Good morning, everyone. Thank you for your patience. I am Christine Shorey, the purchasing manager and the meeting facilitator. I'd like to call to order the reconvened final evaluation committee meeting for request for proposals number PNC-212-8931-P1, General Planning Consulting Services for Port Everglades. The time is 1048 a.m. on January 28th, 2026. If everyone can please mute themselves. This meeting is being held through Microsoft Teams. Representatives from the county are physically here in room 430 of the Governmental Center Building East, located in Fort Lauderdale, Florida, or virtually through Teams. Attendees, please mute the microphones on your devices to limit our background noise. This is a public meeting and is being recorded by Broward County. The video recording will act as the official recording of the meeting. The recording will be made available on the Purchasing Division website under RLI RFP repository. Information reviewed by the evaluation committee as part of the evaluation process will also be posted on the repository. This meeting has been publicly noticed. The purpose of this reconvened final evaluation committee meeting is for the evaluation committee to hear pre-recorded vendor presentations score and rank the responsive responsible vendors. At the initial evaluation committee meeting on July 29th, 2025, the evaluation committee determined all vendors to be both responsive and responsible. The following vendors then advanced to final evaluation and ranking taking place today, BEA Architects Inc., Bowman Consulting Group LTD Inc., GHD Consulting Inc., Hatch Associates Consultants Inc., Moffett and Nickel Inc., and Volkert Inc. Meeting attendance will be recorded in the following ways. The Purchasing Division will record the attendance of county staff physically here in room 430. And all virtual attendees, including county staff, you can click on the link or scan the QR code in the chat that's listed in the team's chat section to complete the sign-in sheet. For attendees that cannot access the link or the QR code in the team's chat, you're welcome to email the purchasing agent Maureen Lewis at mlewis at brower.org using the subject EC meeting attendance and indicate your name, your title, and the company that you represent in the email body. We do have a quorum present with the following evaluation committee members. Committee members, if you could please say present after your name is called. Gia Behan, Assistant General Manager, Transportation Administration, Transportation Department. Present. Thank you. Laura Sotomayor, Registered Architect, Seaport Engineering and Construction, Port Everglades Department. Present. Thank you. And Mariana Pitarichu, Enterprise Director of Capital Projects, Aviation Department. Present. Thank you. It is the evaluation committee's responsibility to review the vendor submittals to ensure solicitation requirements are met and to evaluate the submittals and make a recommendation to award a contract. Each evaluation committee member was appointed by the county administrator to serve on this committee based on their experience. The evaluation committee members are responsible for following the county's established committee procedures to select vendors which provide the services that are in the best interest of the county. At the discretion of the board, the evaluation committee members may be requested to substantiate their recommendation and discuss their submittal reviews. The cone of silence has been in effect since this solicitation's advertisement. Vendors are, excuse me, if we could make sure that everyone is muted. Sorry to interrupt everyone. If you could please ensure if you're on your phone, if you could please mute yourselves and remain muted, please. Thank you. As I was saying, the cone of silence has been in effect since this solicitation's advertisement. Vendors are prohibited from discussing this solicitation with the commissioner's office, county staff, or a member of the evaluation committee. The cone of silence will terminate once the awarding authority takes action, which ends the solicitation. During the cone of silence period, inquiries regarding this solicitation should be directed to the project manager or to the director of purchasing and or his designee. Also, vendors may communicate with designated representatives from the Office of Economic and Small Business Development at any time regarding the solicitations, small business enterprise or county business enterprise participation. The summary of vendor rights regarding Broward County competitive solicitations was issued in the solicitation. As stated previously at the initial evaluation committee meeting, the solicitation required vendors to state whether they accept Broward County standard terms and conditions or if they do not accept them to identify the agreement provisions and vendors proposed changes. Four of the six vendors accepted the county standard terms and conditions. The county provided vendors an opportunity to waive their exceptions prior to the final evaluation committee meeting. The following vendor waived all exceptions, Volkert Inc. The following vendor was given the opportunity to waive their exceptions but elected to maintain their exceptions to the county's standard terms and conditions, GHD Consulting Inc. The specific exceptions taken by this vendor are outlined in an exceptions matrix that has been distributed to the evaluation committee members for their review. The county attorney's office is available for any questions by the evaluation committee concerning these exceptions. Are there any questions for the county attorney's office from the evaluation committee? Not at this time. Thank you. The next order of business is the vendor presentations. In accordance with section 286.0113 of the Florida statutes, presentations and questions and answers are closed to the public. Only committee members, county staff, the presenting firm and their team will be in the closed portion of this meeting. Other vendors, their teams and members of the public will be excused from the meeting to permit the start of the closed presentation sessions. Sub consultants partnering with multiple prime vendors are only allowed to participate in one vendor's closed presentation session. For each vendor's presentation, the county will play or share the previously recorded 20-minute vendor presentation, which will be followed by a live, unlimited question and answer period. As the meeting progresses, the purchasing division will provide email updates to vendors, ensuring that each upcoming vendor is informed when it is time to join. Once all presentations and Q&A sessions have concluded, vendors and members of the public will be invited to return to the public portion of the meeting, during which the evaluation committee will score and rank the vendors. Members of the public may provide an email address in the chat to be notified when to return to the public portion of this meeting. Vendors provided an electronic copy of their presentation to the purchasing division, and those presentations have been distributed to the evaluation committee members. The pre-recorded vendor presentations will proceed in the following order. The first presenter will be Volkert Inc., second presenter Hatch Associates Consultants Inc., third presenter BEA Architects Inc., fourth presenter Bowman Consulting Group LTD Inc., fifth presenter Moffitt and Nickel Inc., and sixth presenter GHD Consulting Inc. At this time, we will transition into the closed portion of the meeting. The first presenting vendor, Volkert Inc., if you could please remain in the meeting. All other vendors, their accompanying teams, and members of the public are requested to leave the virtual meeting room. As a reminder, please continue to monitor your emails for when to rejoin the public portion of the meeting. This meeting is now closed. For the representatives from Volkert, if you can just hang on just a minute, because I know there are a lot of firms that are leaving the meeting, and then I'll be right back with you. Okay, for the representatives from Volkert Inc., who's going to be the main spokesperson? Good morning. This is Luke LeBas with Volkert. I will be the project manager and main spokesperson. Okay, Luke, thank you. So, we are going to be putting up on the screen a list of the county employees that are in this meeting, and we want you to focus your attention on the team's participant panel, because we want to make sure that only members of your team, as well as any of those listed county staff, are who are in the meeting. If in the participant panel, you don't recognize a name, let us know, and we'll either identify them as county staff, or if they're not on your team, we'll ask them or escort them off of the meeting. And in just a moment, I'm going to read you a statement. So, I'll give you a chance to look at that participant panel. I see one number, I believe a 305 phone number that's in there. Is that you, Eric? Unmute yourself if that's you. Eric, are you in? Will the caller with the phone number 305-613-0005, please identify yourself? Okay, they're either going to need to identify themselves, or we're going to have to remove them from the meeting. Do you know if that's your team member's phone number, Mr. Labasse? I'm not sure. I'm messaging him now. Okay. I don't see that number in the folks online right now, at least on my end. In the attendees? Yes. I see it. It was earlier, but I don't see it currently, so. I still see it. Okay. Yep, I see it. So, did we confirm if that's your team member's number, or? I'm waiting for a response now. Everyone else that's in the team's attendees list is with your firm? Yes. Or county staff? Yes. Okay. Alex, is Lewis present with you? No, he's not present. I'd go ahead and kick 305. I hope so we don't waste the counties. Is Dave Mulholland or Chris Spann with your team? With VHP. Okay. Mr. Mulholland, who just joined? Okay, so. Eric said he can hear us. Eric, is that you on the 305 number? We need you to confirm if that's you or not. All right, we're going to need to remove that phone number so we can get moving. We agree. Thank you. Okay, so I'm going to read you a statement before we play your recording. For the record, please affirm that there are no other individuals in the meeting other than your team and those county staff listed. Yes. Okay. As participants join the lobby, we are going to be dismissing them. Just to not have that distraction, we're also going to close the participant panel from our screen. And in just a moment, we are going to pull up your recording and we're going to play that pre-recorded 20-minute presentation. And then we're going to open it up live for your team to address any questions from the committee members and our project manager. Understood. Okay. We're going to share. Alex is going to be sharing the presentation in just a moment. There's still an individual that's appears to be okay. It looks like they're leaving now. The ones in the lobby, I'm going to be dismissing. The phone number for Eric, that was him. He said that he wasn't, his device was not allowing him to unmute. Okay. It was a 305-613-0005. Okay. If he's calling back, he should be let back in. Thank you. Thank you. Okay. We are going to load up the presentation, include the sound. I still see four individuals that appear to be leaving. Excuse me, Mr. Pollitt, what is the issue? I still see four individuals that appear to be leaving the conversation. Oh, wow. Chris Spann, Suresh, Leah McKinney, Dave Mahon. Are they with your firm? Are they with Volkert? No, no. I don't see them in the participant panel, Mr. Pollitt. I can screenshot it and send it to you. I'm looking at it right now. Yeah, I don't see them either. Okay. So we got confirmation that the participants that are in the participant panel on teams as attendees are all with Volkert. And otherwise, the other attendees are county staff. So we're ready to play the recording. Alex, can you cue up the recording, please? Thank you. Okay. Purchasing agent, Maureen, please start the 20-minute timer for Volkert, Inc. presentation. Good morning. I'm David McFarland, the principal in charge for the project and the senior VP over Florida, which obviously includes our local Broward County office. We appreciate the opportunity to submit on the Port Everglades general planning contract, and we are looking forward to building a long-term partnership with the Port and Broward County. We also appreciate you letting the best team go for it. Next. This is a presentation of the people from our team that are on the call. We hope that the number of people from our team that are on the call demonstrates how important partnering with Port on this contract is to us. We will discuss the background on most of these people later on in the slides. Next. Volkert is a 100-year-old company. An engineering company does not reach 100 years old unless it produces quality work and takes care of the client. Including the Broward office, we have 14 offices in Florida and around 200 people in Florida. As a company, we have around 1,700 people in 70 offices. I like to say we're big enough to deliver any size project, but small enough to understand the importance of taking care of the client. On the following slides, we cover all RFQ grading criteria and the three additional questions. The headers on each slide will let you know what we are covering on that slide. Luke. Hey, good morning, everyone. I'm Luke Labah, the project manager for Volker on this contract. I have 32 years of experience. I'm a professional engineer, and I bring an owner's perspective to the table, having served 10 years as a client before. I do have Florida experience. I've worked with Florida DEP, Florida Fish and Wildlife Service, and Brevard County just north of here. Another unique aspect of my experience is a very seasoned in the federal-non-federal partnership relationship, understanding how projects move forward and what to do to get those things moving. James? Good morning, James Spinks. I'm the deputy project manager and the planning lead for this contract. I am Broward. I've been a Broward resident for the past 25 years, working as a local Broward planner during that time, working for local municipalities, Broward agencies during that entire time. State, county, municipal, such as Fort Laurel, Danny, and Hollywood. I have strong relationships which are support stakeholders. I understand the local issues and the local challenges. I have expertise in short, mid, and long-range planning, traffic analysis, level service analysis, rail and transit, as well as more. I'll pass it back to Luke. Great. Talk a little bit about our qualifications and relevant experience. As David said, we were founded over 100 years ago on port infrastructure work in New Orleans. We've done some work historically for the Port of Miami, and you can see a list of all the clients that we have served or are serving now. We're well-versed in port planning, engineering, construction, and we're very skilled in these taxing environments. Looking at some of our key staff, I just wanted to highlight that we do have a certified planner on the call today. We have NEPA expertise, rail expertise, and then coastal and structural planning expertise as well. Next, James is going to talk a little bit about our sub-consultant team and what they bring to the table. Thanks, Luke. We came and we met with port executives and staff and asked about current and future needs for planning, market forecasting, economic impact models, and public outreach. As you can see, this team offers institutional knowledge with firms you've worked with for years, combined with new port partners that offer new, fresh perspectives, technology, and innovation, and are internationally known. Partners like Chen Moore, Cummins, Chappelle Group, Martin Associates, are all currently working with you and available on our team. We also have partners like Adept and CSA that have vast experience with Port Everglades, but are only exclusive to the Volker team. We also brought some new strong firms that add value to the port, and they're exclusive to our team. Volker Consultants, which is a nationally recognized parking expert and also does MEP work, nationwide traffic data for all of our data collection needs for any studies that we may need to do, search for cultural resources. Architect Tonica, they have vast local, national, and international port experience in master planning, architecture, terminal improvements, and facility infrastructure. We are committed to developing Broward CBEs, and we have nine CBEs, and commit to a minimum of 27 percent, as outlined in our RFQ response. Specific roles are shown on this slide on our, on this org chart. As you can see, we, you know, we thought about it, and Port Everglades has identified 50 projects and total more than $3 billion in capital investments through 2038. To accommodate that growth for the Volker team consists of a deep bench of highly qualified professionals. We have redundancy for all anticipated tasks. That ensures availability, responsiveness, without compromising quality. We have the ability to work on multiple concurrent task work orders and respond to emergency and urgent requests. Backing up these key staff are hundreds of local experts that are available to Port Everglades, and I'll pass it back to Luke. Great. Thanks. So, familiarity with Port Everglades conditions, you know, first, you're a job supplier to the market here. You're an economic engine for this region of the state and really the country. You're a multi-use port containers, liquid bulk, break bulk, dry bulk, and, of course, the amazing cruise lines that runs out of Port Everglades connected to Central and Latin America. Looking at the, kind of the way the geography is broken out, North Port, Mid Port, and South Port, recognizing that each has its own nuances. We've studied that. We've looked at your master plan updates. We've become really familiar. So do our community partners as well. You know, you come across three cities, right, that you have to deal with. You have numerous stakeholders that have to be kept in touch or abreast of all situations, all planned changes to the port. And then you've got to deal with climate change, environmental concerns, upgrading your equipment, your docks, your warps, and an ever-changing market. And, you know, we've noticed that there are $3 billion in capital investments by 2038 to improve the productivity for cargo crews and petroleum businesses that work here in the Everglades market. I'm going to pass it to Jason. I'm going to go a little bit more detail on climate change and resilience. Jason. Thanks, Luke. The Volcker team understands that climate change and resilience are paramount concerns of Broward County, the port, and the region. We are also well aware and very familiar with several initiatives and plans that define policies and goals to address these issues. Examples of these plans include the 2025 Broward County Climate Change Action Plan, the Broward County Resilience Plan, and the Southeast Florida 2022 Regional Climate Action Plan. These plans outline strategies over, and our team is very experienced in evaluating design options that conform to climate change goals and are resistant to the rapidly changing environmental conditions. Next slide, please. With regard to specific plans or projects, our team is very experienced in screening or evaluating or in detailed environmental impacts. We routinely work with local, state, and federal agencies to evaluate environmental impacts. And we're very familiar with the setting. We understand that essential fish habitat is located in the area, and we work routinely with the National Marine Fisheries Service to evaluate impacts to this resource. And we also understand that seagrass, live corals, and there's critical habitat there for the manatee. And I'll turn it back over to Luke. Thanks. So the, you know, some of the other upgrades that needed to grow, as the ships get bigger, channels are going to get deeper and wider. They need to upgrade your terminals, your bulkheads. We have super high utilization here in Port Everglades. And that channel deepening and widening, again, that's where my experience might be very helpful here. It's critical to the future of this port. Looking at the shore power upgrades that were recently done, we're very in tune with it. We understand the challenges associated with it and how to work through those challenges. The ever-changing market conditions, you know, during COVID, we saw, you know, crazy spikes, an increase in online purchasing that created a spike in the need from the container side. Now that's kind of rebounded to a more normal pattern. Although the cruise terminals, we understand, are steady and growing even more. The ships are again getting bigger. Understanding how to keep your key performance indicators to help guide that business process, the development process, all the while embedding risk and resilience into your plans. Something we're in tune with. I'm going to ask Mr. Lambert to give us a little bit of his experience related to maritime forecasting. Thanks, Luke. And just three takeaways from this. Number one, I think with this team is Martin Associates, the leading port economist, as well as market on the cargo side, combined with our expertise and experience more internationally, certainly in terms of looking at the Freeport opportunities and some of the private Bahamian cruise ports as well. Number one. Number two, what you find between both groups is that we've had a lot of working experience together. So we leverage off of each other. We're currently working on the master plan for Galveston, both on the cargo side and Lambert working on the real estate and understanding opportunity on the commercial side as well. And finally, something that may be intangible, but we think is important. Lambert advisory has been the economic advisor, the real estate and market advisor to 18 municipalities in Broward County. We're currently working with four municipalities in the county and being able to be able to translate the needs of the municipalities and vice versa, the needs of the port as it relates to the land and land use and other modifications within the municipalities is an important factor, we believe, in terms of the future of planning for the port and spring. Thanks. Thanks, Paul. And we're happy to say you're exclusive to our team. You know, the next few planning slides here show staff and many relevant projects for the port and non-port related planning for Volkert and our teaming partners. Many of the projects involve planning, environmental analysis, engineering, design, and construction. As you can see from this team, we consist of planners, civil engineers, structural experts, environmental specialists, grant writers, coastal engineers, and traffic engineers, and more. This team was put in place to drive the region's economic vitality, ensuring Port Everglades provides the highest levels of safe service, safety, environmental stewardship, and community accountability. Hopefully, we get the opportunity to build upon, you know, this chart and answer some questions during the question-and-answer period, and we're happy to expand on this further. Dana? Thank you, James. Each of you is familiar with the depth for countywide, with Broward County, and more specifically, our work with Port Everglades over the past 12 years and nearly two decades for myself. From our countywide census 2020, we're touching our entire population working in English, Standard, Portuguese, and Haitian Creoles, to our support of the penny surtax for transportation, helping pass the 2018 referendum that will fund billions and billions of dollars for transportation and infrastructure projects. Finally, our work with Port Everglades Seaport Engineering Construction Management on Slip 1 expansion, or our public outreach work on the Port Everglades 2018 Master Vision Plan. From stakeholder coordination with all Port stakeholders, to creating 3D renderings, fly-throughs, and video that's been shared worldwide in English, Spanish, Portuguese, and Mandarin Chinese. We are currently under contract with the Port as the eyes and the ears of Port Everglades, providing broadcast media monitoring services worldwide and throughout the state, providing daily reports to Port Everglades executives twice daily. We know Broward County and we know Port Everglades. We are exclusive to the Volcker team and can provide Port Everglades a layer of redundancy for our outreach work under this contract, along with the other selected team. So a little bit about our past performance. You can see we've got several accolades up on the screen. I really just wanted to highlight this year, in 2025, we were named the design firm of the year for both Texas and Louisiana. Just a testament to the hard work and client satisfaction to keep us established and thriving for over 100 years. Focusing in on a specific project that we think ties in our expertise and experience that's relevant to the Port Everglades contract here. We wanted to highlight the Logistics Park Interterminal Connector and APM Phase 4 Expansion Project in Mobile. It's a 105-acre site, you know, accommodating future cargo demand, reducing congestion, improving efficiency, security, supporting manufacturing, all while within a secure perimeter that we have to take drainage into account, look at future needs, et cetera. So looking at the work that was accomplished, we did public outreach, we did environmental clearance, engineering and construction and management for this project. James? Volcker has a reputation for reliability, responsiveness and quality, all while working with multiple clients on multiple contracts with multiple sub-consultants. That's always a challenge with a task work order based contract, but we handle it effectively. We have a deep team and systems in place to manage our existing and future projects concurrently. We have a proven project management approach that includes experienced PM and the best systems to manage the products, projects. Key highlights of our Volcker project management approach include a task management system that will be created specifically for this contract. It'll be updated weekly and available to you, Dr. Gassente. Project schedules will be, you know, created for each task work order, loaded on the Microsoft Outlook and was sent out with calendar reminders. Project scheduled progress meetings are held with the project manager and all the task managers. Monthly progress meetings with the port, with the, with you Dr. Gassente and any other task managers that you see fit. Task work order documents are loaded onto Microsoft OneDrive for everyone's access. And task work orders are also loaded into our Dell Tech vantage point resource planning tool, which allows us to effectively make sure that we have the adequate resources for this contract. Our office is located locally right here in Broward. We're just minutes from the port. We're committed to meeting the time and budget requirements under this agreement. We understand the importance of functioning as an extension of port staff, being flexible and responsive, working with the budgets and providing timely and accurate services. Volcker has no work to report and we are ready to get started and I'll pass it back to Luke. All right. So looking at a specific example where our firm has supported a port through a multi-phase, multi-agency planning effort. We highlighted our work here at the Port of Mobile in Alabama. You can see we have numerous projects up on the screen, but I want to call your attention to two projects in particular. The one in the top left is the Montgomery Intermodal Container Transfer Facility. That project is currently in construction. And for this project, Volcker provided prime services to help with the environmental assessment and clearance program management of the entire process, engineering design. We're currently managing the construction phase of this project. The other project that we wanted to highlight is the Chickasaw Lead Line project. That's a 1.9 rail expansion project in a highly sensitive socioeconomic area. We did a lot of work with the FRA, the State Historic Preservation Office, and local neighborhood associations. Jason was intimately involved with that with noise, air emissions, land use, hazardous material, flooding issues to contain with. And through the robust collaborative effort, the project was determined to have no adverse impacts and is in the process of moving forward. So our approach to balancing regulatory compliance and stewardship is a four-pronged approach, starting with stakeholder engagement. We've already acknowledged you have numerous stakeholders being open and transparent with that communication, bringing in integrated planning and decision-making, looking at green strategies, sustainability. And that's where the innovation comes in, right? You look at digitalization, automation, if possible, renewable resources, and then finally looking at the regulatory compliance and beyond, understanding how to make the project sustainable for the near term, but also the future. So given the scale and pace of the Everglades Capital Program, state how we will be available and responsive. Well, first of all, we're bringing a very senior team to the table with myself and James is a lot of experience on important infrastructure and planning projects. We have, you know, a proven project management system. We want to coordinate, collaborate. I have found in my 32 years that effective communication is the single biggest contributor to projects moving smoothly through a process. And then lastly, I just wanted to highlight that we have an amazing world-class team that we brought to the table and talked about today. Mike's going to talk about quality. Mike. Mike. I'm the chief engineer, and I'll be the QC. Hello? Yes, gotcha. We can hear you. Okay, sorry. I thought somebody said something. I'll be the QC is one of Volcker's core values, and we have a quality culture that's ingrained in all staff. As a hundred-year-old consulting firm, we understand the importance of providing a quality product every time. We provide project-specific QC plans for all projects and follow a five-step QC process. We're all checked and signed off by appropriate reviewers trying to be being submitted. All teaming partners are required to do the same. We understand that quality control needs to be built into all schedules. Luke? Great. Just wanted to hit also that quality is a corporate initiative provoker. We have a dedicated person that leads quality across the company, you know, all the time. And then lastly, you know, our philosophy when it comes to being a long-term planning partner, not just a task at Skeeter. It's really to become a preferred vendor for Port Everglades. We've invested in this market. We want to be here for the foreseeable future. We're 100% available. We understand port challenges and nuances, and we humbly ask you to select us for this contract. And lastly, just want to say thank you for the opportunity to be here today. We're excited about it, and we welcome questions and answers from the board. Thank you. Thank you very much. to the team from Volkert, Inc. I'm going to allow the committee members now to pose any questions they may have, followed by the project manager. Committee members, you have the Volkert team on the call. Dr. Pitadichu, go ahead. Thank you, Ms. Shori, and thank you everybody for joining today for this presentation. So, okay. Sorry, I put my mic close. Everybody hear me okay? So, I have some questions, and I would much appreciate if you answered my specific question. And my first question is to Luke noted that in your presentation, you are listed as a project manager. What will be your in a daily day, you know, impact or input as a project manager? So, what will be your exactly role in this agreement and for every task, work authorization? Would you elaborate on that, Luke? Sure. Thank you for the question. As project manager, I am the responsible party for Volkert to make sure that any tasks assigned to us are delivered to your satisfaction. And one of the reasons I think I'm the project manager for Volkert is the number of years of experience that I do bring to the table working on projects like the one that we're talking about here today. So, my role is the day-to-day, and James is our local contact to support that. Thank you, Luke. Sure. And if you don't mind, I can add into that as well. You know, Luke's got 30 years of experience with doing port projects across the United States. I am the local engineering lead here in the Sunrise office. Luke will lead the team through a comprehensive understanding of Port Everglades' needs. He will design, you know, he'll define, you know, Volkert's business requirements, you know, what allocated resources we need, and so forth, and ensure that the port's, you know, continually has all of their needs addressed for any of the projects. Me, I can serve as the day-to-day managing person that, you know, that is local. I have local knowledge of the, you know, Broward County area. I've been a resident of Broward County now for almost 30 years. I have a deep understanding of the economic impacts and challenges that are occurring here, and I ensure that there's coordination and clear communication with the team and to execute the planning goals. Thank you, Luke. You answered my question. Thank you. She's got a couple more questions. Just stand by. I will address to you, Luke, or anybody that could answer. Could you specify the exact AI tools? What platform your teams use for port planning and explain the specific purpose of function of each tool, if any? James, I'll defer that question to you to engage our team. Okay, yes. I'll start. As far as AI tools, we are engaged deeply with data science, artificial intelligence, machine learning. Some of our key tools that we use are Python, Power BI, RStudio. We use that a lot for processing data sets, streamlining processes, and data information, and creating dashboards specifically, and creating for real-time, real-time analysis and results. We're able to use that as well for predictive analysis. We have some tools that we're using to predict turning movement counts. There's a turning movement generation tool that I've been working on using ENRIX data with a combination of SERPM data and real counts that we can be fed in that can generate turning movement counts and predict turning movement counts in ADT and speeds as well. That's a little bit. If anybody else wants to add in as well, they can add in some things there. Thank you. That's good. You answered my question, James. Thank you. Another question I have. Can you share an example of how you manage changes in scope due to unforeseen condition or scope changes? Sure. I'll take that one. First thing is when you have unforeseen conditions that arise is to quickly assess the risk to the program, to the safety of of the individuals involved, and to the success of potential impact to success to a program. So I'll use the Port of Mobile project as we evaluated certain options. We uncovered certain environmental issues that were unknown at the time. That just happened recently in the intermodal container terminal on the south side of the port at Mobile. And so we quickly assessed what needed to be done to mitigate impacts to construction costs, to the environmental process, to make sure the safety of the public was done, and in consultation with the Port of Mobile. So that just occurred here in 2025, and we were successful in mitigating that situation. Thank you. I have a question. One second. I have a specific question. I don't have a page number, but I'm going to take you to that page, so you know my question comes from a page. It says approach to project, whatever relates issue, what PV issue, and challenges. And there is a, you covered quick this, but I want a little bit for you to elaborate on this. One of your transition to a new type of paradigm port related planning. So one item here, it says NBID risk and resilience. Use dynamic flexible planning tied to broader risk and resilience management. Can you elaborate exactly how you're going to implement this approach to a typical port planning task? Sure. Thank you again for that question. That's a common issue across the entire Gulf Coast, Eastern Seaboard, understanding the changes in the environmental conditions and how they are relative to specific ports. I have a long track record of working in the Gulf Coast on climate resiliency issues, understanding the near-term impacts, how it affects day-to-day operations, for example, versus how it impacts the longer-term strategy that impacts your OPEX costs. So you have the capex issues of making immediate changes that need to be done, whether that's wharf elevation, flood flood protection, or drainage impacts, and also the long-term cost to operate and maintain, especially if you're upgrading your wharfs and your bulkheads. If you put it at an elevation that's not acceptable, or maybe acceptable in the short term, but maybe not long-term, but really digging into the data to verify that you understand the risks appropriate to the planning effort that we're talking about. Thank you. I don't have any photo. I would also add, sorry, I just wanted to add that we have a really strong team with a lot of experience addressing these issues on the call here today. So if there are others that wanted to chime in on that, we can elaborate more. But those are a couple of examples I just wanted to share with you. I believe you answered her question. Thank you. I have no further question. Okay. Okay. Thank you. Any other questions from our other committee members? I have a question for the project manager. Can you please describe your approach on how you respond to the county's manager's need under this contract quickly? Sure. I think first thing is availability, being ready to respond at the drop of a hat to make sure that the project manager for the county is, you know, happy with our performance, making sure we address any immediate needs or any needs that would impact the program in general. So I'm available anytime and committed to the project and the project manager. Thank you. Sure. Dr. Pitariciu, did you have any other questions? I would like the opportunity to elaborate in my colleague's question that when you said availability, like, you know, we are an environment that sometime we need answers and help and assistance. I would say 24-7. And then what will be your availability, let's say, if a port needs assistance, you know, nine times or you never know, emergency, like my colleague requested. So could you elaborate on that availability? Sure. Thank you again for that question. That's the advantage of having James on the call with me today. As our local Broward lead, he is minutes away from you and he and I have worked together for a couple of three years now. And so that's one of the reasons he has been selected as a deputy PM. First of all, he has a planning background. He knows Broward and he is right there on the side of you to help out if there is a nighttime call. But I'm only a text or a call away to reassure the port. Thank you. All right. Any other questions from the committee members? If not, I'll turn it over to our project manager if she has any questions. Dr. Yassin. Thank you. Thank you, Chair. Good morning. A couple of questions. First of all, just for my notification, is Volkwood currently working or doing projects at the port? We are not doing work at Port Everglades currently. Okay. Can you give us an example of where stakeholder feedback materially changed the final plan? Sure. I would like to call my colleague, Jason Goffinet, on some of that recent feedback that impacted our work on the Montgomery work and the Port Mobile work. Jason, do you have a minute to elaborate on the question? Yes. Good morning. Can you hear me? Yes, I can. Yes. Thank you. Thank you for the question. So one project that we highlighted earlier was the Chickasaw Lead Line project that was in Mobile. And it was located in close proximity to Africatown, which is a minority and low-income historic neighborhood. If you heard of the Kotilda, it was associated with that. And anyway, it's the stakeholders, primarily being the neighborhood and the associations associated with the neighborhood, were very interested in the project and the alignment and the capacity of the rail line and how cars would be arranged. And through a robust public involvement effort, we introduced the project to the community. And we discussed the purpose and need of the project. And the results of that effort, the design was shifted to remove or to move the line, the rail line we were proposing a little bit further away from the community to help absolve or resolve some of the issues and concerns they had. Thank you for the question. I hope that answered it. Not quite. What specifically was the material change? We shifted the rail line a little bit further toward the Mobile River in this particular instance, away from the community, which helped alleviate some of the noise and vibration and emission concerns they had associated with the line. Okay. Thank you. And might have a few more. Is there anything that we didn't ask today you think is critical for us to consider? Well, that's a great question. I think the fact that we're bringing fresh ideas to the table with a very seasoned team who brings a wealth of experience, this team is comprehensive, has done work in and around the area. And with James and myself as the lead, I think we have a unique pedigree or background, if you will, to support the port's planning efforts. But James, James, I'll defer if you wanted to add to that. I think we're good. No, you've answered my question. I'm going to answer my question. Thank you. Thank you. Okay, sure. Thanks. Specifically when it comes to federal grants, what has been your success? And if so, can you provide just one example? Yeah, sure. Recently, we did a MERID PIDP grant application for a port in the Midwest, the Kaskaskia port. So the process, we're getting better and better at it, but I will say, and I think this question was asked previously about how things are changing as far as evaluation. And one of our responses was the flexibility in the agency to make a selection on who gets the grant. Okay, so my question, excuse me, which specific grant, a federal grant, has Volkert been successful in obtaining? And what is the example of that grant? PIDP for this particular port, if so, what year, and whether or not Volkert was successful in getting that awarded? Sure. I think we've got a couple of awards for a Kaskaskia port in the Midwest, in the Illinois area. We were the grant applicant on behalf of Kaskaskia, and I was in the year 22 or 23, if I'm not mistaken. Okay. Thank you. Sure. And my last question, Madam Chair, what lessons learned from past projects would you apply directly here? Lessons learned? Well, that's another good question. I think clear communication, being upfront with communication on what the issues are relative to the, on the public side, the stakeholder engagement, and being timely with that communication is lessons learned that have benefited the success of a plan to move forward. As Jason just mentioned earlier, we facilitated a lot of that discussion with the Port of Mobile on that particular project in a very socio-sensitive area, and we were successful doing that. So effective communication and timely communication. Okay. And I did say a last question, but this is my last one, Madam Chair. I was looking at your presentation team, management team, maritime and port planning services. Any of your team members have specific seaport planning lead at Port of the Glades in the past, whether as sub-consultant or part of the prime? I know you said Volkert has not worked with the port, but any of your team members have specific seaport planning with the Port of the Glades? Luke, yeah, I can answer that question. Dana, well, Dana, you can start with your experience on outreach. Yeah, I worked with Dana before. I worked with Dana before. Seaport planning specific experience at the port. Yeah, I just wanted to say, while Volkert is not currently working with Port of the Glades, numerous sub-consultants are CSA, Martin, Adept, Chappelle Group, both as primes and more. Okay, let me rephrase my question. Do you have any specific team member that has seaport planning experience and has led seaport planning services at the port, whether as a sub-consultant or as a prime? I just need to know the individual's name from your presentation team. Well, as a sub, it'd be CSA, Martin, Adept, Chappelle Group. Thank you. Thank you, Madam Chair. Thank you. Any follow-up questions from the evaluation committee? No? All right, to the Volkert team, we appreciate your availability today, your patience as well, and for being responsive to the committee member and project manager's questions. Thank you very much. Great, thank you. If you'd continue to monitor your emails as we progress through today, and then you'll be invited back into the open portion for the scoring. Thank you. The first presenter, Volkert Inc., has now completed their presentation and answered all questions. Would Purchasing Division staff please invite the second presenter, Hatch Associates Consultant Inc., to join the closed portion of the meeting for their presentation? Mr. Bermudez? Yes. My apologies. I thought this was a public part of the meeting. Okay. We're looking for the representatives from Hatch. So if you're not with Hatch, if you can... No, no. No problem. And from Hatch, who will I be kind of posing my questions to? Mr. Parkinson, maybe? He's just joining. Ken Parkinson should be joining. Yes, he was just in the lobby. Welcome, Mr. Parkinson. Hi, everyone. We've been having technical difficulties, so I'm not sure how many of our team members will be visual. Okay. It's strange. It's strange, everyone. We have like five or six companies represented, and three to four of them are not able to join through the team's call. Okay. And they have the link to the meeting. They have the link that Nancy just sent again just about four to five minutes ago. Okay. Yeah. All right. Well, welcome. So we appreciate you joining. I know there's other members that are coming into the call, so we'll continue to monitor the participant panel. And we're going to admit as we go, we're going to also put on the screen a list of the county staff members that are on the call so that we can have you focus on the, hold on a minute. We've got a couple things going on the screen there. We're going to put the Broward County list of attendees up so that you can compare that list to the participant panel and teams to make sure that you're identifying the people that are in the participant panel as either members of your team or they're listed on this spreadsheet of county staff members. Anyone that's in the participant panel that you don't recognize, let's call them out and see who they are and then either leave them in the meeting or we'll escort them out. Okay. The phone numbers are a difficult one because there's no name with them. So can the 808 phone, can you identify yourself? Hi, this is Marlee. Marlee, your last name? She's Yacometti with an I. Okay. And how about 954-612-3203? That is Mike von der Mühlen with Keith. Hello, Mike. Confirmed. Maureen, should I say confirmed or how do you want to handle this? No, that's okay. I just wanted to make sure that we knew who they were. You probably know their phone numbers, but I didn't. And then anyone in the rest of the named participants, do you recognize all of them and they're with your team? We're going to need people to mute themselves, those that are on the phone. Okay. So we have, I'm just going to the list here now. Dima, yes. Then I'm going to the second page here. Frank Pina, yes. 8-1, Marlee, that was you. We have Fritz, yes. James, yes. We have Roger Bonnard, yes. And I have a nine, a number beginning with nine. Who is that? Can they speak up? Is it the 612-3203? Yeah. Yeah. I'm only seeing the first digit of the area code, which is nine. Oh, okay. That's Mike. Okay. Mike, yes. With Keith. And then, yeah. Antonio is part of your team, correct? Yes. He's one of our county attorneys. Yeah. Yeah. There's several members of our team that were to be on the call that aren't on the call yet. Hopefully, they'll join during the course of if you need to start the video. But I don't. Well, I have two others in the lobby, 562-533. I'll admit them. And 954-328-7359. And we'll identify them. Okay. Excellent. Those callers who just joined, if you can identify yourselves. Ali Rezvani from Hatch. Yes. Confirmed. My account is not working. Thank you. Thank you. Yep. Also, Jennifer Chase. Sorry. Jennifer Chase from Hatch is on the line. Thank you. Confirmed. And Chris Andrione from Keith. Thank you. And Chris is confirmed as part of our team. Okay. So, we're ready to go. I just want you to attest to a statement. So, for the record, please affirm that there are no other individuals in the meeting other than your team and the county staff. Confirmed. Yes. Okay. Thank you. So, we're going to take this screen down. And we're going to load up your pre-recorded presentation. If anyone isn't on the call now, they will not be permitted to join after the presentation starts. But if you have someone that you need in the Q&A, let me know. And they'll probably just sit in the lobby until we get to that portion of the meeting. All right. Appreciate it. Thank you. I'm going to need to know who they are, though, so that we can either admit them or not. Because everyone will be knocking on the door in the lobby. And I don't know if they're with your team or not. Okay. Okay. So, we're going to turn this over. We're going to keep everybody on mute, please. So, all those phones that joined, you're not on mute. If you can mute yourselves so that we have a good presentation here. And Alex, let's get these phone numbers muted, though. I don't want to have any disruption. I hate to have to mute you myself, but you may force me. One minute, Mr. Parkinson. I just have to mute these manually, those phone calls. No problem. Thank you. Okay. We're ready. Alex, if you want to press play. And we'll be right back with you in 20 minutes in. Thank you. Thank you for waiting. We're ready to begin again. Purchasing agent, please start the 20-minute timer for Hatch Associates Consultant, Inc. presentation. Thank you. Ready when you are. Good morning. My name is Ken Parkinson. I'm a principal planner with Hatch. We appreciate the opportunity to be in front of the port, the county, and the procurement for all the work you've done getting us to this point. A little about our team. Our team members that aren't with us today, I'd like to just highlight them. Dickey Consultant, Martin Associates, and Chappelle, in order, public relations, economics, and forecasting, and environmental, due to the procurement policies. They are on other teams, but they're a critical part of our team. Our team is made up of firms that are local but global. We know this port. We have the local expertise to deliver it. And today, we'd like to go into the details of our team, our project approach, our past performance, and then answer those five critical questions you put forth to us. So our leadership team, let me tell you a little more about myself. I'm very knowledgeable of Port Everglades, having worked in the past with your project manager, Natasha, and staff members from all departments within the port, port director throughout the port. 35 years in port master planning. I am an AICP, and you'll see other AICPs on our team today. This team was built from planning with subject matter experts. So this is a planning team led by a planner with key task managers that are planners. We have successfully delivered several general consulting services contracts in planning. I have personally led many of them, currently leading those in the U.S. We are familiar with your stakeholder community. I'm a colleague, very active in the PEA, and a board member at the Port Everglades Seafarers House. Our key task managers, which will be critical to our delivery, include Rachel, Mark, and Ali. Some of those are known to the port. These are the critical people that will drive the delivery of the task orders, working with me and working with Natasha's team. Our subject matter experts include port operations, crews, federal programs, port facilities, ferry operations, transportation. We'll drill into these subject matters throughout the presentation. We also open welcome questions and answers in the question and answer and take a deeper dive into some of these subject matters. Our team is of the industry. Across the top, there are many clients. And what's critical about our understanding of ports and the port industry and the intermodal industry is we have private clients that we work with in the container and the crew sectors and the rail sectors. But we also have a multitude of public sector clients where contracts like this we deliver under. Down below, you'll see across the slide there, all our team members, our resource, our bench to do this project is deep. And in some cases, we have several folks that can deliver from several firms. So that's what's critical to a general planning services contract. That you have the resources and you can keep time scheduled on budget with the task assignments. Our project approach is very unique with the fact that we work with our clients to work with them to see their vision, to bring ideas to the client through your master vision plan. We had the good fortune to be at the presentation yesterday at the port. And again, a lot of the vision in that plan has origins that we understand from previous working relationships at the port. We understand what's required to move those forward from a civil, from an environmental, from a capital improvement, but also looking at it from funding and taking those projects forward so they can become reality at the port. To do a general planning contract, you need to know the local planning area context. A lot is going on. This image, I don't think we'd be planners if we didn't show some kind of quote, math image. So this image really just sort of says a wow factor, meaning you've got projects like the airport seaport connector, the shore power project, you've got densification going on at Southport, you've got the convention center finishing up at Northport, you've got the bulkhead all the way from Northport to midport, you've got 200, you know, tank farms in the petroleum sector. And overall, the port, you know, being 2200 acres, it's a very complex planning area, added to the fact that you've got your two economic engines, the convention center and the airport, which basically interact with the port. So what's the situation currently? And why is this contract so important to support the port? A lot is going on, as I've mentioned, and there are, quote, a lot of opportunities, and potentially the challenges that have come through this current master planning process that the port is engaged in currently. On the left was taken from the May 2nd presentation. And on the right is sort of I just wanted to sort of summarize on the right, what we saw yesterday, we saw there's possibly 40 projects coming through this new master vision plan, we saw 12 in cruise, we saw 12 in container, five in energy, six in non container, and six port wide. So what does that say? That says that the planning team that we're bringing to you knows your sectors, we know patrolling, we know cruise, we know containers, and we understand the transportation and the overall port wide footprint of the port. Thus, we feel we're positioned to deliver throughout this contract over the five years or three years with the two one year extensions. Our experience, our experience is not just the fact that we are providers to clients, our experience comes from us being excited about our industry. Natasha knows me well, this is this is like my, my, my, my port, I sometimes call it because of my experience over the years there. This is what our collective experience, this is a snapshot of what Keith has done, what Hatch has done, what SPS has done, what Edgar has done. This is a culmination of all our firms working together. And, and we do work together. Currently, we are working, whoops, we skipped all the way to the end there. We're currently working together on several projects. These are projects that are, I wanted to emphasize across your business sectors. So that's cruise container and energy. Some of the highlights here, we're going to go into Port of Pasigula on one of your questions, so I'm not going to highlight that one. But Jaxport, for instance, the port electrification plan, we are completing an electrification plan, sort of unique on the East Coast currently, for the whole port, not just one terminal, to basically guide the port with its major stakeholders forward. On the rail side, we just, Rachel, who's one of the task managers, recently completing work on McKinley County Trade Port. James Bower recently, or currently working with Bower Area on their concept for a cruise terminal, or a ferry terminal. And then the request to deliver general consulting services. These are all clients we are currently delivering, general services, several task orders. At Waianemi, we've been working there now three years. Filliport, we've been there five years on general services. Mosaic, which is a private sector bulk facility. Again, all of these are repeat clients under task order contracts. And lastly, the cruise terminal master plan at New York EDC. That is a task order that came out of our New York EDC general consulting contract. So with that, I'd like to turn it through over to the questions now. First up will be Jennifer Chase. Thank you, Ken. Good morning, everyone. Jennifer Chase, I'm a principal consultant at Hatch and happy to be here this morning. So before we jump into the specific example of Port Pascagoula, which we're happy to share this morning, I just wanted to highlight across the bottom the illustration of our overall approach to multi-phase planning and give a brief overview there. So at a high level, big picture, our general approach to multi-phase planning is broken down into four different modules where we start with an exercise in informing. And this is all around helping and working with the client to define the big picture goals and drivers that are going to ultimately be the foundation of the planning effort. We also typically in that module do quite a bit of data collection and stakeholder input. And this is all meant to inform the overall planning process. From there, we move into the development of various scenarios, depending on some of the criteria that was set, you know, during the initial inform phase. Then we always like to do a cross-check about halfway through the engagement, just to make sure that the scenarios we're developing do align with some of those goals and drivers that we set at the beginning of the engagement. And then lastly, we focus on helping the client to prioritize and roadmap some of the opportunities that are developed as part of the scenario development. So that's very high level, but now taking our planning process and applying it to a specific example, we're happy to share the work that we completed earlier this year on Porta-Pascagoula's strategic development plan. So in accordance with our planning philosophy that I highlighted there at the bottom, we started that process with a baselining effort that was used to inform the overall planning process during that engagement. And these baselining efforts included a multi-day workshop with port leadership and staff to help define really what was the big picture and the goals and the drivers for Porta-Pascagoula in the context of their growth over the next 5, 10, 15 years and beyond. We also conducted a variety of data collection exercises and external stakeholder engagement with current and potential tenants to further inform the planning process. Following the baselining efforts, we then pivoted into our analysis phase of all the information that we had collected, which included a review of their existing infrastructure, both inside and outside of the port, which actually included a high level review and inspection of the port infrastructure assets. We also performed a review of the enabling transportation infrastructure, including roadway connectivity, rail connectivity, waterway connectivity, and even pipeline connectivity, because that's a critical component in Porta-Pascagoula. Further, we also performed a review of the local and regional infrastructure development plans to understand and ensure that we would be able to incorporate any impact that those plans had on the broader footprint of Porta-Pascagoula and the development of the strategic plan. And then lastly, as part of our analysis, we performed a cargo market study with the help of John Martin and team, as well as a real estate review of existing property boundaries and leases with the support of Frank Pina and his team. Ultimately, all of this work was the foundation for the plan formulation, which included the development of multiple scenarios, taking into consideration opportunities in the near term, which was defined as zero to five years, as well as the midterm, which was a five to 10 year planning horizon, and then even some longer term opportunities, which were, you know, 10 years and beyond. So looking ahead, you know, pretty far in the future. The scenario development also included high level capital estimates for each of the opportunities identified, as well as capital funding strategies to support those opportunities, which was developed in partnership with Lauren Brand and her team. And then lastly, but perhaps most importantly, we worked with Port Pascagoula to develop a prioritization of the identified opportunities and create a roadmap to realization to enable them to actually realize some of these opportunities that were identified as part of the scenario development. And with that, I think I will hand it over now to Mike, who will talk us through the next question. Thank you, Jennifer. I'm Mike Vonnermulen, Vice President of KEITH. And I'm here to discuss our approach to balancing regulatory compliance and economic stewardship with the economic engine that is Port Everglades. When discussing environmental stewardship, we believe the key term is finding opportunities. And it's not just mitigation, preservation, enhancement of wetlands, or contaminated sites, but it's finding opportunities, no matter how small, to implement the environmental stewardship. Again, it's not just LEED or green building certification, but it could be low hanging fruit. It could be painting roofs white, low impact drainage, bioswales, solar panels, brief soleil on the buildings, and the list can go on and on. And this can be implemented with existing and future facilities and structures. The design team is also extremely familiar with all the local regulatory agencies and entitlement processes, including City of Fort Lauderdale, Hollywood, and Dana Beach. Now, the PED zoning code is quite generous, and most projects will proceed probably straight to building permit. However, there will be those times, whether it's a plat note amendment, conditional use waiver, parking reduction, where local knowledge and expertise of those municipal entitlement projects will be crucial to the timely delivery of a project or of multiple projects. And the Hatch design team is that team. And now I'd like to go ahead and turn it over to Rachel. Thanks, Mike. And hello, everyone. So I wanted to talk about our bespoke triple bottom line framework and process that we use for evaluating capital projects. This project goes beyond simply understanding the financial bottom line of a project to really understanding all aspects and implications of a project with a focus on multiple bottom lines. So the economic, environmental, and social bottom lines. The way we do this is first by co-creating a set of criteria with you. You can see some example ones on the right side of the slide to align on what's really important to you when evaluating a project or set of projects. Criteria can be based on, for example, local policy, the regulatory environment, funding and grant requirements, and your economic development goals, as an example. This allows us to really understand and evaluate capital projects based on what's important to you. We can then use the results of this process to prioritize high value, high importance projects, and then sequence these projects. And Ali Raspani with our team knows Port Everglades and will support these activities. And now I'll hand it over to Lauren to talk about funding and bringing these projects to reality. Thank you very much. This is a time of great uncertainty for many federal programs. Engaging with the partner who speaks bureaucracy fluently and has relationships within those programs can make a big difference. Understanding what each program offers is as critical as understanding what the program administrators want. The Hatch Team and I will work together to bring you a deep bench in this area. Florida has been my home state for 38 years, and this Hatch Team has a solid record of activity and close relationships with the FDOT, its Seaport Office, and the Florida Ports Council. This slide provides an overview of our service offerings in this area. And as written, anyone can apply for a grant, we will work with you on grant campaigns. Ken, turning this back to you. Yes. So to make this a successful contract, we will be responsive. We will continue to have communications with the project team at the port. And we will make a commitment from myself to the port, that there's no learning curve, and we can begin day one to assist with the port. Critical to the QA, QC process is that we do have an advisory folks that will oversee the project. That's Camille, Jennifer, and you see there Damon's commitment to the project. He is our U.S. transportation lead. Our quality is not just delivering the quality product, but it's a continuous loop of follow-up with Natasha and her team to make sure. Thank you for your presentation. Your 20 minutes is up. Thank you very much. For the Hatch Associates Consultants Inc. group, we appreciate that presentation. Mr. Parkinson, I believe you're back in. Let me make sure you're not muted so that, and your team members are not muted, so that they can answer any questions from the committee members. Yes. I'm in, but I'll put the team's call just on the telephone at this point. It kicked off. I got kicked off twice. Okay. Thank you, Mr. Parkinson. So, committee members, go ahead and pose your questions to the team from Hatch Associates Consultants Inc., please. Dr. Pitterichu, go right ahead. Thank you, Madam Mayor. First question I'm addressing to you, Ken. I know you elaborate this, but I'm looking for more specifics. You are listed as a project manager. What will be your involvement at the contract level with your future client, as well as each task, work authorization that will be potentially issued by the county? Yes, I appreciate the question. So, in the past, I performed on the first five-year contract for about two and a half years with Natasha. So, that was actually going into the COVID era. Can you, if you don't mind, I'm going to read the question again. I'm personally not interested in how we deal with Natasha in the past. I'm sorry, Natasha. But my question is, for a future potential agreement with the county, you are listed as a project manager. What will be your involvement at a contract level, as well as each task, work authorization, that will be a potential issue by the county? Yes. So, starting at the beginning, getting all, we were to be named as one of the top two firms, collecting all the subconsultant information, collating it, and make sure the packet for negotiations and evaluation is in order with county conditions. And then we would proceed forward in negotiating. I would be the lead negotiator with the county and representing our team members, delivering a successful negotiation, executing a contract, going forward in implementing the contract. I am an active project manager. We'll be in touch with the board under Natasha's team, formulate at times the project description or project narrative for task orders, assignments, and then assign one of the three task leads. Those task leads would report with me, and concurrently, myself as the project manager and the task lead would implement a task order under the direction of the port staff project manager, and then assure QA, QC is to the project, as well as delivering a successful and completed project. Thank you. Thank you, Ken. My following question is, I don't have a page number in this presentation, so I'm not able to tell you what page is, but I'm going to take you to a page that says our understanding of the situation. And you noted in this slide, you mentioned about, you sound familiar with the port master plan. You mentioned about 40 new future project. Would you mind to elaborate, as a future planning consulting for the port, how do you see your team impacting their implementation of the CIP program from planning perspective? So what do you expect? How can you offer to this team to successfully implement their 40 projects, as you mentioned? Yes. Yes. So, approximately 40 projects, and you know, the planning horizons with the master plan is 0 to 5, 5 to 10, 10 to 20. Several of the projects over their historical development through the various previous master plans into the current were projects that I worked with several staff members in the 2018 master plan, and then going back to, in time into both the 2000 period and the 90s, several of the formation of what we know today as Southport have done the previous planning. So the familiarity with your projects, not as they're just listed in today's master plan, but the historical presence for those projects within the overall context of the planning area. The context of the planning area is very critical because within the county, the consistency between aviation and between the convention center and DCT, in this case, because of the airport seaport connector, as well as the port. So together, having consistency across our planning efforts so that collectively, the county and its agencies or its departments can implement, you know, successful projects. And that's going to be critical because many of these projects, as you know, across into, whether it's the traffic congestion that we see on US 1 or the 17th Street corridor or within the port on Eisenhower and Eller and the McIntosh Road coming out of Southport, these all- Can we go on an off tangent here? So if you don't mind, I don't hear answer to my question. Sorry to, but I'm looking for a specific question here. If you don't mind, I'm going to ask again. I'm not interested in past experience and for this specifically question, so I don't want to be rude to you, but my question was, as a future planning consulting, how, you know, how a planning team will be able, what input, what do you think it's going to be the value of having planning consulting so you assist the port in implementing their, let's say, future master plan projects or future 40 projects? So what the planning group will bring to the table so the port can implement successful those projects? Okay. Yeah, so establishing the process through a task order and if it was in support of a planning project, that's one of the 40. If it's required that, let's say, for instance, the planning project, it focuses around a cruise improvement. It was named in the master plan as a potential proposed project in, say, that there are the five. We would bring the experts related not only to just the cruise industry, but to the other elements that come into play. So the local planning, the civil engineering, the engineering, all the subject matter experts that collectively can support providing the next level of planning with regards to developing the the project into a formalized implementation project under the CIP would be the critical path that this contract will and should support project development of the 40 projects going forward. Good, good. That answered my question. Thank you, Ken. I have a following question for you or for your team that can you specify the exact AI tools or platform your team uses for port planning and explain the specific purpose of function of each those tools, if any? Okay. On the AI front, I'm going to ask some of our other team members. Ali, are you still on the line? Mr. Parkinson, let me unmute some of those that I had muted earlier. Okay. Yeah. Or they're able to unmute themselves. Yeah. I would like to, I'll either way in and Jennifer, if you want to come on board, if Jennifer Chase, are you there? So let me, hopefully I better get Ali in. Ken, I can, I can, you know, this is James Bowers. I'll, while you get others online here, I know the connection's a little bit off. As it relates to cruise and ferry terminal, you know, implementation for any planning purposes, we use, we use as a team, right? And these are obviously AI tools that can be interfaced with others. We typically don't use just one just because of how AI is progressing through, through, through, through the years, right? I mean, from last year to this year, it's a big deal. So we, we have used and depending on what the implementation or the specifics are, we use a swap air, we use a mid journey with discord, we use nano banana and, and, and others that can help us at least visually, right? At least at this point, it's, it's at least when it relates to some of the, the, the, the planning tools for cruise terminal and ferry, visually how we can implement those components, even over an aerial or, you know, graphics that, that move from, you know, traffic flows, et cetera, operational requirements for each one of the terminals and or parking structures, et cetera, et cetera. So those, those are three that we have used in the past and we currently use those, uh, depending on what the specific, um, you know, requirements are on, on each one of those projects. So, uh, thanks. Am I on mute or am I not muted? Yeah, you're, you're back, Ali. Yeah. Okay. Hi, I'm Ali. Uh, so the, just to add to that, we just said that it's going to be about a specific question. So we believe in use of AI in answering the specific question, but we are not going to use it as the one all solution that give me the new plan for the port. Uh, we, there's some of other tools that we are using around specifically terminal operations. We use, again, tools such as XM Pro that could help us with, uh, like, creating digital twins and creating agentic solutions to find out what is the best solution is and what the best action is, uh, for different scenarios. And we use this mostly as input to the planning process, but not as a substitution of the planning process because, uh, they, they, they, are, uh, they, the tools are not at that level yet. Thank you so much. That answered my question. Stand by. I have more. Can you explain or elaborate how do you prioritize and manage multiple simultaneous requests or emergency tasks for your clients? Yes. As, as, as the, the project manager, um, understanding and, and having foresight in, in constant, um, contact, whether it's through a, a weekly setup call or, or, or something that keeps us in, in touch with the port team so that we can have the foresight of what may be coming as an emergency project or what projects may have to have, quote, higher priority. Once that project or set of projects is identified, working directly with the port team under the leadership of the project manager to prioritize deadlines, what, what is required in support of delivering that deadline, and then looking into our bench, which we have explained in this presentation, we have a deep bench, making sure that we have those resources plus other resources from our organizations that can come into the project or, in this case, the task assignment, um, so that it can be successfully delivered under, under this contract. Okay. Thank you. I have a follow-up one. Um, can you share an example of how you manage changes in scope due to unforeseen condition? Scope mean, you know, task order, you know, not necessarily construction projects. So, give us a one example. Yes. So, um, you want a historical example or looking into the future example? Historical. Okay. So, Jennifer Chase recently just mentioned, or in this presentation mentioned, the Port of Pasagula. Um, so that, that was a master plan which had several steps that, that came out of it because of the change in direction of what the planning process discovered from the stakeholder community. So, therefore, and Jennifer, I'm going to have you jump in. So, therefore, we were tasked, you know, how do we continue this master planning process, but also attend to and make sure that we can be inclusive of these other subsequent task orders that were pushed, or that came from the planning process? And Jennifer, you want to just elaborate on some of those? Sure. Can you guys hear me? Yes, we can. Yeah. Oh, okay. Good. Sorry. I wasn't sure if I was unmuted. Yes. So, Port Pasagula's strategic development plan, we actually, um, had several instances where that was the case. Uh, so, as you'll recall from the presentation, one of the first things that we did with Port Pasagula as part of that engagement was to hold a series of workshops in the beginning where we defined the overarching goals and drivers. Now, that became increasingly important as we progressed through the development of the strategic plan, because as some of these changes came up, we always anchored back to that underlying fundamental baseline that we had set, uh, just to ensure that, in fact, these changes or revisions were still, you know, in sync with the big picture of what we were trying to achieve. Uh, for example, as we were working through the strategic plan, one of the things that we did was we first identified the different parcels that we would be developing a strategic plan for, and there was some commercial discussions happening around some of those parcels, and those were the assumptions of basically what type of operations we should anticipate to be happening on those parcels. We progressed with that and started developing a strategic plan around that, and about halfway through, some of those commercial discussions, uh, they fell apart for a variety of different reasons that are not relevant to discuss, but, uh, for those reasons, we had to pivot in the middle of the strategic plan. So, for example, one of the parcels that we were planning was originally, uh, planned for one type of operation, and then about halfway through big change, they were going to bring in a different commodity there, and so the team had to be flexible and nimble in order to accommodate that change, but we did push the client in a healthy challenge and debate to anchor back to those fundamentals that we had defined at the beginning to make sure that we were still moving in the right direction and not just being reactionary. I think it's good. Thank you. You answered my question, and I have a loss. If I could impose, uh, it's important some of our other members get hurt. Frank, would you just maybe, uh, the adjacent discussion that came out on real estate from what Jennifer was just discussing? Uh, yes, of course, Ken. Uh, the in Pascahula, like most ports, uh, addressing the port's largest asset, which is typically real estate, uh, is not something that's been, uh, done in a disciplined fashion in the past. And at Pascahula, we were, uh, commissioned to do an overview of the entire portfolio and then to create a lease model for both land and facilities and to conduct highest and best uses. Uh, it's interesting when I see business lines for the port, for Port Everglades, there's one business line which isn't mentioned, which is the real estate. Uh, and this has to be rationalized against real estate supply and demand. Excuse me. Competition. Excuse me. I don't mind to cut you short, but that's not relevant to my question. My question was a simple and it was the one example. It was answered. So I would like to move to my next question. I appreciate the feedback, but that's not what the question was. Uh, so, um, I have one more question. If somebody could, um, again, I on page 20 talks about, uh, you, you talked about the QA and QC process. So, um, would you, the first bullet here, it's listed technical checking of all deliverables. Can you elaborate that process and just take, take me how, how you do this, what tools you use, you know, how is done in house? Take me to, to this process of specific this bullet. So the, the, our QA, which is on, uh, slide 20, as you, you mentioned, um, it's a process. One of the key factors is when we're doing QA and QC, we want to make sure that, uh, quote, a new set of eyes come into the process. So while our team members, um, starts with me as the task manager, implements, um, a thorough review during the process of, of, through the planning process, um, that, that, that's not only at the contract level, like how are we doing on all of the task orders? How are we meeting schedules? How are we satisfying? They ask, uh, the board plan. I'm going to ask, I'm going to stop you. I'm going to ask again the question. I'm looking for a specific, uh, I don't want you to elaborate the process. We hear that. Thank you for that. The question was, how do you do the technical check-in for all deliverables? So I'm looking for a technical check-in that you list here as your first bullet in the presentation. Yeah. So, um, if it's a, a project requiring civil engineering, let's say structural engineering, um, uh, regulatory review, environmental, we would have identified from each of those firms, the respective QA members. They would come together as the committee internally first to our QC, QA, QC. And then once we submit to the board, the project, then we would review with them any comments and concerns. We would then take that same committee that reviewed, um, digest those comments, bring back the active project team that had produced the, the body of work, consult with them, address the, quote, revisions and or corrections or additions, bring that back for a final check, and then revisit it with the client as a final, uh, review. Follow-up question here. You mentioned that you, you have a committee, a QA, who will be part of that committee member? So who's part of that committee? Yeah. So, yeah, on, on the right side of the slide there, um, you see Camille Dominguez. She's at Florida PE here locally in Briar County, um, specialty in civil and structural and water. Um, she would be a key member at the executive or at the senior level. And then Damon Jericho, who is part of our U.S. port lead system, um, Damon would be brought in. And then Jennifer Chase not only would serve on this project, but she's our, also our nation, U.S. lead for court operations. So she's a specific. So we have represented their engineering planning and operations that would be key on every review of, of a planning project under this contract. Thank you. That answered all my questions. I don't have any further questions, uh, Madam Chair. Thank you. Go right ahead. Hi. Uh, good afternoon. I have this question. I want you to give me an example of challenge that you encounter in, uh, in your previous planning projects, uh, for a scope creep or, uh, schedule goals. Okay. Um, let's, let's stick with, I think this is good. Let's stick with the project example that you've all heard. So we can sort of just orient. So let's go with the Puerto Paso Gula in delivering the master plan. Um, what was critical at the beginning of the master plan, there was a lack of an organized or a formal database of information within the Puerto Paso Gula. Um, that's not to anyone's blame or anything, but therefore, when we started the planning process, there was a lot more time in discovery required for not only the master plan for the sub for also for the subsequent task orders. So Jennifer, maybe just a quick example of how that delayed the schedule. And then we had to regroup in order to ultimately meet the deadline of the master plan. Yeah, absolutely. So as Ken mentioned, um, to no one's fault, just kind of, you know, where we were starting with the particular client, the data that was available to us in the beginning was fairly incomplete. And what that meant is that we got very far through the process. So we had actually gotten to the point where we had already started developing concepts and scenarios, uh, that we had brought the client along with us, you know, the whole way we had done this iteratively and collaboratively. So this is not, it was not a surprise to the client, but we got to a point where we had developed our first round of scenarios and concepts. And at that point, the client felt it was a good time to then go socialize this information with their board of commissioners. And, um, through that discussion, there were some, some feedback and changes that came out of that, that disrupted the progress moving forward, meaning that that particular piece of the stakeholder group probably hadn't been managed or informed well enough through the process. And so as a result, we had to rework a lot of those concepts and scenarios, the deadline did not change. So of course, that was a huge challenge for the Hatch team. The way that we, uh, handled that was, well, quite frankly, I think the team basically pulled double duty. We understood the sensitivity around the completion date of the project. We understood that there were changes in scope coming down the line and that we had to be flexible and nimble and accommodate those. And so we worked very closely with the port to rework a lot of those scenarios, a lot of late nights, a lot of weekends, unfortunately. Uh, but good news is we ultimately got there and the second draft of that plan, um, the board of commissioners was very, very happy with because their input was now incorporated and taken into consideration. So overall it was a success. Thank you for asking my question. Yeah. Thank you. Any other questions from the committee members? Otherwise I'll turn it, go right ahead. Gia, did you have any questions? Sure. Dr. Pitirichu, I'm sorry. Dr. Yassant, did you have any, um, questions? I'm sorry. Oh, you're ready. Okay. Go right ahead. Um, a question about, um, you know, possible turnover during the duration of the contract from the project team, uh, as a PM, how do you handle, handle, um, you know, potential change in your staff, um, especially if it's a critical, uh, key, key, key member of the team during the duration of the contract? Uh, good. Yeah. And Gia, we, Gia, we were, we actually, we're sort of dealing with this, getting ready for this presentation because, um, you know, we, it's been since August the 15th, you know, the, the, the slide, excuse me, the slide three, some of the faces, um, have changed. Not, not, not that they're not with the companies anymore, but just today's availability to be here. So in the case of like, for instance, SPS, Warren wasn't able to be with us today, but Roger from SPS, um, very familiar with the project, very familiar with the buildup to the project, quote, stepped in for, for Lauren today. Um, Teresa Wu with GST, uh, part and part of the, uh, District 4 Elder Drive study. She was on our last presentation, answered a question the last time. Um, she was not available today. So, um, we, we had another member from Ganna Fleming step in to, to be part of the team today. So within the bench of this, uh, team are a lot of resources and that's what, what we need on a planning contract because this is a five year contract and things will change. But with this bench being as deep as it is, we feel we have the adequate resources always to provide to each and every task order. Thank you. All right. Go right ahead. You know, I should have added to that question. Of course, anytime a resource is replaced, we would bring it forward to the county for, for approval based on the qualification of that individual. Thank you for that addition. Okay. Uh, good afternoon. Um, question. Who is your, who would be your transportation lead? Ganna Fleming as a, as a body would take the lead supported and in, in working hand in hand with, um, key as far as aspects of the rail sector, hatch would be part of that transportation trio as far as delivering services. Okay. Who, who is the person? Who's the, what's the individual's name? Who's going to lead from transportation? Yeah. So on our slide, um, it was showed Teresa Wu, um, but Andy, Andy Nichol, and then Matt McIntosh and would all be involved. Um, of course, many of Ganna Fleming's transportation resources are on another team doing the airport seaport, uh, connector Carlos and team. So Teresa Wu, it will be Teresa Wu for this effort for the general planning services. It's going to be Teresa Wu who's going to be leading the transportation. That she would be a key staff member. Yes. Okay. Who's the lead? Would it be Teresa Wu? I think it would be Matt or Andrew, Andrew, Andrew, Andrew, and Andy Nichol. Andy Nichol. Okay. And for your grant, would it be Lauren? I see here, is it Lauren? As in the, yes, it would be a combination of, of Hatch's grant team supported in conjunction with SPS. Okay. Can you give us an example of where stakeholder feedback materially changed the final plan? Hatch has recently completed the, uh, Manhattan cruise terminal master plan. Um, unfortunately, uh, Rachel Bromwell and who was, uh, a large part of that project had a conflict. She's in London and was not able to make this call. Um, I always participated that as a support planner, Ali Rezani as well, but in that plan, um, a very complicated project because of the stakeholder community in New York city, um, Manhattan cruise terminal, um, as an archaic and very aged facility is looking to totally revamp under this master plan. But one of the critical elements of the master plan was accommodating the larger vessel. So the larger vessels, um, you know, were drawn up as far as, you know, being able to fit on new peers and new pair configurations with the proper land side transportation connections. But one of the key factors in getting larger vessels to that side of the Hudson river was navigation. The stakeholder that did not enter the process early, but came in, you know, midway was of course the armor core of engineers, the navigational district. And that changed a lot of thinking on the timing of the project because eventually, um, the current study is, and it's still ongoing is that the larger vessels would affect the current navigational channel where they'd have to be a modification to the channel, which is an act of Congress. So therefore that was most probably an element that is materially shaped the thinking and the timing of this project over time, as far as its implementation. Thank you. This is a grant question. Um, have your, has Hatch applied and been awarded any federal grant? If so, give one example, please. Uh, the grant work, did you say apply and, and, um, award? Has Hatch applied or worked with a client yet to apply and been awarded? If so, which, which grant was it? And when was it? What year? Yeah. So our, our, our, our, our longest relationship with, um, in the port sector of our grant work is, is, uh, Port of Waianini, um, and Filliport. Um, so that it was Tiger, uh, building and, uh, uh, the PIDP applications and a race application, um, similar over at Filliport. Um, Tiger was one of our first wins, um, in 2015 or 16 for the Port of Waianini. More recently, um, several awards, um, with some of those projects that are listed in our proposal. Okay. And then Roger, of course, and Roger and Lauren have participated on, on numerous applications and awards. All right. Thank you. And grant agreements. Okay. Thank you. And, uh, let's see. Give us an example. What lessons learned from past projects would you apply directly here? Okay. Let me start in a, I'm going to open this up to other team members to give us some thought and bring some consolidated thought. Okay. Just, um, hey, Ken, just one, just one example. Wait, you're limiting me to one. Oh, okay. No. Okay. So one example, um, I'm going to knowing where we are with Port Everglades and, and the various projects. So the ability, um, in a project, and I'm going to say the best example is, um, the master plan that we just completed for Phillipport was that, um, there were major conflicting, major projects similar to, uh, not conflicting, but projects that were in the same corridor or in the same planning context, similar to what we see with the airport seaport connector and say the shore power project. So the key thing is understanding the underlying conditions of each project where the planning project is in, in its timeframe and seeing if there are ways to look at, say, concurrently implement or concurrent projects that are being implemented concurrently within the same space or planning area that we can quote, comp or, um, compliment some of the planning exercises and make sure that we're not doubling up on the exercises, but also benefit and see if there's more positive outcomes. And that was the case in Phillipport with some of the rail location, as well as the new expansion at their South terminal area. Thank you, Ken. And Madam Chair, my last question for Hatch or for Ken, is there anything we didn't ask that you think is critical for us to consider? Yeah. So I'm going to personalize as your project manager, the Broward County resident and a long time involved, uh, supporter, uh, Port Everglades. It's what does this project mean to you and why is it important to, for, for Hatch and its team to deliver it? Um, this team has, as you know, key GST, SPS, a lot of local presence a year. Um, and I, as the project manager and committed to Broward County, committed to Port Everglades and committed over the years, Natasha, to you as well and your team. And I feel that that's critical for a successful implementation of a five-year planning project. Thank you, Madam Chairman. Thank you very much, Mr. Parkinson. And to the team members, um, that have represented Hatch Associates Consultants, Inc. We appreciate your, uh, proposal, presentation, availability of your team today and, uh, addressing our committee and project members' questions. Project manager, sorry. So I don't think there's any follow-up questions. We appreciate the presentation. Thank you very much, Hatch, Associates Consultants, for your presentation. We're going to transition. I just want to poll the committee members to see whether or not they need any kind of a break, recess, keep going. All right. So at this time, should we depart the call? Yes, Mr. Parkinson. Uh, continue to monitor your emails because we're going to progress through the remaining four presenters. And then you can join us back when it's the scoring time. You'll get an email. Thank you. All right. Your time. Thank you. Take care. Thank you. Thank you. The second presenter, Hatch Associates Consultants, Inc., has now completed their presentation and answered all questions. Purchasing staff, it appears that we're, our committee is endeavoring. We're going to keep going. So if you can please invite the third presenter, BEA Architects, Inc., to join the closed portion of the meeting for their presentation. We have good afternoon to the team from BEA Architects, Inc. Good morning. Good morning. Who do I have the pleasure of speaking with? This is Catherine Maas from BEA Architects, and some of our team members should be joining shortly. Okay. We have, uh, read some of these names. Alex, Holly, is that with your team? Yes. Okay. And Sahana Suresh Mohan Kumar? Yes. Okay. I'll admit them from the lobby. This is Christine Shorey. Thank you, Catherine. Thank you, Christine. So I'm going to direct you to the, um, participant panel. And in a moment, we're going to pull up a list of the county staff members that are in the meeting. And I want to make sure that as we bring in people from the lobby, that those are members of your team and or their county staff that are in the participant panel of teams. Okay. I know we have Gustavo Eckhart from PDS. Um, we have you, Catherine Maas from BEA. We have Sahana. Are you expecting other members as well? Yes. Bruno, um, our project manager will be joining. I'm just, he's in a conference now, so I'm just trying to see if he's actually joining right now or for the Q and A. He just joined. And then I have a phone number 305-890-3094. Do you recognize that number? They're in the lobby. I don't. Yeah. That's the problem with the phone numbers. I don't know who it is. I can. Wait. Bruno's in. Yeah. Bruno's in. Uh, let me bring in this other phone number if you don't mind and they can identify themselves. Okay. Good afternoon to the phone caller with the number 305-890-3094. Can you please identify yourself? Yep. It's Alex Halley with Garden and Thiebauds, part of the BEA team. Yes. Thank you. Thank you. Okay. Anyone else you're expecting? We want to, um, kind of get moving. Yes. No, I don't think we're expecting anyone else. Okay. At this moment. All right. Great. Catherine, I'm going to read a statement. If you can, for the record, please affirm that there are no other individuals in the meeting other than your team, as well as those county staff members that are present on the screen there. Correct. Okay. Great. Thank you. So, at this point, we are not going to monitor the lobby anymore because we don't want to have any disruption to the presentation of the pre-recorded, um, slide deck, or I'm sorry, the pre-recorded presentation from BEA Architects. So, Alex, if you can load up BEA Architects pre-recorded presentation, and if everybody can stay on mute while we play that. One moment, please. Okay. Uh, Lactus Yo-Hollam is in the lobby. No? We'll leave him in the lobby. Catherine? Yes. I'm sorry. I was muted. Yeah. He's part of our team. You can let him in. All right. That's it from here on. Yeah. Okay. Thank you. All right. Uh, Alex, if you can roll the tape. We have 20 minutes. Everybody, please stay on mute, and then we'll be back with you for the Q&A portion. Thank you. For purchasing, please start the 20-minute timer for BEA Architects for their presentation. Thank you, and good afternoon. I hope everyone had a good lunch break. On behalf of the BEA team, we're very pleased to be here to present our credentials for the General Planning Consultant Services for Port Everglades Solicitation PNC 2128931P1. Qualifications for our team, around the globe experience on three continents, with over 200 years of experience and combined experience on the team, founded by myself, principal, and I'll be serving as your project manager. Currently, ongoing contracts with multiple municipalities in South Florida of similar scope. Maritime transportation design specialists around the world, and we believe we need to exceed the CBE requirements of this contract. Once again, this is just, I'm not going to go through all of these because I want to save some time for some of the more pertinent information, but quite a bit of experience around the globe and over three continents in this type of planning, feasibility studies for port maritime use. Myself, like I said earlier, I will be serving as your project manager. I'm also principal at BEA. Over 35 years of experience, specifically working hand-in-hand in ports. It's what I do every day. But more importantly, and very important to this, is that I have specific shipping cargo experience. I ran a shipping company for in 2008-13 in the Caribbean, and we specialize in container cargo in Panama, Miami, Colombia, Nicaragua, and break bulk for the UN, which we put into Haiti after the earthquake, and for the US government at Gitmo for the improvements that they were making to Gitmo, which gives me a unique perspective, not just as a designer and a professional architect and general contractor, but on security operations and MARSEC level operations in ports and in lawns. Robert Draper, he's a senior architect that's been with our firm for over 25 years. He is a Broward County resident and been working on the Southport Phase 9A and 9B projects for Port Everglades. Evany Iglesias is proficient in planning in multi-discipline delivery systems, and she is currently working on a planning study for the Port of Miami, so specific and relevant experience with her as well. The rest of our team on the mechanical electrical plumbing engineering side, that will be supported by GRAFE. Civil engineering land surveying by Premier Design Solutions, who's a CBE as well. Structural engineering, Lachas Johan Engineering will be doing the structural. Environmental engineering is CREAC's Environmental. They're not on the presentation because I believe they're on several teams. Marine and Coastal engineering are from Cummings Sederberg, also on several teams, so they're not on the presentation. Parking consultant, Desmond, who we've worked with quite a bit. Lead consultants is Soco Tech Engineering, Cost Estimating, Gardner-Thibold, and Market Analysis is the Kimseys, High Peak Strategy, and EPBUS. We usually include three, at least, because there are so many variations in the type of studies and analysis that needs to be done that we want to make sure to get Port Everglades the best in each category. A couple more things on our team. Our planner, Margo Muir is here, and Premier Design Solutions will be handling 12.5% CBE requirement. CREAC's will be handling 10% and LACAS 2.5% for a total of the 25 that's required by the contract. On our project approach, you asked us the question up top and our experience in maritime-related market forecasting. We constantly forecast cargo volume shifts from global trade, economic, and geopolitical factors using trend analysis to guide capacity planning and infrastructure investment. We also look at shipping lane trends, e-commerce growth, and competitor port benchmarking to guide space allocation and logistics planning. And then we look at emerging markets and opportunities for purpose-built terminals using historical data to forecast commodity movement and inform specialized storage and infrastructure investments. From a petroleum standpoint, this is also very sensitive to geopolitical issues. One thing that could, we assess petroleum cargo trends, one thing that could change our regional industry here is if things were to change in Venezuela, that would definitely impact the petroleum cargo trends in this hemisphere. Forecasted group cruise growth, we look at very carefully as well on a year-to-year basis, not just from a cruise passenger growth, but from the new new builds that are forecasted to be built because that gives us a sense of where those ships are going, where those other ships that are there may be displaced for higher tonnage and capacity, and the relocation in itineraries that are caused by those changes. And the Kimsey group is recently, who's the expert in this area, has been developing marine forecasts for Washington public ports, North Carolina state ports authorities, and Georgia ports authority, and also a confidential client in Mexico. From our project approach, you asked the question there described up top, and we're developing port specific economic models related to impact analysis that that assessed job creation, wages, benefits, tax revenue, and overall gross economic output using the US Department of Commerce Bureau of Economic Analysis. We look at the construction period, we look at the operational period, we look at improvements and maintenance costs along the way for those. So an example, for example, the Port of Long Beach, the Carnival Corporation asked us to weigh in on the advantages of remaining at the Port of Los Angeles in San Pedro, California, or moving to a new location. And so when we looked at this analysis for them, we took into account the projected passenger throughput, the revenue through a specific period of time, brought that value and income stream back to net present value, and then compared that to our CAPEX. When we compared to the CAPEX, we arrive at an ROI, return on investment for that investment, and that cost CAPEX over the duration of the time. And based on that, on those findings in this particular case, we concluded to Carnival that they should be moving to Long Beach, which they did and developed the project in Long Beach. So project approach, this has to do with public stakeholder outreach. We do quite a bit of this, we've worked with and without an outreach specialist, depending on the type of project. We're used to working with Google Meet, Zoom, Microsoft Teams, but we're known for our graphics. Being able to illustrate an idea to the average person in public or stakeholders at municipal and government agencies, so they can very quickly grasp a view and a sense of the project. And we do all this in-house. We have an in-house marketing and graphics department. Past performance, this is one of the ones we're most proud of. It's a $1.7 billion planning master plan that we did, which actually got built and became Seaport of the Year, winning the project. It's the first of its kind underground cruise terminal where we allowed the public access to the waterfront. That doesn't, you don't see that happening very much, but in this particular case, land value is so expensive that they needed to maximize their ROI on the land. So these panels that you see on the ground became hydraulic panels that come up, become our security wall and created the customs CBP barrier that are required to meet ISPS requirements. When the ship's in port, when the ship's out of port, those walls come back down and everyone has access to the waterfront, restaurant shops, etc. That stemmed from an idea for a cruise terminal master plan that we did originally years ago for Quebec City, which is a UNESCO World Heritage site. And this here, we did a cost benefit analysis, market determination, financial model, took into account airlift, so we can consider the volume of passengers that could be brought in and out for home porting, as well as port-a-call and destination cruises. For Palm Talk, we did a complete modernization design of their cargo yard using A, RTGs, or B, a telehandler type operation, top pick type operation. So both in three high loaded stacks or with blocks for an RTG. Subsequently, we did the MSC terminal in Port Everglades, that you see the RTGs that are electrified in those blocks for MSC. That was our analysis and design for them as well. Master plan for Port St. John's in Antigua, which allowed for them to grow and expand into two additional ships. Around the globe for Belize, quite a bit of work for Disney in Port Canaveral specifically. Terminal 10 for NCL, Royal Caribbean, and also for Disney Overflow. With regard to our workflow, we have ongoing and wrapping up basically Port Everglades phase 9A and B at the top of the list, and a lot of these you'll see are pretty much coming to a conclusion with the exception of one or two. Previous volume of work, you can see there what we've been able to attain and through our contracts and how much CVPs have been paid, which is a substantial amount of the overall paid to date. Expertise and relevant experience. You asked us to share a specific example of where our firm supported a port complex project. Our team members supported a multi-phase, multi-agency effort at Commodore Point in Jacksonville, which had structural improvements, bulkhead dredging, dry dock. The project included about 350 feet of steel pipe-to-pipe bulkhead, about 1600 feet of combi wall, and was dredged to minus 32 and had two 13-pile dolphins, reinforced caps to support a dry dock operation. In this particular case, the U.S. Army Corps objected to the portion of the project that extended into the federal channel, and we were able to work with the Water Resource Development Act of 2024 that subsequently led to the deauthorization of the federal channel, allowing the dragoduck to be installed at the project site. During construction, they found more than expected subsurface marl, which is a mix of dense sand, silk, clay, and limestone, which was damaging the pile driving equipment. And to address this, the construction methodology was modified to require pre-punching techniques and equipment to handle the challenging geotechnical conditions. More importantly throughout the project, our teams, the team of engineers provided FDEP and U.S. Army Corps of Engineers support relative to regulatory compliance and project continuity. And as we say, communication is key, making sure there's no surprises to any of the stakeholders. Expertise and relevant experience, you wanted to state our approach with regard to this. And we really have a collaborative goal setting, embedding legal environmental requirements into the design from day one, phasing developments to match demand and maintain flexibility through ongoing monitoring and adaptive governance. Everything from foundational assessment, envisioning regulatory compliance as a design constraint for the project, environmental stewardship built into the plan. We are a promoter of bio-circular design solutions. We believe that if we can leave a site in as good or better condition than when we took it on, we've done a fantastic job for the environment. Economic development integrated with sustainability, obviously for phase growth, stimulate job creation, etc. And adaptive management and monitoring so we can track performance and metrics. Capacity of the team, you asked us to state how our team will ensure the availability and responsiveness without compromising quality of service, especially when engaging other projects. It's very, very important that the success is to have a clear understanding of the project from the get-go with clear communications. Both internal and external communications are key and whether that happens weekly or bi-weekly with the client, in this case, for Everglades and the team to provide updates on the project, upcoming tasks, potential issues that may be lurking. That information has to be communicated regularly and on an ongoing basis. So again, there are no surprises and we don't like surprises. The team that would be assigned to this would be a team that's dedicated for this particular assignment. Location capacity and team composition. You asked us to describe our internal QA-QA-QC process. We have a three-tier system. The project manager is the first reviewer, senior architect, the second reviewer, and then we have another senior architect who's also some of them are general contractors as well to do the final review. And these reviews are done at key milestone dates throughout the project and each project is a little different. The peer constructability and viability reviews are done as well to make sure that what's being planned is viable from a constructability standpoint. And verification every step of the way. We use Primavera, Procore BIM, Bluebeam, Microsoft Projects, all of the above. We have in-house cost estimators and general contractors that provide not only standards from published records of database for costs, construction costs, but also we use Florida Department of Transportation and our own internal cost basis. The ability and commitment. What is our firm's philosophy when it comes to long-term planning, partnering, not just a task? Executor. 100% agree with that. We look closely at the micro and macro industry changes. For example, mergers and acquisitions. We're currently tracking one right now in the state of Florida with the cargo operators that may be happening and could impact trade from different ports in the state of Florida into the nearby Caribbean markets. And this could be a swing in how things impact those ports. Industry developments and partnerships. What's happening in the industry on a regular basis and what kind of partnerships? Cargo lines, whether they are sharing blocks on ships or modifying those agreements for blocking ships in certain trade routes. Whether there's new builds for cruise industry or what type of partnerships are happening, those all have impacts on the market. Tariffs are one that lately has come up and how these may impact trade routes. And those are just to name a few. But we try to keep this information confidential and flowing to port management that we work with so that the port knows these things and how they may be impacted along the way. So we're not just executing a task. We're planning for these potential issues that may be coming up and strategizing with the port on how to approach each particular one. So last but not least, YBEA. We have over 35 years of experience and we've worked closely with numerous ports, providing master planning, feasibility, market and traffic studies. We're familiar with Port Everglades, the port staff, the key issues and conditions that keep us ahead of the game. We're a South Florida Broward-based local team. And we know Port Everglades and Broward County work there on a regular basis. Experience and long-standing relationships with local ports as well. So we know what the competitors are doing is very important. Again, a wide, vast experience from our project team of over 200 years of combined experience serving ports worldwide. And last but not least, our team is committed to implementing sustainable, environmentally friendly principles to each and every design and planning exercise. And that will be a collaborative effort with the project team, port staff, tenants, stakeholders, and key agencies such as the Army Corps of Engineers, Customs and Border Patrol, Florida Department of Transportation, and Fish and Wildlife. And that concludes my presentation. I guess we'll open it up for Q&A. Thank you very much. We have someone in the lobby, Sergei Smirvnov. I apologize if I'm mispronouncing. Is he with BEA Architects? Bruno or Catherine, can you unmute? Hello? Yes. Can you let him in and have him identify himself? Are you not familiar with that individual? That name is not ringing a bell, no. Sergei Smirnov, S-M-I-R-N-O-V. A lot of people will come into the lobby prematurely and they're with other teams. So if you don't recognize that name, I'd prefer not to bring him in. No, I'm actually not familiar with it. Okay. We'll move on to the evaluation committee's questions. Thank you for your presentation. Committee members, go right ahead. Go right ahead. All right. Thank you for the opportunity. Thank you, team. So my first question will be addressed to you. I will address you as Bruno. Based on your presentation, based on your, you know, you're the lead from this firm and, you know, principal in charge. You also are listed as a project manager. What will be your involvement at the contract level as well as a task or work authorization that will potentially be issued by the county? What's your availability? So what's your involvement on a daily basis? Yes. Thank you. As principal and project manager, I get to pick and choose the projects. That's one of the advantages of being the principal. You get to pick and choose the projects that you represent on a daily basis. And I've chosen this because it's an important project to us to personally handle it myself as a project manager. I don't do that very often. I do that with one or two projects and that's it because of my principal responsibilities as well. But I do like to keep hands on. Everybody that has known me for the past 30 years knows me as a principle, a hands-on principle that works directly on projects. For example, if you remember the Istanbul project that I shared with you on the screen, that was $1.7 billion. That was the first one C quote of the year in Istanbul, Turkey. That was a project for which I was a project manager in principle and I've handled it from beginning to end. And so, yes, I pick and choose those projects. And when I dedicate myself, I dedicate 100% to the project that I select. Thank you, Bruno. That answered my question. Next question. Next question is, can you specify the exact AI tools or platforms your team uses for board planning and explain the specific purpose or function of each tool, if any? Yes. We use AI on a regular basis. We work with a company that's an AI consultant that creates agents for us. We design specific agents for specific tools. So, if we're doing a marketing study, we may design a tool, an agent that goes out and gets us specific agency information on the tourism in an area or how the trends are changing. And then it's important to note that you can't use that information raw, that you have to take that information and then adapt it to your local project. And so, it's key to understand when you're working with AI, one, how to ask the question, how to frame the question, and two, how to get the data back and put it into your analysis. Thank you, Bruno. And I do have a follow-up question. And you went briefly over the the quality control of your deliverable. Can you describe a little bit more in detail, you know, what this process looks like? I know you mentioned quick some members, but I wasn't sure if those are the members working the project. Would you elaborate a little bit more on a QA process that you implement in each task that you will potentially deliver to the portal? I believe we're having some audio issues. We don't hear you very well. Yeah, I can't hear you. You know what? I'm going to repeat again. Sorry. I probably was a little bit off from the microphone. Can you hear me better now? Yes. Yes. Okay. Sorry about that. I know you covered briefly the QA process. Would you describe a little bit more in detail your process and take us to the step that you go through before you submitting any deliverable to the port or your client? Yes. So, it's a three-tier QA QC process. The first tier is the local project architect or project engineer. Whoever's leading that project has a responsibility to look at that on a first level from a first tier level. The second tier level is a peer review by another engineer or architect that reviews that documentation. And then lastly, if it's a set of documents that's going out to bid or form a solicitation, it goes out to a separate group of peer reviewers. Those peer reviewers are typically general contractors that we have on staff that actually look at constructability, schedule, and cost and potential value engineering and time savings. So, it's a three-tier review process that we go through. And there are three separate independent groups that look at the documents. Thank you. Thank you, Bruno. That answered my question. There would be one moment. Can I just interrupt a minute? I did have to mute Alex. So, if he tries, if he's going to be answering a question, he's going to have to unmute himself. But otherwise, if he can stay on mute, thank you. So, I have another question that is related. I'm reading from page 13 from your presentation that I have in front of me that talks about expertise and relevant experience. And this was like a bullet number two. And could you elaborate a little bit more on the last bullet point here? It talks about adaptive management and monitoring. Would you elaborate and give us perhaps one example how you actually use this metrics for one of your, let's say, past project? How you plan to implement that in a future task? Adaptive management and monitoring. Could you elaborate in this process? Yes. I'll give you an example. If you remember in our presentation, if you think back to the date of the presentation, there was no issues happening militarily between the US and Venezuela. We were tracking that so closely and monitoring the situations that we knew, and we gave it as an example in my presentation that says that things were to change in Venezuela, it would impact the petroleum business in the US. And that's exactly what has happened. And so, as a country, we stand to benefit from the petroleum imports that will be coming into Texas and our refineries that are set up there for the heavier crude that comes out of Venezuela, instead of the shale type product that comes from the US. But we constantly are monitoring projects on a regular basis so that we can respond and make whatever changes we may need. So, an example, in Istanbul, we were working with a potential underground facility. And some information came back from the geotechnical, which required us to get a specialist back in, which is the trenching company. It was an Italian firm. And so, by monitoring it, we were able to get that firm on board and find the solution before the problem became a problem in the field, which is usually 10x cost versus in design. Thank you, Bruno. That answered my question. And one more question. How do you handle unexpected challenges or changes on a scope of work from, you know, your current task or project? Yeah. And that's why, as a principal, sometimes I pick and choose the project. This is a project that is very, very important to Broward County, to Florida, and to the country, because it's a major gateway for Florida to the rest of the world from a seaport standpoint, both on a cargo cruise and liquid bulk basis. So, this is why I chose to put myself as project manager, because we believe it needs the 30 plus years of experience and the leadership up front to be able to identify problems, to have gone through these problems on other projects and be able to share those lessons learned along the way. And listen, go back, go back to the stakeholders and say, we found this particular problem. This is a potential issue that could come up and impact the project this way. We've done it before and done this or this other alternative. Here are the different alternatives that we could do. It may be a compromise between alternatives, but at the end of the day, it's having gone through all these projects and multiple years that allows us to be able to identify on projects as potentially complex as this. Thank you, Bruno. I do not have any further questions. Thank you. Any other committee members have questions? Go right ahead. Okay. My first question is to the PM. How do you ensure that your team is ready to respond to the client's needs quickly? We, first of all, when we get a task order, we have a scope clarification meeting to make sure that we, the entire team, and the team members that are going to be assigned to that work product understand the scope, not just from our side, but from the court's point of view, they understand the scope of the problem. Number one. Number two, we need to validate that the team members that have been assigned to this project have the experience necessary to properly address that scope. And number three, any changes along the way will allow us to be able to bring in an expert in a specific area that may have shown up that in scope or scope changes along the way that we may have encountered. And this happens on a regular basis. It's not just at the beginning of the project, but when we submit, say, if we have a 30% submittal, we once again sit down and review at 30%. We have a 60% submittal. We will review that and team members in scope on a 30%. So make sure we avoid any potential gaps in scope or understanding of the scope. Thank you. And the second question is for you as well. You mentioned that you're very hands-on. What is your plan when you are not available? You know, how do you ensure that your team can still meet the expectations of the client? Well, I'm always available unless I'm in the hospital, but that's a possibility because, well, I'm perfectly healthy, but it's out of my hands. That's in God's hands. But I make myself always available. When I commit to a project, if I have to jump on a flight, if I'm on a vacation, I jump on a flight to get there. And in today's world with the world of Zoom and Teams, it makes it easy to be there for several, for meetings. But if necessary, I can tell you, for example, on the Istanbul project for which I was a project manager. In one year, I was there eight times. If you've ever traveled to Istanbul, you know it's a two-day round trip. So that year, I spent two weeks, two months of my life in Istanbul. And so I do what it takes to make sure the project is taken care of properly. And my presence is everywhere it needs to be at all times. Thank you. We also have backup as well for if I'm in the hospital, etc. Something like that may occur. We have senior engineers and architects that would fill in on the team. But that would be the one exception to the rule, I would say, if it was a health issue. Thank you for the addition. We're not going to mention the hospital one more time, and we're wishing you all the best of health. I think Ms. Sotomayor- Thank you. I'm perfectly healthy. Yes, I heard that. We put that in the record. Let's keep saying that. Ms. Sotomayor has a question. Okay. Can you give us a brief example of one of your previous planning projects in which you experiment challenges in scope, budget, or schedule goals, and how you resolve it? Thank you. Very great. Very good question. I'm going to go back to Istanbul. When we first started the planning of this project, it was about one kilometer long waterfront. We were taking out the existing pier infrastructure, recapturing 10 meters into the water, and based on ISPS requirements, the international security port safety requirements for seaports that have to comply with ISPS, we would have had to dedicate a substantial portion of that land area on the surface to be able to accommodate the ground transportation areas, the terminals, the parking, and all of these components. And when we went to the presentation, the initial meeting with the client, the client came back to me and said, Bruno, I understand these are the requirements and that's why you're doing this, but we cannot, absolutely cannot give up that large an area on the site. We have a lease for X number of years with the government and then the ROI, the numbers won't get us there if we have to give this up. And I said, and these are all Turkish folks, but they're American educated up from the Northeast. And so I said to them, I understand your dilemma, but I didn't write the ISPS regulations. I have to follow them to make sure international ships can call on your port. And he said, I understand the dilemma as well, but I'm asking you to please find another solution. And he looks at me in the eye and says, I need you to take me to the moon. True story. I'm not making this up. This is a true, absolute story. He says, I said to me, okay, Mr. Bigley, I will go back and we'll look at this harder. I went back. We've put the team together. We started looking at the geotechnical reports in the geotechnical reports. We've noticed that the rock, the density of the rock went down a substantial amount of distance further deep. And we called the geotechnical engineer and said, we've got three floors of parking underneath. Can you get us another floor and a half of area without any issues in the rock and potential percolation and hydrology issues? And the engineer, the geotechnical says, I need a week and I'll get back to you. He came back to us in a week. We got back to him. And he says to me, we can get you the four and a half without any impact or cost or schedule. I said, great. We went ahead and revised our planning study, our design, went blocked to Istanbul, putting our ground transportation area on that one and a half floor below the main surface, our peer level access there, our gangways come up from below with hydraulically operated boardwalk hatches that create our security barrier wall between public and secure and unsecure and the terminals down below as well. We did the presentation, the board and the chairman looks at me and he says, has this ever been done before? I said, no, it has never been done. Are you sure we can do this? I've taken every precaution. I've checked the entire team has checked everything possible. And yes, it can be done. It can be done successfully. And he goes, and he looks at me and he says, I asked you to take me to the moon. You took me there and you brought me back. Thank you very much. Okay. Thank you for your answer. Any other follow-up questions from the committee before I turn it over to the project manager? Thank you. Thank you, Madam Chair. Good afternoon, Bruno. Question for you. Good afternoon. I'm assuming that BEA had a chance to look at the scope of what the request was on the RFP, because I'm seeing a lot of project design and you have lead here, you have analysis as part of your presentation. So who's going to be your lead from Seaport Planning? Who's the Seaport Planner that's on your team? Seaport Planning is myself and Robert Draper, and there's Margo Muir and Gary Derenberg. Who's the lead? You'll be the lead? I'll be the lead. Okay. And do you have any Seaport Planning experience and projects that you can provide us or give examples of, maybe one or two examples today, but Seaport Planning specific, visibility analysis as an example, and so forth? I think we did a couple in the presentation. We did the Seaport analysis and participated on the Master Plan for Port Canaveral. We did the Master Plan, participated on the planning in the City of Quebec. We did the planning for the Istanbul project. We did have participated in the planning for the Port of Mike. Okay. You mentioned Master Plan for which part is that? Give us the one. We participated on the team for the Master Plan for Port Canaveral. Okay. But did you lead? Did BNA lead a Seaport Planning initiative? All of these are Seaport Planning initiatives. There's a difference between a Seaport Planning initiative and a Master Plan that you file with the state. Which specifically are you required for asking? Okay. Providing what's under scope in terms of, for the RFP? There's a lot of planning related tasks that's part of this RFP. And based on what I'm seeing in the presentation, it's very specific to design and project management. But you're saying that you did, go ahead. The presentation did cover quite a few examples of planning. Okay. So you, Bruno, you're going to be the lead when it comes to BEA for this initiative, right? For this effort, you'll be the lead Seaport planner? As the lead, yes, ma'am. Okay. In terms of federal grants, can you give us an example of one federal grant that BEA had applied for was awarded successfully in what year? It was a federal grant. We've written several grants. The last one that I believe was written by BEA was for the Department of Housing in Miami-Dade County. It was for $40 million. And I believe it was about eight years ago. Department of Housing in 2021? I'm sorry, you said eight years. So 2018? Correct. It was for Scott Holmes. It was a $40 million grant in the federal government. And BEA wrote that for the Department of Housing, $40 million for housing, you said? For the refurbishment of the Scott Holmes neighborhood in Miami-Dade County. Scott Holmes, okay. Any other besides that? There's been others. Chuck Cousley, who was the former fourth director of the Port of Miami. I also wrote several of them while at BEA. He's passed away. But I'd have to go back and dig through those records to give you these specific examples. Okay. So it's been a couple of years. Okay. It's been several years. Okay. Thank you for that. My other question is, can you give an example of where stakeholders' feedback materially changed the final plan? Materially is a subjective point of view. For some, it may be subjective. For others, it may not. I just gave an example of Istanbul where the feedback from the stakeholder about the land and not being able to use up the land on the surface, that substantially changed the project from a project that would have been done in a traditional way on top on the surface to one that was completely put in underground. So every project has stakeholder impact. Every single one. I can't tell you one project that I've worked on that the stakeholder has not impact at different levels. Okay. So it's pretty common on every project that the stakeholders have, per se, and impact the project at multiple levels and variations. Thank you, Bruno. Another question. Who's your transportation planning lead on this effort? Kat, on the transportation planning, I don't have the org chart in front of me. I believe that's, Kat, do you want to, you have the org chart there, Kat? Yes. I have it here. So for transportation, we would have Grave. Grave. And we have a second one, which is the civil folks. They have a transportation group. Yeah. Uh, PDS. PDS and Grave. I'm sorry. Yeah. Okay. Who at Grave specifically? I'm trying to see if they're on, I didn't see them on the org chart, but maybe I'm wrong. Who's the, who's your point person on Grave or as far as your transportation? You said Grave? Yes. Oh, Grave. Okay. G-R-A. Grave. Yeah. I see mechanical here. Am I, is that the right one? They have multiple, we had to have multiple disciplines. Our primary lead is PDS. And who do we have there at PDS? So PDS is your transportation lead, not Grave? PDS is the transportation lead. Grave also has transportation. We tried to double up on every single discipline so that we would have redundancy in our team. Okay. And can you provide an example of a transportation project that BA has actually had a, was the prime or had a team member who was leading it? And for which seaport? For Canaveral. We did the entire West Turning Basin, um, transportation analysis for Port Canaveral. For the Turning Basin? No. For the transportation of the West Turning Basin area, which includes Terminal 5, Terminal 6, Terminal 8, Terminal 10, and about 25,000 spaces of parking lodges in that area. And BEA was the lead? And, and it, yes. And it was a flyover that connected to the 528 exchange, that gets you into the Orlando airports and out west coming out of the port, and included everything from transportation, signage, FDOT signage, on the highway, digital signs, everything. Okay. My last question, Madam Chair, is, is there anything we didn't ask that you think is critical for us to consider? Is there anything, I missed the, that was critical, anything that you didn't ask? Is there anything that we did not ask that you think is critical, Bruno? Um, nothing comes to mind right now. I think that, um, that I would like to state that, um, we, I, I'm going back to the Venezuela thing because I think it's important. It shows you how we monitor projects. We also mentioned about a merger that's in the works in Florida, which I can't disclose right now, which may impact cargo at ports that export to the Caribbean. Those are all things that we have 30 years of experience in working with your clients, the ports clients, the cruise lines, cargo facility, the cargo shipping lines. We work with them on a regular basis. I think it's important for your team members to have that kind of connection, knowledge and experience and knowing that, Hey, we know how to work with carnival. We can tell you how things, how things should run there. We've worked with Disney. We've worked with world Caribbean. We work with princess. We work with celebrity, all of them. The same thing on the cargo side. We've worked with probably we've worked with sea freight, which is no longer sea freight. They've got merged. We've got, uh, we've worked with, um, MSC. So we have that experience in house. That maybe would have been a good question. A quick follow up. You mentioned, um, so we are the, we are the petroleum provider for 12 counties, Port Everglades. So what specifically is a, what is you think that Port Everglades will be impacted by the Venezuela situation? Why do you, why do you mention that from a, in terms of Port Everglades, specifically Port Everglades? Yeah. In my initial presentation, uh, in my initial presentation, I mentioned the fact that, for example, in Venezuela, there would be a change in Venezuela. That change has now happened post the presentation that you saw recorded today. So how would that impact Port Everglades? I believe that there would be potential shipping routes that could be modified from what the shipping routes that you currently see coming into Port Everglades, um, and potentially obviously going to lower our costs, uh, in South Florida, but the routes and the lines that ship in and out of Port Everglades may change. Thank you so much, Bruno. Thank you, Madam Chair. Thank you. We appreciate, uh, BEA Architects Inc. your availability today, Bruno, particularly your, uh, offsite, obviously, and your timeliness to respond to the committee and project manager's questions. Thank you very much. Thank you all very much. We appreciate the opportunity on behalf of the BEA team. We're excited about working with Port Everglades on this. I appreciate it sincerely. Thank you. And if you want to continue to monitor the emails later on this afternoon, we'll be joining back to the public portion of the meeting for the scoring. Thank you. Thanks again. Thank you all. Take care. The third presenter, BEA Architects Inc. has now completed their presentation and answered all questions. Committee, how do you feel about a break? A little quick, maybe you want to discuss how long you'd like, 20 minutes, 30 minutes. We do have a cafeteria on site. I mean, there's not nutritional, but there's a vending machine, 30 minutes. Okay. So before we invite the fourth presenter, which is Bowman Consulting, um, we're going to go into a recess, I'll officially say that one second, and it's going to be a 30 minute recess. Okay. So it's 1 47. We are transitioning between the third presenter, BEA Architects Inc., who completed their presentation and answered all questions. But before we ask the fourth presenter, Bowman Consulting Group Limited Inc. to join, we are going to take a 30 minute recess, which will bring us to 18, uh, 2 18. So the time is 1 48. And we're going to take a 30 minute recess. Thank you. Good afternoon, everyone. I'd like to reconvene the meeting. The time is 2 22 PM. If the purchasing staff could please invite the fourth presenter, Bowman Consulting Group Ltd. Inc., to join this closed portion of the meeting for their presentation. Good afternoon, Mr. Ebersole. Good afternoon, Mr. Agrawal, Vijay Trent. Welcome, everyone. Who's going to be the main spokesperson, um, representing Bowman? That would be me. Uh, my name is Vijay Agrawal with Bowman. Hi, Mr. Agrawal. Thank you. So we're bringing in some of your, thank you. We're bringing in some of the, uh, members of your team and I will be in a moment, there'll be a Excel file showing all of the Broward County team members that are on the call. And if I could focus your attention to the participant panel of teams, we want to make sure that we have your members of the team in the meeting and then also the Broward County staff. So if you don't recognize anyone in the participant panel and if we could put up the list of county staff, great. Okay. And if you don't recognize anyone in the participant panel, let me know. Also, once we start the meeting, uh, once we start the pre-recorded presentation, we don't want to have any interruption to that presentation. So we won't be allowing anyone from the lobby to join, um, unless we have identified them now and they just get dropped off the call. Okay. Understood. Thank you for letting us know. So far, um, we have, um, few people. Um, if you allow us, uh, maybe another minute or two, uh, what time do you need to begin? We're trying to get through, got a lot to get through. So we're trying to be as efficient as possible. So if you want to look at that participant panel or let me know anybody else here, here's some other people in the lobby. Sorry, I wasn't looking at the lobby. Is Sergei Smirnov with your firm? Do you recognize that name? Yes, ma'am. Okay. He's been very anxious to join this meeting for the past hour and a half. Sergei, you're finally in. Apologist. Yeah. Apologist for that. Um, we were trying to coordinate with our, our team. So appreciate, uh, you, um, of course, dealing with that. Thank you. No problem. And I think we have, uh, my key team members, um, right here, so we can begin at your convenience. Okay. I just have a quick statement for the record. If you could please affirm that there are no other individuals in the meeting other than your team and those county staff members identified. I affirm that. Thank you very much. Okay. We're going to transition and if everyone from your team can stay on mute during this pre-recorded presentation, we're going to load up that, um, previous presentation and we'll be back to you in 20 minutes. Thank you. Thank you. Start the 20 minute timer for Bowman Consulting Group LTD Inc presentation. Thank you. Thank you. Um, thank you for inviting the Bowman team for this, uh, General Planning Consultant Services for Port Everglades. We have, uh, a great presentation for you. I hope, um, you haven't got bombarded too much, uh, with the three presentation before. So we will try to hit some highlights of why this team brings unique value to Port Everglades in Broward County. We will answer the mail. We will talk about the three questions you have asked. We will discuss about, um, our experience, um, our expertise with port planning, um, how we balance the plans in different variables. We will discuss about our team capacity, our QAQC processes, and most importantly, why we believe we bring a long-term planning partner, um, as unique as Bowman team to meet all your needs. So the first section we will talk about our expertise and relevant experience. Just to set the stage, Port Everglades is a very unique port in the country. Uh, we have about thousand plus acres of multimodal hub activities. It's adjoined by three cities. The only port in the USA has three cities adjoined. There are only five ports in the country that handle the cruise containers, petroleum cargo, and Port Everglades has the highest percentage of that, that, that cargo. Also, Port Everglades feeds critical needs for the, uh, Fort Lauderdale airport, Miami airport, 60 percent of Florida population for the oil and petroleum needs. And it also services a big need for the containerized cargo. And it is the third largest cruise port in the world. However, it has to operate in a very constrained environment. It is locked from all four sides, pardon me, the three cities as well as the water. So there are not too many opportunities to grow physically. However, you have to spend significant capex if you want to grow the port operations, both on a cargo and cruise business. Port Everglades master vision plan projects for the next five years. Um, they cover all projects in the north port, mid port, south port areas. It focuses on last mile connectivity, traffic problems, parking capacity for crews, container vessels, and a lot more about gate processes. So our team is specifically structured to provide all the required services to implement your capital program with right local and global expertise. So let me talk about Bowman a little bit. We are one of the fastest growing ANE firm in USA. We provide multidisciplinary planning and engineering, custom tailored services in the ports and harbor, community development, renewable energy, power, utilities, transportation, and water resources. We have deep expertise in national resources in the ports and harbor, planning, marine engineering, civil site work, MEP, fire protection, environmental consulting, and a lot of geospatial and traffic studies. We are trusted partners to several large oil and gas companies throughout the nation, bulk and break bulk terminal operators, port authorities, municipal clients, state DOTs, and their planning divisions for the maritime work. We have several offices in Florida. Our office in Fort Lauderdale is 15 minutes away from Fort Lauderdale from the Port Everglades. We have 25 people sitting right there, supported by 300 plus staff in Florida. Our expertise is in strategic port planning, design, both marine as well as land site, coastal resiliency and permitting work. We do that a lot. And most importantly, assessing the condition. And we have an in-house deep bench of all geospatial survey work, survey work, whether it is marine, topographic, aerial. And we have our own GIS platform solution for Port Asset Condition Kit. So we have formed this team that provides a fine balance between the local knowledge that you need, as well as the expertise from global marketplace. We have team members who are experienced working in and around Broward County and supplemented by global leaders like Portwise, Carly Solutions, Luaga. We also have HDR, who has a lot of experience doing LNG terminals in Florida. They will be helping us coordinate airport seaport lightwell coordination work. They do a lot of infra grants successfully, a lot of examples. They are working on the Sleep One project. You all know Barmelo Ahamiel, the global leader in the cruise terminals planning design work. And most importantly, we have the right mix of local CBE firms. We are committed to do 26% of CBE participation with these firms. And we have some unique partners here, which you don't have in other teams. So this team offers an integrated services to meet the Broward County Port Everglades needs. And Brian Seitz, now the Bowman's Port Operations Planning Lead, will explain how we will integrate all that. Thank you, Vijay. So you guys have read and seen the expertise we bring to the table. We are the only team capable of delivering every aspect of not just what you expect, but most importantly, what you need. Those unforeseen things that pop up during this type of effort, that's exactly the type of issues we know how to solve. Not because we're the smartest team on the planet, because we've seen them. Container operations, cruise operations, bulk, liquid, understanding where you're at today and your vision for the future, things like densification, reliability, optimization, sustainability, CAPEX, the things that are on that slide. We've been where you are and through our experience with multiple master planning efforts across the country. I've literally sat in your seats as a client in my 12 years at the Port of Houston Authority, and I've personally gone through multiple master planning efforts in your same position. I've asked the same questions you've asked today to multiple consultants. I've had the same apprehension about making sure you select the best team for the job, and I have never seen a more comprehensive team assembly in my 20-plus year for it. I'm looking forward to going into more detail during the Q&A, but for right now, I'm going to hand it off to Andy Reichel to briefly go over one specific example that translates to what I just alluded to. Andy? Sure. Hi, everybody. Yeah, you know, we wanted to get across to you that we have the experience with your type of facility. Phillip Port, Philadelphia's Port may not seem as similar to what you have, but they have all the same things, O&G, bulk container crews, an airport nearby. And what I really wanted to get to with this is that they exist inside of a functioning and vibrant community, and a lot of the time that we spend with Phillip Port, I'm trying to go on an example with you later, is really helping that Phillip Port interact with their community with respect to traffic and air quality and noise and those types of things, as well being a benefit to the community. Thanks, Brian. Yeah, and then, you know, the other thing I want to talk about, you asked us, you know, how does this very sort of time immemorial problem of dealing with this very industrial activity in the middle of a community and on the water and around an environment that's sensitive, and how do we balance that with economic development? And without kind of going into all the bullets you see here, but it takes a, I'd call it an urban planning approach, is to understand how those two things can interact together. But the most important thing is really establishing a basis to collaborate and communicate with your stakeholders. And by stakeholders, and by stakeholders, I mean the community, your tenants, the regulators themselves. You know, we take an approach, we don't want to be the regulators' enemies. We want to be on the same page with them and work towards a common goal, often which involves a common mitigation project. So that's how we approach that particular conflict. Thank you, Andy. So I hope that addresses your first question. Now, we would like to speak on the second part of the question, whether we are available, are we going to be responsive, and what is going to be our QAQC process? Our team is, let me go back. Given the scale and the pace of whatever relates capital program, we are very much interested in working with you. We are all available, and our team is structured in terms of capacity, as well as the availability to fully support Port Everglades' capital development program. Responsiveness is our core value. We are nimble. We are agile, and we are a growth-minded firm. And all of our senior leadership, including myself, Andy, will be directly working with Broward County and Port Everglades to deliver this program. We are committed to make all proposed staff fully available to support, whether you give us a single task order or multiple task order, that's our expertise in managing those multiple work authorizations. Several team members are on this call. We can bring them up during Q&A discussions. I will be serving as your single point of contact project manager. I'm going to be dedicated to servicing this contract. My job, I understand, being a project manager for the last 25 years is to listen to you and deliver every task order under this contract within budget, on schedule, and with the highest quality. And I mean it. You can check my record, no project has gone in a bad way. And that happens because of the team. I had the opportunity to work on the Port Everglades Master Vision Plan since 2010, when the first comprehensive Master Vision Plan was approved and adopted in 2012 by the Broward County commissioners. I really congratulate everybody in the Broward County, Port Everglades, who have implemented large projects since 2012, such as turning launch into motor terminal from FEC, 595 overpass, operating multiple cruise terminals. And I have had the opportunity to work with several port staff, county staff, and major stakeholders, including tenants and the shipping lines and the community leadership. Our deputy project manager, as proposed in the proposal, Bill Barbaro, he leads our Fort Lauderdale and South Florida client delivery. He brings a hands-on project management approach, as further explained by him. Bill and I will be supported by a committed and experienced deep bench of experts within Bowman, as well as our partnering firms. Given more than 80% of Port Everglades' business is with Latin, we have added Duaga. You may have not heard that name, but I would like to feature our partner, Juan Duarte, for a quick introduction on how he can help Broward County and Port Everglades with some strategy insights that will be a distinct advantage going forward. Juan. Thank you. Thank you, Vijay. With Bowman, we bring unmatched access and insights into the Latin American market, built on years of direct relationship and port authorities and key stakeholders across the region. As you were saying, with over 80% of Port Everglades' traffic linked to the Latin American and the Caribbean, we know the market, we speak its language, and we understand its opportunities and challenges. We will deliver precise, actionable intelligence on new projects, cargo flows, and strategic developments, turning connections and experience into opportunities for growth and new tread lanes. Muchas gracias a todos. Thank you very much, Juan. So I'm going to hand it off to Bill, and he's going to describe our project management approach. Bill? You're on your go. My apologies. Thank you, Vijay. As a deputy project manager based out of our downtown Bowman office here, minutes from the port, I'll ensure our team's availability, responsiveness, and presence at all port planning activities. As, you know, Bowman's approach is really based originally in private commercial development, so we have built-in procedures that demand responsiveness, communication, and agility to pivot, as most projects do, right? So we're able to manage, you know, multiple work orders, and when selected, you know, we look to establish discipline-driven scoping meetings with port staff to help develop the scope of work for those work orders that are assigned to us and for others, you know, to really drive the vision that Vijay has started with the port. You know, our team made up of multiple industry leaders in cutting-edge technology that have the resources to really answer the port's problems, and we look to be able to establish the next step. Now I'd like to hand it off to Andy to talk about our QAQC process. Hi, everybody again. Yeah, so, you know, we're your fourth interview today. As I understand, you probably heard a lot about quality control and accuracy and standardized checklist. What I want to focus on is that one of the things that we deliver in our planning products and try to deliver in our engineering reports as well is to be readable and audience-friendly, right? To recognize who the target audience is and present things in a way, particularly for executives, so that there is a front-end executive summary that is easily digestible for decision-makers. And, of course, all the other things that go along with QAQC. So you asked us about, you know, give us confidence, essentially. This is how I think the question was targeted at. Give us confidence that you can deliver with all the other things you have going on. We're all busy, right? And we're, Bowman, our port and harbor group is growing quickly, and we're getting a lot of assignments. And I wanted to show you, I'm back to this Phillipport thing because I wanted to have a theme there because they're very much like you. So last summer, NCL says, you know, we want to sail from Phillipport summer 2026. We don't have a birth yet, but we're committing to it. The politicians all got together and had an announcement. And then we get the call because we're very entrenched in that particular port on both the private side and the public side. And help them negotiate a birth transfer from Energy Transfer, which is an oil and gas company, to Phillipport and NCL. We helped negotiate that agreement. And then in the spring, they gave us the assignment and said, you know, be ready, summer 2026. So we're in the middle of that. And all in the while, we're a growing business, and our other clients are, you know, demanding as well. How do we react? We react with an investment, you know, both targeting that client because we've been with them for 15 years, and we've got to deliver. And our management recognizes the opportunity, and we grew and hired staff, substantially increasing our staff size for 50%. So we react when we have good clients, we serve them well, and we invest in them. Thank you. Next slide, please. Thank you, Andy. So that concludes our second piece where we discuss about capacity, our availability, our QA, QC process. And the third segment, my favorite one, is the availability and commitment. I will reiterate again, we are fully available and committed. If we get this job, we will be your team, in-house staff, to fulfill all your needs for this project. Because we strive with this goal, we want to provide good engineering planning solutions with highest quality standards. How does that translate in terms of meeting your needs? I have been following the Port Everglades Master Vision Plan projects. There was a meeting yesterday where, you know, the next five-year projects, as being conceived, are laid out. There are about 15 projects already in the pipeline, almost five each in North Port, Mid Port, South Port. And a lot of that focus is around transportation infrastructure, congestion management, with your peak activities, with trucks on McIntosh, and then the cruise peak season. There's also a big focus now on the utilities master planning and in the North Port area where we saw a big, you know, storm event last year. And then also, you know, building, you know, infrastructure database for utilities and existing infrastructure. There are many other things. For example, even the airport seaport connector, when that goes forward with your, you know, Fort Laudel, in connection with Fort Laudel, is going to require a lot of interface. So let us talk about three specific examples how this team is unique, because we have technology services provider as part of our team, which are unique solution providers. So first one will be, would be the truck congestion. I'm going to invite our partner from Kale to discuss this slide and supported by Port Wise. Thank you, Vijay. Kale is a globally recognized technology provider. We're a software as a service firm, and we have deployed. 20 minutes is up. Okay. Thank you. So we have a short time. So I'm going to wrap up this very quickly. We will not have time. We can discuss this in the interview. I'm going to wrap up this. Right now we're going to go into questions from the evaluation committee members or the project members. Thank you. So the presentation from Bowman Consulting Group Limited, Inc. has been completed, and we thank you for the presentation. I want to open up questions to the committee members and our project manager, Dr. Pitirichuk. Thank you, Madam Mayor. Bear with me. I have a couple questions reading down, and not in a particular order. But the first question is to the project manager, Vijay. Bear with me one moment. I'm sorry. Nothing can hear you. Oh, okay. Thank you. I was told that you probably cannot hear me good, so I'm going to try to do my best to be close to this microphone. Give me one second. Okay. So my first question is to you, Vijay. You are listed as a project manager in this information that was provided to us, and as a project manager for, as a contract level, I know that you said you're also the contract administrator for this potential new contract and a project manager for each task. If I heard that wrong, this is what I understood. What will be your involvement on a contract level and at a task order or work authorization as a project manager? Thank you, Ms. Pitirichuk, for that question. So I will be serving in both capacities depending on the task order. My expertise is in the port planning. So I have listed myself as a project manager as well as lead for some of the specific planning tasks. There are several projects identified in the 2024 Master Vision plan just recently completed. If you zoom in to those projects, for example, in the South Port, where you have to now come up with a new roadway segment, you have to plan for a new entry-exit gate, VEX system integration, integration with McIntosh. All that requires planning expertise based on experience with many of the port authorities. So I am going to be very much working with the team as the lead for that specific task. Again, we have a deep bench of expertise. So if the planning task that gets awarded under this contract, which is more heavily leading towards environmental study or a traffic study, we have trained in our team or other members, they will be serving as a task lead. So, again, depending on the specific task, I will be proposing myself as a task manager. But, yes, I am going to be servicing as the contract manager and the overarching project manager for this assignment. I have a follow-up question here. I'm going to try to be a little bit more specific. Like, as a contract administrator for this potential agreement, what exactly your role will be? Like, what expectation, what are you going to provide service to the county, like, as a contract administrator, not specific task order? Thank you. Yes. The role of a contract administrator or the project manager is to deliver on the projects. That means we commit, it would be my responsibility to assign and deliver, assign resources and deliver the project. So that means committing the resources for the project management as well as technical execution of individual task order. So that is how I see my role as the contract lead for this assignment. Okay. Thank you so much for the answer. I have a question for the QA and QC topic here. So I listened to your presentation. We have the documentation, but it looks more like a general theory. Would you mind to elaborate a newer QC process for a specific deliverable, for example? Like, what entails, who's involved, who's doing what, you know, what's the outcome of the QC, you know, how you handle that, you know, who's addressing that? I know this year there is Andy is the QC manager, but is Andy the only person doing? Would you explain, like, real case, how you handle one deliver that before you hand out to the vendor, to your client? Absolutely, absolutely. So we have assigned Andy Rakel as the overall QA, QC manager. However, to your point, again, it depends on the task. So I will first go through the general process of QA, QC. It all starts with scope definition. So coming up with clear scope of work and the delivery mechanism in terms of the schedule and how we will assign the resources, including our subconsultants, we have a very high commitment to using CBE firms. So we will be using the CBE firms to make sure we have the right partners. But once we identify based on the scope of work, we will identify the specific resources, the time and the specific deliverables. So once the task is awarded, the QA, QC begins right from the kickoff meeting. It's all about making sure the goal and the objectives of any individual task is understood by all the team members. So I will put in the controls in the project communication plan where we will have a handoff. The QA, QC is not complete when it is being done by somebody who has worked on the project. That is why the way we have structured the team, we have multiple redundancy. I will give you a specific example. We have Bermeoha mill on our team for all cruise related projects. So if there is a planning task around your new Cruise Terminal 29 projects, for example, from a master plan, there is a lot of planning that needs to be happened in the mid-port area with your GTA, with your new parking garage, with the Cruise Terminal 29. We will assign our own lead, for example, Bill Barbaro, who is on the call. He is also serving as a deputy PM with me. He is based in Fort Laudale. So he will have individual responsibility to make sure any plans and drawings produced by our partners or the task managers are reviewed in compliance with the overall scope of work. So it's all about making sure my job is to really make sure the scope is written in the contract is delivered to my client for the village. And, Vijay, if I could add to that, Bowman has an initiative that was established in 2006 called Quality by Design. And that format is what we will be following, where we've established, and as the quality QACPC manager, we'll establish a team that will, either within this group or, you know, an extension from within our subs as well to be determined and assigned that role from the start of the task to maintain that independence and also allow for that critical research. It's something that we take very seriously and something we put a lot of time and effort into. So this is applied across the board for a lot of our major infrastructure projects where we can rely on this system. And we've got – so it's generally our approach is we've developed this quality by design infrastructure and platform that would be implemented for each task. Thank you. Thank you, Bill. Okay, I have a question. Next question is, can you specify the exact AI tools or platforms your team uses for port planning and explain the specific purpose of function of each tool, if any? Thank you for that question. So if I understand correctly, you want to understand the technology solutions we are using to service the port clients. Let me – that's actually where – Let me – let me – Yes, ma'am. Not quite enough. My question is specific. I'm looking for – to specify exact AI tools, not a software, not technology. AI tools or platforms your team uses for, you know, obviously port planning tasks. Yes. Thank you for clarifying that. So we – Bowman, I will start with Bowman, and then I will invite my partners, Juan Duarte, who will also bring his experience using AI in the port sector, as well as Mark Condon from Calais and Sergey. So I will just give you a quick update. We are using AI, our own written AI models, to analyze the inspected images of waterfront facilities. So when there is a scan, there is a description in our proposal and presentation about PAC, which is Port Asset Condition Kit. We are able to scan the port environment below water and above water, collect all the 3D LIDAR, 3D video imagery, and we are processing that data to build a digital twin of port assets, including verticals, utilities, and the marine infrastructure. So that's how Bowman is using this. We also use a lot of AI, internal AI engine, to process aerial images. We have our own drone and aircrafts we use to scan and do the photogrammetry, and we use AI tools for that, other than, you know, writing the reports, et cetera. But these are internal AI tools we are – we have built and we continue to develop. And with that, I will maybe invite Juan to add to his AI use of tools. Thank you. Before we go to – so you build your own LLMs, right? So you build that in-house and you use that. That is correct. We are using our own models to analyze the geospatial data. That includes the photographs and the video, and then we are capturing the information to bring into our solution. Thank you. So if I jump in, thank you, Vijay. We use AI in different ways. So number one, we use AI. For example, we have developed our own platform to go and look for a bidding process. So we have an engine that we built that is connected to several agents that we have developed internally that scrap over 500 sources of bid opportunities every single day and announce my team and give my team a perfect image of what is happening around the world in terms of the bidding process, and also connect, do web scraping, and connect with the relevant news and information related to those potential opportunities. Number two, we have built a container simulator that we can add different kinds of specifics, the world time, change of arrivals, change of windows, lens of blocks, et cetera. And it gives you – and we use AI to process faster simulation. For example, Monte Carlo simulations, we want to get different statistics and errors. And because we are aware that some of our customers use AI, we provide – one of the outputs of this model is providing a .json type of format that we deliver to our customers that they can use in any LL model to start debating and going forward and answering their own questions linked to our model. As well, everything that we do, as well, everything that we produce in terms of Duaga, our reports, as well as books and as textbooks, we have digested that in our education model, and we're building AI avatars that help our team to get trained. And we will soon be launching a new AI education tool for the industry that recoups all the historic developments of Duaga, as well as the major public information available in a very organized way. And we use AI – and we use AI to define and study how to optimize this on a neurological way, linguistic, neurological way, so we can use microe learning to allow our partners and our employees to have the information in a more precise and more proficient way. So, we're using it mainly to optimize operation, optimize education and training, and also to be far more accurate and fast on identifying new opportunities in the market. That's why we use AI. Thank you. Thank you. One great explanation. And then last but not least, Mark Condon from Kale, who is an extensive user and implementer of AI. Go ahead, Mark. Thank you, Vijay. Kale Info Solutions is a global firm based out of India where we have tremendous resources and divisions that focus on AI development. And our expertise is in basically applying the existing data to optimize traffic flow and make better recommendations on truck slot management or truck appointment systems. So, this really advances already known systems that we do well in, and we've really improved by applying the ML models for, you know, accurate traffic forecasting and many ways that we use our system to improve traffic flows where we have implemented basically truck slot management or truck traffic improvement systems globally in over 70 ports. And so, we have vast experience in actual improvement processes that are being used right now. And I'll leave a little bit for Sergey, too, on our team. Thank you. Thank you. Go ahead, Sergey. Oh, you have more because I think you answered my question. Thank you. We had one more. Maybe if I can just jump on. So, you understood what Kale brings. And that was the reason why we brought Kale to Bravard County, but also Port Wise, who is not on this call, it's a bit late in Europe, but they are also the global leader in container terminal operations optimization. Nobody has done more simulation modeling, emulation and AI use in optimizing the container operations. Exactly the project you have in the Southport, the $450 million project, is very ill-defined. In order to take that project and implement it, we have the partners to serve the Bravard County here. Thank you. Thank you for your answers. And my last question will be, can you share an example of how you manage changes in scope due to unforeseen conditions? That is a very important question. First of all, I don't like to do the change order. I have seen how many times it impacts the project. So, again, I will go back to what I had said earlier, that defining the scope of front is the first duty. Now, for unforeseen results, for example, let's say when we will get a task to build a new GTA in the midport that will connect your airport, seaport, convention center connector. And now you have a planning task, but during the planning study, if there were new opportunities or new constraints identified which were not aware, then the best method is communication. The first and foremost step is communicating that there is a change and why it is a change. So, explaining why this is not in the existing scope of work. DJ, DJ, I'm going to stop you. I'm going to ask you the question again because we go in a circle, but I don't hear the answer that I want to hear. Could you share an example in the past of how you manage changes in scope to the unforeseen condition? And unforeseen doesn't mean necessary construction during construction, during a planning effort. Yes, yes. I think we can talk about Port Everglades' 2017 master plan where during the master planning process, the finding was McIntosh Road needs a detailed traffic study. And that was a change order which was described and negotiated with the port authority. So, that is an example. How we went about it is in the original scope of work, there was no specifically written traffic study, detailed traffic study, where you have to go out and do a traffic count and do the truck survey. That was not identified early on. But as the problem became more visible during the planning process and now you have to hinge upon that to come up to a solution, you need more data, you need the peaking hours and you need additional data, that triggered a change order and it was basically discussed and negotiated. Thank you. I hope that answers the question. Yes. Thank you. I don't have any question at this time, Madam Chair. Thank you. Because I'm a mayor. I was just promoted to the mayor for anybody who didn't hear that. Committee members. Great. Any other? Yeah. Get that on the record. Any other questions from the other committee members before our project manager? Gia? I have a question for the PM. How do you ensure that your team can respond to the client's need quickly? Thank you. Thank you for that question. In order to respond quickly to the client's need, you need capacity, you need people. You need people who know the subject and not trying to learn on the job. So, when we are applying for this general planning services contract, we have the port planners. We have people who have actually operated the port. So, that is how we will ensure. We will ensure that the people are available because that is how we have structured the team based on the expertise. And Bowman, as a prime, we do have in-house capabilities with a lot of staff in Florida. We have a lot of land-use planners. We have a lot of engineers based in Broward County and Florida. And it's really the redundancy of staff and the bench strength that ensures that deliverable. But the most important part is understanding of the scope and then framing the delivery up front, having a front discussion with Broward County, Port Everglades project manager, how long each activity is going to take. And that comes from experience. And my experience as a port planner, having worked in 60 ports, that's all I do. I live and breathe in the port environment. And my job is to bring that expertise to the Broward County with my teammates. And I will ensure that when we commit you to a deliverable and a project completion, we will do it beyond your expectations. Thank you. Go right ahead, Ms. Sotomayor. Can you give me an example of a previous planning project in which you confront challenge in the schedule or budget and explain to me how you deal with that? Absolutely. I think Port of Houston, Barber Scott Terminal would be a great example because that is how most of the port operate. So Port Houston has Barber Scott Container Terminal, 87 acres were planned to be redeveloped. I served as a project manager. It had three components, planning and then design and then construction management. This is an old terminal, just like Port Everglades, Southport, some of the facilities. So as we started going through the 30 percent design and we went in the field and did the survey work and did the Sioux survey, we determined that there are utilities out there which were not accounted for in the S-Mail drawings. Also, at that point, we determined that in order to construct the project, this is an operating container terminal and now you have to redo the 87 acres in the middle of 200 acres. There is so much operational impact. To minimize the operational impact, we identified that electrical utility system need to be secured first. In order to secure the electric utility, we had to come up with a pre-outage package that was not envisaged, that was not conceived in the beginning. But as the project moved across the 30 percent and 60 percent design, that pre-outage package became so important because we were dealing with infra-grant. And infra-grant had specific deadlines to secure money and deliver the project. So in order to meet the infra-grant compliance, in order to minimize the downtime from the port operations, and that was during the post-COVID period, 2022, when all the electric equipment were delayed and it would take two to three years to get a transformer and substation, which was required to upgrade the whole 87 acres. So we had to do that. So that's kind of an example of how a change order happens and then have you manage the change order within the existing frame of work and then still push the project towards the goal. Okay. Thank you. I have a follow-up question in Laura's question. So I heard your answer. It appeared to me that was for a design task. The question that I heard that was related to a planning task. Would you have an example to answer that question for a planning effort, not a design project? Absolutely. Absolutely. I think Port of Corpus Christi would be a good example. It was a waterway planning study where we were contracted to do simulation modeling of entire Port of Corpus Christi, 23 miles long navigation channel for a five-year, 10-year, and 20-year forecast of vessel activity. So there was a phase one scope written in order to model the activities. As we started doing the stakeholder outreach, there were about 25 or 30 stakeholders, various tenants, various operators in Port of Corpus Christi, the largest port in the country in terms of tonnage. And during the process, it was determined that some of the pilotage rules were not known and that needed to be configured in the simulation model. So that triggered a change order because now Port wanted to understand the nighttime versus daytime restriction. The Port of Corpus Christi pilot association restrict navigating the vessels during the fog season or inclement weather season. So that specific scope was not written in the original scope of work. However, Port Authority wanted to understand the implication of releasing that constraint to increase the throughput capacity of the channel. Exactly the same issue in Port Everglades. You're going to get constrained at some point. That's why we have Port Wise. So Port Wise is on our team. So going back to your question, that triggered a change in the contract and we got another maybe 5% additional money to configure that specific requirement in the model and we were able to finish the job. And what was the value of that change and how that impact the overall schedule of the initial schedule of that task? So what was the impact? It was about, I believe the original fees was about $380,000 and the change was approximately $40,000. So 5 to 10%. It did increase the schedule by about two weeks in order to get that configuration done at the port's request. So about 10% financial impact and two weeks out of six months of schedule impact. Thank you. I've clarified my question so I don't have no further question, Madam Chair. Thank you. Dr. Yusin? Thank you, Madam Chair. Vijay, how are you? Hello, Mr. Tasha. I'm good. How are you doing? Good, good. A couple of questions that I have for Bowman today. Is Bowman currently working at the port? Which port? Port Everglades. I do not believe we have any contract as a Bowman, but our partners do work at Port Everglades. Okay. But Bowman as a prime has not worked for the port currently? No, ma'am. We look forward to have a contract to work. Who is the transportation lead on this effort? We have a local person, Bill, please help me, and Kat. So we have Trent, who is our FDOT District 4, and Natalie, who is also in local. But I will invite my teammate, Bill and Kat. Just provide me with a name in the company. Who's leading the transportation effort on this? Trent Ebersol, who's with Bowman Consulting. Okay. Okay. Thank you. He's on the call currently. Okay, great. That's fine. That's fine. And then you've answered my question. Thank you, Trent. The federal grants. Can you provide me one example where Bowman has led the application submission and has been awarded? Just one example for a federal grant? And do you want to jump in about the ECT work with the transportation agencies, or I can give an example on the port side? Are we talking? Is the question... Yeah, maybe give an example. I can chime in. So, our firm, Bowman Consulting Group, helped the Massachusetts DOT and the Massachusetts Bay Transportation Authority. They helped those agencies secure the RAISE USDOT grant for the Linway Center Running Bicycle Lanes. That was in 2025. For bicycles? Bicycle lanes, you said? Yes, it was a center running bicycle lane, pedestrian safety improvements, and bicycle connectivity. Okay. Thank you. Any specific for ports? We have port experience in the Pacific Northwest, but nothing. As a Bowman, we don't have any experience with the grant in the Southeast market. But we do a lot of grant application in the Pacific Northwest, in Oregon, Seattle market. Bowman? Yes, ma'am. For Bowman. Can you provide me one example that Bowman has led? I will have to pull it out and submit the question. I don't have the information in front of me, but I'm happy to give you a full list of projects that we have led. But our partners are highly experienced with HDR, and that's one of the key items they bring with us, I mean, as part of our team. Thank you, Bill. Maybe I can speak to that. So, HDR was trying to get into this meeting, but for some reason they are restricted. So, I will explain what they had communicated to me. The classic example is the mega rail project in Savannah, Georgia. So, HDR led the effort for country's largest intermodal container terminal, Mason rail terminal in Savannah. And HDR wrote the application, Georgia Ports Authority received the grant money, and then, you know, they've been working on many such applications throughout the country. So, other than what Bowman does it in the Pacific Northwest market and the transportation market, our partners, HDR... Did you, excuse me, can you hear me? Yeah. Okay, I'm sorry to interrupt you. We had some mic issues here in the room. Apparently, you couldn't hear the project manager. Hi, it's Christine. Some of our microphones have turned off, so I think Dr. Yacinth was trying to clarify the question. We may need to get some technical assistance in here, because we only have one microphone. Dr. Yacinth, do you mind coming up to this working mic? If you can just hold on a moment, and we're going to get our IT group in the meantime to come in. Thank you for your patience. All right, we're back now. Thank you, Madam Chair. Yeah, Avicii, I just want to clarify Bowman itself. Have they ever led... I know about HDR and the others, but have Bowman ever led a grant writing effort? What has been successful in that effort? Provide the one example, and what year? Yes, yes. As I said, I don't have that detail in front of me. I don't want to distract myself to try to get that information out, but I can assure and I can say on the record that Bowman has led and developed grant applications for port authorities in the Pacific Northwest, in the Washington and Oregon market, and I can send the information right after this meeting. I don't think we can do that. My understanding is that you're not allowed to send information afterwards, but you've answered my question. Thank you. Two more questions. Can you give an example where stakeholder feedback materially changed the final plan? That's one example. I think every project I have worked on, the stakeholder input has driven the outcome of the project. So if I have to pick one project, I would pick a port of New Bedford authority who wanted to shift their existing fishing community who use the existing wharf because they are becoming more and more vibrant cargo port. From a fishing port, they want to turn into a cargo port. Existing assets are being used by the fishermen. How do you tell them to move up in the north side and then release the space to do the offshore wind market? So we had to do extensive outreach to the fishermen community, and the lesson that we learned is that you cannot just push them out without building a new infrastructure. So the initial plan was just to put them in existing dilapidated, old age, you know, infrastructure. There was additional work that was needed in order to enable that move. That's the classic example. And it was very difficult to get their feedback because they work as a community. So we had to identify a local fisherman community lead whom the other members will listen to. We had to have one-on-one educational work that why this is beneficial for you guys, why it improves your safety, bring them on board. But their input completely changed the way the project was going to basically lay out from a planning perspective. Thank you, Vijay. And last question, Madam Chair. Vijay, is there anything we didn't ask that you think is critical for us to consider? Thank you for that question. There is many things I would like to bring up, but the most important one is the congestion and the traffic issues at the Southport and the intersection of Eller Drive and McIntosh. We have almost half a billion dollars, almost $600 million worth of projects identified in the first five years, which are associated with doing a new roadway system with the Griffin Road, connecting with McIntosh. That piece, we do request you to sincerely look at our qualification with Kale, because in order to change that behavior, you will need some kind of poor community system, initial feasibility study to do traffic modeling. That's what we put into this team. There is nobody in the market having worked in the market better than PortWise in simulation modeling. So we have the global expertise and we know the problems because my team and my colleagues have operated terminals like Brian's sites. There would be a lot of emphasis on building a new security gate at the southwest corner of Southport. So you have Vexis project, you have McIntosh project, all that needs to be looked at as an integrated approach to come up with the solution. So that's the best thing I think I would offer, you know, in addition to what you had asked us. Okay. Thank you so much, Vijay. Thank you, Madam Chair. Thank you. Thank you. And again, we apologize for that little interruption we had there. Well, that concludes all of the questions that the Evaluation Committee has for your team from Bowman Consulting Group Limited, Inc. We appreciate your team members being available for those questions and your presentation and your patience today. Thank you very much. Thank you, Madam Chair. Thank you, Evaluation Committee members. We look forward to getting an opportunity to work with the Broward County and Port Everglades. Thank you. Thank you, Vijay. And if your team wants to monitor the emails, we have two more firms, and then we'll resume back to the public portion of the meeting for the scoring. Thank you. Thank you, Madam Chair. Thank you. Thank you. Thank you. All right. Thank you. The fourth presenter, Bowman Consulting Group Limited, Inc., has now completed their presentation and answered all questions. Would the Purchasing Division staff please invite the fifth presenter, Moffitt and Nickel, Inc., to join this closed portion of the meeting for their presentation? Good afternoon, members of Moffitt and Nickel, Inc. Thank you for your patience. Thanks for joining us. Thank you for having us. We're still monitoring the lobby and bringing people in. Was that Mr. DeRose I have the pleasure of speaking with? I was there, Rodrigo. Hi. Rodrigo, that's right. Okay. Hello, Rodrigo. I'd want to kind of identify somebody that I can ask questions to, because what we're going to do is we're going to put up a list of the county staff members that are participating in the meeting, and we want you to focus on the team's participant panel to make sure that it's only members of your team that are in the participant panel as well as those county staff members that are identified. We have a couple other people in the lobby that we're admitting. Yes. One, Justin Niano. Yes. Dave Mulholland. Yes. Pierce Homer, Chris Cornell, Lynette Kardosh. I apologize if I'm not pronouncing these right. And Paige Yandel. Yes. We're still waiting for Larry. Okay. You won't tell him that I thought you were him. Here he is. He's in the lobby. I'm here now. Hello. Hi there. How are you, Mr. DeRose? I'm very, very well. Thank you. Thanks for your patience. Call me Larry. All right. You can call me Larry. Okay, Larry. So, Rodrigo was kind of... We're still... Go ahead. Sorry. One second. I'm going to try to bring in one more person. He should be here. James Kirschrabun. Okay. James was in the lobby a little while ago. I was trying to identify him. So, once he... If you want to ping him, we'll let him in. That's when I'm... Yeah. Okay. And then what I was explaining to Rodrigo was we have a list of the county staff members there on the screen, and we wanted you to compare the team's participant panel names, identifying team members from your firm and the county staff members to make sure that we don't have anyone in there that isn't expected from your team or the county. Alex, can you look at... Ernesto Perez. Ernesto Perez is a Broward County Purchasing Division Purchasing Agent. Okay. Sorry. We'll have to list him on our sheet. Anyone else that you don't recognize? Jack. Jack Diandra. She's with the County Auditor's Office. Yeah. We'll add her as well. We apologize. Kirk Dobson. Kirk Dobson is our Vendor Management Officer. With Broward County Purchasing Division. A brand new position. Well, about a year old. All right. If you can give me one more minute. If not, we'll have to start... Oh, hey. There he is. Oh, there he is. No. We'll monitor the lobby, and if he joins, we'll certainly let him in. Okay. So, I have a statement for you. For the record, please affirm that there are no other individuals in the meeting other than the members of your team and those county staff that are identified. Okay. Just a minute, because I saw... Now I see people added to the chat, other 43 people. Yeah. So, I guess that was previous people? That was from this morning. Anybody who was in the chat down below. They're not in the meeting. It'd be the attendees and the participants are the only ones, or presenters, I'm sorry. Presenters and attendees are the only ones on the call now. All right. I think we're ready. So, that statement is you're affirming there are no other individuals other than your team and the county staff? That's correct. Yes. Okay. Thank you. So, we're going to transition and pull up your pre-recorded slide deck and presentation, and if everyone from your team could stay on mute, we're going to run that slide. Oh, here's Mr. Kirschbaum. Ooh, just made it under the wire. So, he's coming in. Mr. Kirschbaum, welcome. If you can keep yourself on mute, we're just about to roll the tape from the previous presentation, and then we'll all come back to you for questions and answers. Thank you. Alex, if you can start the previous Moffitt and Nickel presentation. Thank you. And we at Moffitt and Nickel are very, very pleased to be here and able to present our experience and credentials to this committee, and we want to express our strong desire to continue working with Port Everglades as we have been in the past. On the screen are the members of our team from Moffitt and Nickel on the top row and in the second row, except for Mauricio Pizarro, who is with Burns and McDonald, and they are an aviation specialist, and right now, for example, we are doing work that involves coordinating with the airport, and that's why they are a member of our team for any future such assignments. The team from Moffitt and Nickel is diverse. We represent a wide group of disciplines, and in South Florida, we have resiliency, civil engineering, structural engineering, coastal engineering, environmental engineering, right here in the Fort Lauderdale office. You'll see here that we have six CBE participants. This is six CBEs of a wide variety of disciplines, and this is because in the planning contract, there are pop-ups. You don't know who or what is going to be needed at any given time, and the result is we are ready for anything thanks to having a diverse CBE participation on our team. Our team is also a local group of very experienced engineers and scientists, well familiar with work at Port Everglades and the port infrastructure, along with the periphery communities. We at Moffitt and Nickel are very proud to report that for the fourth year in a row, we are the number one firm in the USA in marine and port facilities. Now, this award is not just for quantity, it's for quality as well, because in order for us to have the highest volume of fees, we have to be doing the best work in the country with repeat clients and a very talented staff. So we're very proud of this ranking. Our 1,300 employees have been well represented with this ranking. We've done projects for 80 years in the business and founded in 1945. Rodrigo Mazzuera and I go back 15 years working at Port Everglades. Rodrigo was the project manager with me on the Turning Notch, which ended up being a half billion dollar project, and that involved lots of planning, lots of wetlands work, as well as the final design. Rodrigo is a very dedicated engineer and dedicated project manager. He's easy to work with, just ask your port staff, and I think they will report accordingly. He has a can-do attitude. He has port-wide knowledge because of all the jobs we've done at Port Everglades. And our work together has been a very, very successful experience, and we're very proud of it. So, Rodrigo, take it from here. All right, thanks, Larry. Well, you asked us to respond to some questions during our presentation, the first one regarding expertise and relevant experience. So, you asked for an example of a multi-phase, multi-agency planning project we worked for the court. So, we're very proud to bring in the shore power and electrification master plan for cruise ship terminals. We did for you, for Port Everglades. It has been regarded as a benchmark for shore power planning, and it's been used as a reference for similar initiatives in other ports around the country. So, now I'm going to bring Scott Laguerre, one of our senior board facility planners who worked on that study, to talk about the challenges and how they were resolved. Great. Thank you very much, Rodrigo. And, you know, the fact is, as Rodrigo, you reported that this report and work that we did and completed in January of 2023 has really been regarded around the country and Canada as a model piece of work in terms of this particular shore power. In fact, a month ago, I received a call from the Port of San Francisco saying, we want you to do exactly what you did for Port Everglades, deliver it the exact same way. I and our team were very pleased and proud to be part of this project and to deliver it for you. It wasn't always easy, and there were a number of challenges associated with it. One twin challenge was the scale of the project covering eight terminals and almost two miles of connecting feeder that needed to be routed, at least at a master planning level from all of those, and anticipating the project's under the Port master plan. Disney Terminal 4 was in design and getting ready to be delivered that year. The convention center was also underway. Lots of things to sort of take into account as to what current and future conditions needed to, the work needed to account for, as well as lots of people to talk to, port staff, the captain, the cruise lines, Florida Power and Light. The combination of these two, really the result or the key solution was lots of constant communication and collaboration. In some cases, the port led those, especially with sensitive partners like that. But we were always together and at the table solving these problems together, whether we're learning about the site or we're starting to move through into the alternative generation. And I think that was one of the reasons why this project came out so successfully. Modeling emissions was quite a challenge. And part of that had to be understanding what some of the emissions, but also what the forecast needed to be. Again, that was an area because of our strength and cruise work and forecasting, we were to ably, easily overcome and advance and move that forward. And finally, this project was super visible in 2023. This and Disney were probably the biggest projects that were delivered by the port at that time. We wanted to make sure the leadership had the tools and the message for everyday audiences from the county commission all the way down to regional stakeholders. And we believe this was a model plan and provided a strong founding roadmap. This is, in large part, the way that we do these types of projects. Our seaport planning process starts with understanding the now, what it means to assess infrastructures and ecosystems and operational factors. We look hard at the market drivers and the community leads. And the goal there is to align business growth with regulatory conditions, environmental stewardship and social benefits. Very important is the middle, sort of the alternatives to exploration. We don't jump to any solutions. We explore them fully. Just last week, or I'm sorry, just this week, I was at Royal Caribbean and they said, we've got to explore what the art of the possible is. That's so true when it comes to any kind of a port master planning assignment to develop the concepts and weigh those against selection criteria and narrow down these things together. You know, do it together with a port, the users in the community. And then where we're very successful across all of those is to turn the plan into a reality and understanding what those implementation steps need to be. On the next slide, the balancing act really occurs in the middle. This is the burger between the buns. And we're always starting with our business, balancing that again, as I said, against the regulatory framework, the environmental conditions that are out there, the community, making sure we fundamentally know what the issues are. And in this case, maybe it's cruise passers. We're delivering great guest experiences. We want to have continuous engagement. We want to make sure we're balancing and understanding and evaluating right in the middle of those alternatives, the economic, the societal, the environmental benefits to really hone down, but also balance and ensure we're not trading anything off extremely to get the right solutions in the planning environment. With that, I'll turn it over. Thanks, Scott. Thanks, Scott. The next set of questions deal with our capacity and team composition. You wanted us to state how our team will ensure availability and responsiveness without compromising the quality of service. Well, I mean, this is what we've been doing for the past five years. We've had this project before. So, and definitely we want to keep it for the next five years. Moffat & Nickel established its Dave Broward and Palm Beach offices with a diverse, multidiscipline staff to deliver on-time and on-budget services to our local clients like you. They wanted to have available staff to satisfy the local clients with their needs on a timely manner, having knowledge of the local agency's codes and regulations. This way, we ensure responsiveness to our clients. To wit, we have been able to properly respond in providing services to Port Everglades in our current planning contract. We have just completed a 90-day turnaround, a draft version of the study of an off-site parcel near the port. And we're currently working on the new Southport entrance study to which we are required to complete in 120 days. For this, we have our traffic and transportation group involved with Ingrid Berenbaum, all the parts of the city, and also from our Fort Lauderdale office, leading the study. I have been the port, the project manager for the current contract for the past three years. I'm based out of the Fort Lauderdale office, 20 miles away, 12 miles away from the port. On a normal day, it would take me between 20 and 25 minutes to get there if you need me without killing myself. So, my priority is Port Everglades. If for any reason I'm not available, we have my colleague, Anka Predescu, also based in our Fort Lauderdale office as the assistant project manager. So, and most of our sub-consultant team with public outreach and the planning advisors are also based out of the Broward offices. That doesn't mean that we're only locals. So, we have port experts all over the world. And for that, I have Pierce, please help me work here. Thank you. My name is Pierce Homer. I'm transportation director for Moffett Nickel. And we've had a lot of fun working with Port Everglades staff on grants and capital programming. And I think very successfully. One of the reasons we've been able to do that is our insight and knowledge from other ports around North America. I'll just point out a small handful here because these are all very long-term relationships. And so, in the world of cargo, for example, Georgia Port Authority, we've been there for over three decades evaluating market opportunities, developing the infrastructure to serve it. And they're a port-operated terminal to help them optimize those facilities. Just further north is the Port of Baltimore. Again, we've been there more than three decades in a long-term relationship, which is planning, funding, strategy. They're a little bit more like Fort Lauderdale in that they're constrained for space. They're a landlord port. And we've helped them to work to develop lease conditions that incentivize their terminal operators to grow in cargo. Turning down to the world of cruise, which is so very important to Port Everglades, if you look at the work we've done in Port of San Juan and Port of Tampa Bay, clearly that's a soup-to-nuts experience. It's a different model than cargo. And so, in the case of the Port of San Juan, we had certain operational needs within the entire port that had to be met by the cruise industries in order for them to continue service. And so, that was the driver there in those sets of long-term relationships, really more on the cruise side, but Port of Tampa Bay, obviously, on the port side. Lastly, in Port of Vancouver and Port of Oakland, I just bring these up because we've talked about electrification earlier. We have the soup-to-nuts experience in both of those places, looking at and defining long-term needs and opportunities for electrification. And then bringing them into fruition. And you learn when you bring things to fruition, we take those lessons and bring them to Port Everglades here. So, I'm happy to turn it over to Tim now to talk about quality assurance and quality control. Great. The port asked us how Moffett & Nickel manages QAQC and what our plan for for this contract. My name is Tim Blankenship. I'm based in our Miami office, and I will be responsible for the QAQC components of this project. Moffett & Nickel is an ISO 9001 certified firm. It's a very comprehensive process. And our approach at Moffett & Nickel is to integrate QAQC from the initial phases of the project all the way through final delivery. So, in addition to our internal resources and our internal QC process, I will also be responsible for requiring our sub-consultants under this contract to have a project-specific or contract-specific QC plan. And I will be responsible for reviewing their work products and ensuring that their deliverables meet not only our requirements internally, but also the requirements of the port. And also, with our QC approach, we don't just wait until the last minute. We want to have regular team check-in meetings, identify deficiencies and concerns early on, and we also try to involve our younger staff in some of these check-in meetings so this process is contributing to their staff in career development. We also review the port projects through the lens as an operator. And we want to make sure that all of our projects, whether they're planned, account for potential loss of revenue. Can we look at sequencing? Can we look at phasing? Because we understand we have such extensive experience with ports, not only here in Florida, but also worldwide. I am based here in South Florida, and I meet with our Fort Lauderdale team on a regular basis. And if needed and requested, I am also able to meet with the port to further review our QC process and answer any questions that the port may have. Thanks, Tim. Well, you asked, what is our firm's philosophy when it comes to being long-term planning partners? We have a global presence communicating with the global industry. We work with clients doing market studies for them all around the world, which gives us a very good understanding of what is happening and what are the future trends. Regarding what is happening in the marine industry, we analyze and track global trends in cruise and cargo. We have a freight and cruise economist in London and New York doing that. And Moffett & Nickel prepares a quarterly report on logistics and cargo data that we share with our clients. On the local South Florida area, we have a local presence in the Port of Everglades Association meetings. I'm a member of the Board of Directors. Our staff are local residents for decades and know the community. We are vigilant monitors of local economic data. As you know, on port community needs and goals, we know the port has limited space, has traffic issues. We've been hearing this and seeing this for a very long time. This must be solved in planning. So, next slide. How do we anticipate the port needs before we are asked? Well, we reviewed the capital program and compared that to the upcoming grants and shared our judgment of the right grants to pursue and worked with your staff to identify matching funds and asked the question, is it doable? Many times at the end of reviewing it, we would tell the port, let's not go with it because it's not worth it, you see. So, I mean, we are doing it now. An example of an issue that we believe grants a study is the Macintosh roundabouts. We think this would help alleviate the south port traffic and help with additional rentable space at the south port. At the office, we've discussed this for a while, the possibility of performing an ROI to gain around four acres of rentable space by realigning Macintosh Road and installing roundabouts at the major intersections. So, we have seen a lot of reports that roundabouts at intersections are beneficial for traffic flow. Now, we could, let's say we have Macintosh Road, we could bring northbound and southbound lanes in close alignment with a traffic separator, install the roundabouts in the primary intersections, and replace the current drainage retention area in the middle with underground storage. This would free up around four acres for rentable tenant space. Another item is the integration with larger Broward County resiliency and transportation investments. Studies to address sea level rise, deal with the king tide storm surge on the resiliency side, and whatnot, light rail projects on the transportation side. So, now, how about the planning for, I don't know, replacement of all the old underground infrastructure at the port or traffic mitigation? So, these are all the issues we can help the port with. We're always thinking on possibilities to make Port Everglades better, more efficient, more useful for the community and the country. So, Larry, tell them why we should be selected again for the next five years. When I talk about why Moffa and Nickel and the advantages, in the end, it equals what's the benefits to Port Everglades? And we do offer benefits to Port Everglades. First and foremost, we have a proven project manager with experience up and down the full length of the port, vertical projects, horizontal projects, peripheral communities, who knows what's been going on in the past and where we want to go in the future. We know the Broward community and we know the Port Everglades community very, very well. So, we have an intimate knowledge of what's going on almost at all times as a result of our involvement in those areas. We have niche experts who have a desire to share with Port Everglades our experiences from around the world so that we can help make Port Everglades not only state-of-the-art, but visionary in the direction we wish for all of us to go in. I, myself, have a great deal of time invested in Port Everglades and I've lived here all my life. So, my personal experience and knowledge, I believe, is as good as anybody's. And we have an intimate understanding of the port infrastructure. The McIntosh Road idea, where we could free up four acres for a rentable property, is something that I have focused on and thought a very, very real possibility. So, a return on investment study, we recommend be done as one of the tasks. We're ready for your questions at this time. And thank you again for this opportunity. Thank you, Mr. DeRose, and from the team Moffitt and Nickel Inc., Mr. Mazura, we appreciate the presentation and your team's availability now to answer the committee members' and project managers' questions. Dr. Pitirichu. Thank you, Madam Chair. So, I'm going to address my first question to Rodrigo. So, Rodrigo, you are listed as a project manager for this potential contract, as well as contract administrator. Also, I understood you have similar role in the past projects or contracts with the port. Is anything you can share, a lesson learned, like what you will do different this time, if any? Yeah, well, that's correct. We currently have this same contract that was expired last year, and we've had two six-month extensions. So, we have the contract until, I think, like June of this year, and I've been the project manager for it for the past three and a half years. We've had around like five or six tasks during that time. And issues that we have, there's always not enough money from the port to do a good job. But we even do what we can with it. We've been very successful with the grant applications. In fact, right now, we're doing some work that we're not being paid for because we think that it is definitely, I mean, you're our client, and we definitely want to keep you. And so, we'll do it. So, what other issues? For example, we've had small business. Rodrigo, I'm going to stop you because we go off tangent here. So, my question was from the past experience, and also could be, you know, if you don't mind, other port, that just give us a one lesson learned that we will do better in a future agreement, like planning efforts I'm looking for. If anything we learn, we can do better in the next task, if any, if it's. Oh, no, definitely. We can always do better. In grant applications, we believe that we think we're doing the right, taking the right course, and we may do it differently in the future. For example, right now, we have one, when we're working, we're talking about a new grant application, and we submitted one a while ago, and right now, we are thinking on doing something a little bit different. Maybe, Pierce, you can talk about that. Yeah, sure, and I think this is applicable to more than just grants. The single most important thing we can do, and this pertains to all of our clients, and I work with a lot of ports throughout North America on these issues, is spending a lot of time up front on the scope. What does the port need? Okay, and then sometimes there's what does the port want? There can be a disconnect there. One of the things we try and do is to connect needs and wants in a very clear scope, and that pertains to planning, to engineering, to grantsmanship. And so I think Rodrigo does a great job of making sure those lines of communication are open, and your staff at Port Everglades, they pick up the phone and call with questions. Sometimes they're complicated. Sometimes they're easy. We always pick up and respond. Thank you. That answered my question. I appreciate it very much. So my next question is, give me one second to situate myself back here. Can you specify the exact AI tools or platforms your team uses for port planning tasks and explain the specific purpose or function of each one of those tools, if any? All right, we have one. Pierce, I think you should answer that one, or do you want me to do a Dave? No, Dave Mulholland is already on the next one. Let me go ahead and take that, Rodrigo. So on behalf of the technology side of it, to answer your question, we have actually used and leveraged many different software packages off the shelf that are out there. Esri has a great AI application called GeoAI. We're using it currently for maintenance assessments. We're using it for crack detections on walls and trying to get into lifecycle analysis using it. There's a lot more out there relative to other opportunities in the design side when you start to get into leveraging the design tools that are out there, Autodesk, Bentley. Both of them have great opportunities for planning capacity, Bentley specifically being an ORD in Florida. We use that a lot for some of their OpenSight Plus, which is an AI application built into the tool. We often look at what is out there off the shelf. Right now I'm currently working with a firm in Germany that's actually doing some inspection, and we're looking to use the inspection opportunity through the use of AI to identify feature extraction and use it to actually identify how we use it to streamline the process and save clients like Port Everglades money in the future. So happy to answer any more questions on that. I can literally go on for hours. I just love the impassion of this area. The other thing that we have on the technology side is we have a company in Spain called Nextport. And Nextport is a company that really looks into optimization of your terminals. And so we look at one of the things that we talked about is vessel optimization. How can we get vessels in and out of the ports quicker? So we're looking at contracts, and we have contracts with all the major operators right now and with the cruise ship lines of how can we get ships in and out quicker and make the cargo faster. That same thing goes with the ports as well. So the ports are really looking at this from a standpoint of how can we get cruise people in and off the docks as fast as possible. And so the optimization points that we're looking at are through AI as far as looking at projects in Al Jazeera and projects in Europe and projects on the East Coast where we're really looking at those tools to really optimize what we're doing on the port sprout. Thank you. And my last question is can you share an example of how have you managed change in scope due to unforeseen circumstances? This question is intended for a planning effort, not the design or construction. Changes to the – well, I'm glad that we haven't had it in this contract. We – when I was working at the Turning Notch, we had multiple changes from the original design. And we just sit down with a client, we go look at the new scope and address it. It's – we – we're there to help our client. And Rodrigo, I'm happy to add to that too. You know, one good example on a planning level is the Portmaster plan update we did for St. Lucie County and the Port of Fort Pierce. When we started the project, it was a normal operation and then COVID hit. And the change of scope was to move all of our public outreach to virtual and to use a platform that we have a license to call Public Input. That allowed us to have continuous engagement with the community and with stakeholders. And while there was a little bit of delay because of everybody adjusting, we were to – we were able to adjust our outreach scope in such a way to still effectuate extensive participation by stakeholders, by the community at large, and to finish that plan and receive unanimous county approval for the work that was delivered. I'd like to weigh in on this as well. It's my job with Moffitt and Nickel to find out what the seaports need, what they're not getting, and so on. And one of the things that has been reoccurring has been that consultants are not writing scopes of service that are not thorough enough. So we have implemented and devoted our time to making sure our scopes of services is written about as thoroughly as is possible. So I would say in the past five years on this particular contract, I don't know that we've had a scope change on any task because we try to do our homework way ahead of time, make sure we have vetted what will need to be done. And if we do that, then changes of scope might come from the client, but they won't come from omissions in the originally written scope. Changes of scope that come from the client are usually brought in in such a way as they might impact schedule and fee. And when that happens, of course, we are ready to jump on it to avoid schedule problems while we work out the fee additions and so on. So the Schedule 2 has been an issue in multiple ports, and we try to make sure and do our best to deal with maintaining schedule. And there are many parts to these schedules we have no control over, and that's the only time you run into scheduling issues. Thank you, Larry. That answered my question, so I have no further question, Madam Chair. Thank you. The remaining, Mrs. Bean, go right ahead. I have a question for the PM. How do you ensure that your team can respond to the client's need quickly? Most of our team is here in South Florida. Our office is 12 miles away from the port. I can be there in 20, 25 minutes. The team that we selected has offices here in South Florida, too, and most of them here in Broward. So we're all locals. So we have an advantage because of that, and I think it's beneficial for the port. I'd like to weigh in on that, if I may, Rodrigo. Yep. And that is this. Right now, for example, we concluded the Southport Entrance Study. Now, this Southport Entrance Study has gathered a lot of interest. So just this week, for example, presentation drawings that we have done, we were asked to make some adjustments to them and so on, but the port needed them, the port staff needed them in 24 hours. Well, we have that kind of depth in South Florida, and we have the kind of workloads that we manage such that we were able to drop things, get the graphics done, and get them back to the port. And then when we got them back to the port, the very next day they came back and said, you know, we want to make some changes. Can you do that in 20? And we did that. We delivered that this morning. I guess my point in answer to your question is that we are able to respond, we have been responding, and we will continue to respond as we have demonstrated in the past. Thank you. And by the way, I'm at the port probably, if not every week, every other week. You'll see me walking all over at the administration building. Thank you, Rodrigo. We have committee member Sotomayor has a question. Yes, can you, Larry, can you please give me a brief example in your past planning projects that you experienced challenges in budget and maybe schedule goals and how you handle it? Yes. I'm going to reflect on the work that both Rodrigo and I were involved in for the port turning notch, which I didn't realize it at the time was going to be a lot more expensive than the budget that was in the master plan. And I did not know it would be also the largest seaport project in the country for over a year. What happened on that was this. We sat down and had to build this turning notch and the uplands area over what was a prior garbage dump. So we had lots of research and reconnaissance that had to be done. In the master planning phase, they did not have the advantages that we had in the way of time to prepare the research and do all the reconnaissance. By advancing all of that knowledge, we also wound up demonstrating that there was a lot more money that was going to be needed in order to overcome all the obstacles that were buried underground, which I had known about because I started my work at Port Everglades back in the early 80s. So I knew that over the years this had been done. Anyway, what abounded to what would be a budget crisis, we managed our way through it by demonstrating all the costs that were in the original master plan that were not also in the real project that was about to emerge. And with that, and with a lot of assistance from port staff, coordinating grants, and so on, we were able to double the budget and move forward on the project, the lesson being that what you see coming forward in master plans and rough order of magnitude budgets does not include all of the details and hidden conditions. And because of that, all that reconnaissance work or empirical work has to be done to make sure that you don't get ahead of your budgets and ahead of your problems. Thank you for answering my question. Any other questions from the committee? Otherwise, I'll turn it over to Dr. Yusen. Thank you, Madam Chair. Good afternoon. I don't know if it's Larry or Rodrigo. I guess I'll go to Rodrigo first. Your transposition lead is going to be Pierce, is that correct, for this effort? That's right. Okay, and who would be a... Go ahead. We have Pierce and we have Dave Mulholland. Dave is with Moffitt? Yes. Okay, and who's going to be your grants lead? Our grants lead is going to be Pierce. So Pierce... With Allison. Okay, all right. I know that you currently have the agreement with the port. Can you give us an example of where stakeholder feedback materially changed the final plan? All right. Can you give us an example where a stakeholder feedback or stakeholders' feedback materially changed the final plan? It could be at the port or someplace else. Here at the port, for example, when we did the study for the offshore power, we had a lot of feedback from FP&L and things that changed things. So, Scott, can you help us with that? Yeah, I'll be happy to address that. Without the direct stakeholder feedback from FP&L, from the cruise line users and other stakeholders of the port, we would not have had a successful outcome in the master plan. So, by example, talking with Princess Cruise Lines and understanding where exactly their shore... First, are their ships equipped with shore power? If they're not, when would they be equipped to have that connection? Where are those doors located? And working through Princess, Royal, Celebrity, all of the lines to really understand their needs. And also, one of the things that happens when you deploy shore power is the potential for cables and assets on the wharf. And they're also trying to provision ships. So, we can and did, through that interaction, materially advance how we approached making that shore-to-ship connection, where we master plan vaults, and how thinking through not just where the connection is on the ship, but things like how will they provision? Will the bogeys on the PBBs be in the way, both in terms of their general operation, but also when they're tied down during hurricane preparedness? And that's a great example of just spending time with Neil and others at the port, helping facilitate those conversations, to really substantially get to, I think, the right solution at each of the eight terminals. And that significantly, substantively moved the needle in terms of being able to deliver that project. Thank you, sir. All right. He answered my question. So, I have a few more questions. Given the CBE requirements for this project, how would your team ensure compliance and success at this time? Well, that's why we have six small business subconsultants. We brought them this time. And, I mean, for some, I mean, 25% is a very reasonable percentage of small business. And we, but, I mean, we're always trying to bring that higher. But in this, we're definitely going to do a big, an effort to comply with that. Thank you. If I may add to that. If I may add to that. Of course. The problem is this. When it comes to CBE, you know, we as consultants try to target the specialties of the CBEs. But we have a blank sheet of paper. We don't know what the tasks are that are coming up. So, when you have this mismatch of requirement versus what will the client really need, this is when we can get ourselves into a little bit of pressure. And then we have to bring in outsiders who weren't on the original team and so on. In this approach that we've presented to Broward County and the port on this competition, we've gone ahead and just brought in a wide variety of CBE disciplines, six consultants in all. And this way, and with our past experience, we can be better at targeting what the CBE is good at and what the county will need on any given task. Well, Larry, wouldn't you agree that there's a scope, identify the task? Maybe they're not specific, but you do have a general idea whether it's a feasibility analysis or whether it's going to be a planning study or a outreach event, you know, request. I mean, we do have that as part of the scope. I'll give you an example. We were awarded nothing but grants in the first couple of years on, for the most part, nothing but grants. We had one mooring study, I believe. And therefore, when it comes to doing a grant, I mean, Pierce is the only person, really, that was needed on the job. I think he was probably 90 percent of the billing or more. But we just spoke about the shore power. That was also part of your existing agreements. So I don't know if it's nothing but grant. There was also shore power. But my point was that, as you mentioned, you're making every effort to ensure that your scope is detailed. The port is doing the same thing. So I was just wondering whether or not, based on the CBE factor, the county business enterprise components, what effort would you be making this time to ensure compliance and success? Well, regarding the planning on the shore power, that came up later in the contract, well after a bunch of grants had been applied for. So by the time we applied for those grants, we were already behind percentage-wise since we don't have any participation of CBEs when it comes to grants. We started to catch up because we brought in the CBEs when we did the shore power as the contract time period evolved. So we've been doing that in making up for what we got behind on early on, and what we got behind on early on will happen to be nothing more than associated with the narrow range of services that were going to be needed in the early part of the work that we were doing under this contract. This time around, though, we have added extra personnel and extra CBEs so as to not fall out of pace with the emerging work that may come up. So that is why that imbalance occurred. Okay. The first thing that I think when we get a new task is how am I going to evolve small business. Thank you so much. I mean, I think we'll be doing it, yes. Okay. All right. Thank you, Larry Rodrigo. Madam Chair, my last question, and Larry or Rodrigo, anyone from the team can take this one. Is there anything we didn't ask that you think is critical for us to consider? You didn't ask? You mean today? Just overall, yeah, for today. So this is your time to tell us. Is there anything we didn't ask that we should consider? Well, yes. Yes. What's been large, very large, in the chatter around town and with the port staff and so on will come as no surprise to you, Natasha, because it involves the connector and the transit work coming up. That transit work from an operational standpoint, from a crowded corridor standpoint, in many ways is a very big item to be planning around for and with in the coming five years. This transit work is probably the biggest disruption I know of in the 46 years I've been working at Port Everglades. So my only point is that between the operational demands of Port Everglades, the transit requirements in running a corridor right through the thick of it all, and then constructing it while we have all these operations going on, this to me is something that should be – the questions should be asked about a lot more right now. We have a lot to work to do on this, we as a community, I mean. And we, if we are lucky enough to be this consultant, we'll have to be available in that regard. So that, to me, is the number one issue right now for the coming few years. So I have a follow-up, if I may there. Go ahead. Based on what you just said, we're going to the airport to support connector and all the various projects that we have. So what would be your first step if Moffat is awarded? Our first step – well, we respond to what you will require of us, but if we are sitting down at a roundtable and I'm asked to participate with Port staff, I think the very first thing is we need to set up an ad hoc staff that will be dedicated to solving all these problems. So setting up the personnel and the staff and having them designed for dealing with all of this would be the number one thing I would do, a special task force, if you will. Thank you so much. So if I may just change one thing and then we can move forward. He's answered my question. Could I add to that, Natasha? Sure, Pierce. As you know, we are preparing a grant for you to pay for exactly this type of study, which is the Southport entrance, the roadway, and coordination with the light rail and the intermobile facility. This is going to take a lot of resources given the number of stakeholders, the traffic congestion, and the limitations there. So that's the right framework in which that can occur in a way. And so we're already helping you to anticipate what some of those challenges might be, but it will take very substantial resources to make sure that it's done properly in the interest of the Port, the county, and the other stakeholders. Thank you, Pierce, Rodrigo, Larry. Thank you, Senator Moffitt. Thank you, Madam Chair. Thank you. That's all my questions. Thank you. Thank you. I just want to make sure the Evaluation Committee doesn't have any follow-up questions. It doesn't appear so. So thank you very much to the entire team from Moffitt and Nickel, Inc. We appreciate your attendance today and timely availability to listen in to the presentation and be available to the committee to answer their questions and the project manager as well. Thank you very much. No pleasure. May I add one more thing for the last question? Rodrigo, thank you. We appreciate your response. It's done. Thank you. Thank you. And if you can monitor your emails, we have one more presenter, and then we'll be back in the public portion of the meeting for the scoring. Thank you very much. Thank you. Thanks. The fifth presenter, Moffitt and Nickel, Inc., has now completed their presentation and answered all questions. Committee, you okay to keep going? Okay. So purchasing, if you could please invite the sixth and final presenter, GHD Consulting, Inc., to join the closed portion of the meeting for their presentation. Jessica? Jessica? Hello. Hello. Hi. Welcome. You're with GHD Consulting? Yes, you are. Yes. Deputy Project Manager. Welcome. Thanks for your patience. Of course. We are waiting on a few more folks to join. Of course. I'm monitoring the lobby, and what we're putting on the screen for you is a list of the Broward County staff that are in the call. And once your team joins, I want you to focus on the participant panel to make sure that we don't have anyone on the call in the participant panel that isn't either a member of your team or Broward County staff. Okay. I know some people are having trouble getting in. I'm trying to help them out with that. Okay. If it's easier, I can add them in the participant panel and invite them that way if you tell me their email address or phone number. Probably. Okay. If I put that in the chat, does that help? Yeah, that'll work even better. Yes. Okay. Much more efficient. Thank you. Yeah, it's not recognizing Michael's email address. That is not good. He is our main person. Maureen, maybe you can send to the list of intended participants for GHD the meeting link. I don't know if he was included in that because he was unable to make the original presentation. Okay. She has access to the chat, so she can get his email from the chat. And I'll try Victor Torado. Yes, please. That's not going to work either. How about their phone numbers? Michael's phone number. Let me interrupt. That's... Thank you. That is Michael's. And this is Victor's. Yeah, so Victor is trying to join him. It says, this meeting doesn't allow guests. Please contact organizer. And he's using the link that was in the invite? That PDS, yes. Okay, I'm adding his phone as well. Hello, Victor. Thanks for joining. Hello, Victor. Hi, how are you? Yeah, we've been trying to... Doing good. Our team is trying to join right now, but it seems like everybody's getting picked off. Okay, we apologize for that. Unfortunate. So we have, I think, it's still calling Michael. Okay. We have Jessica. She's on. And you're on, Victor. And Jennifer is with you, Victor, right? Yeah. Yeah, Jennifer's with me. Okay. There you go. I just texted Michael to make sure that he knows that you're trying to call him. Okay, and Maureen, have you sent an email directly to Michael? Okay, great. With the link to the meeting. Okay. So if he can check his emails, if you guys are in touch with him. I'm going to text him right now. Can you try one other phone number for Michael? Sure. Michael? Hi, Michael. Welcome. Hi, this is Maureen. How are you? This is Christine Shorey. This is Maureen. Christine. Hi. How are you? Maureen's here, too. Don't worry. I'm well. Good. All right. So we have Victor, we have Jessica, Jennifer is with Victor, and now we have Michael. So what we have on the screen there is a list of the Broward County staff members that are in the meeting. And what we wanted to do is have your team focus on the participant panel to make sure that we don't have any, let's say, competing vendors on the call or anyone that shouldn't be on the call. It should just be your team and the Broward County staff. But can you take a look at that? Sure. The phone numbers I have is... I can't see the screen. Oh, I understand. I think Jessica can. Yeah, I can look. Give me one second. Sure. So the number ending in 5838 is Michael's, and the number ending in 4809 is Victor and Jennifer's. Correct. Yes, it looks like we are all set from our side. Okay. Perfect. So for the record, if you could please affirm that there are no other individuals in the meeting other than your team and the Broward County staff identified. That is correct. Thank you. Okay. What we're going to do is transition up your previously recorded presentation. If you all can stay on mute, and we're going to run that presentation for 20 minutes, and then we'll have you back available to answer any questions from the committee members and the project manager. So Alex is going to load that up. Sounds good. Thank you. Thank you. Here we go. Look familiar? Okay. So we're going to start your presentation, and again, if you could just remain on mute for 20 minutes while that presentation plays, and then we'll have you back for the questions. Thank you. Go ahead and start. Should we start? Yes. Thank you. Yes, you can start. Well, thank you again for having us this afternoon. Sorry about the last presentation. Hopefully we get through this real quick, and you guys can go on your weekend. My name is Victor Torado. I am the Maritime and Coastal Market Lead for the Americas for GHD. Unfortunately, Michael Van Der Beek, although he was very excited to be here today and was looking forward to this presentation, he had a pre-planned vacation over in China in a remote area where he does not have an internet connection. And so given my leadership role within the company and my role within this team and this opportunity, he asked me to take the lead on the presentation. Next, about GHD. We're a 12,000-people firm. We're 100% employee-owned, and we provide services from early planning, feasibility studies, all the way through engineering and construction and asset management throughout the life of projects. So this is my team today. For this opportunity, I'm going to be the Quality Control Manager. I'm also a 20-year, I have over 20 years experience in the industry and about six years a veteran for the Navy, and as you heard before, I'm the market lead for this side of the business for our company. Jessica? Jessica, you're muted. Thank you. Hello. My name is Jessica Rakich. I'm a Coastal Engineer and Project Manager with GHD's Southeast Maritime and Coastal Group, where I am engaged in port-related projects throughout South Florida. For this contract, I'll be serving as the Deputy Project Manager, working alongside our Project Manager, Michael Van Der Beek. Passing it off to you, Louis. Hi. I'm Louis Ahamiel, and I will be supporting GHD and Port Everglades, of course, in leading the cruise and planning efforts associated with all the cruise activities and anything else that need that help. We have been involved in the past with your master planning, your current master planning, and for many years, general consultants. So we're very familiar with Port Everglades. Thank you very much. Jennifer? Thank you. I am Jennifer States. I'm Director of Ports and Maritime with Momentum. And for this, I will be supporting GHD and Port Everglades as the port sustainability and funding lead. To this endeavor, I bring 27 years of experience across energy, port, and maritime sectors, including working directly within a port as Director of Business Development. For the last 10 years, I've been focused on the energy transition and energy innovations for both the port and maritime vessel side of activities. Thank you very much. I'll turn over to Brett. Hello. My name is Brett Luckey. I have 15 years of port planning experience. My role for the on-call contract will be providing technical support for all projects. Thank you. Passing it off to Evan. Thank you. My name is Evan Matthews. I'm the Business Development Lead for the Maritime and Coastal Services Group. Prior to joining GHD, I'm a former port director. And my role on the project is providing executive advice to the team on port development, port planning, implementing strategic plans, coordinating with inter-agency, multi-agency planning efforts to get projects through pipelines and funded. So thank you very much. Next slide, please. Yeah, so a little bit about Michael. Michael Vandenbrink brings a unique experience to this team. He not only played an integral role for the development of the master plan and the vision plan back in 2018 for Port Everglades, but he was also Director of Business Development for Port Everglades. That gives him a unique and intimate knowledge of the South Florida market and its pinch points, challenges, and opportunities. Additionally, he has over 20 years' experience, and he served as a director for other ports across the nation, which apports him unique experience throughout the business and for port businesses. Excuse me. Next slide. You guys have probably seen this slide already on the proposal, but I wanted to bring it up again just to give you guys an idea of the composition of the team and the large number of small businesses plus the local presence that we have in South Florida. I also wanted to highlight the fact that Jessica Reckett right here is also sitting in Broward County right next to you guys, and is ready to serve you guys whenever you need. Next slide. So in the evaluation criteria that we received, you pointed out several things that we wanted to make sure we highlighted. One of them was the experience and the capability to provide services for you all. Here is a small cross-section of what GHD and our team and partners have provided for either you or other municipalities or the ports. And I wanted to highlight the fact, again, that Michael, alongside Luis here, provided helped you guys with the development of the Port Master Plan and the Vision Plan back in 2018. The other thing that I wanted to highlight is that Luis has been working together with the Florida Seaport Transportation and Economic Development Council to develop the 2023-2024 Seaport Mission Plan that oversees the economic enhancement of development throughout Florida's four ports. Next slide. So here's another example shown on the previous page, Port and Orleans. So Port and Orleans is a unique opportunity to explain how well-versed we are in this type of work. This is a multi-agency, six private, this, I'm sorry, this is a, this port is impacted with a multi-agency, has six private rails, three municipalities, an abundance of private. They also have very close neighbors with very close residents nearby that are directly impacted by what the port does on a daily basis. So we're supporting right now the Port and Orleans to implement their master plan throughout heavy stakeholder engagement and to bring the port challenges and opportunities to the stakeholders and navigate with the community to the benefits they bring to secure their alignment and allow the port to continue to grow and secure grants and secure permits as they implement parts and bits of their master plan, as their current master plan. Next slide. Port Button in Australia. This is a great example, actually, of the type of material we produce. We produce it for our clients, specifically for stakeholder engagement and alignment and secure alignment of the stakeholders, also to secure agency approval and grant funding. This type of product allows us to generate data, very, very specific data for different parts of the port that allows us to then provide that to the counties and municipalities that are nearby and sync up the needs of each agency so that we can provide, so we can secure, again, that grant funding or the permit approvals or whatever is required from the stakeholders. Next slide. Little Svore Port in Benicia, California. Probably not very well known for a lot of people, but we also hold a master plan here. We're helping them implement this plan right now. And how do we work on this? What we're doing here is, again, through stakeholder engagement with the community and the port, we're working with the port to develop new business lines and rearrange what they're currently doing so that we can help them not only grow, but also secure economic and social benefits to the rest of the community by bringing new business to the port and the surrounding community. Next. So I'm going to pass this over to Jessica so she can give you guys a little insight here. GHD and our teaming partners maintain a strong presence throughout the Tri-County area with a particularly concentrated footprint in Broward County. Collectively, we have six teaming partners with offices located within the county, reinforcing our local engagement and accessibility. As the deputy project manager, I reside in Broward County and am located just a short drive from Port Everglades, allowing me to be readily available for on-site coordination, meeting attendance, and support. GHD brings substantial capacity to the table with over 150 employees across Florida and two strategically located offices in the South Florida region. The strong local footprint positions us to deliver timely, hands-on expertise to the port. More broadly, GHD is a global firm with offices spanning multiple time zones. Its international reach allows us to operate seamlessly around the clock, meeting deadlines, addressing emerging needs, and delivering consistent, high-quality services at every stage. Our team is fully committed to maintaining availability and responsiveness without compromising quality, even while managing multiple concurrent projects. We achieve this through deliberate resource allocation, including dedicated project leads, proactive communication, and quality assurance protocols. And I'll pass that back to you, Victor. Yeah. Thanks, Jessica, if you hit the next slide. And this is actually the next segue, right? And part of that, just the evaluation criteria, you guys asked us to provide a little insight on how we do quality control. For this opportunity, I am the quality control manager, and I will be leading the team for that. I also have a deep bench of technical experts throughout the company, through our sub-consultants, and around the world, right? How we approach quality control is actually through our ISO 9001 certification process, which gives us guidelines on how to approach this type of effort. For that, and as part of the ISO 9000, we're required to keep tabs on what's going on with the project, not only through backup information, but also we have to fill out forms that have to be auditable and ready to be available for review at any given time. So for every deliverable that we provide, we're going to have to – we have a standard form that we have to fill out, and our reviewers that provide technical backup or technical review will provide us with those comments. Those will get archived in our server and are available to you and ready to go for whenever you need them. This – as project quality control manager, my part also is to make sure that every task that you guys issue will get a quality control line item on every scope and every schedule to make sure that it's tracked throughout the life of the project, so you'll know when those quality control pieces are going to come up. So I'm going to make sure to make sure – I'm going to make sure that you guys – that you all are – have the correct data available so that you can review at any given time and audit our files as you need, and make sure that you are getting the quality of service and standards that you require. I think Jessica mentioned it a little bit earlier, and so I did earlier as well with the list of different subs and consultants that we have in our team, the proximity to the port and to the county. And additionally, I wanted to make sure to emphasize that Michael Vanderbeek is going to be your project manager. He's going to be dedicated to you, and Jessica will be here dedicated to you. We also have Evan and Jennifer available to you guys at all times. And as I'm – as we're showing today, Michael couldn't be here. He asked me to be part of this presentation and lead it. I'm here. I represent the company on a larger leadership level, and that's the type of services you're going to get from us. Next slide. Now I'm going to pass it to Luis for the next challenges. Next slide, Jessica. So one of the most astute questions I thought that you asked us is how do we help you anticipate issues? And you only do that by knowing the underlying factors that are affecting you, the market factors, the competitive factors that a port operates, and the situation that your port resides, your opportunities. You have the largest land footprint of all the competitive ports in South Atlantic, certainly in South Florida. You have the best rail and road access than Miami, Canaveral, Tampa. You have – you're centrally located in the largest metropolitan area, one of the largest in the country. But at the same time, all ports are entering this period in that we have to – the old growth model of ports was we can add more land and we can grow into that land and we can add more land. Those days are pretty much gone for environmental reasons and other reasons, and that we all have to live now more efficiently within our same skin that we all created. So whatever glades, like anybody else, has to do that, which means that when you come to us and you say, I need to plan this for a particular customer or a particular commodity or a particular issue, it's not just understanding what that problem is, it's the impact that that will have on all the surrounding issues to make sure that we don't compromise the ability to get the highest yield for every single piece of property. Every square foot of property is going to count from here on out because it's the long-term you enter into, the long-term leases and long-term demands. And that doesn't mean you don't change over time, but the reality is that that is the world now that we're entering all the ports in Florida, practically all the ports in the United States. So that's the key. And the other one is also recognizing weak links, like in a cruise terminal. You know that if you solve one issue at the gangway, but you don't solve the parking or the CBP issues, it doesn't matter. You create the bottlenecks. So that is something that we bring to you that we can then provide smart, fast solutions for you all. Next slide, please. So having served the port for so many years, whereas you're in general engineering consults for nearly 20 years, did your last master plan, participated on this last master plan. And having done really the other major port master plans, not only in the state, but in many parts of the country, we really have a good understanding because we know your customers also. We know your cruise lines. We know most of the major port cargo operations that you have and operators at the port. And we'll be able to respond with a solution that not only looks up before you, but what that means going forward and be able to execute a plan that will help you grow and not make a fatal mistakes, which you see it in many other ports. With that, I pass it back to Victor, I think. Yeah, thanks, Luis. And, yeah, so, again, we're a very experienced team, as you can tell from the team, the folks that we're putting in front of you. We have a very, very diverse team with a lot of innovative solutions. We have a proven track record throughout the industry. We have a heavy local team that is ready to jump at the opportunity to help the county and the port. And we are outcome-driven. We absolutely are outcome-driven. We want to make sure we provide solutions to you and to the communities that surround the port. So, with that, I have to say that we're looking forward – we're very excited and looking forward to working with you guys towards supporting Port Everglades and the community around – and the county in implementing the master plan, the current master plan being developed to best benefit the port, to enhance the return of investment that the port requires, to increase capacity without impacting the community, to get market share from everybody else that has been trying to leave the markets to go to other locations, to increase diversification in the market that you guys – that you all have and the community has, and improve economic – economic region – I'm sorry, to improve the economic impact that the port has on the region, and also to help particularly develop a resilient business and infrastructure. So, with that, I'll have to say, we'll cut it short and sweet. Thank you for having the opportunity to present to you all, and we're ready for questions. Thank you very much. All right. So, GHD Consulting, thank you for your patience while we previewed that prerecorded presentation. Michael, welcome back. Thank you very much. I'm going to open up the questions. I'm going to start with the – I was going to start with the project manager. One moment, please. Thank you, everyone. Sorry about that. All right. Can I start with the project manager, if that's all right? She may have some questions for you first, and then we'll go to the evaluation committee members. Thank you. All right. Thank you, Madam Chair. Michael, how are you doing? Hey. Good, Natasha. Good to hear from you. Good. Just some clarification. Who would be the transportation lead on this effort? So, transportation lead on this will be – we're using a CBE called Albright Engineering. They're going to be our go-to for the transportation consulting, transportation planning, et cetera. But we'll be splitting that duty with our in-house capabilities as well. So, GHD has a large firm. You have 12,000 employees. We have pretty significant transportation planning capabilities. So, we'll be doing some of it in-house, and then we'll be – in honor of our commitment to our CBE partners, we'll be using Albright to support that effort. Okay. And does GHD currently work – doing work at the port as the prime? Or overall, is GHD working at the port? Yeah. We're on the TYLIN contract for the bulkhead replacements at Port Everglades. We are not a prime on any contracts for us. Okay. Thank you. In terms of federal grants, who would be your lead for grants overall as part of this effort, grant writing, coordination, and so forth? Yeah. So, yeah, I'll answer the question. But in the time that has passed since the initial proposal went in, we have actually acquired a new staff member who is Jennifer States. So, she's on the call. She was with Momentum during the previous interview, and she is now in-house with us at GHD. So, Jennifer will be leading our grants work for the team, but we will still be using Momentum to support Jennifer in that role. Okay. Thank you for that. So, can you provide us an example where GHD has been the lead in the submission of a federal grant application? And what year and which grant program was it? Yeah. I mean, we have offered federal grant programs. What year? I don't know off the top of my head. I would have to look into that. Can you give me one example, Michael, in what the program was? I mean, what the project was for? Yeah. Yeah. Yeah. PIDP. So, we wrote a grant for PIDP, the Port Infrastructure Development Program. I want to say 2022 for the Port of Winimi in Southern California. Winimi. Okay. I, yep, I was the primary author for that grant application for PIDP. You asked for federal specifically? No. Well, that's federal. If it's PIDP. Yeah, that's good. Yeah, that's good. Okay, thank you. And then that was led by GHD. That's correct. The application was led by GHD. Okay. We also wrote it, a significant state grant for the same Port of Winimi that I also was the lead author for. All right. Thank you. And Jennifer. Yeah. We're good. We're good. We're good. Yeah. Natasha, hi. Go ahead. I was just going to say hi, Natasha. Again, it's Jennifer. And yeah, I led seven different federal grants last year in my role. And so we'll be bringing that capability over as well. I led seven PIDP grants specifically, plus other marine highways and many other federal grants last year as well. The one for Winimi, was that awarded? The PIDP grant was not awarded. Okay. The state grant for $80 million was. Okay. Thank you. Also, can you give us an example where stakeholder feedback materially changed a final plan? An example where stakeholder feedback materially changed a final plan. I mean, as you know, when I was the project manager for the previous version of the master vision plan update, I think we got a fair amount of stakeholder feedback as part of that effort with regard to a number of those projects. And, you know, we got feedback, not just from the community, as you know, but also from the port users, tenants, et cetera. And yeah, I think a lot of the projects were redefined as a result of that input. And, you know, you can attest to that personally, right? So when we were looking at where to prioritize Terminal 29, for example, what to do about with the notch having been already substantially complete, you know, what was the alternative for the pier structure coming off of birth 19? You know, the feedback there from the cruise lines ended up changing that project in terms of where it got advanced in what section of the plan, the 5 to 10, the 20-year plan that got put in. So that's one example. Another more recent example. One example is fine, but when you were a project manager under a different capacity, not under GHG, was for another firm, correct? Yeah, I was with BA at the time, that's correct. Okay. All right. Thank you. And Madam Chair, just one last question. Go ahead, Michael. Would you like an example of stakeholder feedback more recently impacting a result? No, no, I think you've answered my question. Thank you. Just one last question from me. Is there anything we didn't ask or I didn't ask that you think is critical for us to consider? Repeat the question, please. I'm sorry. Is there anything we didn't ask that you think is critical for us to consider? A proposal? A planning proposal or overall? Nothing. I don't know how to answer that question, Natasha, to be perfectly honest. Are there other questions that you have? So, I'll rephrase. Is there anything that you need us to know that maybe we didn't put it as part of our package or as part of the general planning services RFP? The main thing that you probably should know is that, again, in the time that has elapsed since we initially submitted this proposal, obviously things change. So, we've gone through a number of organizational changes and have grown quite a bit as a company. So, we've acquired a new firm in South Florida called ADA Engineering. They do a fair amount of, you know, in addition to other civil work primarily, they do a fair amount of transportation planning. So, they will boost our capabilities in South Florida. And then, obviously, Jennifer States having come over as staff as opposed to on the subconsultant side, that's a big change. And then, you know, other than that, I'm not 100% sure how to answer the question. But, yeah, we've certainly had some changes on the organization side. Okay. Thank you, Michael. That's all I have, Madam Chair. Thank you very much. All right. Thank you for the courtesy, Evaluation Committee members. We'll have your questions now for GHD Consulting. Dr. Pitirichu. Thank you, Madam Chair. So, my first question I'm going to ask was almost a follow-up question from Dr. Yassin that how do you, your team, ensure continuity and maintain a project timeline, budgets, and quality when there is a staff turnover or a management change with the new members, when the new members are assigned to a current task? We start by having redundancy in our people. So, again, as a larger company, the core team here, myself as project manager, Jessica as the assistant project manager, Victor and Jennifer, obviously. In the case that there is turnover, and I think you guys are aware that Dean Gooden is no longer with the firm. He was listed in the proposal. I believe you were made aware of that, that Dean is no longer with the firm. So, that's a perfect example of how that responsibility then shifts over to his replacement, who is Melissa Burns, who is a very capable engineer and professional in South Florida. You know, basically that responsibility lives with the organization, not with any one individual within the organization. So, if myself as project manager, if I were to leave, none of the files that we keep on hand for any project, you know, live exclusively on my hard drive. Those are all available to everyone within the company, and we have redundancy. That's the whole reason we have an assistant project manager here as Jessica so that we can keep that institutional knowledge as part of a leadership structure as opposed to with a single individual. So, yeah, any, you're asking about continuity, any continuity that is lost with a staff departure or something along those lines, we, quite frankly, that, from our side, we deal with that on a regular basis. So, we often have people that leave for other opportunities or, you know, personal life choices, et cetera, et cetera, and it's not uncommon to have to transition responsibilities from one staff person to another. All companies have to deal with that at some level, and I think we do that pretty effectively by, again, having that redundancy built into the project structure. Thank you, Michael. That answered my question. My next question is, can you specify the exact AI tools or platforms your team uses for port planning tasks and explain the specific purpose or function of each one of those tools, if any, used? So, on the AI side, I'm not going to be able to give you any specific tool in terms of, you know, specific to the technical side of it, but I will tell you, just like all professional services firms, we have integrated AI into our research, you know, functions within the company. So, we do use AI to facilitate searching, et cetera, et cetera, to take that cost out of, you know, some of those more basic tasks, but, you know, we're not applying AI currently in any situation I can think of that would relate to a deliverable, for example. So, we don't use it for deliverables. We use it for research. We use it to access information, as most people these days do, I think, but we are not certainly, when we complete work for you as a client, we will use the experience and expertise of our staff from junior to senior. You know, what we've seen, you know, what we've seen, what we've done in other situations with other clients, we will leverage that to present what we believe to be the optimal solutions in the context of Port Everglades, for example. We won't rely on AI for that, certainly, and frankly, as a professional services firm, we pride ourselves on using our people to, and including our CBE partners, because that's obviously the reason that the county has a CBE requirement, is you want to have them have employment and have opportunities at work. We take that seriously, and we use people to produce work. We use AI to make some of the research, data collection, et cetera, more efficient, but we will not use AI on a deliverable basis, if that answers the question. Thank you. That definitely did. And I do have a question, and I will start with this. That's not my intent to negotiate or lead to that conversation about the county contract, but there is the information provided to us, you know, one of your tasks was to pretty much see if you take any exception from the county form of a standard type agreement, and the information provided to us, and the information provided to us, a matrix that some of them, your firm, did decline or took an exception, and the county position, you know, some, it was provided, like, negotiable, but some of them, like, reject, reject. So, based on a respond, is that how you're going to mitigate that is, you know, I see your respond back says that it's still room. So, once I see reject, then one is even coded to the statute. So, how are you going to mitigate that so that you don't reach an impasse if you're one of the – but, again, this is not my intent to negotiate legal agreement here, but how are you going to approach that, that if it's blindfolded, reject by the county, what is next? And I do not want to talk about any specific one because I'm not in a position to negotiate county. No problem. Hi, Mr. Ricardo. I appreciate the question. That's something that we can, you know, should we go to the next stage, something we can consider. I don't believe Antonio's on the line right now as well, that it was material in a sense that it could be something that we could not get around, for example, but as the next phase would happen, these discussions continue on. But your question is, of course, a valid one since you have to establish that. You don't see, Ricardo, any risk of reaching impasse if this firm could be awarded? That's a great question. I mean, we can have impasse on other things that I cannot necessarily think of. Okay. So you never know in that sense. But if you read anything that involves the scopes of services or a risk assessment, that's something for you to consider, of course. Thank you. You're welcome. And I think I have... I apologize. Just to make sure I understand, was that, you know, you had asked a question, did you want me to table that, defer on that answer? Is that what I was understanding? Yes. Yes, thank you. No, I got the answer. My last question, Michael, will be, can you provide as an example of how you manage changes in scope due to unforeseen condition? This question is intended for a planning effort. It's not a construction project. So when you have a scope change, you know, during one of your tasks, you know, give us an example how you manage that. Yeah, of course. Yeah, so changes to scope are, I'm not going to say universal, but pretty much, they often happen. And, you know, the considerations primarily are, okay, if the scope changes, what is the impact on the budget? What is the impact on the schedule? And, you know, that's usually on an on-call contract when it's task order-based. So if Natasha, if we're hired, for example, to be your on-call consultant for planning, Natasha issues us a task order. We come back. We come to terms on a scope, a schedule, on a budget. We get, let's say, two weeks into that, and the situation changes. Well, the first thing we will do is obviously sit down with Natasha and be very clear about, you know, kind of what her expectations are in terms of what that means. And if, to her, schedule is the most critical, then we can figure out a way to allocate resources differently to meet that schedule. If, on the other hand, the budget is more important, then we will figure out how to work within that budget, even if it has schedule impacts. And if, you know, if she were open to both schedule and budget deviation, then we could have that conversation in terms of this is what we think we would need to do to be able to meet this change in scope. And this is how long we think it would take. This is, you know, this is the cost we think it would be. And there's a bit of a negotiation, if you will, or coming to terms there with the project manager. But these, I want to reiterate, these scope changes happen all the time. You know, one of the projects that I was going to talk about in terms of Natasha's question about stakeholders' feedback, you know, influencing a plan or impacting a plan. We're currently working at the port of Benicia in the Bay Area in California. And the primary stakeholder there, which is the terminal operator, took issue with some of the assumptions that were being made on the client side, on the city side, and asked us to make some changes there. So we had that discussion with the client, who is the city in this case. And the city agreed to make scope, you know, allocate scope changes, but not change the budget. So long story short, what they said is we're comfortable extending the schedule to be able to, you know, work in this new information and accommodate this request from the primary stakeholder. As long as it doesn't impact the budget, we were successfully able to modify the scope to do that. Thank you, Michael. Thank you for answering all my questions. I don't have any time. Thank you. Other committee members? Go right ahead. Question is to the PM. How do you ensure that your team can respond to the client's needs quickly? Well, so responsiveness is extremely important, as you guys know and as Natasha knows. So the key here is as soon as you get the request, you know, just from a process description perspective, it would be myself and Jessica. Get on, you know, so obviously that, presumably that request is coming from Natasha or from the port staff. Jessica and I will get on the phone or meet in person with Natasha or whoever it else is, you know, that we need to meet with. Understand the urgency and define what the critical path is of responding to that request. And then, frankly, we just marshal the resources. And we're very lucky, I think, on this contract to have extremely strong relationships with our subconsultants. In particular, you know, I used to work for Bermeo Wachumil, as we mentioned earlier. I was the project manager when I worked for Bermeo Wachumil for the 2020, 2018 to 2020 Master Vision plan update. So I have a lot of familiarity with BA from a personnel and process perspective. So I know Lewis very well, and I know how to activate him on the cruise side, for example. On the cargo side, same thing. John Martin and I have been working together for over a decade. So when it comes to cargo issues or cargo tasks, it's a very simple text or call to John to notify him of what's coming, what the urgency is, help him prioritize that time over the period that it needs to be prioritized, and get him going. And the same really applies to all of the other subconsultants down the list. You know, as we mentioned at the beginning of the call, with Jennifer coming over from Momentum, we still have an extremely positive relationship with Momentum. So on the grant writing side, for example, you know, if Natasha were to request us to prepare a grant proposal, the first thing that Jessica and I would do would be notify Jennifer, and then Jennifer would look at whether or not that's appropriate for us to do internally, or whether we go ahead and give her former colleagues at Momentum a call and have them get working on it. But either way, we have very strong relationships with our entire team, not just internally within GHD, where we obviously have a little bit of a hierarchy, but with our subconsultants, where we have extremely strong working relationships. So responsiveness will not be an issue for us. We take pride in being responsive. We understand in all of our contracts, on-call or otherwise, that the ability to respond quickly and meet the market where it is is incredibly important. And that, if I may, one more comment, that speaks a lot to the earlier question about, you know, what happens if the scope changes or if stakeholder input impacts the direction of a planning project. And the answer is that that often happens. So we have to be dynamic. We expect to be dynamic, and we will be dynamic. Thank you. Okay. Please give me a brief example of one of the, in one of your previous planning projects, about any challenge that you faced and how you resolved it. Yeah, absolutely. So there are a lot of potential examples of this. I think one of the, so a couple of things. To give you specific examples, in the case of Port of Wunimi, so this is a, you know, you'll see we give a number of examples from Port of Wunimi. It's a port that I work very closely with and have a very strong relationship with. In the case of Port of Wunimi, we were hired back in 2024, roughly two years ago, to complete a climate action adaptation plan for the port. This was about a $375,000 project, discrete project, not part of an on-call. But we were hired to do this comprehensive climate action adaptation plan for the port. And as we were getting into the implementation of that and working on some of the initial studies and the, you know, the climate science review and all of those things, the port was awarded their $80 million grant by the state of California. And I mentioned earlier, that was a grant that I was the primary author for. It was called the Port Freight and Infrastructure Program. And it was an $80 million grant from the state of California that was awarded to the Port of Wunimi while we're in implementation. And the Port of Wunimi is a smallish port, not a large staff. And immediately, that $80 grant forced them to reprioritize because of the time sensitivity of the funds. Those funds had to be allocated and used within a certain amount of time. And they had 13 different projects that they had to use that money to support. So, long story short, we had to pivot a little bit on the climate action adaptation plan around their time availability as staff. And so, what we did is we shifted the order of some of the deliverables that we were working on. You know, we had laid out a logical, what we thought of as a logical sequence of execution of the plan. And we had to move some tasks up, move some tasks out in order to accommodate their bandwidth because they had to deal with the funding agency immediately. And ironically, that happened a second time on the same project when the Port was awarded their EPA Clean Ports Program funding, which was about $50 million, about six months later. So, the same exact disruption – sorry, not six months later, about a year later. The same disruption happened because all of the staff had to pivot once again to figuring out how to execute against that grant. And they asked us to put a couple of the tasks of our project on hold, accelerate a couple of the other ones in order to give, you know, free up capacity on their end to focus on the grant funding. So, that's just one example. Okay, thank you. But when there are disruptions – Thank you. You answered my question. Thank you. Okay. Thank you. One more question from Dr. Yusen. Thank you. Michael, can you clarify something for me? I see – and the presentation might have changed. But I see you have – okay, you have – as far as commitments, you have availability and commitment yourself, Evan, and Jennifer States. Is that correct? Is that still correct? Say it one more time, please, Natasha. I'm having to tell you. For your presentation, it says here availability and commitment, three former Port executives, yourself, Evan, and Jennifer States. Is that still correct? No, it's myself and Jennifer States. Evan is no longer with THD. Okay. All right. So, Michael, you and Jennifer, are you all local? No, we're not local. Okay. So, who would be – if there's a need for immediate meeting at the port or a call, who would be the person to go to? Jessica would be the primary port of contact for that. She's based there in South. Okay. It would be Jessica. And then just from one clarification, I see that you do have your team introduction here based on your PowerPoint. But Victor Tirado is your QAQC? Does that mean – That's correct. In addition, would you be doing some QAQCs also? Myself? Sorry, say that again. Would I be doing QAQC also? So, who reviews the deliverables? Oh, well, I will obviously review the deliverables. Yeah. So, sorry. Now I understand the question. There's no deliverable that will go to the port that I don't approve. As the project manager, I will have on absolutely everything. Victor's role is not approving the deliverables per se. It's reviewing the deliverables to make sure that they meet our standards, you know, from all aspects, technically, but also, you know, professional standards, et cetera. And he has also QAQC on just the overall project management process to make sure no steps are skipped and to make sure that we're a deliverable quality project. But, yes, I will review every deliverables to the port. All right. Thank you. And last question, Madam Chair. Michael, so walk us through. So, there's a request for the port for you to attend a presentation. You're not available. Do you then reach to Jessica or do we call Jessica? Walk us through how that works. We typically manage these things is that Jessica and myself will be considered, you know, for all intents and purposes, we're one entity. We're linked at the hip. If there's anything you need, if you call one of us, my first step will be to let her know. If you call her, she'll let me know. And then we would respond based on that. So, there's never a single point of failure in that communication chain, if that makes sense. So, yeah, if you reach out to me and say, hey, we need you to, you know, be at a presentation this Friday, you know, today's Wednesday, right? Then what I would do is I would say, no problem. Let me call Jessica. Jessica, here's what's going on. We need to do X, Y, Z. Get her down there. And if it's something that requires me to fly down, then guess what? I get on the plane and I fly down. You know, obviously, a little bit of notice is always appreciated, but I do understand that in these situations, sometimes there are meetings, you know, either with the city or county level or with the stakeholders that do require a very quick turnaround. And to the earlier point about responsiveness, you know, we want to do this work, and we understand that if we're not responsive, that that's not going to meet your needs. So, we will be responsive. We also, and so, and that, you know, that first and foremost. And if awarded, Michael, what percentage of this work makes up your entire, this effort will make the entire work currently being managed by you and Jessica? Is it 50% of the entire work at GHD, or is it 20% and so forth? For Jessica, this is going to be more in the 50% range. For myself, this is going to be more in the 25% range. That's just being realistic based on other commitments, et cetera, et cetera. But because this is an on-call contract, the nice thing about that is we have the ability to, you know, I'm saying globally over the course of the multi-year contract, on a task order specific basis, once we commit to a task order, then we're in it. Like, that's, you know, it's not going to be 100% of our time, but we are not going to give you a schedule and a budget that we're going to not adhere to strictly. You know, we, again, we take that seriously. We have other clients, obviously. And when we give you a schedule and give you a budget, we don't want to go back and renegotiate that with you. That doesn't look good for us. We want to stick to that schedule and budget, so we'll find a way to do that. And like I said, I have traveled to South Florida a lot in my career, and I'm happy to be down there anytime I need to be, in addition to the local resources that we do have down there. Thank you, Michael. Thank you, Madam Chair. Thank you. It appears one more question. I have a follow-up question, Michael, on a Dr. Yassine question. So, for example, you know, we noted you're the project manager, you're the contract administrator, you're responsible for everything, you're responsible for QC, you review everything. So, on a regular task, and I don't want to go in specific because I don't know exactly what a task will be, like, I would say, like, what is your approach? Like, how many times are you going to be on site here? Like, would you have any idea, like, how you approach that? You know, like, would you be? Yeah. So, I mean. What's your plan? Like, how you incorporate that? Because, yes, you are not here, but that's fine. But how you address that to, you know, to, you know, visit the project? No, I understood. Of course. No, I appreciate the question. And so, I, you know, I think the way to answer that question, as I understand it being asked, is if, so if we, again, just going back to the example, we get a task order from Natasha. The first step is to obviously scope out that task order. Once we have an understanding about that task order, we'll identify what the schedule is, what the budget is, and what resources from our team need to be put on that. And so, these resources are always going to include myself and Jessica as the project leadership here. Victor's always going to have a role on the QAQC side. But depending on what that task is, that might be a simple email to John Martin saying, John, this is the task. You know, if it's a cargo forecast, right? I mean, obviously, John is part of the master plan team, so you know his work. Natasha knows his work. It would be, John, this is something that clearly is within your area of expertise and capabilities. Here's what we need from you. We need a level of effort. We need a budget, et cetera, et cetera. And we would use that resource for that task. On more companies, same with Bermuda, if it's a cruise assessment, a capacity assessment, or a market forecast or something along those lines, I'd call Lewis. I'd let him know what the scope is. He'd get us back to sort of a level of effort, budget, and a schedule. But substantially, that work would be completed by that subconsultant and what would happen with input from us and then, obviously, reviewing QAQC from us. But we are, you know, I'm not going to be offering every document, certainly. I'll be reviewing and we'll be providing QAQC on every document. But that's why we have built this team that we have is because we have a lot of trusted advisors. So that would be the case, you know, up and down the org chart. Basically, if it's a task that is best suited for, you know, for Albright, for example, or for Cummins-Cedarburg, then we would give them that task, figure out what our level of support needs to be. Obviously, provide the quality assurance and quality control for the deliverable. But I guess what I'm saying is that it may not need to be me that is on site. It might be just as effective or more effective for Jessica and Lewis to be on site or for Jessica and John Martin to be on site. That said, as I answered the previous question, as a project manager, if Natasha needs me down there, I would get on a plane and go down there. That's not a problem. Thank you, Michael. That's fair. Thank you. I have no more questions, Madam Chair. Okay. Thank you. Any other questions from the other committee members or project manager? No? All right. Well, to the team from GHD Consulting, Inc., we appreciate your presentation, your proposal, and your availability today to answer the committee members' questions. Thank you very much. All right. Thank you. Thank you. So this concludes all vendor presentations. You're welcome to stay in to the team from GHD because we're going to next bring in everybody else for the public portion of the meeting and the scoring. So you're welcome to stay. If you don't mind, if you could please mute yourselves, though. Committee members, do we need a recess before we move into scoring? Okay. Once the, and I'm not saying do it yet, but when you do the scoring and turn them in, we're going to take a recess then so you're able to, you know, move around and take a break then while we're tabulating the scores. It'll be a short, hopefully a short recess. All right. Would the purchasing division staff please invite all vendors and members of the public back to the open portion of the meeting? And we're going to monitor that lobby and zoom, zoom, zoom, everybody in. I'm just going to pause for a moment. All right. Thank you for everyone for their patience through this day. All of the presentations and question and answer period has concluded. We are monitoring the lobby and bringing vendors in as quickly as we see them, but I'd like to move on to the portion of the meeting is the scoring of the vendors. This evaluation committee has been very, very diligent, barely taken a break, and I'd like to allow them to finish up the rest of the meeting so they can go on and everyone will be on their way. So the next order of business is the scoring of the vendors. The score sheets have been distributed to the evaluation committee members, and the score sheets include assigned points for location, willingness to meet time and budget, and volume of previous work. And those points are applied based on specific criteria stated in the solicitation. When all evaluation committee members have completed and submitted their score sheets, I will then recess the meeting to provide time to tabulate those scores. Committee members, do you have any questions? You have a good network. Okay. Committee members, you may begin scoring. Everyone else, please stay on mute, and we'll try to give them the respect they deserve to score. Thank you. And committee members, once you complete your scores, please email the purchasing agent with your individual score sheet. They'll notify me once they have all the sheets and are ready to tabulate. Thank you. Good afternoon, everyone. Appreciate your continued patience. All score sheets have been received, and we will now take a recess to tabulate those results. The time is 6.07. We appreciate you staying on mute, and we'll try to expedite our tabulation. Thank you. Good afternoon. Again, thank you for your patience. I'd like to reconvene the meeting. The time is 6.25 p.m. Before the results of the scoring is announced, I'd like to thank all of the vendors for their participation in the solicitation process. We appreciate your time and your interest in working with Broward County. I also want to thank the committee members and, as well, our project manager for their patience and perseverance today in this extended long meeting. Thank you very much. Purchasing division, if you could please announce the scores and ranking. Can you maximize that on the screen, please? Thank you. The scores are as follows, starting with the highest rank. First rank is Moffat and Nickel Inc. Number 2. Can you do it? Okay. Okay. Let me start over. For the first rank, the scores are for Moffat and Nickel, 87, 87, 92, with a total of 266. In 2nd place, Baumann Consulting Group, Limited Inc., 85, 82, 83, total of 250. 3rd place, Volkert Inc., 78, 83, 87, total of 248. 4th place, BEA Architects Inc., 77, 80, 88, total of 245. 5th place, GHD Consulting Inc., 81, 79, 82, total of 242. And in 6th place, Hatch Associates Consultants Inc., 74, 81, 86, with a total of 241. Thank you. Maureen, can you blow up the Excel sheet just a bit? And we're going to repeat the ranking. So the order of ranking is Moffat and Nickel Inc. first. 2nd highest ranked is Baumann Consulting Group, Limited Inc. 3rd highest rank is Volkert Inc. 4th highest ranked is BEA Architects Inc. 5th highest ranked is GHD Consulting, and 6th highest ranked is Hatch Associates Consultants Inc. Thank you. The next order of business is the acceptance of the scoring and the ranking. May I have a motion to accept the Evaluation Committee's results and recommendation of ranking for approval? Thank you. I'm Mariana Pituriciu. I would like to make a motion to accept the Evaluation Committee results. GABN, I second the motion. Thank you. All those in favor, say aye. Aye. Aye. Aye. Thank you. The motion passes unanimously. The Evaluation Committee recommendation will be posted on the Purchasing Division's website for three business days as a proposed recommendation of ranking. Following this three-day period, if no objections to the proposed ranking have been received in writing by the Director of Purchasing, a final recommendation of ranking will be posted for five business days. If no vendor timely objects or protests, the ranking shall be final, provided that no county commissioner objects within five business days after receiving notice from the Purchasing Division of the final ranking. Once a ranking is deemed final, the county shall commence contract negotiations with the two highest ranked vendors. As a reminder, all information reviewed by the Evaluation Committee is posted on the Purchasing Division website repository, including the closed portions of this meeting. Committee members, is there any other business that needs to be discussed today? Thank you again. I'd like to thank all vendors that responded and for their presentations and availability to the committee today. And thank you also to the Evaluation Committee for their participation and our project manager as well. The reconvened final Evaluation Committee meeting is adjourned. The time is 6.31 p.m. Thank you all. Have a nice evening.