a moment. Purchasing, please start the 15-minute timer for HNTB Corporation's presentation. You may begin. Good afternoon, Selection Committee members. My name is Albert Hernandez. I am the proposed project manager on this contract. I'd like to thank on behalf of HNTB Broward County for giving us this opportunity this afternoon to present to you our services and to show you that we are the team to perform this program for you. Next. Three aspects differentiate our team from our competition. Proven South Florida bus rapid transit experience. We delivered a BRT just in your neighborhood. FTA leadership advantage. Our team has extensive FTA experience and unmatched FDOT expertise. Next. So I will be your single point of contact with a deep understanding of the transit program delivery process. I have proven leadership experience in transit planning, design, right-of-way acquisition, construction, and revenue service. The experience comes along with working with FTA, FDOT, and other stakeholders. Where does the experience come from? I was a former assistant director for engineering, planning, and development at your sister agency, Miami-Dade Department of Transportation and Public Works. I was there for 14 years. I was working on some of the most robust and largest programs with the agency. The Airport and Lake Metro Extension, which was performed on time and under budget, took the program from planning all the way through revenue service. That took six years. Right before I left the Department of Transportation and Public Works, I worked on the PD&E and also developing the design-build criteria package for the Strategic Miami Area Rapid Transit. Our consultant is a team member, AECOM, which worked very closely with me and my team at transit. And I also manage the Strategic Miami Area Rapid Transit program. Currently with HNTB, I am the DTPW contract manager, performing technical assistance or giving assistance for the Northeast Corridor and other transit projects. Next. So with me is Jim Erickson, our Deputy Program Manager with extensive regional experience in transit. Jane Williams is our Federal Coordination and Funding Section Manager. She was a former FTA Administrator under the Trump administration. Christy Haven is our Planning Environmental Manager. She is a former FTA New Starts Team Leader. Justine Bell is there, our Readiness and Risk Manager. She is also an FTA Program Management Oversight Contractor. And finally, Mr. Miguel Torres, who is our resident engineer. He was instrumental in leading the efforts for the South Corridor, which was just completed and readily available. These are the presenters this afternoon. Next. So in front of you is our organization, our team. It's shown here and it's also shown in your proposal. This organization meets all the criteria found in your RFP and including the 20 key personnel requirement that's listed. Next. So we have right-sized our team to only nine firms, meeting all the requirements. And we did this in order to improve communication amongst the team members and accelerate response time to you, FTA, FDOT, and other stakeholders. This team has worked with you in the past, and we have worked with this team. Jane? Our HNTB team has deep federal, state, and local experience, including in the capital investment grant program, one of the most complex in the federal government, and key to the success of the PRIMO program moving forward, as without federal funding, the program would not be possible. As the former FTA administrator, I signed 33 full funding grant agreements, the most in FTA history, four in the state of Florida, including the South Dade Transitway BRT, the largest BRT in South Florida. Our team has unmatched leadership experience with Sean Liberton, the former director of FTA's Office of CIG Project Planning and Analysis, and a nationally recognized CIG expert. He completed 19 BRT projects across the U.S. Justine Belazar is a PMOC veteran and one of only a very few FTA-approved PMC risk managers. Next, our state and local team includes Jim Boxold, our stakeholder manager and former FDOT secretary and CFO, who can provide BCT unmatched insight into transportation funding policy and agency decision-making. Our PM, Albert Hernandez, served as the project director for Airport Link Extension, including a $100 million FDOT joint participation agreement. Jim Erickson is our deputy PM with experience coordinating projects involving SFRTA, FDOT, Brightline, and other local agencies. Richard Glass is the former District 6 right-of-way administrator, bringing nearly three decades of right-of-way experience with the District 4 staff. James Ford served as the lead designer for the BCT Breeze BRT Bus Bay Improvements, as well as the PM for the Lauder Hill Mall Transit Hub Project for District 4 and BCT. Yvette Holt is our communications manager and helped build stakeholder consensus through experience, leading public involvement efforts for Broward County projects, including the Airport, Seaport, Convention Center PD&E Study, and District 4, District-wide Public Communications. Christy? Now we're going to go over our approach for each step of project development from concept to operations. Next, we bring in integrated planning and environmental strategy that will help you make informed decisions early, reduce project risk, maintain federal funding eligibility, and efficiently advance your transit investments from concept through final delivery. Our experience with local and state agencies combined with our understanding of FTA requirements will help you move your projects forward faster while maintaining funding and regulatory compliance. Next, please. Securing federal funding through the Capital Investment Grant Program requires agencies to demonstrate both project merit and project readiness. We not only understand how FTA evaluates projects, but we have also developed a proprietary assessment tool that will help you understand how each of your projects may rate before entering the formal CIG process. This will allow you to identify gaps early, strengthen project justification, and improve competitiveness for federal funding. Combined with our expertise in STOPS ridership modeling, cost estimating, financial planning, and FTA coordination, we are confident that we can help you build the strongest possible path to CIG success. Jim? As Christy mentioned earlier, the planning and environmental stage of the process is critical, along with the preliminary engineering and establishing right-of-way requirements for the project. Each one of the items listed on the slide here are critical relative to support of delivering the right-of-way requirements. As mentioned earlier by Jane, we have Richard Glass on for Q&A questions that may come up during the Q&A portion of the presentation. As well as a critical member of our team is also that Jane mentioned is Yvette Holt, relative to public involvement tied to right-of-way acquisition. As the process for the corridors get further developed, the design engineering and transit technology systems are also critical. Identified on this slide are numerous design decisions that will need to be made as the process, as the design develops further for the corridors. We have James Ford with his 36 years of transportation design experience on our team to support this effort. Miguel? Our construction approach is straightforward. Identify problems before they reach the field. We'll focus on constructability, schedules, costs, and conflicts. Our priority is keeping construction safe and delivering a project on time in our schedule. With Oakland Park potentially being the first primo corridor to advance into construction, my team is ready from day one. Next. Next. One thing we learned on the Slap Take BRT is the importance of planning, testing, and commissioning early, especially when integrating traffic signals, preemption, and communications. We'll involve Broward stakeholders, emergency responders early, and the O&M team. With the help of Janice Mayo, ensuring our safety and security plans are a high priority throughout each phase. Ultimately, success isn't just completing construction. It's delivering a safe, reliable system that Broward and its passengers can depend on every day. Next. And these leads directly into operations. We want Broward to be involved throughout all phases of the process, not just at the end. Amanda DiGiorgio brings fleet and vehicle expertise, while Dennis Martin brings operation and maintenance experience. Together, they'll help deliver a system Broward can operate and maintain safely, reliably, and efficiently for many years to come. Justine. As an FTA-approved risk manager, I understand the value of proactive risk management and the disciplined execution of mitigation strategies to manage and reduce cost and schedule risk exposure. Effective risk management is essential to protecting both program budget and schedule. By identifying and evaluating risks early, the team can develop realistic cost and schedule forecasts and make informed decisions regarding contingency and reserve funding. Risk management must begin during the planning phase, not after design is complete. Early identification and prioritization of risks provides the opportunity to address potential issues before they have significant cost or schedule impacts. Regular monthly reviews of cost, schedule, and risk information allow project leadership to make proactive decisions. This disciplined approach helps prevent emerging risks from becoming major project issues. Clear ownership is critical to successful risk management. The program must maintain both program risk register and project-specific risk registers to ensure risks are tracked at the appropriate level and assigned to accountable owners. Together, these risk management tools provide a structured framework for identifying, assessing, mitigating, and monitoring risks across both the program and project levels, supporting successful project delivery. Miguel? HNTB brings a significant national BRT footprint with the experience on more than 50 BRT projects involving over 25 cities and local Regency agencies, including these four critical projects that we delivered within the last five years. We've been involved in every phase of BRT delivery, and we're bringing those lessons learned to help Broward deliver a successful program. Next. Now, let me bring this experience closer to home. On the South Day BRT, we led the CEI, and I personally serve as a resident engineer. This was a design-built project with 20-mile dedicated BRT corridor, 14 stations, 46 complex intersections, integrating all traffic signal priority and advanced communication. Highlighted here is one of the many awards we received in 2026 from the DBIA Project of the Year. For Broward, the message is straightforward. We're not proposing an untested approach. We're bringing first-hand experience delivering a complex BRT system right here in South Florida, and we know what it takes to get it into service. Albert? So, with all this experience that Miguel talked about, how do we successfully deliver all these programs and projects concurrently? Well, it begins with being proactive and planning the work, mitigating risks, and continuous communication coordination amongst our team. I will lead this team in that effort, and it's a framework that HNTB is very proud of. Some of the tools that I have used and HNTB's framework is developing a work plan that fully integrates the resource-loaded schedules and budgets into one document so that the entire team can see it and monitor it. Risk register identifies and tracks potential issues with potential answers to and solutions to those issues. And a clear communication plan that ensures clear and concise communication amongst the team members, FTA, FDOT, and you, our client. Next. So, let's imagine 10 years from now, Prima will no longer be a vision but the backbone to a connected transit network. Riders will trust it, communities will depend on it, and agencies across the country will look to Broward as a model for BRT implementation. That's the opportunity that's in front of us today. Our commitment to you is very simple. Deliver. Let's do this together. Thank you so much. Thank you very much, HNTB, for your presentation this afternoon. Are there any questions from the evaluation committee members? And if so, please state your name before proceeding with your questions. Good afternoon. I'm Abhishek Dayal. I've got a couple of questions. First, can you please identify briefly top three risks for the development of the BRT program in Broward County, and how do you plan to address them? Well, we've identified the major risk on this corridor and on the six corridors as things that delay the projects, which are major risks, are utility relocation, also third-party agreements, and also right-of-way acquisition if that's to become a reality. And it's interesting, Abhishek, that you asked that question because not only do we see that as critical risk and delay factors, but those were exactly the biggest risk that I had when I was with the Department of Transportation and Public Works on Airport Link. In fact, we found that the utility relocation on the Airport Link project was on the critical path of the project, and we found this out in the early planning stages. So we had meetings with Florida Power and Light, which is bringing in power dedicated services so that did not come from the grid to power the trains with the traction power subsystems. And those were two dedicated feeders. So we brought them in, and that was with a lot of communication up front, and being part of the work plan and schedule, we were able to mitigate a lot of that. There was also a third-party agreement. One was with Florida Power and Light, which was an agreement on the relocation schedule and the cost to the project. And we also had a third-party agreement with the Florida Department of Transportation, which is a joint participation agreement for the funding. And as far as right-of-way, our team, with the help of our consultant, purchased 25 parcels in order to bring that corridor from Erlington Heights into the station. So that was a major risk and also was right there with Florida Power and Light as a critical path activity. We purchased those properties under eminent domain and willing sellers, and there was business relocation. So those activities were all common in the Airport Link. So I and some members of the team bring this experience to you on this project. Great. Thank you. So the next question is for the PM. How do you plan on providing the on-site support during the course of this program? Will you have key staff embedded, co-located with BCT? And if so, what key staff would you recommend? Yeah. So we're very familiar with embedded staff because we have – so the biggest contract we have right now is with Miami Data Aviation Department. We actually have 20 embedded staff with the department. Most of them are at the airport. And a lot of that understanding is what is the need of our client? We have a slew of people that are performing activities there from schedulers, document control personnel. We have construction managers, project managers. We also have BIM support technicians. So BIM at the airport has become a new paradigm there. So we've actually had people that are here or we've hired personnel. As far as who we would recommend, I think that depends on the client's need. I know that one area that – and I've talked to some of your staff members, Abhishek, on what are some of the needs of the department. I know that right-of-way acquisition, if that were to occur on these corridors, which we think it will have to, especially in the station areas, that support is needed. You transits and have a right-of-way department, you may be using the public works area to help. But I think that is something that we could work with you and some of the staff could be an extension. We had that at DTPW. We had a robust team of right-of-way specialists that were doing title searches. They were doing right-of-way engineering. They were doing – actually negotiating with the owners. So I think that, again, it's a discussion that we would like to have with you early. And it's something that we can provide based on your needs and based on, obviously, on the people that we have available. Just to piggyback off of what Albert was saying, the slide that we showed in the presentation tied to the establishment of the work plan. And as Albert and Justine were mentioning, tied to the risk register as well as a communication plan. So all three of those are key factors in establishing the project management plan that we will use to support you throughout the projects. Great. Thank you. Thank you. Are there any other questions from the Evaluation Committee team? One more? Proceed. Good afternoon. This is Rossum Awad. You've mentioned in one of your slides key design considerations, part of which relate to traffic operations, roadway lanes, and so forth. What is the strategy that you would use and the tools that you would use to demonstrate that this would be an implementable, successful BRT project while also maintaining acceptable levels of service on these target roadways? If you don't mind, I'll pull up that slide because it may be easier to talk to. So if you don't mind, let me share this real quick. Thanks, sir. Yeah, you know, all the design decisions that are listed on this slide are critical relative to identification of the needs for the corridor as well as impact. Albert mentioned, you know, some of the critical aspects that Abhishek was asking is tied to right-of-way, tied to utilities, tied to third-party agreements. Additional coordination is tied to, you know, the state road FDOT requirements for the corridors. And I'll have James Ford add his additional thoughts to it. Each one of these is critical from, you know, drainage features all the way down to sidewalks as well as, you know, the various facilities and stations that will be implemented along the corridor. James, do you have anything else to add? Oh, I have a lot to add. You know, all of these corridors are major corridors. They're heavily congested in certain areas. So you're taking into account that, the traffic operations of the facilities. And what can you do with the additional capacity that you're adding here by putting in a bus lane or a facility for a bus-only facility? You have to take into consideration the cost of the operations. And how do you displace that? There is some functionality that could go along with this. If you're having to widen the road or put the lanes down the center that you have to consider as part of your analysis from a design standpoint. I've worked on every one of these corridors multiple times, many projects over the years. I was instrumental on the State Road 7 project that currently has the breeze line running on it, establishing the size of the bus bays for handling the articulated buses and the local buses at the same time. All of the features that you have to make decisions about and what you want are constraints or variables that we have to deal with in picking the right alternative. In addition to that, some of these are facilities that are evacuation routes coming from the coast and going inland to 95 high density areas. So, you know, the cost of the construction may be less than the cost of right-of-way in certain areas. So you may end up with elevated structures and facilities like that for connections. And then where you put the overall safety of the facilities, how do the pedestrians get there, how do the riders get there, and how do they make their way away from the bus stop. So all of these, I guess, are considerations, and it's different per corridor. So I don't want you to think that one size fits all. There's going to be some challenges depending on the corridor that you choose to do this on. Now, Oakland Park, obviously, the first one off the bat. You know, west of the Turnpike, there's a lot more space on the outsides to deal with widening if you put it on the inside or the outside. So we can, you know, look at all of the benefits that are attributed to there. And I understand you're in the PD&E process with that corridor. So, you know, it's playing off that and identifying all those critical things that have to be dealt with in the overall scheme of design. Okay, thank you. Are there any other questions from the evaluation committee? Hi, good afternoon. Matt D'Antonio here. Could you just briefly explain how your team uniquely can handle the technology aspect or any unique experience that you have to handling the technology aspect, specifically about CCTV, fare collection, real-time arrival, emergency alert equipment? You guys already covered TSP, so I think that should cover. Yeah, we've dealt with a lot of what you're saying on the South Corridor Transitway, and I'm going to pass it over to the leader of that effort, Miguel. Yeah, so absolutely. Thank you, Albert. So we did have a lot of technology challenges along the BRT corridor. So one of them, for example, was traffic signal priority, making sure that, you know, all the priority for the buses as they traverse through the intersections, you know, were in accordance with the new plan or the future plan of the BRT. From a communications and fiber optic network, we actually upgraded the entire 20 mile corridor. So we installed a new 144 fiber optic link that communicated to all intersections and all stations throughout the corridor. What was unique about that on the technology side is we implemented a lot of technology upgrades on the BRT corridor. We had an intelligent CCTV system. We had video detections that were monitoring the intersections so we can determine with that system if there were vehicles trapped in the intersection before the bus approach, and we can clear the intersection in time so that the bus was able to traverse across the intersection. From a station and passenger technology, as you well said, we had fur collection devices at these stations. We had level boarding. So we implemented a new fur collection system, which is now the new legacy system for Miami-Dade transit. It started on the bus and it's now migrating into the metro rail. Finally, everything's wrapped up with testing and commissioning, right, and system activation. So we had a robust testing program. We did what we called factory acceptance testing and then we migrated that into field acceptance testing. Of course, during field acceptance testing, we evolved that into integration testing and we're integrating all the systems, threat collection, CCTV, fire, of course, the fiber optic network backbone and everything associated with that technology. One of the strengths that we bring is that firsthand experience with delivering and integrating those technologies to make the BRT system successful. Thank you. Lee Willis, you touched on safety and security. If you could briefly, from a high level, discuss your safety and security certification process or program that you utilize on these similar projects. Miguel? That could actually be a combined effort. I know Justine and I worked many years on the FTA process and safety certification, which is unique for transit. We have a process that is FTA compliant, but most transit agencies follow the FTA guidelines of safety certification. And it really starts from the design perspective, right? We have what we call an SSCDR, which is a document that's deliverable at the end of the day that gets turned over to the FTA. And within that, it has design conformance checklist, construction conformance checklist. And then we wrap it all up into a document that makes sure that all the safety elements are encompassed into that document. We, HNPB, have delivered that on multiple aspects for different agencies where we are safety certified and we bring those expertise to the table. But I don't want to steal too much from Justine. I know she has a lot, she has a lot more experience, probably the best in the nation with this. So, Justine? Thank you, Miguel. So, one of the things we do, again, from design, we make sure that, you know, our safety colleagues come in and do those design reviews, right? And make sure that those design conformance checklists are developed and ensure that all of those elements are checked. So, we don't wait until the last minute. We start off at the beginning and make sure that, you know, PHA, so preliminary hazard analysis, those we start early to make sure that we identify anything that could be missing. With BRTs, there's a lot of areas with crossings, right? Making sure that intersections, we take a look at intersections. And so, all those things are done early in the design to make sure they make it into the design. And again, part of our development of the design conformance checklist. And then, again, carrying that through to the construction conformance checklist, making sure that we are documenting all of those elements along the way. So that by the time we get to the end and we get to our systems integration testing and really wrapping up that safety and security certification process, we have all the documentation from design all the way through the end. So, that is, again, like Miguel said, it is a process that we're very familiar with. We start early and we make sure that we keep the documentation in separate files that everyone can see. Setting up the committees, keeping the committee meetings, making sure that fire police are involved when they need to be involved, bringing them along the corridor to ensure that we have a complete package at the end. Just to drop a quick note, Janice Mayo, I'm sorry, is our safety and security manager. So, as Miguel had mentioned in the presentation, Janice will be involved from the onset. And as Justine just mentioned, from the onset through startup. So, she will be the point of contact that will be coordinating directly with you. Absolutely. Are there any other questions from the evaluation committee? Okay, seeing none. Project manager, do you have any questions? Yes, I have a couple of questions. Please make sure that you're brief in your response. So, the first question is, can you please elaborate the proposed roles and responsibilities of the PM and Deputy PM in the organizational framework? Yes, Gio, good afternoon. So, I will lead the team, the effort on the team. So, I will be responsible for work planning, for making sure that the team is empowered and has the necessary resources available to perform their jobs. I will be your direct point of contact. So, all communication will flow through me from you. And that's definitely important in order to make sure that that communication stays in alignment. The deputy, Jim Erickson, as you can see by the organizational chart, all the core areas, the planning environment, federal coordination, design engineering, and construction will flow through him. So, he'll be more involved with the day-to-day activities of the team as far as the technical aspects of the work is performed. So, I will lead more of an administrative role and he will lead more of a technical role. But again, the point of contact, the communication is very important there. Albert and I have worked together probably, you know, 20 plus years when he was with DTPW initially and various, you know, other activities, other projects. The planning environmental, our planning environmental lead, Christy Haven and I have worked together in the past, as well as James Ford, Miguel Torres, and a lot of the other team members that are shown on this org chart. So, I have a, as Albert mentioned in the presentation, a tight team and a well-organized team. Thank you. The second question is about measuring success. What performance measures should BCT use to determine whether the completed BRT program is successful? How would you establish baselines and verify benefits after opening? I think success is making sure, obviously, there's performance characteristics such as a schedule development, on-time performance. I mean, our core value, some of our core paradigms is delivering on-time, on-budget with quality to your satisfaction. So, definitely some of the key performance measures that we would develop on the work plan is exactly that, schedule performance, budget performance, or cost control, and quality. And quality is something that can be seen when the project actually goes to construction. Are there delays? Are there errors and omissions? So, I think those, at least at the baseline GIA, will be some of the key performance measures. I don't know if Justine or Miguel would like to add to some of those key performance measures. What are some of the things that you saw on your contracts? Justine, you want to go first? Yes, thanks. Go for it. Ladies first. Again, thank you. As Albert talked about, right, cost control and schedule development, really ensuring that we take a look at those milestone markers and make sure that we're meeting our milestones. And also, too, making sure that we're looking at our budgets and we're keeping cost contained, scope contained as we continue to go along. So, those are some of those during the work. Those are some of those key performance factors of making sure that we are staying on track. Those will all be developed in coordination with DCT. So, you know, there is a significant transparency when we talk about cost schedule and risk development. And really and truly for, you know, successful delivery, risk is important. Really taking a look at those areas that could impact us down the line, making sure that we have mitigation measures, and that those mitigation strategies are effective if they're not pivoting early enough to make sure that we that we lessen or eliminate any impacts as we move forward. And then, of course, part of that performance is making sure that the public is aware of what we're doing and having that strategic public involvement, letting them know what we're doing, keeping them updated, that we're meeting our milestones so that for opening day, we're ready. And there's, you know, the public is excited. And therefore, there's the ridership. Miguel, wanted to add to that. Yeah, absolutely. So I did want to add, we've opened the BRT in October of 2025. And we've been on board supporting the county with exactly that question. How do we measure, right? Or what are we doing to measure? So success is measured in very different ways, right? We established the baseline. So we already knew what the travel times were for the corridor, what the on-time performance was, ridership, traffic operations, safety, and customer satisfaction, because that's really important. And a lot of our commuters are very vocal when it comes to that. So we established those baselines, and then we did performance targets of what we were expecting to run in the future. Once we started operating service, we actually started comparing the new data with what existed before. We would recommend like a 30-day, a 60-day, a 90-day, and 180-day, followed by a one-year assessment to identify these trends. Adjust, there's been a lot of adjustments within the last year. We've made adjustments to traffic signal priority and operating schedules. So we all recognize that opening day, there's going to be some tweaking as we go on, right? So ultimately, our goal is to provide that level of expertise to you as well. Thank you. Thank you. Are there any other questions for HNTB? All right. Thank you very much for your presentation today, HNTB. We had one question to follow up. A couple of our people have signed up when the initial meeting was started this morning as an attendee to the meeting. Is there any issues with that? I'm not certain what you mean. Are you responding to James? No, so there was an opportunity to fill out a form that said that you were an attendee. Oh, the sign-in sheet? Okay. If you didn't get the opportunity to sign in, you can always send an email. Okay. Yes, you can send an email so that they can report. But that's no issue. No, no, no, no. Not at all. Thank you. Okay. Thank you so much for the opportunity to present this afternoon. Thank you so much. Thank you. Thank you. Thank you. The fifth presenter, HNTB Corporation, has now completed their presentation and answered all questions. As the team is leaving the meeting purchasing, please invite the sixth presenter, the Cardino Group, Inc., to join the closed portion of the meeting for their presentation. Thank you. Thank you. Good afternoon, Cardino Group. Hi. How are you this afternoon? Doing great. Thanks for having us. Okay. You're welcome. So, as your team is joining us, I will ask you to take a look at the participants list to the right of your screen, as well as the screen should be shortly displaying the county staff. All right. So, if you could just take a look to see, make sure that it's only displaying members of your team. And then there's other members of county staff that's there as well. And can you let me know which member of your team should be designated as a presenter to share the screen during your presentation? Eric, you're going to share the screen? Yeah. Eric Chernesky. Okay. I think everybody might be in. I'm in now, Eric. Okay. Thanks. Okay. Is there anyone there that you don't recognize as a member of your team? No, I don't think so. And if you can, affirm that everyone there is a member of your team. I see Graham Carey. I'm not sure. Let me just make sure. That is a member of Broward County. Okay. Thank you. Sure. Yeah. I see. It's like mostly, yeah, it's all coordinating our team. Okay. I've given someone, I think it's Eric access. Yeah. Okay. Thank you. And now that you have access to the system, can you, you will be given five minutes to set up and please let us know when you're ready to proceed with your presentation. Eric, you're on mute. You're still on mute, my friend. Apologies. Are you ready to proceed? We are. Okay. Purchasing. Please start the 15 minute timer for the Cordino Group Inc's presentation. You may proceed. Excellent. Thank you. Good afternoon, everyone. My name is Joe Cordino and I'm the CEO of the Cordino Group. And to be succinct, what I want you to take away from our presentation today is our unwavering commitment to you and this effort. We have put together a diverse team. We've got local leadership from firms that have been doing similar first of its kind work across South Florida for decades. To go way back decades, my father was heavily involved in the original Metro Rail project. And one of my first jobs as a college intern towards the work on the PD for the South Dade Busway. We've got our project manager and assistant project manager who are the only two people to get the agency through the NEPA process. We've got subject matter experts from across the country who are focused on rapid transit, bus rapid transit specifically. We've got long term relationships with the partners that you're going to need to work with to get these projects done, particularly the Florida Department of Transportation. We've done it before, so we understand the complexity. We were instrumental in getting the surtax approved, so we understand the pressure that everybody's under. And to achieve these goals, we've put together a phased approach that can give us immediate successes while getting these projects shovel ready so we can implement the first BRT quarter as soon as possible. So with that, I'm going to turn it over to Mike and Jaime, our project managers, to explain the details. Thank you all. Thank you, Joe. On this slide, we have shown the top 22 team members that will help us deliver this project for BCT. Our team is comprised of local leaders that are supported by national experts, and we are highly available. As you can see from the table, out of 22 staff members, 17 are locally based here in South Florida. Some of our key members include, like Joe mentioned, Jaime Lopez, our deputy project manager, as well as Chris Walton, somebody that you all know very well from his long career at BCT. We have Scott Seibert from STV, who's a national BRT expert. And we also have one of our key partners, CDM Smith, Mark Pistina, and Tom Williams and Odalis Delgado, who have been providing in-house support services for BCT here recently. We have Wendy Syriac from SECOS to provide environmental services. And we have Yvonne Gard from Gard Solutions as our communications manager, and Sasha Page will be our financial lead. On this next slide, you'll see that our local team, we have a strong local team that is supported with national experience and national subject matter experts. On this map, you can see that most of our team members' offices are located in Broward County. Our offices are located close to each other, and our communications manager, Gard Solutions, is located in Davie, which is centrally located in Broward County. Now, on this next slide, I'll talk a little bit more about myself. I have over 39 years of experience in transportation planning, engineering, NEPA PD&E, stakeholder engagement, as well as expert witness services. I've spent the first half of my career at FDOT District 6, where I started as a PE trainee and ended as the district environmental manager overseeing all NEPA activities. Since leaving the department, I've been at Corradino, working continuously on FDOT District 4 projects, as well as many other clients. I've worked on some of the most significant projects, and most recently I was the project manager, originally for the Tri-Rail Coastal Link, TRCL from Miami to Jupiter. That eventually became Briar Commuter Rail South, on which we were able to obtain an EA FONSI for BCT through an FDOT contract. Some other projects that I've managed in my career are the I-95, the pilot, the original I-95 express lanes from downtown Miami to Fort Lauderdale, which included the 95 Express BRT component. I was also oversaw and signed the actual environmental documents, the final NEPA documents for the East-West Transit corridor, as well as the Miami Intermodal Center. And I also led the PD&E for the South Dade busway phases one and two, and I was also actually project manager for the design for the phase two segment. Both the MIC and the South Dade busway have been in operations for many years. Our deputy project manager, Jaime, brings over 33 years of experience in every facet of transit planning, FTA coordination, NEPA, GEC, design, right-of-way acquisition, and alternative delivery to BCT. He has delivered numerous highway and transit projects and programs and worked closely with BCT, FDOT, and FTA Regions IV and Headquarters. Jaime has comprehensive proven experience from concept to concrete to ensure that our GEC team successfully supports BCT in delivering the PRIMO program in an innovative, efficient, and cost-effective manner. He successfully navigated the FTA risk assessment process on the $1.4 billion North corridor, served in-house as Transit PMC for four years at Miami-Dade, and helped deliver the $526 million MIC-Earlington Heights connector, which ties into the MIC. And that's the project that I mentioned that I actually obtained NEPA approval for. Jaime and I have been working very closely, hand in glove, for the last several years. He was the corridor manager and I was the NEPA consultant for the EA FONSI for the Broward Commuter Rail project, which is BCT's first and only NEPA action to date and is currently in the FTA SIG process. This next slide shows the power of our team lies in local BCT experience. Corradina has been in business for over 55 years. Our headquarters are located in Miami-Dade County in Doral, but we have had offices in Broward County for over 30 years. We have extensive long-standing relationships with key local leaders and played a significant role in helping Broward County pass the Penny for Transportation initiative back in 2018. We're committed to assisting the county in achieving its goals and objectives. And with the support of our team members, we will continue to provide our assistance as a seamless extension of Broward County staff. Another major advantage that our team brings is our relationship, next slide Eric, our relationship not just with BCT, but also Public Works and Engineering, FDOT, FTA, the MPO, and local municipalities such as Sunrise and Oakland Park. We're very familiar with BCT's PRIMO program and are committed to helping you deliver this 15-year program in an innovative, efficient, and cost-effective manner. We have already delivered, like I mentioned, NEPA approval for the first project, the BCR South. We can do this by providing South Florida transit professionals with the support from national subject experts. Our local team provides access to technical leaders as well as specialized expertise in an efficient manner. Hyman? Thanks, Mike. Here we present our extensive national experience on 85 BRT projects in more than 20 states, including recent CIG grants prepared by some of our key staff on this call. For projects in Maryland, Florida, Georgia, and Sound Transit. Scott and Sasha will further detail some of these projects and their direct relevance to PRIMO, including the $300 million South Dade Transitway. A recent local experience includes the environmental assessment for BCR, the 2024 document that Mike referenced, which he and I successfully completed for BCT. Cordino did the NEPA and the design work on the initial busway, an innovative conversion of an abandoned railway into the longest BRT in the country. And also of note here is the first of its kind, 95 Express Lanes. The pilot project implemented through the Urban Partnership Agreement grant provides 95 Express bus service, which is a strong collaboration between Broward, Miami-Dade, and FDOT, and features traffic signal priority at over 50 intersections. Next slide, Eric. Here you see our team's streamlined approach for the planning, development, and funding strategy to quickly implement Oakland Park Boulevard BRT. In conjunction with the study team, we'll build upon the work already completed to do three things. Resolve agency coordination to find the win-win, refine the traffic analysis for shared-use BRT, featuring TSP, Q-Jumps, and other enhancements, and streamline the public involvement, the local funding approach, and the risk assessment during the project development phase. We'll assist BCT with a timely alternative delivery workshop, followed by an industry forum, to refine the RFP for project delivery while simultaneously conducting the bus procurement, culminating in revenue operations for your first primo corridor. That ribbon-cutting ceremony will be a very exciting day in Broward County. Scott? Scott? Scott? So we discussed our local strengths and relations within Broward County and other key stakeholders that result in success, not only in transit, NEPA, but transit delivery. Our additional strengths relevant to Broward County is managing BRT programs with multiple BRT corridors, especially with our efforts managing the Montgomery County DO2 FLASH program. slash program. This is very relevant to you all as your intention is to plan, design, and implement multiple BRT quarters. And SDV has been assisting Montgomery County in moving multiple BRT quarters through NEPA, design, FTA product development, and dealing with the same challenges you're going to deal with right away. Utilities, lane repurposing, designing BRT along state routes, and identifying phased approaches and alternate delivery methods. You see on the next slide, when it comes off to alternative delivery, Montgomery County is dealing with delivering their BRT program in the most cost-effective manner as quickly as possible. And we know here locally, stakeholders and the public are expecting results. One of the benefits of this team is the proven access in Montgomery County conducting an alternative delivery workshop to provide a project of complexities, risks, delivery schedule, funding, and benefits of streamlined delivery of BRT quarters. Next slide, Eric. So we understand that you all have pulled back your dedicated BR lanes for Oakland Park BRT due to F. that stands on lane repurposing to a shared use option. Most recently, during our meetings with FTA on MD-355 Montgomery County during project development-related meetings, we had an inside dedicated lane repurposing planned. However, we had to pivot to a new center reversible median dedicated lane. This resulted in the need to widen MD-355, introduce right away impacts, and cost increases. But our approach for you is to evaluate alternatives in operating BRT within state-owned facilities, looking at the corridor in a phased approach. So by utilizing local funds, we could build a BRT-like service operating in shared lanes as a pilot program. We can measure specific KPIs for success over time, then determine if it's a good time to convert to a more provisional service, which could be be the center reversible median lanes, where traffic warrants identify opportunities and is available right away. This could help limit right away impacts, utilize local funding, and streamline NEPA. More importantly, as state and federal regs change, we could then fully build out BRT. Next slide. So I want to highlight one key differentiator for our team. Our experience with the national local projects and how we can apply those lessons to Broward County's premium program. Traffic analysis with FDA and FTA approvals are major issues in BRT and fixed guideway studies. We have experience working across multiple transit corridors in a system-wide planning framework. Being the developers and maintainers of the models, Core-D and RSG brings expertise in Serpam regional model and stops ridership forecasting. And the opportunity to establish a system-wide modeling framework up front with consistent land use assumptions, transit forecasts, transit ridership, and operational analysis tools applied across the premium corridors. The approach avoids duplicating efforts quarter by quarter, improve consistency, and allows us to evaluate alternatives more efficiently. Sacha? Sacha, you're muted. Sacha, you're on mute. Sacha, you're muted. As a financial advisor, Rebel will develop a comprehensive financial plan that meets PRIMA's needs and FTA capital grants for CIG requirements. We will build a defensible 20-year plan, identify affordability and funding gaps, and optimize each quarter's CIG request to position the project for strong FTA ratings and timely funding. We also understand that Broward wants to build the first corridor, Oakland Park, with state and local resources. We'll work with the FTA to determine whether eligible shared investments such as Megan's facilities or buses can be allocated to later CIG corridors as part of their CIG share. Rebel has performed these tasks for both smaller and larger Montgomery County, Maryland, BRT projects as part of the STV team, helping those projects achieve medium and medium-high FTA ratings. As you see on the next slide, even with careful planning, programs like PRIMAO can face funding gaps as cost rise and grant budgets decline. To address this, we will evaluate tax increment financing and other value capture tools. Rebel has advised, for instance, Miami-Dade County on its SMART plan, which included the South Day Transit Way, and currently advises Sound Transit in Seattle, where TIF corridors could potentially generate hundreds of millions of additional dollars. We will also assess USDOT's TIFIA program, which offers low-cost flexible financing and can support alternate delivery and private sector risk transfer, reducing financing and potentially overall project costs. Rebel advised USDOT on the US-36 managed lanes and BRT project in Colorado, one of the first TIFIA financed BRT projects which is now successfully operating. With that, I will turn back to Mike to discuss product risk and conclude. As Sasha mentioned, we have identified the five main risks that we believe will need to be managed to mitigate and mitigated during this program. This table is strictly for illustrative purposes, but it shows the risks that we've identified, and the key risk being the right-of-way clearance along the BCR corridors. Other risks include utilities, NEPA financial strategies, and vehicle procurement. Next slide. Corradino has a successful track record with community engagement, and our communications manager, Von Garth, will tailor the approach specific to each corridor. On the next slide, you'll see that Corradino has received many awards for our exceptional work on projects with BRT components. In closing, we believe that the Corradino team is best suited to assist BCT because we have a proven track record on similar projects. We are a local team with support from national expertise, and our project director, Joe Corradino, will be actively involved and ensure that BCT receives all the resources necessary to ensure success. We thank you for this opportunity and look forward to your questions. Thank you very much, Corradino Group, for your presentation. Are there any questions from the evaluation committee members? Please state your name before proceeding. Lee Willis, question regarding safety and security. If you could briefly explain to us what your safety and security certification process would look like and those steps associated with that. For safety and security, we have KCI and also STB to assist with that. Ayman? I believe that one is Tom. Tom, is your mic on? Yes, sir. Of course, our safety certification program would incorporate what we call the safety and security management plan, which sets up the basis for each project phase, how the project team is going to manage safety through all phases of the project, including construction, pre-revenue, and testing and acceptance. The SSMP then aligns well with the, we intend to align it well with the agency safety plans that they have in place and leverage that and have that connectivity back to the agency. So we're ensuring that we're incorporating the policies, procedures of the county and the program. The safety and security certification plan will follow the standards of FTA, obviously, but we would mimic the exact content which is, of course, the hazard resolution methodology, the threat and vulnerability assessment, the hazard analysis, develop the certified elements list. We'd also then develop the, following the PHA, the hazard analysis and the threat and vulnerability assessment. We would review the design criteria manual and working with the engineers, we would develop the associated mitigations, track those mitigation to closure, and then those documentations would close the design phase, and then that basis of the design verification would then be used for the construction phase, and we would model that all the way through to testing acceptance and the operational readiness review elements that we identified in the CEL. The interesting thing about progressive design is that a progressive design certification doesn't align with the 2002 FTA guidelines, and the predominance and difference is in, you know, we technically we need to verify each design package prior to going to the construction if we're associated with a PMOC or state safety oversight or to meet the agency's requirements. Other than that, the standardization of the process is well documented, and we will follow that process, and we've done over 30 certifications from new starts all the way up through maintenance facilities, BRTs, and the list is extensive. Thanks. I have one more regarding, I think some, I think in the presentation mentioned fast track implementation and along those lines. Can you briefly explain or identify the procedure or program that you have regarding fast track? Sure, so are you speaking of fast track as Scott was presenting his flash project in Montgomery County? Yes. Go ahead Scott, put up the slide there if you can. So can you repeat that question when you said fast track? I was not sure if you meant flash program. I apologize. No, I was just referencing in regards to a fast track or how you may be in your project if it gets to that point and what that process or program would look like. Oh, so, okay, now I understand what you're getting at. So, or how do you fast track or streamline a process, right, from a BRT per quarter perspective, if that's what you're asking for. Correct. So, yeah, okay, so in Montgomery County, but also in Fairfax County with BRT Highway 1, a lot of the process that we've streamlined was utility coordination and third-party agreements. One of the key lessons learned on those was working with utilities, identifying utility providers early and working with them so that, of course, that's one of the delays in a project is utility relocations and, of course, right away. But working with the local utility agencies, we built some third-party agreements to really streamline the process. We worked with them early on the process to get the buy-in, get their commitment, and work with them on the design process. That was probably one of the biggest lessons learned we had in the flash program, but also with Fairfax County's BRT, the one. Thank you. And I'll add a couple of things to that, if I may, just to kind of round it out. With the BRT, particularly the first one that comes out of Fremont, it'll be important to streamline the funding approach, right, whether that's local only or some kind of a CIG, right, that's a decision point. Local allows the project to go quicker. And then really to get buy-in up front, right, from the agencies, particularly the Department of Transportation regarding how traffic is modeled. For a program such as this with multiple quarters, the approval of the program-wide model right up front, right, by both the department and eventually FTA, really will streamline the process in terms of getting through that traffic evaluation. And then there are other steps along the way that can be overlapped to quickly bring a BRT to implementation, including the bus procurement and some other things that we can talk about. It's on our general approaches on slide nine, and that is our fast-track implementation. Those are the 10 steps that we suggest, recommend, and have used in a proven manner to move projects like this along as quickly as possible. Thank you. Are there any other questions from the Evaluation Committee? Good afternoon. I'm Abhishek Dayal. I had a question on one of the slides that you had regarding lane repurposing framework. I think you stated in that slide that the current FTA administration is not allocating any federal dollars for projects that propose lane repurposing. Could you speak a little bit more about that? Is that a recent ruling, and how many projects have been affected by that? Sure, Abhishek. So that's specific with the Montgomery County MD-355 project. As I mentioned, we were in a meeting with FTA recently through project development on MD-355. We had outside lanes repurposed for BRT only. Unfortunately, FTA came to us during various meetings during a design workshops that said that they would not like you to repurpose those lanes. So we had to pivot and build a center running reversible lane per FTA's direction. So that's where that case study, I guess, if you want to call it, that situation that we dealt with here recently with Montgomery County on the MD-355 project. Has that been a policy that was issued by FTA recently, or was it just the discussion at staff level? So my understanding is it was discussion with us on MD-355, but they were going to make that a policy. I have not seen it yet, but that is my understanding. My second question, that's for the PM. In terms of providing on-site support during the course of the program, will you have key staff embedded or co-located with BCT? And if so, which key staff would you recommend? Yes, Abhishek. That's one of the advantages of our team being a local team. We have extensive local resources that we work on the project, not only in our respective offices, but also embedded at BCT, either part-time or full-time. Some of our team members have already been providing on-site support services such as Tom and Odalis and also Evan Henderson from Guard Solutions. So depending on the status of the work authorization, the work project, the needs of the project, the staff that's assigned to the project would be at BCT as often as necessary, even if it includes working in-house there alongside you. Great. Thank you. And Abhishek, just to reinforce that, some of our firms on the team here, Casey, I included, we have other contracts, right, with Broward and other clients where we currently do provide staff in-house, either full-time or part-time. As Mike noted, some of the same folks on that slide have done it with BCT and we're more than happy to furnish what BCT needs. Yeah. One of the things we mentioned, this project will be one of our top priorities, if not the top priority for us. And like I mentioned, one of our advantages also is that we have Joe, as you see, who will be actively involved in the project and will ensure that any resources necessary will be allocated. If that includes providing full-time embedded staff at BCT, that's what we'll do. Right, Joe? Absolutely, Mike. Absolutely. Thank you. Are there any other questions from the evaluation committee? You may proceed. Good afternoon, Rasa Mawad here. From your listed BRT projects and experience in those, what strategies have you used or utilized and tools that you have in your toolbox to demonstrate a successful BRT project on a corridor and being mindful that these are six constrained corridors for the most part while balancing the traffic operational needs and the roadway capacity? Sure. So, Mike, would you like to have either Schring or Pong start with that one from a traffic perspective? Yeah, I was thinking, yeah, Scott, but also, yeah, Schring, if Schring can lead it off. Because one of the things we've discussed was the need, the critical importance of providing a system-wide model modeling, not just a core individual, six different corridors modeled independently, but you need to model the entire system as a whole. And Schring, who was one of the developers of the Serpa model, can talk about that now. Schring? Yes. Thank you, Mike. Thank you for that question. For the Broward County BRT projects, we recommend a system-wide multi-model forecasting approach supported by corridor-level traffic operations analysis. The objective is to evaluate how the planned bus rapid transit corridors interact with the county's existing roadway network, future developments, transit services, and regional travel patterns. So, our strongest differentiator, as Mike mentioned, is corridor units experience on the Miami-Dade Smart Plan system-wide model, which actually is a two-fold methodology, one regional system-wide model calibrated to the Miami-Dade County, as well as the STOPS model that is calibrated to the county's system-wide area. And those models actually have been provided to Broward County for working on the preliminary primo project's evaluation, as well. So, there is some kind of coordination between the two counties, and we were involved in handing over the STOPS model to Broward County at that point. In developing that system-wide model, some of the data that's collected in Broward County was also used, including the origin-destination transit survey. So, in regards to some of the details of the models, SERPAM, that Mike mentioned, we have been the developers of the SERPAM model for the past 25 years or so, and we are currently maintaining the SERPAM 9, which is a resume model, and the project manager for maintenance contract of that. We don't have any learning curve operating that model. The key is to calibrate that model down to the Siberia and corridor level, and we have done this in other areas, including Miami-Dade. That toolbox will be applied, and there is a lot of time savings and resource savings in that. The second is to develop a transit ridership forecasting model, which is the FTA STOPS model. So, Corradino and RSG. RSG is one of our subs that are on the call today. We have developed the system-wide STOPS model for Miami-Dade County. RSG is the original developers of the STOPS model. They are on contract with the FDA, and the advantage of this team is that the coordination with FDA will be very much streamlined on that. So, the important aspect of these two models is how they interact with the station area planning and the turning movements for the corridors. So, it's very important that the traffic forecasts that are coming out of the SERPAM and the turning wind forecast, they also consider the ridership forecasts in the stations. And the ridership forecasts are estimated from the STOPS model, and those forecasts and those will be considered in estimating the turning movements in the nearby intersections within the corridor. And these will be fed into the traffic operations analysis, which KCI is going to lead in this case. KCI is on the call. He'll be able to explain some of the operations toolboxes we have as well. Sure thing. Thanks, Srin. So, after we take the travel demand or transit demand into consideration, we'll put these into correct the appropriate level of traffic analysis tools, including single and most frequently for transit operation, that's going to be micro simulation. In our case, probably the same analysis platform. And, actually, you asked a question about lane repurposing. I know that, you know, activity has a very stringent requirement for lane repurposing, even requiring dynamic traffic assignment. So, the point of me bringing up that is we are aware of and are very familiar with this type of analysis, what's the requirement, the data requirement, the amount of effort involved, and the time frame that's required. So, the kind of the key outcome for these traffic analysis will include transit performance. That's why we choose micro simulation models. And corridor operations, not just signal, not just what individual intersection, but corridor operations and interactions with a single progression. And also, the safety and multimodal type of access and evaluation. And in terms of the detailed measures, of performance measures, we'll include intersection operations like delay level service, queue length, spill back, and, you know, throughput system and corridors of section throughput, by vehicle mile travel, person mile travel. For buses, we'll look at stop activity and look at bus travel time, speed, and reliability, on-time performance. And, you know, we'll take bus stop level operation into account while modeling the corridor. And, of course, the service reliability. I also want to bring up TSP is going to be an important part of the signal treatment for BRTs. So, we'll take various group of consideration before we are recommending TSP location. The first group of factors to consider would be the transit side. That includes ridership, transit service frequency, and headways, bus stop locations, and on-time performance. The second group is on the traffic side, which is the major mainline and the cross street volume, and also intersection operations like delayed queue length. And the third group is on the signal side, which is the signal coordination and the requirement of the recovery period between TSP calls, and also pedestrian, number of pedestrian and bicycle crossing activations. And also, you know, last but not least, the existing and the programmed the signal infrastructure improvements. That's all going to be part of the consideration before we even bring people on and recommend TSP locations. So, with that. Thank you, Penn. Thank you, Penn. I'd like to have Scott talk about the BRT alternative toolbox that was also part of the question. Yeah, let me highlight one of the toolbox options or strategy that we've used on other BRT projects where it relates to what Serena and Peng is talking about from the traffic perspective as well, but the operations of the BRT because of lane repurposing issues that you're dealing with. We do an alternative analysis workshop where we bring the stakeholders in, we bring you all in, and we look at the traffic issues and the traffic results, but look at, you know, the difference of a bat lane versus single bi-directional lane operations to kind of flow operations which we're doing in Indianapolis to medium, to the, to the median, bi-directional or reversible lanes. And we really look at all those options to determine which is the best solution for each of your corridors so that we are identifying and designing the proper operations for your BRT per corridor. Okay, thank you. Are there any other questions from the evaluation committee? Hearing none, I will pass it over to our project manager. Do you have any questions? Yes, I have a couple of questions. The first question is for the PM. Among the BRT and related projects you worked on before, can you please identify one project that you participated in and the face of the project you participated in, your roles and responsibilities for that project and that face? Please be brief. Okay. Okay. I think this is Gia. Hi, Gia. Um, yeah, like I mentioned on my slide, I worked on several BRT, uh, corridors. One was the, uh, the South Day busway where I was the, uh, project development engineer overseeing the PD&E study. Um, well, initially, actually that one goes way back. I was, as a PE trainee, that's how far back it goes. I worked on the original feasibility study for, for representative John, uh, Cosgrove, who came up with the idea of converting the railroad corridor to a bus system, busway. So I worked on the original feasibility study. Then later on as, as the project got funded for design and stuff, this was earlier in my career, I was involved as a, as a deputy project manager for the PD&E study. Then I ended up becoming the PD&E and EMO engineer, which is PD&E engineer. And I oversaw the final design. I oversaw the final design of, of, of the phase one. I was involved in the PD&E, oversaw the final design of phase one, also testified as an expert witness in eminent domain cases along the route. They're along the US, thus the FEC corridor parallel to US one. And then I was involved in the, in the phase two, I was a PD&E engineer overseeing PD&E, uh, for that. And then at Cordino actually Cordino was the, the, the lead prime consultant for the NEPA, for NEPA and for both phases and final design for, um, for three out of the four segments. Um, besides that, besides the South Day busway, the other BRT would be the 90, most recently the 95 express, where I was a project manager for the PD&E study for the, the pilot express lanes project, which included a lot of extensive coordination to explain express lanes, overcome the Lexus lanes concept, but also coordinate with, actually Chris Walton at the time at BCT and also Miami day transit regarding the 95 express BRT system, um, from Broward down into downtown Miami. Thank you. Um, my second question has two parts. The first part is, um, please elaborate the proposed roles and responsibilities of the PM and deputy PM in the work in the organizational, organizational framework of the, uh, contract. And, uh, the second part of the question is how will you leverage additional resources and expertise to ensure BRT specific planning, design, and implementation considerations are fully addressed? Okay. As far as the PM and maybe high time I can talk about, uh, the, uh, DP and deputy project manager as well, but as a project manager, I'll be your, your primary, your, your primary point of contact. I will be the accountable and responsible for the overall delivery of the contract, work authorizations, uh, resources, and, uh, tracking schedule, scope, schedule, budget. Um, and, and then supervising, managing the different task leads. Jaime will be assisting me as a deputy project manager, especially with his extensive experience as a program manager, um, down, uh, you know, in, in transit agencies. Right. That's, that's in a nutshell, Gio, what we have, uh, Michael function really as the COO of the project, if you will, um, single point of contact with you and your staff, uh, externally, right. The outward face of the project as the deputy. My role is to assist, right. As we're, uh, managing the task leads, if you will, the various work authorizations, the tasks themselves. Um, right. Think of it as a matrix organization where we've got task leads across the top and then the various, um, scopes, deliverables, WA's, uh, on the left-hand side, working their way through, um, a fairly complex matrix. These things can get, uh, pretty, pretty complicated, pretty quickly, depending on the amount and the speed of work that we're doing, right. The intensity. Um, but, uh, like Mike, uh, myself, I've got, you know, uh, nearly four decades now of experience with this type of contract, specifically transit PMC and GDC managing very, very large teams. Um, and we've deliberately put together a sizable team here. You see a lot of faces on the call today and a lot of names and experience in the proposal. And that's for two reasons to allow us breadth and depth of staff, uh, to bring you whatever you need, whenever you need it, uh, and to make sure that we have redundancy and that we can handle multiple quarters. Um, should that be the case? Um, Mike and I work very well together. We've been, uh, doing, uh, various, what we have done, uh, various large scale projects in combination for going on 25 years now. Um, so for us, this is pretty seamless and our work with most of the task leads that you see here and the folks that we pulled onto the team, it's also pretty seamless. We've all worked together, uh, in the past in various, on various projects in various states. And so we have a good feel for each other, right. Um, and we like to think a pretty good feel for how Broward County functions and really where, where you all need our, our support most. Um, so I'll, I'll leave that piece of it there. Uh, Mike, I think the second part was how we'll leverage the subject matter experts and other resources. Yeah, how to leverage the subject matter experts on an as needed basis. Um, like, uh, like Jaime mentioned, we have redundancy on our team between Chordino, KCI, CDM, and STV. So we have access to a subject matter experts, uh, low here locally as well as, as well as in other parts of the country. Thank you. Are there any other questions from the evaluation committee? Project Manager? Hearing none, I want to thank you, Chordino Group, for your time this afternoon. Thank you all very much. Thank you all very much. And if you wish, you can stay on the line. Okay. Yeah. Okay. Because now, perfect. Yes. The sixth presenter, the Chordino Group, Inc. has now completed their presentation and answered all questions. This concludes all vendor presentations. Will the purchasing staff invite all vendors and members of the public back to the open portion of the meeting? Gracias, Anita. Just do the snack. Can everyone please mute the microphones? Thank you. Okay. Good afternoon, everyone. Can I just confirm that I have a representative from all firms? I will call out the name before and just have one person, if you don't mind, responding. Okay. Good afternoon. Do I have a member from EXP US services on the line? Yes. Daniel McCrone, president. Thank you. Do I have a representative from RS and H, Inc.? Yes. Alex Barrett is here. Thank you. Thank you. Thank you. Do we have a member of WSP USA? Yes. Freedom Ramertam here. Thank you. Okay. HDR Engineering, do we have a representative from your team? Yes. Jim Mercero. Thank you. HNTB Corporation, do we have a member from your team? Yes. Jim Erickson. And lastly, the Chordino Group, Inc., do we have a member from your team? Yes. Mike Sisker. Okay. And I ask that everyone please mute your microphones. Steve Goodgero. Thanks. Good afternoon, everyone. Once again, the next order of business is the scoring of the vendors. Just a minute. Good afternoon, everyone. I do ask that everyone please keep their microphones on mute if not speaking at this portion of the meeting. Broward County should be the only one speaking, so please mute your microphones. The next order of business is the scoring of the vendors. As stated in the initial evaluation committee meeting, Broward County is utilizing a consensus approach to provide a summarized group consensus evaluation score. The evaluation committee will submit preliminary scores to the purchasing division. Preliminary scores will be tabulated and any outliers will be identified. Score outliers are considered when a preliminary score is more than 25% above or below the average score or when a preliminary score that falls outside the 95% confidence interval. If there are no outliers, the evaluation committee members may adopt the mean score as the final consensus score for each criteria. For any outlier score, the evaluation committee members may discuss the scores for that vendor's evaluation criteria. After discussion, the evaluation committee members may make scoring adjustments, if desired, or adopt the median score as the final consensus score for each criteria. The points for location and willing to meet willingness to meet time and budget are determined in accordance with the solicitation and other and are not included in the consensus scoring process as outlier scores are not applicable. Once committee members have completed their preliminary scores and email their respective sheet to the purchasing division, I will recess the meeting to allow time to tabulate. When the tabulations are completed, I will then reconvene the meeting. The evaluation committee will then have the opportunity to discuss any outliers identified and to make score adjustments if a member chooses to. Committee members, are there any questions? Committee members, have you all received your scores, your sheets, score sheets? Yes? Okay. You may begin scoring. Purchasing will notify me when they have received all committee members' preliminary score sheets and are ready to tabulate. Thank you. Good afternoon, once again, everyone. All committee members' preliminary scoring sheets have been received. We will now take a recess to allow time to tabulate the results. The time is now 4 34 p.m. Thank you. Good afternoon, once again, everyone. I would like to reconvene the meeting. It is now 4 48 p.m. The preliminary scores have been tabulated and outliers have been identified. Before we begin the review of the preliminary scores, I will review a couple of key reminders. The evaluation committee members may verbally revise their preliminary scores based on committee discussions provided the member states the rationale behind the adjustments. The recommended score column in the Excel spreadsheet reflects the mean or average for those criteria without outliers. When an outlier is identified, the median will be reflected. We will now reveal preliminary scores submitted by the evaluation committee members going vendor by vendor in alphabetical order, starting with EXP-US Services, Inc. And I will ask that you please mute your microphones. All right. Beginning with EXP, we will first begin by discussing the first outlier identified in Evaluation Criteria 1B. And we are showing A2 for Mr. Abhishek Dayal. Happy to make it closer to the evaluation committee members. I'm happy to increase that to a 4. Okay. Just a moment, please. I just want to make sure I clarify for the record that at this point you can state why you chose 2. You do not have to change your score. However, you may want to explain or provide some additional information on why you saw fit for 2 based on what everyone else. Yes. And for the record, I just want to make sure the clarification is put in front of everyone that after the discussion you can make a decision if you want to change it or not. You don't have to. Okay. So just from my perspective and when I evaluated this vendor with that particular evaluation criteria, the reason why I scored them the way I scored was the I couldn't find significant experience related to navigating the CIG or the capital investment grant process. And so I couldn't find that experience reflected in the proposal. And that was the reason for my score. Okay. Thank you. And given that, do you wish to continue with your score or make any adjustments? Or is there any other discussion from the EC members? Sorry. I would love to hear from my EC members to see if they have, they saw something that I didn't see. Sure. And for me, I think it came out. Can you state your name, please? Lee Willis. For me, it came out in the presentation, maybe not necessarily the documentation piece of it, um, is old, but the presentation cleared it up. Is there anyone else? Okay. Uh, Ross and Mawad. I would, um, also say that in the, in the proposal, there was reference to FDA CIG, um, grant applications. Great. Well, in light of that discussion, and I'm, I'm happy to, again, change my score to four. One moment before we proceed. Okay. Um, Mr. Dayo, what would you like to change your score to? Four. Four? Okay. Okay. And, um, before we proceed to the next one, would we like to make a motion to accept? I guess it's the mean score. Matt D'Antonio, motion to accept the mean score. All in favor say aye. I mean, may I have a second? Sorry. Ross and Mawad, I second that motion. All in favor say aye. Aye. Aye. Motion passes unanimously. Criteria 1b. It's already recommended, so we'll just. We'll now move on to criteria 2b. Ross and Mawad. Yep. Good afternoon again. Um, my justification for the score is mostly due to the Q&A session today. Uh, just some of the thoroughness in, uh, the answers, uh, I felt, uh, needed a little more elaboration. Uh, there were, I would say, missing points, uh, to specifically one of the questions, uh, I asked. Okay. Is there any other discussion from the panel? I want to make sure that we're all following procedures, okay? And I appreciate it. So do I have a motion to, a motion for the follows, final score for evaluation criteria 2b? I have a check that out, so moved. We need to make it. It's which are the two. So when there's an outlier, the median scores are recommended. Are you making a motion to accept the mech and date, the recommended score? Okay. Matt D'Antonio second. All in favor say aye. Aye. Aye. Thank you. Motion passes unanimously. So now we'll move forward with criteria four. We'll start with Mr. D'All. So, uh, the reason for my score was I did not see a list of active or completed projects, uh, that was required in this, uh, criteria. Um, there was also, uh, just general statements of continued engagement availability of staff on the question about how the prime would deal with, uh, challenges of managing multiple projects concurrently. So I didn't get enough, uh, information that could really help me, um, understand the, the response better. Okay. Can I have an, any discussion from the panel before we move forward? Thank you. And I believe Mr. Willett, no, Mr. Thurman, would you like to have state anything regarding your score? Uh, yeah, I, I think what I need to do is I might need to change it. In, in review of their, their actual writeup and, and what they, uh, discussed today, I, I didn't see a lot of the experience. I'm not, I'm sorry, not the experience, the projects that they, they would have listed. And then reading through this is they didn't provide those. They provided the tax receipt. So I must've been a little, a little misread on what I was reading, but I'd like to change my score. Okay. Is there any discussion before he moves forward? Huh? What would you like to change your score to? Uh, a three please. Okay. May I have a motion to accept the recommended score for criterion evaluation number four for XP US services? Matt D'Antonio, motion to proceed with the median recommended score. May I have a second? I wish I could have a second. All in favor say aye. Aye. Any opposed? Motion passes unanimously. I would now like to proceed with a motion to accept the remaining recommended scores for EXP US services. Ross Mawad will make a motion to accept the recommended score, the remaining recommended scores, uh, for EXP US services, Inc. May I have a second? Lee Willis, I second that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. Thank you. We will move from the X to HDR engineering. Okay. EC members, we have HDR on the screen. We have one identified outliers score and that is Mr. Dayal for criterion number four. So the reason for my score was the, uh, contracts that were listed are only within the state of Florida, not nationwide. And seeing that they're pulling resources from other parts of the country, uh, I would have liked to see how other contracts that they might be working on would affect their availability, uh, for this contract. So that's why I gave them a three. Thank you. Is there any discussion from the panel? Okay. Hearing none, let's move forward with the recommended score for evaluation criteria number four. Matt D'Antonio, motion to move forward with the recommended median score? Four. For criteria four. Okay. May I have a second? Ross Mawad, I second that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. We will now make a motion to approve all the remaining recommended scores for HDR engineering. May I have a motion, please? Lee Willis, I would like to make a motion to accept the recommended scores as the final consensus scores for HDR engineering, Inc. May I have a second? I wish I could all second. All in favor say aye. Aye. Aye. Motion passes unanimously. Thank you. Next order of business is HNTB Corporation. Our first outlier score is, I think we have a trend, Abichak Dayal. Evaluation criteria 1B. So the reason for my score was the, there was a lot of extensive information provided for the FTA CIG program. I didn't see a whole lot on the state funding program. So that's, that was the reason for a four. Okay. Thank you. Is there any discussion from the panel? Okay. May I have a motion to move forward with the recommended score for criterion number 1B for HNTB Corporation? Lee Willis, I make a motion to accept the recommended score for evaluation criteria 1. Thank you. May I have a second? Matt D'Antonio second. All in favor say aye. Any opposed? Motion passes unanimously. We move next to evaluation criteria 2B, Mr. Abichak Dayal. The information was missing top risks in this evaluation criteria, so that's why I give them a 2. Any discussion? Hearing none. May I get a motion to accept the recommended score for evaluation criteria 2B? Ross and I want to make a motion to accept the recommended score for evaluation criteria 2B. Matt D'Antonio second. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. Next we'll have evaluation criteria number 4, Mr. Abichak Dayal. Similar to the previous vendor. They only listed the projects contracts within Florida and not nationwide, so I gave them a 3. Any discussion from the panel? Hearing none, may I move forward with the recommended score for evaluation criteria 4 for HNTB Corporation? Ross and I will make a motion to move forward with the recommended scores for evaluation criteria B for HNTB Corporation. And that's evaluation criteria 4. Matt D'Antonio on a second. All in favor say aye. Aye. Any opposed? Motion passes unanimously. Now, may I have a motion to move forward with the remaining recommended scores for HNTB Corporation? Lee Willis, I would like to make a motion to accept the recommended scores as the final consensus scores for HNTB Corporation. May I have a second? Ross and I will second that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. Next we're moving with forward with RSNH Inc. We will start with the first outlier score for evaluation criteria 1B, Mr. Abichak Dayal. Yeah, so this one I did not see any experience shown in the CIG program. I, you know, even the presentation didn't really explore or talk about the CIG program experience, so that's why my score. Is there any discussion from the panel? Hearing none, we'd like to move forward with a motion for the recommended score for evaluation criteria 1B. Matt D'Antonio, motion to move forward with the recommended score for evaluation criteria 1B. May I have a second? Ross and I will second that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. Next we'll discuss evaluation criteria 2B, Mr. Abichak Dayal. Same thing. The risks were not specific to the program. They were just generic risks. And again, it did not get reflected in the presentation either, so that's why I scored it. Okay. Any discussion from the panel? No. Okay. Seeing none, may I move forward with a motion for the recommended score for criteria 2B? Ross and I would like to make a motion to move forward with the recommended score for evaluation criteria number 2B for RSNH, Inc. Thank you. May I have a second? Lee Willis has second that motion. All in favor say aye. Aye. Aye. Motion passes. Any opposed? I'm sorry. Motion passes unanimously. Last we'll discuss evaluation criteria 4 for RSNH, Inc. Mr. Matthew D'Antonio. Matthew D'Antonio. So I saw limited evidence showing how specific overlapping projects and management challenges would be dealt with. So that's how I got to the 3 for discussion. Any discussion from the panel? May I move forward with a motion to accept the recommended score for evaluation criteria 4? Abhishek Dale, I'd like to make a motion to accept the recommended score for evaluation criteria 4. May I have a second? Lee Willis has seconded that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. Can I now get a motion to accept the remaining recommended score for for RSNH, Inc.? Matt D'Antonio. Motion to adopt the rest of the recommended scores for RSNH, Inc.? May I have a second? Scott, I want to second that. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. Next order of business is to discuss the Condornio Group. We'll start with evaluation criteria 1B. Mr. Abhishek Dale. Again, limited BRT experience from the main team. The subs have a fairly good experience but didn't see a whole lot of experience from the prime team. Okay. Is there any discussion from the evaluation committee members? Hearing none, when we move forward with a motion for the recommended score for evaluation criteria 1B for the Corradino Group, Inc.? Thank you. May I have a second? Lee Willis, I second that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. Next, we will discuss evaluation criteria 2B. Mr. Abhishek Dale. Uh, the description of risks were not specific. They were fairly generic. So that's why I gave them a 2. Okay. Any discussion from the panel? Seeing none, would I get a motion please to move forward with the recommended score for evaluation criteria 2B for the Corradino Group? Matt D'Antonio. Motion to move forward with the recommended score for evaluation criteria 2B. May I have a second? Ross Mawad, I second that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. We will move forward with evaluation criteria 4. Mr. Matthew D'Antonio. Yeah, that's actually an error. I'd like to change my score to a 4. Okay. Any discussion from the panel? Okay. Okay. So we no longer have an outlier for evaluation criteria number 4. May I have a motion to accept the remaining recommended scores for the Corradino Group? Ross Mawad, I'd like to make a motion to accept the remaining recommended scores for the Corradino Group, Inc. May I have a second? Abhishek Dale, second. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. We will now move on to WSP USA, Inc. Our first outlier is evaluation criteria 1B, Mr. Abhishek Dale. Some of the projects that were listed are quite old, over 10 years old. That's why, you know, I deducted the scores for that particular criteria. But I'd like to hear from my fellow panelists if they saw anything different than what I did. Sure, go ahead. No, I did as well. I guess just the way I looked at it was providing it, but you're correct in that aspect of it that they were older and not some of newer projects or that experience from that aspect. But with that, I guess I'm open for discussion too of others of just if looking at that wrong or how we had it. Ross Amawad, from the overall criteria standpoint, I'd say from, you know, this is the background and experience of the team comprehensively. And from that standpoint, I felt, you know, they're right on. Okay. Any other discussion from any of the evaluation committee members? Is there anyone who wants to remain, keep their scores? I would like to change my score hearing some of my fellow panelists, two or three. Two or three. Thank you. However, we will, is there any other discussion regarding criteria 2B? Okay. Let me move forward with a motion to accept the recommended score for evaluation criteria 1B, I'm sorry, for WSP. Lee Willis, I make a motion to accept the recommended score for evaluation criteria 1B. Thank you. May I have a second? Ross Amawad, I second that motion. All in favor say aye. Aye. Aye. Any opposed? Motion passes unanimously. We'll next, we'll move on next to evaluation criteria number 4, Mr. Matthew D'Antonio. Thank you. So yeah, I felt like it was defined during the presentation, but not developed enough to qualify as a 4 or a 5, but I would open it up to the committee if anybody felt like there were specific criteria to consider. Is there any discussion from the evaluation committee? I felt that the information was provided in the, in that section. That's why I gave them a 4. In fact, looking at the whole list of contracts that they had provided, my, there was a little bit of concerned that, you know, there might be some challenge in getting the staff available since they're spread across so many different contracts, but I felt that the information was pretty well provided. Okay. Is there any other discussion? In light of the discussion, I'd like to increase my score from a 3 to a 4, please. Okay. And so now we no longer have an outlier for criteria number 4. Can I get a motion to accept the remaining recommended score for scores for WSP USA, Inc.? Lee Willis, I'd like to make a motion to accept the recommended scores as the final consensus scores for WSP USA, Inc.? Abhishek, they all second. All in favor, say aye. Aye. Any opposed? Motion passes unanimously. All right. Thank you very much, evaluation committee members. To ensure the adjustments were tabulated correctly and determine the vendor ranking, we will take a short recess. Final scores and ranking will be announced after the recess. The time is now 5.19 p.m. Thank you. Thank you. I would like to reconvene the meeting. The time is now 5.23 p.m. The purchasing division completed the tabulation of the final consensus scores and will announce final scores and ranking. Before the results are announced, I would like to thank all of the vendors for your participation in this solicitation process. We appreciate your time and interest in working with Broad County. And of course, thank you to the evaluation team, evaluation committee, for all your dedication during this process. Purchasing, please announce the scores and ranking. The total scores are as follows. EXP USA, sorry, EXP US Services, Inc., 82.2. HDR Engineering, Inc., 87.2. HNTB Corporation, 88.2. RS and H, Inc., 82.6. De Corradino Group, Inc., 85.6. And WSP USA, Inc., 89. The number one-ranked firm is WSP USA, Inc. The second-ranked firm is HNTB Corporation. The third-ranked firm is HDR Engineering, Inc. The fourth-ranked firm is the Cardino Group, Inc. The fifth-ranked firm is EXP US Services, Inc. Thank you. 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? Abhishek Dayal, I would like to accept the results as announced. Matty Antonio, second. All in favor, say aye. Aye. Any opposed? Motion passes unanimously. Please note, effective September 22, 2026, the Broad County Procurement Code has been updated to remove the objection process. The evaluation committee's recommendation of ranking will be posted for five business days on the purchasing division website. If no vendor timely protests, the ranking shall be final, provided that no county commissioner requests to review the ranking. Once a ranking is deemed final, the county shall commence contract negotiations with the first, second, and third-ranked vendors. As a reminder, all information reviewed by evaluation committee members is posted on the purchasing division website repository. Committee members, is there any other business that needs to be discussed today? Abhishek Dayal, I just wanted to again thank you for the committee members for their time and assistance, as well as the purchasing team for for their time and efforts. Thank you. Thank you very much. I want to thank you also. And again, I would like to thank all the vendors that responded and their presentations today. Thank you also to the evaluation committee for your time and your participation and everyone else that's in the room. The final evaluation committee meeting is now adjourned. The time is now 5 27 p.m. Thank you. Thank you.