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Professional Services Agreement with HML Public Outreach, LLC 202-0 -3193. 7 PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF MIAMI BEACH AND HML PUBLIC OUTREACH, LLC. FOR PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS, PURSUANT TO RFQ-2020-118-WG This Professional Services Agreement ("Agreement") is entered into this 11 day of -DA-Ns-v.-N.7 20 21("Effective Date"), between the CITY OF MIAMI BEACH, FLORIDA, a municipal corporation organized and existing under the laws of the State of Florida, having its principal offices at 1700 Convention Center Drive, Miami Beach, Florida, 33139 (the"City"), and HML PUBLIC OUTREACH, LLC., a Florida Limited Liability Company, whose address is 5880 SW 74th Terrace, 2F, Miami, FL 33143 ("Consultant"). SECTION 1 DEFINITIONS Agreement: This Agreement between the City and Consultant, including any exhibits and amendments thereto. City Manager: The chief administrative officer of the City. City: The City of Miami Beach. Department: City Departments, including but not limited to Capital Improvement Projects, Transportation, Environmental, Marketing and Communications and the City Manager's Office. City Manager's Designee: The City staff member who is designated by the City Manager to administer this Agreement on,behalf of the City. The City Manager's designee shall be Tonya Daniels, Department Director. Project Manager: The City's staff member(s), manager(s) or consultant(s) with overall responsibility and authority to oversee the Public Information Outreach Services on Right of Way and Facilities Projects in Miami Beach. Letter of Authorization: A letter issued by the Project Manager (or his/her designee) authorizing the Consultant to commence work on a specific task. Completion due dates and fees are specified in this document. 1 Consultant: For the purposes of this Agreement, Consultant shall be deemed to be an independent contractor, and not an agent or employee of the City. The Consultant is the Successful Proposer(s) retained by the City to perform Public Information Outreach Services on Right of Way and Facilities Projects described in this Scope of Services. Services: All services, work and actions by the Consultant performed or undertaken pursuant to the Agreement. Task Assignment: One or more tasks assigned under this contract in connection with the Public Information Outreach Services on Right of Way and Facilities Projects in the City of Miami Beach. Fee: Amount paid to the Consultant as compensation for Services. Proposal Documents: Proposal Documents shall mean City of Miami Beach, RFQ, No. 2020- 118-WG for Public Information Outreach Services For Right of Way and Facilities Construction Projects, together with all amendments thereto, issued by the City in contemplation of this Agreement RFQ, and the Consultant's proposal in response thereto ("Proposal"), all of which are hereby incorporated and made a part hereof; provided, however, that in the event of an express conflict between the Proposal Documents and this Agreement, the following order of precedent shall prevail: this Agreement; the RFQ; and the Proposal. Risk Manager: The Risk Manager of the City, with offices at 1700 Convention Center Drive, Third Floor, Miami Beach, Florida 33139; telephone number (305) 673-7000, Ext. 6435; and fax number(305) 673-7023. SECTION 2 SCOPE OF SERVICES 2.1 In consideration of the Fee to be paid to Consultant by the City, Consultant shall provide the work and services described in Exhibit "A" hereto (the "Services"), and as may also be more specifically prescribed in the Consultant Service Order (CSO) attached hereto as Exhibit "B" issued by the City to Consultant for a particular project. Although Consultant may be provided with a schedule of the available hours to provide its Services, the City shall not control nor have the right to control the hours of the Services performed by the Consultant; where the Services are performed (although the City will provide Consultant with the appropriate location to perform the Services); when the Services are performed, including how many days a week the Services are performed; how the Services are performed, or any other aspect of the actual manner and means of accomplishing the Services provided. Notwithstanding the foregoing, all Services provided by the Consultant shall be performed in accordance with the terms and conditions set forth in Exhibit "A" and to the reasonable satisfaction of the City Manager. If there are any questions regarding the Services to be performed, Consultant should contact the following person: 2 Kevin Pulido, Neighborhood Affairs Manager Marketing &Communications Department KevinPulido(a7miamibeachfi.gov • Ph: 305-673-7000 Ext. 22112 2.2 Consultant's Services, and any deliverables incident thereto, shall be completed in accordance with the timeline and/or schedule in Exhibit"B" hereto. 2.3 The Services will be commenced by the Consultant upon the full execution of a written Consultant Service Order. Consultant Service Orders shall be executed in accordance with the Procurement Contract Approval Authority Procedure Section 03.02. Consultant shall countersign the Consultant Service Order upon receipt and return an original signed copy to the City. Once a Consultant Service Order is issued, deliverables to the City will be phased as follows: 1. Design and Pre-Construction Communications — In this phase, a plan is developed delineating how the community will be informed throughout the life of the project. The community is provided with information regarding design, when the project is to commence and how stakeholders will be affected. Meetings are held with stakeholders to introduce the project team and consultant(s) that will be working in the area. During the design phase, the firm will need to be well versed with the city's resilience program and understand any harmonization efforts on each project. 2. Project Information — This phase begins concurrently with construction and is finalized when the project is substantially complete. Residents, business owners and civic organizations are provided regularly with information relevant to the progress of the work on a regular basis. Meetings are held on an as-needed basis with individual stakeholders or interested groups. The Public Information Liaison serves as liaison between residents/stakeholders and the Neighborhood Affairs Division. 2. Post-Construction Communications — In this phase, project-close out information is sent out to stakeholders informing them that construction has been finalized and providing them with contact information for various owner agencies. SECTION 3 TERM The term of this Agreement ("Term") shall commence upon execution of this Agreement by all parties hereto(the Effective Date set forth on p. 1 hereof), and shall have an initial term of three (3) years with two (2) additional one (1) year renewal options, to be exercised at the City Manager's sole option and discretion, by providing Consultant with written notice of same no less than thirty(30)days prior to the expiration of the initial term. • Notwithstanding the Term provided'herein, Consultant shall adhere to any specific timelines, schedules, dates, and/or performance milestones for completion and delivery of the Services, as same is/are set forth in the timeline and/or schedule referenced in the CSO. 3 SECTION 4 FEE 4.1 Consultant's "Lump Sum"or"Not to Exceed" fee for provision of the Services, or portions thereof, as may be set forth and described in the Consultant Service Order issued for a particular Project, shall be agreed to at the time of service in accordance with the hourly rates set forth in Exhibit"C" attached hereto, and shall be set forth in the Consultant Service Order, in the form attached as Exhibit "B" and Summary Report of Services Performed attached as Exhibit"D" hereto. 4.2 Approved Additional Services shall be compensated in accordance with the hourly rates set forth in Schedule "C" attached hereto. Any request for payment of Additional Services shall be included with a Consultant payment request. No mark-up shall be allowed on Additional Services (whether sub-contracted or not). Approved Reimbursable Expenses shall be paid in accordance with Section 2.9 herein. Any request for payment of Reimbursable Expenses shall also be included with Consultant's payment request. No mark-up shall be allowed on Reimbursable Expenses. 4.4 INVOICING Upon receipt of an acceptable and approved invoice, payment(s) shall be made within forty-five (45) days for that portion (or those portions) of the Services satisfactorily rendered (and referenced in the particular invoice). Invoices shall include a detailed description of the Services (or portions thereof) provided, and shall be submitted to the City at the following address: • Accounts Payable Division: Payables@miamibeachfl.gov • SECTION 5 TERMINATION 5.1 TERMINATION,FOR CAUSE If the Consultant shall fail to fulfill in a timely manner, or otherwise violates, any of the covenants, agreements, or stipulations material to this Agreement, the City, through its City Manager, shall thereupon have the right to terminate this Agreement for cause. Prior to exercising its option to terminate for cause, the City shall notify the Consultant of its violation of the particular term(s) of this Agreement, and shall grant Consultant ten (10) days to cure such 4 default. If such default remains uncured after ten (10) days, the City may terminate this Agreement without further notice to Consultant. Upon termination, the City shall be fully discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. Notwithstanding the above, the Consultant shall not be relieved of liability to the City for damages sustained by the City by any breach of the Agreement by the Consultant. The City, at its sole option and discretion, shall be entitled to bring any and all legal/equitable actions that it deems to be in its best interest in order to enforce the City's rights and remedies against Consultant. The City shall be entitled to recover all costs of such actions, including reasonable attorneys' fees. 5.2 TERMINATION FOR CONVENIENCE OF THE CITY THE CITY MAY ALSO, THROUGH ITS CITY MANAGER, AND FOR ITS CONVENIENCE AND WITHOUT CAUSE, TERMINATE THE AGREEMENT AT ANY TIME DURING THE TERM BY GIVING WRITTEN NOTICE TO CONSULTANT OF SUCH TERMINATION; WHICH SHALL BECOME EFFECTIVE WITHIN THIRTY (30) DAYS FOLLOWING RECEIPT BY THE CONSULTANT OF SUCH NOTICE. ADDITIONALLY, IN THE EVENT OF A PUBLIC HEALTH, WELFARE OR SAFETY CONCERN, AS DETERMINED BY THE CITY MANAGER, IN THE CITY MANAGER'S SOLE DISCRETION, THE CITY MANAGER, PURSUANT TO A VERBAL OR WRITTEN NOTIFICATION TO CONSULTANT, MAY IMMEDIATELY SUSPEND THE SERVICES UNDER THIS AGREEMENT FOR A TIME CERTAIN, OR IN THE ALTERNATIVE, TERMINATE THIS AGREEMENT ON A GIVEN DATE. IF THE AGREEMENT IS TERMINATED FOR CONVENIENCE BY THE CITY, CONSULTANT SHALL BE PAID FOR ANY SERVICES SATISFACTORILY PERFORMED UP TO THE DATE OF TERMINATION; FOLLOWING WHICH THE CITY SHALL BE DISCHARGED FROM ANY AND ALL LIABILITIES, DUTIES, AND TERMS ARISING OUT OF, OR BY VIRTUE OF, THIS AGREEMENT. 5.3 TERMINATION FOR INSOLVENCY The City also reserves the right to terminate the Agreement in the event the Consultant is placed either in voluntary or involuntary bankruptcy or makes an assignment for the benefit of creditors. In such event, the right and obligations for the parties shall be the same as provided for in Section 5.2. SECTION 6 INDEMNIFICATION AND INSURANCE REQUIREMENTS 6.1 INDEMNIFICATION Consultant agrees to indemnify, defend and hold harmless the City of Miami Beach and its officers, employees, agents, and contractors, from and against any and all actions (whether at law or in equity), claims, liabilities, losses, and expenses, including, but not limited to, attorneys' fees and costs, for personal, economic or bodily injury, wrongful death, loss of or damage to property, which may arise or be alleged to have arisen from the negligent acts, errors, omissions or other wrongful conduct of the Consultant, its officers, employees, agents, 5 contractors, or any other person or entity acting under Consultant's control or supervision, in connection with, related to, or as a result of the Consultant's performance of the Services pursuant to this Agreement. To that extent, the Consultant shall pay all such claims and losses and shall pay all such costs and judgments which may issue from any lawsuit arising from such claims and losses, and shall pay all costs and attorneys' fees expended by the City in the defense of such claims and losses, including appeals. The Consultant expressly understands and agrees that any insurance protection required by this Agreement or otherwise provided by the Consultant shall in no way limit the Consultant's responsibility to indemnify, keep and save harmless and defend the City or its officers, employees, agents and instrumentalities as herein provided. The parties agree that one percent (1%) of the total compensation to Consultant for performance of the Services under this Agreement is the specific consideration from the City to the Consultant for the Consultant's indemnity agreement. The provisions of this Section 6.1 and of this indemnification shall survive termination or expiration of this Agreement. 6.2 INSURANCE REQUIREMENTS The Consultant shall maintain and carry in full force during the Term, the following insurance: 1. Consultant General Liability, in the amount of$500,000; 2. Consultant Professional Liability, in the amount of$1,000,000; and 3. Workers Compensation & Employers Liability, as required pursuant to Florida Statutes. 4. Automobile Liability in the amount $1000,000 per occurrence; owned/non-owned/hired automobiles included. The insurance must be furnished by insurance companies authorized to do business in the State of Florida. All insurance policies must be issued by companies rated no less than "B+VI" as to management and not less than "Class VI" as to strength by the latest edition of Best's Insurance Guide, published by A.M. Best Company, Oldwick, New Jersey, or its equivalent. All of Consultant's certificates shall contain endorsements providing that written notice shall be given to the City at least thirty (30) days prior to termination, cancellation or reduction in coverage in the policy. The insurance certificates for General Liability shall include the City as an additional insured and shall contain a waiver of subrogation endorsement. Original certificates of insurance must be submitted to the City's Risk Manager for approval (prior to any work and/or services commencing) and will be kept on file in the Office of the Risk Manager. The City shall have the right to obtain from the Consultant specimen copies of the insurance policies in the event that submitted certificates of insurance are inadequate to ascertain compliance with required coverage. The Consultant is also solely responsible for obtaining and submitting all insurance certificates for any sub-consultants. Compliance with the foregoing requirements shall not relieve the Consultant of the liabilities and obligations under this Section or under any other portion of this Agreement. 6 The Consultant shall not commence any work and or services pursuant to this Agreement until all insurance required under this Section has been obtained and such insurance has been approved by the City's Risk Manager. SECTION 7 LITIGATION JURISDICTIONNENUE/JURY TRIAL WAIVER This Agreement shall be construed in accordance with the laws of the State of Florida. This Agreement shall be enforceable in Miami-Dade County, Florida, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for the enforcement of same shall lie in Miami-Dade County, Florida. By entering into this Agreement, Consultant and the City expressly waive any rights either party may have to a trial by jury of any civil litigation related to or arising out of this Agreement. SECTION 8 LIMITATION OF CITY'S LIABILITY The City desires to enter into this Agreement only if in so doing the City can place a limit on the City's liability for any cause of action, for money damages due to an alleged breach by the City of this Agreement, so that its liability for any such breach never exceeds the sum of $10,000. Consultant hereby expresses its willingness to enter into this Agreement with Consultant's recovery from the City for any damage action for breach of contract to be limited to a maximum amount of$10,000. Accordingly, and notwithstanding any other term or condition of this Agreement, Consultant hereby agrees that the City shall not be liable to the Consultant for damages in an amount in excess of $10,000 for any action or claim for breach of contract arising out of the performance or non-performance of any obligations imposed upon the City by this Agreement. Nothing contained in this section or elsewhere in this Agreement is in any way intended to be a waiver of the limitation placed upon the City's liability, as set forth in Section 768.28, Florida Statutes. SECTION 9 DUTY OF CARE/COMPLIANCE WITH APPLICABLE LAWS/PATENT RIGHTS; COPYRIGHT; AND CONFIDENTIAL FINDINGS 9.1 DUTY OF CARE With respect to the performance of the Services contemplated herein, Consultant shall exercise that degree of skill, care, efficiency and diligence normally exercised by reasonable persons and/or recognized professionals with respect to the performance of comparable work and/or services. 9.2 COMPLIANCE WITH APPLICABLE LAWS 7 • In its performance of the Services, Consultant shall comply with all applicable laws, ordinances, and regulations of the City, Miami-Dade County, the State of Florida, and the federal government, as applicable. 9.3 PATENT RIGHTS; COPYRIGHT; CONFIDENTIAL FINDINGS Any work product arising out of this Agreement, as well as all information specifications, processes, data and findings, are intended to be the property of the City and shall not otherwise be made public and/or disseminated by Consultant, without the prior written consent of the City Manager, excepting any information, records etc. which are required to be disclosed pursuant to Court Order and/or Florida Public Records Law. All reports, documents, articles, devices, and/or work produced in whole or in part under this Agreement are intended to be the sole and exclusive property of the City, and shall not be subject to any application for copyright or patent by or on behalf of the Consultant or its employees or sub-consultants, without the prior written consent of the City Manager. SECTION 10 GENERAL PROVISIONS 10.1 AUDIT AND INSPECTIONS Upon reasonable verbal or written notice to Consultant, and at any time during normal business hours (i.e. 9AM — 5PM, Monday through Fridays, excluding nationally recognized holidays), and as often as the City Manager may, in his/her reasonable discretion and judgment, deem necessary, there shall be made available to the City Manager, and/or such representatives as the City Manager may deem to act on the City's behalf, to audit, examine, and/ or inspect, any and all other documents and/or records relating to all matters covered by this Agreement. Consultant shall maintain any and all such records at its place of business at the address set forth in the "Notices" section of this Agreement. 10.2 INSPECTOR GENERAL AUDIT RIGHTS (A) Pursuant to Section 2-256 of the Code of the City of Miami Beach, the City has established the Office of the Inspector General which may, on a random basis, perform reviews, audits, inspections and investigations on all City contracts, throughout the duration of said contracts. This random audit is separate and distinct from any other audit performed by or on behalf of the City. (B) The Office of the Inspector General is authorized to investigate City affairs and empowered to review past, present and proposed City programs, accounts, records, contracts and transactions. In addition, the Inspector General has the power to subpoena witnesses, administer oaths, require the production of witnesses and monitor City projects and programs. Monitoring of an existing City project or program may include a report concerning whether the project is on time, within budget and in 8 conformance with the contract documents and applicable law. The Inspector General shall have the power to audit, investigate, monitor, oversee, inspect and review operations, activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant, its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. Pursuant to Section 2-378 of the City Code, the City is allocating a percentage of its overall annual contract expenditures to fund the activities and operations of the Office of Inspector General. (C) Upon ten (10) days written notice to the Consultant, the Consultant shall make all requested records and documents available to the Inspector General for inspection and copying. The Inspector General is empowered to retain the services of independent private sector auditors to audit, investigate, monitor, oversee, inspect and review operations activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. • (D) The Inspector General shall have the right to inspect and copy all documents and records in the Consultant's possession, custody or control which in the Inspector General's sole judgment,pertain to performance of the contract, including, but not limited to original estimate files, change order estimate files, worksheets, proposals and agreements from and with successful subcontractors and suppliers, all project-related correspondence, memoranda, instructions, financial documents, construction documents, (bid/proposal) and contract documents, back-change documents, all documents and records which involve cash, trade or volume discounts, insurance proceeds, rebates, or dividends received, payroll and personnel records and supporting documentation for the aforesaid documents and records. (E) The Consultant shall make available at its office at all reasonable times the records, materials, and other evidence regarding the acquisition (bid preparation) and performance of this Agreement, for examination, audit, or reproduction, until three (3) years after final payment under this Agreement or for any longer period required by statute or by other clauses of this Agreement. In addition: If this Agreement is completely or partially terminated, the Consultant shall make available records relating to the work terminated until three (3) years after any resulting final termination settlement; and ii. The Consultant shall make available records relating to appeals or to litigation or the settlement of claims arising under or relating to this Agreement until such appeals, litigation, or claims are finally resolved. 9 (F) The provisions in this section shall apply to the Consultant, its officers, agents, employees, subcontractors and suppliers. The Consultant shall incorporate the provisions in this sectionin all subcontracts and all other agreements executed by the Consultant in connection with the performance of this Agreement. (G) Nothing in this section shall impair any independent right to the City to conduct audits or investigative activities. The provisions of this section are neither intended nor shall they be construed to impose any liability on the City by the Consultant or third parties. 10.3 ASSIGNMENT, TRANSFER OR SUBCONSULTING Consultant shall not subcontract, assign, or transfer all or any portion of any work and/or service under this Agreement without the prior written consent of the City Manager, which consent, if given at all, shall be in the Manager's sole judgment and discretion. Neither this Agreement, nor any term or provision hereof, or right hereunder, shall be assignable unless as approved pursuant to this Section, and any attempt to make such assignment (unless approved)shall be void. 10.4 PUBLIC ENTITY CRIMES Prior to commencement of the Services, the Consultant shall file a State of Florida Form PUR 7068, Sworn Statement under Section 287.133(3)(a) Florida Statute on Public Entity Crimes with the City's Procurement Division. 10.5 NO DISCRIMINATION In connection with the performance of the Services, the Consultant shall not exclude from participation in, deny the benefits of, or subject to discrimination anyone on the grounds of race, color, national origin, sex, age, disability, religion, income or family status. Additionally, Consultant shall comply fully with the City of Miami Beach Human Rights Ordinance, codified in Chapter 62 of the City Code, as may be amended from time to time, prohibiting discrimination in employment, housing, public accommodations, and public services on account of actual or perceived race, color, national origin, religion, sex, intersexuality, gender identity, sexual orientation, marital and familial status, age, disability, ancestry, height, weight, domestic partner status, labor organization membership, familial situation, or political affiliation. 10.6 CONFLICT OF INTEREST Consultant herein agrees to adhere to and be governed by all applicable Miami-Dade County Conflict of Interest Ordinances and Ethics provisions, as set forth in the Miami-Dade County Code, as may be amended from time to time; and by the City of Miami Beach Charter and Code, as may be amended from time to time; both of which are incorporated by reference as if fully set forth herein. 10 Consultant covenants that it presently has no interest and shall not acquire any interest, directly or indirectly, which could conflict in any manner or degree with the performance of the Services. Consultant further covenants that in the performance of this Agreement, Consultant shall not employ any person having any such interest. No member of or delegate to the Congress of the United States shall be admitted to any share or part of this Agreement or to any benefits arising therefrom. 10.7 CONSULTANT'S COMPLIANCE WITH FLORIDA PUBLIC RECORDS LAW (A) Consultant shall comply with Florida Public Records law under Chapter 119, Florida Statutes, as may be amended from time to time. (B) The term "public records" shall have the meaning set forth in Section 119.011(12), which means all documents, papers, letters, maps, books, tapes, photographs, films, sound recordings, data processing software, or other material, regardless of the physical form, characteristics, or means of transmission, made or received pursuant to law or ordinance or in connection with the transaction of official business of the City. (C) Pursuant to Section 119.0701 of the Florida Statutes, if the Consultant meets the definition of"Contractor" as defined in Section 119.0701(1)(a), the Consultant shall: (1) Keep and maintain public records required by the City to perform the service; (2) Upon request from the City's custodian of public records, provide the City with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes or as otherwise provided by law; (3) Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed, except as authorized by law, for the duration of the contract term and following completion of the Agreement if the Consultant does not transfer the records to the City; (4) Upon completion of the Agreement, transfer, at no cost to the City, all public records in possession of the Consultant or keep and maintain public records required by the City to perform the service. If the Consultant transfers all public records to the City upon completion of the Agreement, the Consultant shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Consultant keeps and maintains public records upon completion of the Agreement, the Consultant shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the City, upon request from the City's custodian of public records, in a format that is compatible with the information technology systems of the City. (D) REQUEST FOR RECORDS; NONCOMPLIANCE. (1) A request to inspect or copy public records relating to the City's contract for services must be made directly to the City. If the City does not possess the requested records, the City shall immediately notify the Consultant of the request, and the Consultant must provide the records to the City or allow the records to be inspected or copied within a reasonable time. (2) Consultant's failure to comply with the City's request for records shall constitute a breach of this Agreement, and the City, at its sole discretion, may: (1) unilaterally 11 terminate the Agreement; (2) avail itself of the remedies set forth under the Agreement; and/or(3) avail itself of any available remedies at law or in equity. (3) A Consultant who fails to provide the public records to the City within a reasonable time may be subject to penalties under s. 119.10. (E) CIVIL ACTION. (1) If a civil action is filed against a Consultant to compel production of public records relating to the City's ,contract for services, the court shall assess and award against the Consultant the reasonable costs of enforcement, including reasonable attorneys'fees, if: a. The court determines that the Consultant unlawfully refused to comply with the public records request within a reasonable time; and b. At least 8 business days before filing the action, the plaintiff provided written notice of the public records request, including a statement that the Consultant has not complied with the request, to the City and to the Consultant. (2) A notice complies with subparagraph (1)(b) if it is sent to the City's custodian of public records and to the Consultant at the Consultant's address listed on its contract with the City or to the Consultant's registered agent. Such notices must be sent by common carrier delivery service or by registered, Global Express Guaranteed, or certified mail, with -postage or shipping paid by the sender and with evidence of delivery, which may be in an electronic format. (3) A Consultant who complies with a public records request within 8 business days after the notice is sent is not liable for the reasonable costs of enforcement. (F) IF THE CONSULTANT HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONSULTANT'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS AGREEMENT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: CITY OF MIAMI BEACH ATTENTION: RAFAEL E. GRANADO, CITY CLERK 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139 E-MAIL: RAFAELGRANADOaMIAMIBEACHFL.GOV PHONE: 305-673-7411 10.8 FORCE MAJEURE (A) A "Force Majeure" event is an event that (i) in fact causes a delay in the performance of the Consultant or the City's obligations under the Agreement, and (ii) is beyond the reasonable control of such party unable to perform the obligation, and (iii) is not due to an intentional act, error, omission, or negligence of such party, and (iv) could not have reasonably been foreseen and prepared for by such party at any time prior to the occurrence of the event. Subject to the foregoing criteria, Force Majeure may include events such as war, civil insurrection, riot, fires, epidemics, pandemics, terrorism, 12 sabotage, explosions, embargo restrictions, quarantine restrictions, transportation accidents, strikes, strong hurricanes or tornadoes, earthquakes, or other acts of God which prevent performance. Force Majeure shall not include technological impossibility, inclement weather, or failure to secure any of the required permits pursuant to the Agreement. (B) If the City or Consultant's performance of its contractual obligations is prevented or delayed by an event believed by to be Force Majeure, such party shall immediately upon learning of the occurrence of the event or of the commencement of any such delay, but in no case within fifteen (15) business days thereof, provide notice of (i) of the occurrence of event of Force Majeure, (ii) of the nature of the event and the cause thereof, (iii) of the anticipated impact on the Agreement, (iv) of the anticipated period of the delay, and (v) of what course of action such party plans to take in order to mitigate the detrimental effects of the event. The timely delivery of the notice of the occurrence of a Force Majeure'event is a condition precedent to allowance of any relief pursuant to this section; however, receipt of such notice shall not constitute acceptance that the event claimed to be a Force Majeure event is in fact Force Majeure, and the burden of proof of the occurrence of a Force Majeure event shall be on the requesting party. (C) No party hereto shall be liable for its failure to carry out its obligations under the Agreement during a period when such party is rendered unable, in whole or in part, by Force Majeure to carry out such obligations. The suspension of any of the obligations under this Agreement due to a Force Majeure event shall be of no greater scope and no longer duration than is required. The party shall use its reasonable best efforts to continue to perform its obligations hereunder to the extent such obligations are not affected or are only partially affected by the Force Majeure event, and to correct or cure the event or condition excusing performance and otherwise to remedy its inability to perform to the extent its inability to perform is the direct result, of the Force Majeure event with all reasonable dispatch. (D) Obligations pursuant to the Agreement that arose before the occurrence of a Force Majeure event causing the suspension of performance shall not be excused as a result of such occurrence unless such occurrence makes such performance not reasonably possible. The obligation to pay money in a timely manner for obligations and liabilities which matured prior to the occurrence of a Force Majeure event shall not be subject to the Force Majeure provisions. (E) Notwithstanding any other provision to the contrary herein, in the event of a Force Majeure occurrence, the City may, at the sole discretion of the City Manager, suspend the City's payment obligations under the Agreement, and may take such action without regard to the notice requirements herein. Additionally, in the event that an event of Force Majeure delays a party's performance under the Agreement for a time period greater than thirty (30) days, the City may, at the sole discretion of the City Manager, terminate the Agreement on a given date, by giving written notice to Consultant of such termination. If the Agreement is terminated pursuant to this Section, Consultant shall be paid for any Services_ satisfactorily performed up to the date of termination; following which the City shall be discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. In no event will any condition of Force Majeure extend this Agreement beyond its stated term. 13 SECTION 11 NOTICES All notices and communications in writing required or permitted hereunder, shall be delivered personally to the representatives of the Consultant and the City listed below or may be mailed by U.S. Certified Mail, return receipt requested, postage prepaid, or by a nationally recognized overnight delivery service. Until changed by notice, in writing, all such notices and communications shall be addressed as follows: TO CONSULTANT: HML Public Outreach, LLC. 5880 SW 74 Terrace, 2F South Miami, FL 33143 Attn: Heather M. Leslie heather(a)hmlpublicoutreach.com TO CITY: Marketing &Communications Department Kevin Pulido, Neighborhood Affairs Manager 1700 Convention Center Drive Miami Beach, FL 33139 KevinPulido(c�miamibeachfl.gov Notice may also be provided to any other address designated by the party to receive notice if such alternate address is provided via U.S. certified mail, return receipt requested, hand delivered, or by overnight delivery. In the event an alternate notice address is properly provided, notice shall be sent to such alternate address in addition to any other address which notice would otherwise be sent, unless other delivery instruction as specifically provided for by the party entitled to notice. Notice shall be deemed given on the date of an acknowledged receipt, or, in all other cases, on the date of receipt or refusal. SECTION 12 MISCELLANEOUS PROVISIONS 12.1 CHANGES AND ADDITIONS This Agreement cannot be modified or amended without the express written consent of the parties. No modification, amendment, or alteration of the terms or conditions contained herein shall be effective unless contained in a written document executed with the same formality and of equal dignity herewith. 14 12.2 SEVERABILITY If any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement shall not be affected and every other term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law. 12.3 WAIVER OF BREACH A party's failure to enforce any provision of this Agreement shall not be deemed a waiver of such provision or modification of this Agreement. A party's waiver of any breach of a provision of this Agreement shall not be deemed a waiver of any subsequent breach and shall not be construed to be a modification of the terms of this Agreement. 12.4 JOINT PREPARATION The parties hereto acknowledge that they have sought and received whatever competent advice and counsel as was necessary for them to form a full and complete understanding of all rights and obligations'herein and that the preparation of this Agreement has been a joint effort of the parties, the language has been agreed to by parties to express their mutual intent and the resulting document shall not, solely as a matter of judicial construction, be construed more severely against one of the parties than the other. 12.5 ENTIRETY OF AGREEMENT The City and Consultant agree that this is- the entire agreement between the parties. This Agreement supersedes all prior negotiations, correspondence, conversations, agreements or understandings applicable to the matters contained herein, and there are no commitments, agreements or understandings concerning the subject matter of this Agreement that are not contained in this document. Title and paragraph headings are for convenient reference and are not intended to confer any rights or obligations upon the parties to this Agreement. [REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK] 15 ' IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their appropriate officials, as of the date first entered above. FOR CITY: _\P ;�"g" �c, CITY OF MIAMI BEACH, FLORIDA ATTEST: -.. wa s 'INCORP RATED' s ,,z•J-1,2-,,,, , :2-2„,---._____ By: 4 CITY CLERK MAYOR Date: JAN 1 12021 FOR CONSULTANT: HML PUBLIC OUTREACH, LLC. , ATTEST: L... Y I' '`$aR"., J R+^;. fi... '�1 yLs _r 4t.„ p $; ate' By: r. , Jose A Palacio,Jr. HML Assistant Community Outreach Specialist Heather M.Leslie,HML Principal Print Name and Title Print Name and Title Date: January 4,2021 APPR v5i AS FOR ;_:LANGUAGE z!'+R EXECUTION Attorney„de - e---- ‘,:p_42.1/12 0.10 Date 16 EXHIBIT A SCOPE OF SERVICES This Statement of Work describes and defines activities which may be required by the City for a range of services to include, but not limited to: communications planning and implementation, public relations and community involvement, establishment and execution of open office hours, the planning and execution of virtual public meetings,'understanding of virtual software for virtual meetings as needed, understanding of the city's efforts in harmonization and the resilience campaign, ability to create and execute physical mailing via every door direct mail (EDDM) or other means, customer service, general translation and interpreting services, revamping project collaterals, ability to record public meetings, ability to create video recaps as needed, preparation of related media communications and collateral materials, preparation of audio/video presentations, recording of public meetings and include public comment, project planning, coordination and implementation, web content development, franchise utility communication, ability to send mass emails as the city, follow the external communications plan in each project. special events coordination, hosting public meetings and other services that may be related. This includes, but is not limited to, those operations necessary for mobilization, the movement of personnel, equipment, supplies, expertise, incidentals, permits, notifications, and fees associated with such notifications, if any. The City shall request consultant services on an as-needed basis. There is no guarantee that any or all of the services described in this RFQ will be assigned during the term of this resulting agreement. Further, the Consultant is providing these services on a non-exclusive basis. The City, at its option, may elect to have any of the services set forth herein performed by other consultants or City staff. JOB CLASSIFICATIONS AND DESCRIPTIONS 1 Project Manager: Primary point of contact with the City's Project Manager (or his/her designee) on overall activities of the contract; ensures contract compliance; manages budgets and invoices; executes special projects and performs QA/QC on all collateral materials. Responsible for entire staff assigned to this contract to include staff supervision and work production. Works with City's Project Manager on streamlining processes and developing cost effective methods of doing business. 2 Public Information Liaison: Serves as liaison between project stakeholders and Neighborhood Affairs Division. Assists the Neighborhood Affairs Coordinator for project related information and due to extensive interaction with the City of Miami Beach community, bilingual (English/Spanish) is strongly desired; completes all necessary documents listed in the external communication plan; identifies potential impacts to the public as a result of construction plans; prepares and disseminates collateral materials to the public; develops strategic alliances and partnerships with appropriate parties; prepares and presents project information for meetings; coordinates resolution of issues; record • 17 public meetings; maintains database of stakeholders; maintains project issue log; prepares information for updating website; edits website content; performs media responses in writing as needed; coordinates and staffs formal and informal public meetings; arranges field meetings and special events and executes other duties relevant to the position. 3 Assistant Public Information Liaison: Provides support to the public information liaison for each of the tasks listed above. Should be able to create a database, conduct door-to-door and assist with other clerical needs. (English/Spanish) is desired. The position will be utilized at the decision of the project team for certain needs. Should have an understanding of communication tools, the external communications plan, virtual meeting software, and will executes other duties relevant to the position. 4 Graphic Designer: Designs and maintains collateral materials; creates and updates templates and newsletter layouts; depicts project information on maps that serve as visual explanations to stakeholders; performs other duties relevant to the position. Familiarity with municipal governments and/or construction concepts are a plus. CONSULTANT RESPONSIBILITIES 1 Coordination with the City: All aspects of each task shall be coordinated through the Office of Marketing and Communications, Director (or his/her designee); All authorizations and approvals shall be in writing and executed by the Neighborhood Affairs Manager(or his/her designee) prior to the commencement of work. 2 Services to be provided: The following procedures are general for all projects. One or more of them may be necessary depending on the scope of the project. The necessary steps will be identified, and a schedule of activities will be established by the City's Project Manager. If the procedural regulations referenced herein are revised or superseded before the services by the CONSULTANT are rendered, compliance with the most up-to-date version and/or amendments/statutes will be required. The CONSULTANT will provide any one or more of the following services as required by the DEPARTMENT. Public Relations, Community Involvement and Customer Service The successful firms may be tasked with the following duties and responsibilities: • Close coordination with the Neighborhood Affairs Division staff • Developing public involvement plans in close coordination with the external communication plan • Developing project-related informational materials • Collateral production (English/Spanish) • Social media needs—Photography&Video Content as needed • Communicating project information and addressing citizen/stakeholder 18 concerns • Preparing related media communications and informational materials • Preparing talking points • Preparing information for dissemination through the Neighborhood Affairs Division • Ability to create,plan and execute effective mailers using every door direct mail (EDDM)or other services • Coordinating emergency communications • Preparing emergency collateral quickly and effectively • Developing presentations and talking points • Planning,organizing and attending special events and meetings • Preparing audio/video presentations • Ability to record public meetings and public comments • Writing newsletters and feature stories • Translating collateral material developed • Designing and developing templates and graphics informational materials (usually maps that depict project information) • Preparing web content and web copywriting • Developing ads • Coordinating franchise utility communication • Arranging and documenting field meetings • Stakeholder satisfaction surveys • Coordinating media/special events such as block parties, community meetings, and ribbon cuttings • Prepare and present encroachment information for public projects • Prepare, plan, execute and document harmonization meetings as needed • Coordinate special events as needed • Ability to host virtual meetings using Zoom, Microsoft teams or other appropriate platforms • Ability to send and respond to emails through a city domain. • Ability to send mass emails through email marketing software from the City of Miami Beach. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] 19 EXHIBIT B Consultant Service Order Service Order No. for services described herein TO: jconsultant name] PROJECT NAME: DATE: Pursuant to the agreement between the City of Miami Beach and [consultant name], for Public Information Outreach Services for ROW and Facilities Construction Projects REQ No. 2020-118-WG you are directed to provide the following services: SCOPE OF SERVICES: Per attached proposal dated , to be considered part of this Agreement. Estimated calendar days to complete this work: Days Original Service Order Amount: $ Total From Previous Additional Service Orders: $ Fee for this Service Order is Lump Sum/Not to Exceed amount of: $ Total Agreement to Date: $ Dept. Director Date Assistant City Manager Date Consultant Date City Manager Date 20 EXHIBIT C Hourly Billing Rate Schedule Public Information Services Hourly Project Manager $110 Public Information Liaison I $85 Assistant Public Information Liaison $55 Graphic Designer $75 21 • EXHIBIT D SUMMARY REPORT OF SERVICES PERFORMED (SAMPLE) Summary Report of Services Performed by [company name/logo] Name of Reporting Consultant(s): Project Name: Invoice Period: Percentage of Work Performed: Services Performed Task Number of Hours Per Task Task 1 —PLbc InvoNerneil Pi&% Task 2—Proiect-Peicted 1nforrnational Materiel Task 3—Canarriunkahng Pr-cis:11 information Task 4—Media Coordination Task 5=Emergency Coarrunications Task 6—De4mIcit9 Presentations Task 7—Meeting Corton Task 8—A,V P msentati ors Task 9—Newslettet/P'ean.ire Staines Task TO-.Translations Task 11 -Grap6k Services- Other Summery . . [enter tekt•herela desatheEsvok thedbyPO ondfgrop*lesiiperj 22 ATTACHMENT A RESOLUTION&COMMISSION AWARD MEMO RESOLUTION NO. 2020-31437 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER, PURSUANT TO.REQUEST FOR QUALIFICATIONS (RFQ) 2020-118-WG PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS,AUTHORIZING THE ADMINISTRATION TO ESTABLISH A POOL OF PREQUALIFIED CONSULTANTS FOR SPECIFIC TASKS RELATING- TO FUTURE PUBLIC INFORMATION OUTREACH SERVICES; AUTHORIZING THE ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH INFINITE SOURCE COMMUNICATIONS GROUP, LLC, HML PUBLIC OUTREACH, LLC, MEDIA RELATIONS GROUP, LLC AND THE VALERIN GROUP, INC., AS THE TOP RANKED PROPOSERS; FURTHER, AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AGREEMENTS WITH EACH OF THE FOREGOING PROPOSERS UPON CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION; AND FURTHER, AUTHORIZING THE MONTH TO MONTH EXTENSION OF THE CURRENT AGREEMENTS WITH HML PUBLIC OUTREACH, LLC, INFINITE SOURCE COMMUNICATIONS GROUP, LLC, MEDIA RELATIONS GROUP, LLC AND QUEST CORPORATION OF AMERICA, INC., UNTIL SUCH TIME AS THE NEW AGREEMENTS PURSUANT TO THE RFQ CAN BE EXECUTED. WHEREAS, on October 30, 2015, the City of Miami Beach entered into agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., pursuant to RFQ 2015-144-YG for Public Information Outreach Services on Right of Way and Facilities Construction Projects; and WHEREAS, the initial term of the agreements is for a three (3) year term with two (2) additional one-year renewal options, and are currently scheduled to expire beginning October 29, 2020; and WHEREAS, the City desired to establish term contracts with a pool of qualified successful proposers, with the required expertise and personnel, in order to facilitate the assignment of these services for all neighborhood and facility projects; and WHEREAS, the successful proposers will work closely with city staff in developing and executing the communication efforts for active and future construction of Capital Improvement Projects (CIP), Public Work Projects, Environmental & Sustainability projects, Transportation initiatives, Parks, and other citywide construction efforts; and WHEREAS, the proposers will also assist with communication for public works operations, special projects, citywide initiatives and public safety/marketing campaigns; and WHEREAS, on July 31, 2020, the Administration issued Request for Qualifications (RFQ) 2020-118-WG for Public Information Outreach Services for Right of Way And Facilities Construction Projects; and WHEREAS, RFQ responses were due and received on August 28, 2020; and WHEREAS, the City received proposals from the following eight firms: EV Services, Inc., HML Public Outreach LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC, Quest Corporation of America, Inc., The MS Factor, LLC, The Valerin Group, Inc, and Wragg&Casas Public Relations, Inc.; and WHEREAS, all of the proposals submitted were found to be responsive to the requirements of the RFQ; and WHEREAS, on September 24, 2020, the City Manager appointed Evaluation Committee comprised of Maria Cerna, Division Director, Capital Improvement Projects, City of Miami Beach, Josiel Ferrer, Assistant Director, Transportation Department, City of Miami Beach, Kevin Pulido, Neighborhood Affairs Manager, Communications Department, City of Miami Beach and Flavia Tonioli, Sustainability Manager, Environment and Sustainability Department, City of Miami Beach, convened to consider proposals received; and WHEREAS, the Committee was provided an overview of the project, information relative to the City's Cone of Silence Ordinance and the Government Sunshine Law; and WHEREAS, the Committee was also provided with general information on the scope of services, and a copy of each proposal and was further instructed to score and rank each proposal pursuant to the evaluation criteria established in the RFQ; and WHEREAS, the evaluation process resulted in the proposers being ranked by the Evaluation Committee in the following order: 1st- Infinite Source Communications Group, LLC 2"d-HML Public Outreach LLC 3rd- Media Relations Group, LLC 4th-The Valerin Group, Inc 5th-Quest Corporation of America, Inc. 6th- EV Services, Inc. 7th-Wragg &Casas Public Relations, Inc. 8111-The MS Factor, LLC WHEREAS, after reviewing all of the submissions and the Evaluation Committee process, I concur with the Evaluation Committee and find Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc. to be the best qualified firms to be included in the prequalified pool of consultants for future engagements relating to public information outreach services as these firms have a wealth of knowledge providing public outreach services in the City of Miami Beach, neighboring municipalities, and other city governments; and WHEREAS, the Administration recommends the City enter into negotiations with Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc. to establish a pool of pre-qualified consultants for specific tasks relating to public information outreach services; and WHEREAS, the Administration further recommends that the City enter into month to month extensions of the current agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., until such time as new agreements can be executed. NOW,THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission accepts the recommendation of the City Manager, pursuant to Request for Qualifications (RFQ) 2020-118- WG Public Information Outreach Services for Right of Way and Facilities Construction Project, to approve the resolution and authorize the Administrationto establish a, pool of pre-qualified consultants for specific tasks relating to public information outreach services; authorizing the Administration to enter into negotiations with Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc., as the top ranked proposers; further authorizing the Mayor and City Clerk to execute agreements with each of the foregoing proposers upon conclusion of successful negotiations by the Administration; and further, authorizing the month to month extension of the current agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., until such time as new agreements pursuant to the RFQ can be executed. PASSED AND ADOPTED this Pi day of Oefoher 2020. 4/ ATTEST: ... ;::22.-'11•—•—•.,w,mim RAF EL E. GRAN AD,CITY CLERK DAN GELBER, MAYOR „„t APPROVED AS TO rhi.a FORM Si LANGUAGE 1-%• ` •% ` .% 8 FO EXE UTION u�C0,P n lEIY L Z� '',.,y.. h4 °- city homey Date 10/20/2020 Item Coversheet Resolutions-C7 E MAM1 BEACH COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: Jimmy L. Morales, City Manager • DATE: October 14, 2020 SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER, PURSUANT TO REQUEST FOR QUALIFICATIONS (RFQ) 2020-118-WG PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS, AUTHORIZING THE ADMINISTRATION TO ESTABLISH A POOL OF PREQUALIFIED CONSULTANTS FOR SPECIFIC TASKS RELATING TO FUTURE PUBLIC INFORMATION OUTREACH SERVICES;AUTHORIZING THE ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH INFINITE SOURCE COMMUNICATIONS GROUP, LLC, HML PUBLIC OUTREACH, LLC, MEDIA RELATIONS GROUP, LLC AND THE VALERIN GROUP, INC., AS THE TOP RANKED PROPOSERS; FURTHER, AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AGREEMENTS WITH EACH OF THE FOREGOING PROPOSERS UPON CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION; AND FURTHER, AUTHORIZING THE MONTH TO MONTH EXTENSION OF THE CURRENT AGREEMENTS WITH HML PUBLIC OUTREACH, LLC, INFINITE SOURCE COMMUNICATIONS GROUP, LLC, MEDIA RELATIONS GROUP, LLC AND QUEST CORPORATION OF AMERICA, INC., UNTIL SUCH TIME AS THE NEWAGREEMENTS PURSUANT TO THE RFQ CAN BE EXECUTED. RECOMMENDATION The Administration recommends that the Mayor and City Commission of the City of Miami Beach, Florida approve the resolution accepting the City Manager's recommendation pertaining to bids received, pursuant to RFQ 2020-118-WG, for Public Information Outreach Services for Right of Way and Facilities Construction Projects. BACKGROUND/HISTORY On October 30, 2015, the City of Miami Beach entered into agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., pursuant to RFQ 2015-144-YG for Public Information Outreach Services on Right of Way and Facilities Construction Projects. The initial term of the agreement was for a three (3) year term with two (2) additional one-year renewal options. The present agreements are scheduled to expire beginning October 29,2020. The City desires to establish term contracts with a pool of qualified successful proposers, with the required expertise and . personnel, in order to facilitate the assignment of these services for all neighborhood and facility projects. The successful proposers will work closely with city staff in developing and executing the communication efforts for active and future construction of capital improvement projects, public work projects, environmental &sustainability projects, transportation initiatives, parks, and other citywide construction efforts. the proposers will also assist with communication for public work operations, special projects, citywide initiatives and public safety/marketing campaigns. ANALYSIS On July 31, 2020, the Administration issued Request for Qualifications (RFQ) 2020-118-WG for Public Information Outreach Services for Right Of Way And Facilities Construction Projects. RFQ responses were due and received on August 28, 2020. The City received proposals from the following eight firms: EV Services, Inc., HML Public Outreach LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC, Quest Corporation of America, Inc., The MS Factor, LLC, The Valerin Group, Inc, and Wragg&Casas Public Relations, Inc. All of the proposals submitted were found to be responsive to the requirements of the RFQ. On September 24, 2020, the City Manager appointed Evaluation Committee convened to consider proposals received. The Committee was comprised of Maria Cerna, Division Director, Capital Improvement Projects, City of Miami Beach, Josiel Ferrer, Assistant Director,Transportation Department, City of Miami Beach, Kevin Pulido, Neighborhood Affairs Manager, Communications Department, City of Miami Beach and Flavia Tonioli, Sustainability Manager, Environment and Sustainability Department, City of Miami Beach. The Committee was provided an overview of the project, information relative to the City's Cone of Silence Ordinance and the Government Sunshine Law. The Committee was also provided with general information on the scope of services and a copy of https://miamibeach.novusagenda.com/AgendaWeb/CoverSheet.aspx?ItemID=19204 1/3 10/20/2020 Item Coversheet each proposal. The Committee was instructed to score and rank each proposal pursuant to the evaluation criteria established in the RFQ. The evaluation process resulted in the proposers being ranked by the Evaluation Committee in the following order(See Attachment A): 1st-Infinite Source Communications Group, LLC 2nd-HML Public Outreach LLC 3rd-Media Relations Group, LLC 4th-The Valerin Group, Inc 5th-Quest Corporation of America, Inc. 6th-EV Services, Inc. 7th-Wragg&Casas Public Relations, Inc. 8th-The MS Factor, LLC The Administration has determined it is best to continue with the top four firms to serve the City's needs.The success of the prior contract solidifies the need to have four firms available to assist with community outreach. Each of the firms have skills which can complement city staff during the outreach process.Three of the fours firms have a proven track record of work within Miami Beach and the fourth firm will bring a new perspective to outreach efforts. A summary of the four top-ranked firms follows: I-nfinite Source Communications Group, LLC(ISC), ISC consists of a well-versed team of lead and support staff who actively perform work in Miami Beach. Every ISC staff member is bilingual in English and Spanish, Creole or Portuguese. Their full-service creative team supports clients with cutting-edge audio- visual and graphic production. ISC not only has seasoned experts,they understand the communication policies set forth within the City, as well as possess key relationships with the local community and other transportation agencies. ISC's specialty is executing PIO services for infrastructure improvement projects, throughout South Florida. They also provide services to a number of government entities including the Florida Department of Transportation (FDOT), Miami-Dade County (MDC), MDC Transportation Planning Organization (TPO), MDC Water and Sewer Department (WASD), and a variety of municipalities and agencies such as Town of Surfside, Bal Harbour Village, the City of Fort Lauderdale, the Palm Beach County Sheriff's Office H- ML Public Outreach LLC With a combined almost 100-year experience, HML Public Outreach has easily adapted to the ever-changing landscape of communications. As a result of their involvement in major City of Miami Beach design and construction initiatives, they have extensive procedural knowledge working with city staff and have built strong ties with community leaders that has facilitated the dissemination of project information.The HML team has established a deep understanding of community needs during a crisis and day-to-day coordination. As well as their present City of Miami Beach contract, HML Public Outreach has been awarded and participates in contracts for the Florida Department of Transportation (FDOT), which encompass Project Development and Environment(PD&E) Studies, roadway design projects and hundreds of construction projects, including traditional design-bid-build and design-builds. M- edia Relations Group, LLC(MRG). !MRG has become a go-to firm to provide communication services on districtwide and construction contracts. MRG has 21 years of experience serving municipalities and the Florida Department of Transportation (FDOT). The highly qualified MRG personnel have a depth of knowledge and understanding about the intricacies of working with the City of Miami Beach and its residents. In addition to its work with Miami Beach,They have a proven track record representing FDOT, City of Miami,Town of Cutler Bay, City of Doral,Village of Key Biscayne,Town of Medley, City of Hialeah, City of Homestead,Village of Palmetto Bay, Florida's Turnpike Enterprise (FTE), Miami-Dade Transportation Planning Organization (TPO) and Broward Metropolitan Planning Organization(MPO). • The Valerin Group, Inc. (Valerin), Valerin is an independent, full-service strategic communications firm offering a complete suite of communications, marketing, and creative services. They have the in-house expertise to develop innovative and practical solutions to today's complex communications challenges. Combined,their staff have over 400 years of relevant experience and have worked on more than 600 public utility and transportation projects, programs and initiatives as well as campaigns for a variety of public sector clients including municipalities, counties, and state agencies such as the Florida Department of Transportation(FDOT). Valerin is made up of a unique mix of professionals from diverse backgrounds and disciplines that include communications, advertising, social marketing, journalism, public relations, media and government relations, engineering, graphic design, website and mobile application development, and video production-all of which contribute to their ability to deliver comprehensive strategic communications, public information and creative services. https://miamibeach.novusagenda.com/AgendaWeb/CoverSheet.aspx?ItemID=19204 2/3 10/20/2020 Item Coversheet They are'accustomed to working as an integrated team member and have extensive experience developing communications and public involvement scopes under task work order contracts and managing their implementation. In addition,Valerin currently serves as a sub-consultant providing Communications and Public Outreach support for the City of Miami Beach. FINANCIAL INFORMATION The cost associated with Public Information Outreach Services on Right of Way and Facilities Construction Projects for the City of Miami Beach is subject to the funds availability approved through the City's budgeting process. CONCLUSION After reviewing all of the submissions and the Evaluation Committee process, I concur with the Evaluation Committee and find Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc. to be the best qualified firms to be included in the prequalified pool of consultants for future engagements relating to public information outreach services.These firms demonstrated extensive knowledge in the City of Miami Beach, neighboring municipalities,and other city governments.The four(4)firms have vast experience in providing public outreach services. It is important to note that the RFQ was not issued with any particular project in mind; rather,the purpose of the RFQ is to proactively prequalify firms now so that a public information firm can be engaged quickly when the need for services is identified. For the reasons stated herein, I recommend that the Mayor and City Commission approve the resolution authorizing the Administration to establish a pool of pre-qualified consultants for specific tasks relating to public information outreach services; authorizing the Administration to enter into negotiations with Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc., as the top ranked proposers; further authorizing the Mayor and City Clerk to execute agreements with each of the foregoing proposers upon conclusion of successful negotiations by the Administration; and further, authorizing the month to month extension of the current agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., until such time as new agreements can be executed. Applicable Area Not Applicable Is this a"Residents Right to Does this item utilize G.O. Know"item,_pursuant to Bond Funds? • City Code Section 2-14? No No Legislative Tracking Marketing and Communications/Procurement ATTACHMENTS: Description Attachment A Resolution https://miamibeach.novusagenda.com/AgendaWeb/CoverSheet.aspx?ItemID=19204 3/3 RFQ 2020.118•WG PUBLIC INFORMATION ' OUTREACH SERVICES FOR Marla Coma e Joslel Ferrer c Kevin Pundo ° Flavia Tonloli . e Low e RIGHT OF WAY AND - - e - 1 c Aggregate. c FACILITIES CONSTRUCTION z " ,; .' . ;" � .` Totals PROJECTS .Qualitative;:'-,Quantitative Subtotal :Qualitative;` Quantitative Subtotal Qualitative -`Quantitative. Subtotal Qualitative - Quantitative . Subtotal EV Services,Inc. 91 0 91 6 75 0 75 7 63 0 63 6 94 0 94 6 '; 25 6 HML Public Outreach LLC 95 0 95 2 92 0 92 2 97 0 97 2 98 0 98 3 ;' 9 2 Infinite Source Communications Group,LLC 96 0 96 1 94 0 94 1 98 0 98 1 99 0 99 1 4 1 Media Relations Group,LLC - 94 0 94 4 92 0 92 2 92 0 92 3 99 0 99 1 10 3 Quest Corporation of America, Inc 93 0 93 5 80 0 80 6 92 0 92 3 98 0 98 3 17 6 The MS Factor,LLC 80 0 80 8 70 0 70 8 61 0 61 7 76 0 76 7 i'<<' 30 8 The Valerin Group,Inc 95 0 95 . 2 91 0 91 4 80 0 80 5 98 0 98 3 14 4 Wragg 8 Cases Public Relations,Inc. 86 0 86 7 81 0 81 5 40 0 40 8 70 0 70 8 ' 28 7 57:777'-'77.7777:'.177 .Wi"nt(t alvA.ZP,I :E=. .72 ,,.,.... ,.,.,.,:.. , .�r."'.i Total Quantitative _ Proposer veteran's Points (Vataren'st EV Services,Inc. 0 0 HML Public Outreach LLC 0 0 Infinite Source 0 0 Communications Group,LLC , Media Relations Group,LLC o , a Quest Corporation of America, 0 0 Inc The MS Factor,LLC o 0 The Valerin Group,Inc 0 0 Wragg 8 Casas Public o 0 Relations,Inc. RESOLUTION NO. A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER, PURSUANT TO REQUEST FOR QUALIFICATIONS (RFQ) 2020-118-WG PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS,AUTHORIZING THE ADMINISTRATION TO ESTABLISH A POOL OF PREQUALIFIED CONSULTANTS FOR SPECIFIC TASKS RELATING TO FUTURE PUBLIC INFORMATION OUTREACH SERVICES; AUTHORIZING THE ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH INFINITE SOURCE COMMUNICATIONS GROUP, LLC, HML PUBLIC OUTREACH, LLC, MEDIA RELATIONS GROUP, LLC AND THE VALERIN GROUP, INC., AS THE TOP RANKED PROPOSERS; FURTHER, AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AGREEMENTS WITH EACH OF THE FOREGOING PROPOSERS UPON CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION; AND FURTHER, AUTHORIZING THE MONTH TO MONTH EXTENSION OF THE CURRENT AGREEMENTS WITH HML PUBLIC OUTREACH, LLC, INFINITE SOURCE COMMUNICATIONS GROUP, LLC, MEDIA RELATIONS GROUP, LLC AND QUEST CORPORATION OF AMERICA, INC., UNTIL SUCH TIME AS THE NEW AGREEMENTS PURSUANT TO THE RFQ CAN BE EXECUTED. WHEREAS, on October 30, 2015, the City of Miami Beach entered into agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., pursuant to RFQ 2015-144-YG for Public Information Outreach Services on Right of Way and Facilities Construction Projects; and WHEREAS, the initial term of the agreements is for a three (3) year term with two (2) additional one-year renewal options, and are currently scheduled to expire beginning October 29, 2020; and WHEREAS, the City desired to establish term contracts with a pool of qualified successful proposers, with the required expertise and personnel, in order to facilitate the assignment of these services for all neighborhood and facility projects; and WHEREAS, the successful proposers will work closely with city staff in developing and executing the communication efforts for active and future construction of Capital Improvement Projects (CIP), Public Work Projects, Environmental & Sustainability projects, Transportation initiatives, Parks, and other citywide construction efforts; and WHEREAS, the proposers will also assist with communication for public works operations, special projects, citywide initiatives and public safety/marketing campaigns; and WHEREAS, on July 31, 2020, the Administration issued Request for Qualifications (RFQ) 2020-118-WG for Public Information Outreach Services for Right of Way And Facilities Construction Projects; and WHEREAS, RFQ responses were due and received on August 28, 2020; and WHEREAS, the City received proposals from the following eight firms: EV Services, Inc., HML Public Outreach LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC, Quest Corporation of America, Inc., The MS Factor, LLC, The Valerin Group, Inc, and Wragg & Casas Public Relations, Inc.; and WHEREAS, all of the proposals submitted were found to be responsive to the requirements of the RFQ; and WHEREAS, on September 24, 2020, the City Manager appointed Evaluation Committee comprised of Maria Cerna, Division Director, Capital Improvement Projects, City of Miami Beach, Josiel Ferrer, Assistant Director, Transportation Department, City of Miami Beach, Kevin Pulido, Neighborhood Affairs Manager, Communications Department, City of Miami Beach and Flavia Tonioli, Sustainability Manager, Environment and Sustainability Department, City of Miami Beach, convened to consider proposals received; and WHEREAS,the Committee was provided an overview of the project, information relative to the City's Cone of Silence Ordinance and the Government Sunshine Law; and WHEREAS, the Committee was also provided with general information on the scope of services, and a copy of each proposal and was further instructed to score and rank each proposal pursuant to the evaluation criteria established in the RFQ; and WHEREAS, the evaluation process resulted in the proposers being ranked by the Evaluation Committee in the following order: 1st- Infinite Source Communications Group, LLC 2nd-HML Public Outreach LLC 3rd - Media Relations Group, LLC 4th - The Valerin Group, Inc 5th -Quest Corporation of America, Inc. 6th- EV Services, Inc. 7th- Wragg & Casas Public Relations, Inc. 8th - The MS Factor, LLC WHEREAS, after reviewing all of the submissions and the Evaluation Committee process, I concur with the Evaluation Committee and find Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc. to be the best qualified firms to be included in the prequalified pool of consultants for future engagements relating to public information outreach services as these firms have a wealth of knowledge providing public outreach services in the City of Miami Beach, neighboring municipalities, and other city governments; and WHEREAS, the Administration recommends the City enter into negotiations with Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc. to establish a pool of pre-qualified consultants for specific tasks relating to public information outreach services; and WHEREAS, the Administration further recommends that the City enter into month to month extensions of the current agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., until such time as new agreements can be executed. r NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission accepts the recommendation of the City Manager, pursuant to Request for Qualifications (RFQ) 2020-118- ! WG Public Information Outreach Services for Right of Way and Facilities Construction Project, to approve the resolution and authorize the Administration to establish a pool of pre-qualified consultants for specific tasks relating to public information outreach services; authorizing the Administration to enter into negotiations with Infinite Source Communications Group, LLC, HML Public Outreach LLC, Media Relations Group, LLC and The Valerin Group, Inc., as the top ranked proposers; further authorizing the Mayor and City Clerk to execute agreements with each of the foregoing proposers upon conclusion of successful negotiations by the Administration; and further, authorizing the month to month extension of the current agreements with HML Public Outreach, LLC, Infinite Source Communications Group, LLC, Media Relations Group, LLC and Quest Corporation of America, Inc., until such time as new agreements pursuant to the RFQ can be executed. PASSED AND ADOPTED this day of 2020. ATTEST: RAFAEL E. GRANADO, CITY CLERK DAN GELBER, MAYOR APPROVED AS TO FORM&LANGUAGE & FO"` EXELIMON . z0 .............. CL Ib- L • � , ••• Date,_te ATTACHMENT B ADDENDUM AND RFQ SOLICITATION M I AMI BEAC H PROCUREMENT DEPARTMENT 1755 Meridian Avenue,3rd Floor Miami Beach,Florida 33139 www.miamibeachfl.gov ADDENDUM NO. 1 REQUEST FOR QUALIFICATIONS NO. 2020-118-WG PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS August 20,2020 This Addendum to the above-referenced RFQ is issued in response to questions from prospective proposers, or other clarifications and revisions issued by the City. The RFQ is amended in the following particulars only (deletions are shown by strikethrough and additions are underlined). I. RFQ DUE DATE AND TIME. The deadline for the electronic receipt of proposals is on Friday, August 28, 2020, until 3:00 P.M. PUBLIC BID OPENING WILL BE VIA CONFERENCE ONLY Dial-in Instructions: • Dial the Telephone Number: +1 786-636-1480 United States, Miami(Toll) • Enter the Conference ID No.: 842 602 228# All proposals received and time stamped through BidSync, prior to the proposal submittal deadline shall be accepted as timely submitted. Proposals will be opened promptly at the time and date specified. Hard copy proposals or proposals received electronically, either through email or facsimile, submitted prior to or after the deadline for receipt of proposals are not acceptable and will be rejected. Late proposals cannot be submitted, proposers are cautioned to plan sufficiently. The City will in no way be responsible for delays caused by technical difficulty or caused by any other occurrence. II. ATTACHMENTS: Attachment "A" Executed Agreements and Proposal Responses pursuant to RFQ 2015-144-YG. III. RESPONSES TO QUESTIONS RECEIVED: Q1: How many contracts will be put out and how much PI contract work is there potentially in approximate fees? • Al:There are no guarantees as to the amount of projects that will be issued as a result of this contract. This contract will be used on an as needed basis for new projects. Projects may vary in scalelcomplexity Q2: How will work be distributed (ex: in a rotation, amount of money,etc.)? A2: The City shall request consultant services on an as-needed basis. Projects of minimal complexity may be awarded on a rotational basis. However, the City reserves the right to request quotes from awarded firms on any project. There is no guarantee that any or all of the services described in this RFQ will be assigned during the term of this resulting agreement. Further,the Consultant is providing these services on a non-exclusive basis. The City, at its option, may elect to have any of the services set forth herein performed by other consultants or City staff. 1 ADDENDUM N0.1 M IAj /� I PROCUREMENT DEPARTMENT 1�, 1755 Meridian Avenue,3rd Floor Miami Beach,Florida 33139 www.miamibeachfl.gov Q3: When numbering the pages on our submittal, should we number them by the individual tabs/sections or as one document with sequential numbers? A3: Page numbering is at the discretion of the proposer. However, numbering as one document is acceptable. Q4: What section should the forms be submitted in? Did we miss that in the RFP instructions?? A4: Please refer to Section 0300 Proposal Submittal Instructions and Format. Q5: What departments will be served? A5: The Marketing and Communications Department will manage the contract and assign work for other city departments. Departments will include, but are not limited to: Capital Improvement Projects(CIP), Public Works,Transportation, Parks,etc. Q6: Does each requested section have a page limit? Or can we include as many as needed? A6:There are no proposal page limits. Q7: Who will be on the selection committee for this RFQ from the City? A7:The Evaluation Committee has not yet been selected by the City Manager. Q8: What is the anticipated annual budget? A8: No budget has been established at this time. Q9: Do you currently use a media monitoring service, if so, which one? A9: The City uses a mix of services including TVeyes,Google Alerts and Cision. Q10:Who will be the city project manager for this contract? A10:The Neighborhood Affairs Manager will be the City's liaison for the contract. Q11: Is there a current contract in place for a public relations firm, if so, who holds that contract? All: Please refer to Attachment"A." Q12: Is there a total page limit or page limit for certain sections? Al2: Please refer to response to Question 6 above. Q13:Are there any restrictions on format of the response? (such as font size and margins) A13: No. Q14: We would like to request to receive copies of all proposals, presentation documents and the final executed contract for the previous contract 201.5-144-YG. A14: Please refer to Attachment"A." Any questions regarding this Addendum should be submitted in writing to the Procurement Management Department to the attention of the individual named below, with a copy to the City Clerk's Office at RafaelGranado@miamibeachfl.gov 2 ADDENDUM N0.1 M I AJ v IBEACH PROCUREMENT DEPARTMENT 1755 Meridian Avenue,3rd Floor Miami Beach,Florida 33139 www.miamibeachfl.gov Contact: Telephone: Email: William Garviso, CPPB 305-673-7000 ext. 7490 WilliamGarviso@miamibeachfl.gov Proposers are reminded to acknowledge receipt of this addendum as part of your RFQ submission. Potential proposers that have elected not to submit a response to the RFQ are requested to complete and return the"Notice to Prospective Bidders"questionnaire with the reason(s)for not submitting a proposal. Sin.erely, I .. lex Denis 'roc ern-nt Director �m ,3ADDENDUM NO. .1��N_�� MIAMI BEACH TABLE OF CONTENTS SOLICITATION SECTIONS: 0100 INSTRUCTIONS TO RESPONDENTS 0200 GENERAL CONDITIONS 0300 PROPOSAL SUBMITTAL INSTRUCTIONS & FORMAT 0400 PROPOSAL EVALUATION APPENDICES: APPENDIX A SPECIAL CONDITIONS APPENDIX B SAMPLE CONTRACT APPENDIX C INSURANCE REQUIREMENTS MIAMI BEACH SECTION 0100 INSTRUCTIONS TO RESPONDENTS &GENERAL CONDITIONS 1. GENERAL.This Request for Qualifications (RFQ) is issued by the City of Miami Beach, Florida(the"City"), as the means for prospective Proposers to submit proposals for the City's consideration in evaluating qualifications to select a firm with whom it may negotiate an agreement for the purpose noted herein. Prospective Proposers that have obtained this solicitation in any manner other than via BidSync(www.bidsync.com) are advised that the City utilizes BidSync (www.bidsync.com) for automatic notification of competitive solicitation opportunities and document fulfillment, including the issuance of any addendum to this RFQ. Any Prospective Proposer who has received this RFQ by any means other than through BidSync must register immediately with BidSync to assure it receives any addendum issued to this RFQ. Failure to receive an addendum may result in disqualification of proposal submitted. 2. PURPOSE.The City of Miami Beach is accepting qualifications for Public Information Outreach (PIO) Services on Citywide projects including Right of Way and Facilities Construction Projects. By means of this RFQ,the City desires to establish term contracts with a pool of qualified successful proposers, with the required expertise and personnel, in order to facilitate the assignment of these services for all neighborhood and facility projects. The,successful proposers will work closely with city staff in developing and executing the communication efforts for active and future construction of Capital Improvement Projects (CIP), Public Work Projects, Environmental & Sustainability projects, Transportation initiatives, Parks, and other citywide construction efforts. The proposers will also assist with communication for public work operations, special projects, citywide initiatives and public safety/ marketing campaigns. The activity produced by neighborhood right of way improvements, Public Work Operations, parking lots, parking garages, structural and park facilities, as well as capital renewal and replacement projects generate an exponential need for proper and timely notification to the City's stakeholders. Keeping residents, business owners and civic organizations well informed and actively involved is a key factor of the City's ongoing and growing commitment to maintaining constant communication with area residents and keeping stakeholders informed at all times. Communications regarding the construction process is a critical element of every project. In order to achieve this, an external communication plan has been established to help guide each firm. The city's external communication plan will provide milestones that each firm will need to follow in three phases: 1. Design and Pre-Construction Communications— In this phase, a plan is developed delineating how the community will be informed throughout the life of the project. The community is provided with information regarding design, when the project is to commence and how stakeholders will be affected. Meetings are held with stakeholders to introduce the project team and consultant(s) that will be working in the area. During the design phase, the firm will need to be well versed with the city's resilience program and understand any harmonization efforts on each project. 2. Project Information — This phase begins concurrently with construction and is finalized when the project is substantially complete. Residents, business owners and civic organizations are provided regularly with information relevant to the progress of the work on a regular basis. Meetings are held on an as-needed basis with individual stakeholders or interested groups. The Public Information Liaison serves as liaison between residents/stakeholders and the Neighborhood Affairs Division. 3. Post-Construction Communications — In this phase, project-close out information is sent out to stakeholders informing them that construction has been finalized and providing them with contact information for various owner agencies. MIAMI BEACH 3. STATEMENT OF WORK REQUIRED. This Statement of Work describes and defines activities which may be required by the City for a range of services to include, but not limited to: communications planning and implementation, public relations and community involvement, establishment and execution of open office hours, the planning and execution of virtual public meetings, understanding of virtual software for virtual meetings as needed, understanding of the city's efforts in harmonization and the resilience campaign, ability to create and execute physical mailing via every door direct mail (EDDM) or other means, customer service, general translation and interpreting services, revamping project collaterals, ability to record public meetings, ability to create video recaps as needed, preparation of related media communications and collateral materials, preparation of audio/video presentations, recording of public meetings and include public comment, project planning, coordination and implementation, web content development, franchise utility communication, ability to send mass emails as the city, follow the external communications plan in each project. special events coordination, hosting public meetings and other services that may be related. This includes, but is not limited to, those operations necessary for mobilization, the movement of personnel, equipment, supplies, expertise, incidentals, permits, notifications, and fees associated with such notifications, if any. The City shall request consultant services on an as-needed basis. There is no guarantee that any or all of the services described in this RFQ will be assigned during the term of this resulting agreement. Further, the Consultant is providing these services on a non-exclusive basis. The City, at its option, may elect to have any of the services set forth herein performed by other consultants or City staff. 3.1 DEFINITIONS 3.1.1 Consultant(s)-The Consultant is the Successful Proposer(s) retained by the City to perform Public Information Outreach Services on Right of Way and Facilities Projects described in this Scope of Services. 3.1.2 City-The City of Miami Beach 3.1.3 Department -City Departments, including but not limited to Capital Improvement Projects, Transportation, Environmental, Marketing and Communications and the City Manager's Office. 3.1.4 Letter of Authorization-A letter issued by the Project Manager(or his/her designee)authorizing the Consultant to commence work on a specific task. Completion due dates and fees are specified in this document. 3.1.5 Project Manager-The City's staff member(s), manager(s) or consultant(s) with overall responsibility and authority to oversee the Public Information Outreach Services on Right of Way and Facilities Projects in Miami Beach. 3.1.6 Task Assignment-One or more tasks assigned under this contract in connection with the Public Information Outreach Services on Right of Way and Facilities Projects in the City of Miami Beach. 3.2 JOB CLASSIFICATIONS AND DESCRIPTIONS 3.2.1 Project Manager: Primary point of contact with the City's Project Manager (or his/her designee) on overall activities of the contract; ensures contract compliance; manages budgets and invoices; executes special projects and performs QA/QC on all collateral materials. Responsible for entire staff assigned.to this contract to include staff supervision and work production. Works with City's Project Manager on streamlining processes and developing cost effective methods of doing business. MIAMI BEACH 3.2.2 Public Information Liaison: Serves as liaison between project stakeholders and Neighborhood Affairs Division. Assists the Neighborhood Affairs Coordinator for project related information and due to extensive interaction with the City of Miami Beach community, bilingual (English/Spanish) is strongly desired; completes all necessary documents listed in the external communication plan; identifies potential impacts to the public as a result of construction plans; prepares and disseminates collateral materials to the public; develops strategic alliances and partnerships with appropriate parties; prepares and presents project information for meetings; coordinates resolution of issues; record public meetings; maintains database of stakeholders; maintains project issue log; prepares information for updating website; edits website content; performs media responses in writing as needed; coordinates and staffs formal and informal public meetings; arranges field meetings and special events and executes other duties relevant to the position. 3.2.3 Assistant Public Information Liaison: Provides support to the public information liaison for each of the tasks listed above. Should be able to create a database, conduct door-to-door and assist with other clerical needs. (English/Spanish) is desired. The position will be utilized at the decision of the project team for certain needs. Should have an understanding of communication tools, the external communications plan, virtual meeting software, and will executes other duties relevant to the position. 3.2.4 Graphic Designer: Designs and maintains collateral materials; creates and updates templates and newsletter layouts; depicts project information on maps that serve as visual explanations to stakeholders; performs other duties relevant to the position. Familiarity with municipal governments and/or construction concepts are a plus. 3.3 CONSULTANT RESPONSIBILITIES 3.3.1 Coordination with the City: All aspects of each task shall be coordinated through the Office of Marketing and Communications, Director(or his/her designee); All authorizations and approvals shall be in writing and executed by the Neighborhood Affairs Manager(or his/her designee)prior to the commencement of work. 3.3.2 Services to be provided: The following procedures are general for all projects. One or more of them may be necessary depending on the scope of the project. The necessary steps will be identified, and a schedule of activities will be established by the City's Project Manager. If the procedural regulations referenced herein are revised or superseded before the services by the CONSULTANT are rendered, compliance with the most up-to-date version and/or amendments/statutes will be required. The CONSULTANT will provide any one or more of the following services as required by the DEPARTMENT. Public Relations, Community Involvement and Customer Service The successful firms may be tasked with the following duties and responsibilities: • Close coordination with the Neighborhood Affairs.Division staff • Developing public involvement plans in close coordination with the external communication plan • Developing project-related informational materials • Collateral production (English/Spanish) MIAMI BEACH • Social media needs—Photography&Video Content as needed • Communicating project information and addressing citizen/stakeholder concerns • Preparing related media communications and informational materials • Preparing talking points • Preparing information for dissemination through the Neighborhood Affairs Division • Ability to create, plan and execute effective mailers using every door direct mail (EDDM)or other services • Coordinating emergency communications • Preparing emergency collateral quickly and effectively • Developing presentations and talking points • Planning, organizing and attending special events and meetings • Preparing audio/video presentations • Ability to record public meetings and public comments • Writing newsletters and feature stories • Translating collateral material developed • Designing and developing templates and graphics informational materials (usually maps that depict project information) • Preparing web content and web copywriting • Developing ads • Coordinating franchise utility communication • Arranging and documenting field meetings • Stakeholder satisfaction surveys • Coordinating media/special events such as block parties, community meetings, and ribbon cuttings • Prepare and present encroachment information for public projects • Prepare, plan,execute and document harmonization meetings as needed • Coordinate special events as needed • Ability to host virtual'meetings using Zoom, Microsoft teams or other appropriate platforms • Ability to send and respond to emails through a city domain. • Ability to send mass emails through email marketing software from the City of Miami Beach. 4.ANTICIPATED RFQ TIMETABLE.The tentative schedule for this solicitation is as follows: RFQ Issued July 31, 2020 Pre-Proposal Meeting N/A Deadline for Receipt of Questions August 19, 2020 by 5:00 PM ET Responses Due August 28, 2020 by 3:00 PM ET Evaluation Committee Review TBD Proposer Presentations TBD Tentative Commission Approval Authorizing TBD Negotiations Contract Negotiations Following Commission Approval 5. PROCUREMENT CONTACT. Any questions or clarifications concerning this solicitation shall be submitted to the Procurement Contact noted below: Mf AMI BEACH Procurement Contact: Telephone: Email: William Garviso,CPPB 305 673-7000 william•arviso• miamibeachfl.•ov additionally, the City Clerk is to be coiled on all communications via e-mail at: RafaelGranado • miamibeachfl.•ov; or via facsimile: 786-394-4188. The Proposal title/number shall be referenced on all correspondence. All questions or requests for clarification must be received no later than ten (10) calendar days prior to the date proposals are due as scheduled in Section 0100-4. All responses to questions/clarifications will be sent to all prospective Proposers in the form of an addendum. 6. PRE-PROPOSAL MEETING OR SITE VISIT(S). Not Applicable 7. PRE-PROPOSAL INTERPRETATIONS. Oral information or responses to questions received by prospective Proposers are not binding on the City and will be without legal effect, including any information received at pre- submittal meeting or site visit(s). The City by means of Addenda will issue interpretations or written addenda clarifications considered necessary by the City in response to questions. Only questions answered by written addenda will be binding and may supersede terms noted in this solicitation. Addendum will be released through BidSync. Any prospective proposer who has received this RFQ by any means other than through BidSync must register immediately with BidSync to assure it receives any addendum issued to this RFQ. Failure to receive an addendum may result in disqualification of proposal. Written questions should be received no later than the date outlined in the Anticipated RFQ Timetable section. 8. CONE OF SILENCE. This RFQ is subject to, and all proposers are expected to be or become familiar with, the City's Cone of Silence Requirements, as codified in Section 2-486 of the City Code. Proposers shall be solely responsible for ensuring that all applicable provisions of the City's Cone of Silence are complied with, and shall be subject to any and all sanctions, as prescribed therein, including rendering their response voidable, in the event of such non-compliance. Communications regarding this solicitation are to be submitted in writing to the Procurement Contact named herein with a copy to the City Clerk at rafaelgranado(c�miamibeachfl.gov 9. ADDITIONAL INFORMATION OR CLARIFICATION. After proposal submittal, the City reserves the right to require additional information from Proposers (or Proposer team members or sub-consultants) to determine: qualifications (including, but not limited to, litigation history, regulatory action, or additional references); and financial capability(including, but not limited to, annual reviewed/audited financial statements with the auditors notes for each of their last two complete fiscal years). 10. PROPOSER'S RESPONSIBILITY. Before submitting a response, each Proposer shall be solely responsible for making any and all investigations, evaluations, and examinations, as it deems necessary, to ascertain all conditions and requirements affecting the full performance of the contract. Ignorance of such conditions and requirements, and/or failure to make such evaluations, investigations, and examinations, will not relieve the Proposer from any obligation to comply with every detail and with all provisions and requirements of the contract, and will not be accepted-as a basis for any subsequent claim whatsoever for any monetary consideration on the part of the Proposer. 11. DETERMINATION OF AWARD.The final ranking results of the evaluation process will be considered by the City Manager who may recommend to the City Commission the Proposer(s) s/he deems to be in the best interest of the City or may recommend rejection of all proposals. The City Manager's recommendation need not be consistent with the scoring results identified herein and takes into consideration Miami Beach City Code Section 2-369, including the following considerations: (1)The ability, capacity and skill of the Proposer to perform the contract. (2)Whether the Proposer can perform the contract within the time specified,without delay or interference. (3)The character, integrity, reputation,judgment,experience and efficiency of the Proposer. MIAMI BEACH (4)The quality of performance of previous contracts. (5)The previous and existing compliance by the Proposer with laws and ordinances relating to the contract. The City Commission shall consider the City Manager's recommendation and may approve such recommendation. The City Commission may also, at its option, reject the City Manager's recommendation and select another Proposal or Proposals which it deems to be in the best interest of the City, or it may also reject all Proposals. 12. NEGOTIATIONS. Following selection, the City reserves the right to enter into further negotiations with the selected Proposer. Notwithstanding the preceding, the City is in no way obligated to enter into a contract with the selected Proposer in the event the parties are unable to negotiate a contract. It is also understood and acknowledged by Proposers that no property, contract or legal rights of any kind shall be created at any time until and unless an Agreement has been agreed to; approved by the City; and executed by the parties. Balance of Page Intentionally Left Blank MIAMI BEACH SECTION 0200 GENERAL CONDITIONS TERMS & CONDITIONS —SERVICES. By virtue of submitting a proposal in response to this solicitation, proposer agrees to be bound by and in compliance with the Terms and Conditions for Services (dated April 13, 2020), incorporated herein, which may be found at the following link: https://www.miamibeachfl.gov/city-hall/procurement/standard-terms-and-conditions/ Balance of Page Intentionally Leff Blank MIAMI BEACH SECTION 0300 PROPOSAL SUBMITTAL INSTRUCTIONS AND FORMAT - 1. ELECTRONIC RESPONSES (ONLY). Electronic responses to this RFQ are to be submitted through BidSync until the date and time as indicated in this document. It is the sole responsibility of the Proposer to ensure its proposal reaches BidSync before the Solicitation closing date and time. There is no cost to the Proposer to submit a proposal in response to a City of Miami Beach solicitation via BidSync. Electronic proposal submissions may require the uploading of electronic attachments. The submission of attachments containing embedded documents or proprietary file extensions is prohibited. All documents should be attached as separate files (proposal format indicated below). All proposals received and time stamped through BidSync, prior to the proposal submittal deadline shall be accepted as timely submitted. Proposals will be opened promptly at the time and date specified. Hard copy proposals or proposals received electronically, either through email or facsimile, submitted prior to or after the deadline for receipt of proposals are not acceptable and will be rejected. Late bids cannot be submitted, bidders are cautioned to plan sufficiently. The City will in no way be responsible for delays caused by technical difficulty or caused by any other occurrence. A proposer may submit a modified proposal to replace all or any portion of a previously submitted proposal up until the proposal due date and time. The City will only consider the latest version of the proposal. 2. NON-RESPONSIVENESS. Failure to submit the following requirements shall result in a determination of non- responsiveness. Non-responsive proposals will not be considered. 1. Bid Submittal Questionnaire(submitted electronically). 3. OMITTED OR ADDITIONAL INFORMATION. With exception of the Bid Submittal Questionnaire (submitted electronically) and the Cost/Revenue Proposal, if applicable, the City reserves the right to seek any omitted information/documentation or any additional information from Proposer or other source(s), including but not limited to: any firm or principal information, applicable licensure, resumes of relevant individuals, client information, financial information, or any information the City deems necessary to evaluate the capacity of the Proposer to perform in accordance with contract requirements. Failure to submit any omitted or additional information in accordance with the City's request shall result in proposal being deemed non-responsive. 4. ELECTRONIC PROPOSAL FORMAT. In order to maintain comparability, facilitate the review process and assist the Evaluation Committee in review of proposals, it is strongly recommended that proposals be organized and tabbed in accordance with the tabs, and sections as specified below. The electronic submittal should be tabbed as enumerated below and contain a table of contents with page references. The electronic proposal shall be submitted' through the "Line Items"attachment tab in BidSync. TAB 1 Cover Letter,Table of Contents, and Minimum Qualification Requirement 1.1 Cover Letter and Table of Contents. The table of contents should indicate the tabs, sections with tabs and page numbers to facilitate the evaluation committee's review. The cover letter must be signed by a principal or agent able to bind the firm. TAB 2 Experience and Qualifications 2.1 Organizational Chart: An organizational chart depicting the structure and lines of authority and communication for all firms, principals and personnel involved in the project. Include information that describes the intended structure regarding project management, accountability and compliance with the terms of the RFQ. 2.2 Relevant Experience of Prime Proposer: Submit detailed information regarding the history, relevant experience and proven track record of providing the scope of services as identified in this solicitation to public sector clients, municipal governments, agencies or levels of government for the firm and/or its principals. For each project that the proposer submits as evidence of similar experience, the following is required: project MIAMI BEACH description, role of the firm and responsibilities, agency(client) name, agency(client)contact, contact telephone and email, month and year the whole project was started and completed, and your firm's term of engagement. For each project provide the following: a. project name and scope of services provided; b. name of individuals that worked on the referenced project that have been included in Section 2.1 above. c. client; d. client project manager and contact information; e. costs of the services provided; and f. term of the engagement. 2.3 Relevant Experience of Sub-consultant(s)/Sub-contractor(s): Summarize projects where the Sub- consultant(s)/Sub-contractor(s) and/or its principals have provided professional public information outreach services, to public sector clients, municipal governments, agencies or other levels of government. For each project provide the following: g. project name and scope of services provided; h. name of individuals that worked on the referenced project that have been included in Section 2.1 above. i. client; j. client project manager and contact information; k. costs of the services provided; and term of the engagement. 2.4 Project Manager. Provide a comprehensive summary that elaborates on the experience and qualifications of the individual who will be selected to serve as the firm's project manager for this contract. 2.5 Public Information Liaison. Provide a comprehensive summary that elaborates on the experience and qualifications of one or more individual(s).who will be selected to serve as the firm's lead public information liaison for this contract's possible assignments. TAB 3 Approach and Methodology Submit detailed information on the approach and methodology that the Proposer and its team has utilized on previous engagements to accomplish a similar scope of work, including detailed information, as applicable, which addresses, but need not be limited to: • Project specific approach to handling communication for neighborhoods versus parks, facilities and public information campaigns. • General communications plan for public information and outreach. • Demonstrate an understanding of various construction project methods such as design-bid-build vs. design- build construction. Suggest innovative ways to communicate with and/or educate the public on the differences, drawbacks, benefits of each, etc. • Additional cost-effective methods, currently not in use by the City, to actively engage and keep stakeholders informed. Note that current cost-effective methods currently utilized by the City include: Email blasts via Constant Contact and/or regular,email; project pages on the RisingAbove and Miami Beach website; door-to-door distributions; Maintenance of Traffic for all projects posted on GIS' page and a City- wide GIS traffic map; as needed, regular construction updates are sent out for each individual project; InDesign collateral templates are available for use; and meetings with HOAs/affected stakeholders occur regularly. • Description of the quality assurance and quality control (QA/QC) process used by the Proposer to ensure sufficient management of the contract and required deliverables. MIAMI BEACH Balance of Page Intentionally Left Blank SECTION 0400 PROPOSAL EVALUATION 1. Evaluation Committee.An Evaluation Committee, appointed by the City Manager, may meet to evaluate each Proposal in accordance with the qualitative criteria set forth below. In doing so, the Evaluation Committee may review and score all proposals received, with or without conducting interview sessions. City staff will assign points for the quantitative criteria. It is important to note that the Evaluation Committee is advisory only and does not make an award recommendation to the City Manager or the City Commission. The results of Step 1 & Step 2 Evaluations will be forwarded to the City Manager who will utilize the results to make a recommendation to the City Commission. a. In the event that only one responsive proposal is received, the City Manager, after determination that the sole responsive proposal materially meets the requirements of the RFQ, may, without an evaluation committee, recommend to the City Commission that the Administration enter into negotiations. b. The City, in its discretion, may utilize technical or other advisers to assist the evaluation committee in the evaluation of proposals. 2. Qualitative Criteria. Responsive proposals shall be evaluated by the Evaluation Committee in accordance with the following criteria. Qualitative Criteria Maximum Points Experience and Qualifications 60 Approach and Methodology 40 TOTAL AVAILABLE STEP 1 POINTS 100 3. Quantitative Criteria. Following the results of the evaluation of the qualitative criteria by the Evaluation Committee, the Proposers may receive additional points, to be added by City staff, as follows. Quantitative Criteria Maximum Points Veterans Preference 5 TOTAL AVAILABLE STEP 2 POINTS 5 4. Determination of Final Ranking. The sum of qualitative and quantitative scores will be converted to rankings in accordance with the example below: , Proposer A Proposer B Proposer C Qualitative Points 82 74 80 Committee Quantitative Points 10 5 0 Member 1 Total 92 79 80 Rank 1 :3 2 Qualitative Points 82 85 72 Committee Quantitative Points 10 5 0 Member 2 Total 92 90 72 Rank 1 2 , 3 Qualitative Points 90 74 66 Committee Quantitative Points 10 5 0 Member 2 Total 100 79 66 Rank 1; "" 2 3 Low Aggregate Score 3 7 8 Final Ranking* 1 2 3 It is important to note that the results of the Evaluation Committee process do not represent an award recommendation.The City Manager will utilize the results of the committee process,as well as any other information he deems appropriate to develop his award recommendation to the City Commission,which may differ from the Evaluation Committee process ranking. Balance of Page Intentionally Left Blank APPENDIX A A. s^ i' f 3 3'\ ! / i fj i A i 3f yt� b ' y7 i 1 R i II ,{Pa`! 4L� ��$ e ..vm,..: ,„::::= CSI ""**v.�..,a' T Special Conditions 2020- 118-WG PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3�d Floor Miami Beach, Florida 33139 1. Term of Contract.Three (3)Years 2. Options to Renew.Two(2)additional one(1)year options 3. Additional Terms or Conditions. This RFQ, including the attached Sample Contract, contains all the terms and conditions applicable to any service being provided to the City resulting from award of contract. By virtue of submitting a proposal, consultant agrees not to require additional terms and conditions at the time services are requested, either through a separate agreement, work order, letter of engagement or purchase order. 4. Change of Project Manager or Public Information Liaison. A change in the Consultant's project manager or public information liaison (as well as any replacement) shall be subject to the prior written approval of the City Manager or his designee (who in this case shall be an Assistant City Manager). Replacement(including reassignment)of an approved project manager or public information liaison shall not be made without submitting a resume for the replacement staff person and receiving prior written approval of the City Manager or his designee (i.e.the City project manager). 5. Sub-Consultants. The Consultant shall not retain, add, or replace any sub-consultant without the prior written approval of the City Manager, in response to a written request from the Consultant stating the reasons for any proposed substitution. Any approval of a sub-consultant by the City Manager shall not in any way shift the responsibility for the quality and acceptability by the City of the services performed by the sub-consultant from the Consultant to the City. The quality of services and acceptability to the City of the services performed by sub-consultants shall be the sole responsibility of Consultant. 6. Negotiations. Upon approval of selection by the City Commission, negotiations between the City and the selected Consultant will take place to arrive at a mutually acceptable Agreement, including final scope of services, deliverables and cost of services. 7. Competitive Specifications. It is the goal of the City to maximize competition for the project among suppliers & contractors. Consultant shall endeavor to prepare all documents, plans & specifications that are in accordance with this goal. Under no condition shall Consultant include means & methods or product specifications that are considered "sole source"or restricted without prior written approval of the City. APPENDIX B , , t„ , h r• \'‘,\ Sample Contract 2020- 118-WG PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS BY VIRTUE OF SUBMITTING A PROPOSAL THE FIRM HEREBY TAKES NO EXCEPTIONS TO THE TERM AND CONDITIONS NOTED IN THIS SAMPLE CONTRACT PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF MIAMI BEACH AND [FILL IN CONSULTANT NAME] FOR [XXXXXXXXXXXXXXXX], PURSUANT TO [FILL IN RFP, RFQ, OR ITB#] This Professional Services Agreement ("Agreement") is entered into this XXXXXX day of XXXXXXXXXXXX, 20 ("Effective Date"), between the CITY OF MIAMI BEACH, FLORIDA, a municipal corporation organized and existing under the laws of the State of Florida, having its principal offices at 1700 Convention Center Drive, Miami Beach, Florida, 33139 (the "City"), and [FILL IN CONSULTANT NAME], a [FILL IN TYPE OF ENTITY/I.E. CORPORATION, LLC, ETC.], whose address is XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX ("Consultant"). . SECTION 1 DEFINITIONS Agreement: This Agreement between the City and Consultant, including any exhibits and amendments thereto. City Manager: The chief administrative officer of the City. City Manager's Designee: The City staff member who is designated by the City Manager to administer this Agreement on behalf of the City. The City Manager's designee shall be the Department Director. Consultant: For the purposes of this Agreement, Consultant shall be deemed to be an independent contractor, and not an agent or employee of the City. Services: All services, work and actions by the Consultant performed or undertaken pursuant to the Agreement. Fee: Amount paid to the Consultant as compensation for Services. Proposal Documents: Proposal Documents shall mean City of Miami Beach [FILL IN RFP, RFQ, OR ITB] No. IXXXXXXXXXXXXXX] for [XXXXXXXXXXXXXXXXXXXXXX1, together with all amendments thereto, issued by the City in contemplation of this Agreement [FILL IN CORRECT ABBREVIATION RFP, RFQ, OR ITB], and the Consultant's proposal in response thereto ("Proposal"), all of which are hereby incorporated and made a part hereof; provided, however, that in the event of an express conflict between the Proposal Documents and this Agreement, the following order of precedent shall prevail: this Agreement; the [FILL IN RFP, RFQ, or ITB]; and the Proposal. Risk Manager: The Risk Manager of the City, with offices at 1700 Convention Center Drive, Third Floor, Miami Beach, Florida 33139; telephone number (305) 673-7000, Ext. 6435; and fax number (305) 673- 7023. SECTION 2 SCOPE OF SERVICES 2.1 In consideration of the Fee to be paid to Consultant by the City, Consultant shall provide the work and services described in Exhibit"A" hereto (the "Services"). [NOTE: EXHIBIT "A" MUST INCLUDE DETAILED DESCRIPTION OF SERVICES] Although Consultant may be provided with a schedule of the available hours to provide its Services, the City shall not control nor have the right to control the hours of the Services performed by the Consultant; where the Services are performed (although the City will provide Consultant with the appropriate location to perform the Services); when the Services are performed, including how many days a week the Services are performed; how the Services are performed, or any other aspect of the actual manner and means of accomplishing the Services provided. Notwithstanding the foregoing, all Services provided by the Consultant shall be performed in accordance with the terms and conditions set forth in Exhibit "A" and to the reasonable satisfaction of the City Manager. If there are any questions regarding the Services to be performed, Consultant should contact the following person: 2.2 Consultant's Services, and any deliverables incident thereto, shall be completed in accordance with the timeline and/or schedule in Exhibit [XXX] hereto. [NOTE: TIMELINE FOR DELIVERABLES CAN ALSO BE INCLUDED IN EXHIBIT "A" OR IN SEPARATE EXHIBIT] SECTION 3 TERM The term of this Agreement ("Term") shall commence upon execution of this Agreement by all parties hereto (the Effective Date set forth on p. 1 hereof), and shall have an initial term of [XXXXXXXXXXXX], with [XXXXXXXXXX] renewal options, to be exercised at the City Manager's sole option and discretion, by providing Consultant with written notice of same no less than thirty (30) days prior to the expiration of the initial term. Notwithstanding the Term provided herein, Consultant shall adhere to any specific timelines, schedules, dates, and/or performance milestones for completion and delivery of the Services, as same is/are set forth in the timeline and/or schedule referenced in Exhibit [XXX1 hereto. SECTION 4 FEE 4.1 In consideration of the Services to be provided, Consultant shall be compensated on a fixed fee basis, in the amount of$XXXXXXXX . 4.2 [NOTE: INCLUDE AMOUNT FOR REIMBURSABLES, IF ANY]. 4.3 [NOTE: INCLUDE HOW FEE IS TO BE PAID — I.E. "X" PERCENTAGE UP FRONT; "X" UPON DELIVERY; MONTHLY; LUMP SUM; ETC.]. 4.4 INVOICING Upon receipt of an acceptable and approved invoice, payment(s) shall be made within forty-five (45) days for that portion (or those portions) of the Services satisfactorily rendered (and referenced in the particular invoice). Invoices shall include a detailed description of the Services (or portions thereof) provided, and shall be submitted to the City at the following address: SECTION 5 TERMINATION 5.1 TERMINATION FOR CAUSE If the Consultant shall fail to fulfill in a timely manner, or otherwise violates, any of the covenants, agreements, or stipulations material to this Agreement, the City, through its City Manager, shall thereupon have the right to terminate this Agreement for cause. Prior to exercising its option to terminate for cause, the City shall notify the Consultant of its violation of the particular term(s) of this Agreement, and shall grant Consultant ten (10) days to cure such default. If such default remains uncured after ten (10) days, the City may terminate this Agreement without further notice to Consultant. Upon termination, the City shall be fully discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. Notwithstanding the above, the Consultant shall not be relieved of liability to the City for damages sustained by the City by any breach of the Agreement by the Consultant. The City, at its sole option and discretion, shall be entitled to bring any and all legal/equitable actions that it deems to be in its best interest in order to enforce the City's rights and remedies against Consultant. The City shall be entitled to recover all costs of such actions, including reasonable attorneys'fees. 5.2 TERMINATION FOR CONVENIENCE OF THE CITY THE CITY MAY ALSO, THROUGH ITS CITY MANAGER, AND FOR ITS CONVENIENCE AND WITHOUT CAUSE, TERMINATE THE AGREEMENT AT ANY TIME DURING THE TERM BY GIVING WRITTEN NOTICE TO CONSULTANT OF SUCH TERMINATION; WHICH SHALL BECOME EFFECTIVE WITHIN THIRTY (30) DAYS FOLLOWING RECEIPT BY THE CONSULTANT OF SUCH NOTICE. ADDITIONALLY, IN THE EVENT OF A PUBLIC HEALTH, WELFARE OR SAFETY CONCERN, AS DETERMINED BY THE CITY MANAGER, IN THE CITY MANAGER'S SOLE DISCRETION, THE CITY MANAGER, PURSUANT TO A VERBAL OR WRITTEN NOTIFICATION TO CONSULTANT, MAY IMMEDIATELY SUSPEND THE SERVICES UNDER THIS AGREEMENT FOR A TIME CERTAIN, OR IN THE ALTERNATIVE, TERMINATE THIS AGREEMENT ON A GIVEN DATE. IF THE AGREEMENT IS TERMINATED FOR CONVENIENCE BY THE CITY, CONSULTANT SHALL BE PAID FOR ANY SERVICES SATISFACTORILY PERFORMED UP TO THE DATE OF TERMINATION; FOLLOWING WHICH THE CITY SHALL BE DISCHARGED FROM ANY AND ALL LIABILITIES, DUTIES, AND TERMS ARISING OUT OF, OR BY VIRTUE OF, THIS AGREEMENT. 5.3 TERMINATION FOR INSOLVENCY The City also reserves the right to terminate the Agreement in the event the Consultant is placed either in voluntary or involuntary bankruptcy or makes an assignment for the benefit of creditors. In such event, the right and obligations for the parties shall be the same as provided for in Section 5.2. SECTION 6 INDEMNIFICATION AND INSURANCE REQUIREMENTS 6.1 INDEMNIFICATION Consultant agrees to indemnify and hold harmless the City of Miami Beach and its officers, employees, agents, and contractors, from and against any and all actions (whether at law or in equity), claims, liabilities, losses, and expenses, including, but not limited to, attorneys' fees and costs, for personal, economic or bodily injury, wrongful death, loss of or damage to property, which may arise or be alleged to have arisen from the negligent acts, errors, omissions or other wrongful conduct of the Consultant, its officers, employees, agents, contractors, or any other person or entity acting under Consultant's control or supervision, in connection with, related to, or as a result of the Consultant's performance of the Services pursuant to this Agreement. To that extent, the Consultant shall pay all such claims and losses and shall pay all such costs and judgments which may issue from any lawsuit arising from such claims and losses, and shall pay all costs and attorneys' fees expended by the City in the defense of such claims and losses, including appeals. The Consultant expressly understands and agrees that any insurance protection required by this Agreement or otherwise provided by the Consultant shall in no way limit the Consultant's responsibility to indemnify, keep and save harmless and defend. the City or its officers, employees, agents and instrumentalities as herein provided. The parties agree that one percent (1%) of the total compensation to Consultant for performance of the Services under this Agreement is the specific consideration from the City to the Consultant for the Consultant's indemnity agreement. The provisions of this Section 6.1 and of this indemnification shall survive termination or expiration of this Agreement. 6.2 INSURANCE REQUIREMENTS [NOTE: INSURANCE TYPES AND LIMITS BELOW SHOULD ALWAYS BE SAME AS WHAT WAS SPECIFICED IN BID DOCUMENTS] The Consultant shall maintain and carry in full force during the Term, the following insurance: 1. Consultant General Liability, in the amount of$1,000,000; 2. Consultant Professional Liability, in the amount of$200,000; and 3. Workers Compensation & Employers Liability, as required pursuant to Florida Statutes. The insurance must be furnished by insurance companies authorized to do business in the State of Florida. All insurance policies must be issued by companies rated no less than "B+" as to management and not less than "Class VI" as to strength by the latest edition of Best's Insurance Guide, published by A.M. Best Company, Oldwick, New Jersey, or its equivalent. All of Consultant's certificates shall contain endorsements providing that written notice shall be given to the City at least thirty (30) days prior to termination, cancellation or reduction in coverage in the policy. The insurance certificates for General Liability shall include the City as an additional insured and shall contain a waiver of subrogation endorsement. Original certificates of insurance must be submitted to the City's Risk Manager for approval (prior to any work and/or services commencing) and will be kept on file in the Office of the Risk Manager. The City shall have the right to obtain from the Consultant specimen copies of the insurance policies in the event that submitted certificates of insurance are inadequate to ascertain compliance with required coverage. The Consultant is also solely responsible for obtaining and submitting all insurance certificates for any sub-consultants. Compliance with the foregoing requirements shall not relieve the Consultant of the liabilities and obligations under this Section or under any other portion of this Agreement. The Consultant shall not commence any work and or services pursuant to this Agreement until all insurance required under this Section has been obtained and such insurance has been approved by the City's Risk Manager. SECTION 7 LITIGATION JURISDICTIONNENUE/JURY TRIAL WAIVER This Agreement shall be construed in accordance with the laws of the State of Florida. This Agreement shall be enforceable in Miami-Dade County, Florida, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for the enforcement of same shall lie in Miami-Dade County, Florida. By entering into this Agreement, Consultant and the City expressly waive any rights either party may have to a trial by jury of any civil litigation related to or arising out of this Agreement. SECTION 8 LIMITATION OF CITY'S LIABILITY The City desires to enter into this Agreement only if in so doing the City can place a limit on the City's liability for any cause of action, for money damages due to an alleged breach by the City of this Agreement, so that its liability for any such breach never exceeds the sum of $10,000. Consultant hereby expresses its willingness to enter into this Agreement with Consultant's recovery from the City for any damage action for breach of contract to be limited to a maximum amount of$10,000. Accordingly, and notwithstanding any other term or condition of this Agreement, Consultant hereby agrees that the City shall not be liable to the Consultant for damages in an amount in excess of $10,000 for any action or claim for breach of contract arising out of the performance or non-performance of any obligations imposed upon the City by this Agreement. Nothing contained in this section or elsewhere in this Agreement is in any way intended to be a waiver of the limitation placed upon the City's liability, as set forth in Section 768.28, Florida Statutes. SECTION 9 DUTY OF CARE/COMPLIANCE WITH APPLICABLE LAWS/PATENT RIGHTS; COPYRIGHT; AND CONFIDENTIAL FINDINGS 9.1 DUTY OF CARE • With respect to the performance of the Services contemplated herein, Consultant shall exercise that degree of skill, care, efficiency and diligence normally exercised by reasonable persons and/or recognized professionals with respect to the performance of comparable work and/or services. 9.2 COMPLIANCE WITH APPLICABLE LAWS In its performance of the Services, Consultant shall comply with all applicable laws, ordinances, and regulations of the City, Miami-Dade County, the State of Florida, and the federal government, as applicable. 9.3 PATENT RIGHTS; COPYRIGHT; CONFIDENTIAL FINDINGS Any work product arising out of this Agreement, as well as all information specifications, processes, data and findings, are intended to be the property of the City and shall not otherwise be made public and/or disseminated by Consultant, without the prior written consent of the City Manager, excepting any information, records etc. which are required to be disclosed pursuant to Court Order and/or Florida Public Records Law. All reports, documents, articles, devices, and/or work produced in whole or in part under this Agreement are intended to be the sole and exclusive property of the City, and shall not be subject to any application for copyright or patent by or on behalf of the Consultant or its employees or sub-consultants, without the prior written consent of the City Manager. SECTION 10 GENERAL PROVISIONS 10.1 AUDIT AND INSPECTIONS Upon reasonable verbal or written notice to Consultant, and at any time during normal business hours (i.e. 9AM — 5PM, Monday through Fridays, excluding nationally recognized holidays), and as often as the City Manager may, in his/her reasonable discretion and judgment, deem necessary, there shall be made available to the City Manager, and/or such representatives as the City Manager may deem to act on the City's behalf, to audit, examine, and/ or inspect, any and all other documents and/or records relating to all matters covered by this Agreement. Consultant shall maintain any and all such records at its place of business at the address set forth in the "Notices" section of this Agreement. 10.2 INSPECTOR GENERAL AUDIT RIGHTS (A) Pursuant to Section 2-256 of the Code of the City of Miami Beach, the City has established the Office of the Inspector General which may, on a random basis, perform reviews, audits, inspections and investigations on all City contracts, throughout the duration of said contracts. This random audit is separate and distinct from any other audit performed by or on behalf of the City. (B) The Office of the Inspector General is authorized to investigate City affairs and empowered to review past, present and proposed City programs, accounts, records, contracts and transactions. In addition, the Inspector General has the power to subpoena witnesses, administer oaths, require the production of witnesses and monitor City projects and programs. Monitoring of an existing City project or program may include a report concerning whether the project is on time, within budget and in conformance with the contract documents and applicable law. The Inspector General shall have the power to audit, investigate, monitor, oversee, inspect and review operations, activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant, its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. Pursuant to Section 2-378 of the City Code, the City is allocating a percentage of its overall annual contract expenditures to fund the activities and operations of the Office of Inspector General. (C) Upon ten (10) days written notice to the Consultant, the Consultant shall make all requested records and documents available to the Inspector General for inspection and copying. The Inspector General is empowered to retain the services of independent private sector auditors to audit, investigate, monitor, oversee, inspect and review operations activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Consultant its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. • (D) The Inspector General shall have the right to inspect and copy all documents and records in the Consultant's possession, custody or control which in the Inspector General's sole judgment, pertain to performance of the contract, including, but not limited to original estimate files, change order estimate files, worksheets, proposals and agreements from and with successful subcontractors and suppliers, all project-related correspondence, memoranda, instructions, financial documents, construction documents, (bid/proposal) 'and contract documents, back-change documents, all documents and records which involve cash, trade or volume discounts, insurance proceeds, rebates, or dividends received, payroll and personnel records and supporting documentation for the aforesaid • documents and records. (E) The Consultant shall make available at its office at all reasonable times the records, materials, and other evidence regarding the acquisition (bid preparation) and performance of this Agreement, for examination, audit, or reproduction, until three (3) years after final payment under this Agreement or for any longer period required by statute or by other clauses of this Agreement. In addition: • i. If this Agreement is completely or partially terminated, the Consultant shall make available records relating to the work terminated until three (3) years after any resulting final termination settlement; and ii. The Consultant shall make available records relating to appeals or to litigation or the C settlement of claims arising under or relating to this Agreement until such appeals, litigation, or claims are finally resolved. (F) The provisions in this section shall apply to the Consultant, its officers, agents, employees, subcontractors and suppliers. The Consultant shall incorporate the provisions in this section in all subcontracts and all other agreements executed by the Consultant in connection with the performance of this Agreement. (G)Nothing in this section shall impair any independent right to the City to conduct audits or investigative activities. The provisions of this section are neither intended nor shall they be construed to impose any liability on the City by the Consultant or third parties. 10.3 ASSIGNMENT,TRANSFER OR SUBCONSULTING Consultant shall not subcontract, assign, or transfer all or any portion of any work and/or service under this Agreement without the prior written consent of the City Manager, which consent, if given at all, shall be in the Manager's sole judgment and discretion. Neither this Agreement, nor any term or provision hereof, or right hereunder, shall be assignable unless as approved pursuant to this Section, and any attempt to make such assignment(unless approved) shall be void. 10.4 PUBLIC ENTITY CRIMES Prior to commencement of the Services, the Consultant shall file a State of Florida Form PUR 7068, Sworn Statement under Section 287.133(3)(a) Florida Statute on Public Entity Crimes with the City's Procurement Division. 10.5 NO DISCRIMINATION In connection with the performance of the Services, the Consultant shall not exclude from participation in, deny the benefits of, or subject to discrimination anyone on the grounds of race, color, national origin, sex, age, disability, religion, income or family status. Additionally, Consultant shall comply fully with the City of Miami Beach Human Rights Ordinance, codified in Chapter 62 of the City Code, as may be amended from time to time, prohibiting discrimination in employment, housing, public accommodations, and public services on account of actual or perceived race, color, national origin, religion, sex, intersexuality, gender identity, sexual orientation, marital and familial status, age, disability, ancestry, height, weight, domestic partner status, labor organization membership, familial situation, or political affiliation. 10.6 CONFLICT OF INTEREST Consultant herein agrees to adhere to and be governed by all applicable Miami-Dade County Conflict of Interest Ordinances and Ethics provisions, as set forth in the Miami- Dade County Code, as may be amended from time to time; and by the City of Miami Beach Charter and Code, as may be amended from time to time; both of which are incorporated by reference as if fully set forth herein. Consultant covenants that it presently has no interest and shall not acquire any interest, directly or indirectly, which could conflict in any manner or degree with the performance of the Services. Consultant further covenants that in the performance of this Agreement, Consultant shall not employ any person having any such interest. No member of or delegate to the Congress of the United States shall be admitted to any share or part of this Agreement or to any benefits arising therefrom. 10.7, CONSULTANT'S COMPLIANCE WITH FLORIDA PUBLIC RECORDS LAW (A) Consultant shall comply with Florida Public Records law under Chapter 119, Florida Statutes, as may be amended from time to time. (B) The term "public records" shall have the meaning set forth in Section 119.011(12), which means all documents, papers, letters, maps, books, tapes, photographs, films, sound recordings, data processing software, or other material, regardless of the physical form, characteristics, or means of transmission, made or received pursuant to law or ordinance or in connection with the transaction of official business of the City. (C) Pursuant to Section 119.0701 of the Florida Statutes, if the Consultant meets the definition of "Contractor" as defined in Section 119.0701(1)(a), the Consultant shall: (1) Keep and maintain public records required by the City to perform the service; (2) Upon request from the City's custodian of public records, provide the City with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes or as otherwise provided by law; (3) Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed, except as authorized by law, for the duration of the contract term and following completion of the Agreement if the Consultant does not transfer the records to the City; (4) Upon completion of the Agreement, transfer, at no cost to the City, all public records in possession of the Consultant or keep and maintain public records required by the City to perform the service. If the Consultant transfers all public records to the City upon completion of the Agreement, the Consultant shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Consultant keeps and maintains public records upon completion of the Agreement, the Consultant shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the City, upon request from the City's custodian of public records, in a format that is compatible with the information technology systems of the City. (D) REQUEST FOR RECORDS; NONCOMPLIANCE. (1) A request to inspect or copy public records relating to the City's contract for services must be made directly to the City. If the City does not possess the requested records, the City shall immediately notify the Consultant of the request, and the Consultant must provide the records to the City or allow the records to be inspected or copied within a reasonable time. (2) Consultant's failure to comply with the City's request for records shall constitute a breach of this Agreement, and the City, at its sole discretion, may: (1) unilaterally terminate the Agreement; (2) avail itself of the remedies set forth under the Agreement; and/or (3) avail itself of any available remedies at law or in equity. (3) A Consultant who fails to provide the public records to the City within a reasonable time may be subject to penalties under s. 119.10. (E) CIVIL ACTION. (1) If a civil action is filed against a Consultant to compel production of public records relating to the City's contract for services, the court shall assess and award against the Consultant the reasonable costs of enforcement, including reasonable attorneys'fees, if: a._ The court determines that the Consultant unlawfully,refused to comply with the public records request within a reasonable time; and b. At least 8 business days before filing the action, the plaintiff provided written notice of the public records request, including a statement that the Consultant has not complied with the request, to the City and to the Consultant. (2) A notice complies with subparagraph (1)(b) if it is sent to the City's custodian of public records and to the Consultant at the Consultant's address listed on its contract with the City or to the Consultant's registered agent. Such notices must be sent by common carrier delivery service or by registered, Global Express Guaranteed, or certified mail, with postage or shipping paid by the sender and with evidence of delivery, which may be in an electronic format. (3) A Consultant who complies with a public records request within 8 business days after the notice is sent is not liable for the reasonable costs of enforcement. (F) IF THE CONSULTANT HAS'QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONSULTANT'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS AGREEMENT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: CITY OF MIAMI BEACH ATTENTION: RAFAEL E. GRANADO, CITY CLERK 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139 E-MAIL: RAFAELGRANADO(c�MIAMIBEACHFL.GOV PHONE: 305-673-7411 SECTION 11 NOTICES All notices and communications in writing required or permitted hereunder, shall be delivered personally to the representatives of the Consultant and the City listed below or may be mailed by U.S. Certified Mail, return receipt requested, postage prepaid, or by a nationally recognized overnight delivery service. Until changed by notice, in writing, all such notices and communications shall be addressed as follows: TO CONSULTANT: [FILL IN] TO CITY: [FILL IN] Notice may also be provided to any other address designated by the party to receive notice if such alternate address is provided via U.S. certified mail, return receipt requested, hand delivered, or by overnight delivery. In the event an alternate notice address is properly provided, notice shall be sent to such alternate address in addition to any other address which notice would otherwise be sent, unless other delivery instruction as specifically provided for by the party entitled to notice. Notice shall be deemed given on the date of an acknowledged receipt, or, in all other cases, on the date of receipt or refusal. SECTION 12 MISCELLANEOUS PROVISIONS 12.1 CHANGES AND ADDITIONS This Agreement cannot be modified or amended without the express written consent of the parties. No modification, amendment, or alteration of the terms or conditions contained herein shall be effective unless contained in a written document executed with the same formality and of equal dignity herewith. 12.2 SEVERABILITY If any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement shall not be affected and every other term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law. 12.3 WAIVER OF BREACH A party's failure to enforce any provision of this Agreement shall not be deemed a waiver of such provision or modification of this Agreement. A party's waiver of any breach of a provision of this Agreement shall not be deemed a waiver of any subsequent breach and shall not be construed to be a modification of the terms of this Agreement. 12.4 JOINT PREPARATION The parties hereto acknowledge that they have sought and received whatever competent advice and counsel as was necessary for them to form a full and complete understanding of all rights and obligations herein and that the preparation of this Agreement has been a joint effort of the parties, the language has been agreed to by parties to express their mutual intent and the resulting document shall not, solely as a matter of judicial construction, be construed more severely against one of the parties than the other. 12.5 ENTIRETY OF AGREEMENT The City and Consultant agree that this is the entire agreement between the parties. This Agreement supersedes all prior negotiations, correspondence, conversations, agreements or understandings applicable to the matters contained herein, and there are no commitments, agreements or understandings concerning the subject matter of this Agreement that are not contained in this document. Title and paragraph headings are for convenient reference and are not intended to confer any rights or obligations upon the parties to this Agreement. [REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK] IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their appropriate officials, as of the date first entered above. FOR CITY: CITY OF MIAMI BEACH, FLORIDA ATTEST: By: City Clerk City Manager Date: FOR CONSULTANT: [INSERT NAME] ATTEST: By: Print Name and Title Print Name and Title Date: F:ATTO/TORG/Agreements/Professional Services Agreement 2017 modified 12-19-2017 APPENDIX C MI . INSURANCE REQUIREMENTS 2020- 118-WG PUBLIC INFORMATION OUTREACH SERVICES FOR RIGHT OF WAY AND FACILITIES CONSTRUCTION PROJECTS PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 INSURANCE REQUIREMENTS This document sets forth the minimum levels of insurance that the contractor is required to maintain throughout the term of the contract and any renewal periods. XXX 1. Workers' Compensation and Employer's Liability per the Statutory limits of the state of Florida. XXX 2. Comprehensive General Liability(occurrence form), limits of liability$ 500,000.00 per occurrence for bodily injury property damage to include Premises/ Operations; Products, Completed Operations and Contractual Liability. Contractual Liability and Contractual Indemnity (Hold harmless endorsement exactly as written in "insurance requirements"of specifications). XXX 3. Automobile Liability - $100,000 each occurrence - owned/non-owned/hired automobiles included. 4. Excess Liability-$ .00 per occurrence to follow the primary coverages. XXX 5. The City must be named as and additional insured on the liability policies; and it must be stated on the certificate. XXX 6. Other Insurance as indicated: Builders Risk completed value $ .00 Liquor Liability $ .00 Fire Legal Liability $ .00 Protection and Indemnity $ .00 Employee Dishonesty Bond $ .00 XXX Other: Professional Liability $1,000,000.00 XXX 7. Thirty(30)days written cancellation notice required. XXX 8. Best's guide rating B+:VI or better, latest edition. XXX 9. The certificate must state the proposal number and title The City of Miami Beach is self-insured. Any and all claim payments made from self- insurance are subject to the limits and provisions of Florida Statute 768.28, the Florida Constitution, and any other applicable Statutes. • ATTACHMENT C SUNBIZ & PROPOSAL RESPONSE TO RFQ Detail by Entity Name • Department of State • Division of Corporations • Search Records • Search by Entity Name Previous On List Next On List Return to List hml public outreach No Events No Name History —Search--- Detail by Entity Name Florida Limited Liability Company HML PUBLIC OUTREACH LLC Filing Information Document NumberL10000042405 FEI/EIN NumberAPPLIED FOR Date Filed04/20/2010 StateFL StatusACTIVE Principal Address 5880 SW 74TH TERRACE 2F MIAMI, FL 33143 Mailing Address 5880 SW 74TH TERRACE 2F MIAMI,FL 33143 Registered Agent Name&Address PALACIO,ALINA R 17420 NW 81 AVENUE HIALEAH, FL 33015 Authorized Person(s) Detail Name & Address Title MGRM LESLIE, HEATHER M 5880 SW 74TH TERRACE, 2F MIAMI, FL 33143 Annual Reports Report Year Filed Date 2018 02/28/2018 2019 03/14/2019 2020 03/18/2020 Document Images 03/18/2020 -- ANNUAL REPORT View image in PDF format 03/14/2019 -- ANNUAL REPORT View image in PDF format 02/28/2018 -- ANNUAL REPORT View image in PDF format 03/07/2017 -- ANNUAL REPORT View image in PDF format 03/26/2016 -- ANNUAL REPORT View image in PDF format Detail by Entity Name.html[10/15/2020 11:29:04 AM] Detail by Entity Name 02/12/2015 -- ANNUAL REPORT View image in PDF format 01/30/2014 -- ANNUAL REPORT View image in PDF format 02/14/2013 -- ANNUAL REPORT View image in PDF format 03/01/2012 -- ANNUAL REPORT View image in PDF format 04/26/2011 -- ANNUAL REPORT View image in PDF format 04/2Q/2010 -- Florida Limited Liability View image in PDF format Previous On List Next On List Return to List hml public outreach No Events No Name History Search Florida Department of State, Division of Corporations Florida Department of State • Division of Corporations Detail by Entity Name.html[10/15/2020 11:29:04 AM] BID SUBMITTAL QUESTIONNAIRE SECTION 1 - BID CERTIFICATION FORM This document is a REQUIRED FORM that must be submitted fully completed and submitted. Solicitation No: Solicitation Title: 2020-118-WG PUBLIC INFORMATION OUTREACH SERVICES RIGHT OF WAY AND FACILITIES CONSTRUCTION BIDDER'S NAME:HML Public Outreach LLC NO.OF YEARS IN BUSINESS:10 NO.OF YEARS IN BUSINESS LOCALLY:10 NO.OF EMPLOYEES:6 OTHER NAME(S)BIDDER HAS OPERATED UNDER IN THE LAST 10 YEARS:None BIDDER PRIMARY ADDRESS(HEADQUARTERS):5880 SW 74 Terrace,2F CITY:South Miami STATE:FL ZIP CODE:33143 TELEPHONE NO.:3059055876 TOLL FREE NO.:NA FAX NO.:NA BIDDER LOCAL ADDRESS:5880 SW 74 Terrace,2F CITY:South Miami STATE:Florida ZIP CODE:33143 PRIMARY ACCOUNT REPRESENTATIVE FOR THIS ENGAGEMENT:Heather M.Leslie,principal ACCOUNT REP TELEPHONE NO.:3059055876 ACCOUNT REP TOLL FREE NO.:NA ACCOUNT REP EMAIL:heather@hmlpublicoutreach.com FEDERAL TAX IDENTIFICATION NO.:27-2423435 By virtue of submitting a bid, bidder agrees: a) to complete and unconditional acceptance of the terms and conditions of this document, inclusive of this solicitation, all specifications, attachments, exhibits and appendices and the contents of any Addenda released hereto; b) to be bound, at a minimum, to any and all specifications, terms and conditions contained herein or Addenda; c) that the bidder has not divulged, discussed, or compared the proposal with other bidders and has not colluded with any other bidder or party to any other bid; d) that bidder acknowledges that all information contained herein is part of the public domain as defined by the State of Florida Sunshine and Public Records Laws; e) the bidder agrees if this bid is accepted, to execute an appropriate City of Miami Beach document for the purpose of establishing a formal contractual relationship between the bidder and the City of Miami Beach, Florida, for the performance of all requirements to which the bid pertains; and f) that all responses, data-and information contained in the bid submittal are true and accurate. The individual named below affirms that s/he: is a principal of the applicant duly authorized to execute this questionnaire, and that the • contents of said document(s) are complete, true, and correct to the best of his/her knowledge and belief. Name of Bidder's Authorized Representative: Title of Bidder's Authorized Heather M. Leslie Representative: Principal SECTION 2 - ACKNOWLEDGEMENT OF ADDENDUM After issuance of solicitation, the City may release one or more addendum to the solicitation, which may provide additional information to bidders or alter solicitation requirements. The City will strive to reach every bidder having received solicitation through the City's e-procurement system. However, bidders are solely file:///miamibeach.gov/...%200utreach%20LLCBID_SUBMITTAL_QUESTIONNAIRE_W.0_LIVING WAGE_--_FINAL 8333328.htm[10/15/2020 5:44:28 PM] responsible for assuring they have received any and all addendum issued pursuant to solicitation. This Acknowledgement of Addendum section certifies that the bidder has received all addendum released by the City pursuant to this solicitation. Failure to obtain and acknowledge receipt of all addenda may result in proposal disqualification. Enter Initial to Enter Initial to Enter Initial to Confirm Confirm Confirm Receipt Receipt Receipt HL Addendum 1 Addendum 6 Addendum 11 Addendum 2 Addendum 7 Addendum 12 Addendum 3 Addendum 8 Addendum 13 Addendum 4 Addendum 9 Addendum 14 Addendum 5 Addendum 10 Addendum 15 required, submit under separate cover. SECTION 3 - CONFLICT OF INTEREST All bidders must disclose the name(s) of any officer, director, agent, or immediate family member (spouse, parent, sibling, and child) who is also an employee of the City of Miami Beach. Further, all bidders must disclose the name of any City employee who owns, either directly or indirectly, an interest of ten (10%) percent or more in the bidder entity or any of its affiliates. El YES p NO If yes, please disclose the name(s): FIRST AND LAST NAME OCCUPATION 1 2 3 4 •5 6 SECTION 4 - FINANCIAL CAPACITY When requested by the City, each bidder shall arrange for Dun & Bradstreet to submit a Supplier Qualification Report (SQR) directly to the City. No proposal will be considered without receipt, by the City, of the SQR directly from Dun & Bradstreet. The cost of the preparation of the SQR shall be the responsibility of the bidder. The bidder shall request the SQR report from D&B at: https:/lsupplierportal.dnb.com/webapp/wcslstores/servlet/SupplierPortal?storeld=11696 Bidders are responsible for the accuracy of the information contained in its SQR. It is highly recommended that each bidder review the information contained in its SQR for accuracy prior to submittal to the City and as early as possible in the solicitation process. For assistance with any portion of the SQR submittal process, contact Dun & Bradstreet at 800-424-2495. At time of request, bidder shall request that Dun & Bradstreet submit its Supplier Qualifier Report directly to the City, with bid or within three (3) days of request. file:///miamibeach.gov/...%200utreach%20LLC/BID_SUBMITTAL_QUESTIONNAIRE_W.O_LIVING WAGE_=FINAL_8333328.htm[I0/15/2020 5:44:28 PM] SECTION 5 - MORATORIUM ON TRAVEL TO AND THE PURCHASE OF GOODS OR SERVICES FROM NORTH CAROLINA AND MISSISSIPPI Pursuant to Resolution 2016-29375, the City of Miami Beach, Florida, prohibits official City travel to the states of North Carolina and Mississippi, as well as the purchase of goods or services sourced in North Carolina and Mississippi. Bidder shall agree that no travel shall occur on behalf of the City to North Carolina or Mississippi, nor shall any product or services it provides to the City be sourced from these states. By virtue of submitting bid, bidder agrees it is and shall remain in full compliance with Resolution 2016-29375 https://www.miamibeachfl.gov/wp-content/uploads/2017/11/2016-29375-Resolution-Vendor-Moratorium-for- Services-Sources-from-North-Carolina-Mississippi-1.pdf SECTION 6 - REFERENCES AND PAST PERFORMANCE Project No. 2020-118-WG Project Title PUBLIC INFORMATION OUTREACH SERVICES RIGHT OF WAY AND FACILITIES CONSTRUCTION Proposer shall submit at least three (3) references for whom the bidder has completed work similar in size and nature as the work referenced in solicitation. Reference No.1 Firm Name: Florida Department of Transportation Contact Individual Name and Title: Kathy McLendon, FDOT District Six Construction Office Public Information Project Manager Address: 1000 NW 111 Avenue, Miami FL 33172 Telephone: 305-525-4988 Contact's Email: kathy.mclendon@dot.state.fl.us Narrative on Scope of Services Provided: HML Public Outreach provides communications services on construction projects throughout Miami-Dade and Monroe counties on behalf of the FDOT Construction Office. HML staff serve as project communications representatives providing scope of services similar to the city's RFQ request. Reference No.2 Firm Name: Florida Department of Transportation file:///miamibeach.gov/...%200utreach%20LLCBID_SUBMITTAL_QUESTIONNAIRE_W.0_LIVING_WAGE_-- FINAL_8333328.htm[10/15/2020 5:44:28 PM] Contact Individual Name and Title: Tish Burger, FDOT District Six Communications Manager Address: 1000 NW 111 Avenue, Miami FL 33172 Telephone: 305-796-0784 Contact's Email: tish.burgher@dot.state.fl.us Narrative on Scope of Services Provided: HML Public Outreach provides communications services on FDOT design and construction projects directly for the FDOT Public Information Office. Projects include the major redesign of the Golden Glades Interchange and the design-build project to rebuild the Golden Glades Transportation Management Facility. Reference No.3 Firm Name: Rayzo Marketing Inc. Contact Individual Name and Title: Zoraya Lee-Hamlin, President Address: 4 McCluskey Court,West Orange, NJ 07052 Telephone: 973-332-4381 Contact's Email: zoraya@rayzo.com Narrative on Scope of Services Provided: This reference is specifically for Graphic Design freelancer Sophia Tingle. Ms. Tingle provides services for multiple clients on graphic design,web design and social media project for a variety of industry such as hospitals, non-profits and education. Delivering brand development, social media, graphics, animations as well as web maintenance. Additional Reference Firm Name: RK&K (Miami Main Office) Contact Individual Name and Title: Enrique Tamayo, P.E. Address: 701 Waterford Way, Suite 780, Miami, FL 33126 file:///miamibeach.gov/...%200utreach%20LLCBID_SUBMITTAL_QUESTIONNAIRE_W.0_LIVING_WAGE_--_FINAL 8333328.htm[10/15/2020 5:44:28 PM] Telephone: 786-999-9671 Contact's Email: etamayo@rkk.com Narrative on Scope of Services Provided: HML Public Outreach staff has worked with Mr. Tamayo and his staff on numerous construction projects on behalf of FDOT. Mr. Tamayo is CEI Senior Project Engineer who served with Ms. Leslie on major projects in Miami Beach such as the Alton Road and Collins Avenue projects, as well as on numerous segments of the reconstruction along Krome Avenue. Ms. Leslie and Ms. Espinoza continue to work with Mr. Tamayo's staff on other FDOT projects. • SECTION 7 - STANDARD TERMS AND CONDITIONS The Standard Terms and Conditions are available at https://www.miamibeachfl.gov/city- hall/procurement/standard-terms-and-conditions/ By virtue of submitting a bid, bidder attests that they have read and understand the applicable Standard Terms and Conditions as indicated in the solicitation. Project No. 2020-118-WG Project Title PUBLIC INFORMATION OUTREACH SERVICES RIGHT OF WAY AND FACILITIES CONSTRUCTION SECTION 8 -VENDOR CAMPAIGN CONTRIBUTIONS Bidders are expected to be or become familiar with, the City's Campaign Finance Reform laws, as codified in Sections 2-487 through 2-490 of the City Code https://library.municode.com/fl/miami_beach/codes/code_of_ordinances? nodeld=SPAGEORCH2AD_ARTVI ISTCODIV5CAFI RE Bidders shall be solely responsible for ensuring that all applicable provisions of the City's Campaign Finance Reform laws are complied with, and shall be subject to any and all sanctions, as prescribed therein, including disqualification of their bid submittal, in the event of such non-compliance. Are there any individuals or entities (including your sub-consultants) with a controlling financial interest which have contributed to the campaign either directly or indirectly, of a candidate who has been elected to the file:///miamibeach.gov/...%200utreach%20LLCBID_SUBMITTAL_QUESTIONNAIRE_W.O_LIVING_WAGE=-_FINAL_8333328.htm[10/15/2020 5:44:28 PM] office of Mayor or City Commissioner for the City of Miami Beach. 0 YES 0 NO If yes, list name (first and last name) of individuals, occupation, amount and date: First and Last Name Contributor Occupation Amount Date of Contribution 1 2 3 4 5 6 7 8 9 SECTION 9—SUSPENSION, DEBARMENT, OR CONTRACT CANCELLATION Has bidder ever been debarred, suspended or other legal violation, or had a contract cancelled due to non- performance by any public sector agency? 0 YES 0 NO If answer to above is "YES," bidder shall submit a statement detailing the reasons that led to action(s): SECTION 10 - EQUAL BENEFITS FOR EMPLOYEES WITH SPOUSES AND EMPLOYEES WITH DOMESTIC PARTNERS When awarding competitively solicited contracts valued at over $100,000 whose contractors maintain 51 or more full time employees on their payrolls during 20 or more calendar work weeks, the Equal Benefits for Domestic Partners Ordinance 2005-3494 requires certain contractors doing business with the City of Miami Beach, who are awarded a contract pursuant to competitive bids, to provide "Equal Benefits" to their employees with domestic partners, as they provide to employees with spouses. The Ordinance applies to all employees of a Contractor who work within the City limits of the City of Miami Beach, Florida; and the Contractor's employees located in the United States, but outside of the City of Miami Beach limits, who are directly performing work on the contract within the City of Miami Beach. Does bidder provide or offer access to any benefits to employees with spouses or to spouses of employees? 0 YES 0 NO Does bidder provide or offer access to any benefits to employees with (same or opposite sex) domestic partners or to domestic partners of employees? 0 YES 0 NO Please check all benefits that apply to your answers above and list in the "other" section any additional benefits not file:///miamibeach.gov/...%200utreach%20LLC/BID_SUBMITTAL_QUESTIONNAIRE_W.O LIVING_WAGE_--_FINAL_8333328.htm[10/15/2020 5:44:28 PM] already specified. Note: some benefits are provided to employees because they have a spouse or domestic partner, such as bereavement leave; other benefits are provided directly to the spouse or domestic partner, such as medical insurance. Bidder Provides for Bidder Provides for Bidder does not BENEFIT Employees with Employees with Provide Benefit Spouses Domestic Partners Health Y Y Sick Leave Y Y Family Medical Leave Y Y Bereavement Leave Y Y If Bidders cannot offer a benefit to domestic partners because of reasons outside your control, (e.g., there are no insurance providers in your area willing to offer domestic partner coverage) you may be eligible for Reasonable Measures compliance. To comply on this basis, you must agree to pay a cash equivalent and submit a completed Reasonable Measures Application with all necessary documentation. Your Reasonable Measures Application will be reviewed for consideration by the City Manager, or his designee. Approval is not guaranteed and the City Manager's decision is final. Further information on the Equal Benefits requirement is available at http://www.miamibeachfl.gov/city-hall/procurement/procurement-related-ordinance-and-procedures/ file:///miamibeach.gov/...%20Outreach%20LLCBID_SUBMITTAL_QUESTIONNAIRE_W.O_LIVING_WAGE_-- FINAL_8333328.htm[10/15/2020 5:44:28 PM] AL ISI \ G -ltrir ABOVE 10 YEAS PUBLIC INFORMATION OUTREACH SERVICES RIGHT OF WAY AND FACILITIES CONSTRUCTION REQ NO : 2020- 118-WG .7.,"•,`,, --- - r,. ". . ,::.:..,,-,,,,,. - ,‘'4•'• '''-r•tZk' - '-„,,,,i'' ,. , 1.4i#, , ,„ , 4.4, ='-,f'•;-:`•4 -401*- '4"••••-s 4.-414*4 ,, ‘,,r4 ,,,,,,,,-! „,„,,,,,,,,,v,.„..,, .„„,,,,, ,,- ;'• ,,,,,,,,,- •• , A„,,,...r..„ , ..,„ 7,. • - ,.. -,.,!..,•,_•,•? .',.,,,,- -:,--,-..r•,. -, •-.,,v,f• .,,, . ,•,. •• -..N,,,,r, g ''*4. 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COVER LETTER , TABLE OF CONTENTS , AND MINIMUM QUALIFICATION REQUIREMENT 1 . 1 COVER LETTER William Garviso Procurement Contracting Officer II Miami Beach Procurement Department 1755 Meridian Avenue,3rd floor Miami Beach, FL 33139 August 28, 2020 Dear Mr. Garviso: HML Public Outreach, LLC (HML) strives to provide better solutions for every communication challenge. HML is honored to submit its qualifications for your consideration to continue fulfilling public information outreach services on the Right of Way(ROW) and Facilities Construction Projects for the City of Miami Beach (city). The following Request for Qualifications (RFQ) package will highlight our team's proficiency and approach for effective outreach and how we can exceed the city's goals. With a combined almost 100-year experience, HML Public Outreach has easily adapted to the ever-changing landscape of communications. As a result of our involvement in major design and construction initiatives, we have extensive procedural knowledge working with city staff and have built strong ties with community leaders that has facilitated the dissemination of project information. The HML team has established a deep understanding of community needs during a crisis and day-to-day coordination. Our team has past and present experience working on high-profile city projects, including the West Avenue Neighborhood Improvement Project Phase II and the Indian Creek Drive Flooding Mitigation Project. Additionally, HML Public Outreach has been awarded and participates in contracts for the Florida Department of Transportation (FDOT), which encompass Project Development and Environment(PD&E) Studies, roadway design projects and hundreds of construction projects, including traditional design-bid-build and design-builds. We thank the City of Miami Beach for its time and opportunity to present our qualifications. We hope to continue to be entrusted to lead community outreach efforts in the upcoming special projects that enhance resilience, mobility and safety for all Miami Beach residents and businesses. Sincerely, yr►' Heather M. Leslie Principal 2 HML PUBLIC OUTREACH AL 5880 SW 74 TERRACE, 2F SOUTH MIAMI, FLORIDA 33143 lir 305.905.5876 I HEATHER@HMLPUBLICOUTREACH.COM 10.! r ` ;! K' al„ iL.a+F�� � Y � -:�� �'u2'+fi h t s ray urn e .:.`,..,,,.."...,,:,....:-.7' fi� sv 7 , '- :- *,.:,,,,,,,,.. ...:,,,i,-,41 f ., "cl+„_ 3 dee. "' k��;ItztRFQ No: 2020-118-WG 1 HML Public Outreach r. > ,y,4:41-'41.?„-4.-_,,,,,,,„,,,,,:t..-;,..--,...;....... ' n� {rzs::t:. xa�:T_n' R 01 TAB ONE Cover Letter,Table of Contents,and Minimum Qualification Requirement 1.1 Cover letter 2 ,, . . .r.1;-„f„1..„„it.4.?,;',",';l':,,;„5-'-q",'"'..j;';.r'''':2 ti„t,,;''-.,:,-'' 05 , „:„.,,,,,,,., .. 11 ,_,..76,,;, :, ..... ..7.:,.. . ... „„ .„. . ,. .i .,_...r.,,,: ,. ....„;.,,,„ . , Ali. :-.... '''''' ; '''V''' '=2,'','> 1.1.2 Minimum Qualification Requirement 4U TAB TWO *,,,,,,,,-,,,-%:,,,'„" Y Experience and Qualifications ,��e” �_rZy ti, ' 2.1 Organizational Chart 6 ifir M �, ..,1 •'� 2.1.2 Project Management 7 �" 2.1.3 Accountability and Compliance 12 +� ,4; � 2.2 Relevant Experience of Prime Proposer 14 '" �'' _" 2.3 Relevant Experience of Sub-consultants) 21 t, 2.4 Project Manager Summary 22 t� 2.5 Public Information Liaison Summary 25 fill %' , . ' . •'' ' .. - .,--, : . ‘.:....,,„:.3.,,,:,,,.:::;„:::,...,:s9 �A . .„ , .w ,.. *„`� `k2'.A''m ; 32 ',,i.,,,,':- ,`.4 � ,-` :-:-..„...._,-....-;,..,.:'/-:;',z*,�'��� � � TAB THREE r.r ".ty S v Y�—*r " a Approach and Methodology r f � 3.1 Neighborhood Versus Facility Outreach project Approach 33 r ` ,A-4.-- x�, 3.2 Public Information and Outreach Communication Plan 36 ! ', 4 ' ' 3.3 Understanding of Different Construction Delivery Methods 40 �� � 3.4 Additional Cost-Effective Methods 48 , � 3.5 Quality Assurance/Quality Control Process 56 .aA- :?:',P.,:' ,P. y<iit 1' 3 ' x +"3g j rai :t-`,..-'1'.. „„a a�:��.:::: �,..�n, 2. 1 .2 PROJECT MANAGEMENT All qualifications for this RFQ submittal were done electronically as requested through the BidSync platform. 4 m !1 m 70 m z n m ,z D z It \; C D r -n _ n 0 ti .-' * . i \i. INN 2. 1 ORG CHART CITY OF MIAMI BEACH CITY OF MIAMI BEACH MARKETING AND COMMUNICATIONS PROJECT MANAGERS NEIGHBORHOOD FROM THE ASSIGNED AFFAIRS DIVISION, PROJECT DEPARTMENT KEVIN PULIDO HEATHER M. LESLIE SANDRA BELLO DEPUTY PM AND PROJECT MANAGER QA/QC REVIEW 17 YEARS EXPERIENCE 17 YEARS EXPERIENCE BILINGUAL BILINGUAL PUBLIC INFORMATION LIAISONS LYNN W. BERNSTEIN MELISSA J. MARIA JOSE "MAJO" HEATHER M. LESLIE RODRIGUEZ ESPINOZA 40+ YEARS10 YEARS EXPERIENCE 5 YEARS EXPERIENCE 17 YEARS EXPERIENCE EXPERIENCE BILINGUAL BILINGUAL BILINGUAL SOPHIA TINGLE JOSE A. PALACIO JR. GRAPHIC DESIGNER ASSISTANT PUBLIC 17 YEARS EXPERIENCE INFORMATION LIAISON FREELANCER 7 YEARS EXPERIENCE BILINGUAL CITY DEPARTMENTS TEAM HML HAS COORDINATED WITH CAPITAL IMPROVEMENT PROJECTS OFFICE OFFICE OF THE MAYOR AND CITY PUBLIC WORKS COMMISSION ENVIRONMENT & SUSTAINABILITY OFFICE OF THE CITY MANAGER TRANSPORTATION POLICE AND FIRE PARKS & RECREATION PLANNING PARKINGOFFICE OF CITY ATTORNEY OFFICE OF THE CITY CLERK 6 2. 1 .2 PROJECT MANAGEMENT HML Public Outreach staff are leaders in the South Florida communications industry specializing in government and municipal contracts. This group of communications professionals has a long-standing history of working together not only on Miami Beach projects, but on major planning, design and construction projects - cumulatively serving this community for almost 100 years. Our experience spans some of the most challenging city neighborhood projects to the reopening of parks, improvements in bicycle and pedestrian mobility, and highlighting enhancements brought to the community through G.O. Bond projects.Through it all, HML Public Outreach has proven to be an exceptional source of creating project content, keeping the community informed and collaborating with staff on day-to-day and high-level communications. While Team HML's organizational chart provided the breakdown on the lines of authority and staffing qualifications, we also felt it was critical to include information on project management, accountability and compliance within the parameters of the contract. Our approach to contract management PLANNING starts with establishing a foundation we BUDGET AND can build comprehensive strategies STRATEGIES WITH upon. That, for Team HML, is the NEIGHBORHOOD PEER Method. The PEER Method AFFAIRS AND TEAM is a guiding philosophy applied to all aspects of what we do: from implementing big-picture REPORTING company decisions to BACK TO' project-level outreachplans. CLIENT: HOW It provides guidance to team CAN WE members and is a constant IMPROVE? reminder of our goal of serving excellence and striving to improve with every opportunity afforded. Implementing the PEER Method also sets milestones for regular check-in with a client and any external communications plan. The PEER Method is broken into four phases: 7 2. 1 .2 PROJECT MANAGEMENT anis . It all starts with laying the groundwork to achieve common goals. At this stage, we meet internally as well as with the client to discuss the project and identify the overall objectives -for budget and outreach. We strongly recommend a planning meeting with the Neighborhood Affairs Coordinator and team once a project is assigned. While Team HML has a zero-learning curve not only with working with staff throughout City Hall, and more importantly with the External Communications Plan, Project Charter and RISE Guide, we would like a formal meeting with the Neighborhood Affairs Division to discuss the role and expectations for consultant staff under the new city structure. This planning phase is where we also prepare the project budget, initial outreach strategies, recommend techniques to keep the community engaged during the life of a project, develop timelines to meet project milestones and identify all the ways we will keep the community informed. Exe t _, Implementing a well-crafted strategy is the main part of the day-to-day activities and tasks associated with every project. This phase of work includes executing the outreach strategy, cost-saving techniques and pushing ourselves to consistently innovate ways of communicating with the public and keeping them engaged throughout the project. Part of these efforts is applying the elements of the RISE Guide and working with the project team to address stakeholder questions. The execution phase of work will be further discussed in Section 3.2 Communications Plan. vluatin:-,a Regular check-ins with the project team and Neighborhood Affairs Coordinator are critical to staying on track in reaching project goals. It is not just about meeting milestones and a number of weekly updates, but evaluating whether ongoing outreach measures are still hitting the mark with the community. We need to consider whether our methods are effective. Are we reaching as many people as possible? Are we communicating effectively and are they understanding the message? Is everyone on the project team on board with the next steps in the outreach strategy? Have we kept the Administration and the Mayor and Commissioners informed? It is critical we evaluate these questions and more throughout the life of the project. Regularly scheduled meetings are recommended to discuss progress and identify where tweaks are needed to further distribute and enhance project messaging. Additional discussions are conducted during this phase to review the current Work Orders and ensure the outreach is within budget and the appropriate resources are assigned. Rcpo:tmg Working in tandem with the daily outreach is reporting project progress. Issues logs, advisories, contact databases, website content, meeting summaries and Letters to Commission (LTC) are all standard and expected means of documenting outreach efforts. An additional enhancement to Team HML reporting measures is the implementation of Project Quarterly Reports. The reports record social media engagement, innovative methods implemented and highlight important statistics. They provide data to quantify outreach efforts and achievements. The reports and tracking are incorporated into the project's archive for the city's use. Documenting these collective efforts demonstrate the city's commitment to transparency and maintaining the community's trust. 8 2 . 1 .2 PROJECT MANAGEMENT Our team not only implements the latest tools but uses the HML Project Management System to manage assignments and deadlines. A worksheet is formatted for each project and is programmed in-house to automatically populate due dates for tasks.This project worksheet is used to log stakeholder inquiries, meeting requests and stakeholder contact information.This tool also works for archiving purposes and shared with the city's team for e-Builder and other city files. The HML Project Management System is cloud-based, making it convenient for staff to access information or input new data anywhere at any time. For example, the HML team used the system to log stakeholder information during a door-to-door distribution along the NW 7 Avenue Complete Streets Project (FDOT) corridor, which included about 500 stakeholders. With the help of an iPad and iPhone, we were able to instantly upload information to our files in an easy-to-edit format. This system is how our team tracks and manages the hundreds of stakeholder meetings needed for the West Avenue Phase 2 project in addition to the presentations, office hours and public meetings conducted. Ms. Leslie also uses the Project Management System to assess resources and team member availability. This provides a big picture snapshot of overall workload and helps identify when additional help may be needed. The system is regularly updated using information from internal team meetings conducted via the Zoom app to ensure the team is consistently meeting deliverable deadlines and is always mindful of upcoming milestones. The PEER Method provides staff guidance and THE STAGES structure, but Team HML also has the flexibility DAILY to adapt to new conditions. We are available Review of open action items around-the-clock to address issues, especially and note where follow up is during an emergency or in crisis needed with the team, communications. WEEKLY The current COVID-19 culture has impacted HML team meetings and check everything from how outreach is being in calls with Neighborhood performed to how co-workers interact. The Affairs Coordinator. HML team has adjusted to the new normal and MONTHLY developed ways to keep in contact with Deep dives to review strategies stakeholders and one another safely. We have and effectiveness, had to pivot from some traditional outreach and communications techniques and in many QUARTERLY ways have experienced an overall increase in Reports to quantify outreach the level of communication to the community, and provide enhanced reporting among ourselves and how often we touch base of overall efforts. with clients to provide updates. .:6u iM,_m.TYPASTA Mer :4 .s.=:. 9 2. 1 .2 PROJECT MANAGEMENT The current safety restrictions on in-person outreach does not mean the community is kept in the dark on issues. It is critical that we are still evaluating the needs of each specific community and develop safe, new ways of maintaining communications. • Increased use of email updates including midweek advisories as needed when there are additional changes to project schedule. • Including project pictures in advisories to illustrate tangible progress. • Additional phone calls to properties where we contact a resident or business manager to provide information on activities and check in to confirm coordination. • Information drop offs at front doors or on vehicles to inform residents, business owners and employees of upcoming work and encouraging follow up through phone calls and emails. • Field meetings conducted via FaceTime as needed to demonstrate issues in the field and present solutions to stakeholders. • Virtual stakeholder coordination meetings through Zoom, Microsoft Teams and Google Meet. • Increased social media messaging for lane closure changes, links to sign up to receive project updates and call the Public Information Liaison (PIL) posts. • Increased development and distribution of project videos. • Virtual office hours availability for stakeholders to schedule times to ask questions of the project team. lkowirrINAL • Weekly team video conference calls to share lessons learned and troubleshoot challenges. • Weekly calls with contract PMs to discuss projects. • Monthly/bimonthly meetings that include other outreach consultants. • One-on-one video conference calls with team members to discuss specific projects and brainstorm solutions to issues. 10 2. 1 .2 PROJECT MANAGEMENT Long-term changes in outreach and communications can be expected once we collectively continue the transition into a post-COVID world.The HML team is preparing for that future. Many of the enhanced outreach methods and safety guidelines will continue to be implemented and included in how we develop communications strategies. Hybrid Forms of Outreach • Continue with virtual stakeholder meetings for initial harmonization discussions and general project issues, but schedule in-person meetings while social distancing when necessary to view field conditions and further explain solutions. • Continue with the virtual office hours availability, making sure dial-in phone numbers are also available for maximum accessibility. • Continue with virtual public meetings to promote greater convenience and participation from local and seasonal residents. • Continue the development of project update videos. • Embrace the use of mailings and mail houses as needed to distribute information. This includes moving into postcards for general meeting invitations and requests for residents to reach out to the project team. • Push for ADA- and language-accessible information about the project and engagement opportunities for those with limited capabilities. For example, translated project videos with closed captioning or an onsite braille display with project information. • Display project information on weather-resistant poster boards in the field with visual illustrations, translated text and QR codes redirecting the public to the city's website for more information. Further details are provided in Section 3.4 Cost-Effective Methods. Additional Safety Measures • Limit the number of staff participating whenever practical during in-person meetings. • Consider maintaining progress meeting participation via video conference to minimize the face time and travel time of team members whenever possible. • In the event of public meetings in a group setting, take precautions to space out attendees seats, create larger exhibits that may be viewed from a greater distance, have hand sanitizes and extra face masks available and minimize the potential for spread through contactiess sign-in and comment submittals. • Consider drop-off door-to-door distributions with contact information to limit in-person contact in the field. • Promote the use of face masks during large-scale stakeholder gatherings, in a public meeting or field meeting to explain project impacts. All outreach efforts and recommended methods will be discussed with the Neighborhood Affairs Coordinator and the project team to confirm concurrence and understanding of the strategies prior to implementation so everyone is on the same page for expectations and direction. I T...._ P,PN ,. .... ,z _ VIE,_. s-.W _,.. ".M :10 _ N.,, a,. A .,... , .. ._ , 11 2. 1 .3 ACCOUNTABILITY AND COMPLIANCE A topic at the forefront of city discussions is maintaining the community's trust throughout a project's development and construction. Demonstrating transparency and open lines of communication are critical to try and mitigate any actual or perceived lack of information sharing. With the recent creation of the Neighborhood Affairs Division and implementation of the External Communications Plan, the city is striving to meet the needs of residents and businesses owners. The HML team is proud to have worked extensively with Neighborhood Affairs staff on current projects and looks forward to the opportunity to continue that collaboration. With a strong desire to best serve the city and its community, the HML team would strongly recommend a regrouping of the Neighborhood Affairs team and all consultant public outreach staff at the onset of the new contract. It is important that all members providing outreach to the community hear from city staff and understand the expectations of consultants under the new structure and how we may be most effective and productive. As content creators for the city, we want to understand how we will be collaborating with the Neighborhood Affairs Coordinators and who will be handling various responsibilities such as responding to stakeholder inquiries, sending updates and serving as the project contact. Establishing clear protocols is key in reducing redundancy in efforts and to minimize confusion from the community on whom they need to reach out to for information and questions. A kickoff meeting would also provide an opportunity for consultants to provide feedback on how outreach may be more structured and consistent throughout a project as has been discussed in recent commission meetings. For example, setting up milestones during the design phase of a project to conduct public meetings at 60 and 90 percent plans development and making project notifications mailings a standard for all projects are potential ways to automatically build in opportunities for public feedback. Additionally, once the storm water drainage and harmonization policies are adopted, the outreach team can discuss how best to inform residents, tenants and business owners of new policies and their potential responsibilities. Establishing additional communications procedures that may be implemented by staff across the board will further demonstrate consistency and the city's efforts to keep the community engaged. We would also recommend the city consider reinstating monthly virtual group meetings with its communications consultants. To maintain efficiency and make the most of shared experiences, Team HML suggests changing the focus of the former"Construction Coordination Meetings"to"Lessons Learned Meetings."This provides an opportunity for the Neighborhood Affairs Division and Communications staff to provide updates on changes in policies or enhancements to the External Communications Plan as well as allows PILs the opportunity to discuss regular challenges or breakthroughs that may be beneficial to all communications professionals working on city projects. 0"'W, ... ......., ,_.xa.__z tzo.,wal '-tiF5;m4s:!me = ..... -__._._..,..F._?. 'u metataxamea-".rk(MVP., 12 2. 1 .3 ACCOUNTABILITY AND COMPLIANCE Specific to contract management, the HML team takes the responsibility of being entrusted to stay on top of budgets and represent the city on projects very seriously. As an extension of city staff, we work hard to keep accurate and thorough records that are up to date and available for reference at any time. The HML team is well-versed on how important it is to demonstrate outreach efforts in a comprehensive way. HOW . , STAY ACCOUNTABLE • Developing the RISE Guide on projects for the team's review. • Maintaining web-based issues log and tracking open items. • Tracking stakeholder and project construction issues at progress meetings. • Maintaining the project contact database updated. • Maintaining meeting logs and summaries that are shared with the project team for project files such as e-Builder as well as for the project page on the website. • Following up with team members for the review of stakeholder responses to respond as quickly as possible. • Developing Project Quarterly Reports. • Participating in requests for information from the Inspector General investigations. CONSISTE MESSAGING • Glossary of construction terms and style guide expanded from current RISE Guide. • Comprehensive templates for the new Constant Contact advisories and fact sheets. • Establishing a standard issues log template used by staff and consultants. • Updated training to consultants on how to add information to the project pages of the city website. • Internal team webinars to educate project representatives on the city's resiliency efforts. • Expanding templates for city presentations and understanding how far from the existing branding and templates is acceptable as we strive to develop presentations that are striking and informative. • Creating a standard invoice template including area for potential expenses for all consultants so we are all consistent in reporting the requested information to stay on track with Work Orders. 13 2.2 RELEVANT PRIME EXPERIENCE HML Team Relevant Experience Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) West Avenue Neighborhood Improvement Project Phase II Community outreach,Project Charter and RISE Guide development, Heather M.Leslie City of Miami Beach, $110,200.00 June 2017 through TBD Design-build project collateral development,public meeting organization and execution,HOA Jose A Palacio Jr. Senior Capital Projects Coordinator coordination,harmonization and encroachment coordination,graphic and web Maria Jose Espinoza Sabrina Baglieri services,creating and tracking project issues,coordination and resolution of Office:305-673-7071 issues,maintaining database of stakeholders and event planning,extensive SabrinaBaglieri@miamibeachfl.gov coordination with residents regarding the location of the pump station generator and above-ground components. Project highlight:First project to execute Project Charter and RISE Guide, utilizing multiple outreach methods such as open office hours and one-on- one harmonization meetings.In addition,online Zoom meetings have been implemented during COVID-19 pandemic to continue to engage and inform stakeholders, "Thank you Heather.As always I really appreciate your help."Gaythering owner Stephan Ginez(July 1,2020) West Avenue Neighborhood Improvement Project Phase I Community outreach,collateral development,public meeting organization Heather M.Leslie City of Miami Beach, $70,278.00 February 2015 to Roadway Reconstruction and Drainage Project and execution,HOA coordination,tracking project issues,coordination and Melissa J.Rodriguez Assistant City Engineer Luis Soto, May 2017 resolution of issues,maintaining database of stakeholders,graphic and web Jose A.Palacio Jr. P.E., services. Office:305-673-7080 Project highlight:Extensive coordination was needed in particular with the LuisSotol miamibeachfl.gov properties adjacent to the roadway transitions from the raised road to existing conditions. SR Al Allndian Creek Drive Flooding Mitigation Project Community outreach,collateral development,public meeting organization and Lynn Bernstein City of Miami Beach, 5218,250.00 January 2020 to Phase II Reconstruction and Drainage Project execution,intergovernmental coordination with FOOT,license agreement/quit Heather M.Leslie Senior Capital Projects Coordinator spring 2022 claim deed/easement coordination and execution,RISE Guide development, Maria Jose Espinoza Mina Samadi (estimated completion) HOA coordination,graphic and web services,media relations,coordination and Jose A.Palacio Jr. Office:305-673-7071 resolution of issues and event planning. MinaSamadi@miamibeachfl.gov Project highlight:Working closely with the city's legal team to execute more than 30 license agreements,quit claim deeds and easements with multiple properties along the corridor. "Thank you so much Heather for always answering so fast.I will checkout with you later on to see if you have the contractors documents."Capomar condominium board member Luis M.Capaldo(September 13,2019) SR Al A/Indian Creek Drive Flooding Mitigation Project Community outreach,collateral development,public meeting organization and Lynn Bernstein City of Miami Beach, $70275.00 January 2015 to Phase I Reconstruction and Drainage Project execution,intergovernmental coordination,license agreement coordination Heather M.Leslie Assistant City Manager 2018 and execution,HOA coordination,tracking project issues,coordination and Melissa J.Rodriguez Eric T.Carpenter,P.E., resolution of issues,maintaining database of stakeholders,graphic and web Jose A.Palacio Jr. Office:305-673-7080 services and event planning. EricCarpenter@miamibeachfl.gov Project highlight:"Thank you Heather for your efforts we appreciate it."Miami Beach Flamingo Park Neighborhood Association member Deborah Samuel regarding an update on the project.(June 1,2017) Mid-Beach Beachwalk Recreational Corridor Phase III Community outreach,collateral development,HOA coordination,stakeholder Melissa J.Rodriguez City of Miami Beach, $11.730.00 November 2018 to G.O.Bond Recreational Corridor Project meeting coordination,door-to-door distributions and ongoing day-to-day Heather M.Leslie Senior Capital Projects Coordinator spring of 2021 stakehotder coordination. Maria Jose Espinoza Ariel Guitian (estimated completion) Project highlight:"Great job on the advisory.Thanks for your helpl"City of Office:305-673-7071 Miami Beach Neighborhood Affairs Coordinator Vanessa Vazquez regarding ArielGuitian@miamibeachfl.gov Melissa Rodriguez's assistance on collateral development.(May 29,2020)" 14 2.2 RELEVANT PRIME EXPERIENCE HML Team Relevant Experience Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) Mid-Beach Beachwalk Recreational Corridor Phase II Community outreach,collateral development,HOA coordination,meeting Melissa J.Rodriguez City of Miami Beach, $17,550.00 March 2018 to G .Bond Recreational Corridor Project coordination,door-to-door distributions and event coordination. Heather M.Leslie Neighborhood Affairs Coordinator June 2019 Project highlight:Coordination with major condominiums along the corridor Lauren Fidel and assistance at the ribbon cutting ceremony. Office:305-673-7000 LaurenFirtel@miamibeachfl.gov Nautilus Neighborhood G.O.Bond Traffic Calming Project Community outreach,collateral development,HOA coordination,meeting Melissa J.Rodriguez City of Miami Beach, $24,025.00 August 2019 to coordination,graphic and web services,door-to-door distributions and daily Heather M.Leslie Assistant Director of Transportation January 2020 day-to-day stakeholder coordination. Maria Jose Espinoza and Mobility Project highlight:Coordination efforts for speed tables and traffic circles in the Josiel Ferrer-Diaz Nautilus neighborhood,including distributing the voting ballots for traffic calming Office:305-673-7080 devices. JosielFerrergmiamibeachfl.gov Rue Vendome Plaza Reconstruction Project Community outreach,collateral development,translation services, Melissa J.Rodriguez City of Miami Beach, $5,850.00 February 2019 to groundbreaking ceremony organization,public meeting coordination,door-to- Heather M.Leslie Senior Capital Projects Coordinator September 2020 door distribution,HOA and business coordination,graphic and web services Maria Jose Espinoza Colette Satchell (estimated completion) and event planning. Office:305-673-7071 Project highlight:Attending the cultural fair at Rue Vendome plaza to distribute ColetteSatchell©miamibeachfl.gov fact sheet and answer project inquiries.Partnering with the Rue Vendome Business associations. Altos del Mar Park Construction Project Community outreach,collateral development,translation services, Maria Jose Espinoza City of Miami Beach, $17,550.00 March 2018 to groundbreaking ceremony organization and execution,door-to-door distribution, Heather M.Leslie Neighborhood Affairs Coordinator December 2018 talking points development and event planning. Melissa Rodriguez Lauren Fidel Project highlight:Coordination efforts with the project team and community for Office:305-673-7000 the groundbreaking ceremony. LaurenFirtel©miamibeachfl.gov West Avenue Bridge Project Community outreach,collateral development,public meeting organization and Melissa J.Rodriguez City of Miami Beach, $55,000.00 July 2016 to Design-build Reconstruction and execution,HOA coordination,ribbon cutting ceremony,tracking project issues, Heather M.Leslie Assistant City Engineer May 2020 Vehicular/Pedestrian Bridge Project coordination and resolution of issues,maintaining database of stakeholders, Jose A.Palacio Jr. Luis Soto,P.E., graphic and web services and event planning. Office:305-673-7080 Project highlight:Organized multiple public meetings,worked closely with LuisSoto©miamibeachfl.gov the community for the construction of both the vehicular and pedestrian bridge.Additionally,developed the voting ballots for the aesthetic design of the pedestrian bridge. Public Information Consultant for Bike Lane Project Community outreach,collateral development,HOA coordination,door-to-door Heather M.Leslie City of Miami Beach, 513,105.00 June 2016 to distributions,tracking project issues,coordination and resolution of issues, Melissa Rodriguez Assistant Director of Transportation June 2018 and daily day-to-day stakeholder coordination.Streets included 47 Street, Jose A.Palacio Jr. and Mobility Royal Palm Drive,Dickens Avenue,Byron Avenue,Prairie Avenue,Venetian Josiel Ferrer-Diaz Causeway,West Avenue and Dade Boulevard. Office:305-673-7080 Project highlight:Coordinating driveway access with residents,condominiums JosielFerrer@miamibeachfl.gov and businesses during painting operations. La Gorce and Lakeview Neighborhoods Improvement Project Community outreach,collateral development,public meeting organization and Heather M.Leslie City of Miami Beach, $23,600.00 August 2016 to Design Reconstruction and Drainage Project execution,HOA coordination,graphic and web services,tracking project issues, Lynn W.Bernstein Assistant City Manager July 2018 coordination and resolution of issues and maintaining database of stakeholders. Melissa J.Rodriguez Eric T.Carpenter,P.E., Project highlight:More than 100 one-on-one meetings were conducted Jose A.Palacio Jr. Office:305-673-7080 with each property along the project to discuss harmonization and roadway EricCarpentertmiamibeachfl.gov elevations. -�» hUMAN,,?'MS v sx_ . w 3 ., - !.nom.,,.: e.,-"?.:'t._. • . - 15 2.2 RELEVANT PRIME EXPERIENCE HML Team Relevant Experience Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) Collins Express Trolley Service Project Community outreach,collateral development,public meeting organization and Heather M.Leslie City of Miami Beach, $7,855.00 August 2017 Replacement of Collins link with Collins Express Project execution and door-to-door distributions. Melissa J.Rodriguez Assistant Director of Transportation Project highlight:At the public meeting,favorable feedback was received from Jose A.Palacio Jr. and Mobility the community for the express trolley. Josie)Ferrer-Diaz Office:305-673-7080 JosielFerrer@miamibeachfi.gov SR A1A/MacArthur Causeway East Bridge(bridge number Community outreach,collateral development,public meeting organization Melissa J.Rodriguez FDOT District Six, $75,000.00 June 2018 to 870077)from Terminal Island to Alton Road and execution,tracking project issues,coordination and resolution of issues, Heather M.Leslie Construction Assistant North Miami- July 2020 Bridge Rehabilitation Project maintaining database of stakeholders,HOA coordination,graphic and web Maria Jose Espinoza Dade Resident Engineer Dru Badri, services,website updates and audits,project e-blasts,paid and earned media Jose A.Palacio Jr. P.E. plan and on-air interviews,event planning,strategic alliances and social media Office:305-640-7116 campaigns. Dru.Badri(gdot.state.fl.us Project highlight:Conducted on air interview for NBC 6 and additional news outlets to distribute project information.Partnerships with multiple HOA's and Commissioner Higgins Office throughout the project. SR 907/Alton Road from 6 Street to 20 Street and SR 934/ Community outreach,collateral development,HOA coordination, issues Maria Jose Espinoza FDOT District Six, $20,000 00 July 2020 to Normandy Drive from East Bay Drive to West Bay Drive resolution,maintaining database of stakeholders,project outreach calls and Melissa J.Rodriguez Construction Project Administrator II March 2021 Lighting Improvement Project daily day-to-day stakeholder coordination. Heather M.Leslie Carolina Zamora (estimated completion) Project highlight:Close coordination with the city's Public Works Department Office:305-640-7185 and Neighborhood Affairs Coordinator for project-related impacts. Carolina.Zamora©dot.state.tLus SR 907/Alton Road at Michigan Avenue Community outreach,collateral development,HOA coordination,door-to- Heather M.Leslie FDOT District Six, $7,000.00 April2019 to Roadway Safety Improvement Project door distributions and daily day-to-day stakeholder coordination.Challenging Jose A.Palacio Jr. Construction Assistant North Miami- December 2019 communications regarding the removal of on-street parking. Dade Resident Engineer Dru Badri, Project highlight:Third-party claim facilitation and resolution.Coordination P.E. with City of Miami Beach Police Department for lane closures and detours. Office:305-640-7116 D ru.Badri@dot.state.fl.us I-195/Julia Tuttle Causeway over Biscayne Bay Community outreach,collateral development,HOA coordination,issues Melissa J.Rodriguez FDOT District Six, $10,000.00 October 2017 to (bridge number 870302) resolution,maintaining database of stakeholders,door-to-door distributions and Heather M.Leslie Construction Assistant North Miami- October 2018 Bridge Rehabilitation Project daily day-to-day stakeholder coordination. Jose A.Palacio Jr. Dade Resident Engineer Dru Badri, Protect highlight:Coordination with multiple projects and Mount Sinai Hospital P.E. during lane closures. Office:305-640-7116 D ru.Badri©dot.state.fl.us SR 112/41 Street from SR 907/Alton Road to Community outreach,collateral development,HOA coordination,door-to-door Melissa J.Rodriguez FDOT District Six, $7,000.00 May 2018 to west of Pine Tree Drive distributions and daily stakeholder coordination. Heather M.Leslie Construction Assistant North Miami- November 2018 Roadway and Safety Project Project highlight:Facilitated a meeting with North Beach Elementary School, Jose A.Palacio Jr. Dade Resident Engineer Dru Badri, school safety representative and project team.Successful coordination with all P.E. parties during concrete removal near school grounds. Office:305-640-7116 D ru.Badri@dot.state.fl.us 16 2,2 RELEVANT PRIME EXPERIENCE HML Team Relevant Experience Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) Public Involvement Consultant for Projects in Community outreach,multilingual collateral development,public meeting Heather M.Leslie FDOT District Six, $212,707.00 February 2013 to Miami Beach and the Surrounding Areas execution,graphic and web services,media relations,video development Melissa Rodriguez Construction Public Information August 2016 Construction public information services and voiceover work.This FDOT contract included the roadway reconstruction Project Manager Kathy McLendon •Served on this contract as a sub-consultant project along Alton Road as well as a roadway project on Collins Avenue in Office:305-640-7437 South Beach. Kathy.Mclendon B@dot.state.fl.us Project highlight:Developed partnerships and relationships with City of Miami Beach officials and residents and business owners throughout South Beach,in particular the Alton Road and West Avenue corridors. "Thank you Heather.This is exactly what I needed and appreciate your responsiveness!"Commissioner Mark Samuelian(before being elected to current seat)(September 5,2014) "Heather,This is great news that the contractor will be able to open those lanes northbound from 17th Street.This is going to make a big difference during Art Basel.I'm very happy.Thanks to everyone at FDOT and the contractor for making this happen."Representative David Richardson(before being elected to current Commission seat)(November 27,2013) SR 934/NE 79 Street Causeway from east of Pelican Harbor Community outreach,collateral development,HOA coordination,project Melissa J.Rodriguez FDOT District Six, $7,000.00 May 2020 to Drive to west of the bridge guardrail outreach calls,municipal coordination and dally day-to-day stakeholder Heather M.Leslie Construction Project Manager September 2020 Roadside Improvement Project coordination. Leonardo Bermudez,El (estimated completion) Project highlight:"Thank you for all of the project updates and personalized Office:305-968-4079 phone calls when Saturday work is needed,this has been a painless process." Leonardo.Bermudezadot.state.fl.us Jose Olivo North Bay Village Public Works Director to Melissa Rodriguez on coordination efforts. Golden Glades Interchange Enhancement Project Design outreach,community awareness plan,trilingual collateral development, Sandra Bello FDOT District Six, $90,000.00 October 2016 to Design public outreach contract creating and maintaining database of stakeholders,graphic and web Heather Leslie Design Project Manager Fabiana October 2020 services,public meetings,HOA coordination,agency coordination,noise wall Maria Jose Espinoza Gonzalez,P.E. (estimated design coordination and participation in video development. Jose A.Palacio Jr. Office:305-470-5183 completion) Project highlight:Coordinating multiple public meetings throughout the overall Fabiana.Gonzalez©dot.state.fl.us project corridor to encourage attendance in convenient locations. Golden Glades Multimodal Transportation Facility Community outreach,trilingual collateral development,public meeting Sandra Bello FDOT District Six, $150,000.00 December to 2018 to Design-build Construction Project organization execution,graphic and web services,media relations,event Heather M.Leslie Construction Public Information April 2021 planning and video development. Maria Jose Espinoza Project Manager Kathy McLendon Project highlight:Developed project videos and shared on multiple platforms. Jose A.Palacio Jr. Office:305-640-7437 Groundbreaking ceremony organized and attended by Miami Gardens Kathy.Mclendon r©dot.state.fl.us Commissioners. Recognition of Sandra and team's coordination efforts in a letter to FDOT by South Florida Regional Transportation Authority(May 3,2019) SR 7 Complete Streets Safety Project Community outreach specializing in educating the project corridor about the Sandra Bello FDOT District Six, $35,000.00 April 2019 to Design Access Management Project upcoming construction of permanent concrete medians that change access into Heather M.Leslie Construction Public Information August 2020 several miles worth of SR 7.Collateral development,graphic and web services. Maria Jose Espinoza Project Manager Kathy McLendon Project highlight:Successfully briefing approximately 500 businesses Jose A.Palacio Jr. Office:305-640-7437 about the changes in access and documenting a comprehensive archive for Kathy.Mclendon©dot.state.fl.us Construction outreach liaison. 17 2.2 RELEVANT PRIME EXPERIENCE HML Team Relevant Experience Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) Operation Statewide Traffic and Railroad Initiative Using Community outreach,collateral development,graphic and web services for Sandra Bello FDOT District Six, $25,000.00 August 2020 to Dynamic Envelopes(STRIDE)Project a project that is the first of its kind in Miami-Dade County to implement high Marla Jose Espinoza Construction Project January 2021 emphasis striping at railroad crossings. Heather M.Leslie Administrator II (estimated completion) Project highlight:Municipal coordination and coordination with multiple public Carolina Zamora information liaisons to disseminate project information. Office:305-640-7185 Carolina.Zamora@dot.state.fl.us NW 47 Avenue from 183 Street to Premier Parkway Community outreach,bilingual collateral development,public meeting Melissa J.Rodriguez FDOT District Six, $75,000.00 January 2019 to Roadway Reconstruction and Drainage Project execution,graphic and web services,municipal coordination,daily day-to-day Heather M.Leslie Construction Senior Project Manager December 2020 stakeholder coordination,license agreement and harmonization coordination, Maria Jose Espinoza John Garzia P.E. (estimated completion) event planning and video development. Jose A.Palacio Jr. Office:305-640-7139 Project highlight:Project videos developed and shared across multiple John.Garzia@dot.state.fl.us social media platforms.Partnership with City of Miami Gardens to disseminate information and coordinate lane closures. Krome Avenue to east of SR 5/US 1 along SW 312 Street/ Community outreach,trilingual collateral development,door-to-door Maria Jose Espinoza FDOT District Six, $40,000.00 January 2020 to Campbell Drive,SW 336 Street/Davis Parkway and SR 9336/ notifications,community awareness plan,maintaining issues logs and conflict Heather M.Leslie Construction South Miami-Dade June 2022 Palm Drive resolution,graphic and web services and video development. Jose A.Palacio Jr. Resident Engineer Andres Berisiartu, (estimated completion) Truck By-Pass Project Project highlight:Project videos developed and shared across multiple social Sophia Tingle P.E. media platforms.Working with the community to inform them of extended lane Office: 305-640-7433 closure hours during COVID-19 conditions. Andres.Berisartu@dot.state.fl.us SR 90/US 41/SW 8 Street/Tamiami Trail Community outreach,collateral development,graphic and web services, Heather M.Leslie FDOT District Six, $40,000.00 August 2016 to Design-build Construction Project community awareness plan and event planning. Maria Jose Espinoza Construction Special May 2019 Previously completed project as well as upcoming project Project highlight:Press conference with then Governor Rick Scott held at Jose A.Palacio Jr. Projects Manager scheduled to begin in September 2020 project site.Direct coordination with Miccosukee Tribe of Indians of Florida Jacqueline Sequeira,P.E. and Everglades Safari Park.Currently working on project groundbreaking with Office:305-640-7432 FDOT Central Office and Office of Governor Ron DeSantis. Jacqueline.Sequeira©dot.state.fl.us SR 997/Krome Avenue from SW 232 Street to SW 312 Street Community outreach,multilingual collateral development,graphics Heather M.Leslie FDOT District Six, $40,000.00 January 2020 to Reconstruction Project development,video development,graphic and web services and event Maria Jose Espinoza Construction Project Manager January 2021 planning. Jose A.Palacio Jr. Jonathan Fundora,P.E. (estimated completion) Project highlight:Multiple in-house project videos developed and shared Sophia Tingle Office: 305-640-7417 across multiple social media platforms. Jonathan.Fundora@dot.state.fl.us "Thank you Heather.Your info allows us to update those on our mailing list." The Honorable Joe A.Martinez(April 23,2020) Palmetto Drive Safe Educational Campaign Community outreach,pop up events,development of branded materials, Maria Jose Espinoza FDOT District Six, $25,000.00 May 2019 to Safety Project multilingual collateral development,graphics development,strategic alliances Jose A.Palacio Jr. Construction Public Information November 2019 and corporate partnerships. Heather M.Leslie Project Manager Kathy McLendon Project highlight:More than 25 pop up and educational events were Office:305-640-7437 conducted and engagement with stakeholders was more than 1,275 potential Kathy.Mclendon@dot.state.fl.us system users. 18 2.2 RELEVANT PRIME EXPERIENCE HML Team Relevant Experience Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) NW 87 Avenue from NW 74 Street to NW 103 Street Community outreach,collateral development,graphics development, Heather M.Leslie FDOT District Six, $40,000.00 May 2017 to New Roadway Construction Project groundbreaking ceremony,door-to-door distributions,daily stakeholder Maria Jose Espinoza Construction Senior Project Manager August 2019 coordination,public meeting organization and execution,graphic and web Melissa J.Rodriguez John Garzia P.E. services. Jose A.Palacio Jr. Office:305-640-7139 Project highlight:Successfully organized groundbreaking ceremony attended John.Garzia©dot,state,fl,us by Miami-Dade Commissioner Jose"Pepe"Diaz and municipal representatives. SR 934/NE 82 Street from NE 4 Place to SR 5/US 1/Biscayne Community outreach,collateral development,graphics development,graphic Melissa J.Rodriguez FDOT District Six, $7,000.00 April 2020 to Boulevard Roadway Project and web services. Maria Jose Espinoza Construction Senior Project Manager August 2020 Project highlight:Bike lane social media campaign developed in-house and Heather M.Leslie John Garzia P.E. shared across multiple social media platforms.Successfully coordinated with Office:305-640-7139 City of Miami Parking Authority throughout project. John.Garziatdot.state.fl.us SR 9A/I-95 from NW 46 Street to NW 165 Street;and along Community outreach,collateral development,graphics development, Sandra Bello FDOT District Six, $10,000.00 October 2019 to SR 112 at NW 12 Avenue and NW 10 Avenue and in Monroe coordination and resolution of issues,and maintaining database of Heather M.Leslie Construction Project Manager December 2020 County from MM 126 to MM 7.5 stakeholders. Maria Jose Espinoza Francisco Lledo (estimated completion) Design-build Intelligent Transportation Systems Project Project highlight:Coordinating lane closures with adjacent projects. Office:305-640-7506 Franciscolledo@dot.state.fl.us SR 860/Miami Gardens Drive and Biscayne Boulevard Community outreach,collateral development,graphics development, Melissa J.Rodriguez FDOT District Six, $7,000.00 July 2020 to Roadway Construction and Safety Project coordination and resolution of issues,and maintaining database of Maria Jose Espinoza Construction Senior Project Manager February 2021 stakeholders. Heather M.Leslie John Garzia P.E. (estimated completion) Project highlight:Close coordination with City of Aventura for lane closures Office:305-640-7139 and utility coordination. John.Garzia@dot.state.fl.us SR 7/NW 7 Avenue South Roadway Project from NW 8 Street Community outreach,multilingual collateral development,electronic project Sandra Bello FDOT District Six, $84,264.00 September 2015 to to NW 36 Street messaging,creating and tracking project issues,coordination and resolution of Heather M.Leslie Construction Assistant North Miami- February 2018 Roadway Reconstruction Project issues,maintaining database of stakeholders,graphic and web services. Jose A.Palacio Jr. Dade Resident Engineer Dru Badri, Project highlight:Using grassroots engagement tools such as posters and Melissa J.Rodriguez P.E. pop-up events to inform the community of the work. Office:305-640-7116 Dru,Badri@dot.state.fl.us State Road(SR)9A/I-95 ramps and SR 860/ Community outreach,collateral development,public meeting execution,graphic Sandra Bello FDOT District Six, $7,000.00 March 2017 to Miami Gardens Drive and web services. Heather M.Leslie Construction Project Administrator January 2018 Interchange and Intelligent Transportation Systems Project Project highlight:Distributing lane closure information through weekly email Igor Caicedo updates. Office:305-640-7188 I g o r.C ai ce d o©d ot.state.fl,u s" SR 5/US 1 at Riviera Drive,and from Ponce de Leon Community outreach,collateral development,electronic project messaging, Heather M.Leslie FDOT District Six, $10,000.00 April 2020 to Boulevard to SW 27 Avenue creating and tracking project issues,coordination and resolution of issues, Maria Jose Espinoza Construction Project Administrator February 2021 Roadway Project maintaining database of stakeholders,graphic and web services,video Levi Boyle,E.I. (estimated completion) development. Office:305-640-7188 Project highlight:Developing two project videos,including for a weekend Levi.Boyle©dot.state.fl.us detour for drainage activities. 19 2.2 RELEVANT PRIME EXPERIENCE HML Team Relevant Experience Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) SR 9A/I-95/NW 119 Street ASCT Project from Gratigny Community outreach,collateral development,electronic project messaging, Heather M.Leslie FDOT District Six, $7,000.00 April 2018 to Parkway to 1-95 creating and tracking project issues,coordination and resolution of issues, Jose A.Palacio Jr. Construction Assistant North Miami- August 2020 Design-build Project maintaining database of stakeholders,graphic and web services. Dade Resident Engineer Dru Badri, (estimated completion) Project highlight:Partnership with Miami-Dade County to collect information P.E. on signal timing and improve traffic signal timing. Office:305-640-7116 Dru.Badri@dot.state.fl.us SR 5/US 1/South Dixie Highway at Riviera Drive Community outreach,collateral development,graphics development, Melissa J.Rodriguez FDOT District Six, $5,000.00 February 2019 to Bridge Rehabilitation Project coordination of third party claims and web services. Maria Jose Espinoza Construction Assistant North Miami- July 2019 Project highlight:Coordinated local marine traffic during channel restrictions. Jose A.Palacio Jr. Dade Resident Engineer Oru Badri, Heather M.Leslie P.E. Office:305-640-7116 Dru.Badri@dot.state.fl.us In-Depth Local Bridge Inspection and Reporting Community outreach,collateral development,graphics development,workshop Heather M.Leslie Arthur Miller,P.E. $25,000.00 November 2016 to for On-System and Off-System Bridges organization and execution,and scheduling partnership meetings with Maria Jose Espinoza 305-261-2006 November 2019 Bridge Maintenance Project municipal staff members. Jose A.Palacio Jr. Amiller©amman-whitney.com Project highlight:Yearly organization of bridge partnering workshop,that is attended by municipalities throughout Miami-Dade and Monroe counties. SR 933/NW 12 Avenue over the Miami River Community outreach,collateral development,tracking and resolving project Melissa J.Rodriguez FDOT District Six, $5,000.00 July 2019 to Bridge Rehabilitation Project issues,maintaining database of stakeholders and graphic and web services. Heather M.Leslie Construction Assistant North Miami- October 2019 Project highlight:Project was completed ahead of schedule with no major Jose A.Palacio Jr. Dade Resident Engineer Dru Badri, stakeholder issues. P E. Office:305-640-7116 D ru.Badri©dot.state.fl.0 s SR 990/Killian Parkway/SW 112 Street from Kendale Community outreach,collateral development,door-to-door notifications, Melissa J.Rodriguez FDOT District Six, $7,000.00 July 2018 to Boulevard/SW 104 Avenue to SR 5/US 1/S Dixie Highway community awareness plan,and graphic and web services. Heather M.Leslie Construction Assistant South Miami- April 2019 Roadway Construction Project Project highlight:Facilitation and resolution of third-party claim with HOA. Maria Jose Espinoza Dade Resident Engineer Enmanuel "Melissa.I just wanted to give you all the credit you deserve as I am very Jose A.Palacio Jr. Espinal pleased with how this whole situation has been handled in a timely manner." Office:305-640-7414 Eric Ballesteros(October 9,2018) Enmanuel.Espinal@dot.state.fl.us SR 5/US 1/Biscayne Boulevard from NE 151 Street to Community outreach,collateral development,public meeting execution, Sandra Bello FDOT District Six, $14,000.00 January 2017 to NE 196 Street coordination and resolution of issues,maintaining database of stakeholders, Heather M.Leslie Construction Assistant North Miami- December 2017 Roadway Construction Project graphic and web services. Jose A.Palacio Jr. Dade Resident Engineer Dru Badri, Project highlight:Coordination with Commissioner Sally A.Heyman's office Melissa J.Rodriguez P.E. throughout the life of the project. Office:305-640-7116 Dru.Badri@dot.state.fl.us 20 2.3 RELEVANT SNUB EXPERIENCE Sophia Tingle Current Relevant Experience as a Freelancer Staff Term of Project Name and Description Role and Scope of Services Member Client Contact Budget Engagement Assigned Information (Approx.) Rayzo Marketing Inc. Multiple graphic design,web design and social media projects for a variety of Sophia Tingle Rayzo Marketing Inc. $24,000.00 Ongoing annually industries such as hospitals,nonprofits and educational facilities.Delivering Zoraya Lee-Hamlin brand development,social media,graphics,animations as well as website President and CEO maintenance. 973-332-4381 Project highlight:Provided marketing and graphic support to University zoraya@rayzo.com Hospital of New Jersey as well as visuals that were distributed to the community and supporting the hospital's CEO. Ms. Tingle previously provided graphic design services on the following City of Miami Beach and FDOT contracts FDOT District Six,Districtwide Public Communications Graphics and web services on behalf of projects such as Krome Avenue Sophia Tingle FDOT District Six, $1.3 million November 2016 to Consulting Services on Miscellaneous Construction Reconstruction Projects,Truck Bypass Project,Flagler Avenue and SW 1 Street Heather M.Leslie Construction Public Information (inclusive of all October 2019 Projects Reconstruction Projects,1 Street Bridge Project.Specific materials developed Project Manager Kathy McLendon contract needs) include interactive maps,Maintenance of Traffic lane closure/detour maps, Office:305-640-7437 project fact sheets,edits for FDOT construction website,weather-proof bulletin kathy.mdendon@dot.state.fl.us board signs,post cards for mailings,Miami-Dade Commission District 5 map for reference,project brochures and educational flyers. As part of this contract Ms.Tingle worked specifically with Ms.Leslie on the updates and maintenance of map that is used as an interactive map on the FDOT Construction website as well as developing a pedestrian safety multilingual brochure for the NW 119 Street ASCT Project. Project highlight:Ms.Tingle was able to develop non-standard collaterals such as an expanded project fact sheet and numerous traffic maps for projects. FDOT District Six,SR 826/Palmetto Expressway Community outreach,graphics and website maintenance. Sophia Tingle FDOT District Six, $102,900.00 June 2012 to Managed Lanes Project highlight:The updated graphics for this project were distributed Construction Public Information (inclusive of all October 2019 to numerous existing and potential new users of the recently implemented Project Manager Kathy McLendon contract needs) managed lanes system along the Palmetto Expressway. Office:305-640-7437 kathy.mclendon@dotstate.fl.us City of Miami Beach,Right of Way and Facilities Venetian Island Advisory-Biweekly flyers and maps Sophia Tingle City of Miami Beach, $498,000.00 October 2012 to Venetian Islands and Lincoln Road Lincoln Road Improvement Project-postcard invitation and Miami Herald Neighborhood Affairs Coordinator (inclusive of all October 2019 advertisement Lauren Firtel contract needs) Project highlight:The postcards developed were for a series of meetings Cell:305.986.6403 targeted primarily at Lincoln Road businesses. LaurenFirtel©miamibeachfl.gov 21 2.4 PROJECT MANAGER S r Heather M. Leslie is a 20-year communications professional and principal of HML Public Outreach. She has served as a project manager for the City of Miami Beach contract for five years and oversees two long-term contracts for FDOT in Design and Construction. She has managed communication efforts on complex transportation projects for 10 years. She has served as a Senior Public Information Liaison on projects for approximately 15 years. Ms. Leslie is the primary point of contact for all contract activities and a go-to professional for developing communications strategies and resolving stakeholder conflicts. Ms. Leslie is responsible for all contract requirements, supervision of personnel and management of resources to improve work production as well as performs Quality Assurance/Quality Control (QA/QC) on all project collaterals. She has overseen the implementation of large- scale public outreach programs with many moving parts and budgetary components. Ms. Leslie ensures contract compliance by working closely with her team in following protocols for the city and FDOT projects. She frequently communicates with her team to stay in sync with what's going on in the projects, and to plan for upcoming tasks, events and resource needs across project assignments. To ensure organization, Ms. Leslie uses the Project Management System and the support of the assistant public information liaisons from the project's onset.This documentation process serves as a tool to help monitor stakeholder issues and brief the city's project team. Additionally, Ms. Leslie has developed strategic, innovative and grassroots outreach efforts to maximize project messaging in cost-effective ways. For example, her long-standing relationships with community groups and resident activists have helped disseminate project information to affected stakeholders. Ms. Leslie also recently completed training through the FDOT Transportation Symposium on "How to Create and Conduct an Online Public Meeting."This webinar covered preparing for and hosting public meetings during the current virtual only setting. As a former newspaper journalist, Ms. Leslie is mindful of the importance of clear and concise communications especially when handling a crisis or media inquiry. Ms. Leslie has crafted specialized outreach plans for major impact events such as the continuous closure of lanes along the MacArthur Causeway. She has also conducted numerous on air and print interviews for various media outlets. Ms. Leslie recently spearheaded the media response for a Help Me Howard inquiry on WSVN Channel 7 for a recent Krome Avenue project. 22 2.4 PROJECT MANAGER Ms. Leslie proposes the inclusion of a Deputy PM position to assist in contract management, in particular during times when Ms. Leslie serves as a PIL to maintain proper review and depth of resources. Sandra Bello will report directly to Ms. Leslie, monitor project activities and coordinate priorities and resources between multiple projects, such as preparing and reviewing status reports. Ms. Bello has been a senior-level communications professional on more than 150 transportation projects in Miami-Dade and Monroe counties. With experience previously serving as an in-house consultant for FDOT Design projects, she is fully knowledgeable in the coordination and implementation of outreach efforts during the design phase as well as the resolution of project issues with stakeholders before the start of construction. She is diligent in streamlining processes with her team and developing cost-effective methods to reach large-scale audiences for each of her projects. Her experience using the Project Management System has enhanced the way team resources are managed across project assignments. Ms. Bello performs QA/QC reviews for several projects, specifically for Spanish-language materials. She currently assists in the management for HML's contract for the FDOT Golden Glades Interchange project. Ms. Bello recently carried out public information efforts for the SR 7/NW 7 Complete Street Projects- a project that runs more than four miles of businesses who will be impacted firsthand by access changes. She conducted door to doors and outreach calls to almost 500 stakeholders and resolved stakeholder objections to the introduction of raised medians as part of the design plans. She documented the process by collecting contact information and inquiries from tenants and property owners in a project database. Ms. Bello completed a substantial amount of the tasks in a 10-month period by conducting meetings with stakeholders, proposing new outreach ideas and strategies with her team. Ms. Bello is currently a lead PIL for the Golden Glades Multimodal Transportation Facility (GGMTF), a design-build project that will take three-and-a-half years to be completed. This project requires Ms. Bello to deliberately coordinate information and present project updates to several transportation agencies, including Miami-Dade Transit, Broward County Transit and South Florida Regional Transportation Authority. She is responsible for the upkeep of project collaterals and project website to reflect work improvements as well as develops social media messaging. Ms. Bello also recently completed the FDOT Transportation Symposium training on "How to Create and Conduct an Online Public Meeting." 23 2.4 PROJECT MANAGER •�' I . 11 �� k it j ');), \ t,,,,:t-- _ -------- „' ' ''s.,,,,,,,—.,,,,,/, :.„,,,,,,,.., j., .._ , .',-,,,t4A.,,,,,- -,,,-4 ,t.. , -,:i., re N ,.---0'4; 'It x E �k 3: !r le �4' ,,,Oi : ' ' - �4r #ri Ate ' ris4. ," t -.' a"_ • 3 `s - .. +•,, - ti0 _. < _ a,. �' / Clockwise from top left:Sandra coordinates with the City of Sunny Isles Beach to create an FDOT project update video. Melissa and Heather participate in the city's Altos del Mar Park groundbreaking ceremony. Heather,Sandra and Jose assist in meeting facilitation for an FDOT Maintenance partnering meeting. Melissa, Heather and Sandra turn the ceremonial dirt at the FDOT Golden Glades Multimodal Transportation Facility groundbreaking ceremony. 24 2. 5 PUBLIC INFORMATION LIAISON a. Lynn W. Bernstein has more than 40 years of community outreach experience and deep roots in the Miami Beach community. As a resident and former city employee in the Public Works and City Manager's offices, Ms. Bernstein has used her experience to exceed the residents and business owners'expectations of readily available information. Her institutional knowledge became invaluable in the transition of the Neighborhood Affairs Division. Former colleagues sought guidance for best practices and strategy execution from Ms. Bernstein's experience managing a similar department during her time with the city. She understands the importance of a highly involved community and the city's desire to provide opportunities for resident and business owner participation in the preservation of the city's infrastructure. Ms. Bernstein is diligent in inquiry follow ups and pursues the resolution of project issues until the concerns in question are settled between the project team and stakeholders. Her detail-oriented approach and excellence in seeing through long-term projects has won her several achievements in license agreement, quit claim deed and easement coordination. She has spearheaded the efforts in securing these documents with stakeholders during phases 1 and 2 of the Indian Creek Drive Flooding Mitigation Project. Her role has required extensive - a coordination with the city's legal team 1.1 for document approval and ultimate x " execution by the property owners. As �' part of this process, she scheduled and , r '. ' .1 S participated in countless meetings with ,: , ',li 4 stakeholders, residents and property /' . — � � � attorneys. During the recent social distancing time, she continues to coordinate these meetings virtually to a " . . prevent past momentum from failing. Ms. Bernstein is well-recognized ; Fes, among community groups, residents " , ' and HOAs as a proactive community member herself. She proudly Lynn not only facilitates public meetings, but she and represents both the city and Heather were the only consultants who participated in a stakeholder's interests during each of communications planning session with city staff and former interactions. Commissioner John Aleman. 25 2.5 PUBLIC INFORMATION LIAISON x k Melissa J. Rodriguez has been a lead in providing community outreach services for the city and FDOT projects for more than five years. She has been critical in the success of numerous projects with her can-do attitude and top-notch customer service skills. She is an expert in crisis management and communications through her high-profile projects on the MacArthur Causeway and the West Avenue Bridge Project. Fully bilingual in English and Spanish, Ms. Rodriguez prepares project collaterals in both languages and updates project websites with new information. She is constantly coordinating and keeping record of project issues with major stakeholders impacted by construction activities. Some of her work has been grounded in grassroots outreach because of the locations and demographics of her projects,thus strengthening her skill set to participate in process mapping of previously undefined tasks and implementing innovate techniques to enhance outreach. That, combined with research, has helped her quickly identify and mitigate problems before a project starts construction and throughout the work. Ms. Rodriguez has successfully secured earned and paid media coverage and developed bilingual media buying strategies for the MacArthur Causeway Bridge Rehabilitation Project. Throughout the project, she developed strategic alliances with city staff, South of Fifth Neighborhood Association (SOFNA) , West Avenue Neighborhood Association (WAvNA) and Miami-Dade County District 5 Commissioner Eileen Higgins' Office. She coordinated on a weekly basis and presented project milestones and upcoming activity information. During the extensive lane closure of the Alton Road Flyover bridge, Ms. Rodriguez developed strategies to inform the community of the difficult work and served as a spokesperson for media inquiries. Additionally, she has participated in the event planning for the groundbreaking ceremony, community outreach efforts and coordination of stakeholder meetings for the Middle Beach Recreational Corridor(Beachwalk) Phase III Project. She has assisted the Neighborhood Affairs Coordinator in the development of the project RISE Guide, advisories and coordination of day-to-day information. Prior experience includes work for the West Avenue Neighborhood Enhancement Project Phase 1 and the FDOT projects along Alton Road and Collins Avenue. Her experience provides a strong foundation and understanding of the city's procedures and guidelines. Ms. Rodriguez has been trained in public outreach techniques by the Federal Emergency Management Agency and the Google Analytics Individual Qualification Certification for measuring social media engagement and impressions. ........ .....a,v _. .rte, - 'eM:sW ....G.:_..:z,.�,,, �m�`� 26 2.5 PUBLIC INFORMATION LIAISON Maria J. Espinoza is a bilingual communications professional who has applied public relations knowledge to transportation projects. She is currently an Assistant Public Information Liaison for FDOT projects and serves as the main team contact on the Truck Bypass Project, and as a back-up liaison for projects along Krome Avenue. In her duties she handles project issues, drafts weekly updates and participates in team progress meetings. She has quickly learned how to read project plans and identify potential impacts before construction begins in an affected area. She provides key support in the development of project start-up collaterals and maintenance of project information online. Last summer, Ms. Espinoza took the lead in securing more than 25 events and partnerships with major entities such as Miami-Dade County, Miami-Dade Airport and Jackson Memorial Hospital as part of the Drive Safe Palmetto Express safety campaign. At each event, she presented the project benefits and explained the locations of the express lane entries and exits. Ms. Espinoza has consistently provided clients with innovative efforts in the documentation process by creating and maintaining HML's Quarterly Project Reports. The reports include summaries and results of the efforts conducted by the assigned public information liaison. She also has assisted the FDOT Public Information and Governor's Offices with logistics and talking points for an upcoming press conference on the Tamiami Trail Phase 2 Bridge Project. This event will be attended by Governor Ron DeSantis, local elected officials, National Park Service staff and statewide FDOT personnel. The groundbreaking plan includes an extensive safety section to keep dignitaries, guests and staff safe. Ms. Espinoza also maintains each of HML's project pages with new information and helps in the archive process after the completion of each project. Ms. Espinoza has participated in numerous door-to-door distributions and has scheduled stakeholder meetings for the Middle Beach Recreational Corridor(Beachwalk) Phase III project.As a fluent Spanish-speaker, Ms. Espinoza has not only provided quick turnaround translations for the Neighborhood Affairs Coordinator, but also deliberately engaged with stakeholders in both English and Spanish. She has assisted in the event planning, talking point development and on-site support during city special events such as the Beachwalk groundbreaking and Altos del Mar Park ribbon-cutting ceremonies. Previously, Ms. Espinoza provided public relations services to major technology clients with global reach. She oversaw client research in Latin America -to understand an area's demographics and propose effective outreach methods to maximize client and product exposure. v—vw-leigaw 7UsItaf4W.Yq, 27 2 . 5 PUBLIC INFORMATION LIAISON git kvdr In addition to her role as Project Manager, Ms. Leslie currently serves as a senior-level Public Information Liaison on two of the city's most challenging projects. During this time, she has consistently been assigned to and excelled at tackling high-profile projects throughout the city. She always represents the city responsibly and professionally and is an expert on public information procedures and a go-to for developing communications strategies and stakeholder conflict resolution. The West Avenue phase 2 design-build project in particular has been an undertaking in outreach and challenges. Ms. Leslie is responsible for scheduling, attending and documenting stakeholder meetings with all buildings to provide information on the project and discuss harmonization efforts with the team. Outreach for this commitment has been extensive as multiple meetings have been conducted with properties because a harmonization policy has not yet been adapted. Ms. Leslie also created the draft license agreement for this project, incorporating information that reflects property encroachments. She participated in a project-wide encroachment walkthrough, assisting in documenting every property to compile an inventory of items within the city ROW. As part of the West Avenue project, Ms. Leslie has also coordinated and participated in numerous stakeholder meetings to discuss the location of the pump station generator and above-ground components. The goal of these meetings was to try and build consensus on a location based on the community's feedback. She is working with the team to obtain permit signatures from buildings for a section of Baywalk construction. She facilitated regular meetings with WAvNA, as well as briefings to NOFNA and representatives of the Lincoln Court Neighborhood Association. In-person and then virtual office hours were established as a way to answer the community's questions and encourage face time with the project team.These activities have required major coordination with other city departments and a lot of internal strategizing and documentation to show all outreach performed. Day-to-day construction coordination is where Ms. Leslie excels. She has the trust of her project teams to anticipate issues, propose solutions and resolve conflicts quickly. Ms. Leslie has a firm understanding of engineering concepts and design and can translate technical talk into plain language. She has demonstrated these efforts in drafting stakeholder responses and biweekly Indian Creek Drive advisories for the project team's review. Ms. Leslie works to ensure project documentation is readily available to the team at any time. • ,,:r.Wre, 28 2.5 PUBLIC INFORMATION LIAISON itilEileen Higgins South Beach residents expressing their concerns & ideas for solutions to traffic caused by #MacArthur bridge construction. Glad to have had @MyFDOT_Mlamt here to listen to us &give updated timeline SOFIA Ite,0!-'),7;''',:,‘;',f7',:`,Y4„ Y.A ,.$1., .'„ ,,,, .•., '.,,.e.„,...:4.1.Aft',-,0,,,,,,,,, ... ,.. / . . A - , , ,..• i • 1.,f .. ,,, -,,'• :ii,f.--" , ' • "0- ...., ,z, '-'-r A --, , "''''''' " ; •:,..k 111 - • * .4.-• — ' ,, "," ,-4";',, ,==. A A ,. -40--- 1.4111191 ...4 1 t,s4tsee,Gorgori 320 DM Aag 21 in'a from Nst.raro Gcsrce 7,-rter-,..:,,P.cwe 5 Retweets 371wes 2 CluLlIe IL:eels , - ‘ww,w4 v,,,-LAssweAneWSW.N.MODPe?', Melissa has provided numerous project briefings to SOFNA as well as coordination with WAvNA, NOFNA and the Nautilus Homeowners Associations. She also facilitated public meetings for the West Avenue Bridge Project. 29 2.5 PUBLIC INFORMATION LIAISON Proposed Assistant Public information Liaison.Jose A. Palacio Jr. has provided communications support on more than 50 projects. He " is well-versed in Miami Beach and FDOT guidelines and processes. He creates project start-up materials and property owner databases for projects and assists in door to doors and maintaining issues logs throughout the course of HML's projects. He is responsible for many of the website back-end checks, including the distribution of project update campaigns via Constant Contact. Mr. Palacio also oversees HML billing and prepares all invoices for Ms. Leslie's review before being submitted to the client. Mr. Palacio has provided key support to several Miami Beach projects, including the West Avenue Neighborhood Improvement Project Phases 1 and 2. He has conducted field research to acquire property and building manager information to schedule meetings with the project team about harmonization and upcoming project activities in the area. He has also been key in the coordination and execution of successful public meetings for the Indian Creek Drive and West Avenue projects. Pi _posed GraphK. s! ner. Sophia Tingle is a freelance graphic designer working with HML Public Outreach. With more than 17 years z, await of experience, Ms.Tingle can easily solve a visual problem with her t, , ' t( creative skills. Her long-standing relationship with HML has included `'' producing multilingual materials for FDOT in web, print and digital media. In her five years working on city and FDOT projects, Ms. Tingle worked closely with the public information liaisons from vision concept to execution of graphic collaterals under tight deadlines. She was responsible for developing the branding and marketing of multiple campaigns such as maps, fact sheets, logos, brochures, billboards, e-newsletters and more. Ms. Tingle is familiar with city protocols and processes. She can effectively translate maintenance of traffic plans into comprehensive traffic flow maps for the public to better understand detours during a full closure. She has created all-inclusive project maps of multiple locations and easy-to-read newsletters that have been distributed for public and media consumption. Specifically for the city, Ms. Tingle provided graphics services for the Venetian Causeway and Lincoln Road projects. Ms. Tingle also has provided support in public outreach coordination efforts and planning of special events, which has further enhanced how she develops graphic collaterals for transportation projects. Her knowledge in the planning, supervision and directing of graphic campaigns optimizes a client's strategic vision while building their brand. 30 2 .5 PUBLIC INFORMATION LIAISON yQr • ? rye IE d yp' :',, '1,'l'AP.,,,,--- - ..e• ‘ :, i:. 4 1,_,( 4f:L l\r-,r-,,, .— ,i ,mow- " .',Is.-_,:.,',--,,,, _ , .., R :.-- :--, i, y F:op �� ' �,/ "'"'mss ." �+ c ',w t \ r r�: � .. . if, , ,,_. ,.., 3 .... x mom.,.. .• F t ��' � q� rte . _f__ e it t. \ . .go' , ,yiee "' F 'j < 5t aims a-' ,,,,:,,!:Y'''''!' 1. .J._w ° Clockwise from top left:Jose provides assistance at an Indian Creek Drive Phase 1 public information meeting. Residents and city staff listen to the presentation of the May 2019 West Avenue Phase 2 public information meeting. Jose discusses the implementation of the Palmetto Express Managed Lanes with a stakeholder at a community fair. Melissa, Heather and Malo participate in an FDOT Maintenance Office workshop. Malo explains the ingress and egress points of the Palmetto Express Managed Lanes with a member of Jackson Memorial's team. 31 "'''.."-Ck,'"'41C:Aalwr,,r-7'ii,-,:f•-,..,..,...r:c.......,r,,,,,,,.,,,a,..„,,,,,,!:::,i..,; . _ ' •11' '''" ' '---'' . . 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',!,,.', , .., ' '-''''1- ' • ''''''' '- '21'''''4'''' ”':" 'l . , • ,,,,, .,`'.,,,,'4" ,44" ' ,. ... ,•., ,1,0,,r..a.,,c,,,- -1'-;,'F. — ------ ' ---- ' P '-' '' — , --‘"!,-,:,--1.ii-;'w..iie)11--:41'.1-''f,,A'',,t'. '', '1','•-..,' '<: , ---,- -'- I -- ----`. ,;•.',2, , . Z 0 m . „ T:41Pi '.e'll * . - • • • ... —1 I 7 o , 440.„4„ , . ,-.'..:' - - - -.4ribbh. ,......_ --- \ , , , :t .--. r- - G.) ,-,•''''," '-r...4... ,,,,-, ....: . , .,..,.., .... ,,., .....,,--. - , - I `'' 4: .,, . „ . .. .. • 4 '''''''''': --- -41tr ' ''r-N-..11111. : ' _- ' • ' ' V-1.-„,, I .4 .40"• — IDo, 01.' *' 1 t - - 11,1, ) ,,, 2 4,0. 4: et*: ., ./. , / -4qt)', • _.,„ . . . . ..„, ..„.._ ,...,... 4 ,,,-o--;:4,i„,,, :..,.. , , _.• /pot v,44,-.4 • it At* 3. 1 PROJECT APPROACH Neighborhood projects include construction in the ROW ranging from repaving the roadway to major reconstruction projects with pump stations and raising the street and sidewalks.These projects form just one component of the city's climate resilience journey. Proposed Outreach Process and New Tools: • Evaluate each neighborhood improvement project's demographic to determine an appropriate outreach strategy. • Identify a list of affected stakeholders, including residents and businesses, and tourist destinations within the project corridor to determine what multilingual information is needed. • Discuss the potential of a groundbreaking ceremony with the Neighborhood Affairs Coordinator. • Work with the team to identify foreseeable conflicts such as encroachments in the ROW and coordinate removal by the stakeholder in a timely manner to minimize impact to the construction schedule. This process may include an encroachment letter with pictures of items within the ROW or as part of a combined license agreement letter including the harmonization narrative and plans for the property. • Propose and schedule weekly or monthly meetings with the neighborhood's Homeowners Association(s)to present a brief on the scope of work and progress of activities. • Conduct regular outreach calls on with interested parties to address any issues. • Determine whether this project has significant design changes for a public meeting to provide the stakeholders with an opportunity to ask questions and provide feedback. • Prepare materials such as postcards, fact sheet, a project-specific Frequently Asked Questions and project poster with the contact information for around-the-clock access to information. • Distribute the materials through door to doors and display posters at businesses and high-traffic areas such as grocery stores, the Police Department, the local library and City Hall. • Develop a series of social media collaterals in English and Spanish for the city's platforms with a specific hashtag to easily identify each post. • Develop project-specific messaging about construction activity updates for the city's Nextdoor account. • Propose a neighborhood "block meet-up party" in booth format where the public can provide and receive information regarding the impact of the construction activities. • Develop a project video before construction ahead of time to provide wider range of stakeholders with information of the start date and upcoming changes. • Host virtual office hours via the Zoom (or other web-based) application to allow stakeholders to connect with the project team. • Create an online survey where residents/stakeholders can provide feedback. 33 3. 1 PROJECT APPROACH The PIL serves as the conduit between the public and project team. Liaisons are also the voice of community feedback during progress meetings and in discussions where impacts to the public are discussed. These issues will always be tracked in the project's issues log. Once a project is complete, the team will determine whether a ribbon cutting, or block party event is appropriate. All public outreach activities, logs and minutes will be included in the final public involvement record provided to the city. HML I '. Design and construction projects completed Virtual meetings hosted Design-build projects underway Virtual public meeting participation Executed license agreements Special events coordinated bicycle ride and groundbreaking Traditional Public Information Project videos produced, Meetings conducted including Spanish video Pop up and community Email advisories sent for city educational events and FDOT projects hosted through Constant Contact Parks/Facility projects can include anything from updating public parks, restrooms, or piers to reconfiguring a parking garage. The users of these parks and facilities are not limited to area residents or business patrons. Proposed Outreach Process and New -T-__ s:: • Evaluate early in the process the potential visitors and demographic in the affected area. • Outreach for parks/facility projects must cast a wider net as visitors and commuters come from all over and speak multiple languages. Greater South Florida commuters, hospitality workers and tourists may be impacted by activities in the area. • Determine what languages collaterals will need to be translated to ensure we are attaining or reaching specific demographic needs. 34 3. 1 PROJECT APPROACH • Distribute the materials at the specific park/facility, in area hotels and high-traffic hot spots. Materials should always include contact information and the QR code to redirect them electronically to the project page on the website. • Develop an informational package to be presented on MBTV. • Identify and propose meetings with city committees that target specific features in the park/facility, such as the Disability Access Committee (DAC)for ADA accessibility improvements. Conduct media outreach in coordination with the Marketing and Communications Office to inform local outlets about the new improvements. • Develop project-specific messaging about construction activity updates for the city's Nextdoor and social media accounts. • Develop a project video before construction ahead of time to provide a wider range of stakeholders with information of the start date and upcoming changes. • Video will be shared on the city's website and social media.The same process will be performed during the construction and after construction. • Prepare materials such as illustrative brochures and inclusive infographics with the contact information for further questions. Once a project is completed, the city will work with the Parks & Recreation Department or Capital Improvement Projects to organize a groundbreaking or ribbon-cutting event as approved. All public outreach activities, logs and minutes will be included in the final public involvement record provided to the city. HMI PARKS/FACILITIES PROjECT EXPERIENCE NCE BY THE NiPtir ERS Parks/facility projects completed Special events coordinated for city and FDOT groundbreaking and ribbon cutting Rounds of door to doors to Pop up and community distribute project information educational events One-on-one meetings with area Email advisories sent for CMB businesses and property and FDOT projects through managers Constant Contact 35 3.2 COMMUNICATIONS PLAN Team HML's general communications plan, in conjunction with the RISE Guide, works as an Imroz-v,"...=r4"4"-",tv A, effective model when managing an outreach strategy ,8 The RISE Gaims and a two-way communication with the community tttd e from beginning to end of a project. to enhance resident communications and Setting Goals: Implementing our PEER Method, HML will initially conduct an audit of the current outreach £ t activity strategies being used and set a clear understanding Performance by of the city's goals when planning for upcoming increasing message projects or activities. This planning phase is vital to consistency, stay ahead of deadlines and project-specific milestones. Lessons learned are reviewed relationship throughout the process as they supplement future trust and outreach initiatives and contract administration. Our knowledge-sharing forecasting tools are developed while outreach plans are updated with new information collected by the between local staff to ensure familiarity with the upcoming work. government and the public." Understanding the Audience: HML is aware that keeping stakeholders in mind when developing strategies serves as a basis of good communication. We believe it is important to establish positive encounters from the very beginning with residents, business owners and staff, tourists, media and city staff. Being approachable and friendly in our dealings helps create a productive rapport with the public and can even help minimize issues in the field when they arise. We also understand the city has a diverse and colorful community that wants to feel t included in all project happenings. �a ..elect€nom the Outreach rael"rnr � Once we identify and study the audience, we will determine what channels of communications or outreach methods are appropriate. With our experience, we recognize that communities may have different preferences in the way they consume information. HML has l' excelled in this area throughout the years as relationships have been built in hard-to-reach communities after the completion of each successful project. 36 3.2 COMMUNICATIONS PLAN It will be important to evaluate projects on the micro and macro levels when developing strategies so the tools being proposed are appropriate to this area. We will use a variety of outreach methods to ensure the distribution of information is accurate and inclusive to all groups within the community. Our team blends traditional grassroots methods and modern technology to reach the entirety of the public. Establishing t esunsihiities for the Tet A step-by-step process in the outreach plans are established with roles and responsibilities for each team member using the Project Management System. This helps clarify each task and ways of attaining them proactively. As Project Manager, Ms. Leslie will enforce consistency and time management throughout each of our outreach efforts for best results. Reporting our Outreach Efforts: HML will document each of our outreach efforts through our Project Management System. All project issues are entered into the cloud-based system for future reference or required follow ups. We will also be sure to share what techniques worked and what may have not connected with a neighborhood. It's important to be able to reflect on lessons learned to truly have an overall successful strategy. Our reports provide a summary of the coordination efforts, development of content as well as project milestones. These reports also will be included as part of the archive after the completion of each project. It is a great way to reflect on past performances and highlight on positive outreach efforts. HML is currently implementing these efforts as part of the quarterly outreach report for FDOT's large-scale projects. Responding During a Time of Crisis While the COVID-19 pandemic has caused massive changes to our daily lives, HML knows how to adjust its outreach strategies to keep the community informed. The inevitable"new normal"for socially distanced stakeholder engagement has been replaced with the need to fill in the empty gap. We find it important to maintain flexibility and transparency with stakeholders for a smooth transition during the construction phase. We understand the challenges of an uncertain and complex environment therefore, providing reliable information and addressing time-sensitive issues are top priority for our team. Content Development Q3 Look Ahead... JULY AUG SEPT A k Cornpkte side Wee dosues fordrainage , 777rf i]e -- � and ro.way.econae..c.n. �� iii _ «Comdete southbound bridge lll r WWW .. ~""•.... �t Coo.dinarcnuilboa rd bsou with -- ® residents. 4 \ «PrgeU pictures for social media posts - 4 Project update video for distribution to .u.ehddeos Project Update Video Socia/Media posts Detour Map Graphic 4 crt,te defour.ne map g.adn as needed. oared,project video for Produced coo.]media posts wren Created a detour map graphic «create Press Messes b announce cbsure, March updatehigruiehtine Orolect imagesa,aerials for brtersectbn closure of sW a,r d.d upwnintwoou. highlighting improvements alongside 296 Street 7t perlvrm outreacl,calls and/or dropoff dos street and romdenon of a section of to-doors as need,. the midge. $ FOOT,}Fiena aepertnwnt ofrrampurtetion FDO florldaeepartment of Traneportasoe Krome Avenue Roadway Project Quarterly Report Q2 sample pages showcasing the content developed over the last several months and a look ahead at upcoming outreach efforts. 37 3.2 COMMUNICATIONS PLAN The table provides a description of the outreach methods recommended during each of a project's phases.This timeline serves as a foundation to achieve the city's goal of keeping the public informed about ROW and facilities projects.The lead time provided for these phases and activities may not always be possible to maintain as construction schedules and funding may change at any time. DESIGN & ONGOING CONSTRUCTION POST CONSTRUCTION PRE-CONSTRUCTION 2 months prior and 5 months out throughout Begins during final inspection i • Communication with public • Close out claims and complaints • Develop Project Charter and RISE • Coordination with other agencies • Distribute final notifications 4 Guide • Groundbreaking ceremony • Perform completed project survey ar • Develop/design information " materials and database of planning • Share project successes and impacted stakeholders • Issue resolution lessons learned with team and • Coordinate notifications • Meeting coordination Neighborhood Affairs I', r • License Agreement and • Project documentation • Conduct Design Public Meeting(s) Encroachment meetings with • Document commitments made residents;executing documents during design phase • Project videos to inform OUTREACH • Develop construction collaterals community of progress and STRATEGY • Confirm impacted stakeholders, milestones groups and officials • • Meet with city staff to discuss Social media messaging overall strategy • Trouble-shooting access and day • Schedule Public Information issues Meeting • Send out notifications via • Attend Pre-Construction Constant Contact Conference • Develop Quarterly Reports • Distribute notifications • Attend Progress Meetings • Conduct community presentations • Develop and foster long-term • Keep people informed about the • Resolve outstanding issues partnerships with elected officials, project activities • Compile all correspondence and major stakeholders and community • Anticipate issues before they files into one electronic • Gather additional contacts to reach happen and offer solution document as many people as possible • Foster partnerships and engage • Gather all outreach efforts for • Inform the community early to groups as project ambassadors the life of the project for one OUTREACH • minimize surprises and issues • Ongoing meetings with team and report • Provide clear information about the Neighborhood Affairs Coordinator GOALS projects and how stakeholders can to check in on outreach strategy stay informed and provide feedback • Build consensus on project and hot • Make personal connections with issues each of the properties and • Document issues,keep track of businesses on the corridor open action items,goal to respond • Build rapport with team and within 48 hrs and close out in contractor issues log • Project Fact Sheet • Day-to-day coordination • E-blast to database • Meetings with Police,Fire and other • Groundbreaking Ceremony • Deliver documentation to City city representatives • Lane closure updates to GIS • Perform completed project • Press release • Project updates and advisories survey • Project brochure • Meetings with business/property • Ribbon-cutting ceremony or • Project page on city's website owners Block Party • MBTV programming • Monthly stakeholder coordination OUTREACH • Door-to-door distributions meetings • E-blasts • Outreach events and presentations TOOLS • Mailings • Project page maintenance on • Media and stakeholder calls/emails website • Outreach events • Social media messaging • Presentations with HOAs and community groups • Public Information Meetings • Social media messaging • Project videos 38 3 .2 COMMUNICATIONS PLAN In addition to day-to-day construction outreach, big picture planning is required to minimize disruption to the numerous events conducted and religious holidays celebrated throughout the city. A calendar of events and holidays, and participating Major Event Planning Meetings when needed,will be maintained and updated throughout the life of the projects.The HML team is aware of the standard high impact periods identified each year and distributed throughout City Hall in a Letter to Commission. We look forward to when these events are able to be celebrated once again as they add vibrancy to the community and provide potential opportunities for partnerships and to further distribute information. These events include: • Art Deco weekend • South Beach Wine and Food Festival • Spring Break • Winter Party week • Winter Music Conference and Ultra Music Festival • Gay Pride Parade & Expo • Memorial Day weekend • July 4 weekend • Labor Day weekend • The numerous races and triathlons • Halloween • White Party • Art Basel Miami Beach • New Year's Eve Additionally the team is cognizant of the numerous observed religious holidays throughout the city and understands how critical it is to maintain open and clear pedestrian walkways as well as being able to work with the team to minimize noise levels during ceremonies. Team HML also maintains coordination with the Miami Beach Convention Center and the numerous events that are hosted within the facility. Our team members are familiar with requests for nighttime or weekend work and how notifications must be conducted with area HOAs and residents before the schedule is approved. 39 3.3 PROJECT METHODS The HML team prides itself on having a deep understanding of all facets of construction projects. We are not only knowledgeable of multiple outreach approaches but are able to identify potential project issues before they arise. Our expertise enables us to minimize complaints from the community and pivot to new outreach methods, should the communication approach need to be tailored to a specific audience. HML team members have previous experience working on city projects and the various construction methods. The two major categories are design-bid-build and design- build projects. We understand that each method requires a unique outreach application with benefits and drawbacks. Design-bid-build projects are traditional-style projects that go through a separate design _ phase before entering construction. During the ,. : s design phase the project plans are developed t` � and preliminary public outreach, such as surveys, . m public meetings and briefings, may be conducted. Following design, the project will be ' A advertised, and a contractor will bid on the °� � '� ''' 1 project. After the contractor has been selected the project will enter the build/construction ., _, r phase and advance notice will be sent to the i ', public prior to project commencement. In the :, ,, build phase the contractor will construct the ,,,,,141111i2„,.;,,,.. W - t-r..,„ ,- - project according to the plans drafted during design. Prior commitments made to the Z public during design will be honored throughout n 1< ,. . :. i construction. The public information team may 1 , remain consistent or change between phases. ,�.. 4 t f Benefits and drawbacks:These projects go ! `'' through a longer vetting process before construction begins. One of the major benefits of this is that it permits the public to be more involved before a contractor even breaks Several public meetings were conducted during ground. Public meetings are conducted the West Avenue Bridge Project,including the throughout the design phase and the community session where attendees were able to vote on a can be surveyed to determine if the project scope bridge aesthetic before the panels were ordered will have a perceived positive impact to the and installed. neighborhood. 40 3.3 PROJECT METHODS Additionally, this style of project allows the public to be involved along every step of the way. The city can digest the feedback received from the public and make plan adjustments as needed. In this method, potential field impacts are often identified during design, well before the project begins construction. This can ultimately help minimize future issues that could delay a construction schedule such as encroachments or utility conflicts. City policies may also be developed or modified in tandem with a project's design based on community feedback. The biggest drawback to this method is the lengthy process that can occur between the design and build phases. While the project is being designed, it can take up to a year or longer before funding is available and a contractor is brought on board to build the project and then additional time to complete construction. During this process new residents and groups may move to the area and have no prior knowledge of the construction project. City policies and Commission opinions may also change during this time such as how to handle harmonization, encroachments and road raising. Recommendations: As previously mentioned, Team HML sees the potential of establishing structured milestones where outreach opportunities are implemented across the board on projects such as public meetings at 60 and 90 percent plans development. A design-to- construction transition meeting would also be helpful to review public outreach-specific issues and to ensure all commitments are honored. A project Community Advisory Committee may be established with representation from residents and business owners in a project area who would be briefed on the project and their feedback sought. A project closeout mailing may also be used that provides a summary of the project improvements before it enters the construction phase as there is the potential for changes in the project's design after the 90 percent public meeting. The HML team has served on hundreds of traditional design-bid-build projects with overwhelming success for the city and FDOT, in particular the MidBeach Recreational Corridor projects and Indian Creek Drive Flooding Mitigation Project. We also provide assistance on the CIP miscellaneous Work Order that also includes the Normandy Drive Plaza and Altos del Mar Park. Out team has performed outreach on multiple green bicycle lane projects for Transportation. We apply knowledge and experiences from previous projects and work with other agencies to find the best fit for city strategies. Design-build projects are a construction delivery method that combines the design and construction phases. A design-build team is established to prepare the project design plans and construct the project concurrently.There is usually no down time between the design phase and the contractor selection period. The design-build team, or design-builder, is responsible for all work on the project with the city team there to review design submittals, answer Requests for Information and clarify items in the Design Criteria Package they bid on. The PIL is a team member who develops information and works with the team and design-builder throughout the project and works with the Neighborhood Affairs Coordinator to spearhead outreach as the project moves from development to construction. 41 3.3 PROJECT METHODS Benefits and drawbacks:There is no doubt that the greatest benefit to the design- build method is a shorter overall project duration.The project is designed by the design-builder and constructed as soon as the city approves a section of the plans such as the drainage or roadway plans. Projects can be fast-tracked, and neighborhoods can experience construction relief from larger scale projects. Additionally, design-build projects have one point of contact. Should there be an issue with construction on site, the design- builder can vet and propose design plan changes directly to the city,without having to consult a separate design team and wait for resolution.The design-builder can then immediately implement the plan changes and continue constructing in real-time. Drawbacks to the design-build method may include utility coordination issue/conflicts, unforeseen encroachments and push back from the community.As the design phase is no longer a separate entity, issues discovered during construction must be addressed quickly. Shovels in the ground mean that utility franchises such as FPL must coordinate efficiently to maintain the project schedule.The public may also perceive that they are not as involved in the design to construction process. Managing the community's perceptions and expectations can be more challenging as project decisions are made quicker because design and construction phases are simultaneous. Recent community feedback on the West Avenue phase 2 project indicates there are members of the public who advocate for the Engineer of Record to work directly on behalf of the city instead as part of the design-build team. Additional comments include allowing for public feedback on plans development before items are brought to Committee or Commission for direction. Recommendations: Building relationships and communicating efficiently are at the forefront of design-build projects. Team HML recommends forging partnerships at the start and building upon these relationships throughout the project. By initiating the conversation with HOA board members, businesses and the community early and often the project team can try to get ahead of the curve when needing to deliver sensitive project information. In addition to the Community Advisory Committee previously mentioned, we suggest establishing milestones in the project's development. Sections of the plans may be discussed in a virtual meeting so questions on the design may be hashed out in a publicly • advertised meeting and recorded for future reference.There is an opportunity to host a series of web-based meetings covering different aspects of the project such as drainage, harmonization and above-ground aesthetics. Team HML is frequently selected to represent the city and FDOT in design-build projects. In addition to West Avenue, Ms. Leslie is providing outreach for the environmentally sensitive Tamiami Trail Next Steps design-build project. This project is part of the Everglades Comprehensive Restoration Plan and, in coordination with the National Park Service, will help increase water flow within the national park. Ms. Bello also serves on the design-build project in the Golden Glades Multimodal Transportation Facility, which includes both facility and roadway and drainage components with different approaches in outreach to a large audience that includes tourists, commuters and regional residents. 4, t- f >:r 42 3.3 PROJECT METHODS Team HML has developed innovative techniques that may be implemented to inform the community of the different construction delivery methods, but also applied to enhance overall outreach to ensure we are reaching the city's full demographics.To reach that goal we are consistently monitoring and evaluating the new technologies and trends and seeing how they may be applied to city needs. Building a library of educational videos and project pictures can be created in- house by the HML team and exist on the city's website and server. Educational videos can focus on one key topic at a time and include interviews with city staff who serve as experts in their disciplines. After the content has been approved by the Communications Office the final video can be uploaded and linked to the website to be viewed at any time. The videos can also be shared across social media platforms and streamed on MBTV. Potential topics for videos include: • The difference between construction delivery methods and the pros and cons as mentioned above. • Once approved, breaking down the stormwater drainage policy and explaining what water from private properties will be accepted into the city's system. • Once approved, explaining the harmonization process and being able to provide examples of what property owners should be prepared to pay for. • Providing an overview of the city's resilience plan and updates on G.O. Bond projects. • Explaining and clarifying common misconceptions about raising the roads and potential impacts to property value. Ongoing project update videos would also be housed in the library, so the information is centralized for easy navigation and access. PIL's would work with project teams and contractors to gather high resolution project pictures that would also be cataloged. Having these images available provides a repository of pictures that show examples of various types of projects and operations that may be used in project-specific or citywide presentations, as well as online and social media. Building a library of images and videos reduces the last-minute scramble of reviewing individual project materials to pull examples of pump station construction or harmonization samples. '? if fi { "� d iil fr''' ' 't--- ' . — c ' � *, ' �s Indian Creek Drive ro ect ro resspictures - - ..,. „A p J P g p y F z ', ." are sent daily to the team by a field =•••":"..--'1-7:-4,161?.-::: --4';'...,,,:---; � .. inspector. These images may help build the :y ,H -- ,, library and be used across social media �"`'"W platforms. rrtr 43 3.3 PROJECT METHODS Virtual office hours beyond project updates provide an opportunity for city staff and communications professionals to host online sessions where stakeholders may ask general questions about policies or procedures regarding resilience and raising the roads. A topic for discussion can include an open forum on the pros and cons of both construction delivery methods with members of city staff and industry leaders so residents can hear the dialogue and ask questions. These events would be advertised in advance through social media and citywide e-blasts and would spotlight different departments and staff members. These virtual Ask Me Anything sessions provide the chance for more direct communication with staff and responses to questions that are readily available, cultivating a trusting and transparent relationship with the community. Inquiries requiring more information would be followed up via email or phone call in coordination with the Neighborhood Affairs Coordinator. Hosting these sessions through Zoom provides a method to keep questions orderly and organized and would be recorded to be posted on the city's website, promoted on social media and can air on MBTV. Project liaisons would be available to assist in setting up these office hours and record the summaries. They would also be there to help answer any project-specific questions that come up. Expanding social media platforms to include video 270 posts and notifications on the Ring doorbell camera South Beach system through their neighborhood application. Ring has partnered with law enforcement agencies m Neighbors Team to provide real-time information on incidents in an irriaminocsdiatg -n area. This may also be applied to unscheduled construction incidents such as expanded lane site' closures or a utility break that would potentially A � \ S.nt acv' 1. impact services to customers. Residents receive . FS '0Q9 these updates as notifications on their phone and LAW ifiu4k, messages can be targeted to specific audiences. Take Action:Preparing For Within the app, users are also able to ask and post Tropical Storm According to the National Weather Service,yo.. questions regarding community gatherings and area may experence a tropical storm it the co... upcoming events. This feature can be used to ' N promote public meetings, block parties and HOA `. ,;,: meetings. The city is already providing similar information to online maps and traffic advisories o Neighbors Team '•' applications. .. .a �...._ Project information and citywide or neighborhood-specific Do You Have Enough Smoke Alarms in notices may also be distributed through the Ring doorbell Neighbors Team function. 44 3.3 PROJECT METHODS , ern VI , 4 °reg En' can be developed by PILs and distributed by Neighborhood Affairs staff to local influencers, bloggers, HOAs and used on city platforms. This content is slightly less formal, but still informative and on brand with the RISE Guide protocols. For example, a blog post may be drafted at the start of an upcoming project in North Beach and distributed to the local HOAs for use in their e-newsletters to residents. The blog would come from the Neighborhood Affairs Coordinator, with information confirmed for accuracy by project staff. A blogroll would be established on the project page on the website and would include entries such as field visits and informal updates on progress being made. It would also include links to the project advisories, meeting invitations and minutes. Vlog videos may also be uploaded to the blog platform illustrating ongoing operations and showing areas where work is substantially complete. This is also an appropriate place to highlight internal celebrations such as a topping off party for a parking garage or the installation of the final tree in a park project.The project PIL and assistant would help capture the imagery and write brief entries for the team and city's review. No information would be posted without it going through the rigorous reviews and approvals, but is more causal content. It also strengthens the visibility and connection between stakeholders and the Neighborhood Affairs Coordinators. In addition to pre-prepared blog and vlog content, team communications staff may also reach out to the local HOAs and community groups such as RE: Miami Beach to offer interview subjects following the approval of a new city policy or major project milestone. These interviews would be logged and tracked using the city's media monitoring as well as Team HML's use of media trackers and Project Management System. Blog and vlog content can be utilized for any construction delivery method as an additional way to reach the public. west avenue project to be done in segments west ave Juty 27.2019 f y . + Susan aska. sr Project information such as a segmented s. , construction approach . .� = =R was also shared with -grit the community through local blogs like Susan Askew's RE:Miami Beach. 45 3.3 PROJECT METHODS Infographics on project advisories and handouts may be developed to include information beyond project limits or Maintenance of Traffic changes. For instance, this is an opportunity to display project safety messages for pedestrians, bicyclists and motorists within a work zone. While project benefits are listed on current advisories, they may also be illustrated through an infographic. Our team knows it is essential to provide grassroots outreach methods in conjunction with online tools. Infographics work in both these mediums as they may be printed and posted in a business or distributed electronically. These handouts can be utilized during design-build projects to showcase the length of a project corridor, the percentage of the project that has been completed and other explanatory construction facts. Project team contact information will always be included so the community knows who to circle back for more information. Team HML developed safety and work zone infographics during the State Road (SR) 7 Reconstruction project that were included in the weekly email updates. Additionally, Ms. Bello develops trailblazing signage to highlight pedestrian paths and the locations of bus bays and parking areas for her ongoing Golden Glades Multimodal Transportation Facility Project. Gas Station TV(GSTV) is a data-driven national network that streams videos, advertisements and up to date information at gas station fuel pumps. Given the opportunity, team HML is prepared to partner with this network to circulate city project information. The city is a thriving area that experiences an influx of tourists and motorists daily, many whom live off the beach. In addition to the Miami Beach area, GSTV can target audiences at nearby stations and cities before they cross the causeway into the beach. The HML team recommends that this"know before you go"approach that applies to both project delivery methods as a way to keep a wider audience informed of ongoing activities. �� "� Tips to Handle an x ' � ,. . AGGRESSIVE. -- 4 :.,„7„,„.....,. Driver i iitil E , • b e • • Left:lnfographics like these were featured in weekly e-blasts and ,.,,, at local businesses for the FDOT SR 7 Reconstruction projects. 46 3.3 PROJECT METHODS Time-Lapse videos would be another way to illustrate how far a project has come since inception. During design-build projects with its quicker turnaround from design to construction, tangible progress may be captured through this visual aid. Team HML is diligent in recording project milestones and will work with the design-build team to capture a series of photos throughout the project. Virtual Reality(VR)experiences allow a user to see a project before it is built. Through a collaboration with a 3D rendering artist, the city will be able to import a project into the VR software and have community members experience what it will be like to drive down an elevated road in their neighborhood or use a new facility within a park. These would serve as enhanced project renderings that are currently being used during project harmonization meetings. We recommend VR be utilized as an additional tool for projects at public meetings and posted online. Project specific social media filters and geotags can be created beforehand and overlaid at specific locations. Social media filters are often called "camera marketing" because they assist in trademarking an idea or project. This technique will create easily recognizable project content that can be ,. 1,�' a ,• tailored and branded. Combined with a _' location tag or geofilter not only can users be '- �.�����x found, but you can readily search and find -., . : � who has mentioned the project. For example, `, �`'"� Ms. Rodriguez recentlyassisted the city's ' I;-• .,r O Transportation Department in implementing green bike lanes throughout the beach. In the 3' �. :' ,a future as more bike lane areas are identified, ./ a green bike lane social media filter be implemented and when social media users ' 4- .h are in the project area the filter will pop up :' -�''- __ on social media platforms. This is an excellent '` way to have fun with a project and create f positive project buzz. esch M'1e0 ea. d 60 47 3.4 COST- EFFECTIVE METHODS In an era where information is readily available at the click of a button, it is fundamental to provide outreach in fast and inexpensive ways. In addition to the already tried and true methods the city currently employs, the HML team offers these additional approaches: Every Door Direct Mail (EDDM):This method of mail delivery has been identified as part of the RFQ. This service offered by the United States Postal Service (USPS) allows mailers to target the right stakeholders with the use of the Online Tool to map ZIP Code(s) and neighborhoods- even filter by age, income or household size using U.S. Census data. The notification letters, post cards and flyers are sent without specific names and addresses on the mail pieces as it reaches every address within the targeted routes selected online at a reduced rate. Resident feedback has indicated they would like to receive direct mailings for all city projects as another way to ensure they have been informed of projects and meetings. Savings:This is an effective and cost savings method whereas a direct mailer that takes more time to prepare and pieces can cost anywhere from 30 cents to more than $10 per person. Postcards: Ms. Leslie recently developed a postcard for the West Avenue Phase 2 project that was sent to specific residents requesting their contact SORRY WE MISSED YOU! information for follow up site meetings. The use of A B OV, postcards can be used for more than public „ s _ meeting notifications and should be considered prior to the start of construction or work in a new area, as well as to mark major project r a,. x� ,K milestones. Additionally, postcards can be • displayed at businesses, tourist centers, the Miami Beach Chamber of Commerce, Miami Beach Convention Center and City Hall. Savings: Postcards are less expensive to mail than letters and are small enough to display at facilities throughout a project corridor. MacArthur Causeway at Alton Road _ ....,'" c" A traditional and effective Flyover Closure FDO June 16 through July way to market information for the public. We will craft media buying strategies to notify stakeholders The Alton Road flyover is scheduled °e of upcoming project activities and meetings. The to be continuously dosed beginning at 10p.m.SundaynghL June 16 _} - strategic plan will target audiences based on througded,is remoJuly ved andide the bridge `" demographics and geography. For the continuous deck is removed aM replaced m this area. During Sus lime,the Florida closure of the Alton Road Flyover along the r Department of Transponalon (FOOT)recommendsmotonsls use w.-...— MacArthur Causeway, specific messages were posted detours. -3► '�•"+••^ For information about thispmiect• - _- ..-u created to reach commuters driving to and from the please contact Community - r,. `7I Outreach Specialist Melissa beach. Savings: The selection of a target audience Rodriguez al *305-570-8076 or e-mail and location is important to reduce over-saturation Me li ssa@hmtpubl icoutreac h.corn. of ad messaging to a broader audience that is not Visa www.fdoaniamidade.com;macarthur for additional intonnae=. directly impacted by the construction of a project. 48 3.4 COST- EFFECTIVE METHODS Smartphone Video Production: Creating content on the go has never been easier and makes providing informational videos to the public quick and efficient. OUTLINE As technology improves, the quality of our smartphone cameras has become a game changer. AND SCRIPT The HML team is fully capable and experienced in developing content videos in a short time frame on ` their smartphone that include updates on construction projects or how-to's on navigating a detour. A project close-out video may also be developed to highlight the improvements and project benefits.These videos can be aired on MBTV, as well Scene Duration Scern as posted on the city's website and social media r accounts. During the past several months Team HML Completed work has developed 11 project videos featured in weekly * Drainage updates and shared via social media platforms. * Rebuilding Davis: Developing the outline, imagery, voice over roadway and music is done directly from our phones and can be produced from as little as 30 minutes to several IP- days depending on the storyboard. Examples of the recent project videos may be found on the Florida DOT YouTube page. There will be opportunities for higher produced, glossy videos that will require additional coordination. IMAGE ` - VOICE OVER FINAL VIDEO AND 'i . -- AND MUSIC VIDEO X ,- , 'ill r., 1 2- ---2s, 2..-- SR 997;Krome Avenue L � � Roadway Project " $ ''`-''M• - - August 2020 update 7,m.: , .---- v'x , ''tea` ao R y ': i '. rte.. r Project update video may be viewed at: . $- Ff ��, �� y y, haps://youtu.be/gcBVfh-8Dtg 49 3.4 COST- EFFECTIVE METHODS Visual utraat s: With the help of our graphic designer, HML can produce visual illustrations that captivate the public's attention with artistic work in formats such as infographics, poster boards, FAQ's, animation or a step-by-step illustration of a design-build project and a design-bid-build project. Ms. Tingle is well-versed in producing graphics for more complex projects with a visual representation of the upcoming work. For example, an illustrated breakdown of the improvements for flooding mitigation efforts can help us empathize with the neighborhood. Setting an image in their mind increases the chance for the community to see the benefits of the project over the negative impact of temporary construction work. Savings. A one-time graphic illustration can be recycled throughout the life of the project in public meetings and briefings with stakeholders. ;,i.� r We Are k , :d HIRING , , Keeping Your Workplace Clean ir. re:na alb w�.r.i, - 4�..- W Illustrations can be ., .�..�.__ W used to break down "" °•° •--• """ complicated fil ,,,. concepts for street " HARJARIY l o"r,,. v:5• flooding and raising „,. , „,iii,:,t,, HARVARD mSFRVIUCS GAM the roadways. Interactive Maps: A digital project map can � I ° be developed that provides an overview of a the scope of work and includes key locations ,, , o I'?. o�. .. throughout a corridor that can be clicked ' o on to view renderings of the final product ® '40 Jaz Po or pictures of the work in progress. This -, Nati,, `' map would be linked from the project page on the city's website. Our team has worked p a on interactive maps for the Krome Avenue , ti. Reconstruction Projects on the FDOT website as well as working weekly with other vendors to ensure Indian Creek Drive lane closures are part of the FDOT Miami Beach and ► . ,,i.,o Surrounding Areas Map. Additionally, i- I we have established communication with , o" 1 0 Apple's Maps Team so they can update their MP41OCAttONS 0-e OM. x,°� systems to reflect extended closures on road, o .s .1, , e ";334° t,. „ .ree; .. pedestrian and bicycle networks. Savings: """"' t 'rtl Once the electronic map is created,the costHARVARD'�• veyl Ut Dee lb.'.n.Hr.5 Of Its maintenance IS minimal. LWnlC Y.6tn YwYv MI l ;.pl.,veJ aby N 1151 Lail UN S(RYlii 50 3 .4 COST- EFFECTIVE METHODS Weather-Proofed Project Posters: Developing a project poster is a way to share a snapshot of a project's location and improvements. These can be used during the design and construction phases and include contact information for the team and project website. These can be distributed and posted throughout the project corridor and in high-traffic hot spots. Project posters can also be displayed in MB Magazine and MBTV. The posters are printed on canvas or coated to provide wind and water resistance. We would work with the team and Property Management to identify areas the posters could be displayed at city properties as well as in partnership with area businesses. Team HML developed and maintains weather-proofed signs at the Golden Glades Multimodal Transportation Facility to advise Tri-Rail and other transit users of changes in the facility's access and pedestrian paths. Additionally, weather-proofed signs were implemented on a project along US 1 where access was going to be restricted to an overhead pedestrian bridge. We have also worked with local businesses to post project posters at high impact locations such as the entrance to grocery stores, at parking pay stations and inside residential and office building elevators. Savings: Posters have a long shelf life and the price per print is affordable. Project uliet n Boards: In conjunction with weather-proofed project material, setting up a bulletin board in a central location on a corridor or in a facility creates a destination where the community knows they can go and get the latest information. This further reduces potential touch points and printing costs. The PIL will have to regularly maintain bulletin boards to ensure project information is still visible and has not been removed. Savings: The bulletin board creates another permanent opportunity where stakeholders can gather information that can potentially minimize questions to project team members or complaints through the Miami Beach E-Gov Service Request system. Golden Glades Multimodal Transportation Facility(GGMTF) MUGIPNaMRida '-`.. Pathway to Temporary Bus Platform 11114N �t 3Net 111217. ra ' ! 11, 11( ° ' Above:Miami-Dade Transit advisory to Metrorail • users of a temporary closure of the pedestrian bridge • at US 1 and Douglas Road. 44 Left:Golden Glades Multimodal Transportation o 'P°i F b T,a00r¢gdNFly Urt GGMTF AIXCt. Facility wa)finding poster for pedestrians to guide Rasp.za,.zz or ccmmuwy pmeazn sn^cws, them to the relocated temporary bus platform. 51 3.4 COST- EFFECTIVE METHODS � Project Brochure and Handouts: Brochures can reach a larger audience as they can be Public Meetings coca �n Mapcreated to provide multilingual project :7--•::',77.:::.--77:::" information. The same information used in a _ project posters can be recycled in a functional F brochure and expanded to inform visitors how Ithey may be impacted by construction work. o . Eil µ These brochures can include renderings of what ` t =--�-..-•• a park/facility will ultimately look like. They o f o should be distributed not only within a project area, but at major tourist destinations and hotels. Further distribution can be coordinated with the help of long- standing partnerships such as with President Wendy Kallergis of the Greater Miami & Beaches MEETING Hotel Association. On the other hand, a handout "` can display the benefits and impact of the 7.-..7=.-,=.1,-.....”.,,.. ,....,;77.:_.--7...7:=.1„.., .........!7.7.771::::::'.7.7: project's work in a flow chart for better """"" `"MIG.. interpretation. The handout would provide =,===,...,,,. .„,===:-....,=` -' details like the who, what, why, when, where MEETINGS °MMMT TWAEVEM MYIMYGM .. .,_., behind the project's improvements. Another ....w._._.'.' w .,..`._,.- "-`."_ �• example is using handouts for specific work _ activities such as a difficult road closure so a ."`� ._.__ :=4.7-===.1'..'-'-- __ _ graphic map with the detour would be included _.... - — and an explanation of why the closure is needed. ._. . A project handout is easier to read as it is presented in plain language with graphics. Other examples of this method can be used to -, nil , illustrate differences in harmonization scenarios ,. ,� , for properties along West Avenue between ' buildings and single-family homes. These f / s - a=i - handouts also can be posted online or " . ` v_ " -'. distributed at City Hall. Depending on the :-.•'.-..----,F• ..x. . preferred format under the circumstance,these 1's two methods are effective ways to present ,"••••••'...•,_.0-t ' . information to the public. Savings: Brochures "` •' ,_ have a long shelf life and can be printed in bulk Golden Glatt.,tau[In.ntl:d t.a.,yw•t,tt,Pat t,.(GGM "a oire:asc>z,L2,„8 GROUNDBREAKING CEREMONY 11 a.al to minimize the price per print. Working with LOCATION MAP "`M�"°SPS". . �dES¢a" businesses to display the brochures will provide Prde tot EAST LOT more exposure for project information. Graphics at left: Golden Glades Interchange public meeting mailer tri fold. The information was presented in English,Spanish and Creole. Golden Glades Multimodal Transportation Management Facility groundbreaking ceremony location map handout. 52 3.4 COST- EFFECTIVE METHODS Virtual and Live Stream Public Meetings: As mentioned, Team HML is trained on how to host a virtual public meeting. We have participated and helped prepare for a city virtual public meeting in addition to having conducted numerous stakeholder meetings and community group briefings through Zoom, GoToMeeting and Microsoft Teams. These meetings can also include an interactive question and answer section where queries from the viewers at home could be addressed and incorporated into the project record. Recording each meeting is highly recommend for future references and following up on action items discussed during the meeting. When face-to-face stakeholder meetings are reintegrated to our outreach efforts, we recommend continuing to conduct live streams of public meetings. More people can attend at a distance while still having the opportunity to participate in the meeting. These virtual methods of public engagement also provide out of town property owners the chance to participate in the decision-making of harmonization work in front of their properties. Savings: This outreach method is already in use as many companies and the city use their own services to host virtual meetings. E- C G app.gotomeet.n.).eooa?oe ng:d=363i7Ci89 a * Ci $a :. ..: :;, s eh '..,e.:a::t ®;iii::-, it h.ee;i.... •u.x a 0.o::-::Pie:... „p iL M<..M1::fl..:. Q II<::...u.el.a.t ie r.. �'.-:.tii:..r;,..:.hvu O f..ac..nc'.t 1e11�!... OQ 4r Talking;Heather is Everyone � � ���,y H JF PG ER C BP PF C C VD C LA S. PUBLIC:INFORM ki'ION ISSUES !leather Lrxhc r 115.111 _...... a ComantmcationcComplmnts:lou,s list i. Guadalupe Placa -Update on UPC schedule to complete poposed smirk inside private ProPeilb ii. Mr.Solman--Mowing issues behind sidewalk at NE IS ST in Relocation of existing mailboxes HEC update h. Special Events Calendar i. Night Work from NE S to NE 15 SI' Upcoming Keome Ave and side streets fill closures e. Meetings 6. SHOP UI(:1M7\(:S I REIN;DESIGN 1'LA\S a. Shop Drawings Log 1. Submittals to-date it Pending Submittal,Resubmittal, h RPI Lou -- - - ReY/N1011;?5-1 pdaic from Kimle Record °'tom -�, �;'.. t N'G PAL 1iICSUSD117Th f,S Hosting meetings online has been normalized during the COVID-19 social distancing culture. These meetings bring the project team together,as well as provide an opportunity to meet with individuals, building homeowners association board members, community groups and even hosting public meetings. 53 3.4 COST- EFFECTIVE METHODS Dynamic Image Development (drone and GoPro camera footage): Without striking imagery many of these recommendations will miss their mark. Incorporating drone and video footage in addition to project pictures and renderings enhances the overall user experience and keeps a person engaged in city content. Team HML currently uses drone footage, on-the-ground videos and pictures, and incorporates them into weekly advisories, social media messages and detour and project update videos. Our Assistant PIL Mr. Palacio is also in the process of becoming a certified drone pilot so this service may be provided in- house. These images would be incorporated into the project blogs and vlogs so we are promoting all the available content across all city platforms. Savings:There is no additional cost for footage taken as field visits are part of regular responsibilities. Additional video production can be collaborated with the city's Communications Office. r v a Left:Screenshot from Krome -Bridge expected to be open Avenue mini project update C} $ 1C ea video featuring drone footage mid-Septemberof ongoing bridge work. ��_ ,� - e � mom . .. ,, 4, ,k :r r 1 Below:Golden Glades ' --- Multimodal Transportation 1 7 ; Facility poster providing ' information on parking lot t. ; `, closure and detour. QR codes -c ,, �� �•, , , direct users to project page !- 0on website. QR Codes:The machine-readable optical label has made a powerful imprint on all kinds of business ADVISORY during COVID-19 pandemic. QR codes can quickly FDOT -----P---s.—, provide information to the public via a smartphone camera by directing the user back to the project page . M .ao..o,., t.a,,......, on the Rising Above website or fact sheet. There are --- 0 numerous ways to implement QR codes for the city's ' construction projects - set up a QR code as part of the to — l work zone screen and project bulletin board. They may ;� t g Aril"® ,,,,, ,g;,(7.:5.171)'''''- ?' lt,i also be incorporated into bus stop advertising and the wraps for Rising Above featured on the side of trolleys. =, r; ;; Including the codes into existing and new materials '02 � ® "� 9 minimizes waste in terms of printed resources and �'' , ® •' ' lowers touch points during the pandemic. Savings: � This is a quick response to cutting down on paper _ Mat 1,60.111.111 waste and a more environmentally friendly outreach .t tactic. There are free QR code generators that can be o `'% used to implement this as part of project branding. 54 3.4 COST- EFFECTIVE METHODS Pop Up Events and DriveThrough �s: Once we may safely re-emerge into the field and increase face-to-face interactions with the public, pop up events and drive through meetings provide effective opportunities to distribute information to stakeholders and potentially capture new audiences not in the current project database. Under a tent, with water, hand sanitizer and masks, project personnel can distribute information such as the time frame and expected impacts before moving into a new segment of construction. They can also set up an informational tent to answer questions about pump station locations, and any changes in policy that impact the public and their responsibilities to pay for improvements as part of a project. With the additional safety measures mentioned as well as minimizing touch points, stakeholders can experience in-person interaction while receiving project information and signing up to receive future updates. These events can be blogged about in advance and a brief summary provided with pictures to feature on social media and the website. Pop up events have beenpreviously performed during a safety campaign for the Palmetto Express Lane Project. Ms. Espinoza worked closely with major entities to inform employees and families at key locations along the project corridor about the upcoming changes. People want to have an opportunity to provide feedback, and pop ups ultimately allow the project team to understand how the community feels about the changes and find ways to compromise and address unforeseen issues. S v Ings: The cost of these events is minimal. During the Drive Safe Palmetto Express pop ups,the HML team carried a display table, chairs and tent accompanied by promotional materials for the project. Additional efforts for sanitization will be included as part of the essentials list. ��DriveSafe Driveaafe PALMETTO EXPRESS Q trtaEtse Come Jam Us on the Ground Floor! .` + = IMPORTANT SAFETY, EXPRESS LANE INFORMATION ON TirIr PALMETTO EXPRESS > �,�.... PROJECT Tueulay.Jun,26a1,UTI. e y J n 2 19 o< FDO O8690 r wt. .366Jne rr.> -� www.paimett xp.esv anes-com }/.�^ � 'n„ In addition to these cost-effective methods, we encourage the city double down on: • Constant Contact updates • Regular mail or EEDM • Increased updates to the city's website • Posting lane closure information on the city's GIS page and traffic map • Regular briefings to HOAs • Maintaining updated FAQs • Partnering with residents, business owners, activists and community groups and fostering positive relationships where they may help serve as project ambassadors. • Extending text alerts to include public meeting reminders. :�.�.*„. ng�..,�'_---s: 55 3.5 QA/QC PROCESS Providing quality work and services is the hallmark of the HML team and something we take seriously. Section 2.1.2 reviews the team's approach to project management.This section will outline the HML Quality Assurance/Quality Control (QA/QC) process that is implemented on all project deliverables from inception to completion. All materials and stakeholder correspondence are drafted using the internal HML Public Outreach Handbook and city's External Communications Plan. Technical terms are translated into plain language using our in-house transportation glossary(English/Spanish) and Associated Press (AP)Style guides are referenced. All materials that are developed must follow the process of being reviewed by the proposed project manager Ms. Leslie or the proposed deputy project manager Ms. Bello and sent for technical review to the city's project team for content accuracy. Once a collateral is approved at a team level, the required materials will be sent to the project's Neighborhood Affairs Coordinator for additional review and processing. Final review and direction will be received through Neighborhood Affairs and the Communications Office. Ms. Leslie and Ms. Bello will be responsible for ensuring the QA/QC plan is implemented/approved correctly. _ 02 Team member drafts HML Project Manager or deliverable(working as Deputy PM reviews needed with graphics deliverable for style and team). content. £ r ',Team member works ith Neighborhood tiittairis Coordinator to ensure material adheres Ie External ommunicatlons Plan a e,. : 05 Neighborhood Affairs Coordinator and Communications Office perform final review before approval/distribution. 56 3.5 QA/QC PROCESS Staying ahead of deadlines is a key part of the QA/QC process. Preparing materials well in advance allows for sufficient time for each review layer and still provides a buffer when following up with the team is needed. We are also mindful that not every submittal for review can be a rush order. The HML Project Management System and Ms. Leslie's oversight ensure collaterals are developed with enough time to receive on-time approval from everyone. HML Public Outreach also believes in a management style that provides guidance to its staff, supporting them through training and professional development.As part of its company policy, HML Public Outreach maintains handbooks and guidelines to serve as resources to assist its employees. A Public Information Handbook, Community Awareness Plan Guideline and Construction Term Glossary are several examples of documents that are maintained in-house and periodically reviewed and updated to ensure the latest information is available to best serve our staff, and ultimately, our clients. Web-based training classes on social media engagement and online marking, in addition to internal lessons learned meetings are also regularly conducted to continue our education and keep ourselves informed of the newest trends and methods of outreach. 57 M9f • • Sz ..„,f w Li• r..m � r Z i JS .� Fp N tL�: � ft�`51£SngF' RFQ NO: 2020-118-WG HML PUBLIC OUTREACH