agreement with tetratech

City of Lake Helen Agenda Memorandum

Commission Consideration ADDED ITEM

Consideration of TetraTech Agreement for Debris Management Services

Meeting Date: October 13, 2016 Subject: Consideration of TetraTech Agreement for Debris Management Services Synopsis: Due to the City experiencing the need for debris management services as a result of Hurricane Matthew, the City Administrator gave a notice to proceed with TetraTech, Inc. using the cooperative purchasing language in the Volusia County’s competitively awarded contract with this company. Debris Management is needed in order to maximize FEMA reimbursement. The City Administrator is authorized to make this purchase in an apparent emergency under the City’s purchasing policy. A state of emergency for Volusia County has been declared by the President of the United States and the Governor of the State of Florida. The agreement has been reviewed by the City Attorney. Ordinance 2015‐01 Section 16.05.13‐ Emergency purchases. In case of an apparent emergency which requires immediate purchase of supplies, equipment or contractual services, the City Administrator or designee(s) is authorized to secure by open market procedure as herein set forth, at the lowest obtainable price, any such supplies. equipment or contractual services. The City Administrator or designee(s) is hereby given the authority to act in the case of any emergency that might affect the public health, safety and welfare. If emergency expenditure deviated from the rules established herein, exceeded the budgeted amount or was not budgeted, such action shall be reported in writing to the City Commission within twenty‐four (24) hours and such report shall be presented to the City Commission at its next regular meeting for appropriate action. Recommendation: Approval of the agreement with TetraTech, Inc. for debris management services. Attachment(s):

Agreement with TetraTech

Ordinance 2015‐01 ‐Purchasing Policy

Volusia County agreement with TetraTech (available with the City Clerk – due to the large size, not included)

Volusia County RFP for Debris Management Services (available with the City Clerk – due to the large size, not included)

MUTUAL AGREEMENT

to Accept Contract Terms and Conditions Regarding Debris Management Services

Effective Date: October 8, 2016

I. DESCRIPTION

The City of Lake Helen, Florida (“CLIENT”) hereby agrees to retain Tetra Tech, Inc. (“CONTRACTOR”) to provide disaster debris monitoring services on behalf of CLIENT based on the same contractual arrangements, terms, and conditions that exist between CONTRACTOR and Volusia County, Florida for Debris Management Services under RFP No. 15-P-54JD, a copy of said RFP and Contract are attached hereto marked as Exhibit A and Exhibit B and incorporated herein. Such contract shall also include all current and future amendments

II. CLIENT AND CONTRACTOR CONTACTS

Mr. Jason Yarborough Ms. Betty Kamara City Administrator Contract Administrator City of Lake Helen, FL Tetra Tech, Inc. 327 S. Lakeview Drive 2301 Lucien Way, Suite 120 Lake Helen, FL 32744 Maitland, Florida 32751 Phone: 386.228.2121 Phone 321.441.8518 | 407.803.2551 Email: [email protected] Email: [email protected]

III. REQUIREMENT

Insurance: Before commencing performance, CONTRACTOR shall obtain and maintain at its own cost and expense for the duration of the project, the following insurance:

Worker's Compensation Statutory Employer's Liability U.S. $1,000,000

Commercial General Liability U.S. $1,000,000 per occurrence U.S. $1,000,000 aggregate

Comprehensive General Automobile U.S. $1,000,000 combined single limit Professional Liability U.S. $1,000,000 per claim and in the aggregate

Performance Bond: Not Required.

Please acknowledge CLIENT's acceptance of the Volusia County, Florida contract terms and conditions by having an authorized representative of CLIENT sign below. APPROVED BY CITY OF LAKE HELEN, APPROVED BY TETRA TECH, INC.: FLORIDA: Signature: Signature: Name: Jonathan Burgiel, VP/Operations Mgr.

Date: Date: October 8, 2016 ATTEST: ATTEST: Signature: Signature: Name: Betty Kamara, Contracts Administrator

Date: Date: October 8, 2016 Exhibit A: Volusia County, FL RFP No. 15-P-54JD Exhibit B: Volusia County, FL Contract No. 15-P-54JD

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COUNTY OF VOLUSIA, FL RECOMMENDATION OF AWARD

SOLICITATION TABULATION SHEET

SOLICITATION NO.: 15-P-54JD SOLICITATION TITLE: Debris Management Services CLOSING DATE/TIME: 3/26/2015 TIME: 3:00 P.M.

ALL SUBMITTALS ACCEPTED BY THE COUNTY OF VOLUSIA ARE SUBJECT TO THE COUNTY'S TERMS AND CONDITIONS. ANY AND ALL ADDITIONAL TERMS AND CONDITIONS SUBMITTED BY THE RESPONDENT ARE REJECTED AND SHALL HAVE NO FORCE AND EFFECT. SOLICITATION DOCUMENTS FROM THE RESPONDENT LISTED HEREIN ARE THE ONLY SUBMITTALS RECEIVED TIMELY AS OF THE CLOSING DATE AND TIME. ALL OTHER SOLICITATION DOCUMENTS SUBMITTED IN RESPONSE TO THIS SOLICITATION, IF ANY, ARE HEREBY REJECTED AS LATE.

Response No. 1 Response No. 2 Response No. 3 Tetra Tech, Inc.

2301 Lucien Way, Suite 120 Maitland, Florida 32751

407-803-2551 Betty Kamara

[email protected]

Thompson Consulting Services, LLC 1135 Townpark Avenue, Suite 2101

Lake Mary, Florida 32746 407-792-0018

Jon Hoyle [email protected]

Witt O’Brien’s, LLC 2200 Eller Drive

Fl. Lauderdale, Florida 33316 281-320-9796 David Killen

[email protected]

This space intentionally left blank.

Opened by: Andrew Kokitus, Procurement Analyst I Tabulated by: Jennifer Ditslear, Procurement Analyst II Posted: 4/10/2015 Evaluation Committee Meeting: 4/09/2015 Recommendation: Tetra Tech, Thompson Consulting, Witt O’Briens County Council Agenda Date: 5/7/2015

P:\Construction Contracts Team\RFP Projects\2015\15-P-54JD, Disaster Management Services\Solicitation Documents\15-P-54JD, Disaster Management Services.docx Page 1 of 50

REQUEST FOR PROPOSAL

FOR

DEBRIS MANAGEMENT SERVICES

RFP NO. 15-P-54JD

Closing Date: Thursday, March 26, 2015

DO NOT RESPOND TO THIS SOLICITATION ON LINE

SEE SECTION 3.4, DELIVERY OF PROPOSALS

Purpose of RFP

The purpose of this Request for Proposal (RFP) is to solicit competitive sealed proposals for Disaster Management Services for the County of Volusia, Florida.

BETTY.KAMARA

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EXHIBIT A

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TABLE OF CONTENTS 1.0 PURPOSE & OVERVIEW................................................................................................. 4 2.0 SCOPE OF SERVICES ...................................................................................................... 4 3.0 GENERAL TERMS & CONDITIONS .............................................................................. 4

3.1 Definitions ...................................................................................................................... 4 3.2 RFP Closing Date ........................................................................................................... 8 3.3 Proposed Schedule ......................................................................................................... 8 3.4 Delivery of Proposals ..................................................................................................... 8 3.5 Pre-proposal Conference ................................................................................................ 8 3.6 Public RFP Opening ....................................................................................................... 9 3.7 Public Records .............................................................................................................. 10 3.8 Proposal Form .............................................................................................................. 11 3.9 Questions, Exceptions, and Addenda Concerning RFP 15-P-54JD ............................. 12 3.10 Award ........................................................................................................................... 12 3.11 Other Agencies ............................................................................................................. 13 3.12 F.O.B. Point .................................................................................................................. 13 3.13 Use of County Logo ..................................................................................................... 13 3.14 Assignment ................................................................................................................... 13 3.15 Contract ........................................................................................................................ 14 3.16 Disclosure of Proposal Content .................................................................................... 14 3.17 Respondent's Responsibility ......................................................................................... 15 3.18 Payment Terms ............................................................................................................. 15 3.19 Conflict of Interest Form .............................................................................................. 16 3.20 Licenses and Certificates .............................................................................................. 16 3.21 Minor Irregularities ...................................................................................................... 16 3.22 Venue and Governing Law ........................................................................................... 16 3.23 Insurance ...................................................................................................................... 17 3.24 Award Term ................................................................................................................. 22 3.25 Price Redeterminations ................................................................................................. 22 3.26 Unusual Costs ............................................................................................................... 23 3.27 Compliance with Regulations ...................................................................................... 23 3.28 Waiver of Claims .......................................................................................................... 24 3.29 Evaluation Criteria ....................................................................................................... 24 3.30 Termination .................................................................................................................. 25 3.31 Incurred Expenses ........................................................................................................ 27 3.32 Post-Proposal Discussions with Respondents .............................................................. 27 3.33 Presentations by Respondents ...................................................................................... 27 3.34 Minimum Specifications .............................................................................................. 28 3.35 Compliance with Laws and Regulations ...................................................................... 28 3.36 Compliance with Federal E-Verify Regulations .......................................................... 28 3.37 Limitation of Liability and Indemnification of County ................................................ 29 3.38 Records & Right to Audit ............................................................................................. 30 3.39 Change in Scope of Services/Work .............................................................................. 30 3.40 Modifications Due to Public Welfare or Change in Law ............................................. 30


3.41 Safety ............................................................................................................................ 31 3.42 Right to Require Performance ...................................................................................... 31 3.43 Force Majeure ............................................................................................................... 31 3.44 Consultant’s Personnel ................................................................................................. 32 3.45 Disadvantaged Business Enterprise Program ............................................................... 33 3.46 Claim Notice ................................................................................................................. 33 3.47 County/Respondent Relationship ................................................................................. 34 3.48 Damages ....................................................................................................................... 34 3.49 Proposal Acceptance/Rejection .................................................................................... 34 3.50 Proposal Acceptance Period ......................................................................................... 35

4.0 SUBMITTAL REQUIREMENTS .................................................................................... 35 5.0 PROPOSAL FORM .......................................................................................................... 41 6.0 REFERENCES ................................................................................................................. 43 7.0 NOTIFICATION REGARDING PUBLIC ENTITY CRIME & DISCRIMINATORY

VENDOR LIST REQUIREMENTS & DISQUALIFICATION PROVISION ................ 44 8.0 PROOF OF EXEMPTION ............................................................................................... 45 9.0 HOLD HARMLESS AGREEMENT ............................................................................... 46 10.0 CONFLICT OF INTEREST FORM ................................................................................. 48 11.0 DRUG-FREE WORK PLACE ......................................................................................... 49 12.0 CERTIFICATION REGARDING DEBARMENT .......................................................... 50


RFP 15-P-54JD

DISASTER MANAGEMENT SERVICES

1.0 PURPOSE & OVERVIEW

Volusia County is seeking proposals from qualified firms to provide professional services to assist with the management of disaster debris collection activities for the County. The Consultant is expected to be extremely knowledgeable in Federal Emergency Management Agency (FEMA) and Federal Highway Administration (FHWA) regulations, guidelines, operating policies and reimbursement. The Consultant shall advise and support the County during a disaster recovery effort and shall be responsible for the overall monitoring of debris collection contractors. This will include monitoring recovery contractor’s progress and recommending efficiencies to improve and expedite recovery work. The Consultant shall coordinate with the disaster debris contractor(s) and the County to ensure a compliant, well-managed and organized approach to debris collection and disposal.

The purpose of this Request for Proposals (RFP) is to put in place an indefinite delivery/indefinite quantity Agreement for Disaster Debris Management and Support Services.

2.0 SCOPE OF SERVICES

Respondents shall refer to Exhibit A-Scope of Services

3.0 GENERAL TERMS & CONDITIONS

3.1 Definitions

As used in this RFP, the following terms shall have the meanings set forth below:

ADMS: Automated Debris Management System. USACE: United States Army Corps of Engineers. Change Order: A written order issued by the County that orders minor changes in the Scope of Service, in accordance with Section 2.0, but which does not involve a change in the contract price or terms. Collection Monitor: Personnel assigned to monitor debris removal contractors’ performance. The duties include but not are not limited to ensuring the debris is eligible and accurately documented.


Contract: The document resulting from this solicitation between the County and the Contractor, including this RFP, along with any written addenda and other written documents, which are expressly incorporated by reference. Consultant: That person or entity, including employees, servants, partners, principals, agents and assignees of the person or entity that has submitted a bid proposal for the purpose of obtaining business with the County to provide the product and/or services set forth herein. Contract Administrator: The. Director of Purchasing and Contracts or designee shall serve as Contract Administrator. The Contract Administrator shall be responsible for addressing any concerns within the scope of the contract. Any changes to the resulting contract shall be done in writing and authorized by the Director of Purchasing and Contracts.

County: The word County refers to the County of Volusia, Florida. County’s Project Manager(s): The Project Manager(s) have responsibility for the day to day administration of the resulting contract for the County and will be designated prior to award of contract. Day: The word “day” means each calendar day or accumulation of calendar days. Database: Collection of data stored in a digital format, typically structured by the use of tables of similar data types. Debris: Scattered items and materials broken, destroyed, or displaced by a natural disaster. Example: trees, construction and demolition material, personal property. Department of Public Works (DPW): Department typically responsible for clearing debris from the roads and rights-of-way. Director: The Director is the Director of Purchasing and Contracts for the County of Volusia.

Disposal Site Monitor: Personnel assigned to the debris disposal site to manage disposal operations and monitor removal contractors’ performance. The duties include but not are not limited to ensuring the debris is eligible, to quantify and accurately document debris loads consistent with FEMA guidelines, inspect, measure and certify debris vehicle capacities, check loads for hazardous waste, and perform quality control checks. ESRI: Environmental Systems Research Institute, a Geographic Information System software vendor.

Exceptions to RFP: An exception is defined as the Respondent’s inability or unwillingness to meet a term, condition, specification, or requirement in the manner specified in the RFP.


FEMA: Federal Emergency Management Agency. FHWA: Federal Highway Administration. FLDEM: Florida Department of Emergency Management. Geodatabase: Spatial database storing data referenced by spatial or geographic coordinates. GIS: Geographic Information System, an information system that works with data referenced by spatial or geographic coordinates. GPS: Global Positioning System, a satellite based navigation system that provides time and location anywhere on the earth to those with a compatible receiver. Hazardous Waste: Material and products from institutional, commercial, recreational, industrial and agricultural sources that contain certain chemicals with one or more of the following characteristics, as defined by the Environmental Protection Agency: 1) Toxic, 2) Flammable, 3) Corrosive, and/or 4) Reactive. In accordance with Section 1004 of the Solid Waste Disposal Act (42 USC Section 6903) as amended from time to time. Incident: Each disaster for which a Notice to Proceed (NTP) is issued. Inspector: An authorized representative of the County assigned to make all necessary inspections of the Work performed, or being performed. LSA: Logistical Staging Area, County designated location for the staging of disaster recovery resources including, but not limited to trucks, cranes, trailers, heavy equipment, etc. Notice to Proceed: A written notice issued to the Consultant, by the County’s Project Manager, fixing the date on which the Contract times will commence to run and on which the Consultant shall start to perform the Consultant’s obligations under the Contract. pdf: Portable Document Format, an open standard developed by Adobe Systems that allows documents to be utilized across platforms regardless of hardware, operating system and application software. Person or Persons: An individual, firm, partnership, corporation, association, executor, administrator, trustee or other legal entity, whether singular or plural, masculine or feminine, as the context may require. Project: The total Work to be provided under the resulting Contract that may be the whole or a part, as indicated elsewhere in the Contract. Protest: See process at www.volusia.org/purchasing


Respondent: That person or entity, including employees, servants, partners, principals, agents and assignees of the person or entity that submits a proposal for the purpose of obtaining a contract with the County for the provision of the services set forth herein.

Respondent’s Project Manager: The Project Manager has responsibility for administering this contract for the Respondent and will be designated prior to execution of the contract.

REST: Representational State Transfer, a software architecture used in web services.

Rights-of-Way (ROW): The portions of land over which a facility, such as highways, railroads, or power lines are built. Includes land on both sides of the highway up to the private property line.

Site: Any area of land or water within the property boundaries of a solid waste management facility where one or more solid waste processing, resource recovery, recycling, storage, or disposal areas are located. Spotter: Personnel assigned to the debris disposal site to observe and assist in the debris unloading operations. The duties include, but not are not limited to, ensuring debris disposal site safety and debris eligibility. SQL: Structured Query Language, a programming language used in relational database management systems. Storage Site: A location where debris is temporarily stored until it is reduced in volume and/or taken to a permanent landfill. Storm Debris: Debris that may be eligible for clearance, removal and disposal includes trees, sand and gravel, building wreckage, vehicles and personal property. The debris must be a direct result of the declared event, must occur within the designated disaster area and must be the responsibility of the applicant at the time of the disaster. Debris removal may be eligible when it:

Eliminates immediate threats to lives, public health and safety; Eliminates immediate threats of significant damage to improved public or

private property; and/or Ensures economic recovery of the affected areas to the benefit of the

community-at-large. TDSRS: Temporary Debris Storage and Reduction Sites(s), including citizen site(s), located at various points within the County for the gathering, storage and reduction of debris related to a severe weather event or any other natural or manmade disaster or emergency. Ticket: County approved tracking document used to determine eligibility for payment requests.


3.2 RFP Closing Date

Proposals (also referred to herein as “Submittals,” “Offers,” or “Responses”) must be received by the Volusia County Purchasing and Contracts Office, Room 302, Third Floor, 123 West Indiana Avenue, DeLand, FL, 32720-4608, no later than 3:00 p.m., local time, on Thursday, March 26, 2015. Proposals received after this time will not be considered.

3.3 Proposed Schedule

02/13/2015 .......................Release date for Request For Proposal 03/09/2015 .......................Pre-proposal Conference 03/12/2015 .......................Final date to receive written questions 03/26/2015 .......................Closing Date

3.4 Delivery of Proposals

DO NOT RESPOND TO THIS SOLICITATION ONLINE

All proposals shall be sealed and delivered or mailed to (faxes/e-mails will not be accepted): County of Volusia, Florida Purchasing and Contracts Office, Room 302 123 West Indiana Avenue, 3rd floor DeLand, Florida 32720-4608 Mark package(s) “RFP # 15-P-54JD, Disaster Management Services” Note: Please ensure that if a third party carrier (Federal Express, UPS, USPS, etc.) is used, that they are properly instructed to deliver your proposal only to Room 302, in the Purchasing Office on the third (3rd) floor at the above address. To be considered, a proposal must be received and accepted in the Purchasing and Contracts Office before the RFP Closing Date and Time.

3.5 Pre-proposal Conference

A. A pre-proposal conference will be held in the Purchasing Conference Room at

123 W. Indiana Avenue, Room 300, DeLand, FL, at 2:00pm., EST, on March 09, 2015. While this is not mandatory, all interested parties are encouraged to attend and participate.

B. In accordance with the American Disabilities Act and Section 286.26, Florida

Statutes, persons with disabilities needing a special accommodation to participate in the proceedings, or an interpreter to participate in any proceedings, should contact the County’s ADA Coordinator at 386-248-1760 for assistance, at least two (2) business days before any meeting date.


Assisted listening system receivers are available for the hearing impaired, and can be obtained from the Deputy Clerk by contacting the County’s ADA Coordinator at 386-248-1760. Read the full ADA Notice under The American with Disabilities Act (Title II), at http://www.volusia.org/core/fileparse.php/4175/urlt/ADANotice.pdf. Read the County of Volusia Grievance Procedure under The Americans with Disabilities Act (Title II).

3.6 Public RFP Opening

A. Pursuant to Section 119.071, Florida Statutes, Bids or proposals (“responses”) and

the completed tabulation are exempt from disclosure as a public record until such time as the agency provides notice of an intended decision or until thirty (30) days after opening the Bids, proposals or final replies, whichever is earlier. Names only of firms submitting proposals will be read aloud at the RFP opening. Contact the Purchasing and Contracts Office during regular business hours to inspect responses and the completed tabulation or go to http://vcservices.vcgov.org/bidlistnet1/ to inspect the completed tabulation. The foregoing notwithstanding, if, prior to the County’s making responses available for inspection, the County rejects all responses and concurrently provides notice of the County’s intent to reissue the solicitation, then the County may avail itself of the exemption for rejected responses set forth in Section 119.071, Florida Statutes, to the extent such exemption may apply.

B. In accordance with the American Disabilities Act and Section 286.26, Florida

Statutes, persons with disabilities needing a special accommodation to participate in the proceedings, or an interpreter to participate in any proceedings, should contact the County’s ADA Coordinator at 386-248-1760 for assistance, at least two (2) business days before any meeting date.

Assisted listening system receivers are available for the hearing impaired, and can be obtained from the Deputy Clerk by contacting the County’s ADA Coordinator at 386-248-1760. Read the full ADA Notice under The American with Disabilities Act (Title II), at http://www.volusia.org/core/fileparse.php/4175/urlt/ADANotice.pdf. Read the County of Volusia Grievance Procedure under The Americans with Disabilities Act (Title II).


3.7 Public Records

Public Records - § 119.0701, Florida Statutes. Consultant acknowledges that the services and work to be performed pursuant to this Contract may be performed by the County itself as a political subdivision of the State of Florida, which is subject to the public records requirements of Chapter 119, Florida Statutes and Article I, § 24 of the Florida Constitution. Given the foregoing, the Consultant hereby agrees to:

A. Keep and maintain public records that ordinarily and necessarily would be

required by the County to perform the services and work provided pursuant to this Contract;

B. Provide the public with access to public records on the same terms and conditions

that the County would provide the records and at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes, or as otherwise may be provided by law;

C. Ensure that public records that are statutorily exempt or confidential and exempt

from public records disclosure requirements are not disclosed except as authorized by law;

D. Meet all requirements for retaining public records and transfer, at no cost, to the

County all public records in the possession of the Consultant upon termination of the Contract and destroy any duplicate public records that are statutorily exempt or confidential and exempt from statutory public records disclosure requirements. For the purposes of complying with this paragraph, all records stored electronically must be provided to the County in a format that is compatible with the information technology systems of the public agency;

E. In responding to any public records request, Consultant shall (i) notify the County

of the request and the Consultant’s intentions with regard to such request and (ii) provide the County with copies of all records requested and produced, as well as copies of all correspondence between the Consultant and the requestor. Consultant further agrees not to release any records that are statutorily exempt from disclosure or statutorily confidential and exempt without first receiving prior written authorization from the County, it being understood that the legislature has designated such records exempt or otherwise confidential based upon important public policy or safety reasons.

Consultant shall indemnify the County for and hold the County harmless against any and all claims, damage awards, and causes of action arising from the Consultant’s failure to perform or otherwise adhere to the requirements of this Section, including, but not limited to, any third party claims or awards for attorneys fees and costs arising therefrom, claims for negligent disclosure of confidential or exempt records, and claims for failure to produce or otherwise timely produce records subject to disclosure. County shall further be authorized to seek declaratory, injunctive, or other appropriate relief from a court of competent jurisdiction on an expedited basis to enforce the requirements of this Section,


it being understood that the maintenance and production of public records is of paramount public importance under Florida law. Regardless of the foregoing, the enumeration of the remedies recited herein shall not be interpreted to limit or otherwise restrict the County from seeking any other appropriate cause of action against or remedy from the Consultant, whether in law or in equity, in the County’s enforcement of the requirements of this Section.

3.8 Proposal Form

A. See Submittal Requirements for complete details B. Each Respondent shall submit ten (10) complete sets of the RFP Submittal:

• One (1) hard copy marked “ORIGINAL” • Eight (8) hard copies marked “COPY”

Note: It is not necessary to return every page of the original solicitation document with the hard copies of the RFP Submittal ORIGINAL and COPY(ies); return only the pages that require signatures or information as detailed in Section 4.0.

• One (1) COMPLETE electronic copy on a CD or USB drive in PDF format (Excel spreadsheets shall not be recorded in PDF). The electronic copy of the RFP Submittal shall include ALL submittal requirements, as detailed in Section 4.0.

Note the solicitation number and name of company on the CD or USB drive. Do not send confidential information, proprietary information, or trade secrets.

C. Terms and conditions differing from those in this RFP may be cause for disqualification of the RFP Proposal.

D. The Bid Submittal Form (Section 4.0) shall be signed by an authorized agent of the firm with documentation, such as a Memorandum of Authority, that the individual is authorized to commit the firm to a contract.

E. Failure to provide the required information may result in the proposal not being considered. Submittals shall be clear, concise, indexed by subject, typed on letter size paper, and individually bound. Submittals shall be mailed or delivered in a sealed package clearly marked on the outside with the project name, invitation number, and due date. Packages shall be received in the Volusia County Purchasing Office by the advertised deadline.


3.9 Questions, Exceptions, and Addenda Concerning RFP 15-P-54JD

A. It is incumbent upon each Respondent to carefully examine this solicitation’s

specifications, scope of work/service, terms, and conditions. Questions and exceptions concerning any Section of this RFP shall be directed by letter, facsimile transmission, or e-mail to the Procurement Analyst named in item B (below), who shall be the official point of contact for this RFP. Questions and exceptions shall be submitted no later than fourteen (14) days before the closing date. Thereafter, no further questions or exceptions will be accepted or reviewed by the County and Respondents’ right to submit questions or exceptions will terminate and any questions or exceptions not previously made shall be deemed waived. The issuance of a written addendum is the only official method by which interpretation, clarification, or additional information can be given and oral representations will not be binding on the County.

B. Mark cover page or envelope(s) “Questions, Exceptions and Addenda Concerning

RFP # 15-P-54JD, Disaster Management Services.”

Submit questions to: Jennifer Ditslear, Procurement Analyst Telephone:..................386-626-6627 E-mail:[email protected]

C. If it becomes necessary for the County to revise any part of this RFP, an

addendum will be posted on the County’s web site. It is each Respondent’s responsibility to check the Volusia County web site for any addenda at http://vcservices.vcgov.org/bidlistnet1. Each Respondent should ensure that they have received all addenda to this RFP before submitting their proposal. In their proposals, Respondents must provide proof of receipt of each addendum by signing each addendum and returning each addendum to the County. Failure to provide this proof may cause Respondent’s proposal to be rendered non-responsive.

D. Each addendum issued by the County shall become a material part of this solicitation. The resulting Contract shall be the final decision on the subject of the addendum.

3.10 Award

The County reserves the right to award the Contract to the Respondent(s) that the County deems to offer the best overall proposal or solution, as defined in Section 3.29, Evaluation Criteria in this solicitation. The County is therefore not bound to accept a proposal based only on lowest price. In addition, the County has the sole discretion and reserves the right to cancel this RFP, to reject any/all proposals, to waive any/all informalities and/or irregularities, or to re-advertise with either the identical or revised specifications if it is deemed to be in the best interest of the County to do so. Nothing


prohibits the County from rejecting and re-soliciting when responses exceed budget and the County must change the solicitation to lower costs. The County also reserves the right to make multiple awards based on experience and/or qualifications of Respondents and to award only a portion of the items and/or services specified, if deemed to be in the County’s best interest.

3.11 Other Agencies

A. All Respondents awarded Contracts from this solicitation may, upon mutual

agreement, permit any municipality or other governmental agency to participate in the Contract under the same prices, terms, and conditions.

B. It is understood that at no time will any city or municipality or other agency be

obligated for placing an order for any other city, municipality, or agency, nor will any city, municipality, or agency be obligated for any bills incurred by any other city, municipality, or agency. Further it is understood that each agency will issue its own purchase order to the awarded Respondent(s).

3.12 F.O.B. Point

The F.O.B. points for the Contract and for all purchases made under it shall be as specified by the using department (in accordance with the RFP proposal form), in Volusia County, Florida. Delivery will not be complete until the using department has accepted each item. Delivery to a common carrier shall not constitute delivery to the ordering agency. All disputes shall be between the Seller/Respondent and the carrier.

3.13 Use of County Logo

The County owns and retains all proprietary rights in its logos, trademarks, trade names, and copyrighted images (Intellectual Property). As such, nothing in this solicitation permits or shall be construed as authorizing Respondent to use or display County's Intellectual Property on Respondents submittal documents or proposal (including any exhibits attached thereto) submitted to County by or on behalf of Respondent in response to this solicitation. The County has the right to redact the County Logo displayed on any proposal submitted.

3.14 Assignment

Consultant may not assign or otherwise convey Consultant’s rights and/or obligations under this Contract without first providing County with a processing fee of Five Hundred Dollars (US $500.00) and obtaining County’s prior written consent, which consent County may withhold, limit and/or condition in County’s sole discretion, including, but not limited to posting a performance bond. Any consent by the County under this Section shall be by written amendment to the Contract in a form and substance specified by the County in its sole discretion. If Consultant desires to assign or otherwise convey its rights and/or obligations under this Contract, Consultant shall, no less than one hundred


twenty (120) days prior to the assignment’s proposed effective date, provide County with a written request for County’s consent. Failure by the Consultant to obtain the County’s consent in accordance with this Section prior to assignment or other conveyance shall: 1) constitute a material breach of the Contract; and 2) entitle the County to retain any and all legal rights, claims and defense to enforce this Section, including, but not limited to, injunctive, declaratory, damages and attorney’s fees and costs. Payment of any sum by the County in accordance with the Contract to the Consultant or any person or entity prior to the Consultant obtaining the County’s consent to the assignment shall not constitute a waiver of the rights of the County under this Section. Nothing herein shall preclude the right of the County to waive its rights under this Section but no waiver shall be granted by the County without amendment to the Contract. The Consultant is hereby placed on notice that the County may demand a discount of up ten percent (10%) from those rates or compensation for the goods or services established in the Contract as a condition to execution of the amendment.

3.15 Contract

A. The contents of this RFP and all provisions of the successful proposal deemed

pertinent by the County may be, at the sole discretion of the County, incorporated into a Contract and become legally binding on the selected proposer. The content of the Contract may contain changes as a result of the RFP process and the content of the submittal received. The Contract shall, at minimum, include the substantive terms and conditions as outlined in the RFP and be subject to review by the County attorney or designee prior to approval and execution for determination of legal form and substantive sufficiency, and may contain those additional terms and conditions that the County deems in its best interest.

B. The Director of Purchasing and Contracts, County Manager, and County Chair

are the sole Contracting Officers for the County of Volusia, Florida, and only they or their designees are authorized to make changes to any Contract.

C. The County shall be responsible for only those orders placed by the County on an

authorized signed Purchase Order or Master Agreement. The County shall not be responsible for any order, change substitution or any other discrepancy from the Purchase Order or Master Agreement. If there is any question about the authenticity of a Purchase Order, Master Agreement, or change order, the Respondent should promptly contact the Purchasing Office at 386-736-5935.

3.16 Disclosure of Proposal Content

A. All material submitted becomes the property of the County and may be returned

only at the County's option. The County has the right to use any or all ideas presented in any reply to this RFP. Selection or rejection of any submittal does not affect this right.


B. The County of Volusia, Florida, is governed by the Public Record Law, Chapter

119, FS, (as amended).

3.17 Respondent's Responsibility

A Respondent, by submitting a proposal, represents that: A. The Respondent has read and understands the RFP in its entirety and that the

proposal is made in accordance therewith; B. The Respondent possesses the capabilities, resources, and personnel necessary to

provide efficient and successful service to the County; C. Before submitting its proposal, the Respondent has made all investigations and

examinations necessary to ascertain site and/or local conditions and requirements affecting the full performance of the Contract and has verified any representations made by the County of Volusia, Florida, upon which the Respondent has relied;

D. The Respondent understands and agrees that if the Respondent receives an award,

failure to have made such investigations pursuant to Respondent’s proposal to the RFP will in no way relieve the Respondent from its obligations to comply in every detail with all provisions and requirements of the Contract, nor will a plea of ignorance of such conditions and requirements be accepted as a basis for any claim by the Respondent for additional compensation or relief; and

E. The Respondent understands and accepts that it will be held responsible for any

and all discrepancies, errors, etc., in discounts or rebates which are discovered during the Contract term or up to and including three (3) fiscal years following the County’s annual audit.

3.18 Payment Terms

A. The County will remit full payment on all undisputed invoices within forty-five

(45) days from receipt by the appropriate person(s) (to be designated at time of Contract) of the invoice(s) or receipt of all products or services ordered.

B. Pursuant to Chapter 218, Florida Statutes, the County will pay interest not to

exceed one percent (1%) per month on all undisputed invoices not paid within thirty (30) days after the due date.

C. The County has the capabilities of Electronic Fund Transfer (EFT). List any

discounts for prompt payment and/or willingness to accept Electronic Funds Transfer (EFT) and the discount to be applied to such payments. Vendors offering prompt payment discounts, for example 1% - net 10, the discount shall be taken if the check issue date is within specified time period from date of invoice.


D. By submitting a proposal to the County of Volusia, Florida, the Respondents expressly agree that, if awarded a Contract, the County may withhold from any payment monies owed by the Respondent to the County for any legal obligation between the Respondent and the County, including but not limited to real property taxes, personal property taxes, fees, and commissions.

3.19 Conflict of Interest Form

All Respondents shall properly complete, have notarized, and include with their submittal the attached form disclosing any potential conflict of interest that the Respondent may have due to ownership, other clients, Contracts, or interests associated with this project.

3.20 Licenses and Certificates

A. The County reserves the right to require proof that each Respondent is an

established business and is abiding by the ordinances, regulation, and laws of its community and the state of Florida, such as but not limited to: Business Tax Receipts, business licenses, Florida sales tax registration, Federal Employers Identification Number; and

B. The Respondent shall be required, upon notification of recommendation of award, to register with the Florida Department of State Division of Corporations at www.sunbiz.org in order to provide services under the resulting Contract.

C. If a license is required, the Respondent shall be licensed to perform the required

work in accordance with the laws of the State of Florida and local ordinances. Respondents shall also verify that their SubConsultants are licensed to perform the work in accordance with the laws of the State of Florida and local ordinances.

D. Each Respondent shall submit with their proposal a copy of, and upon award of

Contract, the Consultant shall maintain the appropriate licenses and certificates during the term of the Contract and any extensions. Failure to maintain these requirements shall be cause for immediate termination of the Contract.

3.21 Minor Irregularities

The County reserves the right to waive minor irregularities in proposals, providing such action is in the best interest of the County. Minor irregularities are defined as those that have no adverse effect on the County’s best interests, and will not affect the outcome of the selection process by giving any Respondent an advantage or benefit not enjoyed by other Respondents.

3.22 Venue and Governing Law

All legal proceedings brought in connection with the Contract executed for the services provided as award under this RFP Contract shall only be brought in a state or federal court located in the State of Florida. Venue in state court shall be in Volusia County,


Florida. Venue in federal court shall be in the United States District Court, Middle District of Florida, Orlando division. Each Respondent agrees to submit to the personal jurisdiction of these courts for any lawsuits filed there against Respondent. In the event of a legal proceeding, the action shall be by non-jury trial for the adjudication of such suit. All questions concerning the validity, operation, interpretation, construction and enforcement of any terms, covenants or conditions of this Contract shall in all respects be governed by and determined in accordance with the laws of the State of Florida without giving effect to the choice of law principles thereof and unless otherwise preempted by federal law.

3.23 Insurance

A. Required Types of Insurance

The [Contractor] or [Consultant] shall purchase and maintain at its own expense, during the term of this Contract the following types and amounts of insurance with limits no less than those shown below, in the form and from companies satisfactory to the County:

SCHEDULE LIMITS Workers’ Compensation Florida Statutory Coverage Commercial General Liability ............ $2,000,000. General Aggregate Premises-Operations ........................... $2,000,000. Products/CompOps Aggregate Products-Completed Operation ........... $1,000,000. Personal/Advertising Injury ............................................................. $1,000,000. Each Occurrence (The County of Volusia shall be named as an additional insured under all of the above Commercial General Liability coverage.) Auto Liability ...................................... $1,000,000. CSL All autos-owned, hired or no-owned (Symbol 1 Coverage) Professional Liability .......................... $1,000,000. (Errors & Omissions) 1. Minimum underlying coverages shall include Commercial General

Liability, Automobile Liability and Workers’ Compensation/Employer’s Liability. (Umbrella liability limit will not be required to be carried by SubConsultants.) (If the services provided require the disposal of any hazardous or non-hazardous materials off the job site, the disposal site operator must furnish a certificate of insurance for Pollution Legal Liability with coverage for


bodily injury and property damage for losses that arise from the facility that is accepting the waste under this contract).

2. Umbrella or Excess Liability policies may be used to obtain the total limits

of liability required to meet the required limits of coverage stated above. Evidence of such coverage should clearly demonstrate the underlying coverages/policies that are included.

3. Workers’ Compensation Insurance. Per Section 3.23, A, Workers’

Compensation insurance is required for all employees of the Consultant, employed or hired to perform or provide work or services under this Contract or that is in any way connected with work or services performed under this Contract, without exclusion for any class of employee, and shall comply fully with the Florida Workers’ Compensation Law (Chapter 440, Florida Statutes, Workers’ Compensation Insurance) and include Employers’ Liability Insurance with limits no less than the statutory amount shown above per occurrence.

a. Consultant and its SubConsultants, or any associated or subsidiary

company doing work on County property or under this Contract must be named in the Workers’ Compensation coverage or provide proof of their own Workers’ Compensation coverage, without exclusion of any class of employee, and with a minimum of the statutory limits per occurrence for Employer’s liability coverage. Further, if the Consultant's SubConsultants fail to obtain Workers’ Compensation insurance and a claim is made against the County by the uncovered employee of said SubConsultant of the Consultant, the Consultant shall indemnify, defend, and hold harmless the County from all claims for all costs including attorney’s fees and costs arising under said employee(s) Workers’ Compensation insurance claim(s).

4. Commercial General Liability Insurance. Per Section 3.23, A,

Commercial General Liability insurance, with a limit of not less than the amounts shown above with an aggregate limit and per occurrence basis, including coverage for the Consultant’s operations, independent Consultants, SubConsultants and “broad form” property damage coverages protecting itself, its employees, agents, Consultants or subsidiaries, and their employees or agents for claims for damages caused by bodily injury, property damage, or personal or advertising injury, products liability/completed operations including what is commonly known as groups A, B, and C (libel, false arrest, slander). Such policies shall include coverage for claims by any person as a result of actions directly or indirectly related to the employment of such person or entity by the Consultant or by any of its SubConsultants arising from work or services performed under this Contract. Public liability coverage shall include either blanket contractual insurance or a designated Contract contractual liability coverage endorsement, indicating expressly the Consultant’s contract to indemnify, defend and hold harmless the County


as provided in this Contract. The commercial general liability policy shall be endorsed to include the County as an additional insured. The commercial general liability policy shall provide exclusive coverage for the location or project site where the work or services are to be performed under this Contract. In the alternative, the commercial general liability policy shall be endorsed to provide the designated aggregate per location endorsement or equivalent on a form approved or requested by the County Risk Manager.

5. Motor Vehicle Liability. Per Section 3.23, A, the Consultant shall secure and maintain during the term of this Contract, motor vehicle coverage in the split limit amounts of no less than the amounts shown above per person, per occurrence for bodily injury and for property damage or a combined single limit of the amount shown above with “Any Auto”, Coverage Symbol 1, providing coverage for all autos operated regardless of ownership, and protecting itself, its employees, agents or lessees, or subsidiaries and their employees or agents against claims arising from the ownership, maintenance, or use of a motor vehicle.

6. Professional Liability. Per Section 3.23, A, the Consultant shall ensure

that it secures and maintains, during the term of this Contract, Professional Liability insurance with limits of no less than the amount shown above contemplated by this Contract. Such policy shall cover all the Consultant’s or its SubConsultant’s professional liabilities whether occasioned by the Consultant or its SubConsultants, or their agents or employees.

a. If the Consultant fails to secure and maintain the professional liability

insurance coverage required herein, the Consultant shall be liable to the County and agrees to indemnify, defend, and hold harmless the County against all claims, actions, losses or damages that would have been covered by such insurance.

b. The Consultant must maintain a retroactive date prior to or equal to the

effective date of this Contract. The Consultant shall purchase a Supplemental Extended Reporting Period (“SERP”) with a minimum reporting period of not less than three (3) years in the event a SubConsultant’s policy is canceled, not renewed, switched to occurrence form, or any other event which requires a purchase of SERP to cover a gap in insurance for claims which may arise under or related to this Contract. The Consultant’s purchase of the SERP shall not relieve the Consultant of the obligation to provide replacement coverage. In addition, the Consultant shall require that the SubConsultant’s carrier immediately inform the Consultant, the County of Volusia’s Risk Management Division, and the Purchasing and Contracts Division of any contractual obligations that may alter its professional liability coverage under this Contract.


7. Coverage for professional liability shall be provided on an occurrence form or a claims made form with a retroactive date equal to at least the first date of this Contract and with a three (3) year reporting option beyond the expiration date of this Contract including any amendments to the Contract term.

8. Primary and Excess Coverage. Any insurance required may be provided by primary and excess insurance policies.

B. Insurance Requirements

1. General Insurance Requirements:

a. All insurance policies shall be issued by insurers licensed and/or duly authorized under Florida Law to do business in the State of Florida and all insuring companies are required to have a minimum rating of A- in the "Best Key Rating Guide" published by A.M. Best & Company, Inc.

b. Approval by County of any policy of insurance shall not relieve

Consultant from its responsibility to maintain the insurance coverage required herein for the performance of Work or Services by the Consultant or its SubConsultants for the entire term of this Contract and for such longer periods of time as may be required under other clauses of this Contract.

c. Waiver of Subrogation. The Consultant hereby waives all rights

against the County and its SubConsultants to the extent of the risk coverage by any insurance policy required hereunder for damages by reason of any claim, demand, suit, or settlement (including workers’ compensation) for any claim for injuries or illness of anyone, or perils arising out of this Contract. The Consultant shall require similar waivers from all its SubConsultants. This provision applies to all policies of insurance required under this Contract (including Workers’ Compensation, and general liability).

d. County Not Liable for Paying Deductibles. For all insurance required

by Consultant, the County shall not be responsible or liable for paying deductibles for any claim arising out of or related to the Consultant’s business or any SubConsultant performing Work or Services on behalf of the Consultant or for the Consultant’s benefit under this Contract.

e. Cancellation Notices. During the term of this Contract, Consultant

shall be responsible for promptly advising and providing County of Volusia’s Risk Management Division and the Purchasing and Contracts Division with copies of notices of cancellation or any other


changes in the terms and conditions of the original insurance policies approved by the County under this Contract within two (2) business days of receipt of such notice or change.

f. For any on-site Work performed by or on behalf of Consultant on

County property, the County shall be named as an additional insured or additional named insured subject to review and determination by County’s Risk Manager on all policies required under this Contract except professional liability and workers compensation.

g. Deductibles. Consultants that maintain and administer a self-insured

retention or a large deductible program exceeding the insurance requirements listed in this solicitation using a formal program to fund either program may submit an exception in accordance with Section 3.9, Questions, Exceptions, and Addenda Concerning RFP #15-P-54JD to be considered for this solicitation.

The request must include a summary of the program’s design, funding

method, and the program’s supporting financial information. If additional information is necessary, the County will request more specific information, which must be provided by the Consultant. The County’s Risk Manager will review the information submitted and determine whether the program is acceptable to the County.

Consultant with no formal risk management program in place to manage and fund deductibles or self-insured retentions may not be considered. Subject to County approval, Consultant may obtain a letter of credit in the amount equivalent to the deductible, which shall remain in effect during the term of the Contract at no additional cost to the County.

C. Proof of Insurance

1. The Consultant shall be required to furnish evidence of all required

insurance in the form of certificates of insurance which shall clearly outline all hazards covered as itemized herein, the amounts of insurance applicable to each hazard, and the expiration dates.

2. The Consultant shall furnish proof of insurance acceptable to the County

prior to or at the time of execution of this Contract and the Consultant shall not commence Work or provide any Service until the Consultant has obtained all the insurance required under this Contract and such insurance has been filed with and approved by the County. Upon request from the County, the Consultant shall furnish copies of the following types of insurance policies and any changes or amendments thereto, immediately, to the County and County’s Risk Management and Purchasing and Contracts Divisions prior to the commencement of any contractual obligations. This Contract may be terminated by the County, without


penalty or expense to County if at any time during the term of this Contract proof of any insurance required hereunder is not provided to the County.

3. All certificates of insurance shall clearly indicate that the Consultant has

obtained insurance of the type, amount and classification required by this Article. No Work or Services by Consultant or its SubConsultants shall be commenced until County has approved these policies or certificates of insurance. Further, the Consultant agrees that the County shall make no payments pursuant to the terms of this Contract until all required proof or evidence of insurance has been provided to the County. This Consultant may be terminated by the County, without penalty or expense, if proof of any insurance required hereunder is not provided to the County.

4. The Consultant shall file replacement certificates with the County at the

time of expiration or termination of the required insurance occurring during the term of this Contract. In the event such insurance lapses, the County expressly reserves the right to renew the insurance policies at the Consultant’s expense or terminate this Contract but County has no obligation to renew any policies.

D. The provisions of this Article shall survive the cancellation or termination of this

Contract.

3.24 Award Term

The County is looking to promote partnership relationships within the policies and procedures of public procurement. Pursuant toward that end, the successful Respondent(s) shall be awarded a Contract for an initial three (3) year term with two (2) subsequent one (1) year renewals.

All renewals will be contingent upon mutual and written agreement and, when applicable, approval of County Council.

3.25 Price Redeterminations

Wage Price Redetermination may be requested on the anniversary date of the contract. The Consultant shall refer to the Employment Cost Index, Total Compensation, Private Industry, Index Number, and Occupational Group at http://data.bls.gov/PDQ/outside.jsp?survey=ci. The base figure will be tied to Trade, transportation, and utilities under the heading Service Providing Industries.

Minimum Wage Price Redetermination. If the minimum wage increases during

the term of the Contract and any renewal, the Consultant may petition the Director of Purchasing and Contracts for price redetermination for those job categories where the pay to the Consultant’s employee(s) is the current minimum wage. The County will grant an increase of exactly the amount of the minimum wage


increase (not the percentage increase). The Consultant must increase the pay to the employee(s) by the amount the Consultant has requested, which shall not exceed the amount of the minimum wage increase. The amount paid to the Consultant will be the increase plus any written and documented increase in FICA, Medicare, and Workers' Compensation insurance. The Consultant must supply written documentation of any other increase that is beyond the scope and control of the Consultant. All written documentation must satisfy the reasonable expectations of the Director of Purchasing and Contracts and Internal Auditor.

Example: Minimum wage increases from $7.31 to $7.56 per hour. The

Consultant may petition for an increase of $0.25 per hour to be paid to the affected employee(s) and shall provide written and documented cost increases for FICA, Medicare and Workers' Compensation. The resulting increase in costs shall be incorporated into fees/rates billed to the County. If the Consultant bills the County at a higher price according to any price redetermination granted by the County, and the Consultant fails to increase the hourly rate paid to the employee for the same period, the Consultant will be considered in Contract default and the Contract will be immediately terminated.

3.26 Unusual Costs

The Consultant may petition the County at any time for an additional rate adjustment on the basis of extraordinary and unusual changes in the costs of operation that could not reasonably be foreseen by a prudent operator and which, by all reasonable expectations, will continue for at least one (1) year. If the Consultant petitions for such in increase, the Consultant shall also petition for a rate reduction on the basis of extraordinary and unusual changes in the costs of operation that could not reasonably be foreseen by a prudent operator and which, by all reasonable expectations, will continue for at least one (1) year; failure to make such petition may be grounds for Contract termination. The Consultant’s request shall contain substantial proof and justification to support the need for the rate adjustment. The County may request from the Consultant and the Consultant shall provide such further information as may be reasonably necessary in making its determination. The County shall approve or deny the request, in whole or in part, within sixty (60) days of receipt of the request and all other additional information required by the County. Any price redetermination shall be solely based upon the documentation provided and the County reserves the right to rescind any price relief granted should the circumstances change and prices decrease.

3.27 Compliance with Regulations

Respondents must be in compliance with applicable Federal Transit Administration (FTA) regulations as indicated in the FTA Master Agreement and Best Practices Procurement Manual, Florida Statutes, Chapter 427, part 1 and the Florida Department of Transportation Rule Chapter 14-90. Respondents shall provide all requested information


for State and Federal Reporting requirements in a timely manner. These documents can be found on the Internet at: http://www.fta.dot.gov/library/admin/BPPM/appA1.html http://www.leg.state.us/statutes/ http://www.fta.dot.gov/fta/library/admin/BPPM/appA1.html

3.28 Waiver of Claims

Once the Contract expires, or final payment has been requested and made, the Consultant shall have no more than thirty (30) calendar days to present or file any claims against the County concerning the Contract. After that period, the County will consider the Consultant to have waived any right to claims against the County concerning the Contract.

3.29 Evaluation Criteria

Each proposal shall be evaluated using the following criteria: A. Proper submittal of ALL documentation as required by this RFP.

B. The greatest benefits to Volusia County as it pertains to:

1. Experience in providing Disaster Debris Management and Support or

similar services of the same magnitude as detailed herein- (See Tab 3) 2. References- (See Tab 3) 3. Qualifications of the Respondent and the Respondent’s employees that

will be assigned to County projects-(See Tabs 1/6)

4. Staffing Plan-(Tab 6)

5. Pricing–(Tab 7)

6. Technical Approach-(Tab 8)

7. Financial stability/capacity-(Tab 4)

8. Responsiveness and completeness of the written qualifications package to these instructions with regard to Scope of Services and qualifications of the firm per all required submittal documents.

9. Qualifications of the firm-(Tab 9)


3.30 Termination

A. The resulting Contract may be terminated by (a) either party upon the material

breach by the other party if such breach is not cured within thirty (30) days written notice from the non-breaching party, or (b) by County upon at least thirty (30) calendar days, prior written notice to Consultant whenever the County shall determine that such termination is in the best interest of the County.

B. County may terminate the resulting Contract for convenience or non-

appropriation upon at least thirty (30) calendar days’ prior written notice to Consultant.

C. The Consultant may cancel the resulting Contract with one-hundred eighty (180)

days written notice to the Director of Purchasing and Contracts. Failure to provide proper notice to the County may result in the Respondent being barred from future business with the County.

D. After Consultant’s receipt of a notice of termination pursuant to Paragraph A

above (or to the extent Consultant has not cured a material breach within thirty (30) days notice from County), and except as otherwise directed by the County, the Consultant shall:

1. Stop work under the Contract or applicable statement of work on the date

specified in the notice of termination. 2. Place no further orders or subcontracts for materials, services or facilities. 3. Terminate all orders and subcontracts to the extent that they relate to the

performance of work or services terminated by the notice of termination. 4. With the approval of the County and to the extent required by the County,

settle all outstanding liabilities and all claims arising out of such termination of orders and subcontracts. County's approval of such settlements shall be final for all the purposes of Section, Termination.

E. After receipt of a notice of termination, the Consultant shall submit to the County

its termination claim for amounts owed by County (which shall included without limitation all amounts due for work or services performed through the date of termination), in the form and with a certification as prescribed by the County. Such claim shall be submitted promptly but in no event later than thirty (30) days from the effective date of termination, unless one or more extensions in writing are granted by the County, upon request of the Consultant made in writing within such thirty (30) days period or authorized extension thereof. Upon failure of the Consultant to submit its termination claim within the time allowed, the County may determine on the basis of information available to it, the amount, if any, due to the Consultant by reason of the termination and shall thereupon pay to the Consultant the amount so determined. In the event County terminates for


convenience or non-appropriation, Consultant shall not be obligated to refund to County any prepaid fees.

F. Non-Appropriation. The resulting Contract may be terminated by the County or

Consultant if the County does not appropriate the funding in any fiscal year necessary to pay the compensation set forth in the Article entitled Compensation in the resulting Contract.

G. In the event that the resulting Contract is terminated by the County or Consultant

for non-appropriation, Consultant shall be paid in accordance with terms of the Article entitled Compensation in the resulting Contract. Consultant shall be paid (a) to the date of termination on a prorated basis for any task and deliverable designated for payment on the payment milestone schedule that was started but not completed and/or (b) for any work or deliverable that has been completed but not yet been paid. County’s obligation to pay Consultant under this Section 3.30, Termination, and the resulting Contract is limited to the budgeted amount for the fiscal year approved by the Volusia County Council for the then current fiscal year of the resulting Contract. Consultant shall have no right to compel the Volusia County Council to appropriate funds for any fiscal year to pay the compensation.

H. Upon being notified of County’s election to terminate for default of Consultant,

non-appropriation or convenience, Consultant and its SubConsultants shall refrain from performing further work or incurring additional expenses under the terms of the resulting Contract which is not specifically authorized in the notice of termination.

I. If termination of the resulting Contract occurs for any reason:

1. Except as otherwise provided in the resulting Contract, Consultant shall

return to the County, or destroy, all County confidential information in Consultant’ possession and shall certify the destruction or return of said information in a written document signed by the duly authorized representative of the Consultant that all such information has been destroyed or returned, provided that Consultant shall be permitted to retain an archival copy of any such confidential information (provided it continues to maintain the confidentiality of such as prescribed herein) to the extent necessary to have a record of the work or service performed hereunder.

2. For all undisputed outstanding invoices submitted to the County for Work

completed or deliverables delivered prior to the effective date of the termination, the County shall cause payments to be made to Consultant within forty-five (45) days of receipt of invoice. Consultant shall invoice the County for any sums Consultant claims to be owed by County under the resulting Contract for work performed from the last invoice to the effective date of termination. County shall review such invoice for payment within fifteen (15) days of receipt and County shall pay any


undisputed amount within forty-five (45) days, subject to the Article entitled Compensation in the resulting Contract. Any disputed amounts on any invoices shall be subject to the dispute resolution process set forth in the Article entitled Dispute Resolution in the resulting Contract.

J. In the event of termination by the County for non-appropriation, for all items or products ordered by Consultant before receipt by Consultant of the Notice of Termination which Consultant could not cancel without imposition of a fee, the County shall cause payments to be made to Consultant within forty-five (45) days of receipt of an undisputed invoice for all cancellation, restocking or residual fees resulting from the cancellation or return of third party products ordered from or shipped by the vendor thereof prior to the effective date of the termination.

3.31 Incurred Expenses

This RFP does not commit the County of Volusia to award a Contract, nor shall the County of Volusia be responsible for any cost or expense which may be incurred by any Respondent in preparing and submitting a proposal in response to this RFP, or any cost or expense incurred by any Respondent prior to the execution of a Contract.

3.32 Post-Proposal Discussions with Respondents

It is the County’s intent to award a Contract(s) to the Respondent(s) deemed most advantageous to the County in accordance with the evaluation criteria specified in this RFP. The County reserves the right, however, to conduct post-closing discussions with any Respondent who has a realistic possibility of Contract award including, but not limited to, requests for additional information and competitive negotiations.

3.33 Presentations by Respondents

A. The County of Volusia, at its sole discretion, may ask individual Respondents to

make oral presentations and/or demonstrations without charge to the County. B. The County reserves the right to require any Respondent to demonstrate to the

satisfaction of the County that the Respondent has the fiscal and managerial abilities to properly furnish the services proposed and required to fulfill the requirements of the RFP. The demonstration must satisfy the County and the County shall be the sole judge of compliance.

C. Respondents are cautioned not to assume that presentations will be required and

should include all pertinent and required information in their original proposal package.


3.34 Minimum Specifications

The specifications listed in the Scope of Service are the minimum required performance specifications for this RFP. They are not intended to limit competition nor specify any particular Respondent but to ensure that the County receives quality services.

3.35 Compliance with Laws and Regulations

Respondents shall be responsible to know and to apply all applicable federal, state, and local laws, ordinances, rules, regulations, and all orders and decrees of bodies or tribunals having jurisdiction or authority which in any manner affect the work, or which in any way affect the conduct of the work. Respondent shall always observe and comply with all such laws, ordinances, rules, regulations, orders, and decrees. The awarded Respondent shall protect and indemnify the County and all its officers, agents, servants, or employees against any claim or liability arising from or based on the violation of any such law, ordinance, rule, regulation, order, or decree caused or committed by Respondent, its representatives, sub-Consultants, professional associates, agents, servants, or employees. At time of submittal, Respondents must hold the required licensure to be the prime Consultant for all work to be performed under this RFP. If any Respondent proposes to use a sub-Consultant to perform any work under this RFP, such sub-Consultant shall, at the time of submittal, hold the required licensure for all work to be performed under this Contract as a SubConsultant and shall maintain such license(s) in full force and effect during the term of the awarded Contract. All licenses and permits required to perform Respondent’s duties under this RFP, whether such license or permit is required by the federal government, State of Florida, Volusia County, or any municipality, shall be at each Respondent’s sole cost and expense, and shall not be a cost of the County. All required licenses and permits shall be maintained in full force and effect during the term of the awarded Contract.

3.36 Compliance with Federal E-Verify Regulations

The Consultant shall utilize the U.S. Department of Homeland Security’s E-Verify system to verify the employment eligibility of all new employees hired by the Consultant on or after the effective date of this Contract and thereafter during the remaining term of the Contract, including SubConsultants. Any subcontract entered into by Consultant with any SubConsultant performing work under this contract shall include the following language: “The SubConsultant shall utilize the U.S. Department of Homeland Security’s E-Verify system to verify the employment eligibility of all new employees hired by the Consultant on or after the effective date of this Contract and thereafter during the remaining term of the Contract.” The Consultant covenants and agrees that if it is found in violation of this section or the Executive Order, such violation shall be a material breach of this Contract and Consultant shall indemnify, defend and hold harmless the County from any fines or penalties levied by a government agency, including the loss or repayment of grant funds by the County.


3.37 Limitation of Liability and Indemnification of County

A. The Consultant shall, at its own expense, indemnify, defend, and hold harmless

the County and its public officials (elected and appointed), successors and assigns, agents, officers, and employees, from and against all claims of every kind and nature (including losses incurred or suffered in consequences either of bodily injury to a person or damage to property), damages, losses and expenses, including, but not limited to attorney’s fees, arising out of or resulting from the performance of this Agreement provided that the claim, damage, loss and expense is caused by any negligent act or omission of the Consultant, or anyone directly or indirectly employed by Consultant, except that the Consultant will not be required to indemnify, defend and hold harmless the County if such claim, damage, loss and expense is the result of the sole negligence of the County, or of anyone directly or indirectly employed by the County or anyone for whose acts the County may be liable.

B. Sovereign Immunity. County expressly retains all rights, benefits and immunities of sovereign immunity in accordance with section 768.28, Florida Statutes (as amended). Notwithstanding anything set forth in any section of this Agreement to the contrary, nothing in this Agreement shall be deemed as a waiver of immunity or limits of liability of the County beyond any statutory limited waiver of immunity or limits of liability which may have been or may be adopted by the Florida Legislature and the cap on the amount and liability of the County for damages, regardless of the number or nature of claims in tort, equity, or contract, shall not exceed the dollar amount set by the legislature for tort. Nothing in this Agreement shall inure to the benefit of any third party for the purpose of allowing any claim against the County, which claim would otherwise be barred under the doctrine of sovereign immunity or by operation of law.

C. Infringement Claim.

1. For all licensed software or derivate works of the licensed software used by County under the resulting Contract, Consultant agrees to protect, defend, indemnify, and hold harmless County, its agents, elected officials and employees of County from and against any and all claims, demands, actions, and causes or action which may arise asserting that all or any part of Consultant’s licensed software or applications that are owned and licensed by Consultant to County for use thereof by County, infringes or misappropriates any third party’s valid state patent, copyright, trademark, or any trade secret protected under United States law.

2. In the event of an infringement claim, Consultant shall have the option: (i)

to procure for County the right to continue using any product or service found to be infringing; (ii) to replace any such infringing product or service with a non-infringing product or service; or (iii) to modify such infringing product or service to make it non-infringing. Consultant shall have no obligation under this Section, Limitation of Liability and


Indemnification of County, if the infringement claim is based upon the use of the system in combination with other hardware or software applications not furnished by Consultant, or if such a claim arises from County’s modification of the system without the authorization of Consultant.

3.38 Records & Right to Audit

The Consultant shall maintain such financial records and other records as may be prescribed by the County or by applicable federal and state laws, rules, and regulations. The Consultant shall retain these records for a period of three (3) years after final payment, or until they are audited by the County, whichever event occurs first. These records shall be made available during the term of the Contract and the subsequent three (3) year period for examination, transcription, and audit by the County, its designees, or other entities authorized by law.

3.39 Change in Scope of Services/Work

A. The County may order changes in the work consisting of additions, deletions, or

other revisions within the general scope of the awarded Contract. No claims may be made by the Consultant that the scope of the project or of the Consultant’s services has been changed, requiring changes to the amount of compensation to the Consultant or other adjustments to the Contract, unless such changes or adjustments have been made by written amendment or change order to the Contract signed by the County Representative, County’s Director of Purchasing and Contracts, and the Consultant.

B. If the Consultant believes that any particular work is not within the Statement of

Work of the Contract, is a material change, or will otherwise require more compensation to the Consultant, the Consultant must immediately notify the County’s Representative in writing of this belief. If the County’s Representative believes that the particular work is within the scope of the Contract as written, the Consultant will be ordered to and shall continue with the work as changed and at the cost stated for the work within the Statement of Work. The Consultant must assert its right to an adjustment under this clause within thirty (30) days from the date of receipt of the written order.

C. The County reserves the right to negotiate with the awarded Respondent(s)

without completing the competitive RFP process for materials, products, and/or services similar in nature to those specified within this RFP for which requirements were not known when the RFP was released.

3.40 Modifications Due to Public Welfare or Change in Law

The County shall have the power to make changes in the Contract as the result of changes in law and/or Ordinances of Volusia County to impose new rules and regulations on the Consultant under the Contract relative to the scope and methods of providing services as shall from time-to-time be necessary and desirable for the public welfare. The County


shall give the Consultant notice of any proposed change and an opportunity to be heard concerning those matters. The Statement of Work and method of providing services as referenced herein shall also be liberally construed to include, but is not limited to the manner, procedures, operations and obligations, financial or otherwise, of the Consultant. In the event any future change in Federal, State, or County law or the Ordinances of Volusia County materially alters the obligations of the Consultant, or the benefits to the County, then the Contract shall be amended consistent therewith. Should these amendments materially alter the obligations of the Consultant, then the Consultant or the County shall be entitled to an adjustment in the rates and charges established under the Contract. Nothing contained in this Contract shall require any party to perform any act or function contrary to law. The County and Consultant agree to enter into good faith negotiations regarding modifications to the Contract which may be required in order to implement changes in the interest of the public welfare or due to change in law. When such modifications are made to the Contract, the County and the Consultant shall negotiate in good faith, a reasonable and appropriate adjustment for any changes in services or other obligations required of the Consultant directly and demonstrably due to any modification in the Contract under this clause.

3.41 Safety

The Consultant shall take the necessary precautions and bear the sole responsibility for the safety of the methods employed in performing the work. The Consultant shall at all times comply with the regulations set forth by federal, state, and local laws, rules, and regulations concerning "OSHA" and all applicable state labor laws, regulations, and standards. The Consultant shall indemnify and hold harmless the County from and against all liabilities, suits, damages, costs, and expenses (including attorney's fees and court costs) which may be imposed on the County because of the Consultant, SubConsultant, or supplier's failure to comply with the regulations.

3.42 Right to Require Performance

A. The failure of the County at any time to require performance by the Consultant of any provision hereof shall in no way affect the right of the County thereafter to enforce same, nor shall waiver by the County of any breach of any provision hereof be taken or held to be a waiver of any succeeding breach of such provision or as a waiver of any provision itself.

B. In the event of failure of the Consultant to deliver services in accordance with the

Contract terms and conditions, the County, after due written notice, may procure the services from other sources and hold the Consultant responsible for any resulting additional purchase and administrative costs. This remedy shall be in addition to any other remedies that the County may have.

3.43 Force Majeure Neither party shall be liable for any failure or delay in the performance of its obligations under the Contract to the extent such failure or delay necessarily results from the occurrence of a Force Majeure Event beyond the control or reasonable anticipation of


either party, including, but not limited to, compliance with any unanticipated government law or regulation not otherwise in effect at the time of execution of this Contract, acts of God, unforeseeable governmental acts or omissions, fires, strikes, natural disasters, wars, riots, transportation problems, and/or any other unforeseeable cause whatsoever beyond the reasonable control of the parties (and such cause being referred to as a “Force Majeure Event”). Accordingly, the parties further agree that: A. Upon the occurrence of Force Majeure Event, the non-performing party shall be

excused from any further performance of those obligations under this Contract that are affected by the Force Majeure Event for as long as (a) the Force Majeure Event continues; and (b) the non-performing party continues to use commercially reasonable efforts to recommence performance whenever and to whatever extent possible without delay.

B. Upon the occurrence of a Force Majeure Event, the non-performing party shall

notify the other party of the occurrence of such event and describe in reasonable detail the effect(s) of such event upon the party’s performance of its obligations and duties pursuant to this Contract. Such notice shall be delivered or otherwise communicated to the other party within two (2) business days following the failure or delay caused by the Force Majeure Event, or as soon as possible after such failure or delay if the Force Majeure Event precludes the non-performing party from providing notice within such time period.

C. In the event of a Force Majeure Event, the time for performance by the parties

under the applicable statement of work shall be extended for a period of time equal to the time lost by reason of such cause through execution of a Change Order pursuant to the terms of the Contract.

3.44 Consultant’s Personnel

The Consultant shall be responsible for ensuring that its employees, agents, and SubConsultants comply with all applicable laws and regulations and meet all federal, state, and local requirements related to their employment and position. By submission of a proposal, each Consultant certifies that it does not knowingly or willingly and will not during the performance of the resulting Contract employ illegal alien workers (i.e., non-U.S. citizens who have not been issued valid, appropriate, and current non-immigrant work visas, Form I-551s, or other similar governmental documentation necessary to authorize such persons to reside and perform compensated work or services, whether temporarily or permanently, within the United States) or otherwise violate the provisions of the Federal Immigration Reform and Control Act of 1986, as amended. During the performance of the Contract, the Consultant shall agree to the following:

The Consultant shall not discriminate against any employee or applicant for

employment because of race, religion, color, sex, age, handicap, or national origin, except when such condition is a bona fide occupational qualification


reasonably necessary for the normal operations of the Consultant. The Consultant agrees to post in conspicuous places, visible to employees and applicants for employment, notices setting forth the provisions of this nondiscrimination clause.

The Consultant, in all solicitations or advertisements for employees placed by or

on behalf of the Consultant, shall state that such Consultant is an Equal Opportunity Employer.

Notices, advertisements, and solicitations placed in accordance with federal law, rule, or regulation shall be deemed sufficient for the purpose of meeting the requirements of this Section. The Consultant shall include the provisions of the foregoing paragraphs above in every subcontract or purchase order so that the provisions will be binding upon each SubConsultant. The Consultant and any SubConsultant shall pay all employees working on the awarded Contract not less than minimum wage specified in the Fair Labor Standards Act (29 CFR 510-794), as amended. Any information concerning the County, its products, services, personnel, policies, or any other aspect of its business learned by the Consultant or personnel furnished by the Consultant in the course of providing services pursuant to the Consultant, shall be held in confidence and shall not be disclosed by the Consultant or any employee or agents of the Consultant or personnel furnished by the Consultant, without the prior written consent of the County.

3.45 Disadvantaged Business Enterprise Program

The County Council has adopted policies which assure and encourage the full participation of Disadvantaged Business Enterprises (DBE) in the provision of goods and services. The County encourages joint ventures between majority-owned firms and qualified disadvantaged / minority / women-owned firms.

3.46 Claim Notice The Consultant shall immediately report in writing to the County’s designated representative or agent any incident that might reasonably be expected to result in any claim under any of the coverage mentioned herein. The Consultant agrees to cooperate with the County in promptly releasing reasonable information periodically as to the disposition of any claims, including a résumé of claims experience relating to all Consultant operations at the County project site. The designated representative for the County shall be:


Name: County of Volusia, Florida Personnel/Risk Management Division Address: 230 North Woodland Boulevard, Suite 250 DeLand, Florida 32720 Telephone: 386-736-5963 Fax: 386-822-5006

3.47 County/Respondent Relationship

The County of Volusia reserves the right to award one or more Contracts to provide the required services as deemed to be in the best interest of the County. Any awarded Consultant shall provide the services required herein strictly under a Contractual relationship with the County and is not, nor shall be, construed to be an agent or employee of the County. As an independent Consultant the awarded Consultant shall pay any and all applicable taxes required by law; shall comply with all pertinent Federal, State, and local statutes including, but not limited to, the Fair Labor Standards Act, the Americans with Disabilities Act, the Federal Civil Rights Act, and any and all relevant employment laws. The Consultant shall be responsible for all income tax, FICA, and any other withholdings from its employees or SubConsultant’s wages or salaries. Benefits for same shall be the responsibility of the Consultant including, but not limited to, health and life insurance, mandatory social security, retirement, liability/risk coverage, and worker's and unemployment compensation. The independent Consultant shall hire, compensate, supervise, and terminate members of its work force; shall direct and control the manner in which work is performed including conditions under which individuals will be assigned duties, how individuals will report, and the hours individuals will perform.

3.48 Damages

Due to the nature of the services to be provided and the potential impact to the County for loss, the Consultant cannot disclaim consequential or special damages related to the performance of this Contract. The Consultant shall be responsible and accountable for any and all damages, directly or indirectly, caused by the actions or inaction of its employees, staff, or SubConsultants. There are no limitations to this liability.

3.49 Proposal Acceptance/Rejection

The County reserves the right to accept or reject any or all proposals received as a result of this RFP, or to negotiate separately with competing Respondents, and to waive any informalities, defects, or irregularities in any proposal, or to accept that proposal or proposals, which in the judgment of the proper officials, is in the best interest of the County.


3.50 Proposal Acceptance Period

Any Proposal in response to this RFP shall be valid through September, 2015. At the end of this time the proposal may be withdrawn at the written request of the Respondent if no award has been made. If the Proposal is not withdrawn at that time it remains in effect until an award is made or the solicitation is canceled regardless of the status of the proposal bond. The County reserves the right to request an extension of the proposals if a Contract has not been executed by September, 2015.

4.0 SUBMITTAL REQUIREMENTS

It is not necessary to return every page of this document with the Proposal; return only the pages that require signatures or information as listed below. Proposals shall include all of the information solicited in this RFP, and any additional data that the Respondent deems pertinent to the understanding and evaluating of the proposal. Proposals shall be organized in sections tabbed in the order described below. The Respondent should not withhold any information from the written response in anticipation of presenting the information orally or in a demonstration, since oral presentations or demonstrations may not be solicited. All proposals shall include at minimum: Submittal Format – Material shall be submitted in a loose leaf binder format, not as bound documents or with coil spines (plastic or metal). Respondents shall not submit material in any binder that exceeds two inches (2"); provide proposal in multiple binders if required. NOTE: Failure of the Respondent to clearly and specifically address each of the items listed below may result in the Proposal not being evaluated or considered for award.

RESPONDENTS SHALL SUBMIT IN TABBED ORDER:

Tab 1 – Respondent’s Profile and Submittal Letter

A. A submittal letter signed by an authorized agent of the firm, as listed on the

Florida Department of State, Division of Corporations’ Sunbiz report available at www.sunbiz.org (Sunbiz), shall be required. If anyone other than the officers listed on the Sunbiz website will be signing this RSQ, a memorandum of authority signed by an officer of the firm allocating authorization shall be required. If the firm is not currently registered as a vendor in the State of Florida (Sunbiz), include documentation demonstrating proof of the designation of contracting authority. The memorandum of authority shall be on the firm’s letterhead and shall clearly state the name, title and contact information for the individual designated by the firm.


B. A brief profile of the firm, including:

1. A brief history of the business; 2. Organizational structure of business; 3. Designation of the legal entity by which the business operates (i.e., sole

proprietorship, partnership, limited liability partnership, corporation, limited liability corporation, etc.) including documentation from the appropriate state’s agency confirming the firm’s legal entity type. For non-Florida businesses, submit documentation from the state in which the business was formed and documentation from the State of Florida providing authorization to perform business in the state of Florida;

4. A Florida Department of State, Division of Corporations’ Sunbiz report

available at www.sunbiz.org;

5. Ownership interests; 6. Active business venues (counties, states, etc.) ; 7. Present status and projected direction of business;

Tab 2 - Completed Proposal Form (use attached form Section 5.0) Tab 3 – References References shall have used the full suite of capabilities that the County is requiring in an ESRI mapping and SQL Server database digital ticketing model. Events of less than three weeks (small), three weeks to two months (medium) and over two months (large) in duration shall be submitted (use reference form as provided in this solicitation document). Tab 4 – Financial Statement All Respondents shall be prepared to supply a financial statement upon request, preferably a certified audit of the last available fiscal year. A third party prepared financial statement and the latest Dunn & Bradstreet report will be accepted in lieu thereof.

Tab 5 – Forms A. Business Tax Receipt (BTR) To be responsive to this solicitation, each Respondent who is currently required to have a Business Tax Receipt (BTR) at the time of submittal shall provide a copy of their current BTR in their response to this solicitation.


There are two exceptions to this requirement: 1. If Respondent’s business does not have a physical location in Volusia County, no

submission is required, OR

2. If Respondent’s business type is exempt, submit a Proof of Exemption approved by the Volusia County Revenue Director (see Section 8.0).

Reference: Chapter 114, Article I, Section 114-1 of the Volusia County Code of Ordinances: http://www.volusia.org/services/financial-and-administrative-services/revenue-services/local-business-tax/business-tax-frequently-asked-questions.stml

B. Insurance Attach evidence of required insurance coverage or proof of insurability in the amounts indicated. If available, a properly completed ACORD Form is preferable. Final forms must contain the correct solicitation and/or project number, name the Volusia County contact person, and show the County of Volusia as additional named insured. Firms that have owner/operators that have filed a "Notice of Election to be Exempt" shall submit a copy with the proposal. (see Section 9.0) Incorporated and unincorporated firms that qualify for an exemption under the Florida Worker’s Compensation law in Chapter 440 Florida Statutes shall submit an executed waiver relieving the County of liability in the event they are injured while providing goods and/or services to the County. C. Conflict of Interest Form All Respondents shall properly complete, have notarized, and include with their proposal the attached statement disclosing any potential conflict of interest that the Respondent may have due to ownership, other clients, contracts, or interests associated with this project. (see Section 10.0)

D. Taxpayer Identification Number (TIN) and Certification Form Include a completed TIN form. If the firm is not registered with Volusia County, on-line registration is available at www.volusia.org/purchasing under Vendor Self Service, which links to the registration site and the TIN form can be accessed through this site as well. E. Addenda Any addenda issued subsequent to the release of this solicitation must be signed and returned with the firm’s proposal. Failure to return signed addenda may be cause for the proposal to be considered non-responsive.


F. Drug-Free Work Place Form

G. Certification Regarding Debarment Form Tab 6 – Staffing Plan The Consultant shall include in the response to this RFP a management plan that will outline how the Consultant proposes to handle the specified services, staffing (administrative and field), and equipment necessary to meet the County’s requirements as identified in this RFP. The supervising staff shall speak English and be able to effectively communicate with the drivers. The Consultant may use other positions as necessary. All such positions and their purpose or role in the monitoring operations shall be identified in this tab. (See Exhibit B). Tab 7-Price Sheet Proposed Cost including any additional classifications shown in the staffing plan and on Exhibit B-Price Sheet. Exhibit B shall include ALL costs associated with the performance of the resulting Agreement. Provide an hourly pay rate chart for key personnel assigned to the project. The rates charged for this Contract shall be “all-in” prices. The County intends to pay one hourly rate per employee class. The hourly rate shall include personnel costs, per-diem, travel, safety gear, office space and supplies, and any other incidental costs. Tab 8-Technical Approach Provide a narrative description and examples of forms, database formats, reports, etc., for the following items in the order identified. A. Describe the firm’s methodology for mobilization after being activated by the

County. Include any operational plans with an organizational chart outlining the operational structure and services to be provided. This description should fully and completely demonstrate the Respondent’s intended methods for servicing the requirements and specifically identify any obligations of the County (e.g. services and operational requirements). In addition, the Respondent shall describe their ability to handle multiple contractual obligations in the event of a regional or statewide disaster involving a number of public entity clients under contract for similar support.

B. Project Management and Administration C. Collection Monitoring D. Load Ticket Process Development E. Disposal Site Monitoring


F. Debris Vehicle Certification G. Public Information Assistance H. Database Reporting I. Payment Monitoring and Reconciliation Process J. Reporting to the County’s Project Manager K. Field Staffing Plans L. Event Closure M. Federal Funding N. Compliance O. Meetings with County Personnel P. Additional Services Q. Confirm, in writing, that Volusia County will receive priority services over any

other entities in Florida in the event that the Respondent’s services are required. R. Documentation of validation by USACE that the proposed electronic ticketing

system meets the minimum ADMS specifications. The County requires a solution that has been applied and proven in the field over the course of multiple federally declared disasters.. The County requests a flexible approach when modern digital technology infrastructure may not be present. Respondents shall submit a plan in the event electronic technology either fails or isn’t available due to infrastructure damage.

Tab 9 – Qualifications

Provide a description and history of the firm focusing on the following: A. Experience in all aspects of emergency debris management, including planning,

operation, management, monitoring and accounting systems. B. Documented knowledge and experience with state and local emergency agencies;

state and federal programs; funding sources and reimbursement processes. C. Recent experience demonstrating current capacity and current expertise in debris

removal operations, monitoring, management and federal reimbursement programs.


D. Experience demonstrating knowledge of environmental requirements. E. Include a listing of all key staff to be assigned to provide the required services and

resumes for each, describing experience, training and education in the required services. Identify staff experience working with governmental entities and list those projects.

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___________________, 2015

5.0 PROPOSAL FORM

TO: County of Volusia, Florida Office of Purchasing and Contracts Director 123 W. Indiana Avenue, 3rd Floor DeLand, FL 32720-4608 The undersigned hereby declare(s) that [firm name] ____________________________________ has carefully examined the specifications to furnish:

DEBRIS MANAGEMENT SERVICES for which proposals were advertised to be received no later than 3:00 p.m., local time, on Thursday, March 26, 2015, and further declare that [firm name] ____________________________________ will furnish the Debris Management Services according to specifications. The County reserves the right to negotiate with the award vendor(s) for additional items similar

in nature not known at time of closing.

The following information is required in order to be granted a price redetermination. Assuming that the prices quoted include costs for vehicles, maintenance, repair, insurance, fuel, wages, materials, overhead, operating expenses, etc., what percentage of the rate is directly attributed to the cost of wages? ..........................................................................................______% It is the responsibility of the respondent to ensure that all information has been provided in the response to this RFP per 4.0, Submittal Requirements, Tabs 1-9.


The County of Volusia reserves the right to reject any or all proposals, to waive informalities, and to accept all or any part of any proposal as they may deem to be in the best interest of the County. I hereby certify that I have read and understand the requirements of this Request for Proposal No. 15-P-54JD and, that I, as the Respondent, will comply with all requirements, and that I am duly authorized to execute this proposal/offer document and any Contract(s) and/or other transactions required by award of this RFP. Further, as attested to by below signature, I will provide the required insurance, per §3.23, Insurance, upon notification of recommendation of award.

The vendor acknowledges that information provided in this proposal is true and correct:

Authorized Signature

Printed Name

Title Date

Company Name

Full Address

Telephone Fax E-mail Address

Dun & Bradstreet # Federal I.D. #


6.0 REFERENCES

Agency #1

Address

City, State, ZIP

Contact Person

E-mail Phone:

Date(s) of Service

Type of Service

Comments:

Agency #2

Address

City, State, ZIP

Contact Person

E-mail Phone:

Date(s) of Service

Type of Service

Comments:

Agency #3

Address

City, State, ZIP

Contact Person

E-mail Phone:

Date(s) of Service

Type of Service

Comments:


7.0 NOTIFICATION REGARDING PUBLIC ENTITY CRIME & DISCRIMINATORY VENDOR LIST REQUIREMENTS & DISQUALIFICATION PROVISION

A. Pursuant to Florida Statutory requirements, potential Respondents are notified: 287.133(2)(a) A person or affiliate who has been placed on the convicted vendor list following a conviction for a public entity crime may not submit a Bid, proposal, or reply on a Contract to provide any goods or services to a public entity; may not submit a Bid, proposal, or reply on a Contract with a public entity for the construction or repair of a public building or public work; may not submit Bids, proposals, or replies on leases of real property to a public entity; may not be awarded or perform work as a Consultant, supplier, subConsultant, or Consultant under a Contract with any public entity; and may not transact business with any public entity in excess of the threshold amount provided in s. 287.017 for CATEGORY TWO for a period of 36 months following the date of being placed on the convicted vendor list. 287.133(2)(b) A public entity may not accept any Bid, proposal, or reply from, award any Contract to, or transact any business in excess of the threshold amount provided in s. 287.017 for CATEGORY TWO with any person or affiliate on the convicted vendor list for a period of 36 months following the date that person or affiliate was placed on the convicted vendor list unless that person or affiliate has been removed from the list pursuant to paragraph (3)(f). A public entity that was transacting business with a person at the time of the commission of a public entity crime resulting in that person being placed on the convicted vendor list may not accept any Bid, proposal, or reply from, award any Contract to, or transact any business with any other person who is under the same, or substantially the same, control as the person whose name appears on the convicted vendor list so long as that person's name appears on the convicted vendor list. 287.134(2)(a) An entity or affiliate who has been placed on the discriminatory vendor list may not submit a Bid, proposal, or reply on a Contract to provide any goods or services to a public entity; may not submit a Bid, proposal, or reply on a Contract with a public entity for the construction or repair of a public building or public work; may not submit Bids, proposals, or replies on leases of real property to a public entity; may not be awarded or perform work as a Consultant, supplier, subConsultant, or Consultant under a Contract with any public entity; and may not transact business with any public entity. 287.134(2)(b) A public entity may not accept any Bid, proposals, or replies from, award any Contract to, or transact any business with any entity or affiliate on the discriminatory vendor list for a period of 36 months following the date that entity or affiliate was placed on the discriminatory vendor list unless that entity or affiliate has been removed from the list pursuant to paragraph (3)(f). A public entity that was transacting business with an entity at the time of the discrimination resulting in that entity being placed on the discriminatory vendor list may not accept any Bid, proposal, or reply from, award any Contract to, or transact any business with any other entity who is under the same, or substantially the same, control as the entity whose name appears on the discriminatory vendor list so long as that entity's name appears on the discriminatory vendor list. B. By submitting a proposal, the Respondent represents and warrants that the submission of its proposal does not violate Section 287.133, Florida Statutes (2005), nor Section 287.134, Florida Statutes (2005). C. In addition to the foregoing, the Respondent represents and warrants that Respondent, Respondent’s subConsultants and Respondent’s implementer, if any, is not under investigation for violation of such statutes. D. Respondent should read carefully all provisions of 287.133 and 287.134, Florida Statutes (2005).


8.0 PROOF OF EXEMPTION

FINANCIAL AND ADMINISTRATIVE SERVICES REVENUE DIVISION

123 W. INDIANA AVE. ROOM 103 DELAND, FL 32720-4602 PHONE: 386-736-5938 FAX: 386-822-5729

http://volusia.org/revenue/

I certify that the business known as (business name) ___________________________________________________,

providing ___________________________ services, which is located at (street address) _______________________

____________________, (city) _________________________, falls under the business tax exemption described in: Florida Statute 205. 063 Florida Statute 205. 065 Florida Statute 205. 191 Florida Statute 205. 064 Florida Statute 205. 162 Florida Statute 205. 192 Florida Statute 205. 171 http://www.volusia.org/services/financial-and-administrative-services/revenue-services/local-business-tax/business-

tax-frequently-asked-questions.stml

OR is the type of business indicated below: Child Care – Residential Insurance Adjuster, Radio/Television Station Commercial Rentals Agent, or Company Religious Institution Door to Door/Peddler Sales Pharmacist/Pharmacy Residential Rentals over 6months (Prescription Drugs Only) Sale of Alcoholic Products only _____________________________________ _____________________________________ (Authorized Signature) (Printed Name)

STATE OF _____________________________ COUNTY OF ___________________________

Sworn to and subscribed before me this ______ day of __________________, 20______, by

________________________________________________________, who is/are personally known to me

or who has/have produced ____________________________________ as identification.

_______________________________________

NOTARY PUBLIC – STATE OF _____________

Type or print name:

_______________________________________

Commission No.: _________________________

(Seal) Commission Expires: ______________________

A business that falls under one of the exempt classifications listed above is not required to have a Volusia County Business Tax Receipt. _____________________________________ Revenue Director


9.0 HOLD HARMLESS AGREEMENT

I, _______________________________________, (print owner’s name), am the owner of ________________________________________________________ (print company name), an incorporated/unincorporated business operating in the State of Florida. As such, I am bound by all laws of the state of Florida, including but not limited to those regarding the workers’ compensation law.

I hereby affirm that I or [the above-named business] employs fewer than four employees,

all of whom are listed below, including myself, and therefore, the business is exempt from the statutory requirement for workers’ compensation insurance for its employees. I certify that I will provide the County of Volusia with the name of each new employee together with all required waivers and releases for each prior to any employee being allowed to work to provide services under the Contract set forth below. If any such employee is allowed to work without a signed waiver and release, such action will be a material breach of this Agreement. All signed waivers and releases shall be furnished before the commencement of any work by an employee or the undersigned to the County Project Manager or designated county representative.

On _____________, 2015, the County of Volusia and I or (the above-named business) entered

into a Contract for ___________________________ (please insert name of Contract) (hereinafter “Agreement”) which is incorporated by reference herein.

On behalf of myself, my business, and the employees listed below, I and they hereby

agree to waive and release any and all workers’ compensation claims or liens under Chapter 440, Florida Statutes, against the County of Volusia and its agents, officials and employees, arising from any work or services provided under the Agreement whether or not it shall be alleged or determined that the act was caused by intention, or through negligence or omission of the County of Volusia or its agents, officials and employees or subConsultants.

In the event that a workers’ compensation claim or lien is made against the County of

Volusia and/or its agents, officials or employees by myself or my employees or agents as a result of any work or services performed under the Agreement, I agree to indemnify, keep and hold harmless the County of Volusia, Florida, its agents, officials and employees, against all injuries, deaths, losses, damages, claims, liabilities, judgments, costs and expenses, direct, indirect or consequential (including, but not limited to, fees and charges of attorneys and other professionals) arising out of the Agreement with the County of Volusia, whether or not it shall be alleged or determined that the act was caused by intention or through negligence or omission of the County of Volusia or its employees, agents, or subConsultants. I or the above-named business shall pay all charges of attorneys and all costs and other expenses incurred in connection with the indemnity provided herein, and if any judgment shall be rendered against the County of Volusia in any action indemnified hereby, I or the above-named business shall, at my or its own expense, satisfy and discharge the same. The foregoing is not intended nor should it be construed as, a waiver of sovereign immunity of the COUNTY OF VOLUSIA under Section 768.28, Florida Statutes.


Owner: ___________________________ (print name)___________________________ (signature)

Employee 1: ___________________________ (print name)___________________________ (signature)



STATE OF _____________________________

COUNTY OF ___________________________

Sworn to and subscribed before me this ____ day of ________________, 20____, by

_____________________________________________________, who is/are personally known to me or

who has/have produced ____________________________________ as identification.

______________________________________________

NOTARY PUBLIC – STATE OF __________________

Type or print name:

_____________________________________________

Commission No.: __________________________

(Seal) Commission Expires: __________________________


10.0 CONFLICT OF INTEREST FORM I HEREBY CERTIFY that: 1. I, (printed name) ___________________________________________________________, am the

(title) _________________________________________ and the duly authorized representative of

the firm of (Firm Name) ___________________________________________ whose address is

____________________________________________________________, and that I possess the

legal authority to make this affidavit on behalf of myself and the firm for which I am acting; and, 2. Except as listed below, no employee, officer, or agent of the firm have any conflicts of interest,

real or apparent, due to ownership, other clients, Contracts, or interests associated with this project; and,

3. This proposal is made without prior understanding, agreement, or connection with any

corporation, firm, or person submitting a proposal for the same services, and is in all respects fair and without collusion or fraud.

EXCEPTIONS to items above (List): ___________________________________________________

______________________________________________________________________________________

Signature: ______________________________________________________________

Printed Name: ______________________________________________________________

Firm Name: ______________________________________________________________

Date: ___________________

STATE OF _____________________________ COUNTY OF ___________________________

Sworn to and subscribed before me this ____ day of ________________, 20____, by

_____________________________________________________, who is/are personally known to me or

who has/have produced ____________________________________ as identification.

_____________________________________________

NOTARY PUBLIC – STATE OF __________________

Type or print name:

___________________________________________

Commission No.: __________________________

(Seal) Commission Expires: __________________________


11.0 DRUG-FREE WORK PLACE

The undersigned firm, in accordance with Florida statute 287.087, hereby certifies that _______ ___________________________________________does: (Name of Firm) 1. Publish a statement notifying employees that the unlawful manufacture, distribution,

dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition.

2. Inform employees about the dangers of drug abuse in the workplace, the business’s

policy of maintaining a drug-free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the penalties that may be imposed upon employees for drug abuse violations.

3. Give each employee engaged in providing the commodities or contractual services that

are proposed a copy of the statement specified in subsection (1). 4. In the statement specified in subsection (1), notify the employees that, as a condition of

working on the commodities or contractual services that are under proposal, the employee will propose by the terms of the statement and will notify the employer of any conviction of, or plea of guilty or nolo contender to, any violation of Chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than five (5) days after such conviction.

5. Impose a sanction on, or require the satisfactory participation in a drug abuse assistance

or rehabilitation program if such is available in the employee’s community, by any employee who is so convicted.

6. Make a good faith effort to continue to maintain a drug-free workplace through

implementation of this section.

As the person authorized to sign the statement, I certify that this firm complies fully with the above requirements.

______________________________________ __________________ Name and Title Date

_____________________________________ Signature

______________________________________ Firm ______________________________________ Street address

______________________________________ City, State, Zip


12.0 CERTIFICATION REGARDING DEBARMENT

Certification Regarding Debarment, Suspension, And Other Responsibility Matters

Primary Covered Transactions

TO BE COMPLETED BY CONSULTANT

A. The prospective primary participant (Consultant) certifies to the best of its knowledge and belief,

that it and its principals:

1. Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by any Federal department or agency;

2. Have not within a three (3) year period preceding this bid proposal been convicted of or

had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State, or local) transaction or contract under a public transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property.

3. Are not presently indicted for or otherwise criminally or civilly charged by a government

entity (Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1) (b) of this certification; and

4. Have not within a three-year period preceding this bid proposal had one or more public

transactions (Federal, State, or local) terminated for cause or default. B. Where the prospective primary participant is unable to certify to any of the statements in this

certification, such prospective participant shall attach an explanation to this bid proposal. ______________________________________ __________________ Name and Title Date _____________________________________ Signature ______________________________________ Firm ______________________________________ Street address ______________________________________ City, State, Zip

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EXHIBIT A- DISASTER DEBRIS MANAGEMENT AND SUPPORT SERVICES


All documentation and record keeping shall comply with current Federal Emergency Management Agency (FEMA) and Federal Highway Administration (FHWA) regulations, guidelines and operating policies.

2.1 Project Management and Administration

A. The Consultant shall appoint a qualified Project Manager for overall coordination and communication with the County. . The Project Manager shall remain on the job and be available to the County at all times during the operational phases of the debris collection and disposal project.

B. The Consultant shall supply a temporary field office for the monitoring staff. The

field office shall include all necessary communication and office equipment, and supplies to effectively implement assigned duties.

C. Project management and administrative responsibilities include but are not limited

to:

1. Coordinate daily briefings with key operational staff, County staff and debris removal contractor(s) to review, formulate and update debris removal operations and strategies. Schedule, manage and conduct periodic meetings with field staff and contractors. Meetings shall be scheduled so that they will not impede, hinder nor delay the debris removal contractor(s) and the debris removal operation.

2. Provide a daily report of the current day debris contractor crew

assignments, working locations and number of trucks assigned; from the previous day, the total number of loads, cubic yards collected by debris type, an updated map of streets where debris has been collected, and other key operational statistics to the County’s Project Manager or designee.

3. Two websites shall be provided by the Consultant for display of debris

collection and planning efforts. One shall be provided for in-house county use for staff with all information available in the working database, with the ability to view the data geographically utilizing ESRI mapping software compatible with county standards. The second website shall be for public access to communicate information and data approved by the County for public communication. If interactive website maps are used, County access to the associated ESRI REST services is preferred.

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4. Coordinate daily scheduling, dispatching and logistical operations of the field collection monitors.

5. Hire, train, deploy and supervise all field collection monitors and staff. 6. Conduct debris surveys and perform debris estimation by debris types.

7. Maintain accurate records of all debris collection vehicles as specified in

Section 2.5 Debris Vehicle Certification and conduct regular monitoring for vehicle modifications.

8. Track and coordinate responses to problems identified in the field and

citizen complaints, including commercial and/or residential property damage claims as a result of debris removal. Consultant shall maintain a detailed database of all problems and customer complaints and the corresponding resolutions.

9. Ensure that debris reduction and disposal sites have access control and

security. Conduct end of the day duties and verify that all vehicles have left the disposal site at the specified time established by the County.

10. Ensure the field collection monitors are accurately recording the streets

and locations where debris was collected. Digital maps prepared with ESRI GIS software and exported in the Adobe .pdf format shall be provided daily to the County via email and/or downloadable from a website. The maps shall be updated no later than 10:00 AM of each business day illustrating the progress from the previous day’s work. Mapping specifications will be approved by the County’s Project Manager or designee.

11. Schedule work for all team members and contractors on a daily basis.

12. Conduct safety inspections on a regular, predetermined and random basis.

Ensure the appropriate frequency of oversight is performed for all work crews, vehicles and locations.

13. Monitor the debris removal contractor for compliance.

14. Provide training to County staff in essential debris management and

collection functions to ensure appropriate and responsive interface with disaster debris collection contractor(s), county, state and federal agencies.

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15. Develop forms, databases, etc. for tracking field activities, submitting

invoices for reimbursement, etc. Such forms and invoices shall be compatible with County software and approved by the County’s Project Manager or designee. The County utilizes Microsoft products (Excel, Access and SQL Server).

16. Daily personnel tracking sheets (field reports) shall be maintained for all

Consultant personnel assigned to the project.

17. Set up schedules for monitors each day and determine cleanup crew assignments. Survey and maintain a list of areas with special needs, including but not limited to, hazardous stumps, trees, hangers/leaners, debris types, and other potential problems.

18. Prepare daily and periodic tracking reports to support debris removal,

Temporary Debris Storage and Recovery Site (TDSRS) Operations and final debris disposal and audit purposes. Includes maintaining a database of debris managed, costs incurred and reconciliation of debris collection and contractor invoices.

19. Compile records and assist the County with the preparation of required

forms for reimbursement.

2.2 Collection Monitoring

A. In order to obtain maximum reimbursement, all debris loads shall be monitored in the field by field collection monitors to ensure debris eligibility. The Consultant shall provide fully trained field collection monitors to assure proper and compliant documentation protocols are instituted and followed.

B. The Consultant shall provide a field quality control team consisting of one field

collection monitor per debris removal crew and at least one field supervisor for every seven monitors unless otherwise approved by the County. This team shall monitor the debris contractors for contract compliance, efficiency and regulatory compliance. The team shall provide daily feedback to the County through their Project Manager. All field team members shall be equipped with the state-of-the-art technology, which shall include GPS enabled cameras, computers, communication devices with GPS, and other equipment as deemed necessary and/or appropriate.

C. When a field collection monitor signs or creates a load ticket, he or she is

certifying that ALL the information on the document is complete and correct. The field collection monitor shall not sign, create or accept any incorrect or partially completed information. Only tickets that are one hundred (100%) percent complete will be paid by the County.

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D. Collection monitoring quality control tasks include but are not limited to:

1. Verification that all debris picked up is a direct result of the disaster.

2 Accurately recording the addresses, streets and locations where debris was

collected meeting or exceeding what is required by FEMA and FHWA for reimbursement;

3 Verification that the debris collection contractor(s) are working in their

assigned collection areas and roads;

4. Stop work in progress that is not being performed or documented in the approved manner. Such work shall be documented, noted for nonpayment and brought to the attention of the County’s Project Manager;

5. Inspect work in progress to ensure that removal efforts include debris of

the proper type in the proper areas;

6. Ensure compliance with County contracts and federal, state and local requirements by all subcontractors;

7. Maintain and catalog/index all photo documentation of recovery work on a

daily basis. Digital photographs shall be of a size between 4 to 8 megapixels and shall include GPS coordinates;

8. Identification of eligible stumps, hangers and leaners. Coordinate with the

County and federal/state representatives for eligibility determination and ensure documentation (forms, photos, etc) is completed for reimbursement purposes;

9. Ensure that contractor(s) are working in compliance with all federal, state

and local safety regulations appropriate for the task being performed.

10. Coordinate with the County to respond to problems in the field, such as property damage complaints, debris crew issues, other customer complaints, etc. Consultant shall maintain a detailed database of customer complaints and resolutions.

11. When conditions allow, an electronic ticketing system shall be used. The

system shall be in compliance with US Army Corps of Engineers (USACE) automated debris management systems (ADMS) specifications.

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2.3 Load Ticket Process Development

A. The Consultant shall establish an organized process that ensures complete and accurate data is being recorded on an approved debris load ticket. Load tickets shall consist of a digital database system with the ability to print tickets. If the digital environment is not possible, a multi-copy pages system may be used. The Consultant shall retain the original completed tickets on behalf of the County and provide copies to the debris removal contractors, vehicle drivers, etc. as appropriate. The tickets shall be scanned if a digital database isn’t utilized or is incomplete. Scanned tickets and supporting photographs shall be indexed by ticket number, street name and city, and be easily retrievable and printable. All hardcopy and electronic versions of the tickets shall be turned over to the County upon completion of the project. Digital data shall be provided to the County in a SQL Server database. Different database formats will only be considered if it is in the best interest of the County and must be approved by the County’s Project Manager or designee.

B. Load tickets shall include the following minimum information:

1. Date 2. Time 3. Complete street address of closest property 4. Nearest cross street(s) 5. Vehicle tag number 6. Type of debris 7. Vehicle certification number 8. Percent of volume (PV) 9. Driver name (printed) and signature 10. Field monitor’s name (printed) and signature 11. Name of sub-contractor 12. Tower monitor’s name (printed) and signature

2.4 Disposal Site Monitoring

A. All debris collected and disposed of, and certifications of collection vehicles shall be documented and monitored by the disposal site monitors. The Consultant shall ensure that disposal site and field collection monitors are deployed and operational commensurate with the beginning of debris collection and the establishment of debris site(s).

B. The Consultant shall provide disposal site monitors and spotters to observe debris

unloading operations at the County’s designated disposal site(s). A minimum of two disposal site monitors are required per debris site. These staff members, in conjunction with the project management team and the debris contractor, shall coordinate the logistics of the disposal site to ensure efficient traffic flow and

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proper handling of load tickets that record FEMA/FHWA data (such as vehicle volume, type of waste, etc.). The Consultant shall observe all vehicles entering and exiting the disposal site, ensuring all vehicles are in good repair and safe with secure side boards and have a full tailgate. Additionally, the disposal site monitor shall calibrate their debris vehicle load determinations daily with the FEMA/FHWA monitors. Disposal site monitors are expected to provide volume determination consistent with FEMA and FHWA regulations

C. When a field collection monitor signs a load ticket, he or she is certifying that

ALL information on the document is complete and correct. The field collection monitor shall not sign, create or accept any incorrect or partially completed information. Only tickets that are one hundred (100%) percent complete will be paid by the County.

D. The Consultant’s Project Manager shall conduct field quality inspections to check

and verify information on debris removal and at Temporary Debris Staging and Reduction Sites (TDSRS) located throughout the County.

E. Disposal site monitoring tasks include but shall not be limited to:

1. Keeping accurate records of debris vehicles, cubic yard volume determinations, time in and out, number of loads per day and other data as requested by County.

2 Coordinate with all federal, state and local agencies as needed for TDSRS

on issues such as notification, obtaining permits, determining reimbursement, etc.

3. Provide preliminary assessment and documentation of TDSRS and assist

in the return of the site to original conditions.

4. Provide personnel to supervise the operation of TDSRS including monitoring incoming loads of debris, processing of debris and outgoing loads of processed debris.

5. Monitor and record the cubic yard capacity of each debris removal vehicle

added into service; this shall be the physical internal measurement of the storage bed or trailer with deductions for unusable areas. Record data as specified in Section 2.5 Debris Vehicle Certification.

6. Conduct end of day activities, such as verifying completion of debris crew

assignments, completion of all record keeping, that vehicles have left the disposal site and the locking down of the facilities.

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2.5 Debris Vehicle Certification

A. All debris hauling vehicles shall be measured and certified prior to performing debris removal. The Consultant shall complete a certification on each vehicle deemed appropriate for collection. In addition to completing vehicle certification forms, photographs must be taken of each vehicle showing the vehicle number and type of vehicle. These photographs shall be attached with the certification. Original copies of these certifications, including photographs, shall be retained by the Consultant on behalf of the County and provided to the County upon project completion. One copy shall be provided to both the debris removal contractor and the vehicle driver. Once these vehicles are certified, random verifications shall be performed at least once every two weeks to ensure no vehicle modifications have been made and to confirm data accuracy.

B. The Consultant shall measure the usable space of each debris collection vehicle

for volume and certify that capacity. This certification process includes developing certification forms and documents to accurately measure the cubic yard volume to the nearest cubic yard of each vehicle. These forms shall show the following at a minimum:

1. Vehicle make, model 2. Length 3. Width 4. Depth 5. Gross volume in cubic yards 6. Reduction areas such as wheel wells to reduce volume areas in cubic yards 7. Net volume in cubic yards 8. Tag number of vehicle 9. Company vehicle number 10. Driver of vehicle name (printed) and signature 11. Disposal site monitor name (printed) and signature certifying vehicle 12. Date 13. Vehicle certification number 14 Vehicle identification number

C. When a debris site monitor signs a vehicle certification, he or she is certifying that

ALL information is complete and correct. The debris site monitor shall not sign or accept any partially completed information. Only tickets that are one hundred (100%) percent complete will be paid by the County.

2.6 Public Information Assistance

A. The Consultant shall provide regular status updates to the County’s Project Manager for public information use. This may be done on websites, with emails, or other methods approved by the County Project Manager or designee.

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B. The Consultant shall provide appropriate staff to assist with public telephone

inquiries and complaints regarding debris removal operations. Customer calls shall be documented and a status maintained to track complaint resolution. Damage complaints resulting from debris removal shall be tracked and reported by debris contractor(s) and forwarded to the project management team to be resolved with the debris contractor. A database of such complaints and their resolution shall be provided to the County’s Project Manager as defined in 2.2 D 10.

C. The Consultant shall provide the County’s Project Manager and the debris

contractor(s) with daily updates on the quantities and type of debris collected. Each daily report shall contain the following:

1. Contractor name 2. Contract number

3. Reports and graphs to delineate production rates of crews and their equipment, progress by area and estimations of total quantities remaining, estimated time to completion, and daily cumulative cubic yards of debris removed, processed, and hauled. This reporting is due no later than 10:00 A.M. the following business day. or as requested by the County.

D. The Consultant shall provide a colored collection status map, electronically

prepared with ESRI GIS software and provided in the ADOBE .pdf format, weekly. This is a different map from that specified in 2.1, C, 10. The map shall show areas currently collected, debris pass number, as well as areas to be collected for the upcoming week. The map shall be updated and provided to the County by noon (12:00 P.M.) every Monday. Mapping and associated GIS database (geodatabase) specifications will be approved by the County’s Project Manager or designee.

2.7 Database Reporting

A. The Consultant shall be responsible for collecting, auditing for completeness and accuracy, tabulating and organizing debris disposal data, including the ticket and photos, vehicle certifications, etc., into electronic formats to support federal, (FEMA and FHWA), state and local reimbursements and subsequent audits.

B. A SQL Server Database shall be created by the Consultant and backed up at

intervals approved by the County. This database shall include all information on debris removal and disposal including but not limited to:

1. Complete load ticket information, 2. Vehicle certification information, 3. Stump removal information, 4. Hanger removal data,

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5. Leaner removal information. Different database formats will only be considered if it is in the best interest of the County and must be approved by the County’s Project Manager or designee. All electronic reporting from the database shall be done in either the Adobe pdf format or Microsoft Excel. The database created by the Consultant shall be given to the County with user documentation at the conclusion of the event. The Consultant shall ensure the County can navigate, perform searches and produce reports from the final database in the same format provided for reimbursement.

2.8 Payment Monitoring and Reconciliation Process

The Consultant shall review, validate and reconcile debris removal contractor(s) invoices prior to submission to the County for processing. The Consultant shall conduct a meeting at the beginning of the debris removal operation to fully explain the process to the County, debris contractor(s) and FEMA/FHWA representatives. All invoices from the debris contractor(s) shall be directed to the Consultant. Within seven (7) calendar days of receipt, the invoices shall be reviewed by the Consultant to be accepted or rejected. The Consultant shall issue in writing to the County and the debris contractor, the acceptance or rejection of the invoices and a payment recommendation. If the invoice is rejected, the Consultant shall clearly state the reasons for rejection and work with the debris contractor to resolve immediately. Only invoices that are one hundred (100%) percent accurate and complete will be forwarded to the County’s Project Manager for payment.

2.9 Reporting to the County’s Project Manager

The Consultant shall contact the County’s Project Manager no later than twenty-four (24) hours prior to a hurricane event or immediately upon the occurrence of a major disaster event within the County when there is no advance notification/warning. The Consultant shall report to the County Project Manager or designee within eight (8) hours of being given a Notice to Proceed.

2.10 Staffing Plan

The Consultant shall include in the response to this RFP a management plan that will outline how the Consultant proposes to handle the specified services, staffing (administrative and field), and equipment necessary to meet the County’s requirements as identified in this RFP. The Consultant shall submit a list of key personnel to be used in the resulting Contract, which shall include names and resumes. The supervising staff shall speak English and be able to effectively communicate with the drivers. The Consultant may use other positions as necessary. All such positions and their purpose or role in the monitoring operations shall be identified.

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2.11 Other Related Services

A. Event Closure

The Consultant shall assist the County in preparing final reports necessary for reimbursement by FEMA, FHWA (Federal Highway Administration) and other applicable agencies for disaster recovery efforts by County staff and designated debris removal contractors. The Consultant shall assist in reviewing and processing requests for payment by the debris removal contractor(s).

B. Federal Funding

To ensure that processing of federal funding is done as quickly as possible, the following information and its accuracy shall be the responsibility of the Consultant: 1. Debris related invoices, 2. Monitoring information, 3. Reports, 4. Load tickets, 5. Consultant payroll, 6. Equipment hours 7. Vehicle certifications 8. Start and end dates of the first debris removal pass and all subsequent

passes.

C. Compliance

The Consultant shall provide professional oversight to ensure compliance with Florida Department of Environmental Protection (FDEP) regulations, Florida Department of Transportation (FDOT), Florida Forest Service (FFS), FEMA reporting requirements, and any other federal, state, or local regulation. The Consultant shall stay current with FEMA and FHWA policies and procedures and notify the County’s Project Manager immediately as changes occur.

D. Meetings with County Personnel

The Consultant shall meet with County representatives and the debris contractor daily during disaster event activation. During periods without a disaster, the Consultant shall meet with the County’s Project Manager or designee at least once a year at no cost to the County. This meeting shall occur prior to the hurricane season.

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E. Additional Services

The Consultant shall be capable of providing a toll free service to respond and report on resident inquiries during the debris recovery activity.

EXHIBIT B-PRICE SHEET

THREE YEAR TERM WITH TWO ONE YEAR RENEWALSPRICE PROPOSAL (ASSUME 10 WEEK EVENT)

EMPLOYEE/SERVICE CATEGORY HOURS HOURLY RATE HOURS X HOURLY RATE1. ON-SITE PROJECT MANAGER 840 02. SITE SUPERVISOR OR AREA SUPERVISOR 3360 03. TOWER MONITOR 3360 04. FIELD MONITOR 42000 05. ADMINISTRATIVE SUPPORT STAFF 3360 06. 1-8XX TELEPHONE SERVICE 280 0

0OTHER PERSONNEL CLASSES BEING PROPOSED

0000000000

Volusia County FLORIDA ·

AGREEMENT FOR

DEBRIS l\lANAGEl\fEt'iT SERVICES

Between

THE COUNTY OF VOLUSIA

AND

TETRA TECH, INC.

Contract No. 15-P-54JD

County of Volusia Purchasing and Contracts Division

123 West Indiana Avenue, Room 304 Deland, Florida 32720-4608 www.volusia.org/purchasing

Page 1of31

EXHIBIT B

AGREEMENT FOR DISASTER MANAGEMENT SERVICES

This Agreement for Disaster Management Services, (hereafter, the "Agreement") made and entered by and between Tetra Tech, Inc., duly authorized to conduct business in the State of Florida, whose principal place of business is located at 2301 Lucien Way, Suite 120, Maitland, Florida 32751 (hereinafter the "Consultant") and County of Volusia, a body corporate and politic and a subdivision of the State of Florida, whose address is County of Volusia, 123 West Indiana Avenue, DeLand, Florida 32720 (hereinafter the "County").

RECITALS:

Whereas, the County requested proposals to provide professional services to assist with the management of disaster debris collection activities for the County; and

Whereas, the Consultant represents itself to be knowledgeable in Federal Emergency Management Agency (FEMA) and Federal Highway Administration (FHWA) regulations, guidelines, operating policies and reimbursement; and

Whereas, the Consultant shall advise and support the County during a disaster recovery effort and shall be responsible for the overall monitoring of debris collection contractors, including but not limited to monitoring recovery contractors' progress and recommending efficiencies to improve and expedite recovery work; and

Whereas, the Consultant shall coordinate with the disaster debris contractor(s) and the County to ensure a compliant, well-managed and organized approach to debris collection and disposal; and

Whereas, due to the nature of services being provided only in disaster conditions, the exact time of performance and quantity of services to be performed during the Agreement Term is unknown.

THEREFORE, in consideration of the foregoing recitals which are incorporated herein by reference, and other specific consideration set forth in this Agreement, the receipt and sufficiency of which is acknowledged by the Consultant and County, the parties agree and stipulate as follows:

1.0 DEFINITIONS

As used in this Agreement, the following terms shall have the meanings set forth below:

ADMS: Automated Debris Management System.

USACE: United States Army Corps of Engineers.

Change Order: A written order issued by the County that orders minor changes in the Scope of Service described in Exhibit A, but which does not involve a change in the contract price or terms unless specifically stated in writing.

Collection Monitor: Personnel assigned to monitor debris removal contractors' performance. The duties include but not are not limited to ensuring the debris is eligible and accurately documented.

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Consultant: Tetra Tech, Inc.

Consultant's Project Manager: The Project Manager has responsibility for administering this Agreement for the Consultant and he/she shall be designated to the County on or before the Effective Date of this Agreement

Contract Administrator: The. Director of Purchasing and Contracts or designee shall serve as Contract Administrator. The Contract Administrator shall be responsible for addressing any concerns within the scope of this Agreement. Any changes this Agreement shall be done in writing and authorized by the Director of Purchasing and Contracts.

County: The word County refers to the County of Volusia, Florida.

County's Project Manager(s): The Project Manager(s) have responsibility for the day to day administration of this Agreement for the County.

Day: The word "day" means each calendar day or accumulation of calendar days.

Database: Collection of data stored in a digital format, typically structured by the l.lse of tables of similar data types.

Debris: Scattered items and materials broken, destroyed, or displaced by a natural disaster. Example: trees, construction and demolition material, personal property.

Department of Public Works (DPW): Department typically responsible for clearing debris from the roads and rights-of-way.

Director: The Director is the Director of Purchasing and Contracts for the County of Volusia.

Disposal Site: Any area of land or water within the property boundaries of a solid waste management facility where one or more solid waste processing, resource recovery, recycling, storage, or disposal areas are located.

Disposal Site Monitor: Personnel assigned to the debris disposal site to manage disposal operations and monitor removal contractors' performance. The duties include but not are not limited to ensuring the debris is eligible, to quantify and accurately document debris loads consistent with FEMA guidelines, inspect, measure and certify debris vehicle capacities, check loads for hazardous waste, and perform quality control checks.

ESRI: Environmental Systems Research Institute, a Geographic Information System software vendor.

Exceptions to RFP: An exception is defined as the Respondent's inability or unwillingness to meet a term, condition, specification, or requirement in the manner specified in the RFP.

FEMA: Federal Emergency Management Agency.

FHWA: Federal Highway Administration.

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FLDEM: Florida Department of Emergency Management.

Geodatabase: Spatial database storing data referenced by spatial or geographic coordinates.

GIS: Geographic Information System, an information system that works with data referenced by spatial or geographic coordinates.

GPS: Global Positioning System, a satellite based navigation system that provides time and location anywhere on the earth to those with a compatible receiver.

Hazardous Waste: Material and products from institutional, commercial, recreational, industrial and agricultural sources that contain certain chemicals with one or more of the following characteristics, as defined by the Environmental Protection Agency: I) Toxic, 2) Flammable, 3) Corrosive, and/or 4) Reactive. In accordance with Section I 004 of the Solid Waste Disposal Act (42 USC Section 6903) as amended from time to time.

Incident: Each disaster for which a Notice to Proceed (NTP) is issued.

Inspector: An authorized representative of the County assigned to make all necessary inspections of the Work performed, or being performed.

LSA: Logistical Staging Area, County designated location for the staging of disaster recovery resources including, but not limited to trucks, cranes, trailers, heavy equipment, etc.

Notice to Proceed: A written notice issued to the Consultant by the County's Project Manager fixing the date on which the Consultant shall start to perform the Consultant's obligations under the Agreement with respect to a specific Incident.

pdf: Portable Document Format, an open standard developed by Adobe Systems that allows documents to be utilized across platforms regardless of hardware, operating system and application software.

Person or Persons: An individual, firm, partnership, corporation, association, executor, administrator, trustee or other legal entity, whether singular or plural, masculine or feminine, as the context may require.

Project: The total Work to be provided under this Agreement

REST: Representational State Transfer, a software architecture used in web services.

Rights-of-Way (ROW): The portions of land over which a facility, such as highways, railroads, or power lines are built. Includes land on both sides of the highway up to the private property line.

Spotter: Personnel assigned to the debris disposal site to observe and assist in the debris unloading operations. The duties include, but not are not limited to, ensuring debris disposal site safety and debris eligibility.

SOL: Structured Query Language, a programming language used in relational database management systems.

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Storage Site: A location where debris is temporarily stored until it is reduced in volume and/or taken to a permanent landfill.

Storm Debris: Debris that may be eligible for clearance, removal and disposal includes trees, sand and gravel, building wreckage, vehicles and personal property. The debris must be a direct result of the declared event, must occur within the designated disaster area and must be the responsibility of the applicant at the time of the disaster. Debris removal may be eligible when it:

• Eliminates immediate threats to lives, public health and safety; • Eliminates immediate threats of significant damage to improved public or private

property; and/or • Ensures economic recovery of the affected areas to the benefit of the community

at-large.

TDSRS: Temporary Debris Storage and Reduction Sites(s), including citizen site(s), located at various points within the County for the gathering, storage and reduction of debris related to a severe weather event or any other natural or manmade disaster or emergency.

Ticket: County approved tracking document used to determine eligibility for payment requests.


All documentation and record keeping shall comply with current Federal Emergency Management Agency (FEMA) and Federal Highway Administration (FHW A) regulations, guidelines and operating policies.

2.1 Project Management and Administration

A. The Consultant shall appoint a qualified Project Manager for overall coordination and communication with the County. The Project Manager shall remain on the job and be available to the County at all times during the operational phases of the debris collection and disposal project.

B. The Consultant shall supply a temporary field office for the monitoring staff. The field office shall include all necessary communication and office equipment, and supplies to effectively implement assigned duties.

C. Project management and administrative responsibilities include but are not limited to:

I. Coordinate daily briefings with key operational staff, County staff and debris removal contractor(s) to review, formulate and update debris removal operations and strategies. Schedule, manage and conduct periodic meetings with field staff and contractors. Meetings shall be scheduled so that they will not impede, hinder nor delay the debris removal contractor(s) and the debris removal operation.

2. Provide a daily report of the current day debris contractor crew assignments, working locations and number of trucks assigned; from the previous day, the total number of loads, cubic yards collected by debris type, an updated

Page 5 of 31

map of streets where debris has been collected, and other key operational statistics to the County's Project Manager or designee.

3. Two websites shall be provided by the Consultant for display of debris collection and planning efforts. One shall be provided for in-house county use for staff with all information available in the working database, with the ability to view the data geographically utilizing ESRI mapping software compatible with county standards. The second website shall be for public access to communicate information and data approved by the County for public communication. If interactive website maps are used, County access to the associated ESRI REST services is preferred.

4. Coordinate daily scheduling, dispatching and logistical operations of the field collection monitors.

5. Hire, train, deploy and supervise ail field coiiection monitors and staff.

6. Conduct debris surveys and perform debris estimation by debris types.

7. Maintain accurate records of all debris collection vehicles as specified in Section 2.5 Debris Vehicle Certification and conduct regular monitoring for vehicle modifications.

8. Track and coordinate responses to problems identified in the field and citizen complaints, including commercial and/or residential property damage claims as a result of debris removal. Consultant shall maintain a detailed database of all problems and customer complaints and the corresponding resolutions.

9. Ensure that debris reduction and disposal sites have access control and security. Conduct end of the day duties and verify that all vehicles have left the disposal site at the specified time established by the County.

10. Ensure the field collection monitors are accurately recording the streets and locations where debris was collected. Digital maps prepared with ESRI GIS software and exported in the Adobe .pdf format shall be provided daily to the County via email and/or downloadable from a website. The maps shall be updated no later than 10:00 AM of each business day illustrating the progress from the previous day's work. Mapping specifications will be approved by the County's Project Manager or designee.

11. Schedule work for all team members and contractors on a daily basis.

12. Conduct safety inspections on a regular, predetermined and random basis. Ensure the appropriate frequency of oversight is performed for all work crews, vehicles and locations.

13. Monitor the debris removal contractor for compliance.

14. Provide training to County staff in essential debris management and collection functions to ensure appropriate and responsive interface with disaster debris collection contractor(s), county, state and federal agencies.

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15. Develop forms, databases, etc. for tracking field actlv1t1es, submitting invoices for reimbursement, etc. Such forms and invoices shall be compatible with County software and approved by the County's Project Manager or designee. The County utilizes Microsoft products (Excel, Access and SQL Server).

16. Daily personnel tracking sheets (field reports) shall be maintained for all Consultant personnel assigned to the project.

17. Set up schedules for monitors each day and determine cleanup crew assignments. Survey and maintain a list of areas with special needs, including but not limited to, hazardous stumps, trees, hangers/leaners, debris types, and other potential problems.

18. Prepare daily and periodic tracking reports to support debris removal, Temporary Debris Storage and Recovery Site (TDSRS) Operations and final debris disposal and audit purposes. Includes maintaining a database of debris managed, costs incurred and reconciliation of debris collection and contractor invoices.

19. Compile records and assist the County with the preparation of required forms for reimbursement.

2.2 Collection Monitoring

A. In order to obtain maximum reimbursement, all debris loads shall be monitored in the field by field collection monitors to ensure debris eligibility. The Consultant shall provide fully trained field collection monitors to assure proper and compliant documentation protocols are instituted and followed.

B. The Consultant shall provide a field quality control team consisting of one field collection monitor per debris removal crew and at least one field supervisor for every seven monitors unless otherwise approved by the County. This team shall monitor the debris contractors for contract compliance, efficiency and regulatory compliance. The team shall provide daily feedback to the County through their Project Manager. All field team members shall be equipped with the state-of-the-art technology, which shall include GPS enabled cameras, computers, communication devices with GPS, and other equipment as deemed necessary and/or appropriate.

C. When a field collection monitor signs or creates a load ticket, he or she is certifying that ALL the information on the document is complete and correct. The field collection monitor shall not sign, create or accept any incorrect or partially completed information. Only tickets that are one hundred (100%) percent complete will be paid by the County.

D. Collection monitoring quality control tasks include but are not limited to:

1. Verification that all debris picked up is a direct result of the disaster.

2 Accurately recording the addresses, streets and locations where debris was collected meeting or exceeding what is required by FEMA and FHW A for reimbursement;

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3 Verification that the debris collection contractor(s) are working in their assigned collection areas and roads;

4. Stop work in progress that is not being performed or documented in the approved manner. Such work shall be documented, noted for nonpayment and brought to the attention of the County's Project Manager;

5. Inspect work in progress to ensure that removal efforts include debris of the proper type in the proper areas;

6. Ensure compliance with County contracts and federal, state and local requirements by all subcontractors;

7. Maintain and catalog/index all photo documentation of recovery work on a daily basis. Digital photographs shall be of a size between 4 to 8 megapixels and shaii inciude GPS coordinates;

8. Identification of eligible stumps, hangers and leaners. Coordinate with the County and federal/state representatives for eligibility determination and ensure documentation (forms, photos, etc) is completed for reimbursement purposes;

9. Ensure that contractor(s) are working in compliance with all federal, state and local safety regulations appropriate for the task being performed;

10. Coordinate with the County to respond to problems in the field, such as property damage complaints, debris crew issues, other customer complaints, etc. Consultant shall maintain a detailed database of customer complaints and resolutions; and

11. When conditions allow, an electronic ticketing system shall be used. The system shall be in compliance with US Army Corps of Engineers (USACE) automated debris management systems (ADMS) specifications.

2.3 Load Ticket Process Development

A. The Consultant shall establish an organized process that ensures complete and accurate data is being recorded on an approved debris load ticket. Load tickets shall consist of a digital database system with the ability to print tickets. If the digital environment is not possible, a multi-copy pages system may be used. The Consultant shall retain the original completed tickets on behalf of the County and provide copies to the debris removal contractors, vehicle drivers, etc. as appropriate. The tickets shall be scanned if a digital database isn't utilized or is incomplete. Scanned tickets and supporting photographs shall be indexed by ticket number, street name and city, and be easily retrievable and printable. All hardcopy and electronic versions of the tickets shall be turned over to the County upon completion of the project. Digital data shall be provided to the County in a SQL Server database. Different database formats will only be considered if it is in the best interest of the County and must be approved by the County's Project Manager or designee.

B. Load tickets shall include the following minimum information:

I. Date 2. Time

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3. Complete street address of closest property 4. Nearest cross street(s) 5. Vehicle tag number 6. Type of debris 7. Vehicle certification number 8. Percent of volume (PY) 9. Driver name (printed) and signature 10. Field monitor's name (printed) and signature 11. Name of sub-contractor 12. Tower monitor's name (printed) and signature

2.4 Disposal Site Monitoring

A. All debris collected and disposed of, and certifications of collection vehicles shall be documented and monitored by the disposal site monitors. The Consultant shall ensure that disposal site and field collection monitors are deployed and operational commensurate with the beginning of debris collection and the establishment of debris site(s).

B. The Consultant shall provide disposal site monitors and spotters to observe debris unloading operations at the County's designated disposal site(s). A minimum of two disposal site monitors are required per debris site. These staff members, in conjunction with the project management team and the debris contractor, shall coordinate the logistics of the disposal site to ensure efficient traffic flow and proper handling of load tickets that record FEMA/FHWA data (such as vehicle volume, type of waste, etc.). The Consultant shall observe all vehicles entering and exiting the disposal site, ensuring all vehicles are in good repair and safe with secure side boards and have a full tailgate. Additionally, the disposal site monitor shall calibrate their debris vehicle load determinations daily with the FEMA/FHW A monitors. Disposal site monitors are expected to provide volume determination consistent with FEMA and FHW A regulations

C. When a field collection monitor signs a load ticket, he or she is certifying that ALL information on the document is complete and correct. The field collection monitor shall not sign, create or accept any incorrect or partially completed information. Only tickets that are one hundred (! 00%) percent complete will be paid by the County.

D. The Consultant's Project Manager shall conduct field quality inspections to check and verify information on debris removal and at Temporary Debris Staging and Reduction Sites (TDSRS) located throughout the County.

E. Disposal site monitoring tasks include but shall not be limited to:

I. Keeping accurate records of debris vehicles, cubic yard volume determinations, time in and out, number of loads per day and other data as requested by County.

2 Coordinate with all federal, state and local agencies as needed for TDSRS on issues such as notification, obtaining permits, determining reimbursement, etc.

3. Provide preliminary assessment and documentation of TDSRS and assist in the return of the site to original conditions.

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4. Provide personnel to supervise the operation of TDSRS including monitoring incoming loads of debris, processing of debris and outgoing loads of processed debris.

5. Monitor and record the cubic yard capacity of each debris removal vehicle added into service; this shall be the physical internal measurement of the storage bed or trailer with deductions for unusable areas. Record data as specified in Section 2.5 Debris Vehicle Certification.

6. Conduct end of day activities, such as verifying completion of debris crew assignments, completion of all record keeping, that vehicles have left the disposal site and the locking down of the facilities.

2.5 Debris Vehicle Certification

A. Ail debris hauiing vehicles shaii be measured and certified prior to performing debris removal. The Consultant shall complete a certification on each vehicle deemed appropriate for collection. In addition to completing vehicle certification forms, photographs must be taken of each vehicle showing the vehicle number and type of vehicle. These photographs shall be attached with the certification. Original copies of these certifications, including photographs, shall be retained by the Consultant on behalf of the County and provided to the County upon project completion. One copy shall be provided to both the debris removal contractor and the vehicle driver. Once these vehicles are certified, random verifications shall be performed at least once every two weeks to ensure no vehicle modifications have been made and to confirm data accuracy.

B. The Consultant shall measure the usable space of each debris collection vehicle for volume and certify that capacity. This certification process includes developing certification forms and documents to accurately measure the cubic yard volume to the nearest cubic yard of each vehicle. These forms shall show the following at a minimum:

1. Vehicle make, model 2. Length 3. Width 4. Depth 5. Gross volume in cubic yards 6. Reduction areas such as wheel wells to reduce volume areas in cubic yards 7. Net volume in cubic yards 8. Tag number of vehicle 9. Company vehicle number 10. Driver of vehicle name (printed) and signature 11. Disposal site monitor name (printed) and signature certifying vehicle 12. Date 13. Vehicle certification number 14 Vehicle identification number

C. When a debris site monitor signs a vehicle certification, he or she is certifying that ALL information is complete and correct. The debris site monitor shall not sign or accept any partially completed information. Only tickets that are one hundred (100%) percent complete will be paid by the County.

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2.6 Public Information Assistance

A. The Consultant shall provide regular status updates to the County's Project Manager for public information use. This may be done on websites, with emails, or other methods approved by the County Project Manager or designee.

B. The Consultant shall provide appropriate staff to assist with public telephone inquiries and complaints regarding debris removal operations. Customer calls shall be documented and a status maintained to track complaint resolution. Damage complaints resulting from debris removal shall be tracked and reported by debris contractor( s) and forwarded to the project management team to be resolved with the debris contractor. A database of such complaints and their resolution shall be provided to the Cou.."'lt"j's Project Manager as defined in 2.2 D I 0.

C. The Consultant shall provide the County's Project Manager and the debris contractor(s) with daily updates on the quantities and type of debris collected. Each daily report shall contain the following:

I. Contractor name 2. Contract number 3. Reports and graphs to delineate production rates of crews and their

equipment, progress by area and estimations of total quantities remaining, estimated time to completion, and daily cumulative cubic yards of debris removed, processed, and hauled. This reporting is due no later than I 0:00 A.M. the following business day or as requested by the County.

D. The Consultant shall provide a colored collection status map, electronically prepared with ESRI GIS software and provided in the ADOBE .pdfformat, weekly. This is a different map from that specified in 2.1, C, I 0. The map shall show areas currently collected, debris pass number, and areas to be collected for the upcoming week. The map shall be updated and provided to the County by noon (12:00 P.M.) every Monday. Mapping and associated GIS database (geodatabase) specifications will be approved by the County's Project Manager or designee.

2.7 Database Reporting

A. The Consultant shall be responsible for collecting, auditing for completeness and accuracy, tabulating and organizing debris disposal data, including the ticket and photos, vehicle certifications, etc., into electronic formats to support federal, (FEMA and FHW A), state and local reimbursements and subsequent audits.

B. A SQL Server Database shall be created by the Consultant and backed up at intervals approved by the County. This database shall include all information on debris removal and disposal including but not limited to:

1. Complete load ticket information, 2. Vehicle certification information, 3. Stump removal information, 4. Hanger removal data, 5. Leaner removal information.

Different database formats will only be considered if it is in the best interest of the County and must be approved by the County's Project Manager or designee.

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All electronic reporting from the database shall be done in either the Adobe pdf format or Microsoft Excel. The database created by the Consultant shall be given to the County with user documentation at the conclusion of the event. The Consultant shall ensure the County can navigate, perform searches and produce reports from the final database in the same format provided for reimbursement.

2.8 Payment Monitoring and Reconciliation Process

The Consultant shall review, validate and reconcile debris removal contractor(s) invoices prior to submission to the County for processing. The Consultant shall conduct a meeting at the beginning of the debris removal operation to fully explain the process to the County, debris contractor(s) and FEMA/FHWA representatives. All invoices from the debris contractor(s) shall be directed to the Consultant. Within seven (7) calendar days of receipt, the invoices shall be reviewed by the Consultant to be accepted or rejected. The Consultant shall issue in writing to the County and the debris contractor, the acceptance or rejection of the invoices and a payment recommendation. If the invoice is rejected, the Consultant shall clearly state the reasons for rejection and work with the debris contractor to resolve immediately. Only invoices that are one hundred (100%) percent accurate and complete will be forwarded to the County's Project Manager for payment.

2.9 Reporting to the County's Project Manager

The Consultant shall contact the County's Project Manager no later than twenty-four (24) hours prior to a hurricane event or immediately upon the occurrence of a major disaster event within the County when there is no advance notification/warning. The Consultant shall report to the County Project Manager or designee within eight (8) hours of being given a Notice to Proceed.

2.10 Staffing I Management Plan

The Consultant shall maintain and update as necessary the management plan that outlines how the Consultant will perform the services, staffing (administrative and field), and equipment necessary to meet the County's requirements. The Consultant shall maintain a list of key personnel to be used in the performance of the Agreement, which shall include names and resumes. The supervising staff shall speak English and be able to effectively communicate with the drivers. The Consultant may use other positions as necessary. All such positions and their purpose or role in the monitoring operations shall be identified in the management plan.

2.11 Other Related Services

A. Event Closure

The Consultant shall assist the County in preparing final reports necessary for reimbursement by FEMA, FHW A (Federal Highway Administration) and other applicable agencies for disaster recovery efforts by County staff and designated debris removal contractors. The Consultant shall assist in reviewing and processing requests for payment by the debris removal contractor(s).

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B. Federal Funding

To ensure that processing of federal funding is done as quickly as possible, the following information and its accuracy shall be the responsibility of the Consultant:

1. Debris related invoices, 2. Monitoring information, 3. Reports, 4. Load tickets, 5. Consultant payroll, 6. Equipment hours 7. Vehicle certifications 8. Start and end dates of the first debris removal pass and all subsequent

passes.

'C. Compliance

The Consultant shall provide professional oversight to ensure compliance with Florida Department of Environmental Protection (FDEP) regulations, Florida Department of Transportation (FDOT), Florida Forest Service (FFS), FEMA reporting requirements, and any other federal, state, or local regulation. The Consultant shall stay current with FEMA and FHWA policies and procedures and notify the County's Project Manager immediately as changes occur.

D. Meetings with County Personnel

The Consultant shall meet with County representatives and the debris contractor daily during disaster event activation. During periods without a disaster, the Consultant shall meet with the County's Project Manager or designee at least once a year at no cost to the County. This meeting shall occur prior to the hurricane season.

E. Additional Services

The Consultant shall be capable of providing a toll free service to respond and report on resident inquiries during the debris recovery activity.

3.0 GENERAL CONDITIONS

3.1 Incorporation of Consultant's Proposal

The Parties agree that the County relied upon the content of the Consultant's proposal as a material inducement to enter into this Agreement. The content of Consultant's proposal is incorporated into this Agreement and shall be legally binding on the Consultant. The Consultant's proposal is attached hereto as Exhibit A. Pricing for Consultant's services is based on the terms of this Agreement and Consultant's Tab 7 in Exhibit A.

3.2 Change in Scope of Services/Work

A. The County may order changes in the work consisting of additions, deletions, or other revisions within the general scope of the Agreement. No claims may be made by the Consultant that the scope of the project or of the Consultant's services has been

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changed, requiring changes to the amount of compensation to the Consultant or other adjustments to the Agreement, unless such changes or adjustments have been made by written amendment or change order to the Agreement signed by the County Representative, County's Director of Purchasing and Contracts, and the Consultant.

B. If the Consultant believes that any particular work is not within the Scope of Services of the Agreement, is a material change, or will otherwise require more compensation to the Consultant, the Consultant must immediately notify the County's Representative in writing of this belief. If the County's Representative believes that the particular work is within the scope of the Agreement as written, the Consultant will be ordered to and shall continue with the work as changed and at the cost stated in the original Agreement. The Consultant must assert its right to an adjustment under this clause within thirty (30) days from the date of receipt of the written order.

3.3 Modifications Due to Public Welfare or Change in Law

The County shall have the power to make changes in the Agreement as the result of changes in law and/or Ordinances of Volusia County to impose new rules and regulations on the Consultant under the Agreement relative to the scope and methods of providing services as shall from time-to-time be necessary and desirable for the public welfare. The County shall give the Consultant notice of any proposed change and an opportunity to be heard concerning those matters. The Scope of Services and method of providing services as referenced herein shall also be liberally construed to include, but is not limited to the manner, procedures, operations and obligations, financial or otherwise, of the Consultant. In the event any future change in Federal, State, or County law or the Ordinances of Volusia County materially alters the obligations of the Consultant, or the benefits to the County, then the Agreement shall be amended consistent therewith. Should these amendments materially alter the obligations of the Consultant, then the Consultant or the County shall be entitled to an adjustment in the rates and charges established under the Agreement. Nothing contained in this Agreement shall require any party to perform any act or function contrary to law. The County and Consultant agree to enter into good faith negotiations regarding modifications to the Agreement which may be required in order to implement changes in the interest of the public welfare or due to change in law. When such modifications are made to the Agreement, the County and the Consultant shall negotiate in good faith, a reasonable and appropriate adjustment for any changes in services or other obligations required of the Consultant directly and demonstrably due to any modification in the Agreement under this clause.

3.4 Agreement Tenn

The term of the Agreement is for an initial term of three (3) years with two (2) subsequent one (1) year optional renewals. The initial term shall commence upon signature of the county chair. Renewal options are contingent upon mutual and written agreement and, when applicable, approval of County Council.

3.5 Public Records

Public Records - § 119.0701, Florida Statutes. Consultant acknowledges that the services and work to be performed pursuant to this Agreement may be performed by the County itself as a political subdivision of the State of Florida, which is subject to the public records requirements of Chapter 119, Florida Statutes and Article I, § 24 of the Florida Constitution. Given the foregoing, the Consultant hereby agrees to:

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A. Keep and maintain public records that ordinarily and necessarily would be required by the County to perform the services and work provided pursuant to this Agreement;

B. Provide the public with access to public records on the same terms and conditions that the County would provide the records and at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes, or as otherwise may be provided by law;

C. Ensure that public records that are statutorily exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by la\i\r;

D. Meet all requirements for retaining public records and transfer, at no cost, to the County all public records in the possession of the Consultant upon termination of the Agreement and destroy any duplicate public records that are statutorily exempt or confidential and exempt from statutory public records disclosure requirements. For the purposes of complying with this paragraph, all records stored electronically must be provided to the County in a format that is compatible with the information technology systems of the public agency;

E. In responding to any public records request, Consultant shall (i) notify the County of the request and the Consultant's intentions with regard to such request and (ii) provide the County with copies of all records requested and produced, as well as copies of all correspondence between the Consultant and the requestor. Consultant further agrees not to release any records that are statutorily exempt from disclosure or statutorily confidential and exempt without first receiving prior written authorization from the County, it being understood that the legislature has designated such records exempt or otherwise confidential based upon important public policy or safety reasons.

Consultant shall indemnify the County for and hold the County harmless against any and all claims, damage awards, and causes of action arising from the Consultant's failure to perform or otherwise adhere to the requirements of this Section, including, but not limited to, any third party claims or awards for attorneys fees and costs arising therefrom, claims for negligent disclosure of confidential or exempt records, and claims for failure to produce or otherwise timely produce records subject to disclosure. County shall further be authorized to seek declaratory, injunctive, or other appropriate relief from a court of competent jurisdiction on an expedited basis to enforce the requirements of this Section, it being understood that the maintenance and production of public records is of paramount public importance under Florida law. Regardless of the foregoing, the enumeration of the remedies recited herein shall not be interpreted to limit or otherwise restrict the County from seeking any other appropriate cause of action against or remedy from the Consultant, whether in law or in equity, in the County's enforcement of the requirements of this Section.

3.6 Payment Terms

A. The County will remit full payment on all undisputed invoices within forty-five (45) days from receipt by the appropriate person(s) of the invoice(s) or receipt of all products or services ordered.

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B. Pursuant to Chapter 218, Florida Statutes, the County will pay interest not to exceed one percent(!%) per month on all undisputed invoices not paid within thirty (30) days after the due date.

C. The County has the capabilities of Electronic Fund Transfer (EFT). List any discounts for prompt payment and/or willingness to accept Electronic Funds Transfer (EFT) and the discount to be applied to such payments. If a prompt payment discount procedure is applicable, the discount shall be taken if the check issue date is within specified time period from date of invoice.

D. County may withhold from any payment monies owed by the Consultant to the Cou.'1ty for any legal obligation beV..x;een the Consultant and the County, includLr1g but not limited to real property taxes, personal property taxes, fees, and commissions.

E. Amount I rate of payment shall be based on Consultant's proposed rate in Tab 7 of Exhibit A.

3. 7 Waiver of Claims After Final Payment

Once the Agreement expires, or final payment has been requested and made, the Consultant shall have no more than thirty (30) calendar days to present or file any claims against the County concerning the Agreement. After that period, the County will consider the Consultant to have waived any right to claims against the County concerning the Agreement.

3.8 Price Redeterminations

Wage Price Redetermination may be requested on the anniversary date of the Agreement. The Consultant shall refer to the Employment Cost Index, Total Compensation, Private Industry, Index Number, and Occupational Group at http://data.bls.gov/PDQ/outside.jsp?survey=ci. The base figure will be tied to Trade, transportation, and utilities under the heading Service Providing Industries.

Minimum Wage Price Redetermination. If the minimum wage increases during the term of the Agreement and any renewal, the Consultant may petition the Director of Purchasing and Contracts for price redetermination for those job categories where the pay to the Consultant's employee(s) is the current minimum wage. The County will grant an increase of exactly the amount of the minimum wage increase (not the percentage increase). The Consultant must increase the pay to the employee(s) by the amount the Consultant has requested, which shall not exceed the amount of the minimum wage increase. The amount paid to the Consultant will be the increase plus any written and documented increase in FICA, Medicare, and Workers' Compensation insurance. The Consultant must supply written documentation of any other increase that is beyond the scope and control of the Consultant. All written documentation must satisfy the reasonable expectations of the Director of Purchasing and Contracts and Internal Auditor.

Example: Minimum wage increases from $7.31 to $7.56 per hour. The Consultant may petition for an increase of $0.25 per hour to be paid to the affected employee(s) and shall provide written and documented cost increases for FICA, Medicare and Workers' Compensation. The resulting increase in costs shall be incorporated into fees/rates billed to the County.

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If the Consultant bills the County at a higher price according to any price redetermination granted by the County, and the Consultant fails to increase the hourly rate paid to the employee for the same period, the Consultant will be considered in default and the Agreement will be immediately terminated.

3.9 Unusual Costs

The Consultant may petition the County at any time for an additional rate adjustment on the basis of extraordinary and unusual changes in the costs of operation that could not reasonably be foreseen by a prudent operator and which, by all reasonable expectations, will continue for at least one (1) year. If the Consultant petitions for such in increase, the Consultant shall also petition for a rate reduction on the basis of extraordina..ry ai1d unusual changes in the costs of operation that could not reasonably be foreseen by a prudent operator and which, by all reasonable expectations, will continue for at least one (!)year; failure to make such petition may be grounds for Agreement termination.

The Consultant's request shall contain substantial proof and justification to support the need for the rate adjustment. The County may request from the Consultant and the Consultant shall provide such further information as may be reasonably necessary in making its determination. The County shall approve or deny the request, in whole or in part, within sixty ( 60) days of receipt of the request and all other additional information required by the County. Any price redetermination shall be solely based upon the documentation provided and the County reserves the right to rescind any price relief granted should the circumstances change and prices decrease.

3.10 Insurance

A. Required Types of Insurance

The Consultant shall purchase and maintain at its own expense, during the term of this Agreement the following types and amounts of insurance with limits no less than those shown below, in the form and from companies satisfactory to the County:

SCHEDULE LIMITS Workers' Compensation Florida Statutory Coverage Commercial General Liability ............ $2,000,000. General Aggregate Premises-Operations ........................... $2,000,000. Products/CompOps Aggregate Products-Completed Operation ........... $1,000,000. Personal/Advertising Injury ............................................................. $1,000,000. Each Occurrence

(The County of Volusia shall be named as an additional insured under all of the above Commercial General Liability coverage.)

Auto Liability ...................................... $1,000,000. CSL All autos-owned, hired or no-owned (Symbol I Coverage)

Professional Liability .......................... $1,000,000. (Errors & Omissions)

1. Minimum underlying coverages shall include Commercial General Liability, Automobile Liability and Workers' Compensation/Employer's

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Liability. (Umbrella liability limit will not be required to be carried by SubConsultants.)

(If the services provided require the disposal of any hazardous or nonhazardous materials off the job site, the disposal site operator must furnish a certificate of insurance for Pollution Legal Liability with coverage for bodily injury and property damage for losses that arise from the facility that is accepting the waste under this Agreement).

2. Umbrella or Excess Liability policies may be used to obtain the total limits of liability required to meet the required limits of coverage stated above. Evidence of such coverage should clearly demonstrate the underlying coverages/policies that are included.

3. Workers' Compensation Insurance. Per Section 3.23, A, Workers' Compensation insurance is required for aii employees of the Consultant, employed or hired to perform or provide work or services under this Agreement or that is in any way connected with work or services performed under this Agreement, without exclusion for any class of employee, and shall comply fully with the Florida Workers' Compensation Law (Chapter 440, Florida Statutes, Workers' Compensation Insurance) and include Employers' Liability Insurance with limits no less than the statutory amount shown above per occurrence.

a. Consultant and its SubConsultants, or any associated or subsidiary company doing work on County property or under this Agreement must be named in the Workers' Compensation coverage or provide proof of their own Workers' Compensation coverage, without exclusion of any class of employee, and with a minimum of the statutory limits per occurrence for Employer's liability coverage. Further, if the Consultant's SubConsultants fail to obtain Workers' Compensation insurance and a claim is made against the County by the uncovered employee of said SubConsultant of the Consultant, the Consultant shall indenmify, defend, and hold harmless the County from all claims for all costs including attorney's fees and costs arising under said employee(s) Workers' Compensation insurance claim(s).

4. Commercial General Liabilitv Insurance. Per Section 3.23, A, Commercial General Liability insurance, with a limit of not less than the amounts shown above with an aggregate limit and per occurrence basis, including coverage for the Consultant's operations, independent Consultants, SubConsultants and "broad form" property damage coverages protecting itself, its employees, agents, Consultants or subsidiaries, and their employees or agents for claims for damages caused by bodily injury, property damage, or personal or advertising injury, products liability/completed operations including what is commonly known as groups A, B, and C (libel, false arrest, slander). Such policies shall include coverage for claims by any person as a result of actions directly or indirectly related to the employment of such person or entity by the Consultant or by any of its SubConsultants arising from work or services performed under this Agreement. Public liability coverage shall include either blanket contractual insurance or a designated contractual liability coverage endorsement, indicating expressly the Consultant's

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contract to indemnify, defend and hold harmless the County as provided in this Agreement. The commercial general liability policy shall be endorsed to include the County as an additional insured. The commercial general liability policy shall provide exclusive coverage for the location or project site where the work or services are to be performed under this Agreement. In the alternative, the commercial general liability policy shall be endorsed to provide the designated aggregate per location endorsement or equivalent on a form approved or requested by the County Risk Manager.

5. Motor Vehicle Liability. Per Section 3.23, A, the Consultant shall secure and maintain during the term of this Agreement, motor vehicle coverage in the split limit amounts of no less thafl the amou.l'lts shown above per person, per occurrence for bodily injury and for property damage or a combined single limit of the amount shown above with "Any Auto", Coverage Symbol 1, providing coverage for all autos operated regardless oi ownership, and protecting itself, its employees, agents or lessees, or subsidiaries and their employees or agents against claims arising from the ownership, maintenance, or use of a motor vehicle.

6. Professional Liability. Per Section 3.23, A, the Consultant shall ensure that it secures and maintains, during the term of this Agreement, Professional Liability insurance with limits of no less than the amount shown above contemplated by this Agreement. Such policy shall cover all the Consultant's or its SubConsultant' s professional liabilities whether occasioned by the Consultant or its SubConsultants, or their agents or employees.

a. If the Consultant fails to secure and maintain the professional liability insurance coverage required herein, the Consultant shall be liable to the County and agrees to indemnify, defend, and hold harmless the County against all claims, actions, losses or damages that would have been covered by such insurance.

b. The Consultant must maintain a retroactive date prior to or equal to the effective date of this Agreement. The Consultant shall purchase a Supplemental Extended Reporting Period ("SERP") with a minimum reporting period of not less than three (3) years in the event a SubConsultant's policy is canceled, not renewed, switched to occurrence form, or any other event which requires a purchase of SERP to cover a gap in insurance for claims which may arise under or related to this Agreement. The Consultant's purchase of the SERP shall not relieve the Consultant of the obligation to provide replacement coverage. In addition, the Consultant shall require that the SubConsultant' s carrier immediately inform the Consultant, the County of Volusia's Risk Management Division, and the Purchasing and Contracts Division of any contractual obligations that may alter its professional liability coverage under this Agreement.

7. Coverage for professional liability shall be provided on an occurrence form or a claims made form with a retroactive date equal to at least the first date of this Agreement and with a three (3) year reporting option beyond the expiration date of this Agreement including any amendments to the Agreement term.

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8. Primary and Excess Coverage. Any insurance required may be provided by primary and excess insurance policies.

B. Insurance Requirements

I. General Insurance Requirements:

a. All insurance policies shall be issued by insurers licensed and/or duly authorized under Florida Law to do business in the State of Florida and all insuring companies are required to have a minimum rating of A- in the "Best Key Rating Guide" published by ~A"'.11. Best & Company, Inc.

b. Approval by County of any policy of insurance shall not relieve Consultant from its responsibility to maintain the insurance coverage required herein for the performance of Work or Services by the Consultant or its SubConsultants for the entire term of this Agreement and for such longer periods of time as may be required under other clauses of this Agreement.

c. Waiver of Subrogation. The Consultant hereby waives all rights against the County and its SubConsultants to the extent of the risk coverage by any insurance policy required hereunder for damages by reason of any claim, demand, suit, or settlement (including workers' compensation) for any claim for injuries or illness of anyone, or perils arising out of this Agreement. The Consultant shall require similar waivers from all its SubConsultants. This provision applies to all policies of insurance required under this Agreement (including Workers' Compensation, and general liability).

d. County Not Liable for Paying Deductibles. For all insurance required by Consultant, the County shall not be responsible or liable for paying deductibles for any claim arising out of or related to the Consultant's business or any SubConsultant performing Work or Services on behalf of the Consultant or for the Consultant's benefit under this Agreement.

e. Cancellation Notices. During the term of this Agreement, Consultant shall be responsible for promptly advising and providing County of Volusia's Risk Management Division and the Purchasing and Contracts Division with copies of notices of cancellation or any other changes in the terms and conditions of the original insurance policies approved by the County under this Agreement within two (2) business days of receipt of such notice or change.

f. For any on-site Work performed by or on behalf of Consultant on County property, the County shall be named as an additional insured or additional named insured subject to review and determination by County's Risk Manager on all policies required under this Agreement except professional liability and workers compensation.

g. Deductibles. Consultants that maintain and administer a self-insured retention or a large deductible program exceeding the insurance

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requirements listed in this solicitation using a formal program to fund either program may submit an exception in accordance with Section 3.9, Questions, Exceptions, and Addenda Concerning RFP #15-P-54JD to be considered for this solicitation.

The request must include a summary of the program's design, funding method, and the program's supporting financial information. If additional information is necessary, the County will request more specific information, which must be provided by the Consultant. The County's Risk Manager will review the information submitted and determine whether the program is acceptable to the County.

Consultant with no formal risk management program in place to manage and fund deductibles or self-insured retentions may not be considered. Subject to County approval, Consultant may obtain a letter of credit in the amount equivalent to the deductible, which shall remain in effect during the term of the Agreement at no additional cost to the County.

C. Proof oflnsurance

1. The Consultant shall be required to furnish evidence of all required insurance in the form of certificates of insurance which shall clearly outline all hazards covered as itemized herein, the amounts of insurance applicable to each hazard, and the expiration dates.

2. The Consultant shall furnish proof of insurance acceptable to the County prior to or at the time of execution of this Agreement and the Consultant shall not commence Work or provide any Service until the Consultant has obtained all the insurance required under this Agreement and such insurance has been filed with and approved by the County. Upon request from the County, the Consultant shall furnish copies of the following types of insurance policies and any changes or amendments thereto, immediately, to the County and County's Risk Management and Purchasing and Contracts Divisions prior to the commencement of any contractual obligations. This Agreement may be terminated by the County, without penalty or expense to County if at any time during the term of this Agreement proof of any insurance required hereunder is not provided to the County.

3. All certificates of insurance shall clearly indicate that the Consultant has obtained insurance of the type, amount and classification required by this Article. No Work or Services by Consultant or its SubConsultants shall be commenced until County has approved these policies or certificates of insurance. Further, the Consultant agrees that the County shall make no payments pursuant to the terms of this Agreement until all required proof or evidence of insurance has been provided to the County. This Consultant may be terminated by the County, without penalty or expense, if proof of any insurance required hereunder is not provided to the County.

4. The Consultant shall file replacement certificates with the County at the time of expiration or termination of the required insurance occurring during the term of this Agreement. In the event such insurance lapses, the

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County expressly reserves the right to renew the insurance policies at the Consultant's expense or terminate this Agreement but County has no obligation to renew any policies.

D. The provisions of this Article shall survive the cancellation or termination of this Agreement.

3.11 Claim Notice

The Consultant shall immediately report in writing to the County's designated representative or agent any incident that might reasonably be expected to result in any claim uJ1der ar1y of the inswance coverage required by t.1iis Agreement. The Consultant agrees to cooperate with the County in promptly releasing reasonable information periodically as to the disposition of any claims, including a resume of claims experience relating to all Consultant operations at the County project site. The designated representative for the County shall be:

County Risk Manager Personnel/Risk Management Division 230 North Woodland Boulevard, Suite 250 DeLand, Florida 32720 Telephone: 386-736-5963 Fax: 386-822-5006

3.12 Limitation of Liability and Indemnification of County

A. The Consultant shall, at its own expense, indemnify, defend, and hold harmless the County and its public officials (elected and appointed), successors and assigns, agents, officers, and employees, from and against all claims of every kind and nature (including losses incurred or suffered in consequences either of bodily injury to a person or damage to property), damages, losses and expenses, including, but not limited to attorney's fees, arising out of or resulting from the performance of this Agreement provided that the claim, damage, loss and expense is caused by any negligent act or omission of the Consultant, or anyone directly or indirectly employed by Consultant, except that the Consultant will not be required to indemnify, defend and hold harmless the County if such claim, damage, loss and expense is the result of the sole negligence of the County, or of anyone directly or indirectly employed by the County or anyone for whose acts the County may be liable.

B. Sovereign Immunity. County expressly retains all rights, benefits and immunities of sovereign immunity in accordance with section 768.28, Florida Statutes (as amended). Notwithstanding anything set forth in any section of this Agreement to the contrary, nothing in this Agreement shall be deemed as a waiver of immunity or limits of liability of the County beyond any statutory limited waiver of immunity or limits of liability which may have been or may be adopted by the Florida Legislature and the cap on the amount and liability of the County for damages, regardless of the number or nature of claims in tort, equity, or contract, shall not exceed the dollar amount set by the legislature for tort. Nothing in this Agreement shall inure to the benefit of any third party

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for the purpose of allowing any claim against the County, which claim would otherwise be barred under the doctrine of sovereign immunity or by operation of law.

C. Infringement Claim.

I. For all licensed software or derivate works of the licensed software used by County under the resulting Agreement, Consultant agrees to protect, defend, indemnify, and hold harmless County, its agents, elected officials and employees of County from and against any and all claims, demands, actions, and causes or action which may arise asserting that all or any part of Consultant's licensed software or applications that are owned and licensed by Consultant to County for use .. thereof by County, infringes or misappropriates any third party's valid state patent, copyright, trademark, or any trade secret protected under United States faw.

2. In the event of an infringement claim, Consultant shall have the option: (i) to procure for County the right to continue using any product or service found to be infringing; (ii) to replace any such infringing product or service with a noninfringing product or service; or (iii) to modify such infringing product or service to make it non-infringing. Consultant shall have no obligation under this Section, Limitation of Liability and Indemnification of County, ifthe infringement claim is based upon the use of the system in combination with other hardware or software applications not furnished by Consultant, or if such a claim arises from County's modification of the system without the authorization of Consultant.

3.13 Damages

The Consultant shall be responsible and accountable for direct damages caused by the actions or inaction of its employees, staff, or SubConsultants. There are no limitations to the liability for direct damages. The parties expressly waive and release the other party from and against any and all consequential damages arising from or relating to this Agreement. Nothing herein shall be construed as limiting the applicability or amount of any insurance policy required by this Agreement.

3.14 Force Majeure

Neither party shall be liable for any failure or delay in the performance of its obligations under the Agreement to the extent such failure or delay necessarily results from the occurrence of a Force Majeure Event beyond the control or reasonable anticipation of either party, including, but not limited to, compliance with any unanticipated government law or regulation not otherwise in effect at the time of execution of this Agreement, acts of God, unforeseeable governmental acts or omissions, fires, strikes, natural disasters, wars, riots, transportation problems, and/or any other unforeseeable cause whatsoever beyond the reasonable control of the parties (and such cause being referred to as a "Force Majeure Event"). Accordingly, the parties further agree that:

A. Upon the occurrence of Force Majeure Event, the non-performing party shall be excused from any further performance of those obligations under this Agreement that are affected by the Force Majeure Event for as long as (a) the Force Majeure Event continues; and (b) the non-performing party continues to use commercially reasonable efforts to recommence performance whenever and to whatever extent possible without delay.

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B. Upon the occurrence of a Force Majeure Event, the non-performing party shall notify the other party of the occurrence of such event and describe in reasonable detail the effect(s) of such event upon the party's performance of its obligations and duties pursuant to this Agreement. Such notice shall be delivered or otherwise communicated to the other party within two (2) business days following the failure or delay caused by the Force Majeure Event, or as soon as possible after such failure or delay if the Force Majeure Event precludes the non-performing party from providing notice within such time period.

C. In the event of a Force Majeure Event, the time for performance by the parties shall be extended for a period of time equal to the time lost by reason of such cause through. execution of a Change Order pursuant to the terms of the i\greement.

3.15 Compliance with Regulations (FTA)

Respondents must be in compliance with applicable Federal Transit Administration (FTA) regulations as indicated in the FTA Master Agreement and Best Practices Procurement Manual, Florida Statutes, Chapter 427, part 1 and the Florida Department of Transportation Rule Chapter 14-90. Respondents shall provide all requested information for State and Federal Reporting requirements in a timely manner. These documents can be found on the Internet at:

http://www.fta.dot.gov/librarv/admin/B PP M/appAl .html http://www.leg.state.us/statutes/ http://www.fta.dot.gov/fta/library/ admin/BPPM/appA I .html

3.16 Compliance with Laws and Regulations

Consultant shall be responsible to know and to apply all applicable federal, state, and local laws, ordinances, rules, regulations, and all orders and decrees of bodies or tribunals having jurisdiction or authority which in any manner affect the work, or which in any way affect the conduct of the work. Consultant shall always observe and comply with all such laws, ordinances, rules, regulations, orders, and decrees. The Consultant shall protect and indemnify the County and all its officers, agents, servants, or employees against any claim or liability arising from or based on the violation of any such law, ordinance, rule, regulation, order, or decree caused or committed by Consultant, its representatives, sub-Consultants, professional associates, agents, servants, or employees.

Consultant must hold the required licensure to be the prime Consultant for all work to be performed under this RFP. If any Consultant proposes to use a sub-Consultant to perform any work under this RFP, such sub-Consultant shall, at the time of submittal, hold the required licensure for all work to be performed under this Agreement as a SubConsultant and shall maintain such license(s) in full force and effect during the term of the Agreement. All licenses and permits required to perform Consultant's duties under this RFP, whether such license or permit is required by the federal government, State of Florida, Volusia County, or any municipality, shall be at each Consultant's sole cost and expense, and shall not be a cost of the County. All required licenses and permits shall be maintained in full force and effect during the term of the Agreement. Compliance with Federal E-Verify Regulations

The Consultant shall utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the Consultant on or after the effective date of this Agreement and thereafter during the remaining term

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of the Agreement, including SubConsultants. Any subcontract entered into by Consultant with any SubConsultant performing work under this Agreement shall include the following language: "The SubConsultant shall utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the Consultant on or after the effective date of this Agreement and thereafter during the remaining term of the Agreement." The Consultant covenants and agrees that if it is found in violation of this section or the Executive Order, such violation shall be a material breach of this Agreement and Consultant shall indemnify, defend and hold harmless the County from any fines or penalties levied by a government agency, including the loss or repayment of grant funds by the County.

3.17 Termination

A. The Agreement may be terminated by either party upon the material breach by the other party if such breach is not cured within thirty (30) days written notice from the non-breacl1ing party.

B. County may terminate the Agreement for convenience or non-appropriation upon at least thirty (30) calendar days' prior written notice to Consultant.

C. The Consultant may cancel the Agreement with one-hundred eighty (180) days written notice to the Director of Purchasing and Contracts. Failure to provide proper notice to the County may result in the Consultant being barred from future business with the County.

D. After Consultant's receipt of a notice of termination pursuant to Paragraph A above (or to the extent Consultant has not cured a material breach within thirty (30) days notice from County), and except as otherwise directed by the County, the Consultant shall:

1. Stop work under the Agreement on the date specified in the notice of termination.

2. Place no further orders or subcontracts for materials, services or facilities.

3. Terminate all orders and subcontracts to the extent that they relate to the performance of work or services terminated by the notice of termination.

4. With the approval of the County and to the extent required by the County, settle all outstanding liabilities and all claims arising out of such termination of orders and subcontracts.

E. After receipt of a notice of termination, the Consultant shall submit to the County a claim for final amounts owed by County (which shall included without limitation all amounts due for work or services performed through the date of termination), in the form and with a certification as prescribed by the County. Such claim shall be submitted promptly but in no event later than thirty (30) days from the effective date of termination, unless one or more extensions in writing are granted by the County, upon request of the Consultant made in writing within such thirty (30) days period or authorized extension thereof. Upon failure of the Consultant to submit its claim within the time allowed, the County may determine on the basis of information available to it, the amount, if any, due to the Consultant by reason of the termination and shall thereupon pay to the Consultant

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the amount so determined. In the event County terminates for convenience or non-appropriation, Consultant shall not be obligated to refund to County any prepaid fees.

F. Non-Appropriation. The resulting Agreement may be terminated by the County or Consultant if the County does not appropriate the funding in any fiscal year necessary to pay the compensation set forth in the Agreement.

G. In the event that the Agreement is terminated by the County or Consultant for non-appropriation, Consultant shall be paid in accordance with the terms of the Agreement. Consultant shall be paid (a) to the date of termination on a prorated basis for any task and deliverable designated for payment on the payment milestone schedule that was started but not completed and/or (b) for any work or deliverable that has been completed but not yet been paid. County's obligation to pay Consultant under this section is limited to the budgeted amount for the fiscal year approved by the Volusia Count"y Council for the tl1en CUlTent fiscal year of the Agreement. Consultant shall have no right to compel the Volusia County Council to appropriate funds for any fiscal year to pay the compensation.

H. Upon being notified of County's election to terminate for default of Consultant, non-appropriation or convenience, Consultant and its SubConsultants shall refrain from performing further work or incurring additional expenses under the terms of the resulting Agreement which is not specifically authorized in the notice of termination.

I. If termination of the resulting Agreement occurs for any reason:

1. Except as otherwise provided in the Agreement, Consultant shall return to the County, or destroy, all County confidential information in Consultant' possession and shall certify the destrnction or return of said information in a written document signed by the duly authorized representative of the Consultant that all such information has been destroyed or returned, provided that Consultant shall be permitted to retain an archival copy of any such confidential information (provided it continues to maintain the confidentiality of such as prescribed herein) to the extent necessary to have a record of the work or service performed hereunder.

2. For all undisputed outstanding invoices submitted to the County for Work completed or deliverables delivered prior to the effective date of the termination, the County shall cause payments to be made to Consultant within forty-five (45) days of receipt of invoice. Consultant shall invoice the County for any sums Consultant claims to be owed by County under the resulting Agreement for work performed from the last invoice to the effective date of termination. County shall review such invoice for payment within fifteen (15) days of receipt and County shall pay any undisputed amount within forty-five ( 45) days, subject to the terms of the Agreement. Any disputed amounts on any invoices shall be subject to the dispute resolution process set forth in the Agreement.

J. In the event of termination by the County for non-appropriation, for all items or products ordered by Consultant before receipt by Consultant of the Notice of Termination which Consultant could not cancel without imposition of a fee, the County shall cause payments to be made to Consultant within forty-five ( 45) days

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of receipt of an undisputed invoice for all cancellation, restocking or residual fees resulting from the cancellation or return of third party products ordered from or shipped by the vendor thereof prior to the effective date of the termination.

3.18 Right to Require Performance

A. The failure of the County at any time to require performance by the Consultant of any provision hereof shall in no way affect the right of the County thereafter to enforce same, nor shall waiver by the County of any breach of any provision hereof be taken or held to be a waiver of any succeeding breach of such provision or as a waiver of any provision itself.

B. In the event of failure of the Consultant to deliver services in accordance with the Agreement terms and conditions, the County, after due written notice, may procure the services from other sources and hold the Consultant responsible for any resulting additional purchase and administrative costs. This remedy shall be in addition to any other remedies that the County may have.

3.19 Assignment

Consultant may not assign or otherwise convey Consultant's rights and/or obligations under this Agreement without first providing County with a processing fee of Five Hundred Dollars (US $500.00) and obtaining County's prior written consent, which consent County may withhold, limit and/or condition in County's sole discretion. Any consent by the County under this section shall be by written amendment to the Agreement in a form and substance specified by the County in its sole discretion. If Consultant desires to assign or otherwise convey its rights and/or obligations under this Agreement, Consultant shall, no less than one hundred twenty (I 20) days prior to the assignment's proposed effective date, provide County with a written request for County's consent.

Failure by the Consultant to obtain the County's consent in accordance with this section prior to assignment or other conveyance shall: I) constitute a material breach of the Agreement; and 2) entitle the County to retain any and all legal rights, claims and defense to enforce this section, including, but not limited to, injunctive, declaratory, damages and attorney's fees and costs. Payment of any sum by the County in accordance with the Agreement to the Consultant or any person or entity prior to the Consultant obtaining the County's consent to the assignment shall not constitute a waiver of the rights of the County under this section.

Nothing herein shall preclude the right of the County to waive its rights under this section but no waiver shall be granted by the County without amendment to the Agreement. The Consultant is hereby placed on notice that the County may demand a discount of up ten percent (I 0%) from those rates or compensation for the goods or services established in the Agreement as a condition to execution of the amendment.

3.20 Records & Right to Audit

The Consultant shall maintain such financial records and other records as may be prescribed by the County or by applicable federal and state laws, rules, and regulations. The Consultant shall retain these records for a period of three (3) years after final payment, or until an audit by the County has occurred and the County has given notice to

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the Consultant that the audit is complete, whichever event occurs first. These records shall be made available during the term of the Agreement and the subsequent three (3) year period for examination, transcription, and audit by the County, its designees, or other entities authorized by law.

3.21 Incurred Expenses

This Agreement does not commit the County of Volusia to issue a Notice to Proceed a Agreement, nor shall the County of Volusia be responsible for any costs or expenses which may be incurred by Consultant in preparing and submitting a proposal in response to the RFP that led to this Agreement, or any cost or expense incurred by Consultant except as otherwise provided in the Agreement.

3.22 Safety

The Consultant shall take the necessary precautions and bear the sole responsibility for the safety of the methods employed in performing the work. The Consultant shall at all times comply with the regulations set forth by federal, state, and local laws, rules, and regulations concerning "OSHA" and all applicable state labor laws, regulations, and standards. The Consultant shall indemnify and hold harmless the County from and against all liabilities, suits, damages, costs, and expenses (including attorney's fees and court costs) which may be imposed on the County because of the Consultant, SubConsultant, or supplier's failure to comply with the regulations.

3.23 Consultant's Personnel

The Consultant shall be responsible for ensuring that its employees, agents, and SubConsultants comply with all applicable laws and regulations and meet all federal, state, and local requirements related to their employment and position.

By submission of a proposal, each Consultant certifies that it does not knowingly or willingly and will not during the performance of the resulting Agreement employ illegal alien workers (i.e., non-U.S. citizens who have not been issued valid, appropriate, and current non-immigrant work visas, Form I-55ls, or other similar governmental documentation necessary to authorize such persons to reside and perform compensated work or services, whether temporarily or permanently, within the United States) or otherwise violate the provisions of the Federal Immigration Reform and Control Act of 1986, as amended.

During the performance of the Agreement, the Consultant shall agree to the following:

• The Consultant shall not discriminate against any employee or applicant for employment because of race, religion, color, sex, age, handicap, or national origin, except when such condition is a bona fide occupational qualification reasonably necessary for the normal operations of the Consultant. The Consultant agrees to post in conspicuous places, visible to employees and applicants for employment, notices setting forth the provisions of this nondiscrimination clause.

• The Consultant, in all solicitations or advertisements for employees placed by or on behalf of the Consultant, shall state that such Consultant is an Equal Opportunity Employer.

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Notices, advertisements, and solicitations placed in accordance with federal law, rule, or regulation shall be deemed sufficient for the purpose of meeting the requirements of this Section.

The Consultant shall include the provisions of the foregoing paragraphs above in every subcontract or purchase order so that the provisions will be binding upon each SubConsultant.

The Consultant and any SubConsultant shall pay all employees working on the Agreement not less than minimum wage specified in the Fair Labor Standards Act (29 CFR 510-794), as amended.

Any information concerning the County, its products, services, personnel, policies, or any other aspect of its business learned by the Consultant or personnel furnished by the Consultant in the course of providing services pursuant to the Consultant, shall be held in confidence and shall not be disclosed by the Consultant or any employee or agents of the Consultant or personnel furnished by the Consultant, without the prior written consent of the County.

3.24 Disadvantaged Business Enterprise Program

The County Council has adopted policies which assure and encourage the full participation of Disadvantaged Business Enterprises (DBE) in the provision of goods and services. The County encourages joint ventures between majority-owned firms and qualified disadvantaged I minority I women-owned firms.

3.25 County/Consultant Relationship

Consultant shall provide the services required herein strictly under a contractual relationship with the County and is not, nor shall be, construed to be an agent or employee of the County. As an independent contractor, the Consultant shall pay any and all applicable taxes required by law; shall comply with all pertinent Federal, State, and local statutes including, but not limited to, the Fair Labor Standards Act, the Americans with Disabilities Act, the Federal Civil Rights Act, and any and all relevant employment laws. The Consultant shall be responsible for all income tax, FICA, and any other withholdings from its employees or SubConsultant's wages or salaries. Benefits for same shall be the responsibility of the Consultant including, but not limited to, health and life insurance, mandatory social security, retirement, liability/risk coverage, and worker's and unemployment compensation.

The independent Consultant shall hire, compensate, supervise, and terminate members of its work force; shall direct and control the manner in which work is performed including conditions under which individuals will be assigned duties, how individuals will report, and the hours individuals will perform.

3.26 Non-Exclusive

The County reserves the right to make multiple awards based on experience and/or qualifications of respondents to the solicitation giving rise to this Agreement and to award only a portion of the items and/or services specified, if deemed to be in the County's best interest. The County shall have sole discretion as to when and to whom to

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issue a Notice to Proceed for any particular Incident(s) and Consultant is not guaranteed to receive any minimum quantity of Work under this Agreement.

3.27 Use ofCouuty Logo

The County owns and retains all proprietary rights in its logos, trademarks, trade names, and copyrighted images (Intellectual Property). Nothing in this Agreement permits or shall be construed as authorizing Consultant to use or display County's Intellectual Property on Consultant's letterhead, signage, advertisements, vehicles, uniforms, employee identification, or in any other manner without the express written consent of County.

3.28 Licenses and Certificates

A. The County reserves the right to require proof that Consultant is an established business and is abiding by the ordinances, regulation, and !av.rs of its community and the state of Florida, such as but not limited to: Business Tax Receipts, business licenses, Florida sales tax registration, Federal Employers Identification Number; and

B. The Consultant shall be required, upon notification of recommendation of award, to register with the Florida Department of State Division of Corporations at www.sunbiz.org in order to provide services under the Agreement.

C. If a license is required, the Consultant shall be licensed to perform the required work in accordance with the laws of the State of Florida and local ordinances. Consultant shall also verify that their SubConsultants are licensed to perform the work in accordance with the laws of the State of Florida and local ordinances.

D. Failure to maintain these requirements shall be cause for immediate termination of the Agreement.

3.29 Venue and Governing Law

All legal proceedings brought in connection with the Agreement executed for the services provided as award under this RFP Contract shall only be brought in a state or federal court located in the State of Florida. Venue in state court shall be in Volusia County, Florida. Venue in federal court shall be in the United States District Court, Middle District of Florida, Orlando division. Each Consultant agrees to submit to the personal jurisdiction of these courts for any lawsuits filed there against Respondent. In the event of a legal proceeding, the action shall be by non-jury trial for the adjudication of such suit.

All questions concerning the validity, operation, interpretation, construction and enforcement of any terms, covenants or conditions of this Contract shall in all respects be governed by and determined in accordance with the laws of the State of Florida without giving effect to the choice of law principles thereof and unless otherwise preempted by federal law.

3.30 Notice

All notice required under this Agreement shall be in writing and shall be sent by certified United States Mail or national parcel service, postage prepaid, return receipt requested, or by hand-delivery with a written receipt of delivery, addressed to the party for whom it is

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intended at the place last specified. The place for giving notice shall remain the same as set forth herein until changed in writing in the manner provided in this section. For the present, the parties designate the following:

Director of Purchasing & Contracts

123 W. Indiana Avenue DeLand, FL 32720 Phone (386) 736-5935 Fax (386) 736-5972

3.31 Entire Agreement

Copy to: County Attorney

123 W. Indiana Avenue DeLand, FL 32720 Phone (386) 736-5950 Fax (386) 736-5990

Additional Copy to:

Public Works 123 W. Indiana Avenue DeLand, Florida 32720 Phone (386) 736-5965

This Agreement, together with any exhibits, schedules, attachments and amendments thereto, and constitute the entire Agreement between County and Contractor and supersede all prior written or oral understandings.

IN WITNESS WHEREOF, the parties have made and executed this Agreement, the day and year first below written.

CONTRACTOR COUNTY

By: By: Name: Title:

Attest: --l-~-!,....J.-....:::: _____ _ Name:....:::.:::.:i:.:::.ll~~~a~r~a;:;_,..-.,.-----Title: ts Administrator

County Council Meeting Date: 5/7/2015

Exhibit A-Consultant's Proposal

Page 31of31

es . nn~en

County Mi111$ger ._c,,;.-, __ - 1:1

\

. C'. ,..

Volusia County, Florida

Debris Managment ServicesRFP #15-P-54JD

Proposal | March 2015

Cover Original.indd 1 3/25/2015 4:49:49 PM

EXHIBIT A

Table of Contents

TABLE OF CONTENTS

Respondent’s Profile and Submittal Letter ......................................................................................... SECTION 1 Corporate Resolution

Corporation Good Standing Status

State of Florida Good Standing Certificate

Proposal Form ....................................................................................................................................... SECTION 2

References ............................................................................................................................................. SECTION 3 Letters of reference

Financial Statement .............................................................................................................................. SECTION 4 Form 10-K

Forms ..................................................................................................................................................... SECTION 5 Business Tax Receipt (not applicable)*

Insurance

Conflict of Interest Form

Taxpayer Identification Number and Certification Form

Addenda

Drug-free Work Place Form

Certification Regarding Debarment Form

Staffing Plan .......................................................................................................................................... SECTION 6

Price Sheet ............................................................................................................................................ SECTION 7

Technical Approach .............................................................................................................................. SECTION 8

Qualifications ........................................................................................................................................ SECTION 9 Résumés

*Upon request, Tetra Tech will provide a copy of its Maitland business tax receipt.

March 26, 2015

Tetra Tech, Inc. 2301 Lucien Way, Suite 120, Maitland, FL 32751

Tel 321-441-8500 Fax 321-441-8501 tetratech.com 1

Ms. Jennifer Ditslear County of Volusia, Florida Purchasing and Contracts Office, Room 302 123 West Indiana Avenue, 3rd Floor Deland, Florida 32720-4608

Subject: RFP # 15-P-54JD – Disaster Management Services

Dear Ms. Ditslear and the Members of the Evaluation Committee,

Tetra Tech, Inc.1, (Tetra Tech) is pleased to submit the enclosed proposal to continue to provide disaster management, monitoring, oversight, and recovery services to Volusia County (County). Tetra Tech is a leading provider of consulting, engineering, and technical services worldwide and supports government and commercial clients by providing innovative solutions to complex problems focused on water, environment, energy, infrastructure, and natural resources. Our team of disaster recovery experts offers a unique integration of mitigation, emergency preparedness and planning, and disaster response and recovery management services, providing end-to-end solutions for the County. Our team is a recognized leader in disaster response and recovery and is well suited to assist the County for the following reasons:

Knowledge of and Experience with Volusia County. Since 2007, Tetra Tech has held Volusia County’s contract for disaster debris monitoring services. Our knowledge gained while planning and working with the County allows Tetra Tech to provide an efficient and cost-effective disaster recovery clean-up with no learning curve. The established working relationship shared by Volusia County and our team provides Tetra Tech with an in-depth understanding of the services the County will require following a disaster event. Following the 2007 Groundhog Day Tornadoes in Central Florida, our team successfully managed the County’s debris removal program, where we monitored the collection and disposal of over 135,000 cubic yards (CYs) of debris. This event provided a valuable opportunity for Tetra Tech’s team members to work with the County. Tetra Tech has continued to build upon this experience by meeting with the County annually to discuss changes in public assistance guidance and planning for debris operations. Based on this understanding, Tetra Tech has the qualifications and expertise necessary to support the County following a disaster.

Unmatched Florida Disaster Response and Recovery Efforts. Our team has assisted numerous communities in Florida with response and recovery efforts following Hurricanes Charley, Frances, Jeanne, Ivan, Dennis, Katrina, and Wilma. Our team has been called upon by Clay, Collier, Escambia, Lake, Miami-Dade, Monroe, Polk, Santa Rosa, Sarasota, and Volusia Counties as well as the Cities of Boca Raton, Fort Lauderdale, Marathon, Naples, Orlando, Pembroke Pines, Pensacola, Plantation, and Sarasota to provide debris monitoring services and grant application, administration, and management. Since 2004, our team has monitored the collection and removal of almost 30 million CYs of debris in Florida. Tetra Tech is proud of our experience in Florida and is committed to successfully managing all phases of debris removal for our clients following a debris-generating event.

History of Supporting Clients Through All Phases of the Disaster Recovery Life Cycle. Our team has successfully assisted over 300 local and state government clients across the nation with planning for and recovering from natural and human-caused disasters and has extensive experience successfully managing multiple disaster response and recovery operations across the United States simultaneously. Our firm will mobilize an immediate and effective response team to restore the County’s normal operations as quickly as

1 The BDR Division is now Tetra Tech, Inc.

TETRA TECH 2

possible. Our staff of industry experts will apply the necessary project controls to efficiently document and complete fieldwork and provide follow-up support, including appeal development and closeout audit support months—and in some cases, years—after the completion of field work.

Nationally Recognized Leader in Disaster Debris Monitoring. Since 2004, our team has assisted more local governments with debris monitoring efforts following debris-generating disasters than any other firm in the nation. We have served as the ground-zero debris monitoring consultant for many clients affected by our nation’s most catastrophic natural disasters, including Escambia County, Florida (Hurricane Ivan); the City of Houston, Texas (Hurricane Ike); the City of New Orleans, Louisiana (Hurricane Katrina); Miami-Dade County, Florida (Hurricane Wilma); the State of Connecticut (Winter Storm Alfred); the State of New Jersey (Hurricane Sandy); and Boulder County, Colorado (Flooding). Collectively, our team has overseen and managed the recovery of over 69 million CYs of debris on behalf of over 300 public sector clients, resulting in excess of $3.5 billion in reimbursable costs to our clients from the Federal Emergency Management Agency (FEMA), state regulatory agencies, the Federal Highway Administration, and the Natural Resources Conservation Service.

RecoveryTrac™ Automated Debris Management System (ADMS) Technology. RecoveryTrac™ allows our staff to monitor and manage a recovery effort electronically, increasing productivity while decreasing fraud, human error, and cost to the County. RecoveryTrac™ will give the County real-time debris collection tracking that provides accurate and timely reporting to County stakeholders. RecoveryTrac™ was designed to provide real-time data on missed pickups, damage caused by debris haulers, waypoints for each pile of debris picked up, and street-level pass maps, which will meet the unique data needs of Volusia County. Within the past three years, our team has successfully implemented the use of RecoveryTrac™ on all of our 19 projects completed in this time frame. These clients have included Blount and Limestone Counties, Alabama (2014 Tornado); State of South Carolina (Winter Storm Pax); City of Augusta, Georgia (Winter Storm Pax); Boulder County, Colorado (2013 Flooding); the City of Rapid City, South Dakota (Ice Storm); City of Sioux Falls, South Dakota (Ice Storm); the New Jersey Department of Environmental Protection (Hurricane Sandy); the Borough of Sayreville, New Jersey (Hurricane Sandy); St. John the Baptist Parish, Louisiana (Hurricane Isaac); and the City of Houston, Texas (Severe Drought).

FEMA Reimbursement Experts. Tetra Tech maintains a staff of reimbursement experts who have recovered millions of dollars of eligible FEMA Public Assistance (PA) reimbursement costs incurred by our clients. A key member of our team is Mr. Dick Hainje, former regional administrator of FEMA Region VII. As regional administrator of Region VII, Mr. Hainje led Region VII through 60 presidentially declared disasters in Kansas, Iowa, Nebraska, and Missouri and assisted Region IV with the 2004 Florida hurricane FEMA response. Mr. Hainje frequently meets with local government officials and FEMA Region IV on matters related to reimbursement policies.

Tetra Tech would be honored to continue to serve as the County’s debris monitoring services provider. We are fully prepared to continue to provide the high quality service the County expects. For questions regarding this response, please feel free to contact the representatives listed below.

Technical representative: Mr. Ralph Natale 2301 Lucien Way, Suite 120, Maitland, FL 32751 (407) 580-8184 | [email protected]

Contractual representative: Ms. Betty Kamara 2301 Lucien Way, Suite 120, Maitland, FL 32751 (407) 803-2551 | [email protected]

Sincerely, Tetra Tech, Inc. Jonathan Burgiel Vice President

Section 1: Respondent’s Profile

1-1

1. BRIEF HISTORY Tetra Tech, Inc.1, (Tetra Tech) is a leading provider of consulting, engineering, and technical services worldwide. Founded in 1966, Tetra Tech is one of the leading firms in the nation in the field of disaster management and homeland security, with millions of dollars in revenue coming from contracts in such diverse areas as infrastructure hardening and protection; disaster recovery; emergency management, planning, and preparedness; community resilience; disaster recovery; and grant management. Tetra Tech supports government and commercial clients by providing innovative solutions to complex problems focused on water, environment, energy, infrastructure, and natural resources. With 14,000 employees in over 300 offices worldwide, Tetra Tech's capabilities span the entire project life cycle.

Our record of success includes serving over 250 state and local government clients in response to over 40 presidential disaster declarations over the last decade. In total, our team has successfully managed the removal of and reimbursement for over 69 million CYs of debris as well as the demolition of over 5,000 uninhabitable residential and commercial structures. Our team has obtained over $3.5 billion in reimbursement funds for our clients from federal agencies such as FEMA, FHWA, and the NRCS.

As a result of our successful performance on past projects, our staff members are national leaders in providing management and support documentation following a disaster debris-generating event.

2. ORGANIZATIONAL STRUCTURE

Tetra Tech is organized into three primary business units and operates from 300 offices worldwide, with regional emergency management/homeland security consultants located in Texas and throughout the U.S. This project will be led by Emergency Management and Community Resilience division of Tetra Tech. Exhibit 1-1 provides an organization chart for our company.

Exhibit 1-2: Tetra Tech Organizational Chart

1 The BDR Division is now Tetra Tech, Inc.

Section 1: Respondent’s Profile

1-2

3. DESIGNATION OF LEGAL ENTITY Tetra Tech was incorporated in the State of Delaware. Our current status confirmation pulled from the State of Delaware official website is enclosed at the end of this section.

File Number: 2151089 Incorporation Date: 02/04/1988 Entity Name: Tetra Tech, Inc. Status: Good Standing

4. FLORIDA DEPARTMENT OF STATE CERTIFICATION

Tetra Tech is authorized to perform business in the State of Florida. Enclosed at the end of this section is our good standing certificate from the State of Florida.

5. OWNERSHIP INTERESTS Tetra Tech, Inc. was founded in 1966 and remained so until it became a publicly traded company listed on the New York Stock Exchange in 1991.

Like any large company, Tetra Tech has carried out periodic internal reorganizations to execute our strategy more efficiently, reduce waste and redundancy, or bring similar technical or customer expertise under singular management. Such reorganizations have resulted in better and/or more efficient customer support, increased collaboration of expertise, increased financial efficiencies, and a more effective strategic focus in our business areas. We are unaware that any internal reorganization has negatively impacted any customer work, contract obligations, or our ability to bid and perform new work.

6. ACTIVE BUSINESS VENUES As of March 25, 2015, Tetra Tech has conducted its operations in more than 300 offices worldwide. A full list or additional information regarding specific locations can be provided upon request.

7. PRESENT STATUS AND DIRECTION Tetra Tech is a leading provider of consulting, engineering, and technical services worldwide. We are a diverse company, including individuals with expertise in science, research, engineering, construction, and information technology. Our strength is in collectively providing integrated services—delivering the best solutions to meet our clients' needs.

Tetra Tech’s innovative, sustainable solutions help our clients address their water, environment, energy, infrastructure, and resource management challenges. We are proud to be home to leading technical experts in every sector and to use that expertise throughout the project life cycle. Our commitment to safety is ingrained in our culture and at the forefront of every project.

Our mission is to be the premier worldwide consulting, engineering, and construction firm.

SECTION 1

Corporate Resolution

CERTIFICATE TETRA TECH, INC.

I hereby certify to you that I am the duly elected and qualified Senior Vice President, General Counsel and Secretary of Tetra Tech, Inc., a Delaware corporation (the "Company"), and that, as such, I am authorized to execute this Certificate on behalf of the Company. I further certify to you on behalf of the Company that:

The Company's Board of Directors has approved a Signature Approval Authority Matrix pursuant to which authority is delegated to specified individuals to execute contracts for and on behalf of the Company. In accordance with the Signature Approval Authority Matrix, and the delegation provisions thereunder, the following individuals are authorized and empowered, in the name of the Company, to execute a time and materials contract:

Name Title Authority

Ronald J. Chu Group President Time and materials contracts with a value of up to $50 million

Roger R. Argus President, EMI Division Time and materials contracts with a value of up to $25 million

Anselma F. Dutka Controller, EMI Division Time and materials contracts with a value of up to $3 million

Jonathan J. Burgiel VP/Operations Manager, EMI Division Time and materials contracts with a value of up to $1 million

IN WITNESS WHEREOF, I have hereunto set my hand as of this 11th day of September,

2014.

NOTARY:

SECTION 1

Evidence of Corporate Good Standing

Department of State: Division of Corporations

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Entity Details

File Number: 2151089Incorporation

Date / Formation Date:

02/04/1988(mm/dd/yyyy)

Entity Name: TETRA TECH, INC.

Entity Kind: CORPORATION Entity Type: GENERAL

Residency: DOMESTIC State: DE

Status: GOOD STANDING Status Date: 07/31/2013

REGISTERED AGENT INFORMATION

Name: THE CORPORATION TRUST COMPANY

Address: CORPORATION TRUST CENTER 1209 ORANGE ST

City: WILMINGTON County: NEW CASTLE

State: DE Postal Code: 19801

Phone: (302)658-7581

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Page 1 of 1Division of Corporations - Online Services

3/25/2015https://delecorp.delaware.gov/tin/controller

SECTION 1

State of Florida Good Standing Certificate

State of FloridaDepartment of State

I certify from the records of this office that TETRA TECH, INC. is a Delawarecorporation authorized to transact business in the State of Florida, qualified onApril 28, 1988.

The document number of this corporation is P19034.

I further certify that said corporation has paid all fees due this office throughDecember 31, 2015, that its most recent annual report/uniform business reportwas filed on January 7, 2015,, and that its status is active.

I further certify that said corporation has not filed a Certificate of Withdrawal.

Given under my hand and theGreat Seal of the State of Floridaat Tallahassee, the Capital, thisthe Twenty-fifth day of March,2015

Tracking Number: CU4501686020

To authenticate this certificate,visit the following site,enter this number, and thenfollow the instructions displayed.

https://services.sunbiz.org/Filings/CertificateOfStatus/CertificateAuthentication

https://services.sunbiz.org/Filings/CertificateOfStatus/CertificateAuthentication


___________________, 2015

5.0 PROPOSAL FORM

TO: County of Volusia, Florida Office of Purchasing and Contracts Director 123 W. Indiana Avenue, 3rd Floor DeLand, FL 32720-4608 The undersigned hereby declare(s) that [firm name] ____________________________________ has carefully examined the specifications to furnish:

DEBRIS MANAGEMENT SERVICES for which proposals were advertised to be received no later than 3:00 p.m., local time, on Thursday, March 26, 2015, and further declare that [firm name] ____________________________________ will furnish the Debris Management Services according to specifications. The County reserves the right to negotiate with the award vendor(s) for additional items similar

in nature not known at time of closing.

The following information is required in order to be granted a price redetermination. Assuming that the prices quoted include costs for vehicles, maintenance, repair, insurance, fuel, wages, materials, overhead, operating expenses, etc., what percentage of the rate is directly attributed to the cost of wages? ..........................................................................................______% It is the responsibility of the respondent to ensure that all information has been provided in the response to this RFP per 4.0, Submittal Requirements, Tabs 1-9.

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Tetra Tech, Inc.

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6.0 REFERENCES

Agency #1

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Hampton County, South Carolina

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Barnwell County, South Carolina

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St. John the Baptist Parish, Louisiana

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57 Wall Street

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Barnwell, SC 29812

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Roger Riley

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[email protected] (803) 541-2013

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February 2014 – June 2014

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Disaster Debris Program Management Winter Storm Pax

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The use of our ADMS, RecoveryTracTM, enabled our staff to maximize field efficiency while allowing the County’s debris hauler to operate at maximum capacity. This allowed the majority of the debris collection to occur during the first 30 days following the incident period and made it possible for Barnwell County to take advantage of the increased federal funding available under the Sandy Recovery Improvement Act sliding scale.

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August 2012 – September 2013

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Natalie Robottom

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LaPlace, LA 70068

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Operationally, Tetra Tech worked with Parish officials and its debris hauler to establish protocols for right-of-way (ROW) and hazardous waste debris removal; identify, permit, and open TDSRS; schedule daily debris removal; and provide accurate daily reports. In addition, Tetra Tech worked closely with representatives from FEMA to develop a disaster-specific strategy to collect the overwhelming amounts of construction and demolition from private property that was a result of the storm. Finally, SAIC’s successful use of our proprietary automated debris monitoring system (ADMS) allowed us to document the debris removal as accurately and cost effectively as possible.

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Disaster Debris Program Management Hurricane Isaac

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Susanne D. Peeples

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703 2nd Street West

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Hampton, SC 29924

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Tetra Tech supported the County with a small debris mission that resulted in the clean-up of over 15,500 cubic yards of debris in just under two weeks. Tetra Tech provided a dedicated project team that supported the County’s needs and expedite recovery.

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6.0 REFERENCES

Agency #1

Address

City, State, ZIP

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Date(s) of Service

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Comments:

Agency #2

Address

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Address

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Date(s) of Service

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CONTINUED

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Clay County, Florida

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Disaster Debris Monitoring and Recovery Services Tropical Storm Debby

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Alan Altman

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Immediately upon a notice to proceed, Tetra Tech had deployed a full support team to assist with staging operations, project staffing, and scheduling. Specific tasks of the project team included certifying the debris hauler trucks, providing load ticket data entry and contractor invoice reconciliation and approval. Because of the nature of the event, multiple different debris streams were generated on public and private property. Tetra Tech worked with officials from the County to ensure that debris was taken to an appropriately permitted reduction site and that private property debris issues were addressed.

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Sayreville, NJ 08872

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Immediately upon a notice to proceed, the Tetra Tech team of program managers began hiring and training local staff, certifying trucks, and ensuring that State of New Jersey regulations were followed and permits were in place. Tetra Tech deployed its RecoveryTracTM automated debris management system (ADMS) to document right-of-way debris removal. Thirty handheld units along with three DMS kits were mobilized and deployed within 24 hours of notice to proceed.

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SECTION 3

Letters of Reference

Transportation Department2525 13th Street, Suite 203 • Boulder, Colorado 80304 • Tel: 303.441.3900 • Fax: 303.441.4594Mailing Address: P.O. Box 471 • Boulder, Colorado 80306 • www.bouldercounty.org

Cindy Domenico County Commissioner Deb Gardner County Commissioner Elise Jones County Commissioner

December 3, 2014

Jonathan Burgiel, Vice PresidentTetra Tech2301 Lucien Way, Suite 120Maitland, FL 32751

RE: Tetra Tech Letter of Recommendation

Dear Jonathan,

On behalf of Boulder County, Colorado, I would like to express my gratitude for Tetra Tech’swork as the County’s disaster debris monitoring firm.

The flood disaster of September 11, 2013 caused extensive damage throughout BoulderCounty and surrounding communities. Recognizing the debris removal effort that lie ahead,the County awarded a competitively bid contract to both a debris removal and debrismonitoring firm. The two firms completed work in the County for a number of months. Whenit became time to enter additional phases of debris removal, the County made the decisionto re-bid the monitoring contract which resulted in an award to Tetra Tech.

Having the unique ability to be able to compare the work of two debris monitoring firms, Ifeel confident saying that Tetra Tech’s knowledge, professionalism and dedication are aclear differentiator.

Your staff are highly trained and have an in-depth understanding of the specific parametersand guidelines surrounding FEMA eligibility requirements. Most appreciated was theattention Tetra Tech’s staff consistently focused on complying with FEMA documentationrequirements to maximize reimbursement.

The firm’s use of its automated debris management system (ADMS) provided insight into fieldoperations and made accessible to the County data and reporting statistics that assisted usin project oversight. Your system provided unparalleled performance and was a cleardistinction in technology from the previous firm. Your team’s use of technology, real-timereporting, and knowledgeable on-site staff were critical to the success of this project.In closing, I want to personally thank you for all of your assistance. Your staff is extremelyqualified, competent, and highly experienced. Tetra Tech performed above myexpectations through this process. I would highly recommend the Tetra Tech for any futuredebris monitoring projects.

Sincerely,

Brian M. Graham, AICPFlood Recovery Coordinator

Connecticut Department of

~ENERGY &ENVIRONMENTALPROTECTION

79 Elm Street ¯ Hartford, CT 06106-5127 www.ct.~ov/deep Affirmative Action/Equal Opportunity Employer

January 25, 2013

To WhomltMay Concern:

I would like to provide this letter of recommendation for Science Applications International Corporation(SAIC). In 2008, the State of Connecticut contracted with SAIC to provide for the close monitoring of the

state’s debris management contact operations to ensure that those operations are eligible for FEMAPublic Assistance, grant funding, and for USFHWA Emergency Relief Program funding. Since 2008, the

State has used their services for two prior significant natural disaster events and now the current storm.

The State has been very satisfied with SAIC’s execution of their contractual responsibilities.

The State of Connecticut has an Interagency Debris Management Taskforce that provides oversight forpreparedness and implementation for responding to disaster debris cleanup. SAIC is a critical member

of this taskforce. Once the contract is activated, SAIC’s team of professionals immediately mobilize andreport to the State Emergency Operations Center and the State’s Interagency Debris ManagementTaskforce. SAIC’s level of knowledge related to state-wide contracting, FEMA eligibility, reimbursement,

documentation and reporting requirements, intergovernmental coordination, solid waste management,recycling and environmental permitting and regulations, and project close-out is comprehensive therebyensuring maximum federal reimbursement. SAIC has assisted the State of Connecticut and its

municipalities with the monitoring of just over one million cubic yards of debris in the 2011 and 2012

storms Irene, Alfred (October Nor’Easter Snowstorm), and Sandy.

SAIC remains a trusted and proven partner to the State of Connecticut. I would recommend theirservices and their staff of professionals to any State or municipality seeking debris management and

consulting services.

Any questions, please contact me at 860-424-4008.

Sincerely,

Deputy Commissioner

Section 4: Financial Statement

4-1

FINANCIAL STATEMENTS Tetra Tech is a financially sound and successful firm with fiscal year 2014 annual revenues of more than $2.5 billion and approximately 14,000 employees. Tetra Tech has a Dun & Bradstreet rating of 4A. To demonstrate the firm’s solid financial performance, a short version of our most recent 10K Report has been included at the end of this section. However, a complete copy of our 2014 Annual Report can be found at: http://www.tetratech.com/annual-reports.html.

Fed Tax ID: 95-4148514 DUNS: 178599221

http://www.tetratech.com/annual-reports.html

SECTION 4

Form 10-K

SECTION 5

Insurance

CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DD/YYYY)

10/02/2014

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to

the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the

certificate holder in lieu of such endorsement(s).

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES

BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED

REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

PRODUCER

Aon Risk Insurance Services West, Inc.

Los Angeles CA Office707 Wilshire BoulevardSuite 2600Los Angeles CA 90017-0460 USA

PHONE(A/C. No. Ext):

E-MAILADDRESS:

INSURER(S) AFFORDING COVERAGE NAIC #

(866) 283-7122

INSURED 19445National Union Fire Ins Co of PittsburghINSURER A:

19429The Insurance Co of the State of PAINSURER B:

AA1120841AIG Europe LimitedINSURER C:

INSURER D:

INSURER E:

INSURER F:

FAX(A/C. No.):

(800) 363-0105

CONTACTNAME:

Tetra Tech, Inc.1 South Wacker Drive, 37th FloorChicago, IL 60606

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. Limits shown are as requested

POLICY EXP (MM/DD/YYYY)

POLICY EFF (MM/DD/YYYY)

SUBRWVD

INSR LTR

ADDL INSD POLICY NUMBER TYPE OF INSURANCE LIMITS

COMMERCIAL GENERAL LIABILITY

OCCUR

POLICY LOC

EACH OCCURRENCE

DAMAGE TO RENTED

PREMISES (Ea occurrence)

MED EXP (Any one person)

PERSONAL & ADV INJURY

GENERAL AGGREGATE

PRODUCTS - COMP/OP AGG

X

X

X X

GEN'L AGGREGATE LIMIT APPLIES PER:

$2,000,000

$1,000,000

$10,000

$2,000,000

$4,000,000

$4,000,000

CLAIMS-MADE

A 10/01/2014 10/01/2015GL5388413

PRO-

JECT

OTHER:

AUTOMOBILE LIABILITY

ANY AUTO

ALL OWNED

AUTOS

SCHEDULED

AUTOS

HIRED AUTOS NON-OWNED

AUTOS

BODILY INJURY ( Per person)

PROPERTY DAMAGE

(Per accident)

X

X X

BODILY INJURY (Per accident)

$2,000,000A 10/01/2014 10/01/2015 COMBINED SINGLE LIMIT

(Ea accident)

EXCESS LIAB

X OCCUR

CLAIMS-MADE AGGREGATE

EACH OCCURRENCE

DED

$5,000,000

$5,000,000

10/01/2014UMBRELLA LIABC 10/01/2015TH1400061

RETENTION

X

E.L. DISEASE-EA EMPLOYEE

E.L. DISEASE-POLICY LIMIT

E.L. EACH ACCIDENT $1,000,000

X OTH-ER

PER STATUTE

B 10/01/201410/01/201410/01/201410/01/2014

10/01/201510/01/201510/01/201510/01/2015

$1,000,000

Y / N

(Mandatory in NH)

ANY PROPRIETOR / PARTNER / EXECUTIVE OFFICER/MEMBER EXCLUDED? N / AN

WORKERS COMPENSATION AND

EMPLOYERS' LIABILITY

If yes, describe under DESCRIPTION OF OPERATIONS below

$1,000,000

WC028328161WC028328165WC028328166WC028328167

DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Includes Stop Gap: OH, ND, WA, WY

CANCELLATIONCERTIFICATE HOLDER

AUTHORIZED REPRESENTATIVE

Evidence of Insurance

ACORD 25 (2014/01)

©1988-2014 ACORD CORPORATION. All rights reserved.

The ACORD name and logo are registered marks of ACORD

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE

EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE

POLICY PROVISIONS.

Lexington Insurance Company 19437

X Contractural Liability

X X,C,U

D Professional Liability and Contractor's Pollution Liability

028182375 10/01/2014 Each ClaimAggregate

$5,000,000 $5,000,000

10/01/2015

CA5101755

SECTION 5

Conflict of Interest Form

SECTION 5

Drug-fee Work Place Form

SECTION 5

Cetification Regarding Debarment Form

SECTION 5

Taxpayer Identification Number and Certification Form

SECTION 5

Addenda

Section 6: Staffing Approach

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SECTION 6: STAFFING APPROACH

RESOURCES The following exhibit lists the critical staff and resources that Tetra Tech maintains in order to be prepared for a response operation. Some of the equipment resources listed below are stored in the Tetra Tech warehouse while others are immediately available via established emergency contracts.

Exhibit 6-1: Resource List

Resource Quantity Available Current Availability (During Response Period)

Personnel

Regional Managers 12 80%

Project Managers 38 95%

Operations Manager 42 95%

Data Managers 34 95%

Health and Safety Officers 12 50%

Invoice Reconciliation Analysts 10 95%

Field Documents*

Truck Certification Forms (printer rolls) 120 100%

Time and Materials Forms 9,446 100% Automated Debris Management System (ADMS) Handheld Units 825 100%

ADMS Ticket Stubs 530,000 100%

Haul Out Ticket Stubs 50,000 100%

Placards 4,500 100%

Kits

Project Manager Kits (1 per 100 monitors) 40 90%

Project Coordinator Kits (1 per 100 monitors) 20 95%

Human Resources Kits (1 per 100 monitors) 40 100%

Collection Monitor Kits (1 per 25 monitors) 90 90%

Disposal Monitor Kits (4 per 100 monitors) 40 90%

Leaner/Hanger/Stump Kits (1 per 25 monitors) 40 95%

Equipment**

Laptops 250 85%

Air Cards 250 80%

Scanners 35 80%


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. Our project manager and operations manager were the same

people who responded to the Groundhog Day Tornadoes for the

County in 2007.

Resource Quantity Available Current Availability (During Response Period)

Printers 45 90%

Converters 40 100%

Mobile Command Units 1 50%

Gas Trucks To be obtained from pre-contracted vendor 100%

Modular Work Locations To be obtained from pre-contracted vendor 100%

Generators To be obtained from pre-contracted vendor 100%

Portable Facilities To be obtained from pre-contracted vendor 100%

*All field documents are replenished as they are needed. Tetra Tech has several emergency vendors with the ability to fulfill supply needs in 24 hours or less. ** ADMS units are readily available and can be ordered as needed on a 24-hour turnaround.

DEDICATED PROJECT MANAGEMENT TEAM Our dedicated project management team consists of local

residents and other key staff. Our project manager and operations manager were the same people who responded to the Groundhog Day Tornadoes for the County in 2007. They have a proven history of performance and in-depth knowledge of the County. The proposed project manager, Ms. Kerri Genden-O’Dell will serve as the County’s project manager. Ms. O’Dell is an industry expert in large-scale mobilizations, project staffing, and debris monitoring operations and has extensive experience in disaster debris program management support under the Federal Emergency Management Agency (FEMA) Public Assistance (PA) Grant Program. She has worked for numerous communities, including Volusia County, the City of Fort Lauderdale, FL, and Montgomery County, TX.

Mr. Phil Ivey will serve as the County’s operations manager. Mr. Ivey has overseen recovery operations for some the of country’s largest debris-generating disasters, including Hurricanes Katrina, Dennis, and Ivan. Mr. Ivey has extensive experience managing disaster recovery efforts and has served as project manager for numerous communities, including Boulder County, CO (2013 Flooding); City of Rapid City, SD (Winter Storm); and St. John the Baptist Parish, LA (Hurricane Isaac). Mr. Ivey has also recently served as operations manager for NJDEP following Hurricane Sandy and for the City of New Orleans, Louisiana, residential demolition program following Hurricane Katrina. As Volusia County’s operations manager, Mr. Ivey will be responsible for the implementation of Tetra Tech’s work plans, dispatching field personnel, staffing, safety, field logistics, and training. He will verify eligibility, compliance, and collection and disposal operations oversight and coordinate directly with our project manager daily with progress reports and on specific issues.

Mr. Simon Carlyle will serve as pre-season client liaison to Volusia County. Mr. Carlyle has been directly involved in all phases of disaster recovery efforts and has developed significant knowledge of federal, state, and local regulations pertaining to solid and hazardous waste management. Mr. Carlyle has been responsible for providing program and project management in response to some of the largest debris-generating disasters in the nation, including Hurricanes Katrina, Rita, Wilma, Gustav, Ike, Irene, and Sandy. He has served as regional program manager for numerous clients, including the recent activations for the State of South Carolina following Winter Storm Pax in February 2014 and the State of Connecticut following Winter Storm Alfred in October 2011. He has provided senior oversight and project management to the City of Sioux Falls, South Dakota (Ice Storm 2013); St. John the Baptist Parish, Louisiana (Hurricane Isaac); State of North


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Carolina (Hurricane Irene); Bastrop County, Texas (2011 Wildfires); City of Galveston, Texas (Hurricane Ike); and the City of Miramar, Florida (Hurricane Wilma).

Ms. Paris Atkinson is an experienced data manager and invoice reconciliation analyst with nine years of experience. She has led regional data management and invoice reconciliation efforts for some of the most significant disasters to have impacted this country in recent years. Specifically, she has led a team of data managers and invoice reconciliation analysts to support Winter Storm Pax, Hurricane Sandy, and Hurricane Isaac. Ms. Atkinson is also experienced in field operations and served as operations manager for Collier County and the City of Naples following Hurricane Wilma.

Exhibit 6-2 shows our proposed project team organizational structure.

Exhibit 6-2: Project Team Organizational Chart

TETRA TECH TEAM ROLES AND RESPONSIBILITIES Provided below is a brief description of the roles and responsibilities of key project staff on the proposed organizational chart. Because all disasters are unique, some adjustments may need to be made to adjust to the complexities of a specific activation. Final roles and responsibilities of each position will be established in a project work plan document at time of response.

On-Site Project Manager. The project manager will be responsible for implementation of the specific programs defined by purchase orders or task orders. The project manager is also responsible for program oversight, task order preparation, forecasting, and quality assurance (QA). The project manager will be the


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primary point of contact for the agency’s debris manager. The project manager is available 24 hours per day for any issues or questions and will report daily on a statewide operations call to the state project managers.

Operations Manager (Scheduling and Logistics). The operations manager is responsible for the implementation of Tetra Tech work plans, dispatching field personnel, staffing, field logistics, and training. The operations manager will verify truck certifications are completed correctly and communicate with disposal operations. The operations manager is responsible for dispatch reports and proper staffing levels. The operations manager coordinates directly with the project manager daily with progress reports and on specific issues.

Area/Site Supervisors. During debris removal operations, the Tetra Tech supervising monitors are responsible for the quality control (QC) of load site and disposal site monitors and for verifying that all documentation is compliant with task orders and work plans. Supervising monitors will verify that monitors retain their training. Supervising monitors will respond to issues that occur in the field. Supervising monitors will be tasked with the management of 7 to 10 monitors, depending on geographic availability and project timeline. Field supervisors report directly to an operations manager.

Field Monitors. The load site monitors will use several ADMS tools. The right-of-way (ROW) collection module will be used to document whether the debris being collected from roadways is an eligible debris type. This will provide data that lists debris piles that are removed, truck locations at last pickup, and monitor locations. Load site monitors will also use the ADMS incident tool to document missed piles, ineligible piles, homeowner interaction, safety concerns, damage by contractor equipment, and more. Load site monitors report to a supervising monitor, who will be held accountable for their actions.

Tower Monitors. The Tetra Tech disposal monitors are responsible for tracking and documenting debris as it enters a debris management site or final disposal site using ADMS technology. Disposal monitors will make volumetric load calls using the methodology provided in this document. All disposal monitors will complete Tetra Tech disposal monitor training and have load calls calibrated by a field supervisor daily. Disposal monitors will be required to keep backup logs and assist in truck certification as needed.

Data Manager. The primary responsibility for the Tetra Tech data manager is the QA/QC of electronic and paper supporting documentation. QA/QC includes the review of real-time data as it is generated by monitors to review for errors, potential fraud, and compliance with eligibility guidelines. The Tetra Tech data manager also reviews paper documentation generated by field monitors, such as monitor logs and tower logs. After this documentation is reviewed, it is filed for future audits as required by FEMA. Data managers also generate custom reports or metrics as requested by the project manager or State for management and planning purposes.

Biling/Invoice Reconciliation Analyst. The Tetra Tech invoice reconciliation analyst is responsible for review and validation of debris contractor invoices for processing and payment by the State. The Tetra Tech invoice reconciliation analyst must have a solid understanding of the State’s contract with the debris removal contractor as well the status and progress of field operations. The Tetra Tech invoice reconciliation analyst will work with the debris contractor and provide them with the required format and data needed with each invoice. The invoice reconciliation analyst will review any discrepancies identified and advise the debris removal contactor on the corrective action. For each reconciled debris contractor invoice, the invoice reconciliation analyst will generate the supporting documentation that will support reimbursement and subsequent audit.

Health and Safety Specialist. Tetra Tech safety officers are responsible for writing and implementing an approved safety plan. They are also responsible for day-to-day activities, including conducting daily “tailgate” safety briefings and ensuring safety training for all personnel is current. Health and safety specialists must be approved by Tetra Tech and are responsible for reporting directly to corporate safety.


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ON-BOARDING/HIRING APPROACH Immediately following the impact of a known event, Tetra Tech will establish Human Resources (HR) hiring centers in the field throughout the region in the affected areas. The hiring center provides efficient hiring and training processes that meet the stringent Tetra Tech field operation requirements and any specific requirements of our clients. The hiring center is designed to be quickly mobilized, transported, and set up to allow near immediate response for field staffing needs. The hiring center is typically staffed by three trained HR representatives and can process hiring of hundreds of staff per day. The hiring center can be quickly scaled to meet the most demanding needs for staff. The hiring center advertises locally and reaches out to local workforce centers to utilize persons seeking employment in the community.

LOCAL STAFFING AND RAPID TRAINING

Tetra Tech strongly supports the Stafford Act and its efforts to promote local economic recovery. Tetra Tech recognizes the urgency to hire, train, and mobilize staff to rapidly begin the recovery process. Tetra Tech continues to refine our processes and has instituted measures on a pre-event and post-event basis to maximize our readiness, including working with the local hiring centers in advance of an event to identify potential monitor candidates. Tetra Tech has a strong track record and proven approach to hiring hundreds (or thousands) of personnel within 24 to 72 hours and putting staff through appropriate training to be prepared for field operations.

Training for a specific project uses two basic phases: classroom and hands-on. The goal is to quickly build the monitor’s level of knowledge and confidence in several key areas of debris removal operations. The training provides the basic knowledge to:

Successfully monitor and document the removal of disaster debris and hazards ensuring eligibility requirements are met

Work safely, recognize unsafe conditions, and determine how to respond to those conditions

Document field-related issues such as damages and debris with questionable eligibility

Phase 1: Classroom Training The classroom phase of the training introduces concepts of accurate, successful monitoring, expected working conditions, proper safety precautions under these conditions, and the client’s expectations of the team. The training is delivered by the project manager using an interactive approach to engage the class. Potential monitors are continually screened for suitability before being allowed to proceed to the next phase. Classroom phase includes:

FEMA 327, Debris Monitoring Guide specific training, and Florida Department of Transportation (FDOT) truck standards (Truck Certification Specific Training), Specific Procedures and Safety

Phase 2: Hands-on Training The hands-on phase of the training provides an opportunity to use our ADMS system and demonstrate how the issued safety equipment is worn properly and how to recognize issues with potentially unsafe conditions, debris eligibility, and other scenarios the monitor may face. Each of the monitors must demonstrate proficiency with recognition of the problem and be able to correctly respond to several simulated events they could face while monitoring. Sometimes a monitor may not meet the quality we expect during this phase and will be asked to retake training or be dismissed.


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Employee retention is a critical success factor for our projects.

RETENTION AND REINFORCEMENT STRATEGIES Every monitor and supervisor is provided with a quick reference card that succinctly describes the expectations, duties, and procedures for the role they are assigned. Supervisory staff also has standard operating procedures that validate consistency and repeatability. Throughout the day, supervisors continually inspect and reinforce the expectations to team members in several ways:

Pre-work, beginning-of-day briefings to discuss safety and operational lessons learned from previous day

Unannounced on-site visits to inspect and verify that monitors are following proper safety and monitoring protocols

End-of-day debrief with each monitor to review the day’s activities and discuss any potential issues encountered

Careful selection of monitors, effective training, and regular supervision are the keys to successful execution of the debris removal plan and rapid removal of debris across the County.

EXHIBIT B-PRICE SHEET

THREE YEAR TERM WITH TWO ONE YEAR RENEWALSPRICE PROPOSAL (ASSUME 10 WEEK EVENT)

EMPLOYEE/SERVICE CATEGORY HOURS HOURLY RATE HOURS X HOURLY RATE1. ON-SITE PROJECT MANAGER 840 02. SITE SUPERVISOR OR AREA SUPERVISOR 3360 03. TOWER MONITOR 3360 04. FIELD MONITOR 42000 05. ADMINISTRATIVE SUPPORT STAFF 3360 06. 1-8XX TELEPHONE SERVICE 280 0

0OTHER PERSONNEL CLASSES BEING PROPOSED

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$75.00 $63,000.00

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$45.00 $151,200.00

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$33.50 $112,560.00

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$33.50 $1,407,000.00

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$30.00 $100,800.00

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Operations Manager $65.00

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Data Manager $55.00

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Billing/Invoice Analyst $45.00

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Health and Safety Specialist $55.00

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$24.00 $6,720.00

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Section 8: Technical Approach

8-1

DISASTERS AND SIMULTANEOUS CONTRACTS

Winter Storm Pax: 7 Superstorm Sandy: 13 Hurricane Isaac: 5 Winter Storm Alfred: 19 Hurricane Irene: 22 Hurricane Ike: 80

. Our IMT will manage our operations from our Maitland, FL

offices.

SECTION 8 – TECHNICAL APPROACH

ABILITY TO HANDLE MULTIPLE CONTRACTUAL OBLIGATIONS As a United States Army Corps of Engineers (USACE) contractor for large-scale debris removal missions and a firm with multiple Statewide or Countywide contracts, Tetra Tech prepares and responds to multiple contractual obligations routinely by planning, implementing, and updating a concept of operations plan (CONOPS). The Tetra Tech CONOPS uses the Incident Command System (ICS) structure, which allows the project team to scale as needed, coordinate responses, and adapt an organization structure to match the needs and complexities of projects. The Tetra Tech CONOPS also provides the project team with established common processes for managing resources, timelines, schedules, problem resolution, and tasks.

In addition to a strong CONOPS, to successfully manage multiple contracts, Tetra Tech reviews its projected workload and regularly assesses the firm’s staffing requirements. The assessment of staff and resources is tested annually during a firm-wide tabletop exercise. The firm-wide tabletop exercise tests our readiness while also identifying areas for improvement. Topics that are continually addressed and refined are managing logistical deployment resources, recruiting, automated debris management system (ADMS) implementation, and changes necessary to comply with current Federal guidance. Some positions within the Tetra Tech ICS organization structure are responsible for field level responsibilities and some are an overarching support function for the project’s needs. The Tetra Tech ICS organizational structure also contains subcommittees or task forces who are assigned specifics tasks or support the resolution of problems identified.

DEPLOYMENT PLAN Tetra Tech works continually to refine its ability to respond efficiently and effectively. The Tetra Tech CONOPS was developed using the six-step approach outlined in the FEMA Comprehensive Planning Guide 101 (CPG 101). The CONOPS incorporates principles outlined in the National Incident Management System (NIMS) and follows the structure of ICS and best management practices. Compliant to ICS, an Incident Management Team (IMT) has four sections with distinctive roles and responsibilities during an activation. The four sections are the Operations Section, Incident Action Planning (IAP) Section, Logistics Section, and Finance Section. Roles and responsibilities are based on functional areas and may not necessarily follow normal corporate reporting structure. Processes within the deployment plan are developed for estimating the level of response and structuring that response by the IMT and in the field by the “theaters of operations” (TOO) and their management teams. The deployment plan discusses specific responsibilities of the IMT, the task forces associated with the IMT, and positions within the TOO. The deployment plan also contains the standard operating procedures for the Tetra Tech Response and Recovery Practice.

The IAP Section provides a critical link between the functional areas of the IMT. The IAP Section supplies regular situational status updates, resource tracking information, and internal documentation, which translates into the development of overarching, incident-wide objectives. So that proper resources, materials, and equipment are deployed to a single event or multiple events, the IAP Section continually plans ahead using models and resources currently available.


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Critical Path Planning Timeline Exhibit 8-1 describes the anticipated project schedule for our deployment within the County. This timeline should be used for planning and evaluation purposes only and is subject to change based on the County’s needs following an incident, the severity of the debris-generating event, and mobility of the transportation infrastructure.

Exhibit 8-1: Anticipated Project Schedule

Time Task Deliverables/Milestones

Preparedness

Pre-event (normal conditions)

Meet with the County to review plans and documents

Conduct annual pre-event meeting with the County and debris removal contractor.

Review the County’s disaster recovery contracts and pre-identified temporary debris management sites (DMS).

Obtain critical documents and files, including any GIS files.

H-96 Review capabilities and verify adequate resources

Contact the County and initiate a daily call. Determine resource requirements based on a debris model. Review the County’s emergency policies and contracts. Establish contact with the County’s debris removal contractor.

H-72 Execute responsibilities and activate contracts

Participate in initial conference calls between County representatives and establish reporting and coordinating schedule.

Identify possible critical areas of concern, hospitals, major transit systems, historic districts, environmental issues, and critical infrastructure.

Establish reentry protocols in the event of a major evacuation. Review protocols for private property, gated communities, and

public drop-off sites. Review DMS locations and follow up with FDEP on permitting

procedures. Estimate equipment requirements and DMS capacity to haul

and stage debris. Prepare ADMS technology for mobilization.

H-48 Monitor conditions and continue preparations

Mobilize project management staff to the emergency operations center (EOC) once the EOC is activated (if required).

Conduct regular meetings with County staff. Confirm staging location and begin mobilization of resources. Mobilize project assets and begin base camp coordination (if

necessary). Review list of priority roads and the operational plan. Continue to update and gather updates from the County’s debris

removal contractor.

H-24 Prepare final reports Final coordination meeting with the County and Debris Removal Contractor.

Final adjustments made to the preliminary operational plan.

H-0 Arrival of Notice Event/Initiate Response to No-Notice Event

Response

H 0 to +24 Emergency push Coordination continues among County, debris removal contractor and Tetra Tech. County to provide updates and discuss preliminary damage reports.


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Time Task Deliverables/Milestones Tetra Tech Management Team deployed to County EOC. Initial assessments of County and local roads. Ongoing activity. Begin 70-hour emergency push. Maintain time and materials (T&M) logs for push equipment. Coordinate with the County to conduct preliminary damage

assessments (if requested). Coordinate with GIS support to record debris clearance and

removal operations regarding County clean-up status. Assist with planning debris collection routes. Coordinate clearance of areas with downed utility poles and

other damaged utility infrastructure. Ongoing activity. Conduct preliminary damage assessment for debris to

determine quantity and composition for debris cleanup needed. Tetra Tech and debris contractor assist County in generating

initial debris quantity estimates, by County, by municipality, and by debris type.

Supervisors report to pre-designated locations and prep staff on project.

Begin establishing ADMS infrastructure. Begin recruiting and training monitors, project coordinators, and

data staff. Issue notice to proceed with cost cap. Initiate opening of DMS locations. Finalize identification and approval of site plans for development

of DMS and issuance of Emergency Authorizations. Follow-up with debris removal contractor on debris permits (if

required). Establish public information protocols to respond to public

concerns and comments. Work with County and debris contractor to prepare a preliminary

scope of work so that the contractors can establish work crews and begin to prepare a management/operations plan. County will continue to issue Task Orders to address needed missions.

H +48 Emergency push/ damage assessment

Continue emergency push. Continue preliminary damage assessment. Develop debris cost estimate required for presidential disaster

declaration. Develop operational plan for disaster-specific issues. Refine health and safety plan for disaster-specific issues.

H + 60 Local debris problem reporting

Citizens will report/request through the County who will transmit the report to the County EOC Operations Desk.

EOC Operations Desk will record the report/request/question and forward it to the County.

County will coordinate with Utilities, FDOT, and others, and evaluate the needed response.

Appropriate action(s), consistent with County authority, will be taken.

H +72 Disaster debris vehicle certification/ site preparation

Begin truck certification. Train monitors on policies, ADMS, and safety. Open public drop-off sites as requested.


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H +96 Begin debris collection monitoring

Tetra Tech, in conjunction with County and the debris contractor prepares a dynamic Management/Operations Plan for review and additional revisions as necessitated by the changing scope of work as identified by the County. A final report or addendum will be submitted to the County after the majority of the operations have been completed.

Assign monitors to trucks. Assign supervisors to monitors. Hold morning meeting with County staff and debris hauler. Hold afternoon meeting with County staff and debris hauler. Implement QA/QC program to identify, track, and correct

deficiencies. Tetra Tech continues to draft Scope of Work(s) and submit to

the County for review, approval, and subsequent issuance of Task Orders, as needed.

Recovery

Week 1+ Reimbursement support/grant administration (FEMA, NRCS)

Prepare damage/cost estimates. Compile supporting documentation (debris permits, debris

contracts, etc.). Liaise with FEMA.

Week 1+ ROW debris collection monitoring

Continue ROW collection. Address household hazardous waste (HHW) issues (if critical). Issue daily reports/GIS maps. Hold daily meetings with the County debris contractor, and/or

County/FEMA as required. Staff citizens debris management hotline (if requested). Define supplemental programs required (hazardous trees,

stumps, private roads, HHW) and prepare eligibility request.

Week 1+ Data management and invoice reconciliation

Provide ADMS reports real-time monitoring access. Review truck metrics provided by RecoveryTracTM. Initiate weekly reconciliation. Complete initial payment recommendations with retainage. Complete final reconciliation. Perform retainage release.

Week 2+ Special projects Hazardous trees (leaners/hanger/stumps). Private property debris removal. HHW. Mud/silt/sand removal (from storm drains, ditches, etc.). Identify areas of operational concern and make disaster-specific

recommendations to FEMA to improve efficiency.

+180 days Closeout DMS Complete chain of custody records for the site. Prepare documentation of DMS operational and management

costs. Dismantle and remove temporary structures; remove

equipment. Remediate spills, if any, and then determine specific testing and

sampling requirements for subject site (soil, groundwater, and


8-5

Project Visibility – Management of the project’s contractual, scope, prioritization, schedule, budget, and cost areas

Resource Visibility – Management of the available staffing/equipment and their distribution

Metric Visibility – Management of status in relation to scheduling goals and milestones

Issue Tracking – Management of issue documentation and resolution

Risk Management – Management of risk matrix, including identification and mitigation of risks encountered


ash). Conduct testing and remediate as necessary. Mark location of storage area stockpiles on site plan; then begin

disposal of all residual debris from the DMS to an approved final disposition site.

Topography regarded as may be necessary and site secured for wherever stockpiles may remain for longer term.

Identify, secure, and restore existing groundwater monitoring wells identified on site plan.

Project completion Document turnover/closeout Submit final report summarizing all activities. Provide electronic database. Release hard copy files. Assist towns with long-term reimbursement. Assist with project worksheet development. Provide audit assistance. Evaluate success of cleanup effort. Revise contracts, as needed.

PROJECT MANAGEMENT SYSTEM AND ADMINISTRATION

Our project management system governs planning and execution of project work giving us the foundation necessary to meet project requirements and deliverables. It is our philosophy of how we manage our operations, aligned with and supported by the values of Tetra Tech. The strategy, structure, and staffing requirements for the project organization are based on client expectations and the desired outcome. Our project management system enables Tetra Tech to achieve success despite the unpredictable nature of the disasters we face. Our project management system addresses the project management areas shown in the exhibit below.

Exhibit 8-2: Project Management Areas


8-6

These management areas are governed using the established project management procedures and protocols we have developed and refined over the years and numerous disaster activations. Our interactions with our clients are based on the best practices that balance need for direction of operations priority, issue resolution, and relevant information with consideration for the time availability of the client.

Procedures and Protocols Each phase of our project management system has documented procedures that govern their execution to provide scalable, consistent, high quality results. We use a systematic approach with frequent in-process quality checks to execute our project processes. Our general project approach includes tasks in each of the phases: initiation, planning, execution, monitoring, and completion.

Initiation (Pre-Event) Annual coordination - Conduct annual tabletop exercises to plan and test execution protocols and identify

potential risks/mitigation.

Contract review - Review contracts for understanding of contractual requirements, FEMA procurement guidance, and possible cost savings.

Communication systems checks - Verify that communication systems function as designed and reporting needs are understood.

Planning (Immediately Prior To and Following Event) Scope, tasking, and budget – Determine services required performance metrics, schedule, and budget

constraints.

Deployment and resource requirements – Develop work plan and safety plans. Update risk matrix for work plan specifics.

Staging of equipment and resources – Coordinate movement of required support equipment/supplies and setup of communication and information systems.

Execution (Post-Event) On-boarding and training staff – Conduct suitability for work checks and provide targeted training program

based on work and safety plans.

Monitoring – Supervise field operations, QA/quality control (QC) in-process checks, prioritization of resource management, and project reporting.

Communication – Conduct status meetings and communicate project metrics, issues, and other pertinent information.

Issue tracking/resolution – Conduct issue identification, staff communication, and resolution tracking.

Close-Out (Post-Event) Documentation deliverable – Produce and deliver required documentation to support auditing.

Demobilization – Manage reduction in staff, post-use maintenance, and movement of equipment and supplies.

Audit support – Provide continued availability of information systems to support close out information requests.


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Tetra Tech uses a quality assurance (QA) system to monitor and validate the procedures and protocols. The QA system inserts in-process quality control checks to measure for defects in our work products and procedures. If issues are found, the procedure is reviewed and amended to remove the defect and then the changed procedure is introduced to operations and monitored. The QA system is designed to use this QC check process from start to end and has had excellent results in our efforts to continually improve our procedures and protocols.

Client Interaction Interaction with the client is based on the principles of the National Incident Management System (NIMS) Communication and Information System, project communications coupled with accurate information enable effective decision making. Our implementation of this provides our clients with the benefits of these NIMS principles:

Common Operating Picture Tetra Tech real-time data sharing information portal. When the client, debris removal contractor, and the

monitoring firm have the same accurate information, their ability to execute efficiently is markedly improved. The result is a much more efficient completion of project objectives.

Interoperability The information portability across disparate systems is the true power of the Tetra Tech client interaction

and communication system. It allows integration with existing systems to provide better understanding and coordination among organizations.

Reliability, Scalability, and Portability Documented procedures and protocols enable scalability without loss in fidelity and quality of work

product. When in-process quality controls and team cross-training are added, the ability to tolerate faults without affecting outcome is substantially increased.

Resiliency and Redundancy Experience operating in disasters enables Tetra Tech to design systems and processes to be able to

withstand loss of infrastructure and key personnel yet maintain the client expectations for information. This is accomplished not only in technology design, but in effective procedural protocols and our risk mitigation component.

Tetra Tech project managers use methods specifically aimed at increasing the success of the team by engaging in collaborative problem solving and issue resolution. By approaching others with professional mutual respect, they form relationships that allow close coordination between the client and other contractors, ultimately improving communication, coordination, and efficiency of the project.


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. Electronic System – Key Benefits

Real-time situation awareness of field resources and efficient direction to support district priorities

Easily integrated with other systems

Real-time GIS web services for EOC information and visualization systems

Disconnected field mobile based GIS integrated data collection

Wide area, rapid deployment in less than 24 hours with pre-trained technical staff

Over 800 mobile units on-hand and ready for County-wide multi-district mobilizations

RECOVERYTRAC™ AUTOMATED DEBRIS MANAGEMENT SYSTEM With a focus on the ability to accurately collect field information when the typical infrastructure is not available, Tetra Tech developed RecoveryTracTM Automated Debris Management System (ADMS). The RecoveryTracTM electronic ticketing system is simple to use, reliable, and most importantly, able to collect and store information and photos offline until they can be uploaded. The “disconnected” capability provides the ability to operate anytime, anywhere with a minimal infrastructure support footprint. The end result is accurate, real-time debris removal information made available to local projects, County projects, and the Florida Division of Emergency Management (FDEM) minutes after completion instead of the next day as with paper-based systems.

In addition to meeting USACE ADMS specifications, RecoveryTracTM has been field proven on FEMA public assistance debris removal programs. Within the past three years, our team has successfully implemented the use of RecoveryTrac™ on all of our 19 projects completed in this time frame.

RecoveryTracTM load ticket Process The process begins with trucks being certified using handheld units. A truck certification form is printed with a unique electronic bar code and provided to the driver. Handheld units are provisioned and assigned to both collection and disposal monitors. Collection monitors begin a ticket by scanning the truck certification bar code to open a control ticket and then begin to record waypoints (debris pile pickup locations) on the handheld as the truck is loaded. When the truck is full, the collection monitor selects the debris type and scans the control ticket to assign the load a unique number. The truck then proceeds to the disposal site. The collection data is uploaded to a server via cellular connection, and using a process called ‘Look Ahead’, the collection ticket information is made available to the disposal monitor’s handheld before the truck arrives. The control ticket is provided to the driver and taken to the debris management site where it is scanned by a disposal/tower monitor. The disposal monitor confirms the truck and debris type and enters the load call. Finally, the disposal load ticket is printed and data is uploaded to the system where it can be utilized in real-time reporting systems.

Real-Time Information and Visualization Increases Efficiency Over the last several years, the cellular industry has invested heavily in the hardening of infrastructure in areas most susceptible to environmental disasters. We have taken advantage of these improvements by partnering with the Tier 1 providers to get the information from the field quickly as possible, ideally in real-time. Field devices are constantly looking for connectivity to immediately upload collected information. Once the field data is uploaded, RecoveryTrac™ geospatial services provide rich information and visualization of the field data. Using the EOC operation board concept, users can visualize everything from damage concentrations to field debris equipment locations and more. The end result is better information, resulting in better decisions and less waste.


8-9

Exhibit 8-3: Previous Collection and Current Truck Location

Multi-Zone/Countywide Management: Coordinated Reporting and Quality Control Our proposed staffing plan has each operational zone within the county staffed by Tetra Tech supervisors so zone-level issues can be discussed and resolved quickly. With our new technology, RecoveryTrac™ ADMS can provide the one-stop information in a consistent, easily consumed format that can provide a multi-zone/countywide operations status picture. These data feeds are in real-time; there is no spreadsheet to import and no conversion—just a single GIS web data service to pull required information. Some examples of data included:

Road Clearance Status (Pass Map)

Hazard Removal Locations

Debris Pickup Locations

Truck and Monitor Locations

Reported Damage Locations

Debris Removed

Data managers assigned to continuously monitor the information flowing into the system check for potential problems and dispatch supervisors to respond to the problem. The system monitoring panel shows real-time statistics and potential problems for operations based on exhaustive in-process quality checks that occur continually. The exhibit

http://www.volusia.org/core/fileparse.php/4142/urlt/Volusia-Districs-map.pdf


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below details how we use RecoveryTrac™ ADMS to meet our quality standards using the direct monitoring and immediate feedback technique.

Exhibit 8-4: Monitoring Panel and ERSI GIS Web Service Map Layers


8-11

Debris Tracking RecoveryTrac™ allows real-time access and visibility into field operations. At each debris collection point, the roadway monitor marks the “waypoint” or location of the debris pile to collect GPS coordinates. The map below displays the waypoints associated with each collection ticket issued in the field. The waypoint collection report is updated in real-time and can be filtered by date.

Exhibit 8-5: Pickup Location with real-time reporting maps

An additional feature of our ADMS technology is that each handheld device reports back the location of the device regularly. By leveraging this location information, Tetra Tech can view monitor locations and truck locations in real-time, as demonstrated in Exhibits 8-6 and 8-7.

First Pass Waypoints

Second Pass Waypoints

Load Ticket - Waypoints

First and Second Pass Waypoints


8-12

Exhibit 8-6: Monitoring Locations


8-13

Exhibit 8-7: Truck Locations through a Larger Activation

Completion Tracking by Linear Road Segment As debris and hazards are removed by contractors, inspectors use mobile technology to verify and mark the road segments complete. Missed debris and hazards are marked, and target work reports are generated to assist in dispatching hot-spot crews to finish the remaining work. The progress is shown on geospatial maps that are updated in real-time using the data collected by the mobile data collection tools. An example is shown below in Exhibit 8-8. Completed roads are shown in green, and in-progress roads are shown in red.


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Exhibit 8-8: Collection Point Data

Exhibit 8-9: Completion Map


8-15

Damage Assessment/Debris Estimates Our approach to damage assessment begins with the FEMA 329 guidelines and the Tetra Tech project manager coordinating with the end users’ debris manager or other assigned individuals to identify the specific damage assessment services requested (for example, debris-related, structures, and utilities).

DEBRIS ESTIMATION

A key element of the damage assessment process is determining the quantities of debris created by the event throughout the affected areas. To adequately plan and mobilize for a disaster debris recovery effort, it is critical to understand the potential quantities of debris that may be generated. Tetra Tech has found that rather than relying on a single approach, a combination of debris-estimating methodologies generally produces a more accurate estimate. The following debris-estimating methodologies will be used by Tetra Tech:

USACE debris-estimating model. This is a widely used model that takes into account factors such as hurricane category, population base, amount of vegetative cover, etc.

Drive-by parcel survey. This survey estimates the average quantity of debris per parcel and multiplies the debris per parcel figure by the total number of parcels (residential, commercial, or both) in the applicable jurisdiction.

Flyover. The flyover is used to determine whether the debris field is isolated in certain areas or spread throughout the entire jurisdiction.

Personal estimates. Tetra Tech staff and debris contractors who are experienced in disaster recovery efforts will perform personal estimates for the County.

Each of these methodologies will be considered when developing an estimated debris volume for the County.

Field Staffing Plans See Section 6 – Staffing Approach in Tetra Tech’s proposal for our approach to project staffing and field staffing plans.

Vehicle Certification Tetra Tech has a proven vehicle certification procedure that complies with FEMA 325 and 327 guidelines to maximize reimbursement for our clients. Tetra Tech will certify all trucks used in an activation via the mobile application included in our ADMS technology. Benefits of using the mobile truck certification application include electronic volume calculations, instant upload to the RecoveryTrac™ database to allow a QA/QC check to immediately verify the truck certification is calculated correctly, and automated photo matching of truck and driver photographs to the truck. The truck certification application allows us to complete truck certifications in 30 percent less time than with a paper-based system.


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Exhibit 8-10: Truck Audit Report

Our disaster debris vehicle certification procedure includes the following:

Automated truck certification form, which includes the latest FEMA guidelines on truck certification documentation and volume calculations and a bar code for automated ticket scanning

Special vehicle notations on the truck certification form and vehicle placard, which inform tower monitors of sideboards, tailgates, or other modifications, thus discouraging debris removal contractors from fraudulently altering vehicles after certification

Photographs of vehicles, vehicle cavities, and drivers

Periodic spot checks and recertification of trucks to identify trucks altered after initial certification

Visual inspections of motor vehicle compliance with support from a County staff member. This can be done at the time of inspection or through our QC in real time from an office environment.

Monitoring the Removal of Debris Tetra Tech deploys loading site monitors to monitor the activities of each debris removal crew. Loading site monitors will document the initial step when tracking debris from collection to disposal. RecoveryTrac™ load tickets document where and when debris is collected along with other required information. Tetra Tech loading site monitors will also mark where every load of debris is collected using the RecoveryTrac™ waypoint system. This information can be used by multiple entities (the County, Jurisdictions falling under the County’s program, Debris Hauler, FDOT, FDEP, local town or city) to verify completeness and maximize project schedule.


8-17

The bullets below highlight various aspects of Tetra Tech’ debris removal monitoring program.

Operations. Field collection monitors report to a staging location prior to the field operations beginning for a briefing to be given by the project manager or field supervisors and the distribution of safety gear (for example, caution lights or safety vests), map books, and ADMS handheld units/debris tickets.

Deployment. A field monitor is assigned to one loading unit.

Field Supervision. Responsibilities of the field supervisor include training, QA/QC of work being performed, verifying load ticket accuracy, and responding to field monitor and debris contractor issues in the field.

Responsibilities. Field monitors will verify the proper loading of debris into the debris removal contractor’s certified loading container. Monitors will document that contractors and their subcontractors adhere to local, County, and federal regulations and that they are working safely and efficiently. Field monitors often notice inconsistencies with debris removal procedures and submit them to their supervisors. If a field monitor feels there is justifiable need to stop operations, the monitor is instructed to refrain from issuing a ticket until the debris hauler supervisor and a Tetra Tech supervisor can be called in to determine the appropriate action.

Work Scheduling. Tetra Tech will coordinate with the debris removal contractor’s project manager to estimate the number of field monitors that will be required for the following day. To be responsive and mitigate overstaffing, Tetra Tech requests that the debris hauler release the next day’s schedule by 5 p.m. so that the appropriate amount of field monitors is dispatched.

Daily Closeout. At the close of operations each day, all collection and disposal monitors will report to the staging area to clock out and turn in their ADMS handheld units.

Contractor Completion. Tetra Tech will assist in completing the project efficiently and within the time lines set forth in the RFP. There are many aspects of debris removal that are outside of the monitoring firm’s control but will still need to be managed. Tetra Tech will assist with managing these goals, including the following:

— The ability of a debris contractor to respond with sufficient equipment will affect the proposed schedule. Tetra Tech will provide burn rate analysis to verify the proper equipment is being provided. This will be adjusted as more accurate debris estimates are available.

— Invoices by the contractor need to be produced in a timely manner so that Tetra Tech can reconcile in a timely manner. Tetra Tech will work to make the contractors aware of an appropriate time frame for invoicing and will communicate with the County if deadlines are not being met.

— Deadlines for collecting debris are set to correspond with the work schedule that is based on estimated work to be completed. As damage estimates become more accurate (as is typical throughout the process), Tetra Tech will work with officials to adjust the timeline appropriately to reflect the changing estimates.

PUBLIC INFORMATION ASSISTANCE Tetra Tech has the capability to provide technical expertise to assist the County with a variety of public information needs. Public information for debris operations should focus on two components: safety for handling debris and proper set-out procedures. Proper set-out procedures are critical to an efficient debris operation that the County can maximize recycling opportunities, reduce impacts to landfill capacity, and expedite debris removal operations. Public information should include instructions for residents to properly separate their debris streams such as HHW, electric waste, construction and demolition debris, vegetative debris, and white goods. Public information should provide residents with specific instructions for separating and bundling their debris and include any information for citizen drop-off locations.


8-18

Public information can be provided in several formats. Another form of public information is a debris management hotline. Concerned citizens could call into the hotline for information regarding proper set-out procedures, status of debris operations, and what types of debris streams will be collected.

DEBRIS MANAGEMENT SITE MONITORING DMS locations are approved areas where debris contractors can truck eligible debris so it can be further separated or processed before being hauled to a final disposal facility. Debris is quantified by volumetric load calls. Towers are set up, and ingress and egress patterns are established. Each site will be restricted to a maximum capacity that will need to be monitored. Construction and demolition debris may be directly hauled to a final disposal facility. Specific documentation kept by DMS monitors includes the following:

Load Ticket. The load ticket is used to document debris removal.

Disposal Monitor Log. The disposal monitor log is used as backup documentation (and serves as a fail-safe if any documentation is missing).

Scale Manifest Tickets. If the debris hauling contract payment method is weight-based, tickets generated by the existing scales at the City’s DMS will be digitized and cataloged by Tetra Tech.

Incident Report. The incident report is used to document anything out of the ordinary while monitoring at the DMS, including property damage, arguments, unsafe practices, and personal injury.

Photographic Documentation. Tetra Tech disposal supervisors will photograph a DMS frequently in order to create a visual timeline of the site.

QA/QC of Field Tickets. DMS monitors must review and correct errors made by loading site monitors in the field.

Exhibit 8-11: Load Call Estimate Examples

Example A – The mounded portion of the load offsets the areas where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 45 percent.

Example B – The mounded portion of the load offsets the areas where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 70 percent.

Example C – The mounded portion at the front of the load offsets the area in the back where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 85 percent.

Example D – The mounded portion of the load offsets the areas where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 95 percent.

85%

95%

70%

45%A

B

C

D

85%

95%

70%

45%

85%85%

95%95%

70%70%

45%45%A

B

C

D


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Due to the critical nature of load calls and the impact they can have on a project, Tetra Tech has developed a thorough Disposal Monitor Training Program that will be reviewed by every disposal site monitor for consistency in load calls. After a load call has been made, the disposal site monitor will issue the truck driver a Tetra Tech QC ticket.

HAZARDOUS TREE REMOVAL Guidance established in FEMA 325 and 327 requires supporting photo documentation for each ticket issued for hazardous tree or hanger removal services. The previous standard for monitoring firms was to take supporting photographs with a digital camera and manually associate the photos to each tree ticket. Tetra Tech can utilize RecoveryTrac™ ADMS technology to document all hazardous tree and hanger removal operations. Additionally, Tetra Tech ADMS technology and software is designed to manage photo documentation by compressing and securely storing photos for field validations and audits in real-time. The ability to associate photo documentation to unit rate tickets is critical for FEMA reimbursement, QA/QC, and fraud deterrence.

As work in the field is completed, the information and supporting photos are uploaded directly to our database for QA/QC checks. A QA/QC manager verifies that the photographs comply with FEMA regulations and that all measurements meet the District’s contractual agreement with the contractor.

Exhibit 8-12: Real-Time Ticket Report


8-20

DATABASE REPORTING Tetra Tech has a suite of reports that are automated from RecoveryTrac™ and available in real-time via PC, tablet, or even smart phone. The County will also receive a suite of custom reports that show debris metrics by communities and County agencies. Our daily reporting metrics include but are not limited to the following:

Daily operations cost accounting

Daily load tickets and cumulative volumes and truck load totals

Daily reporting of ongoing work and completed areas of debris removal activities

Fiscal reports, including:

— Cost of monitoring operations (weekly or monthly)

— Hauling cost data (weekly or monthly)

Exhibit 8-13: Sample RecoveryTrac™ Reports and Dashboards


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Exhibit 8-14: Sample Custom Reports Developed

Another key feature of the Tetra Tech ADMS technology is that it allows field monitors to report incidents and provide supporting photographs in real-time. These reports are then provided in real-time geospatially or exported into Excel sheets daily and are available to the County, local governments, and the debris contractor. As monitors complete incident reports in the field, the information and supporting photographs are uploaded to the reporting server.

Depending on the type of incident, priority e-mails may be sent out by the reporting server to County representatives, Tetra Tech project team, and debris contractor representatives. Our firsthand experience assisting local governments with recovering from disasters has shown that accurately capturing and photographing pre-existing damage can alleviate residential damage claims that may be submitted to the District. Additionally, the incident map developed from the collection information is essential to quickly identifying unresolved contractor damages before the completion of the program.

Examples of incident reports that will be available include:

Property damage (public and private)

— Reporting pre-existing damage

— Damage caused by the contractor

— Road shoulders, ditches, and drainage structures

— Regulatory, warning, or guide signs

— Guardrail or controlled access fencing


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Crew configuration

Skipped piles

Homeowner interactions

Ineligible piles

Debris piles skipped by the contractor

Safety hazards

Mixed and comingled debris requiring separation prior to removal

Illegal dumping of debris

Unauthorized equipment

Obstructed storm drainage pipes or outfalls

Exhibit 8-15: Incident Reporting Tool


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Exhibit 8-16: Missed Piles Tracking

CONTRACTOR RECONCILIATION To expedite contractor invoice reconciliation efforts, Tetra Tech requires copies of all primary debris hauler contracts with the County. After reviewing the contracts, Tetra Tech will set up the RecoveryTrac™ database to generate transactions for tickets issued to each debris contractor. Tetra Tech will then meet with each primary debris contractor to review the debris contractor reports that will be generated automatically through RecoveryTrac™ Mobile. The debris contractor reports will provide each contractor with sufficient data to reconcile with their subcontractors as well as generate invoices for payment by the District. Several QA and QC checks will be conducted on data before it is provided to the contractor. The application of RecoveryTrac™ Mobile significantly reduces the amount of time needed for a contractor to generate an invoice and for the subsequent invoice reconciliation with Tetra Tech. The process for contractor invoice reconciliation in a RecoveryTrac™ Mobile project is as follows:

Debris contractor manually enters ticket detail into a contractor database or imports ticket data based on debris contractor reports.

Debris contractor generates an invoice for a specified period and submits the invoice and electronic backup to Tetra Tech for review.

Tetra Tech reviews the contractor data against RecoveryTrac™ database records.

— If no discrepancies are identified, Tetra Tech notifies the debris contractor that there are no discrepancies in the dataset.


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— If discrepancies are identified, Tetra Tech generates a discrepancy report noting the ticket numbers and differences between the two data sets.

Tetra Tech submits the discrepancy report for the debris contractor’s review. The debris contractor revises their invoice based on the discrepancies and resubmits to Tetra Tech for review.

Once a debris contractor’s invoice has been reconciled, Tetra Tech generates a payment recommendation and transmittal letter for each invoice and submits the invoice package for the District’s review.

PROJECT CLOSEOUT Upon project completion (event closure), Tetra Tech will prepare both physical records as well as RecoveryTrac™ database digital documentation for submittal to the County. Physical documentation such as load tickets, truck certificates, and field logs are organized and packaged in a manner conducive to easy retrieval. In addition to the physical documentation, Tetra Tech provides a final data export of the RecoveryTrac™ database, which serves to hasten any forthcoming auditing efforts. The records extracted from the database contain a digital copy of the ticket given to the contractor and the corresponding supporting photographic and/or supplemental documentation, truck certificate images and corresponding photographic documentation, and digital copies of all invoice payment recommendation packages that have been issued for the project. The ticket line item data is conveniently hyperlinked so that a simple click will yield the desired images. The RecoveryTrac™ final export data may be provided either via DVD or external hard drive. The list of project documents provided during closeout is as follows:

Completed debris tickets and corresponding images

Certifications of volume, descriptions, and images of trucks used for debris hauling

Copies of any correspondences related to debris activities performed by the debris removal contract vendors

Contractor services invoice copies

Summation report(s) of total volume(s) of debris removed at completion of the project

Copies of reports of debris removal activities, for both the debris monitoring contractor and the debris removal contract contractor

Documentation or reports on any unresolved issues relating to the debris removal, including damage claims, if any

Any other pertinent information required through the USACE or FEMA relating to debris removal activities

Final payment recommendations for the debris management contractor’s and debris removal contract vendor’s performance


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WHAT DO OUR CLIENTS SAY?

“Your quick response to our specific needs were a true asset to the Commonwealth of Virginia Department of

Transportation. Every day we were faced with new challenges that included right of way cleaning, customer complaints,

temporary dump site coordination, safety issues, special traffic control issues, financial recovery efforts with FEMA and

FHWA, etc., and your company answered the call each and every time.”

FEDERAL GRANT PROGRAMS Tetra Tech has extensive experience working with major federal grant programs, both pre- and post-disaster. Our team of public assistance (PA) experts has extensive experience in administering the FEMA PA Program and maximizing grant funding for impacted applicants. Tetra Tech provides staff augmentation and specialized expertise to leverage various funding sources, including FEMA PA, Community Development Block Grant, Severe Repetitive Loss Program, Hazard Mitigation Grant Program, and Natural Resources Conservation Service program grants.

Tetra Tech has worked closely with FEMA staff in the determination of debris eligibility, data requirements, project worksheet/detailed damage inspection report development, auditing of load ticket information, and reimbursement requirements. This includes providing step-by-step assistance to clients throughout the FEMA reimbursement process.

To maximize FEMA Public Assistance for our clients, Tetra Tech maintains a working relationship with FEMA at the headquarters, regional, and local levels. Constant communication and regular interface with FEMA allows Tetra Tech to obtain quick responses on disaster-specific guidance and issues.

Tetra Tech uses debris estimate models and damage assessment experts to supply FEMA PA and project officers with the information needed to generate project worksheet estimates at the beginning of a debris removal project. By helping FEMA staff prepare project worksheet estimates at the onset of the project, Tetra Tech is able to begin the flow of federal funds early in the project, many times prior to the actual receipt of invoices for the work performed by contractors. This reduces the need for clients to tap into cash reserves or credit lines to pay contractors.

Moreover, Tetra Tech maintains a staff of experts to assist our clients in obtaining reimbursement. Mr. Dick Hainje, former director of FEMA Region VII, and Mr. Richard Serino, former FEMA Deputy Administrator, are the directors of government affairs for the Emergency Management/Community Resiliency Division of Tetra Tech. Mr. Hainje was responsible for providing full briefings to the president of the United States five times at the scene of major disaster operations; deployed over 2,000 emergency management employees following catastrophic disasters; and created a long-term community recovery process for FEMA Region VII. Mr. Serino was responsible for FEMA’s disaster recovery fund (DRF) and various FEMA PA regulatory policies. Mr. Hainje and Mr. Serino also help our clients facilitate the reimbursement process and obtain clarification on FEMA policies.

Additionally, our data management and document storage procedures are tailored to facilitate FEMA review of the generation of project worksheet versions throughout the project. Our FEMA appeals and funding specialists have worked with FEMA closeout officers to obtain millions of previously deobligated dollars for communities.

In the field, our operations managers and field supervisors intimately understand FEMA rules and regulations for hand-loaded vehicles; stump, limb, and tree removal at unit rates; volumetric load calls at temporary disposal site locations; and ROW debris removal eligibility. This allows us to monitor contracts to the smallest detail while concurrently managing and documenting the operation using proven methodologies that maximize FEMA reimbursement.


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Our understanding of reimbursement agencies’ requirements for eligibility, documentation, and reimbursement has helped our clients obtain over $3 billion in reimbursement funds from federal agencies such as FEMA, FHWA, and the Natural Resources Conservation Service (NRCS).

Tab 9: Qualifications

9-1

DESCRIPTION AND HISTORY OF FIRM

Dedicated to helping state and local governments plan for and recover from natural and human-caused disasters, Tetra Tech, Inc. (Tetra Tech) offer a field-tested and proven methodology for emergency readiness, continuity planning, and disaster recovery. Our team is recognized for its ability to quickly respond to a broad range of emergencies, allowing our clients to return to the business of running their day-to-day operations. We understand the significant resource commitment and effort that is necessary to manage and monitor large-scale debris removal operations for local governments. Our staff members have monitored and obtained Federal Emergency Management Agency (FEMA), Federal Highway Administration (FHWA), and Natural Resources Conservation Service (NRCS) reimbursement on 13 debris removal projects in excess of 1 million cubic yards (CYs). Our record of success includes serving over 250 state and local government clients in response to over 40 presidential disaster declarations over the last decade. In total, our team has successfully managed the removal of and reimbursement for over 69 million CYs of debris as well as the demolition of over 5,000 uninhabitable residential and commercial structures. As a result of our successful performance on past projects, our staff members are national leaders in providing management and support documentation following a disaster debris-generating event.

Likewise, our team’s understanding of the FEMA, the FHWA (including recent changes), and other reimbursement agencies’ requirements for eligibility, documentation, and reimbursement helps clients receive the maximum reimbursement allowed. Our team has obtained over $3.5 billion in reimbursement funds for our clients from federal agencies such as FEMA, FHWA, and the NRCS.

A. EXPERIENCE IN ALL ASPECTS OF EMERGENCY DEBRIS MANAGEMENT

Our team has vast experience providing disaster management, recovery, and consulting services to state and local government agencies. Our approach includes partnering with our clients to establish and test the necessary plans and procedures before a disaster strikes and assisting with disaster response and recovery operations as well as post-disaster grant management.

Additionally, Tetra Tech has a unique understanding of the County and of the potential challenges a large-scale debris-generating event would have on the County. Since 2007, Tetra Tech has held Volusia County’s contract for disaster debris monitoring services. Following the 2007 Groundhog Day Tornados in Central Florida, our team successfully managed the County’s debris removal program, where we monitored the collection and disposal of over 135,000 cubic yards (CYs) of debris. Tetra Tech has continued to build upon this experience by meeting with the County annually to discuss changes in public assistance guidance and planning for debris operations.

Exhibit 9-1 summarizes our team’s experience serving as the prime contractor on large-scale debris monitoring projects in the past 10 years. Our services under these engagements included environmental permitting, Right-of-Way debris collection monitoring, Leaner/Hanger/Stump removal monitoring, temporary debris management site (DMS) monitoring, private property debris removal and right-of-entry administration, contractor invoice reconciliation, and federal grant reimbursement support.


9-2

Exhibit 9-1: Summary of Our Large-Scale Debris Monitoring Activations

Client Disaster Year Cubic Yards Monitored

Escambia County, Florida Hurricane Ivan 2004 5,385,084

City of Pensacola, Florida Hurricane Ivan 2005 1,381,670

Santa Rosa County, Florida Hurricane Dennis 2005 1,708,085

Escambia County, Florida Hurricane Dennis 2005 1,589,182

Jefferson County, Texas Hurricane Rita 2005 1,448,027

City of Gulfport, Mississippi Hurricane Katrina 2005 2,891,220

Harrison County, Mississippi Hurricane Katrina 2005 2,494,971

Volusia County, Florida Hurricane Wilma 2005 2,571,871

City of Pembroke Pines, Florida Hurricane Wilma 2005 919,200

City of Plantation, Florida Hurricane Wilma 2005 796,369

City of Springfield, Missouri Midwest Snowstorms 2007 1,442,727

City of Houston, Texas Hurricane Ike 2008 5,469,167

Harris County, Texas Hurricane Ike 2008 2,395,475

City of Bolivar, Texas Hurricane Ike 2008 2,699,683

City of Galveston, Texas Hurricane Ike 2008 1,810,857

Galveston County, Texas Hurricane Ike 2008 859,496

City of Baytown, Texas Hurricane Ike 2008 817,603

Bastrop County, Texas Texas Drought and Wildfires 2011 773,068

Augusta-Richmond County, Georgia Winter Storm Pax 2014 645,970

Similar to the services being requested by the County, our team has successfully assisted clients across the country with recovering from the damaging effects of hurricanes, tropical storms, tornadoes, floods, and ice storms. Exhibit 9-2 provides a list of the disasters our team has responded to since 2001.


9-3

Exhibit 9-2: Experience Matrix


9-4

Leaning Trees, Hanging Limbs, and Stump Removal Experience In addition to traditional debris monitoring programs, Tetra Tech has significant experience in assisting parks and public works departments recover from hurricanes, tropical storms, ice storms, and fires. This has included significant work removing leaning trees, hanging limbs, and stumps, which pose significant threats to public health and safety. Guidance on reimbursement for the removal of these vegetative threats is disaster-specific. Our team has assisted numerous clients in surveying, documenting, and monitoring the removal of leaning trees, hanging limbs, and stumps. Exhibit 9-3 provides featured clients where our team has monitored the collection and removal of leaning trees, hanging limbs, and stumps following a disaster debris-generating event.

Exhibit 9-3: Previous Leaner/Hanger/Stump Removal Programs

Client Event Total Leaners/Hangers/ Stumps Removed

City of Augusta, Georgia 2014 Winter Storm Pax 26,800

City of Sioux Falls, South Dakota 2013 Ice Storm 26,700

State of Connecticut 2011 Winter Storm Alfred 57,200

Henrico County, Virginia 2011 Hurricane Irene 15,500

Arkansas Game and Fish C i i

2009 Ice Storm 48,900

City of Houston, Texas 2008 Hurricane Ike 212,500

City of Norman, Oklahoma 2007 Midwest Ice Storm 26,800

Greene County, Missouri 2007 Midwest Snow Storm 53,900

Town of Amherst, New York 2006 Ice Storm 32,700

City of Fort Lauderdale, Florida 2005 Hurricane Wilma 20,400

Santa Rosa County, Florida 2005 Hurricane Dennis 13,700

Escambia County, Florida 2004 Hurricane Ivan 15,100

Knowledge in All Aspects of Emergency Management Tetra Tech has vast experience providing emergency management consulting and disaster response and recovery services to state and local government agencies. Our approach includes partnering with our clients to not only ensure the necessary plans and procedures are in place and tested before a disaster strikes, but also to assist with disaster response and recovery operations as well as post-disaster grant management.

Over the last five years, Tetra Tech has supported more than 300 emergency preparedness planning projects, of which over 60 percent have involved some level of testing, training, and exercises. Furthermore, our experience in disaster field monitoring and management services dates back to 1989, when members of our team helped clients recover from Hurricane Hugo. In the 23 years since, Tetra Tech has successfully assisted over 250 clients with recovering from the damaging effects of hurricanes, tropical storms, tornadoes, floods, and ice storms. Our response and recovery staff is uniquely familiar with the policies, procedures, and requirements associated with providing disaster recovery services.

Over the past 10 years, our grant management experts have assisted clients with applying for and retaining grant funds, even after the closeout and audit processes. Our experience spans the full grant cycle from application to closeout, including services related to program requirements in the following areas:

Application guideline development

Program outreach and marketing

Program/project management

Application review and approval

Record keeping and reporting

Regulatory compliance monitoring (for example,


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Grant monitoring and administration

Procurement assistance

Anti-fraud, waste, abuse, and mismanagement policy compliance

Financial management and reporting

Environmental review/National Environmental Policy Act (NEPA) compliance

fair housing, equal employment, Davis Bacon)

Construction monitoring and compliance

Interim and final project inspections

Audit/appeal assistance

Closeout support

Our staff has experience in maximizing assistance to our clients by working to obtain funding from every source available after disaster has struck. As a result of our working on every major disaster in the last dozen years, Tetra Tech also has broad and deep experience with strategic planning, coordination of recovery efforts, and technical assistance. Tetra Tech will offer recommendations and solutions to the broad range of issues that will be encountered by the County after a major disaster. Our staff routinely finds innovative and appropriate solutions to issues as they arise during recovery.

Exhibit 9-4: Tetra Tech’s Full-Service Emergency Management Capabilities


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WHAT DO OUR CLIENTS SAY?

“Your team assisted us with FEMA PA Grant Program application and administration, FHWA ER technical

assistance, FEMA HMGP grant application, and HUD CDBG-DR project identification, technical assistance, and application development representing a combined estimated $280 million in federal grants—the largest

grant application in Boulder County’s history.

Boulder County has been very pleased by the work of your team and would absolutely recommend them to

any other state or local government agency in the aftermath of a disaster.”

Michelle Krezek, Commissioners’ Deputy Boulder County, Colorado

While serving as FEMA’s Region VII Administrator, Mr. Hainje briefed President

Bush on the Midwest flooding of 2008.

B. EXPERIENCE OF FEDERAL, STATE AND LOCAL FUNDING SOURCES AND REIMBURSEMENT PROCESSES

Throughout the course of the hundreds of debris management and grant management projects that our staff has administered for state and local governments across the United States, our team has developed a unique understanding of the FEMA organization and other regulatory agencies’ policies and procedures. Our team maintains strong relationships with many of the lead federal coordinating officers, debris specialists, PA coordinators and officers, and other staff. Our team also understands the duties and responsibilities of emergency management personnel at the state and local level, which helps us build strong relationships. Our team has worked with hundreds of local government emergency management agencies and dozens of state emergency management organizations following disaster debris-generating events.

Our team has worked closely with FEMA and FHWA staff in the determination of debris eligibility, data requirements, project worksheet/detailed damage inspection report development, auditing of documentation, and reimbursement requirements. This includes providing step-by-step assistance to clients throughout the FEMA reimbursement process.

To maximize PA funding for our clients, our staff members maintain a working relationship with FEMA at the headquarters, regional, and local levels. Constant communication and regular interface with FEMA allows our team to obtain quick responses on disaster-specific guidance and issues.

Tetra Tech uses debris estimate models and damage assessment experts to supply FEMA PA and project officers with the information needed to generate project worksheet estimates at the beginning of a debris removal project. By helping FEMA staff prepare project worksheet estimates at the onset of the project, Tetra Tech is able to begin the flow of federal funds early in the project, many times prior to the actual receipt of invoices for the work performed by contractors. This reduces the need for clients to tap into cash reserves or credit lines to pay contractors.

Moreover, Tetra Tech maintains a full-time staff to assist our clients in obtaining reimbursement. Mr. Dick Hainje, former regional administrator of FEMA Region VII, has been responsible for deploying and managing over 2,000 emergency management employees following disasters and created a long-term community recovery process for FEMA Region VII. Mr. Hainje has assisted our clients with navigating the reimbursement process and obtaining clarification on FEMA policies. Mr. Hainje also led the response, recovery, and mitigation for the historic 2008 Midwest flooding event, where he was the regional administrator in charge of over 1,000 FEMA employees deployed to this event. Mr. Hainje was the director of operations for Hurricane Charley, which struck Florida in 2004. He was responsible for the entire Florida operations division, which at the time was the largest


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deployment in FEMA’s history. Following the four hurricanes that struck Florida, Mr. Hainje served as director of emergency housing, which was the largest emergency housing operation in more than a decade. Mr. Hainje is frequently meets with local officials and FEMA Region IV on matters related to reimbursement policies.

Additionally, our data management and document storage procedures are tailored to facilitate FEMA review of the generation of project worksheet versions throughout the project. Our FEMA appeals and funding specialists have worked with FEMA closeout officers to obtain millions of previously deobligated dollars for communities.

In the field, our operations managers and field supervisors fully understand FEMA rules and regulations for hand-loaded vehicles; stump, limb, and tree removal at unit rates; volumetric load calls at temporary disposal site locations; and ROW debris removal eligibility. This allows us to monitor contracts to the smallest detail while concurrently managing and documenting the operation using proven methodologies that maximize FEMA reimbursement. Our understanding of reimbursement agencies’ requirements for eligibility, documentation, and reimbursement has helped our clients obtain over $3.5 billion in reimbursement funds from federal agencies such as FEMA, FHWA, and the NRCS.

FEMA Reimbursement Success Over the past 20 years, our grant management experts have assisted clients with applying for and retaining grant funds, even after closeout and audit processes. Our team has extensive experience assisting local and state governments with managing and documenting projects that are eligible for federal funding through the FEMA PA Program, including multiple, large PA programs for the States of Vermont, South Dakota, and Connecticut. Our team also has significant experience with FHWA Emergency Relief (FHWA-ER) federal reimbursement, having assisted over 60 clients with FHWA application, project management, and reimbursement. Our team’s record of success spans over 250 state and local government clients in response to over 40 declared presidential disasters, representing the recovery of more than $3.5 billion in disaster grant funds. These activations have yielded grant program management engagements resulting in clients not only garnering grant funds but in retaining 99.8 percent of the funds received. Tetra Tech has extensive direct experience with the following grant programs:

FEMA PA Program

FEMA HMGP

FEMA Flood Mitigation Assistance Program1

FHWA-ER Program

FHWA Transportation Investment Generating Economic Recovery Grant

NRCS Emergency Watershed Protection

U.S. Department of HUD CDBG

The table below provides a selection of our experience and success in FEMA reporting and reimbursement for clients in the in the past five years. To date, our team has an impeccable record of obtaining reimbursement for the eligible federal cost share for both FEMA PA and FHWA-ER applications that our team has prepared and monitored on behalf of clients nationwide. Additional reporting and reimbursement client information can be provided upon request.

1Formerly three separate grant programs: FEMA Severe Repetitive Loss Program, FEMA Repetitive Flood Claims Program, and the FEMA Pre-Disaster Mitigation Program.


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Exhibit 9-5: Experience and Success in FEMA Reporting and Reimbursements

Client Name Value of Eligible Federal

Funding Applications Length of

Assistance Boulder County, Colorado – FHWA, FEMA PA

$53,000,000 (FEMA PA) $40,000,000 (FHWA) 14 months

Connecticut, State of – FHWA, FEMA PA $29,000,000 (FEMA PA) $17,000,000 (FHWA ER) 6 months

Port of Galveston, Texas – FEMA PA $20,000,000 40 months South Dakota, State of – FEMA PA $10,000,000 30 months Vermont, State of – FEMA PA, FEMA HMGP

$175,000,000 (FEMA PA) $34,000,000 (HMGP) 21 months

Virginia Department of Transportation – FEMA PA $10,000,000 5 months

Virginia Department of Transportation – FHWA DDIRs, 7 Clients $3,500,000 5 months

C. RECENT EXPERIENCE DEMONSTRATING CURRENT CAPACITY AND EXPERTISE

Our team has vast experience providing disaster management, recovery, and consulting services to state and local government agencies. Our approach includes partnering with our clients to establish and test the necessary plans and procedures before a disaster strikes and assisting with disaster response and recovery operations as well as post-disaster grant management. One of the keys to maintaining readiness in the field of disaster response and recovery is remaining active year-round. Our team has responded to 13 major disaster declarations since 2011, totaling over 75 clients throughout the country.

Exhibit 9-6 provides an abbreviated list of projects, volume of debris collected, and monitoring services rendered that our team has responded to in the last four years. Profiles and references from specific projects are included in Section 3. Tetra Tech can provide additional projects and information upon request.


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Exhibit 9-6: Experience Matrix (2011–2014)

Event/Client Year Cubic

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FLOODING – 2014 Total Cubic Yards of Debris – 10,525 | Total Clients – 2 Escambia County, FL 2014 10,000 ■ ■ ■ ■ ■ ■ ■ Pensacola, FL 2014 525 ■ ■ ■ ■ ■ ■ ■ TORNADO – 2014 Total Cubic Yards of Debris – 179,851 | Total Clients – 2 Limestone County, AL 2014 104,256 ■ ■ ■ ■ ■ ■ ■ ■ ■ Blount County, AL 2014 75,595 ■ ■ ■ ■ ■ ■ ■ ■ ■ ICE STORM – 2014 Total Cubic Yards of Debris – 1,041,047 | Total Clients – 7 Augusta-Richmond County, GA 2014 645,970 ■ ■ ■ ■ ■ ■ ■ ■ ■ Sumter County, SC 2014 104,722 ■ ■ ■ ■ ■ ■ ■ ■ ■ Dorchester County, SC 2014 91,850 ■ ■ ■ ■ ■ ■ ■ ■ ■ Barnwell County, SC 2014 85,703 ■ ■ ■ ■ ■ ■ ■ ■ ■ Colleton County, SC 2014 61,883 ■ ■ ■ ■ ■ ■ ■ ■ ■ City of Sumter, SC 2014 35,424 ■ ■ ■ ■ ■ ■ ■ ■ ■ Hampton County, SC 2014 15,495 ■ ■ ■ ■ ■ ■ ■ ■ FLOODING – 2013

Total Cubic Yards of Debris – 140,000* | Total Clients – 1

Boulder County, CO 2013 140,000* ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ICE STORM – 2013 Total Cubic Yards of Debris – 100,664 | Total Clients - 1 City of Rapid City, SD 2013 100,664 ■ ■ ■ ■ ■ ■ ■ ■ ■ ICE STORM – 2013 Total Tons of Debris – 79,925 | Total Clients – 1 City of Sioux Falls, SD 2013 79,925* ■ ■ ■ ■ ■ ■ ■ ■ ■ HURRICANE SANDY – 2012 Total Cubic Yards of Debris – 272,931 | Total Clients – 13 | Representative Projects: New Jersey Department of Environmental Protection

2012 193,706 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■


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Yardage Com

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Borough of Sayreville, NJ 2012 27,800 ■ ■ ■ ■ ■ ■ ■ ■ ■

Town of Fairfield, CT 2012 13,300 ■ ■ ■ ■ ■ ■ ■ ■ HURRICANE ISAAC – 2012

Total Cubic Yards of Debris – 721,672 | Total Clients – 5 | Representative Projects: Jefferson Parish, LA 2012 270,136 ■ ■ ■ ■ ■ ■ ■ ■

St. John the Baptist Parish, LA 2012 225,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

City of New Orleans, LA 2012 177,443 ■ ■ ■ ■ ■ ■ ■ ■

TROPICAL STORM DEBBY – 2012 Total Cubic Yards of Debris – 7,253 | Total Clients – 3 | Representative Projects:

Clay County, FL 2012 3,777 ■ ■ ■ ■

Pasco County, FL 2012 2,583 ■ ■ ■ ■

HURRICANE IRENE – 2011 Total Cubic Yards of Debris – 573,200 | Total Clients – 22 | Representative Projects: Dare County, NC 2011 145,700 ■ ■ ■ ■ ■

VA Dept. of Transportation 2011 132,600 ■ ■ ■ ■ ■ ■

Lenoir County, NC 2011 127,000 ■ ■ ■ ■ ■

City of Virginia Beach, VA 2011 55,600 ■ ■ ■ ■ ■ ■

Henrico County, VA 2011 26,950 ■ ■ ■ ■ ■ ■

TEXAS DROUGHT & WILDFIRES – 2011 Total Cubic Yards of Debris – 990,868 | Total Clients – 2 Bastrop County, TX 2011 773,068 ■ ■ ■ ■ ■ ■ ■

City of Houston, TX 2011 271,800 ■ ■ ■ ■ ■ ■ ■

NOR’EASTER (WINTER STORMS) – 2011 Total Cubic Yards of Debris – 1,787,201 | Total Clients – 19 | Representative Projects: CT Dept. of Transportation 2011 436,410 ■ ■ ■ ■ ■ ■

Town of West Hartford, CT 2011 321,682 ■ ■ ■ ■ ■ ■

Town of South Windsor, CT 2011 234,764 ■ ■ ■ ■ ■ ■

Town of Enfield, CT 2011 189,090 ■ ■ ■ ■ ■

Town of Manchester, CT 2011 153,575 ■ ■ ■ ■ ■ ■

TORNADOES – 2011


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Yardage Com

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Total Cubic Yards of Debris – 61,458 | Total Clients – 4 | Representative Projects: USACE/Elmore County, AL 2011 33,220 ■ ■ ■

USACE/Tuscaloosa County, AL 2011 18,878 ■ ■ ■

* Cubic yardage volume converted from tons using FEMA conversion ratio

In addition to our recent experience above, Tetra Tech has also responded to the following disasters since 2001.

Exhibit 9-7: Past Experience Matrix Event Total Clients Total Cubic Yards of Debris

Hurricane Ike (2008) 80 16,816,479 Hurricane Gustav (2008) 7 1,438,275 Tropical Storm Fay (2008) 3 50,000 Hurricane Dolly (2008) 31 1,086,887 Midwest Flooding (2008) 2 206,030 Midwest Ice Storm (2007) 2 825,000 Groundhog Day Tornadoes (2007) 2 281,000 Midwest Snow Storms (2006) 3 2,101,539 Buffalo Snow Storms (2006) 6 1,380,000 Hurricane Wilma (2005) 17 8,914,000 Hurricane Rita (2005) 3 4,810,000 Hurricane Katrina (2005) 11 9,942,000 Hurricane Dennis (2005) 5 3,820,000 Hurricane Jeanne (2004) 2 350,000 Hurricane Ivan (2004) 3 9,733,300 Hurricane Frances (2004) 2 500,000 Hurricane Charley (2004) 2 1,652,200 Hurricane Lili (2002) 1 50,000 Tropical Storm Gabrielle (2001) 1 150,000


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D. ENVIRONMENTAL EXPERIENCE

Tetra Tech has broad-based expertise with hazardous materials and waste management and compliance assurance spanning more than 20 years for both private and public sector clients. We have a proven record of helping customers address National Environmental Policy Act (NEPA) compliance, Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA)/Superfund Amendments and Reauthorization Act (SARA), Resource Conservation and Recovery Act (RCRA), Toxic Substances Control Act (TSCA), Occupational Safety and Health Act (OSHA), and other federal, state, and local regulations in hazardous materials assessment and hazardous waste management.

This expertise has been developed through extensive training and hands-on experience at sites across the United States requiring site investigation; analysis of treatment systems; evaluation of storage and transportation methods; development and implementation of remedial measures; and understanding of, and compliance with, complex federal and state regulatory requirements.

Tetra Tech has evaluated hazardous materials, waste streams, and operating practices for a full range of clients and developed or updated standard protocols, compliance procedures, and regulatory requirements specific to the operation and materials used and produced. Tetra Tech staff has performed compliance evaluations of numerous types of facilities and industries; conducted Phase I, II, and III site assessments and investigations; performed feasibility studies and treatability studies; consulted on waste storage and management activities; and developed training materials and performed staff training for clients. Our work has included environmentally compliant, and historically sensitive demolition programs.

Additionally, Tetra Tech has responded to every major disaster debris-generating event that has affected the continental United States. Exhibit 9-8 summarizes the largest events that Tetra Tech has responded to over the past nine years, along with representative clients and projects and the environmental issues that we successfully addressed on behalf of our clients. In addition to our portfolio of hurricane response and recovery deployments, Tetra Tech has responded to multiple debris-generating events as a result of severe winter weather, snow, and ice storms. Tetra Tech is familiar with the actions that must be taken to address debris-related environmental issues in the County.

Exhibit 9-8: Project Deployments and Environmental Issues Addressed

Event Environmental Issues Successfully Addressed

Hurricane Charley (2004) FEMA-1539-DR

DMS Permitting DMS Soil Testing, Closure and Remediation

Hurricane Frances (2004) FEMA-1545-DR


Hurricane Ivan (2004) FEMA-1551-DR

DMS Permitting DMS Soil Testing, Closure and

Remediation White Goods and Freon Removal Sand Quality Testing and Screening

Household Hazardous Waste (HHW) Removal and Site Management

C&D Removal and Disposal

Hurricane Jeanne (2004) FEMA-1561-DR


Hurricane Dennis (2005) FEMA-1595-DR


Hurricane Katrina (2005-2008) FEMA-1602-DR FEMA-1603-DR FEMA-1604-DR


Remediation White Goods and Freon Removal HHW Removal and Site Management

Asbestos Abatement and Disposal RACM Demolitions Carcass Removal and Disposal Spoiled Food Disposal C&D Removal and Disposal


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Event Environmental Issues Successfully Addressed Sand Quality Testing and Screening

Hurricane Rita (2005) FEMA-1606-DR

DMS Permitting C&D Removal and Disposal

DMS Soil Testing, Closure and Remediation

Hurricane Wilma (2005) FEMA-1609-DR DMS Permitting


HHW Removal and Site Management

White Goods and Freon Removal Spoiled Food Disposal C&D Removal and Disposal Sand Quality Testing and Screening

Buffalo Snow Storms (2006) FEMA-1665-DR


Missouri Severe Winter Storms (2007) FEMA-1676-DR


Oklahoma Severe Winter Storms (2008) FEMA-1735-DR


Hurricane Dolly (2008) FEMA-1780-DR


Remediation

Water quality testing De-watering and mosquito control

Hurricane Gustav (2008) FEMA-1786-DR

DMS Permitting Roadside ditch soil testing


Hurricane Ike (2008) FEMA-1791-DR DMS Permitting


White Goods and Freon Removal HHW Removal and Site Management

Asbestos Abatement and Disposal RACM Demolitions Carcass Removal and Disposal Spoiled Food Disposal C&D Removal and Disposal Sand Quality Testing and Screening

Arkansas Severe Winter Storms (2009) FEMA-1819-DR


Oklahoma Severe Winter Storms and Tornadoes (2010) FEMA-1876-DR FEMA-1917-DR FEMA-1926-DR

DMS Permitting Recycling


Bastrop Complex Wildfire (2011) FEMA-4029-DR

DMS Permitting Endangered species


Hurricane Irene (2011) FEMA-4019-DR FEMA-4024-DR

DMS Permitting

DMS Soil Testing, Closure and Remediation C&D Removal and Disposal

Hurricane Isaac (2012) FEMA-4080-DR

DMS Permitting HHW Removal E-Waste

DMS Soil Testing, Closure and Remediation C&D Removal and Disposal

Hurricane Sandy (2012) FEMA-4086-DR

C&D Removal and Disposal Superfund Sites

Asbestos Abatement and Disposal Endangered and Nongame Species


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The proposed team includes individuals who provided disaster recovery services to the County following Hurricanes Katrina and Wilma. Our team also assisted in

updating the County’s disaster debris management plan, conducting a

hurricane exercise, and supporting the County through annual pre-

hurricane season meetings over the last decade. As a result, our team can

hit the ground running with no learning curve.

Event Environmental Issues Successfully Addressed Wetlands Sediment testing

Waste Flow Control

Boulder County (2013) FEMA-4045-DR Endangered species Waterways

E. KEY STAFF EXPERIENCE

Tetra Tech has assembled a Florida-based team of experienced emergency management, infrastructure, and grant management specialists with hands-on experience in recent disasters and emergencies as well as prevention, mitigation, preparedness, response, and recovery programs. Our disaster recovery professionals are uniquely familiar with the policies, procedures, and requirements associated with providing disaster recovery services subject to Federal Emergency Management Agency (FEMA), Federal Highway Administration (FHWA), U.S. Department of Housing and Urban Development (HUD), NRCS, and other federal agency reimbursement programs. Tetra Tech is committed to providing the County with a dedicated and consistent project management team that will expedite recovery efforts in the County by establishing a coordinated and organized approach to debris removal.

Our commitment to the County has been demonstrated during the past several years. For the duration of our contract with the County, the Tetra Tech team has maintained a constant state of responsiveness and has been prepared to mobilize to the County with little or no warning. In addition to our responsiveness to a known event, our team has supported the County through annual pre-season meetings to discuss FEMA reimbursement program updates and our latest debris management technology. Our dedicated team is available to the County 365 days per year.

The established working relationship shared by the County and Tetra Tech provides our team with an in-depth understanding of the services the County will require following a disaster event. Based on this understanding, Tetra Tech has assembled a project team with the qualifications and expertise necessary to support the County following a disaster.

Senior Management Team Our senior management team will provide expert oversight and assistance at critical junctures and is prepared to assist the project management team for the duration of any disaster recovery operation. Mr. Jonathan Burgiel, who will serve as project manager, has 30 years of experience in solid waste and

disaster recovery. His disaster-related work has included serving as principal in charge of over 30 projects, helping clients throughout the country prepare for, respond to, and recover from natural and human-caused disasters. Mr. Burgiel has provided senior management leadership to the New Jersey Department of Environmental Protection (NJDEP) (Hurricane Sandy); State of Connecticut (Hurricane Sandy); State of Louisiana (Hurricane Isaac); City of New Orleans, LA (Hurricane Katrina Residential Demolition Program); Harris County, TX (Hurricane Ike); and Miami-Dade County (Hurricanes Katrina and Wilma), to name a few.

Mr. Ralph Natale, who will also serve as one of two deputy project managers, has overseen response to some of the country’s largest debris-generating disasters. He has served as principal in charge for more than 55 projects, managing the removal of over 15 million cubic yards (CYs) of debris and over 500,000 hazardous


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trees. His experience dates back to 2005 following Hurricane Wilma, where he assisted the City of Naples and Collier County with disaster recovery operations when Hurricane Wilma struck his Naples home. He has served as a debris specialist and grant consultant for state and local governments during his nine-year career in the disaster debris industry, including for the State of Connecticut Emergency Operations Debris Task Force following Hurricane Irene and Winter Storm Alfred and the City of New Orleans, Louisiana, following Hurricane Isaac.

Mr. Oliver Yao will serve as the data manager for this project. Mr. Yao has eight years of disaster recovery experience and has supported response efforts to some of the largest disasters to affect the United States, including Hurricanes Katrina, Ike, and Sandy. Mr. Yao is currently responsible for the operational oversight of field projects, which includes automated debris management system (ADMS) implementation, logistics management, safety protocols, and senior management of data and reimbursement support. Mr. Yao has developed a team of seasoned data managers trained on the standard operating procedures he has developed to support project closeout and audit. Mr. Yao is a leading subject matter expert in reimbursement documentation and closeout audit support. In addition, Mr. Yao has assisted numerous local governments in Florida with FEMA appeals following Hurricanes Charley, Frances, Jeanne, and Wilma.

Mr. Jeff Dickerson will serve as the ADMS lead for this project. Mr. Dickerson has more than 20 years of experience in program management and information technology and is the principal system architect of our ADMS, RecoveryTrac™. Mr. Dickerson has managed numerous large disaster response operations with over 1,000 field monitors, coordinated the operation of 24-hour data processing centers (some with nearly 100 personnel), and provided technical support for a debris management database to track over 1,000 trucks and the documentation for over 5 million CYs of debris brought to clients’ debris management sites. Mr. Dickerson has led deployment and logistics efforts for some of the firm’s largest debris monitoring efforts.

Mr. John Buri is a versatile emergency management, disaster mitigation, response and recovery, and grant management professional with 12 years of experience. Mr. Buri has provided senior management oversight on 16 major disasters declarations for over 100 clients since 2007, representing over $1 billion in disaster-related grants. He has responded to numerous large-scale activations and engages with FEMA and state regulatory agencies and debris contractors in addition to providing FEMA Public Assistance (PA) consulting for all tasks and activities associated with each disaster recovery operation.

Mr. Dick Hainje serves as a senior advisor and the former administrator of FEMA Region VII, where he led the region through 60 presidentially declared disasters. Mr. Hainje was the director of operations for Hurricane Charley and was responsible for the entire Florida operations division, which at the time was the largest deployment in FEMA’s history. His extensive experience working with senior first responders as well as local, state, and federal elected officials during times of crisis has included providing full briefings to the president of the United States five times at the scene of major disaster operations. He was responsible for creating a long-term community recovery process for FEMA Region VII, which provides heavily impacted communities the opportunity to go through a FEMA-sponsored planning process after a catastrophic incident. Following Hurricane Katrina in 2005, Mr. Hainje was asked by Secretary Chertoff to serve as the deputy Principal Federal Official for the Mid-Atlantic States, where he was involved with every aspect of preparation for all of the states from Georgia to Delaware, including leading major hurricane preparation exercises in FEMA Region IV and FEMA Region III.


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Project Management Team In addition to our senior management team, our dedicated project management team consists of disaster recovery professionals who are uniquely familiar with the policies, procedures, and requirements associated with providing disaster recovery services. Tetra Tech’s staff members constitute an integrated team with unparalleled skills and experience that is uniquely qualified to manage the debris monitoring operations. Ms. Kerri Genden-O’Dell will serve as the County’s project manager. Ms. O’Dell is an industry expert in

large-scale mobilizations, project staffing, and debris monitoring operations and has extensive experience in disaster debris program management support under the FEMA’s PA Grant Program. She has worked for numerous communities including the City of Fort Lauderdale, FL and Montgomery County, TX.

Mr. Phil Ivey will serve as the County’s operations manager. Mr. Ivey has overseen recovery operations for some the of country’s largest debris-generating disasters, including Hurricanes Katrina, Dennis, and Ivan. Mr. Ivey has extensive experience managing disaster recovery efforts and has served as project manager for numerous communities, including Boulder County, CO (2013 Flooding); City of Rapid City, SD (Winter Storm); and St. John the Baptist Parish, LA (Hurricane Isaac). Mr. Ivey has also recently served as operations manager for NJDEP following Hurricane Sandy and for the City of New Orleans, Louisiana, residential demolition program following Hurricane Katrina. As Miami-Dade County’s operations manager, Mr. Ivey will be responsible for the implementation of Tetra Tech’s work plans, dispatching field personnel, staffing, safety, field logistics, and training. He will verify eligibility, compliance, and collection and disposal operations oversight and coordinate directly with our project manager daily with progress reports and on specific issues.

Mr. Simon Carlyle will serve as pre-season client liaison to Volusia County. Mr. Carlyle has been directly involved in all phases of disaster recovery efforts and has developed significant knowledge of federal, state, and local regulations pertaining to solid and hazardous waste management. Mr. Carlyle has been responsible for providing program and project management in response to some of the largest debris-generating disasters in the nation, including Hurricanes Katrina, Rita, Wilma, Gustav, Ike, Irene, and Sandy. He has served as regional program manager for numerous clients, including the recent activations for the State of South Carolina following Winter Storm Pax in February 2014 and the State of Connecticut following Winter Storm Alfred in October 2011. He has provided senior oversight and project management to the City of Sioux Falls, South Dakota (Ice Storm 2013); St. John the Baptist Parish, Louisiana (Hurricane Isaac); State of North Carolina (Hurricane Irene); Bastrop County, Texas (2011 Wildfires); City of Galveston, Texas (Hurricane Ike); and the City of Miramar, Florida (Hurricane Wilma).

Ms. Paris Atkinson is an experienced data manager and invoice reconciliation analyst with nine years of experience. She has led regional data management and invoice reconciliation efforts for some of the most significant disasters to have impacted this country in recent years. Specifically, she has led a team of data managers and invoice reconciliation analysts to support Winter Storm Pax, Hurricane Sandy, and Hurricane Isaac. Ms. Atkinson is also experienced in field operations and served as operations manager for Collier County and the City of Naples following Hurricane Wilma.


9-17

Exhibit 9-9: Staff Areas of Expertise

Name Year

s of

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Tru

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icat

ions

Jonathan Burgiel 30 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Ralph Natale 9 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Jeff Dickerson 20 ■ ■ ■ ■ ■ ■ ■

John Buri 12 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Dick Hainje 30 ■ ■ ■ ■ ■ ■

Oliver Yao 8 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Kerri O’Dell 10 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Phil Ivey 9 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Simon Carlyle 10 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■

Paris Atkinson 9 ■ ■ ■ ■ ■ ■ ■ ■ ■

PROFESSIONAL CERTIFICATIONS, TRAINING, AND LICENSING

Tetra Tech is committed to providing our customers with quality technical products and services while meeting the highest level of ethical and regulatory standards and performance in our jobs. In addition, our environmental health and safety program helps our business operate in a manner that protects the health and safety of our employees, customers, business partners, community neighbors, and the environment.

Tetra Tech remains abreast of the latest guidance, issues being debated, and current best practices through participation in expert groups, attendance in training and conference sessions, and working with national experts in disaster recovery operations, emergency management, national security, information technology, public health, transportation, and critical infrastructure protection.

Our proposed team possesses many of the key certifications necessary to provide quality technical services and have attended numerous training courses related to debris operations and emergency management. Some of these include, but are not limited to:

Occupational Safety and Health Administration (OSHA) Disaster Site Worker Course OSHA 10-Hour Construction Safety Certification OSHA 40-Hour HAZWOPER Certification G-202 Debris Management Homeland Security Exercise and Evaluation Program (HSEEP) Certified IS 100: Introduction to Incident Command System IS-120: Introduction to Exercises

http://investors.saic.com/phoenix.zhtml?c=193857&p=irol-govconduct

http://www.saic.com/about/ehs/

http://www.saic.com/about/ehs/


9-18

IS-200: Basic Incident Command IS-547: Introduction to Continuity of Operations (COOP) IS-631: Public Assistance Operations I IS-632: Introduction to Debris Operations IS-634: Introduction to FEMA’s Public Assistance Program IS-700: National Incident Management System IS-800: National Response Program Intermediate Workzone Traffic Control (FDOT) Mass Casualty Incident Manager Certification Additionally, all collection and disposal managers and field supervisors must attend a debris monitoring training session prior to working. These training sessions are delivered by experienced trainers and provide the information required to facilitate accurate field monitoring. Tetra Tech also conducts daily “tailgate” safety sessions with field employees to alert them of potential work hazards and review safe work practices.

SECTION 9

Résumés

Jonathan Burgiel

Project Manager

Résumé 1

EDUCATION

University of Central Florida Master of Business Administration, 1989

Tufts University Bachelor of Arts, Economics, 1984

AREA OF EXPERTISE

• Solid and Hazardous Waste Management

• Disaster Recovery Program Management

• Federal Grant Management

DISASTERS

• 4087 Hurricane Sandy • 4084 Hurricane Isaac • 4029 TX Wildfires • 4024 Hurricane Irene • 4106 CT Winter Storm • 1791 Hurricane Ike • 1786 Hurricane Gustav • 1780 Hurricane Dolly • 1679 FL Tornados • 1606 Hurricane Rita • 1609 Hurricane Wilma • 1602 Hurricane Katrina • 1595 Hurricane Dennis • 1561 Hurricane Jeanne • 1551 Hurricane Ivan • 1545 Hurricane Frances • 1539 Hurricane Charley

YEARS OF EXPERIENCE

30 years

EXPERIENCE SUMMARY

As Vice President, Mr. Burgiel manages the business operations of all disaster recovery efforts, including preparedness planning, project staffing, logistics, grant administration and agency reimbursement support, program accounting/auditing oversight, and contract negotiations. Mr. Burgiel is dedicated to helping communities plan for and recover from disasters and provide the necessary documentation to receive the maximum allowable reimbursement from federal and state emergency management agencies.

Mr. Burgiel has 30 years of solid waste and disaster recovery experience. His disaster-related work has included serving as principal in charge of over 30 projects, helping clients throughout the country prepare for, respond to, and recover from natural and human-caused disasters. This includes working with the Miami-Dade County Public Works staff for over a decade preparing for and responding to hurricanes.

Mr. Burgiel is intimately familiar with local, state, and federal solid waste and hazardous waste regulations, as well as U.S. Department of Housing and Urban Development (HUD), Federal Emergency Management Agency (FEMA), and Federal Highway Administration (FHWA) policies and reimbursement procedures as they relate to disaster management and recovery.

RELEVANT EXPERIENCE

Mr. Burgiel has provided senior management oversight to the following projects:

• New Jersey Department of Environmental Protection (NJDEP) – Hurricane Sandy Disaster Vessel Recovery Program

• State of Connecticut – Hurricane Sandy Disaster Debris Program • State of Louisiana – Hurricane Isaac Disaster Debris Program

Management • City of New Orleans, Louisiana – Hurricane Katrina Residential

Demolitions • Bastrop County, Texas – Wildfires • City of Cedar Rapids, Iowa – Severe Flooding

Project Manager (August 2005-October 2006) Miami-Dade County, Florida | Hurricanes Katrina and Wilma Disaster Recovery and Debris Management After Hurricanes Katrina and Wilma struck Miami-Dade County, our team provided immediate on-site assistance and a wide range of disaster recovery management and storm debris cleanup monitoring services to help Miami-Dade County make a quick recovery. Under Mr. Burgiel’s direction, our team assembled and deployed a full disaster recovery team to assist Miami-Dade County with removal of approximately 3 million cubic yards of debris.

Résumé Jonathan Burgiel, Project Manager

2

Mr. Burgiel oversaw the data management process and assisted Miami-Dade County with FEMA project worksheets and appeals.

Senior Management (April 2012-May 2013) State of Vermont | Federal Grant Management Services Following Hurricane Irene, the State of Vermont faced the daunting task of maintaining critical operations. Under Mr. Burgiel’s direction, within 48 hours our team deployed a team of experts to the state emergency operations center (EOC). Mr. Burgiel and our grant management team provided consulting services and managed the recovery process. Our team collected, reviewed, and offered technical assistance to applicants on their Hazard Mitigation Grant Program (HMGP) applications.

Senior Management (September 2008-January 2009) Harris County, Texas | Hurricane Ike Disaster Debris Program Management In 2008, Hurricane Ike made landfall in Texas, causing extensive damage to Harris County, the fourth largest county in the United States. Mr. Burgiel rode out the storm in Harris County’s EOC and assisted with the deployment of our response team following the storm. Our team assisted with monitoring and cost reimbursement for over 2.5 million cubic yards of debris from the public right-of-way (ROW) in response to Hurricane Ike.

Senior Management (September 2004-September 2009) City of Orlando, Florida | Disaster Debris Program Management Mr. Burgiel served in a senior leadership role and assisted the City of Orlando with a range of storm recovery monitoring and management activities. Mr. Burgiel was responsible for managing a full support team involved with staging operations, load inspections for storm debris cleanup performed by contract haulers, scheduling, dispatching, and logistics operations for the field inspectors assigned to storm debris cleanup. Our team’s assistance enabled the City of Orlando to promptly apply for and receive reimbursement for the total cleanup cost from state and federal emergency management agencies.

Senior Management (February-April 2007) Volusia County, Florida | Groundhog Day Tornado Disaster Recovery and Storm Debris Removal Our team was retained by Volusia to assist with monitoring of cleanup efforts following the Groundhog Day tornadoes that swept through Central Florida during the early morning hours. Under Mr. Burgiel’s direction, our team mobilized a response team to the area to help identify critical debris removal areas and initiate its ROW debris removal operation. Mr. Burgiel oversaw the management of a full support team involved with staging operations, load inspections for storm debris cleanup, and logistics operations for the field inspectors.

Senior Management (August 2004-2005) City of Boca Raton, Florida | Hurricane Frances Disaster Recovery and Debris Cleanup Management Following Hurricane Frances, Mr. Burgiel supervised the responsive deployment of support teams, assisted with staging operations, and managed scheduling, dispatching, and logistics operations for the field inspectors assigned to storm debris cleanup.

Senior Management (August 2004-2005) Lake County, Florida | Hurricanes Charley and Frances Disaster Recovery and Debris Management Following Hurricanes Charley and Frances, Mr. Burgiel helped Lake County perform a range of storm debris cleanup monitoring and management activities. He supervised staging operations, load inspections for storm debris cleanup performed by contract haulers, scheduling, dispatching, and logistics operations for the field inspectors assigned to storm debris cleanup.

Senior Management (September 2005-September 2008) City of Pensacola, Florida | Hurricane Ivan Disaster Debris Program Management Mr. Burgiel provided assistance to the City of Pensacola in performing a range of storm debris removal monitoring and management activities for this $30 million debris removal process.

Ralph Natale

Deputy Project Manager

Résumé 1

YEARS OF EXPERIENCE

9 years AREA OF EXPERTISE

• Debris Removal Planning • Debris Removal Monitoring • Private Property Right-of-

Way Debris Monitoring

GRANT EXPERIENCE

• FEMA PA • NRCS EWP • FHWA ER

DISASTERS

• 4145 CO Flooding • 4087 Hurricane Sandy • 4084 Hurricane Isaac • 4029 TX Wildfires • 4024 Hurricane Irene • 4106 CT Snow Storm • 3268 NY Snowstorm • 1971 AL Tornadoes • 1791 Hurricane Ike • 1786 Hurricane Gustav • 1780 Hurricane Dolly • 1763 IA Flooding • 1609 Hurricane Wilma • 1602 Hurricane Katrina TRAINING/CERTIFICATIONS

• HSEEP-Certified • IS-100, 120, 200, 700, and

800: ICS and NIMS EDUCATION

New Jersey Institute of Technology Bachelor of Science, Chemical Engineering (in progress)

EXPERIENCE SUMMARY

Mr. Ralph Natale is the Director of Post Disaster Programs for Tetra Tech, Inc. He provides daily project support, project oversight, guidance on health and safety, reimbursement policies, and fraud prevention protocols.

Mr. Natale has served as a principal in charge, project manager, data manager, and operations manager on some the of country’s largest debris-generating disasters, including Hurricane Katrina, Ike and most recently Sandy. This includes managing the removal of over 15 million cubic yards (CYs) of debris and 500,000 hazardous trees totaling over $500 million dollars of reimbursed invoices.

He has also served as a debris specialist and grant consultant for state and local governments during his nine-year career in the disaster debris industry, including for the State of Connecticut Emergency Operations Debris Task Force following Hurricane Irene and Winter Storm Alfred and the City of New Orleans, Louisiana, following Hurricane Isaac.

FEATURED RELEVANT EXPERIENCE

Senior Management/Principal in Charge Mr. Natale has focused his efforts on developing and improving our program management processes. These processes ensure the most efficient methods of managing debris removal programs to maximize federal reimbursement via the Federal Emergency Management Agency (FEMA) 325, and 327 guidelines. As a senior manager, Mr. Natale ensures quality control and quality assurance of our project mangers’ deliverables always refining our project mangers work product.

State of New Jersey | Hurricane Sandy Disaster Recovery Operations (October 2012 – January 2013) Mr. Natale supported the debris monitoring efforts for 7 separate municipalities and state agencies following Hurricane Sandy. These clients included the City of Newark, City of Sayreville, Ocean Township, and the New Jersey Parks Department.

State of Connecticut | Hurricane Sandy Statewide Debris Monitoring Operations (October – December 2012) Mr. Natale oversaw statewide debris monitoring operations in response to Hurricane Sandy. Over 100 miles separated the 9 municipalities that our team responded to including the Town of Fairfield, City of New London, and the Town of Greenwich.

City of New Orleans; Jefferson Parish; and St. John the Baptist Parish, LA | Hurricane Isaac Debris Monitoring Operations (September – December 2012) Mr. Natale oversaw the debris monitoring efforts following Hurricane Isaac. During this effort, our team monitored the collection and disposal of over 670,000 CYs of debris.

Résumé Ralph Natale, Deputy Project Manager

2

State of Connecticut | Winter Strom Alfred Statewide Debris Monitoring Operations (October 2011 – April 2012) Mr. Natale oversaw efforts to coordinate with 12 individual local governments and 45 Connecticut Department of Transportation Towns to collect more than 1.5 million CYs of vegetative debris and remove over 100,000 hazardous trees.

Mr. Natale has also served to provide senior management on the following projects:

• Hurricane Katrina Residential Demolitions – City of New Orleans, Louisiana (April 2010 – Present) • Severe Flooding – University of Iowa (March 2012 – Present) • Wildfires – Bastrop County, Texas (September 2011 – August 2013) • Hurricane Irene – State of Connecticut (September 2011 – November 2011) • Severe Flooding – City of Cedar Rapids, Iowa (May 2010 – June 2011) • Drought (Standing Dead Trees) – City of Houston, Texas (May 2010 – June 2011) • Hurricane Ike – Terrebonne Parish, Louisiana (July 2010 – February 2011)

Project Management On large debris projects, Mr. Natale will be temporally relieved of his practice manager duties by senior management support and focus on the management of a single project. As a result, Mr. Natale has managed some of the largest debris generating projects in the Country with great success.

New Jersey Department of Environmental Protection (NJDEP) | Hurricane Sandy Waterway Debris Removal Project (February 2013 – January 2014) Mr. Natale developed and implemented many of the protocols and procedures to effectively manage the wet debris removal process. This has included the implementation of our proprietary automated debris management system (ADMS) technology, which has increased NJDEP’s visibility to the day-to-day operations and provided real-time reporting of debris quantities. Due to Mr. Natale’s excellent project management, NJDEP then tasked our team with monitoring the sediment removal process in the northern and southern region.

City of Houston, Texas | Hurricane Ike Disaster Debris Program Management (October 2008 – July 2010) Our response to the City of Houston following Hurricane Ike included the collection of over 5.5 million CYs of debris in 256 zones throughout the City. This also included 300 parks and open spaces. Mr. Natale also was tasked with managing the firm’s largest hazardous tree removal program for the City of Houston. The program involved removing over 214,000 hazardous trees accompanied by 630,000 photographs to document eligibility. Mr. Natale worked closely with the City of Houston Solid Waste and Finance Department to reconcile and provide detailed information of over $110 million in invoices and over $3 million in FHWA funds. Mr. Natale also helped reconcile and submit over $9 million in force account labor.

Mr. Natale has also served as a project manager or operations manager on the following projects:

• Flooding – Boulder County, Colorado, 2013 • Hurricane Isaac – City of New Orleans, Louisiana, 2012 • Winter Storm Alfred – Connecticut Department of Transportation, 2011 • Hurricane Gustav – Iberville Parish, Louisiana, 2008 • Hurricane Gustav – City of Central, Louisiana, 2008 • Hurricane Dolly – Hidalgo County, Texas, 2008 • Winter Storms – Town of North Tonawanda, New York, 2007 • Hurricane Wilma – Collier County, Florida, 2006 • Hurricane Wilma – Naples Airport, Florida, 2005 • Hurricane Wilma – City of Naples, Florida, 2005

Jeffrey Dickerson

ADMS Lead/Logistics/IT Manager

Résumé 1

EDUCATION

Thomas Edison University Associate of Science, Nuclear Engineering Technology, 1997

AREA OF EXPERTISE

• GIS Technology • Resource Deployment and

Tracking • Readiness Training and

Exercises • Disaster Operations Support • 20+ Years Military

Experience

DISASTERS

• 4145 CO Flooding • 4115 SD Winter Storm • 4087 Hurricane Sandy • 4084 Hurricane Isaac • 4029 TX Wildfires • 4024 Hurricane Irene • 4106 CT Winter Storm • 1791 Hurricane Ike • 1609 Hurricane Wilma • 1551 Hurricane Ivan

TRAINING/CERTIFICATIONS

• FEMA IS-632, IS-700, IS-922

• MCDBA, Microsoft Certified Database Administrator

• MCSE, Microsoft Certified Network Engineer

• MCT, Microsoft Certified Trainer

YEARS OF EXPERIENCE

20 years

EXPERIENCE SUMMARY

Mr. Jeff Dickerson has more than 20 years of experience in program management, with extensive experience in organizational development and training and readiness exercises. He is a 20+ year military veteran with skills in leadership, training, and personnel development. As the Director of Logistics and Software Application Systems, Mr. Dickerson is responsible for the planning, deployment, and support of emergency response operations for the firm.

Previously, Mr. Dickerson served as a Director of Information Technology (IT), where he led a team of 18 professionals and was responsible for the operation and management of the corporate network with a multimillion dollar budget. Mr. Dickerson led the analysis, design, installation, and testing of numerous computer networks. Additionally, he managed complex projects involving installation, testing, and repair of power generation equipment and nuclear power plant control and instrumentation.

Mr. Dickerson is intimately familiar with disaster response field and data operations. Mr. Dickerson has led deployment and logistics efforts for some the firm’s largest debris monitoring efforts, including projects in Houston, Texas; Miami-Dade County, Florida; and the States of Connecticut, Virginia, North Carolina, Louisiana, and South Dakota.

Mr. Dickerson has managed numerous large disaster activities with over 1,000 field monitors, coordinated the operation of a round-the-clock data processing centers—some with over 90 personnel, and provided technical support for a debris management database to track the over 1,000 trucks and documentation for over 5 million cubic yards of debris brought to the client’s debris management sites (DMS).

Mr. Dickerson has led the development and support of our automated debris management system (ADMS), RecoveryTracTM. RecoveryTracTM is a powerful suite of applications and mobile tools designed to simplify the collection of field documentation and increase the overall efficiency of monitoring debris removal efforts. Mr. Dickerson served as the County’s data operations manager following Hurricanes Katrina and Wilma. He has integrated Miami-Dade County’s police grids into the system to allow the County to allocate work to the County’s 37 debris haulers.

RELEVANT EXPERIENCE

Data Operations Manager (August 2005–October 2006) Miami-Dade County, Florida | Hurricanes Katrina and Wilma Disaster Recovery and Debris Management Mr. Dickerson was responsible for the setup and management of a 90-person data center. Mr. Dickerson provided database technical support to successfully track the documentation for over 3 million cubic yards of debris.

Résumé Jeffrey Dickerson, ADMS Lead/Logistics/IT Manager

2

ADMS Application Manager (October 2013–December 2013) State of New Jersey Department Environmental Protection | Hurricane Sandy Disaster Debris Program Management Mr. Dickerson managed the logistics and deployment of ADMS technology, including over 45 handheld devices for waterway debris and sediment removal for two-thirds of New Jersey’s coastline. The RecoveyTracTM work documentation module was heavily used to document the step-by-step progress. Over 58,000 photos documenting the collection and disposal of the debris and sediment were recorded.

ADMS Application Manager (October 2013–December 2013) City of Rapid City, South Dakota | Severe Winter Storm Disaster Debris Program Management Mr. Dickerson managed the logistics and deployment of ADMS technology, including over 60 handheld devices for over 7,500 hazardous limb and tree removals and over 100,000 cubic yards of debris. The RecoveyTracTM GIS portal was used extensively for real time quality control of field operations and management of resources. Field operations were completed in less than 50 days, which enabled the City to take advantage of increase cost share funding.

ADMS Application Manager (April 2013–June 2013) City of Sioux Falls, South Dakota | Severe Winter Storm Disaster Debris Program Management Mr. Dickerson managed the logistics and deployment of ADMS technology, including over 100 handheld devices for nearly 27,000 hazardous limb and tree removals and over 15,000 tons of debris. RecoveyTracTM GIS services provided the City with a real-time data feed of the debris operations that was integrated into the City’s emergency operations management portal.

ADMS Application Manager (August 2012–July 2013) St. John the Baptist Parish, Louisiana | Hurricane Isaac Disaster Debris Program Management Mr. Dickerson managed the logistics and deployment of ADMS technology, including over 120 handhelds units used by the Parish to expedite the recovery process collecting over 225,000 cubic yards of debris. Detailed pickup locations and damage reports were used extensively to keep community leaders informed of progress

ADMS Application Manager (September 2011–June 2013) City of Houston, Texas | Drought & Wildfires Debris Removal Monitoring Mr. Dickerson managed the multi-year logistics and deployment of ADMS technology, including over 25 handheld devices in a multi-phased removal of thousands of trees following a severe drought documenting over 260,000 cubic yards of debris. His responsibilities include the deployment, support, and staff training of the ADMS mobile system and development of custom mapping and reports.

Logistics and Network Operations Manager (October 2011–March 2012) Connecticut Department of Transportation | Winter Storm Alfred Disaster Management Support Services Following a severe winter storm, Mr. Dickerson managed the logistics and network infrastructure to support the project work for over 11 state, county, and local clients. His responsibilities included coordinating logistics activities and supporting and developing custom data and mapping applications.

Data Operations Manager (September 2008–September 2011) City of Houston and Harris County, Texas | Hurricane Ike Debris Removal Monitoring Following Hurricane Ike, Mr. Dickerson provided IT and logistics support to the City of Houston and Harris County. His responsibilities included IT site support, system setup, end-user training, equipment rentals, and supply distribution.

Quality Control Manager (September 2004–October 2007) Escambia County, Florida | Hurricane Ivan Comprehensive Disaster Program Management Mr. Dickerson provided quality control and fraud prevention support during Escambia County’s debris removal operations. Mr. Dickerson performed volumetric truck certification, DMS quality control monitoring, and roving collection monitor supervision.

John BuriDirector/Senior Management Oversight

Résumé 1

EDUCATION

Texas State University Master of Arts, Public Administration, 2002

The University of Texas Bachelor of Arts, Government, 2000

AREA OF EXPERTISE

Damage Assessment Policy and Procurement Debris Management Disaster Housing Grant Application Development Grant Accounting Systems Audit Process Closeout Procedures GRANT EXPERIENCE

FHWA-ER Program HUD CDBG-DR FEMA PA FEMA HMGP DISASTERS

4166 SC Winter Storm 4165 GA Winter Storm 4145 Colorado Floods 4087 Hurricane Sandy 4084 Hurricane Isaac 4029 TX Wildfires 4024 Hurricane Irene 4022 Tropical Storm Irene 4106 CT Winter Storm 4064 OK Tornado 1969 NC Tornados 1931 Hurricane Alex 1909 TN Floods 1791 Hurricane Ike 1786 Hurricane Gustav 1780 Hurricane Dolly 1735 OK Ice Storm 1606 Hurricane Rita 1551 Hurricane Ivan 1545 Hurricane Frances

YEARS OF EXPERIENCE

12 years

EXPERIENCE SUMMARY

Mr. Buri is a director of post disaster programs for Tetra Tech, Inc., and a member of our senior management team. His experience over the past 12 years includes emergency management planning, disaster mitigation, response, and recovery consulting on behalf of cities, counties, regional planning councils, and state governments. Mr. Buri has performed a role of senior management oversight manager on 16 major disasters declarations for over 100 clients since 2007 representing over $1 billion in disaster related grants.

Mr. Buri has a thorough understanding and practical application of industry best-practices and federal guidance governing such efforts including the Stafford Act, Federal Emergency Management Agency (FEMA) Public Assistance (PA), Hazard Mitigation Grant Program (HMGP) and disaster funding strategies for local and state governments. Mr. Buri is also part of our Incident Management Team (IMT) dedicated to responding to our stand-by clients as part of the team deployed to the impacted region prior to or immediately after a disaster.

Mr. Buri is a vital member of the senior management team and is actively involved in the interaction with multiple clients in every activation, including being present in the client’s emergency operations center (EOC) within 24-48 hours after each incident. He has responded to numerous large scale activations and engages with FEMA and state regulatory agencies and debris contractors; in addition to, providing FEMA PA consulting for all tasks and activities associated with each disaster recovery operation.


Subject Matter Expert/Senior Management Oversight (October 2013-December 2014) Boulder County, Colorado | Full Services Disaster Grant Management Consulting Mr. Buri is currently providing subject matter expertise and senior management to Boulder County, Colorado, following the devastating floods that occurred in September 2013. Mr. Buri is providing PA consulting, managing the County’s HMGP, and assisting the County with Community Development Block Grant (CDBG) Disaster Recovery (DR) application support. In addition, he is also providing overall management on all debris recovery operational issues for the County.

Résumé John Buri, Director, Post Disaster Programs

2

Senior Management Oversight (February 2014-May 2014) Counties of Barnwell; Colleton; Dorchester; Hampton; Sumter, South Carolina; City of Sumter, South Carolina; City of Augusta, Georgia | Winter Storm Pax Disaster Debris Program Management Following the destructive effects of Winter Storm Pax in February 2014, our team was tasked with providing disaster debris program management to numerous communities in the States of South Carolina and Georgia. Mr. Buri was instrumental in the immediate deployment of our team and oversaw all disaster recovery operations, including leaner and hanger removal. In addition, Mr. Buri worked with each community to ensure that all eligible reimbursement was captured and documented.

Subject Matter Expert/Senior Management Oversight (February 2013-January 2014) New Jersey Department of Environmental Protection | Hurricane Sandy Waterway Debris Removal Project Mr. Buri provided subject matter expertise in the development and implementation of numerous protocols and procedures to effectively manage NJDEP’s waterways debris removal program. Mr. Buri oversaw the implementation of our automated debris management system (ADMS) technology, which increased NJDEP’s visibility to the day-to-day operations and provided real-time reporting of debris quantities. Due to the excellent senior and project management provided by our team, NJDEP then tasked our team with monitoring the sediment removal process in the northern and southern region.

Senior Management Oversight (September 2012-December 2012) City of New Orleans, Jefferson Parish, St. John the Baptist Parish, Louisiana | Hurricane Isaac Disaster Debris Program Management Mr. Buri provided senior management oversight and operational and client support for the debris monitoring efforts following Hurricane Isaac to numerous communities in the State of Louisiana following Hurricane Isaac. During this effort, our team monitored the collection and disposal of over 670,000 cubic yards of debris.

Senior Management Oversight (January 2012-October 2013) State of Vermont | Hurricane Irene FEMA HMGP Application, Administration, and Implementation In the wake of Hurricane Irene, the State of Vermont Emergency Management Department engaged our team to assist with its mitigation process. This included consulting services to evaluate the feasibility of submitting an application for the buyout of substantially damaged or destroyed structures and the elevation of less damaged structures under the FEMA Hazard Mitigation Grant Program (HMGP). As a result of the quality and timeliness of our team’s work on the HMGP applications, the State is obtained our team’s assistance with a number of FEMA-PA related issues, including grant management of the State’s Waterbury Office Complex, which was severely flooded.

Project Manager (September 2008-September 2011) City of Houston, Texas | Hurricane Ike Disaster Debris Program Management Mr. Buri served as a project manager to the City of Houston following Hurricane Ike, where Mr. Buri worked closely with the City of Houston Solid Waste and Finance Department to reconcile and provide detailed information of over $110 million in invoices and over $3 million in FHWA funds. In total, our team’s response to the City of Houston included the collection of over 5.5 million cubic yards of debris in 256 zones throughout the City. This included 300 parks and open spaces and the removal of over 214,000 hazardous trees accompanied by 630,000 photographs to document eligibility.

Project Manager (September 2004-October 2007) Escambia County, Florida | Hurricane Ivan Comprehensive Disaster Program Management Our team provided comprehensive disaster debris program management services to Escambia County following one of the worst disasters in the Florida panhandle (Hurricane Ivan). Mr. Buri managed the collection and processing of approximately 10 million cubic yards of vegetative and construction and demolition debris, including 1.5 million cubic yards of contaminated sand. Mr. Buri was also instrumental in assisting the County to obtain approval from FEMA to remove debris from private property (as a reimbursable expense).

Richard Hainje

Reimbursement Specialist/Senior Advisor

Résumé 1

EDUCATION

Mid American Nazarene University Bachelor of Arts, Management and Human Relations, 2008

Killian College Associate of Science, Fire Science, 1994

AREA OF EXPERTISE

• Policy/Government Affairs • Local, State, and Federal

Disaster Response and Recovery Funding

• Post-Disaster Emergency Housing

• Grant Writing, Administration, and Implementation

• Regional Response • Commodity Distribution • Homeland Security • Emergency Management and

Response

GRANT EXPERIENCE

• FEMA Public Assistance • Hazard Mitigation Grant

Program • Community Development Block

Grant Program


• Incident Command System • Extensive Chief Fire Officer

National Fire Academy Course Work

• Former Emergency Medical Technician

YEARS OF EXPERIENCE

30 years

EXPERIENCE SUMMARY

Mr. Hainje has spent his entire career in emergency management and has been involved in the deployment of almost every disaster over the last 30 years, including hurricanes, tornados, snow storms, and floods. He maintains strong relationships with state and federal partners, serves in a very critical role where he is involved in every stage of the disaster recovery process with every client, and has a deep passion for working with and assisting government entities with Federal Emergency Management Agency (FEMA) guidelines and federal funding. As a member of Tetra Tech’s Incident Management Team (IMT), Mr. Hainje is dedicated to responding to our stand-by clients as part of the team deployed to the impacted region and focuses on providing senior management oversight to clients prior to or immediately after a disaster. His extensive experience working with senior first responders as well as local, state, and federal elected officials during times of crisis has included providing full briefings to the president of the United States five times at the scene of major disaster operations.

As former regional administrator of FEMA Region VII for eight years, Mr. Hainje was responsible for the preparedness, response, recovery, and mitigation of all disasters in Kansas, Iowa, Nebraska, and Missouri, and led the region through 60 presidentially declared disasters. Mr. Hainje has supervised major emergency operations in Florida, Connecticut, Mississippi, Missouri, Iowa, Nebraska, and Kansas.

Mr. Hainje was the director of operations for Hurricane Charley, which struck Florida in 2004. He was responsible for the entire Florida operations division, which at the time was the largest deployment in FEMA’s history. Following the four hurricanes that struck Florida, Mr. Hainje served as director of emergency housing, which was the largest emergency housing operation in more than a decade.

Due to the devastating effects of Hurricane Katrina in 2005, Secretary Chertoff chose principal federal official (PFO) teams for the 2006 hurricane season. Mr. Hainje was asked by Secretary Chertoff to serve as the deputy Principal Federal Official for the Mid-Atlantic States. Mr. Hainje was involved with every aspect of preparation for all of the states from Georgia to Delaware. In preparation for the 2006 hurricane season, Mr. Hainje led major hurricane exercises in FEMA Region IV and FEMA Region III.

Mr. Hainje also led the response, recovery, and mitigation for the historic 2008 Midwest flooding event. At the peak, Mr. Hainje was in charge of over 1,000 FEMA employees deployed to this event, briefed the Midwest governors and the president of the United States, as well as many U.S. senators and congresspersons.

Résumé Richard Hainje, Reimbursement Specialist/Senior Advisor

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RELEVANT EXPERIENCE

Financial Recovery Services Projects

Senior Technical Advisor (October 2013-Ongoing) Boulder County, Colorado | Full Services Disaster Grant Management Consulting Mr. Hainje is currently serving as senior technical advisor to Boulder County, Colorado, following the devastating floods that occurred in September 2013.

Senior Management Oversight (January 2012-October 2013) State of Vermont | Hurricane Irene FEMA HMGP Application, Administration, and Implementation In the wake of Hurricane Irene, the State of Vermont Emergency Management Department engaged our team to assist with its mitigation process. This included consulting services to evaluate the feasibility of submitting an application for the buyout of substantially damaged or destroyed structures and the elevation of less damaged structures under the FEMA Hazard Mitigation Grant Program (HMGP). Within 48 hours, our team deployed a team of experts to the State of Vermont Emergency Operations Center (EOC) to manage all aspects of these processes. As a result of the quality and timeliness of our team’s work on the HMGP applications, the State obtained our team’s assistance with a number of FEMA-PA related issues, including grant management of the State’s Waterbury Office Complex, which was severely flooded.

Principal in Charge August 2010 – March 2013) State of South Dakota | FEMA PA Closeout Services As principal in charge, Mr. Hainje oversaw the PA closeout contract, which involved closing out over 200 project worksheets related to public utilities.

Principal in Charge (July 2010 – September 2013) Port of Galveston, Texas | Federal Grant Administration Mr. Hainje is assisting the Port of Galveston on a number of reimbursement-related issues. With Mr. Hainje’s assistance, the Port of Galveston has received more than $40 million in additional federal funding associated with permanent repairs to several of the port’s piers following damage from Hurricane Ike in 2008.

Senior Management Oversight February 2013-January 2014) New Jersey Department of Environmental Protection | Hurricane Sandy Waterway Debris Removal Project Mr. Hainje was a member of the our staff’s IMT for the New Jersey Department of Environmental Protection following Hurricane Sandy, where he met with FEMA officials and state coordinating officers.

Senior Debris Consultant and Advisor (October 2012-December 2012) State of Connecticut | Hurricanes Irene and Sandy, Winter Storm Alfred Disaster Debris Program Management Mr. Hainje has assisted the State of Connecticut with debris management as a member of the Interagency Debris Management Task Force (IDMTF) at the state emergency operations center (EOC) for Hurricane Irene, Winter Storm Alfred, and Hurricane Sandy. He worked closely every day with members from Connecticut Division of Emergency Management and Homeland Security, the Connecticut National Guard, Department of Energy and Environmental Protection, and Connecticut Department of Transportation. This involved advising the State of Connecticut on all debris-related issues during response and recovery from the storms. Mr. Hainje was in the EOC working with the IDMTF prior to landfall for Hurricane Irene and Hurricane Sandy.

Kerri O’Dell

Project Manager

Résumé 1

YEARS OF EXPERIENCE

10 years

AREA OF EXPERTISE

• Data Management • Project Management • Recovery Planning • Exercise Design and

Implementation • COOP Planning • Disaster Management Planning • Disaster Response and Recovery

Operations • FEMA Compliance Monitoring and

Oversight

GRANT EXPERIENCE

• FEMA PA

DISASTERS

• 4166 SC Winter Storm • 4087 Hurricane Sandy • 4024 Hurricane Irene • 4106 CT Winter Storm • 1791 Hurricane Ike • 1606 Hurricane Rita • 1609 Hurricane Wilma • 1602 Hurricane Katrina • 1545 Hurricane Frances • 1539 Hurricane Charley


• IS-00546: Continuity of Operations Awareness Course

• IS-00700: NIMS and Introduction • HSEEP Certified • TS-13: Intro to the Federal

Highway Administration Emergency Relief Program

• TS-12: Intro to the USDA-NRCS Watership Protection Program

EDUCATION

University of Central Florida Bachelor of Science, Finance, 2002

EXPERIENCE SUMMARY

Ms. O’Dell possesses more than ten years of disaster preparedness, emergency planning, and disaster response and recovery experience. Ms. O’Dell excels in delivering projects on-time and within budget. She has assisted numerous local, state and private sector businesses with continuity of operations planning (COOP); hazard mitigation planning; exercise design, implementation and evaluation; and recovery planning. Ms. O’Dell is also experienced in providing disaster debris monitoring services, including mobilizing support teams; assisting with staging operations; and managing the scheduling, dispatching and logistics operations of debris cleanup for some of the nation’s worst natural disasters.

In addition, Ms. O’Dell is highly knowledgeable of federal, state and local emergency agencies and programs, as well as funding sources and reimbursement procedures, having served as project manager on several debris monitoring and emergency management planning projects. She has also been responsible for the development of numerous disaster debris management plans (DDMPs) that have been approved for the Federal Emergency Management Agency (FEMA) Public Assistance (PA) Pilot Program.

Ms. O’Dell has recently focused her efforts on staffing quickly by utilizing the local workforce. Ms. O’Dell has developed a process that will allow projects to be staffed with 24 hours and allow the project management team to focus on the client needed. Ms. O’Dell ensures that projects have the necessary amount of people to effectively support the jurisdiction.

RELEVANT EXPERIENCE

Operations Manager Volusia County, Florida | Tornado Disaster Debris Monitoring Without notice, Volusia County was struck by a set of tornados which later became known as the “Groundhog Day Tornadoes”. Ms. O’Dell was the first to respond to the County, assisting them with the logistics of starting a debris removal project. Ms. O’Dell provided oversight of the project and provided guidance to the County on the rules and regulations. In addition, with the help of Ms. O’Dell and the rest of the project team, the project was completed in less than two months and the County received maximum reimbursement.

Senior Recruiter States of Georgia and South Carolina | Winter Storm Pax Disaster Debris Program Management The jurisdictions of the City of Augusta, GA; Colleton County, SC; City of Sumter, SC; Sumter County, SC; Dorchester County, SC; and Barnwell County, SC were greatly affected by Winter Storm Pax that occurred in February 2014. Ms. O’Dell oversaw the staffing for all these projects, which

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included the hiring of more than 500 staff within a 4 week period. Utilizing the processed that Ms. O’Dell put together, this effort allowed all projects to start on time, as required by the jurisdiction.

Senior Recruiter State of Connecticut | Hurricane Sandy Disaster Debris Program Management Similar to the Nor’easter that impacted Connecticut, Ms. O’Dell was responsible for making sure that all projects were staffed appropriately with the expertise needed. Ms. O’Dell utilized her expertise to track all personnel in the field and make sure they were being utilized to their full potential.

Senior Recruiter States of North Carolina, Connecticut and Virginia | Hurricane Irene Disaster Debris Program Management When Hurricane Irene approached the east coast, Ms. O’Dell supported the incident commander in the activation. This included making sure all management positions were staffed appropriately, as well as, tracking where each person was working. With twenty two projects starting within days of each other, it was important Leidos had the management team to support such a large effort. Ms. O’Dell was provided the necessary expertise to each jurisdiction.

Project Manager Montgomery County, Texas | Hurricane Ike Program Management Debris Monitoring When Hurricane Ike approached the Houston/Galveston area, Ms. O’Dell headed to Texas and was ready to assist Montgomery County. While Montgomery County is located 40 miles northwest of Houston, the damage was significant. The County accumulated over 850,000 cubic yards of debris that was brought to six debris management sites throughout the County. Ms. O’Dell served as the project manager and provided leadership to over 150 individuals. Ms. O’Dell was responsible for the overall management of the project and ensured that the County followed the necessary local, state and federal guidelines for debris management.

Operations Manager City of Gulfport, Mississippi | Public and Private Property Debris Removal Program Management Due to the storm surge created by Hurricane Katrina, the City was eligible for the right-of-entry (ROE) program. Ms. O’Dell assisted with the start-up of the ROE program. This included training monitors, developing ROE forms and conducting citizen information meetings. A ROE program is very detailed and required a lot of oversight on all documentation.

Project Manager City of Fort Lauderdale, Florida | Hurricanes Katrina and Wilma Disaster Recovery and Debris Clean-up Management Following Hurricanes Katrina and Wilma, Ms. O’Dell immediately responded to the City of Fort Lauderdale and served as the project manager for the debris management effort. Ms. O’Dell was responsible for the coordination and training of over 200 collection and disposal monitors, ten supervisors and all administrative staff. Ms. O’Dell was also responsible for the oversight of 12 contractors, combining to make a total of over 500 trucks.

Operations Manager City of Orlando, Florida | Hurricane Charley Disaster Recovery Services Ms. O’Dell assisted the City of Orlando following the three devastating hurricanes that affected Florida in the fall of 2004. She was part of the initial team that was on-site immediately following Hurricane Charley to provide assistance to the City with recovery efforts. Ms. O’Dell provided TDSRS support, ROE management, staffing assistance and assisted with the development of data management tools to accurately record and monitor all project data.

Phil Ivey

Operations Manager

Résumé 1

YEARS OF EXPERIENCE

10 years

AREA OF EXPERTISE

• Disaster Debris Management • Right-of-Way Debris

Removal • Disposal Operations • Private Property Programs • Hazardous Tree Removal • FEMA PA Category A

documentation and eligibility requirements

DISASTERS

• 4155 SD Winter Storm • 4145 Colorado Floods • 4086 Hurricane Sandy • 4084 Hurricane Isaac • 4024 Hurricane Irene • 1791 Hurricane Ike • 1780 Hurricane Dolly • 1735 OK Winter Storms • 1679 FL Tornadoes • 1609 Hurricane Wilma • 1602 Hurricane Katrina • 1595 Hurricane Dennis • 1551 Hurricane Ivan


• OSHA 510: 40-Hour Construction Safety

• OSHA 40-Hour HAZWOPER • OSHA 7600 Disaster Site

Worker • OSHA 10-Hour Construction

Safety • NIMS IS-00700

EXPERIENCE SUMMARY

Mr. Ivey has overseen recovery operations on some the of country’s largest debris-generating disasters, including Hurricanes Katrina, Wilma, Dennis, and Ivan; the ice storms that hit the Buffalo, New York, area in October 2006; and the Groundhog Day tornadoes that swept through Central Florida in February 2007. He has worked in communities stretching from the Gulf Coast region to upstate New York providing disaster recovery operations to ensure compliance with all Federal Emergency Management Agency (FEMA) and other reimbursement agency regulations. He provides FEMA-related guidance during times of activation based on his extensive experience managing disaster recovery efforts. This includes debris collection and disposal and developing project worksheets to accurately record the data to ensure proper reimbursement, payment reconciliation, and guidance on adhering to local, state, and federal regulations and policies governing debris collection and disposal.


Operations Manager (February 2013–January 2014) New Jersey Department of Environmental Protection | Hurricane Sandy Waterways Debris Removal Program Management Mr. Ivey served as operations manager for the New Jersey Department of Environmental Protection (NJDEP) following Hurricane Sandy, where he managed the NJDEP’s vessel recovery operations throughout the state as well as water debris removal for the northern part of the state.

Operations Manager (November 2007-November 2013) City of New Orleans, Louisiana | Hurricane Katrina Residential Demolition Program Mr. Ivey’s responsibilities included documenting legal authority to demolish properties, which included surveying each structure, securing the legal ownership of nearly 2,000 properties, advising the legal owners of the impending demolition, and documenting the entire process from survey to demolition. The unique demolition project required the identification and tracking of items with archeological significance to the surrounding area. Mr. Ivey’s eye for detail for all aspects of the fast-paced demolition project ensured maximum reimbursement from FEMA for the City of New Orleans.

Project Manager (August 2012–November 2012) St. John the Baptist Parish, Louisiana | Hurricane Isaac Disaster Debris Program Management Following Hurricane Isaac, Mr. Ivey served as the project manager and implemented our automated debris management system (ADMS) for the debris removal project. Mr. Ivey was responsible for oversight of household hazardous waste and supervised the private property debris removal

Résumé Phil Ivey, Operations Manager

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program. This project resulted in the monitoring and removal of approximately 225,000 cubic yards of debris for the Parish.

Deputy Project Manager (September 2008–September 2011) City of Houston, Texas | Hurricane Ike Disaster Debris Program Management Mr. Ivey was instrumental in helping the firm to quickly establish debris removal protocols, assign and direct debris haulers to zones, and keep city residents informed of the progress of the debris effort. The debris removal operation was a monumental effort involving approximately 1,000 personnel and the daily removal of 250,000 cubic yards of debris from the city and the removal of 200,000 cubic yars of debris and 27,000 hazardous trees from 30 parks.

Project Manager (November 2009–December 2009) Arkansas Game and Fish Commission | Ice Storm Disaster Debris Program Management Mr. Ivey was responsible for the removal of hazardous leaners and hangers over 2 mountains (totaling 63 miles). Mr. Ivey mapped every tree over this 63-mile span and informed the Arkansas Game and Fish Commission about future replanting.

Project Manager (July–November 2008) Hidalgo County, Texas | Hurricane Dolly Debris and Grant Management Services Mr. Ivey oversaw all project-related activities for Hidalgo County and its 16 cities and maintained a high level of communication between the various county, city, and FEMA officials. Through those relationships and diligent oversight, Mr. Ivey was able to add the removal of hazardous trees, branches, and stumps from many of the Hidalgo County parks. Mr. Ivey was also able to help get most of the vegetative debris recycled rather than burned or taken to a local landfill.

Data Manager and Collection and Disposal Supervisor (September 2005–September 2008) City of Pensacola, Florida | Hurricane Ivan Disaster Debris Program Management Following Hurricane Ivan, Mr. Ivey oversaw disaster recovery efforts for the City of Pensacola, including the proper collection and disposal of over 1.3 million cubic yards of debris. He was responsible for the database management of load tickets, approval of debris contractor invoices, and assisting the City of Pensacola with preparing project worksheets for FEMA reimbursement.

Collection and Disposal Operations Manager (September 2004–October 2007) Escambia County, Florida | Hurricane Ivan Comprehensive Disaster Program Management Mr. Ivey was responsible for truck certification, hanger/leaner identification, tracking and monitoring debris removal, data entry, contractor invoice reconciliation, and appeals support. He was also responsible for training field debris monitoring crews.

Project Manager (February 2007–April 2007) Volusia County, Florida | Groundhog Day Tornado Disaster Recovery and Storm Debris Removal Mr. Ivey was responsible for overseeing the teams monitoring the collection and disposal of approximately 135,000 cubic yards of debris. Mr. Ivey also coordinated the data management process to ensure maximum reimbursement from FEMA.

Project Manager (March 2006–May 2006) Collier County, Florida | Hurricane Wilma Disaster Debris Program Management Mr. Ivey and other key members of the project team provided Collier County with daily progress reports, including maps showing beginning global positioning system (GPS) coordinates with pre-photos, daily progress, ending GPS coordinates, and post-event photos. The daily reports included documentation supporting daily debris removal quantities and documentation of the proper disposal of that debris. Mr. Ivey also instructed team members on how to accurately measure work completed in order to ensure maximum reimbursement.

Oliver Yao

Data Manager/Senior Management Oversight

Résumé 1

YEARS OF EXPERIENCE

8 years

AREA OF EXPERTISE

• FEMA Reimbursement and Audit Support

• Reimbursement Policies and Procedures

• Disaster Debris Management

• Health and Safety • Data Management • FEMA-Compliant Disaster

Planning • RecoveryTracTM ADMS

GRANT EXPERIENCE

• FEMA PA • FHWA ER

DISASTERS

• 4177 AL Tornadoes • 4166 SC Winter Storm • 4145 CO Flooding • 4155 SD Winter Storm • 4145 CO Flooding • 4086 Hurricane Sandy • 4080 Hurricane Isaac • 4029 TX Wildfires • 4024 Hurricane Irene • 1791 Hurricane Ike • 1786 Hurricane Gustav • 1780 Hurricane Dolly • 1679 Tornadoes • 1676 MO Winter Storms • 1665 NY Snowstorm • 1603 Hurricane Katrina EDUCATION

Rollins College, Crummer School of Business Master of Business Administration, 2006

Rollins College Bachelor of Arts, Economics, 2003

EXPERIENCE SUMMARY

Mr. Oliver Yao serves as the deputy director of post disaster programs for Tetra Tech, Inc. Mr. Yao has over eight years of industry experience in emergency management, response, and recovery. Mr. Yao is responsible for managing project staffing, financials, operations, and safety of the practice. In addition, Mr. Yao is also responsible for the firm’s data management and documentation operations, including project oversight, project reporting, contractor invoice reconciliation, and project close-out and audit support. Mr. Yao has supported response efforts to some of the largest disasters to affect the United States, including Hurricanes Katrina and Ike. Due to his experience, Mr. Yao also has unique knowledge and understanding of federal grant programs, including the Federal Highway Administration (FHWA) Emergency Relief (ER) Program and Federal Emergency Management Agency (FEMA) Public Assistance (PA) Program. This knowledge and experience has aided Mr. Yao in developing and implementing standard operating procedures (SOP) for documentation and data management that assist our clients during closeout and audit.

Mr. Yao also understands all aspects of our automated debris management system (ADMS), RecoveryTrac™. Due to his understanding, Mr. Yao is able to support all aspects of the ADMS handhelds, including field deployment, geospatial reporting, and future enhancements.

RELEVANT EXPERIENCE

Data Manager (April 2011–Ongoing) City of New Orleans, Louisiana | Hurricane Katrina Residential Demolition Program Mr. Yao served as a data manager and invoice reconciliation analyst for the City of New Orleans. In total, our team has supported the City of New Orleans in monitoring and documenting the demolition of over 1,700 damaged structures following Hurricane Katrina.

Senior Management and Data Oversight (March 2014–October 2014) Boulder County, Colorado | Severe Flooding Disaster Debris Program Management Mr. Yao provided senior management oversight and operational support to the Boulder County, Colorado debris management program. This program presented the unique challenge of removing debris from streams where there was limited access. Mr. Yao also provided integrity monitoring of data in support of consistent project deliverables.

Résumé Oliver Yao, Data Manager/Senior Management Oversight

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Senior Management and Data Oversight (May 2014–August 2014) Blount County; Limestone County, Alabama | Severe Storms and Tornadoes Mr. Yao provided senior management and data oversight to two counties in the state of Alabama following severe storms and tornadoes that affected the area in May. Mr. Yao was responsible for overseeing data management and project deliverables. Mr. Yao also provided the project manager operational and safety guidance.

Regional Data Manager (February 2013–January 2014) New Jersey Department of Environmental Protection | Hurricane Sandy Waterways Debris Removal Program Management Mr. Yao provided data management and oversight of the application of ADMS technology in both the north and south regions of the state as part of long-term recovery efforts to remove disaster debris from waterways throughout the state.

Data Manager (April 2013–August 2013) City of Sioux Falls, South Dakota | Severe Winter Storm Debris Program Management Mr. Yao was responsible for supporting all data management activities, including the administration of ADMS technology to document debris and hazard removal efforts. During the course of recovery operations, our team documented the removal of approximately 87,000 cubic yards of debris and nearly 27,000 hanging limbs and leaning trees.

Data Manager (November 2012–January 2013) Borough of Sayreville, New Jersey | Hurricane Sandy Disaster Debris Program Management Mr. Yao served as data manager for the Borough of Sayreville following Hurricane Sandy, where our ADMS technology was utilized and expedited clean-up and recovery efforts for the Borough.

Debris Management Consultant (June 2010–August 2013) Sarasota County, Florida | Pre-Event Disaster Planning Services For several years, Mr. Yao has supported Sarasota County on a number of pre-event disaster planning services. Mr. Yao performed a review of the debris hauler RFP and also attended client meetings to discuss specialized debris removal activities such as dead animal carcasses.

Regional Operations Manager (August 2012–December 2012) City of New Orleans, Jefferson Parish, and St. John the Baptist Parish, Louisiana | Hurricane Isaac Debris Program Management Following Hurricane Isaac, Mr. Yao served as the regional operations manager, where he oversaw data management and field operations for the 3 projects and 10 sub-programs.

Data Manager (August–December 2011) Henrico County, Virginia | Hurricane Irene Disaster Debris Program Management Mr. Yao assisted the County with FEMA compliance and reimbursement for more than 22,500 tons of disaster debris; 109 hazardous tree removals; and 13,227 hazardous hanger removals in response to Hurricane Irene.

Data Manager (September 2008–September 2011) City of Houston, Texas | Hurricane Ike Disaster Debris Program Management Mr. Yao was responsible for supporting all data management activities associated with the debris collection effort following Hurricane Ike. He helped install a debris management database to track the huge numbers of trucks and debris loads brought to the City of Houston’s temporary debris storage and recovery sites.

Emergency Management Consultant (September 2007–March 2010) Escambia County, Florida | FEMA-Compliant Disaster Debris Management Plan Mr. Yao was part of the project team that helped develop the first Florida FEMA-approved DDMP for Escambia County.

Simon Carlyle

Pre-Season Client Liaison

Résumé 1

YEARS OF EXPERIENCE

9 years

AREA OF EXPERTISE

• Disaster Debris Management • Private Property Programs • Leaner/Hanger Programs • FEMA Reimbursement • Debris Site Permitting • Public Information Campaigns • Project Staffing • Contract Management • Public Information

GRANT EXPERIENCE

• FEMA PA • FHWA ER Program

DISASTERS

• 4166 SC Winter Storm • 4115 SD Winter Storm • 4087 Hurricane Sandy • 4084 Hurricane Isaac • 4029 TX Wildfires • 4024 Hurricane Irene • 4106 CT Winter Storm • 3268 NY Snowstorm • 1791 Hurricane Ike • 1786 Hurricane Gustav • 1676 MO Winter Storms • 1609 Hurricane Wilma • 1606 Hurricane Rita • 1602 Hurricane Katrina


• OSHA 510: 40-Hour Construction Safety

• OSHA 40-Hour HAZWOPER • OSHA 7600 Disaster Site

Worker • OSHA 10-Hour Construction

Safety EDUCATION

Onondaga Community Center Associate of Arts, Radio and Television Production, 1996

EXPERIENCE SUMMARY

Mr. Simon Carlyle has been directly involved in all phases of disaster recovery efforts and has developed significant knowledge of federal, state, and local regulations pertaining to solid and hazardous waste management. Mr. Carlyle has been responsible for providing program and project management in response to some of the largest debris-generating disasters in the nation, including Hurricanes Katrina, Rita, Wilma, Gustav, Ike, and Sandy as well as numerous ice storms, wildfires, flooding events, and other natural disasters.


Regional Program Manager (February 2014–June 2014) City of Sumter, South Carolina; Counties of Barnwell, Colleton, Dorchester, Hampton, and Sumter, South Carolina | Winter Storm Pax Disaster Debris Program Management Many communities experienced unprecedented debris quantities as a result of the storm. Mr. Carlyle worked with multiple county and local governments to establish debris removal and incident response plans so that they could begin responding to residential needs. Mr. Carlyle worked to execute debris removal and monitoring programs with several communities that previously had no such plan or contract in place. Once a federal declaration was granted, all communities that our team assisted were in position to capture all eligible reimbursement. All our engagements in South Carolina used RecoveryTracTM, our proprietary automated debris management system (ADMS), which allowed for significantly greater accuracy, efficiency, and minimal costs.

Quality Assurance/Quality Control (November 2007–November 2013) City of New Orleans, Louisiana | Hurricane Katrina Residential Demolition Program As part of the project team for the demolition program, Mr. Carlyle was responsible for ensuring that all utilities were shut off and that all required paperwork was complete prior to demolition.

Project Manager (April 2013–June 2013) City of Sioux Falls, South Dakota | Severe Winter Storm Debris Program Management Mr. Carlyle was deployed to assist the City of Sioux Falls with damage assessments, contract procurement, FEMA reimbursement consulting, and overall program management. Mr. Carlyle oversaw the deployment, activation, and monitor training on over 85 field staff, all using our ADMS units. Additionally, Mr. Carlyle worked closely with the City to set up unique mapping and reporting protocols based on the information that our ADMS

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database collected. Our ADMS system successfully documented the removal of nearly 30,000 dangerous hanging limbs in the City of Sioux Falls.

Client Manager (August 2012–November 2012) St. John the Baptist Parish, Louisiana | Hurricane Isaac Disaster Debris Program Management Mr. Carlyle mobilized and immediately responded to the Parish post landfall. Mr. Carlyle helped the Parish address and identify primary areas of concern, identify temporary disposal site locations, and establish protocols for a FEMA-approved modified property debris removal. Mr. Carlyle worked closely with the Parish’s public information officer to develop daily press briefings and assisted with the Parish’s overall public information campaign. Mr. Carlyle also facilitated initial coordination meetings with FEMA officials, state representatives, and the Parish’s hauler. Mr. Carlyle followed through on our team’s promise to the Parish and staffed entirely local Parish residents for the disaster recovery monitoring program.

Project Manager (September 2011–May 2012) Bastrop County, Texas | Wildfire Disaster Program Management Following the largest and most damaging wildfire in Texas history, Mr. Carlyle led our team of experts in initializing Bastrop County’s recovery effort. Mr. Carlyle was integral in obtaining expedited project worksheets, coordinating with FEMA to develop disaster-specific documentation protocols, initiating a private property debris removal program, and orchestrating interlocal coordination with county municipalities, electrical co-ops, and regulatory agencies.

Regional Program Manager (October 2011–April 2012) State of Connecticut | Winter Storm Alfred Disaster Management Support Services Immediately following the historical impact of Winter Storm Alfred, Mr. Carlyle was mobilized to the State of Connecticut to oversee nearly 20 recovery operations throughout the state. Mr. Carlyle was crucial in the hiring and training of 650 locally hired monitors. Mr. Carlyle was integral in the development of operation protocols and project staffing. Mr. Carlyle supported many of our Connecticut clients as they finalized project closeout procedures.

Senior Oversight (August–December 2011) State of North Carolina | Hurricane Irene Disaster Debris Program Management Mr. Carlyle helped our clients prepare for Hurricane Irene days prior to impact. After the storm’s impact, Mr. Carlyle provided senior oversight for all 16 of our team’s North Carolina clients that were affected by Hurricane Irene. Mr. Carlyle oversaw a variety of projects, including right-of-way debris removal and disposal, removal of dangerous hanging limbs and leaning trees, residential debris disposal, FHWA debris segregation, and FEMA reimbursement for the aforementioned projects.

Project Manager (September 2008–July 2010) City of Galveston, Texas | Hurricane Ike Program Management of Debris Removal from Subsurface Stormwater Management System Following the initial right-of-way debris removal program in the City of Galveston, Mr. Carlyle was mobilized to set up protocols and manage Hurricane Ike-related debris removal from subsurface storm drains and the removal of trees that had been rendered lifeless due to saltwater intrusion. Mr. Carlyle worked closely with the City’s public works and engineering departments as well as FEMA to establish documentation protocols that would satisfy FEMA requirements and minimize paperwork and costs to the City of Galveston.

Project Manager (October 2005–February 2006) City of Miramar, Florida | Hurricane Wilma Disaster Recovery Services Mr. Carlyle deployed an immediate response team to provide storm debris cleanup and recovery planning in response to Hurricane Wilma. Mr. Carlyle also successfully managed multiple debris-hauling contractors within the City of Miramar, ensuring that there was no duplication of effort.

Paris Atkinson

Data Manager/Billing & Invoice Analyst

Résumé 1

YEARS OF EXPERIENCE

9 years

AREA OF EXPERTISE

• Data Management • Debris Monitoring

Compliance • Vessel Removal • Leaner and Hanger removal • Invoice Reconciliation

DISASTERS

• 4166 SC Winter Storm • 4165 GA Winter Storm • 4087 Hurricane Sandy • 4084 Hurricane Isaac • 3268 NY Snowstorm • 1609 Hurricane Wilma EDUCATION

University of Florida Bachelor of Science, Psychology, 2005

EXPERIENCE SUMMARY

Ms. Paris Atkinson is a data manager and billing/invoice analyst, where her responsibilities include data management, management of monitoring documentation for the Federal Emergency Management Agency (FEMA), invoice reconciliation, and the use of our automated debris management system (ADMS).

Ms. Atkinson will be responsible for multiple functions during debris removal activities, including reporting and quality assurance/quality control of all automated debris management system (ADMS) documentation in the field along with storing the documentation in preparation for future audits. She will validate documentation and metrics being reported as accurate and on-schedule.


Data Manager (March 2014–Ongoing) Boulder County, Colorado | Severe Flooding Disaster Debris Program Management Ms. Atkinson is currently serving as data manager for Boulder County, Colorado following the severe flooding that affected the state in September 2013. Ms. Atkinson is responsible for managing invoice reconciliation with the debris contractor; creating custom reports for Boulder County; managing the data team in the field; providing FEMA compliance management, including quality assurance (QA)/quality control (QC) of right-of-way load collection; and managing the documentation for all hazardous tree and hanger removal. Ms. Atkinson also provides ADMS and database support for all staff members.

Data Manager (May 2014–August 2014) Blount County; Limestone County, Alabama | Severe Storms and Tornadoes Disaster Debris Program Management Ms. Atkinson serviced as data manager for two counties in the state of Alabama following severe storms and tornadoes that affected the area in May. Ms. Atkinson was responsible for managing invoice reconciliation with the debris contractor; managing the data team in the field; providing FEMA compliance management, including QA/QC of right-of-way load collection; and managing the documentation for all hazardous tree and hanger removal.

Data Manager (February 2014–July 2014) Barnwell County; Colleton County; Dorchester County; Sumter County, South Carolina; City of Sumter, South Carolina; City of Augusta, Georgia | Winter Storm Pax Disaster Debris Program Management Ms. Atkinson is currently serving as data manager for six municipalities in the states of South Carolina and Georgia following Winter Storm Pax. Ms. Atkinson is responsible for managing invoice reconciliation with the debris

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contractor; managing the data team in the field; providing FEMA compliance management, including QA/ QC of right-of-way load collection; and managing the documentation for all hazardous tree and hanger removal. Ms. Atkinson also provides ADMS and database support for all staff members.

Data Manager (February 2013–April 2014) New Jersey Department of Environmental Protection | Hurricane Sandy Waterways Debris Removal Program Management Ms. Atkinson currently serves as data manager following Hurricane Sandy, where she is responsible for the management and data creation of vessel removal tracking in New Jersey waterways, photo management of vessel removals, data management and tabulation, monitoring document compliance, monitoring the removal of vessels in accordance with legal requirements established, and database support for staff.

Data Manager (August 2012–February 2014) St. John the Baptist Parish, Louisiana | Hurricane Isaac Disaster Debris Management Program Ms. Atkinson served as data manager, where she provided invoice reconciliation, data export creation, data center management, document compliance monitoring, management of hazardous tree and hanger photo documentation, and database support for staff. Ms. Atkinson also monitored data to ensure FEMA compliance in the field and the managed us of our ADMS.

Data Manager (January 2013–March 2013) Borough of Sayreville and the Township of Ocean, New Jersey | Hurricane Sandy Disaster Debris Management Program As data manager, Ms. Atkinson was responsible for managing hazardous tree and hanger photo documentation, invoice reconciliation, data export creation, data management and tabulation, monitoring document compliance, and database support for staff. She was also responsible for reimbursement support and training on our ADMS.

Data Manager (November 2012–January 2013) State of Connecticut; Cities of Greenwich, Milford, New London, Woodbridge, Connecticut; and the Towns of Bethany, Fairfield, Weston, Connecticut | Hurricane Sandy Disaster Debris Management Program Ms. Atkinson provided invoice reconciliation, data export creation, data management and tabulation, document compliance monitoring, and database support for staff.

Project Manager (July 2012–September 2012) Lake County, Florida | FEMA-Compliant Disaster Debris Management Plan In August 2012, she assisted Lake County, Florida, with the development of a FEMA-compliant disaster debris management plan. In addition, she assisted the County in developing a scope of services for their request for proposal for debris contracting, where a large focus was on helping complete the debris hauling request for proposal and guiding the County through the bid process.

Data Manager (July 2012–August 2012) Clay County, Florida | Tropical Storm Debby Disaster Debris Management Program Ms. Atkinson was responsible for data entry, tabulation, data management of compliance documentation, and the organization of collection and disposal data.

Operations Manager and Data Manager (February 2006–August 2006) Collier County, Florida | Hurricane Wilma Disaster Waterways Debris Removal Program Management Ms. Atkinson served as Operations Manager and data manager for Collier County, Florida, following Hurricane Wilma, where she was responsible for the supervision, support, and evaluation of field staff; documentation compliance; and ensuring waterway debris removal was compliant with Natural Resources Conservation Service contract specifications. Ms. Atkinson also developed standard operating procedures specific to the waterway debris removal project.