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Home My WebLink About20132694.tiffRESOLUTION RE: APPROVE PROFESSIONAL SERVICES AGREEMENT AND AUTHORIZE CHAIR TO SIGN - BASE TACTICAL DISASTER RECOVERY WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to Colorado statute and the Weld County Home Rule Charter, is vested with the authority of administering the affairs of Weld County, Colorado, and WHEREAS, the Board has been presented with a Professional Services Agreement between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, and Base Tactical Disaster Recovery, commencing September 23, 2013, and ending December 22, 2013, with further terms and conditions being as stated in said agreement, and WHEREAS, after review, the Board deems it advisable to approve said agreement, a copy of which is attached hereto and incorporated herein by reference. NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld County, Colorado, that the Professional Services Agreement between the County of Weld, State of Colorado, by and through the Board of County Commissioners of Weld County, and Base Tactical Disaster Recovery be, and hereby is, approved. BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to sign said agreement. The above and foregoing Resolution was, on motion duly made and seconded, adopted by the following vote on the 23rd day of September, A.D., 2013. BOARD OF COUNTY COMMISSIONERS WELD COUN Y...G$LORADO ATTEST: arcia, Clair Weld County Clerk to the Board Sean P. Conway APPROVED Freeman bara Kirkmeyor Date of signature: CE, FI) eWl I TRev i 614.9 -7 Mat) coo O124 2013-2694 BC0045 AGREEMENT FOR PROFESSIONAL SERVICES THIS AGREEMENT is made by and between the County of Weld, State of Colorado, whose address is 1150 O Street, Greeley, Colorado, 80631 ("County"), and Base Tactical Disaster Recovery, whose address is 121 W. Long Lake Road, Third Floor, Bloomfield Hills, Michigan 48304 ("Contractor"). WHEREAS, County desires to retain Contractor as an independent contractor to perform services as more particularly set forth below; and WHEREAS, Contractor has the time available to timely perform the services, and is willing to perform the services according to the terms of this Agreement. NOW THEREFORE, in consideration of the mutual promises and covenants contained herein, the parties hereto agree as follows: 1. Engagement of Contractor. County hereby retains Contractor, and Contractor hereby accepts engagement by County upon the terms and conditions set forth in this Agreement. 2. Term. The term of this Agreement shall be from September 23, 2013, through and until December 22, 2013. 3. Services to be Performed. Contractor agrees to perform the Services listed or referred to in Exhibit A, attached hereto and incorporated herein, limited to the activities that are referred to in Exhibit A as "Phase I," and/or occurring during the initial three (3) months following the signing of this Agreement. 4. Compensation. a. County agrees to pay Contractor for services performed as set forth in Exhibit A at the rates and charges listed therein, and as more specifically described and limited in Exhibit B, attached hereto and incorporated herein. Charges shall be based on the time actually spent performing the services, but shall exclude travel time. b. Mileage may not be charged to and from any required job site. Airfare will be billed at cost (coach airfare) Contractor shall not be paid any other expenses unless set forth in this Agreement. c. Payment to Contractor will be made only upon presentation of a proper claim by Contractor, itemizing services performed and airfare expense incurred. d. Payment for services and all related expenses under this Agreement shall not exceed $354,560. 1 2013-2694 5. Additional Work. In the event the County shall require changes in the scope, character, or complexity of the work to be performed, and said changes cause an increase or decrease in the time required or the costs to the Contractor for performance, an equitable adjustment in fees and completion time shall be negotiated between the parties and this Agreement shall be modified accordingly by a supplemental Agreement. Any claims by the Contractor for adjustment hereunder must be made in writing prior to performance of any work covered in the anticipated supplemental Agreement. Any change in work made without such prior supplemental Agreement shall be deemed covered in the compensation and time provisions of this Agreement. 6. Independent Contractor. Contractor agrees that Contractor is an independent contractor and that neither Contractor nor Contractor's agents or employees are, or shall be deemed to be, agents or employees of the County for any purpose. Contractor shall have no authorization, express or implied, to bind the County to any agreement, liability, or understanding. The parties agree that Contractor will not become an employee of County, nor is Contractor entitled to any employee benefits from County as a result of the execution of this Agreement. 7. Warranty. Contractor warrants that services performed under this Agreement will be performed in a manner consistent with the professional standards governing such services and the provisions of this Agreement. 8. Reports County Property. All reports, test results and all other tangible materials produced in connection with the performance of this Agreement, whether or not such materials are in completed form, shall at all times be considered the property of the County. Contractor shall not make use of such material for purposes other than in connection with this Agreement without prior written approval of County. 9. Acceptance of Product not a Waiver. Upon completion of the work, Contractor shall submit to County originals of all test results, reports, etc., generated during completion of this work. Acceptance by County of reports and incidental material furnished under this Agreement shall not in any way relieve Contractor of responsibility for the quality and accuracy of the work. Acceptance by the County of, or payment for, any services performed under this Agreement shall not be construed as a waiver of any of the County's rights under this Agreement or under the law generally. 10. Insurance and Indemnification. Contractor shall defend and indemnify County, its officers and agents, from and against loss or liability arising from Contractor's acts, errors or omissions in seeking to perform its obligations under this Agreement. Contractor shall provide necessary workers' compensation insurance at Contractor's own cost and expense. 11. Termination. Either party may terminate this Agreement at any time by providing the other party with a 10 day written notice thereof. Furthermore, this Agreement may be terminated at any time without notice upon a material breach of the terms of the Agreement. In 2 the event of an early termination, Contractor shall be paid for work performed up to the time of notice and County shall be entitled the use of all material generated pursuant to this Agreement. 12. Non -Assignment. Contractor may not assign or transfer this Agreement, any interest therein or claim thereunder, without the prior written approval of County. 13. Access to Records. County shall have access to Contractor's financial records as they relate to this Agreement for purposes of audit. Such records shall be complete and available for audit 90 days after final payment hereunder and shall be retained and available for audit purposes for at least five years after final payment hereunder. 14. Time of Essence. Time is of the essence in each and all of the provisions of this Agreement. 15. Interruptions. Neither party to this Agreement shall be liable to the other for delays in delivery or failure to deliver or otherwise to perform any obligation under this Agreement, where such failure is due to any cause beyond its reasonable control, including but not limited to Acts of God, fires, strikes, war, flood, earthquakes or Governmental actions. 16. Notices. Any notice required to be given under this Agreement shall be in writing and shall be mailed or delivered to the other party at that party's address as stated above. 17. Compliance. This Agreement and the provision of services hereunder shall be subject to the laws of Colorado and be in accordance with the policies, procedures, and practices of County. 18. Non -Exclusive Agreement. This Agreement is nonexclusive and County may engage or use other contractors or persons to perform services of the same or similar nature. 19. Certification. Contractor certifies that Contractor is not an illegal immigrant, and further, Contractor represents, warrants, and agrees that it has verified that Contractor does not employ any illegal aliens. If it is discovered that Contractor is an illegal immigrant, employs illegal aliens or subcontracts with illegal aliens, County can terminate this Agreement and Contractor may be held liable for damages. 20. Entire Agreement/Modifications. This Agreement contains the entire agreement between the parties with respect to the subject matter contained in this Agreement. This instrument supersedes all prior negotiation, representation, and understanding or agreements with respect to the subject matter contained in this Agreement. This Agreement may be changed or supplemented only by a written instrument signed by both parties. 21. Funding Contingency. No portion of this Agreement shall be deemed to create an obligation on the part of County to expend funds not otherwise appropriated or budgeted for. 3 22. No Conflict. No employee of Contractor nor any member of Contractor's family shall serve on a County Board, committee or hold any such position which either by rule, practice or action nominates, recommends, supervises Contractor's operations, or authorizes funding to Contractor. 23. Severability. If any term or condition of this Agreement shall be held to be invalid, illegal, or unenforceable, this Agreement shall be construed and enforced without such provision, to the extent that this Agreement is then capable of execution within the original intent of the parties. 24. Governmental Immunity. No portion of this Agreement shall be deemed to constitute a waiver of any immunities the parties or their officers or employees may possess. 25. No Third Party Beneficiary. It is expressly understood and agreed that the enforcement of the terms and conditions of this Agreement, and all rights of action relating to such enforcement, shall be strictly reserved to the undersigned parties and nothing in this Agreement shall give or allow any claim or right of action whatsoever by any other person not included in this Agreement. It is the express intention of the undersigned parties that any entity other than the undersigned parties receiving services or benefits under this Agreement shall be an incidental beneficiary only. IN WITNESS WHEREOF, the parties have executed this Agreement as of the date and year written below. CONTRACTOR: Base Tactical Disaster Recovery By: C i G. Levy President SUBSCRIBED AND SWORN to before me this Xl day of ?td.11 cle/ N, , di) P7 WITNESS my hand and official seal. Y My commission expires: auis Notary Public TAMMY LEE WATERS NOTARY PUBLIC STATE OF COLORADO NOTARY ID 20124078542 MY COMMISSION EXPIRES DECEMBER 5, 2016 4 ATTEST: CLERK TO THE BOARD 5 BOARD OF COUNTY COMMISSIONERSOF WELD COUNTY By:'‘fti/ % William F. Garcia, Chairman SEP 2 32013 07..943-,? 5� EXHIBIT BASE TACTICAL DISASTER RECOVERY September 2013 Subject: Proposal for FEMA Grant Management Services Dear BASE Tactical Disaster Recovery PROFESSIONAL Loss CONSULTANTS 121 W. Long Lake Road Third Floor Bloomfield Hills, MI. 48304 (248) 840-0305 FAX (800) 862-4008 www.basetactical.com Thank you for allowing BASE Tactical Disaster Recovery (BT) to submit this proposal for FEMA Grant Management to the County of Weld, Colorado (Applicant). This agreement will authorize BT to begin FEMA consulting at the direction of the Applicant for the current flood event. We propose that our FEMA consulting services under this agreement be delivered in phases. The first phase shall cover the initial emergency response and recovery phase which will include strategic planning and implementation of the Applicant's financial response plan, small project formulation and large project development strategies. Given that the Applicant is in a state of emergency and will continue in that state for some time, we suggest Phase I be initiated now and continue for a minimum of three months which will include the small project requirement date which is 30 days following the official FEMA kick off meeting or until the state of emergency is lifted by the Applicant- if that occurs after the three months. After this time, we will meet with the Applicant and discuss the current workload and prepare scopes of work and estimated fees for the Applicant's approval. As we have discussed, our fees that are directly related to the projects/project worksheets are reimbursable at the designated FEMA percentage for this disaster. During the next three-month period BASE Tactical will perform some or all of the following tasks: Approach and Scope of Work FEMA Public Assistance Consulting Services I BT will provide the Applicant with services designed to help maximize FEMA funding, expedite the process, and retain funds during project closeout and audit. The following bullets present the services that are available under this engagement. Grant Management Tasks: • Provide general grant management advice • Assist in the development of a disaster recovery team • Assist in the development of a comprehensive recovery strategy • Provide advice to disaster recovery team as appropriate and participate in meetings • Prepare draft correspondence to State and FEMA as necessary Eligibility Tasks: • Review eligibility issues, and work with Applicant to develop justifications for presentation to FEMA and the State • Assist Applicant in developing approach to filing and tracking costs • Review contracts and purchasing documentation • Review documentation prepared by departments • Assist in capturing and summarizing eligible costs for selected departments • Assist Applicant departments with compiling and summarizing Category A through G costs for presentation to FEMA and the State • Assist Applicant to prepare Project Worksheets for small and large projects based upon information provided by departments • Attend meetings with Applicant, State and FEMA to negotiate individual Project Worksheets as needed • Provide oversight to departments having difficulty with their claims • Assist in determining if any eligible damages have not been quantified and presented to inspectors/Project Officers • Work with Applicant to resolve disputes that may arise • Address issues related to inter -agency funding conflicts • If Applicant disagrees with FEMA determinations, assist to strategize and write appeals • When Applicant has completed all projects and drawn down reimbursement for all eligible costs, assist with finalizing preparations for State/FEMA final inspections and audits, and participate in exit conferences with State/FEMA Engagement Task Deliverables: • Program management plan • Weekly reports • Status meetings; Notes / Minutes / Action Items • Recommendation Memos regarding FEMA Process and/or Policy (as needed) • Draft Project Worksheet(s), Category A, Debris Operations • Draft Project Worksheet(s), Category B, Emergency protective Measures • Preliminary Private Property Debris Removal Plan / Recommendations • Incident Impacts Inventory Report 2 Staffing An assigned project manager will serve as engagement leader and perform the tasks outlined above, taking direction from Applicant's designee. Other BT consulting staff will provide support as required. Applicant Responsibilities To assist us in completing the various work tasks described, if activated, the Applicant may need to assemble and provide the following information and resources: • A central contact person • An Applicant organization chart, together with a list of names, roles, and phone numbers of personnel involved in FEMA grant management claim(s) • Access to all relevant disaster -related files and insurance policies • Access to knowledgeable individuals who can answer questions and assist in obtaining additional information, including engineering staff, finance staff, accounting staff, and grant management staff • Available written explanations of how Applicant calculates its fringe benefit and indirect cost rate • Sample cost summaries • Written grant management guidelines and other correspondence from the State or FEMA • A work area, such as a conference room, including access to phone, Internet, and copier COMPENSATION The Applicant shall pay the Consultant according to the following Compensation and Schedule FEMA Consulting BT proposes to perform our FEMA consulting services on an hourly basis which is invoiced twice per month. BT's compensation will be a function of the type of expertise provided to the Applicant based on the tasks requested by the Applicant and as generally outlined under this proposal. The following table presents BASE Tactical's FEMA fully burdened consultation rates* by position: Hourly Rate Principle $425 Project Leader $390 Senior Estimator $245 Consultant/Project Officer $245 Specialist $173 Administration Staff $139 3 *Airfare will be billed at cost (coach airfare); all other expenses are included in the fully burdened rates. Professional fees and expenses will be invoiced on a twice per month basis. Terms are net 7 days and payments are made via wire transfer to the BT bank account at Bank of America. As this is a time and expense engagement, the Applicant has the ability to decide which tasks BT will assist them with. Consequently, the overall cost of this engagement is at all times subject to the Applicant desired level and length of BT's service. BT will provide weekly progress reports to the Applicant as appropriate. These reports will serve as the support for bi-monthly progress invoicing. Thank you again for this opportunity to assist the Weld County. If you have any questions or concerns, please contact me at 917-754-7717 (mobile). Sincerely, Sohn G. Levy John Levy President AGREED TO AND APPROVED BY BY (NAME): SIGNATURE: TITLE: DATE: 4 Sa1Q4el Y C 0 U v BASE Tactical Disaster Recovery O 0 0 0 0 0 0 0 O 0 0 0 0 0 Cr N y, M 00 CO M ID CO m m l41 v N v m M CO H N 0 en .4 - en <-1 a-1 U CO I- m� v� a COCCO0m 0 = M Cr r -I N O 0 Ul N M CO O r M ci 0 N 0 N esI O) cNi CO CV e•4 O O O O 000 (N 0 rl 0) sE ` I..) " O CU 3 M co aN-I CO0.0 IN Cr Cr Cr C0O3 N E •o - co > O Z 0) O U U O N 0 0 0 0 0 0 a-1 N l0 CO Cr Cl* CO ci ci c -I • Cr Cr 0 N M N m N 001 V V CY n M 0) V en N N K C ▪ N a)▪ CO @ • O O CU ti- O E o a WU Y U > O O al W 2_ E O V a` a a in C a a o C E ocu C N U 0 a ° O g LL L N L t 0 0— m e u u_ CO Y {n M 3 N T co O EA ui • c o O L^ s tO m w N V 3 c o v v o a v m w 4- m n -C x h- 00 ▪ r Ln O 2 o E v 2 V O W co CU W C h 1 • w N W Y f 2 Work with Tetra Tech, debris management specialist v CO T v U 0 01 '11 U C VI N m C a W W • K a DJ OO Q K_ • \ \ W N N O N W 0 0 l7 0 i Li, O 01- 7 O O vl (O O cnJ N ▪ en Y Y O CO I--. 0 N l CO N Li) 0 0 al en m u m `v.'m 0 r -I 2 F an W -o U' N A an K VI CD W ▪ C F . m L a V H C O eo H W 0 J C 2 • U z u N 4) Lu 3 0 > z w c 2 40 EVERY -ONE SINCE 2001 TRUE NORTH s Vt C.9.6 w h_ H 0e w d X w -o c LL W C V W .0 _ ails- 0 7 O C • N O 4 0 C -O CO O w H V a W 2 N O O U1 C O Ill 7' a 0 m O w % in co d Nj v a O O `w O 0 Lel 3 0 V O N ro O W eelCO u y C O O 0 C N C•ero O C C O 0 J O ce W E Q C N 0 00 H • 01 N 1O O S LL v split services , WORKING FOR CITY OF BOULDER Hire monitors locally 2 O O Not part of Gaveston • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL DISASTER RECOVERY TABLE OF CONTENTS BASE Tactical Disaster Recovery PROFESSIONAL Loss CONSULTANTS 121 W. Long Lake Road Third Floor Bloomfield Hills, MI. 48304 (248) 840-0305 FAX (800) 862-4008 www.basetactical.com BASE Tactical Executive Summary BASE Tactical Experience & Resumes BASE Tactical References Family Environmental Experience & Statement of Qualifications BASE TACTICAL DISASTER RECOVERY C 850.591.8240 F 800.862.4008 E thorton@basetactical.com TOMMY HORTON Executive Director 121 W. Long Lake Rd. Suite 330 Bloomfield Hills, MI 48304 WWW.BASETACTICAL.COM W.BASETACTICAL.COM • • • • •C- �-\C -A ,n, sC OC k�,d,0+clv� •• roc,\\DAN ( etae..S -ns� ilv,• DC/D • _ Cow A& qs€ • • • lSG _ CD.‘ - a S-> • �— }� �a __ SHc- -c, • �,v�ss ,bc�-� • •Ho —50 v CI\\i 0 •-,) \Dt •: (a .a _ i t o -LJ 'i coSS • • •Wl Uei Vit.bc,-ne (onCT s • • 15 ISci h r • • • aOS\ 1 it LCI (1)t rai • • • • • • • • • • • • • • • BASE Tactical Disaster Recovery BASE TACTICAL DISASTER RECOVERY September _, 2013 PROFESSIONAL LOSS CONSULTANTS 121 W. Long Lake Road Third Floor Bloomfield Hills, MI. 48304 (248) 840-0305 FAX (800) 862-4008 www.basetactical.com Subject: Proposal for FEMA Grant Management Services Dear Thank you for allowing BASE Tactical Disaster Recovery (BT) to submit this proposal for FEMA Grant Management to the County of Weld, Colorado (Applicant). This agreement will authorize BT to begin FEMA consulting at the direction of the Applicant for the current flood event. We propose that our FEMA consulting services under this agreement be delivered in phases. The first phase shall cover the initial emergency response and recovery phase which will include strategic planning and implementation of the Applicant's financial response plan, small project formulation and large project development strategies. Given that the Applicant is in a state of emergency and will continue in that state for some time, we suggest Phase I be initiated now and continue for a minimum of three months which will include the small project requirement date which is 30 days following the official FEMA kick off meeting or until the state of emergency is lifted by the Applicant- if that occurs after the three months. After this time, we will meet with the Applicant and discuss the current workload and prepare scopes of work and estimated fees for the Applicant's approval. As we have discussed, our fees that are directly related to the projects/project worksheets are reimbursable at the designated FEMA percentage for this disaster. During the next three-month period BASE Tactical will perform some or all of the following tasks: Approach and Scope of Work FEMA Public Assistance Consulting Services 1 rez 4` BT will provide the Applicant with services designed to help maximize FEMA funding, expedite the process, and retain funds during project closeout and audit. The following bullets present the services that are available under this engagement. Grant Management Tasks: n al 00%1 U c 0A • Provide general grant management advice 7 € L.4014/9 )) --. • Assist in the development of a disaster recovery team ..... • Assist in the development of a comprehensive recovery strategy • Provide advice to disaster recovery team as appropriate and participate in meetings • Prepare aft orrespondence to State and FEMA as necessary Eligibility Tasks: • Review eligibility issues, and work with Applicant to develop justifications for presentation to FEMA and the State • Assist Applicant in developing approach to filing and tracking costs • Review contracts and purchasing documentation • Review documentation prepared by departments • Assist in capturing and summarizing eligible costs for selected departments '04f at/ • Assist Applicant departments with compiling and summarizing Category A through G if t net costs for presentation to FEMA and the to ssrs pplicant to prepare Project Worksheets for small and large projects based upon information provided by departments • Attend meetings with Applicant, State and FEMA to negotiate individual Project Worksheets as needed • Provide oversight to departments having difficulty with their claims • Assist in determining if any eligible damages have not been quantified and presented to inspectors/Project Officers • Work with Applicant to resolve disputes that may arise Address issues related to inter -agency funding conflicts If Applicant disagrees with FEMA determinations, assist to strategize and write appeals • When Applicant has completed all projects and drawn down reimbursement for all eligible costs, assist with finalizing preparations for State/FEMA final inspections and audits, and participate in exit conferences with State/FEMA P i e -4A0 ngagement Management Tasks: • Prepare program management plan • Prepare weekly reports • Attend status meetings Staffing An assigned project manager will serve as engagement leader and perform the tasks outlined above, taking direction from Applicant's designee. Other BT consulting staff will provide support as required. 2 Applicant Responsibilities To assist us in completing the various work tasks described, if activated, the Applicant may need to assemble and provide the following information and resources: • A central contact person • A Applicant organization chart, together with a list of names, roles, and phone numbers of personnel involved in FEMA grant management claim(s) • Access to all relevant disaster -related files and insurance policies • Access to knowledgeable individuals who can answer questions and assist in obtaining additional information, including engineering staff, finance staff, accounting staff, and grant management staff • Available written explanations of how Applicant calculates its fringe benefit and indirect cost rate G•/ Sample cost summaries • Written grant management guidelines and other correspondence from the State or FEMA • A work area, such as a conference room, including access to phone, internet, and copier COMPENSATION The Applicant shall pay the Consultant according to the following Compensation and Schedule FEMA Consulting BT proposes to perform our FEMA consulting services on an hourly basis which is invoiced twice per month. BT's compensation will be a function of the type of expertise provided to the Applicant based on the tasks requested by the Applicant and as generally outlined under this proposal. The following table presents BASE Tactical's FEMA fully burdened consultation rates* by position: Hourly Rate Principle $425 Project Leader $390 Senior Estimator $245 Consultant/Project Officer $245 Specialist $173 Administration Staff $139 *Airfare will be billed at cost (coach airfare); all other expenses are included in the fully burdened rates. 3 Professional fees and expenses will be invoiced on a twice per month basis. Terms are net 7 days and payments are made via wire transfer to the BT bank account at Bank of America. As this is a time and expense engagement, the Applicant has the ability to decide which tasks BT will assist them with. Consequently, the overall cost of this engagement is at all times subject to the Applicant desired level and length of BT's service. BT will provide weekly progress reports to the Applicant as appropriate. These reports will serve as the support for bi-monthly progress invoicing. Thank you again for this opportunity to assist the Weld County. If you have any questions or concerns, please contact me at 917-754-7717 (mobile). Sincerely, John Levy President AGREED TO AND APPROVED BY BY (NAME): SIGNATURE: TITLE: DATE: ••0041000000110•9•0410•0004000410000•00.1000000 BASE TACTICAL DISASTER RECOVERY September, 2013 To Whom It May Concern: BASE Tactical Disaster Recovery PROFESSIONAL LOSSCONSULTAN IS 121 W. Long Lake Road Third Floor Bloomfield Hills, MI.48304 (248) 840-0305 FAX (800) 862-4008 www.basetactical.com It is our intent to provide you with this executive summary about BASE Tactical Disaster Recovery which explains why our firm is uniquely positioned to help private and public clients following a major disaster. What do we do? BASE Tactical Disaster Recovery provides consulting services for clients following natural and man-made disasters. Our expertise includes recovery strategies following a disaster, recommendations during the emergency phase, stabilization during the settlement period, and construction administration for rebuilding facilities and document closeout. Our clients include both private and public entities, and we are experienced with complicated reconstruction projects, insurance claims and FEMA Public Assistance. How do we do it? BASE Tactical Disaster Recovery provides the following services which are necessary in order to insure an efficient and successful outcome: • Emergency management/facility remediation • Guidance for public sector clients requiring FEMA Public Assistance • Emergency repairs — directing of contractors • Management oversight of projects and schedule sequencing. • Project estimating for insurance claim submittals. • Best practice recommendations on recovery policies and procedures. • Recommend strategies to secure FEMA's approval for 50% Rule calculations and Permanent Relocation options. • FEMA hazard mitigation recommendations • Financial project analysis and budgeting • IT related processes for tracking residential property: FEMA/Insurance • Tracking of FEMA's 19 point residential demolition process • Establish documentation processes to support FEMA Public Assistance requirements • CDBG Grant Application preparation •i•••va•l•••••••i••r•••i•ii`1••••il•i••••r• Why we are uniquely qualified to provide assistance, best practices, excellent outcomes. BASE Tactical's expertise in business management and complex logistical coordination is strategically customized to enhance our client's outcomes. The BASE Tactical advantage originates from our team of experts with experience in emergency management, construction management, environmental protocols, life cycle costing, repair cost estimating, FEMA grant assistance, insurance resolution, construction scheduling and development of communications plans. We are able to provide a comprehensive strategy to ensure a successful recovery in two ways, FEMA Public Assistance / Insurance resolution and because of our significant experience in recent major disasters. FEMA Public Assistance Public Assistance provides financial grants for public and non-profit clients. Recovery dollars often include debris removal, demolition, and reconstruction costs. BASE Tactical provides project management services, claim preparation and consulting services to help clients' secure FEMA obligations and reimbursements. Our experience enables us to offer the most effective and comprehensive services for FEMA Public Assistance applicants. The FEMA Public Assistance process is challenging to every applicant and sub - applicant. Without proper procurement procedures, extensive documentation, and careful interpretation of FEMA guidelines, clients risk losing significant dollars. BASE Tactical assists clients with recommendations for procurement, document controls, pay applications, change orders, and close out packages. The need to follow FEMA guidelines is critical to securing full reimbursement of obligated funds while mitigating exposures from future GSA audits. Experience BASE Tactical has assisted clients throughout the United States with recovery efforts from tornadoes, hurricanes, ice storms, fires and floods. Our team has years of combined business and project management experience, and a variety of consulting expertise. The BASE Tactical team is highly skilled at resolving clients disaster -related issues by applying complex logistical coordination, management initiatives and facilities recovery recommendations. BASE Tactical represents public, private and non-profit clients, and specializes in large catastrophic events such as Hurricanes Katrina and Rita in 2005, Hurricane Ike in 2008 and the extreme floods in Eastern Iowa in June 2008. As a sub -contractor, we have provided expert consulting to the City of Nashville in 2010 and State of Vermont in 2011. •`••••••••••00•••••••••••••••••••••••••••04, Successful engagements includes securing a significant insurance settlement for an international casino and hotel chain whose New Orleans location suffered extensive damage during Hurricane Katrina and the ensuing flooding. Our team succeeded in obtaining a full resolution for our client. Following Hurricane Ike, the BASE Tactical team provided guidance to the Galveston Historical Commission with recommendations to help in their insurance and FEMA Public Assistance recovery. A recent multi -year engagement with the City of Cedar Rapids, Iowa helped the city secure more than $3 billion dollars in recovery funds. The Cedar Rapids engagement provides a snapshot of BASE Tactical's range of services and expertise following a major disaster. Some notable accomplishments include: • More than 500 project worksheets written • Five facilities qualified for the 50% rule allowing for facility replacement • Two facilities secured for Permanent Relocation • Multiple opportunities for Improved Projects • Multiple opportunities for Alternate Projects In November of 2012 BASE Tactical provided catastrophic project management for the New York City Health & Hospitals Corporation. HHC is an $8.8B medical system which includes 24 hospitals and multiple clinics. The flagship hospitals of Bellevue Medical Center and Coney Island Hospital were evacuated following Hurricane Sandy. BASE Tactical worked with HHC, the City of New York, and many remediation contractors to re -open the hospitals in less than 95 days. Resolution of FEMA claims continues with significant opportunities for reimbursement and funding to harden the facilities from future flooding. The BASE Tactical commitment is to provide solid recommendations to help our client's recover efficiently and effectively while securing fair and equitable settlements. We look forward to the opportunity to meet and provide recommendations and best practices for the recovery of your facilities. Sincerely, John G. Levy President BASE Tactical Disaster Recovery www.basetactical.com 248-840-0305 •11!00000.r0••ir••••••••••/•ii•r••i••r•••i/r OtsasTER RECOVERY BASE Tactical Disaster Recovery • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I .DISASTER RECOVERY The Firm BASE Tactical Disaster Recovery provides consulting services for clients following natural and man-made disasters. Our expertise includes recovery strategies following a disaster, recommendations during the emergency phase, stabilization during the settlement period, and construction administration for rebuilding facilities and document closeout. Our clients include both private and public entities, and we are experienced with complicated reconstruction projects, insurance claims and FEMA Public Assistance. BASE Tactical's expertise in business management and complex logistical coordination is strategically customized to enhance our client's outcomes. The BASE Tactical advantage originates from our team of experts with experience in emergency management, construction management, environmental protocols, life cycle costing, repair cost estimating, FEMA grant assistance, construction scheduling and development of communications plans. We are able to provide a comprehensive strategy to ensure a successful recovery. The BASE Tactical commitment is to provide solid recommendations to help our client's recover efficiently and effectively, while securing fair and equitable settlements. © BASE Tactical Disaster Recovery 2013 Contact information: \\ \v w.basetactical.com BASE Tactical Bloomfield Hills MI info@basetactical.com Office 248.840.4123 Fax 800.862.4008 John G. Levy Principle Mobile 248.840.0305 JLevy@basetactical.com 2 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY The Firm Qualifications The BASE Tactical advantage comes from our interdisciplinary team of highly specialized experts paired with our comprehensive range of strategic services. The BASE Tactical team is equipped with the skill sets necessary to provide our clients with a complete package of services, from first response to final reconstruction. Clients find it difficult to manage the impact of a catastrophic event while also maintaining normal operations. Our team functions as an extension of your staff, providing support and recommending best practices. We keep you informed of all aspects of the loss and recovery processes. BASE Tactical understands the importance of efficient communications during and following a disaster. Timely and accurate information is imperative to ensure a smooth transition between phases of recovery and redevelopment. BASE Tactical becomes the communications link between our clients and its stakeholders and contractors. By managing project details, providing time lines, and recommending protocols we achieve maximum settlements and efficient operations. We specialize in logistical coordination, emergency management, disaster recovery, and construction management. We are experienced in reviewing project worksheets, establishing procedures for document control, and `closeout' requirements for FEMA Public Assistance claims. The BASE Tactical staff also provides project management services for the reconstruction process. This includes educating procurement committees for the selection of architectural firms and project management firms. We work closely with our clients to establish efficient contract documents. BASE Tactical has established a mutually acceptable process for change order directives, change order approvals, and pay applications which allows contractors to move projects forward while insuring an organized payment process and appropriate finance controls. FEMA and State over -sight teams require frequent communication and adequate documentation is necessary to ensure proper reimbursement. BASE Tactical establishes regular meetings with the oversight teams to confirm that proper decisions and necessary documentation is being provided. Our commitment is to provide accurate and comprehensive solutions in order to allow for a rapid and efficient recovery. © BASE Tactical Disaster Recovery 2013 3 ••••••••••••••••••••••••••••••••••••••••••• BASE TACTICAL I DISASTER RECOVERY The Firm Firm Capabilities and Expertise • Emergency management/facility remediation • Guidance for Public sector clients requiring FEMA Public Assistance • Emergency repairs — directing of contractors • Management oversight of projects and schedule sequencing. • Project management including design team and contractor selection. • Clear understanding of client's policies and procedures. • Environmental protocols including PPE (Personal Protection Equipment) • Construction estimating, plan reviews, and code upgrades • Recommend strategies to secure FEMA's approval for 50% Rule calculations and Permanent Relocation options. • FEMA hazard mitigation recommendations • Financial project analysis and budgeting • Establish change order procedures and budget tracking • Establish documentation processes to support FEMA PA requirements • Providing peer review analysis for material selection • Establish dispute resolution protocols between contractor and client • Maintain RFI and change order logs • Conduct pre -bid, pre -construction, and construction progress meetings © BASE Tactical Disaster Recovery 2013 4 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL DISASTER RECOVERY The Firm Firm Capabilities and Expertise Continued • Maintain meeting notes as a part of the documentation process. • Provide a closeout package conforming to FEMA/State requirements • Track direct and indirect administrative costs. • Provide best practices for FEMA reimbursement of professional fees • Establish FEMA approved pay applications for codes and standards • Establish FEMA approved pay applications segregating hazard mitigation • Establish FEMA approved pay applications for sustainable upgrades © BASE Tactical Disaster Recovery 2013 5 • • • • • • • BASE TACTICAL DISASTER RECOVERY FEMA • FEMA Public Assistance • • Public Assistance prov ides financial grants for public and non-profit clients. Recovery dollars often include debris removal, demolition, and reconstruction costs. BASE Tactical provides project management services, claim • preparation and consulting services to help clients secure FEMA obligations and reimbursements. Our experience • enables us to offer the most effective and comprehensive services for FEMA Public Assistance applicants. • The FEMA Public Assistance process is challenging to every applicant and sub -applicant. Without proper procurement procedures, extensive documentation, and careful interpretation of FEMA guidelines, clients risk losing • significant dollars. BASE Tactical assists clients with recommendations for procurement, document controls, pay applications, change orders, and close out packages. The need to follow FEMA guidelines is critical to securing full • reimbursement of obligated funds while mitigating exposures from future GSA audits. • • During the Public Assistance process, clients have opportunities to maximize reimbursable dollars by applying a damaged facility estimate to one (or more) of the following definitions: • • Hazard Mitigation: the ability to `harden' the facility from future catastrophic events. • Codes and Standards: reconstructing damaged facilities and upgrading to building codes which were in force at the • time of the disaster. •50% Rule: calculations which determine if a facility is more than 50% damaged, as compared to replacement cost. g • Facilities in excess of 50% damaged are demolished and a new facility is rebuilt. • Permanent Reconstruction: A facility which exceeds the 50% Rule may be requested to be moved to a new location in order to protect the investment from future catastrophic events. • • Improved Project: the ability to make changes in the reconstruction of a damaged facility using Public Assistance • grant funds and applicant's funds. • Alternate Project: an opportunity to use a Public Assistance grant obligation for other eligible projects. BASE Tactical has worked with clients to strategize and successfully secure funds for all of these unique Public Assistance opportunities. • • • • • • • • • © BASE Tactical Disaster Recovery 2013 6 • ••••••••••••••••••••••••••••••••••••••••••• BASE TACTICAL I DISASTER RECOVERY Experience Lxperience BASE Tactical has assisted clients throughout the United States with recovery efforts from tornadoes, hurricanes, ice storms, fires and floods. Our team has years of combined business and project management experience, and a variety of consulting expertise. The BASE Tactical team is highly skilled at resolving client's disaster -related issues by applying complex logistical coordination, management initiatives and facilities recovery recommendations. BASE Tactical has represented the City of New York and its largest agency, NYC Health & Hospitals Corporation since November 1, 2012, following the damaged caused by Hurricane Sandy. This engagement required immediate project management in order to stabilize the critical health services to the Greater New York population. The funding is provided by a FEMA declaration which occured in October of 2012. BASE Tactical remains in New York City managing the FEMA claims, Hazard Mitigation 404 & 406 programs, and the permanant reconstruction of the facilities. BASE Tactical was contracted by Stantec Corporation in 2011 for FEMA support following Hurricane Irene to resolve claims for the State of Vermont. BASE Tactical was contracted by SSR Engineering in 2010 for FEM.A support following the floods in Nashville, TN for waste water treatment facilities. BASE Tactical provided FEMA support for several clients following the tornado in Joplin, MO. BASE Tactical represents public, private and non-profit clients, and specializes in large catastrophic events such as Hurricanes Katrina and Rita in 2005. Hurricane Ike in 2008 and the extreme floods in Eastern Iowa from June 2008 - 2010 (see below). Successful engagements includes securing a significant insurance settlement for an international casino and hotel chain whose New Orleans location suffered extensive damage during Hurricane Katrina and the ensuing flooding. Our team succeeded in obtaining a full resolution for our client, exceeding their desired settlement by more than 55 percent. Some notable accomplishments which occured in Cedar Rapids, Iowa include: More than 500 project worksheets written Five facilities qualified for the 50% rule allowing for facility replacement Two facilites secured for Permanent Relocation 50+ FEMA Improved Projects ® BASE Tactical Disaster Recovery 2013 7 • • • • • • • • • • • •. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY Cedar Rapids, Iowa Cedar Rapids, Iowa On June 13, 2008, massive flooding devastated the City of Cedar Rapids, Iowa, leaving homes and buildings submerged in level 3 black water floods. The damage from these floods has made this event the fifth -largest natural disaster in U.S. history, as defined by the amount of public assistance which are being made available by FEMA. The damaged facilities posed unique circumstances which required specific logistical considerations, building assessments, vendor relations, contract management, historical property concerns, environmental considerations and customized project -management strategies. BASE Tactical learned about each facility and the departments affected by the damage, and helped to create strategies in order to achieve maximum efficiencies in operations and redevelopment. We functioned as a consultant providing the necessary support by allowing our clients to manage the areas they know best, while limiting our staff to specific needs. We further worked to improve communications between departments, directors, stakeholders, the city manager and common council. BASE Tactical worked with the City to aid in the $500 million recovery effort. BASE Tactical President John Levy advised City officials on emergency repairs and stabilization of hundreds of the City's damaged facilities. During this time, the team oversaw the remediation and stabilization of these facilities, coordinated environmental experts and structural engineers, and established protocols for repair cost estimating for use in FEMA project worksheets. The BASE Tactical team successfully stabilized the facilities in fewer than 75 days, and our assistance in negotiating contractor agreements saved the City more than $8 million. BASE Tactical has been significantly involved in the analysis of FEMA's project worksheets and identifying where "scope of work" has been overlooked. This analysis is critically important because the allocation of recovery dollars is determined by the accuracy of these Project Worksheets. Cedar Rapids is progressing with FEMA on obligated projects and is now positioned to proceed with the reconstruction or replacement of facilities. PROJECT— City of Cedar Rapids Disaster Recovery Management START DATE - June 2008 SERVICES - Remediation, Stabilization, A&E Assessment Management, Project Management, Re -construction Coordination DESCRIPTION OF DAMAGE - - Devastating flood waters ravaged the city of Cedar Rapids, Iowa - 300 + city buildings destroyed - 5th largest natural disaster in U.S. history to receive public funding • • BASE Tactical Disaster Recovery 2013 C) c • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY Partial List of Damaged City Facilites 1 Seminole Valley Park 2 Usher's Ferry Pioneer Village 3 Ellis Park 4 Bus Garage & Office 5 Central Fire Station 6 Police Station 7 City Hall 8 Mays Island Plaza Parka& 9 Sciene Station ID Main Library 11 City Bus Passenger Terminal 12 School & Trailways Terminal 13 Fourth Avenue Parkade 14 Green Square Park Bldg 15 Third Avenue Parkade 16 Public Works 17 Riverside Park IS Czech Village Park 19 Forestry Office 20 Hayes Field 21 Jones Park Golf Course 22 Shooting Range • • BASE Tactical Disaster Recovery 2013 9 11110000000000011011.00110011041•••••000.01.••000 BASE TACTICAL I DISASTER RECOVERY Cedar Rapids, Iowa Cedar Rapids Disaster Recovery Video A short video documenting Cedar Rapids flood recovery efforts managed by BASE Tactical can be viewed at the below websites: http://'N ww.basctactical.com/ http://ww s.y outuhe.com/basetactical BASE Tactical Disaster Recovery 2013 10 • • • • • s • • • • • • • • • • • • • • • • S • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY Cedar Rapids, Iowa City of Cedar Rapids Recovery PHASE 1 - Temporary Operations + Remediation In the weeks following the flood, BASE Tactical identified locations for displaced operations and city staff while providing support to help the city restore critical services. This included moving the City's Fire Administration and main Fire Station to temporary facilities, transferring documents from a flooded City Hall to a stable facility, moving departments into rented trailers for temporary offices, and identifying suitable locations for the City's animal shelter. During this period, we provided direction on stabilizing damaged facilities by reviewing environmental protocols, directing contractors in establishing temporary power, and installation of temperature control equipment. BASE Tactical recommended protocols for the occupancy of city buildings to ensure buildings were safe to inhabit. This protocol is comprised of a series of inspections including environmental testing, monitoring, and re -inspection followed by approvals of the Linn County Health Department and the City's safety director. This protocol continues to be used for every building prior to its occupancy. s © BASE Tactical Disaster Recovery 2013 11 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL DISASTER RECOVERY Cedar Rapids Remediation Central Fire Station Post Flood condition - City has secured a Permanent Relocation of the facility. City Hall remediation and stabilization process complete. GTC Montessori School remediation and stabilization complete. BASE Tacti- cal has identified hazard mitigation opportunities. Public Library remediation and stabilization complete. City has secured a Permanent Relocation of the library. • © BASE Tactical Disaster Recovery 2013 12 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL DISASTER RECOVERYCedar Rapids Temporary Ops BASE Tactical oversaw the set-up of temporary operations at the Fleck Dis- tribution building and Sign -Production building to allow for a rapid transition of fire department operations. BASE Tactical helped the fleet maintenance department to secure temporary facilities quickly and efficiently. Temporary document storage for the City's finance department. BASE Tactical assisted in the relocation of the City's traffic engineering department. • © BASE Tactical Disaster Recovery 2013 13 • • • • • r • • • • • • • • r • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY Cedar Rapids, Iowa City of Cedar Rapids Recovery PHASE 2 - Repair Estimates, FEMA `Scope Alignment', Environmental and Special Projects Successful outcomes in any disaster start with a qualified expert opinion. BASE Tactical participated in the request for qualification process to identify the appropriate experts needed to establish facility repair costs. These expert opinions become critical to the settlement process to insure that FEMA's Public Assistance teams captured all repair costs. BASE Tactical continued working with the city to 'true up' the FEMA estimates to insure that an appropriate allocation of scope and dollars were obligated in the project worksheets. This `scope realignment' includes allocations for codes and standards and hazard mitigation recommendations. © BASE Tactical Disaster Recovery 2013 14 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVF.Mar Rapids A&E Assessments City Hall Grant Wood Window. BASE Tactical provided support in the resolu- Cedar Rapids Police Department. Reconstruction was completed in March tion of the insurance claim. GTC Montessori School. This facility will open in August 2010. 2010. Central Fire Station Post Flood condition - City has secured a Permanent Relocation of the facility. • © BASE Tactical Disaster Recovery 2013 • 15 • . • • • • • • . • • • • • • r • • • • • • • • • • • • r • • • • • BASE TACTICAL DISASTER RECOVERY Cedar Rapids, Iowa City of Cedar Rapids Recovery PHASE 3 - Construction Management BASE Tactical managed the reconstruction phase for many `quick start' buildings. Mastering each project's intricacies has been imperative. The BASE Tactical team brought together the expertise and experience to ensure that city facilities were reconstructed in a timely, efficient and sustainable manner. The reconstruction projects required special considerations including architect selection, adherence to the Iowa Public Improvement requirements, quality control, and accurate completion dates. Reconstruction time lines were strategically developed for each project taking into account the facility's use, sustainable upgrades for improved operations, cost of reconstruction, insurance requirements. A contingency plan was developed for every facility in the event that an unforeseen circumstance delayed the project. BASE Tactical followed City Council's direction by restoring each facility "better than it was" by applying the triple - bottom -line approach. This process attempts to implement sustainable, environmental and/or social improvements wherever feasible. Examples of sustainable improvements included improved natural lighting, green roofs, rainwater retention, solar power, improved insulation, environmentally friendly materials and each facility was considered for possible LEED certification. The silver lining in every disaster is that there are opportunities to make improvements, and this was implemented in the City of Cedar Rapids. While there is always frustration with the delays associated with the protocols of Public Assistance grants, the City is recovering in ways that were never anticipated prior to the flood. BASE Tactical managed twenty two reconstruction projects including repairs to the City's parking decks, Cedar Rapids Police Department, US Cellular Arena, Montessori School, parks, pools, and elevators. © BASE Tactical Disaster Recovery 2013 16 •••••••••••••••••••••••••••••••••••••••••••• BASE TACTICAL DISASTER RECOVERYCedar Rapids Reconstruction US Cellular Center. Reconstruction was completed in December 2009. Ellis Park Pool. The pool house facility was completed in November 2009. © BASE Tactical Disaster Recovery 2013 GTC Montessori School during reconstruction. The school will open in August 2010. Third Avenue Parkade. Elevators, offices. and maintenance buildings were completed in December 2009. 17 • • • • • • • • • • • s • • • • • • • • i • • • • • • • • • • • • • r • BASE TACTICAL I DISASTER RECOVERY References References James R. Prosser: City Manager - retired Cedar Rapids, [A 3851 River Ridge Dr. Cedar Rapids, IA 612- 804-0644 Cell Rob Davis: Public Works Engineering Manager Cedar Rapids, IA 6th Street SE Cedar Rapids, IA 52404 319-521-5764 Cell Judy Lehman: Purchasing Manager Cedar Rapids, IA 3851 River Ridge Dr. Cedar Rapids, IA 52402 319-360-6453 Cell Michael Shoger: Risk Manager Cedar Rapids, IA 3851 River Ridge Dr. Cedar Rapids, IA 52402 319-286-5008 Keith Pitts Vice: Chairman Vanguard Health Systems Nashville, TN 20 Burton Hills Blvd. Nashville, TN 37215 615-554-5975 Michael Duggan: CEO Detroit Medical Center Detroit, MI 3990 John R. Detroit, Mi 48201 313.605.7888 Cell William McDonald: VP First City Financial Corp. Houston,TX 6400 Imperial Drive Waco, TX 76712 254.761.2824 Roger Davis: VP Harrah's Entertainment Memphis, TN 7216 Seven Star Way Cordova, TN 38016 901.537.3418 © BASE Tactical Disaster Recovery 2013 18 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • r • • • • • • BASE TACTICAL I DISASTER RECOVERY References References William Petty: President NOW2 Construction 2 Commerce Ct. Harahan, LA 70123 504-234-4453 Cell Kenneth Diehl: SSR-Engineering 299 Sidco Drive Nashville, TN 37204 615-604-6798 Marc Gullickson: President Ryan Companies 625 1st Street SE Cedar Rapids, IA 52401 319-329-1474 Cell New Orleans, LA Nashville, TN Cedar Rapids, IA Casey Drew: Director Finance - Acting City ManagerCedar Rapids, IA 3851 River Ridge Dr. Cedar Rapids, IA 52402 319-389-3607 Cell Dean Archer: Facilities Manager 6th Street SE Cedar Rapids, IA 52404 319-521-5374 Cell C BASE Tactical Disaster Recovery 201.3 Cedar Rapids, IA 19 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL DISASTER RECOVERY BASE Tactical Team Specialized Team of Experts The BASE Tactical advantage comes from our interdisciplinary team of highly specialized experts paired with our comprehensive range of strategic services. BASE Tactical Cedar Rapids Recovery Team John G. Levy Principle/ FEMA Public Assistance / Alternate & Improved projects Tommy B. Horton Executive Director / Project Leader/ FEMA Public Assitance 404 & 406 Hazard Mitigation Robert Power (CPA) Construction Management Coordinator / Hazard Mitigation Ron Long: Construction Manager / Remediation Robert V. Gowen Construction Manager / Codes & Standards Joel Lerman Sr. Project Manager / Remediation-Structures, Roads, Bridges Anthony R. Jalaba (Attorney at Law) FEMA Document Expert Melissa Levy Administration © BASE Tactical Disaster Recovery 2013 20 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL DISASTER RECOVERY BASE Tactical Team John G. Levy WORK EXPERIENCE BASE Tactical Disaster Recovery Principal BASE Tactical President (2008 - Current) Representing clients following damage from natural disasters, including Gulf Coast business owners affected by Hurricanes Katrina and Rita. BASE Tactical has also secured insurance settlements and provided applicant FEMA support in Texas after Hurricane Ike, the recovery for the City of Cedar Rapids, Iowa after catastrophic flooding from 2008 - 2010, Nashville, TN 2010, State of Vermont 2011, and New York City Health & Hospitals 2012 - to date. Globe Midwest Managing Director(2005 - 2008) Globe Midwest and Globe Midwest Risk Management providing Disaster Recovery, Business Contingency and Emergency Management Consulting Services to private and public sector clients. The L&L Group / Foremost Athletic President and Chief Executive Officer (1995 — 2004) L&L Concession Co. President and Chief Executive Officer (1985 — 1995) PERSONAL AND PROFESSIONAL PROFILE Professional Activities: Production Management Director Operations and Security, Legends Fore Children, Ryder Cup, September 2004 Troy, Michigan Director Operations, International Variety Convention, 2002, Palm Springs, California Director Operations, International Variety Convention, 2001, St. Michael, Barbados Director Operations and Security, Revvin with Ford, Dream Cruise, 1997-2000, Birmingham, Michigan Operations team, Thanksgiving Day Parades, November 1997 - 2001, Detroit, Michigan Operations team Detroit Red Wings Stanley Cup Parades, June 1997 — 1998, Detroit, MI. © BASE Tactical Disaster Recovery 2013 21 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • S • • • • • • • • • • BASE TACTICAL DISASTER RECOVERY BASE Tactical Team John G. Levy CURRENT APPOINTMENTS, DIRECTORSHIPS, CIVIC INVOLVEMENTS Chairman, Detroit Medical Center, Detroit, Michigan Finance and Nominating Committees, Detroit Medical Center Trustee, Children's Hospital of Michigan, Detroit, Michigan Trustee, Variety International The Children's Charity, New York, New York PAST APPOINTMENTS Executive Committee, Children's Hospital of Michigan, Detroit, Michigan Trustee, Variety Tent 5 Detroit, Michigan Director, The Joe Dumars Fieldhouse, Shelby Township, Michigan Chairman, Development Committee, Detroit Medical Center Chairman, Endowment Committee, Variety Tent 5 Detroit, Michigan President Variety Tent 5 Detroit, Southfield, Michigan Trustee Emeritus, Ronald McDonald House of Detroit, Trustee, Executive Committee, Thanksgiving Parade Foundation, Detroit, Michigan Consultant, Revvin with Ford, Birmingham, Michigan FBI Citizens Academy, Detroit, Michigan DEA Citizens Academy, Detroit, Michigan EDUCATION Adjuster for the Insured: Licensed in 13 states. Resident state: Michigan Independent Adjuster Certification, State of Florida Executive Leadership Certification NPA. Chicago, Illinois Certification NATO: Orlando, FL Michigan State University, Lansing, Michigan BASE Tactical Disaster Recovery 2013 22 ••••••••••••••••••••••••••••••••••••••••••• BASE TACTICAL DISASTER RECOVERY Tommy B. Horton specializes in emergency management and homeland security. As an executive consultant, he works with critical infrastructure, state agencies, local communities, and industry. He provides business transformation solutions to identify all -hazards vulnerabilities, risks, consequences, and capacity to respond to and recover from natural and man-made incidents. He supports clients in ensuring efficient use of resources, incident management, operational resiliency and business /operational continuity. He is an expert in FEMA and DHS Program Management, planning, training, exercise, and funding administration. Mr. Horton served on active duty and deployed to Iraq as a member of the Florida Army National Guard; Served 12 years as Infantry Communications Non -Commissioned Officer (NCO). As a Communications NCO in the 3rd Battalion, 124th Infantry Regiment, he was been responsible for coordinating secure communications for company and battalion level operations. • Federal Programs (CDBG, NRCS, EPA, HUD, DOT) • FEMA Programs (PA, HMGP, FMA, RL/SRL, PDM, NFIP) • Business Transformation Solutions • Continuity of business/operations plans • Recovery & Mitigation planning • Debris management planning • Training and technical assistance to critical service agencies • Infrastructure grants management • Multi -agency disaster exercise development • Hazards and vulnerability assessments • Homeland Security Comprehensive Assessment Model (HLS-CAM) • National Incident Management System (NIMS) • Incident Command System (ICS) • Homeland Security Exercise and Evaluation Program (HSEEP) EXPERIENCE ARCADIS: Florida Division of Emergency Management. Project Manager: Support services to the Florida Mitigation Programs; Services included business transformation, technical field inspections, mitigation and long term recovery planning, FEMA grants administration, Disaster grants finance, post disaster coordination, post disaster loss avoidance and assessments. Aided the State of Florida in obtaining the FEMA "Enhanced Mitigation" status in 2008 and renewal in 2010. ARCADIS: Hurricane Sandy. Providing technical assistance to infrastructure clients in New York in New Jersey during the Recovery and Mitigation process; Services include post incident damage Tommy B. Horton ARCADIS US Inc. Years of Experience 22 Education Business Administration Florida State University 1993 Certifications & Training Certified Emergency Manager (CEM) FEMA Emergency Management Institute Advanced Professional Series EMPLOYMENT HISTORY ARCADIS US INc. 2007 To 2013 (INGENUITY, LLC 2002 TO 2007 FL Div of Emergency Management 1994 TO 2002 Florida Army National Guard 1991 to 2004 1 ••••••••••••••••••••••••••••••••••••••••••• BASE TACTICAL. OISASTER RECOVERY assessments; Long-term recovery and mitigation strategy planning; business transformation solutions; FEMA funding assistance; Executive consultation for community recovery; Clients include: NYCHHC; Bergen County Utility Authority; Westchester County; Brick, NJ; NYCDEP; USACE; Nassau County, NY; Highlands, NJ. (FEMA-4085-DR; FEMA-4086-DR) ARCADIS: City of Birmingham, AL. Project Manager: Debris Management Operations for post incident, FEMA funded debris removal from impacts of the April 2011 tornadoes. (FEMA-1971-DR) ARCADIS: Nashville, TN, Metro Water Services. Project Manager: Developed FEMA funded post -disaster mitigation projects for Water Treatment Facilities. (FEMA-1909-DR 2010 Flooding) ARCADIS/Malcolm Pirnie: Northern Virginia Community College. Project Manager: Development of organization wide and six campus emergency response plans; Conducted HSEEP Table -top exercise for the newly developed plans; Business transformation Solutions. ARCADIS/Malcolm Pirnie: Florida Local Counties. Project Manager: Support services to Liberty, Calhoun, and Columbia Counties. Services included in post impact activities during four presidentially declared incidents; FEMA Program Management; Business transformation Solutions. ARCADIS/Malcolm Pirnie: Florida Local Counties. Project Manager: Support services to Liberty, Calhoun, and Columbia Counties. Local Homeland Security Program Management; DHS State Homeland Security Grant Program; Planning, Training, Exercise. Iingenuity, LLC: Principal. As principal, led company in providing consultation to state and local governments in the areas of FEMA Programs, emergency management, information management, and technological security; Continuity of business/operations plans, disaster plans, and mitigation plans; Training, technical assistance, and implementation of consequence management plans; Post -disaster grant management and project management; Hazards and vulnerability assessments. lingenuity, LLC: Hurricane Katrina Recovery Operations / Gulf States. Provided FEMA programs and funding support for debris operations in Louisiana and Mississippi. Florida Division of Emergency Management: Member of Director's Staff / Tallahassee FL. FEMA Grant Programs. PUBLICATIONS Horton, T.B., "Hazard Mitigation Planning For Utilities: Forming Partnerships for Leveraging Resources and Funding Opportunities", presented at the Water Environment Federation's Annual Technical Exhibition and Conference held at the New Orleans Morial Convention Center, New Orleans, LA, October 2012 Horton, T.B., "Effective Strategies for Disaster Preparedness, Response and Recovery: Coordinating Debris Management and Removal," presented at the Texas Hurricane Conference on Preparedness, Loss Mitigation, Rapid Recovery and Lessons Learned, sponsored by the Texas Hurricane Center for Innovative Technology and the Department of Civil and Environmental Engineering, University of Houston, Houston TX, August 7, 2009. Horton, T.B., "Debris Management and Funding Opportunities for Mitigation," presented at the Waterfronts Florida Partnership Program: Quarterly Program Managers' Meeting, Dayton Beach FL, October 6-7, 2008. 2 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY BASE Tactical Team Robert Power PROFESSIONAL PROFILE Bob is a CPA with 24 years experience in construction and construction management with the past ten years as CEO of general contracting/consulting companies. During his career Bob has performed work in contract administration, estimating, scheduling and business development. Bob has been a construction executive for general construction, design/build and construction management projects. Bob has experience in preconstruction, contract negotiations, schedule development/monitoring and executive overview of construction projects. Mr. Power also has significant experience in fast -track construction. WORK EXPERIENCE Base Tactical: Disaster Recovery (2008 -present) Interstate Brands, Kansas City, MO - Project Executive Gateway 2000 Regional Headquarters ($23 Million facility) Kansas City, MO - Project Executive Gateway 2000 Storm water Pumping Station Kansas City, MO - Project Executive Eighteenth & Vine Redevelopment, Cultural Facilities Complex for the City of Kansas City GEM Theatre ($30 million), Kansas City, MO - Construction Manager Freddie Mac Headquarters (1,000,000 sf office), McLean, Virginia - Construction Manager Ritz Carlton Hotel (365 room luxury hotel), Tyson's Corner, Virginia - Project Executive Center for Strategic Leadership US Army War College (350,000 sf ), Carlisle, Pennsylvania LICENSES and CERTIFICATIONS Florida General Contractors License Florida Independent Adjuster License Florida Building Contaminant Technician Certification • • C BASE Tactical Disaster Recovery 2013 23 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL DISASTER RECOVERY BASE Tactical Team Ron Long PROFESSIONAL PROFILE With more than 14 years experience in facility restoration and building construction, Ron supports the BASE Tactical team with a strong understanding of environmental protocols critical to a quality reconstruction project. His background will provide contractor quality control and his experience in construction documentation is necessary in order to ensure that contractors are executing the daily reports critical to secure FEMA reimbursement. WORK EXPERIENCE Base Tactical: Disaster Recovery (2008 -present) Globe Midwest Risk Management 2008 Diamond National Adjusting 2007 J.J. Sloan Adjustment Company, Danville, IL2007 National Disaster Solutions, Jonesborough, AK 2006-07 U.S. Restoration, Plymouth, MI 2005-06 Belfor Restoration, Dallas -Ft. Worth, TX 2004-05 Environmental Disaster Services, Charlotte, NC 2003-04 ServiceMaster Natl., Memphis, TN 995-2003 LICENSES and CERTIFICATIONS PenPro - 2007 Mitchell Estimating - 2007 Adjuster All -Lines Pre -Licensing 2007 Adjusting 101 2007 Xactimate 24-I 2007 Xactimate 24 -II 2007 24 Hour Hazwoper Standard 1910-120 Mold Remediation ET&T Environmental Testing & Tech ASCR Mold Remediation Tech 2003 EDUCATION Licensed All Lines Adjustments Danville Area Community College Business Administration Marketing, Finance, Accounting © BASE Tactical Disaster Recovery 2013 1977 2005 24 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY BASE Tactical Team Robert V. Gowin PROFESSIONAL PROFILE Bob Gowin has 22+ years experience in the field of building construction. Since 1997, Bob has provided building services for custom homes, additions, remodeling, and performed building safety assessment and inspections in response to hurricane disasters in Louisiana. In Cedar Rapids, Iowa, he managed a staff of 25+ for IBTS, prior to joining BASE Tactical. WORK EXPERIENCE Base Tactical: Disaster Recovery (2008 -present) Institute for Building Technology and Safety (ibts), Inspector (New Orleans, Louisiana); Task Manager Task manager (Cedar Rapids, IA)(January 2007 to present) Performed damage assessment inspections (building, mechanical, electrical, and plumbing) in Louisiana in a contract IBTS has with the Louisiana Dept. of Public Safety (DPS) in the aftermath of Hurricanes Katrina and Rita. Also performed building inspections assessing flood damage in Cedar Rapids, Iowa and supervised a team of 25+ permit technicians, zoning technicians, and building inspectors. Shorelines Incorporated, Grand Haven, MI Owner/President (July 1987 to April 2006) Designed special machines and gauges for automotive and furniture manufacturers. LICENSES and CERTIFICATIONS State of Michigan Licensed Residential Builder 2101146439 ICC Residential Building Inspector ICC Residential Electrical I nspector OSHA Safety (Certification pending ) Parr initial training for FEMA disaster assessments Parr advanced training for FEMA disaster assessments EDUCATION Grand Valley State University Sept. 1981 -December 1982 B.S. Engineering Management • r © BASE Tactical Disaster Recovery 2013 25 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • BASE TACTICAL I DISASTER RECOVERY BASE Tactical Team Anthony R. Jalaba PROFESSIONAL PROFILE A highly reliable, ambitious attorney with a strong background in insurance claims and builders risk claims. Extremely organized and responsible for the administration of claims and litigation for various national lines of business. Proven ability to take on expanding responsibility, make fact -based decisions and take appropriate action. A team player able to work effectively across organizations. WORK EXPERIENCE Base Tactical: Disaster Recovery (2008 -present) NORTH POINTE INSURANCE COMPANY Southfield, MI (2000-2008) Assistant Vice President of Claims Bowling, Leisure & Recreation (2006-2008) Assistant Vice President of Claims Illinois Commercial Automobile (2002-2008) Special Litigation Supervisor (2000-2002) LVM COMPANY, LLC Independent Contractor, Bloomfield Hills, MI (2001 -present) LICENSES and CERTIFICATIONS State Bar of Michigan (Nov. 1997) Federal Bar Association - United States District Court, Eastern District of Michigan (Dec. 1997) EDUCATION University of Detroit Mercy School of Law (Detroit, MI) Juris Doctor, May 1997 Graduated cum laude and in the top 10% of class. University of Michigan (Ann Arbor, MI) Bachelor of Arts in Sports Management and Communication. May 1994 Graduated with distinction. • • © BASE Tactical Disaster Recovery 2013 26 ••••••••••••••••••••••••••••••••••••••••••• BASE TACTICAL I DISASTER RECOVERY BASE Tactical has assisted numerous clients in times of emergency. Our team's assets include an extensive range of disaster recovery best practices, general business skills, and the ability to facilitate relationships from around the country. We have supported clients in dealing with losses from storms, fires, floods and hurricanes. Our experience in catastrophic floods from Hurricane Katrina, Hurricane Ike, and the floods in Cedar Rapids, Iowa provides us the skills and proven expertise to navigate successful outcomes. BASE Tactical insures that its clients secure fair and reasonable settlements, whether they are insurance claims or FEMA Public Assistance. This is our expertise and we look forward to our next challenge. C BASE Tactical Disaster Recovery 2013 27 ••••••••••••••••••••••••••••••••••••f••••!• BASE TACTICAL DISASTER RECOVERY REFERENCES Jim Prosser Cell: 704-763-2612 City Manager - Retired Cedar Rapids, Iowa Current: Executive Director: Central Council of Governments, Charlotte, NC Roger Davis Risk Manager Harrah's Casinos & Hotels Keith Pitts Vice Chairman — Vanguard Nashville, TN Al Aviles President NYC Health & Hospitals Corp New York, NY Marlene Zurack Chief Financial Officer NYC Health & Hospitals Corp New York, NY Joseph Quinones EVP Operations NYC Health & Hospitals Corp New York, NY William McDonald First City Financial Waco, TX Judy Lehman Purchasing Manager Cedar Rapids, Iowa Steven Alexander CEO Bellevue Hospital NYC Health & Hospitals Corp New York, NY Laurence Winokur Union at Midtown Detroit, MI Michael Duggan CEO Detroit Medical Center Detroit, MI Cell: 901-359-8672 Cell: 615-554-5975 Cell: 646-852-0758 Office: 212-788-3494 Office: 212-788-5423 Cell: 254-424-5706 Cell: 319-360-6453 Cell: 646-341-0445 Cell: 248-770-4715 Cell: 313-605-7888 BASE Tactical Disaster Recovery PROFESSIONAL LOSS CONSULTANTS 121 W. Long Lake Road Third Floor Bloomfield Hills, MI. 48304 (248) 840-0305 FAX (800) 862-4008 www.basetactical.com From: Bruce Barker To: Monica Mika' Don Warden' Trevor Jiricek Subject: Chancellors Office at CU Date: Monday, September 23, 2013 3:49:46 PM Called the Chancellor's Office at CU to confirm that John Levy has been talking to CU about disaster recovery. Levy mentioned CU several times when Monica, Roy and I met with Levy and Tommy Horton on Saturday. He also mentioned that when I was in the room during the meeting on Friday. When someone name drops like that during a sales/contract pitch, I figure best to check it out. I called Deb Coffin, Vice -Chancellor at CU, this morning. (Deb used to be the dining hall manager at UNC before moving on to CU.) She said she would check out those claims. Call back and message from Liz Garfield, Deb's assistant. She had gotten an e-mail from the CU Asst. VP and Chief Risk Officer, Terry Lee, that said Levy and his team indeed met with Gary Longfellow (Director, Insurance and Claims at CU) last week and discussed the situation. Lee said, "CU is not working with Levy, nor any other consultant, at this time." Bruce T. Barker, Esq. Weld County Attorney P.O. Box 758 1150 "O" Street Greeley, CO 80632 (970) 356-4000, ext. 4390 Fax: (970) 352-0242 Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the person or entity to which it is addressed and may contain information that is attorney privileged and confidential, or otherwise protected from disclosure. If you have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure, copying, distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the named recipient is strictly prohibited. From: Bruce Barker To: Monica Mika' Don Warden; Trevor Jiricek Subject: Marlene Zurack, CFO NYC HHC Date: Monday, September 23, 2013 3:36:18 PM Spoke with Marlene Zurack, CFO for NYC Health & Hospitals Corp. She talked more about how difficult it is to work with FEMA than she did about consultants. But she says, "you can't do it without a consultant." Marlene said the HHC is "very happy" with Base Tactical. HHC went through a bid process in December looking for consultants to deal with recovery and FEMA. Marlene said Base Tactical was one of 6 bidders. BT was the 3rd lowest bidder. What she says she like about the company is that they have the senior people there working (Levy and 4-6 others) and use few underlings. She also like the fact that Levy and his people come from an insurance background instead of a FEMA background. In her mind, that makes them more aggressive on behalf of clients. The company NYC hired to do the consulting was an outfit called, "Haggarty." Marlene said they are all from FEMA "and it shows." I asked her if they have gotten reimbursement of the BT fees, and she said "not yet." Apparently BT got FEMA to approve a "DAC," which technically approves the BT fee rates, but she went on to say, "we just don't know until FEMA pays the invoices." Marlene Zurack CFO NYC HHC 212-788-3494 Bruce T. Barker, Esq. Weld County Attorney P.O. Box 758 1150 "O" Street Greeley, CO 80632 (970) 356-4000, ext. 4390 Fax: (970) 352-0242 Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the person or entity to which it is addressed and may contain information that is attorney privileged and confidential, or otherwise protected from disclosure. If you have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure, copying, distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the named recipient is strictly prohibited. From: Bruce Barker To: Monica Mika; Don Warden' Trevor Jirirek Subject: Recommendation from Al Aviles, President, NYC Health and Hospitals Corp Date: Monday, September 23, 2013 2:54:09 PM Called Al Aviles, President, NYC Health and Hospitals Corp., about Base Tactical Disaster Recover, Inc. Al highly recommends Base Tactical. He says he rarely makes that sort of a recommendation about a consultant. NYC HHC has 2 hospitals where the basements were filled with water after Hurricane Sandy. Lots of hazardous materials in the basements that then needed to be catalogued and cleaned out. Right after the hurricane hit, John Levy showed up at his doorstep and offered his company's assistance. Al says he was skeptical at first. John offered his services pro bono for the first period (October through December, 2012). But John apparently worked very hard right off the bat to begin assisting, and has been "an invaluable asset." John immediately brought in an expert in environmental hazards, Dave Ramsey, who worked with the HHC on getting the basements cleaned out. Al says John's team has been "spectacular." Al says they are "boots on the ground" and "responsive." John described how Base Tactical has helped them through an incredible maze of worksheets that have to be filled out for FEMA. Al said that FEMA nitpicks everything. Base Recovery has assisted them in filling out those forms. Before FEMA arrived, Base Tactical had inventories and videos made of the damage, and flew in estimators. That apparently was instrumental in the recovery of $$ from FEMA. The videos went up on a special website that FEMA reviewed before even getting to the site. Apparently the HHC went with Base Tactical in January, 2013. Initially, Al was John's immediate supervisor, wanting all recovery related decisions to come through Al. Since June, Al has given that over to another person. I asked Al about the $425 per hour fee, and Al said their fee is not that, but instead "well over $500 per hour" Al says recovery of those fees from FEMA have not been an issue. Al also told me that NYC went with another company to do the rest of the disaster recovery consulting, and that company has actually come to John with questions on how to take care of certain problems they are having with FEMA. Apparently the HHC has had to spend hundreds of millions of dollars to get the two hospitals up and running, and Al says he is "fully confident" that their recovery of reimbursement for that will be far greater because of the work Base Tactical has done. At first I was somewhat leery of how enthusiastic Al is regarding Base Tactical, wondering if Al is just a plant in Base Tactical's references. But I called one of the other Base Tactical listed references from Cedar Rapids, who said all she could do was give me the dates when the company worked for them. So, I don't think Base Tactical has listed people as references who are just gung-ho. Weighing all that, seems to me Al is legit. Also, in my opinion, there is no way Al could just be making that stuff up, given the detail he told me. I think Al is telling the truth. Al Aviles President NYC Health & Hospitals Corp. 646-852-0758 Bruce T. Barker, Esq. Weld County Attorney P.O. Box 758 FEMA works to draw line on high -cost disaster consultants five years after flood TheGa... Page 3 of 12 Onslow, Iowa, mayor axes town's entire fire department kFinail the author Ihan Rick Smith Like 7 Rick Smith has been covering Eastern Iowa for 28 years. In the last decade, he has reported on City Hall [_] Updated: 1 September 2013 16:30 am in Flood: Five Years Later, Government, Local News FEMA works to draw line on high -cost disaster consultants five years after flood City, county, school district could lose some disaster payments ▪ Tweet 3i • Recommend 7_ 1152 1 SpringHill Suites Marriott.com/SpringHillSuites SpringHill Suites- Free Breakfast & Internet. Relax w/ Spacious Suites. tikc ScoPc- rm ces --- c Jecc1oc uo (2-Vdc atz) M t Ds p -(c) Pal `-4tit ri u3 ) 'L Cat http://thegazette.com/2013/09/01 /fema-works-to-draw-line-on-high-cost-disaster-consultan... 9/20/2013 FEMA works to draw line on high -cost disaster consultants five years after flood I TheGa... Page 4 of 12 John Levy highlights terra cotta walls slated for removal inside the Paramount Theatre in Cedar Rapids Wednesday, Aug. 6, 2008. (The Gazette) Ads by Google SpringHill Suites SpringHill Suites- Free Breakfast & Internet. Relax w/ Spacious Suites. Marriott.com/SpringHillSuites Are You Carrying? Stay Safe & Informed With Free Resources From US Concealed Carry USConcealedCarry.Net CEDAR RAPIDS — Weathered consultants with Hurricane Katrina on their resumes showed up here almost instantly as city, county and school district leaders new to giant natural disasters picked themselves up and began the work to recover from the city's historic flood of 2008. More than five years later, the Federal Emergency Management Agency and the local governmental entities are still tussling over consultant pay, which at one point early on here had one consultant referred to as Mr. $425 -an -hour. The ongoing pay dispute is about more than it seems, and it centers on the issue of just how thoughtful — or how aggressive and street -wise — local jurisdictions need to be in using outside consultants to help FEMA decide the size of a local community's federal disaster relief http://thegazette.com/2013/09/01 /fema-works-to-draw-line-on-high-cost-disaster-consultan... 9/20/2013 FEMA works to draw line on high -cost disaster consultants five years after flood TheGa... Page 5 of 12 And in the end, taxpayers are left to wonder if some disputes might be worthy ones, and to ask if they are for the home team or for the federal government. Consultants in question In quick order in Cedar Rapids in the weeks after the 2008 flood, disaster recovery consultant John Levy attracted notice when it came to light that the city had agreed initially to pay Levy $425 an hour for his expertise in the immediate aftermath of the flood emergency. "John was a problem -solver and had the moxie and street smarts to get it done," Greg Eyerly, the city's flood -recovery director from July 2009 through January 2011, says for anyone who wants to question Levy's value. "If I was stranded on a deserted island with one phone call to make, I'd call John Levy," Eyerly says. "I wouldn't ask how he did it, but I know I'd hear chopper blades thumping in the distance in a couple of hours." By September of 2008, the city of Cedar Rapids, following guidelines set out by FEMA, sought proposals from firms that could help the city with the administration of longer -term flood recovery and with the claims that the city would be submitting to FEMA for payment. The city hired two firms. The winning proposals came from Levy's newly created company, Base Tactical Disaster Recovery Inc., of suburban Detroit, and from Adjusters International Inc., of Utica, N.Y. The contracts set out a top rate to be paid to Levy of $225 an hour, and later $235 an hour, and to his top assistant of $195 an hour, and later $200 an hour, and a top rate of $285 an hour for Adjusters International's top employee. Linn County and the school district also signed up Adjusters International to help them at $285 an hour for a top employee. FEMA ruling Now, five years later and with the consultants already paid by the local entities, FEMA's headquarters in Washington, D.C., has informed the local entities, as FEMA's regional office did previously, that FEMA is willing to pay only so much in direct administrative costs, or DACs, for outside administrative consultants — a determination that state of Iowa officials say could cost the city of Cedar Rapids, in particular, a "significant" amount of money. Casey Drew, Cedar Rapids' finance director, reports that the city has paid Adjusters International about $2 million in DACs; Base Tactical about $2.2 million; and Globe Midwest, the firm John Levy worked for when he came to Cedar Rapids, $772,114. Drew points out that part of the work that Base Tactical did for the city was not related to DACs, and he notes that only part of these payments is for work above the rate FEMA is calling its top "reasonable" rate for DACs unless otherwise justified. That FEMA number is $155 an hour. As for Linn County, Steve Estenson, the county's risk manager, estimates that the county paid Adjusters International about $600,000 in DACs, with the firm's top consultant working for $285 an hour. So the county faces the loss of some money, too, he says. However, Steve Graham, the school district's chief financial officer, says the district stands to lose out on a relatively small portion of the $586,000 it paid Adjusters International based on the $155 -an -hour http://thegazette.com/2013/09/01 /fema-works-to-draw-line-on-high-cost-disaster-consultan... 9/20/2013 FEMA works to draw line on high -cost disaster consultants five years after flood I TheGa... Page 6 of 12 issue. The district, he says, pretty quickly used Adjusters' employees at the $155 -an -hour level after it had hired the firm. Continued appeals The issue of DACs has come to light now because of recent denials of second appeals from Cedar Rapids, Linn County and the Cedar Rapids school district by FEMA's headquarters in Washington, D.C. In the appeal denials, FEMA has called into question whether some of the work performed by consultants qualifies to be paid at all by FEMA. Local jurisdictions create FEMA project work sheets to address damage to individual buildings and other public infrastructure, and the FEMA appeal denials address only a small number of those work sheets from the 2008 flood. Even so, the denials provide direction for all of the city's 350 or so project work sheets, the county's 134 work sheets and the school district's 56 work sheets, that may call for payment of administrative consultants at a rate of more than $155 an hour. Linn County's Estenson, for one, thinks FEMA is making a larger point in its recent denials. Or as he puts it: "Approving a rate higher than $155 an hour would open the door to allow such a charge for all of the work sheets." The appeal denials so far have specifically denied all DACs paid to Adjusters International, not just those at a rate of $285 an hour. However, the denials are expected to apply to the billings in the city's contract with John Levy's Base Tactical Disaster Recovery and to the firm he initially worked for, Globe Midwest, when he first arrived in Cedar Rapids in June 2008. Resubmitting claims In denying payment, FEMA is now also telling the city, county and school district that they can resubmit the claims for DACs with additional detail to try to justify them anew. Joe O'Hern, the city of Cedar Rapids' executive administrator for development services and formerly the city's flood -recovery director, says the city will do as asked and resubmit the requests with additional detail. In so doing, he says the city will continue to try to make the case for why the city's top -skilled outside consultants needed to be paid more than $155 an hour. The resubmissions will go back to FEMA's regional office in Kansas City, Mo., which is very familiar with the local project work sheets from the flood of 2008 and which first rejected the requests for payment above $155 an hour at least a year ago. For now, Michael Cappannari, spokesman for FEMA's regional office, will only say this: The $155 - an -hour figure is the maximum rate that FEMA would consider "reasonable" for DACs "absent further justification." In the bigger picture, Cedar Rapids' former flood -recovery director, Greg Eyerly, says FEMA in some ways would just as soon not pay anything for consultants hired by jurisdictions to help FEMA determine how much the jurisdiction deserved in disaster payments. http://thegazette.com/2013/09/01 /fema-works-to-draw-line-on-high-cost-disaster-consultan... 9/20/2013 FEMA works to draw line on high -cost disaster consultants five years after flood I TheGa... Page 7 of 12 "From FEMA's perspective, it provided all the expertise we needed," says Eyerly, who is now Wastewater Treatment Division manager for the city of Salem, Ore. "In fact, FEMA was happy to fill out the project work sheets for us and we just had to sign them. ... But having FEMA fill out your project work sheets is like having your spouse's divorce attorney fill out your divorce settlement for you." Competitive bids Cedar Rapids' O'Hern and Drew and Linn County's Estenson say the city and county and school district did all that FEMA asked, only to have FEMA change its mind. Back in 2008, they say FEMA told the city and county and school district that they should seek competitive proposals for consulting project administrators and that FEMA would cover the costs if they did so. It was about two years later when the "the $155 number came into play," Drew says. By then, much of the work of the consultants was done, he adds. Estenson says every consultant that submitted a proposal to Linn County came in with a rate above $155 per hour. "So the market for that profession is above the $155 rate, and we were aware of that when we went out for proposals," Estenson says. "FEMA really stressed that we needed three bids. We followed that. Yet they still won't acknowledge or support that." Patrick Hall, Recovery Division administrator at the Iowa Department of Homeland Security and Emergency Management, stops short of saying that FEMA headquarters' denials of second appeals for DACs would prevent Cedar Rapids, Linn County and the Cedar Rapids school district from filing another round of appeals trying to secure payment for consultants above the rate of $155 an hour. However, he says payment for rates above $155 an hour "could be in jeopardy at this point in time." After consulting with his staff, Hall says the city of Cedar Rapids stood to lose "a substantial amount of money" in FEMA payments for DACs. The state agency is the intermediary between FEMA and local Iowa jurisdictions, and Hall says his agency reviews all payment requests and appeals to FEMA and approves some and sends them on to FEMA and modifies some as well. One of his staff members, Katie Ewing, a deputy public assistance officer with the state agency, says a top rate of $155 an hour rate "seems to be the standard" in FEMA's Kansas City region. "I have not seen anything approved above $155," Ewing adds. Cedar Rapids' O'Hern says the state's Hall has told him that FEMA has been struggling for some years to figure out how to regulate and oversee requests for DACs submitted by local jurisdictions and states. " ... And now, four and five years after the incident, we're getting caught up in this sort of never- never land of trying to get reimbursement for costs that were incurred three, four and five years ago," O'Hern says. At the same time, he gives FEMA this: He says FEMA certainly has a "right, a duty" to examine high -cost consultant claims to see how much of the work could have been done by someone other than a http://thegazette.com/2013/09/01 /fema-works-to-draw-line-on-high-cost-disaster-consultan... 9/20/2013 FEMA works to draw line on high -cost disaster consultants five years after flood TheGa... Page 8 of 12 firm's highest -paid employee. But to cut the price off at $155 an hour for all the work doesn't make sense, O'Hern says. FEMA's letter to the city of Cedar Rapids in July drives home the point that the agency said it has been making since September 2009 to the state of Iowa and to local Iowa jurisdictions about DACs and reasonable costs. In its July letter to the city of Cedar Rapids, FEMA states: "There is no indication ... provided by the applicant (the city) that the administrative grant management tasks for these projects were complex. ... From a grant management standpoint, ... (this work) did not require the skills or experience of a senior consultant compensated at $285 an hour ... (A) junior or midlevel technical or program specialist is appropriate for the effort." 2013 Phlebotomy Schools www.CampusExplorer.com/Phlebotomy Start Your 2013 Phlebotomy Program Now - Get Course Information! Concealed Carry Info Tweet C 3 Recommend 7 1152 e a Li' Have you found an error or omission in our reporting? Is there other feedback and/or ideas you want to share with us? Tell us here. FEATURED ARTICLES from TheGazette.com Miss New York crowned Miss America 2014; Navy Yard suspect is ex -military man, once worked... Entertainment from hooplanow.com/music Iowa officials confirm items stolen from locker... Hawkeyes' Van Sloten is quintessential Iowa Featured Jobs from corridorcareers.com http://thegazette.com/2013/09/01 /fema-works-to-draw-line-on-high-cost-disaster-consultan... 9/20/2013 Familiar names on rebuilding bid list: City has paid $691,000 Page 1 of 3 M2M 44kh. CHIN PUN F.vaty .on Advantech interactive Digital Signage The Solution to Industrial -Grade, Intelligent Display Needs LEARN MORE -' New Sites ;: Embedded (ARM Solutions I SIP Trunkinq I Outbound call center I FREE eNewsletter M2M ( Machine to Machine ) M2M HOME COMMUNITIES Embedded M2M Solutions Machine to Machine Solutions M2M Channel Program NEWS BREAKING NEWS BREAKING NEWS TOP 10 MOST POPULAR EDITOR'S PICK VIDEOS WEBINARS BLOBS Media Kit (pdf) ® Back to TMCnet Impact' R0I January 28-31,2014 Miami Beach Convention Center Miami, Florida em2mevolutIon #rn2mevaluuon ))REGIGTERi M2M Channel Important Free Resources Publications M2M Channels It M2M Conference [September 30, 2008] Familiar names on rebuilding bid list: City has paid $691,000 (Gazette, The (Cedar Rapids, IA) Via Acquire Media NewsEdge) Sep. 30 —CEDAR RAPIDS — You aren't going to pay Globe Midwest Risk Management $475 an hour for John Levy's services in the future. In fact, you might get Levy for just $225 an hour. The reason is this: Globe Midwest, of Southfield, Mich., is not among five bidders vying for the second phase of a contract to help the city manage the rebuilding of its flood - damaged buildings and facilities. Globe Midwest, with Levy as project manager, was awarded what is now called the first phase of the contract without bidding in the first weeks after the June flood. With Globe Midwest out of the future picture, it does not mean, though, that Levy is. Levy has bid for the second phase of the city's contract for flood recovery project management services as part of an apparent new company, Base Tactical Disaster Recovery, Birmingham, Mich. In bid documents, Levy is identified both as Base Tactical's president and "principle." In the documents, Base Tactical says it will use Levy up to 50 hours a week at $225 an hour, a price that is down from the $475 an hour that Global Midwest had been charging the city for Levy's services. Base Tactical's bid proposal also says the company will use two other employees, Robert Power and Ronald Long, both of whom are listed along with Levy in what has been Globe Midwest's three-month contract with the city. Base Tactical will charge $195 an hour for Power's services, and $145 for Long's while Globe Midwest had charged $325 and $275 respectively for the two workers. Three of the four companies bidding against Base Tactical are from Iowa: Acterra Group Inc, Marion; Non -Integrated Consulting, West Des Moines; and CPMI Inc., Des Moines. The other bidder is Volkert & Associates Inc., Mobile, Ala. Judy Lehman, the city's purchasing manager, on Monday said the city bid calls for three months of work with an option for additional threemonth contracts if needed. Lehman did not know when the city would name the winning bidder. Since the contract is for professional services, a City Hall team evaluates it based on a firm's ability to deliver. The cost of the service is only one consideration. SEARCH [Type here GO M2M Blogs M2M Evolution Conference Advertise FREE eNewsletter Type your email here O M2M Top Stories Miranda Technologies unveils M3 integration cable Research and Markets: Asia -Pacific Web Application Firewall Market to 2019 Announcement of Requirements and Registration for 'System for Locating People Using Electricity Dependent Medical Equipment During Public Health Emergencies Ideation Challenge' World Energy Engineering Congress (WEEC) New Product Overview for Continental Control Systems Asia -Pacific Web Application Firewall Market to 2019 Numerex interview with Carl Ford Crossfire Vice President, :Carl Ford' http://www.m2mevolution.com/news/2008/09/30/3677562.htm 9/20/2013 Familiar names on rebuilding bid list: City has paid $691,000 Page 2 of 3 January 28-31,2014 '...r'Miami Beach Convention Center Miami, Florida em2mevolutbn $m2rnevolutton )REGISTER}} A cursory review of the bids indicates that Volken would use many more people than Base Tactical, Acterra would use more and Non -Integrated Consulting would use fewer. CPMI, which also has an office in Egan, Minn., would use six people, but pay them about half of what Base Tactical would pay its three staffers, according to the bid documents. In its bid, Base Tactical notes that Levy and his colleagues have the ability to provide a "seamless transition forthe city" because Levy and his colleagues have been working on the first -phase contract for three months. As of two weeks ago, the city had paid Globe Midwest an estimated $691,000. Neither Levy nor Robert Levin of Globe Midwest returned calls on Monday. The City Council hired Globe Midwest along with Adjusters International, Utica, N.Y., shortly after the June flood. The two companies are "associated" companies. Adjusters International's part of the work involves overseeing the city's reimbursementrequests to the Federal Emergency Management Agency for flood damage. Two weeks ago, the city said it had paid Adjusters International about $645,000. Last week, the City Council awarded Adjusters International a second phase of the city's FEMA reimbursement confect. The company's bid, which the city selected over five others, calls for Adjusters International to BE paid up to $1.9 million for the six months of the contract. — Contact the writer: (319) 3988312 or rick smith@gazcomm.com To see more of The Gazette, or to subscribe to the newspaper, go to htto://www.qazetteonline.com. Copyright (c) 2008, The Gazette, Cedar Rapids, Iowa Distributed by McClatc y -Tribune Information Services. For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635- 6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA. {Rack To M2M Evolution Home's Homepace bloc' comments powered by Disous M2M Latest Headlines Isotrak Brings Scale from Overseas New App Allows Users to Control Their Homes from Bed (or Wherever) New StickNFind App Helps Remembers Where You Were Analysts Upbeat Despite Mixed Response to EU's 'Connected Continent' Proposal Lantronix and Wyless Deliver 3.5G Cellular Solution Bundle Novatel Wireless Receives Mobile Merit Award for SA 2100 Device General Info Technology Marketing Corporation, M2M Online Communities Embedded M2M Solutions M2M Channels Predictive Dialer TMCnet Industries Site MobilityTechZone http://www.m2mevolution.com/news/2008/09/30/3677562.htm 9/20/2013 Mr. $475 -an -hour — who became Mr. $225 -an -hour — still a vital cog in the city's drive to get all it... Page 1 of 2 THE GAZETTE COVERS CITY HALL, NOW A FLOOD -DAMAGED ICON ON MAY'S ISLAND IN THE CEDAR RIVER Eye on the Island CITY HALL, FEMA, JIM PROSSER, THE CEDAR RAPIDS FLOOD Mr. $475 -an -hour — who became Mr. $225 -an -hour still a vital cog in the city's drive to get all it can from FEMA In City Hall, FEMA, Floods on May 14, 2009 at 9:58 am The City Council approved a contract extension last night for John Levy. The extension takes Levy's contract through June 30, adds $186,400 to the cost of it and brings the total cost to $786,400. The contract began Oct. 1. Levy showed up at City Hall even as flood water was receding last June. He came with disaster experience from Hurricane Katrina and a message: Experience makes all the difference for cities if they are to make sure they get all they deserve in flood -disaster relief from the Federal Emergency Management Agency. Levy was then an executive with an entity called Globe Midwest, and after the city hired him, he achieved a measure of celebrity when it became noted that the city was paying the firm $475 an hour for Levy's services. In the first three months after the flood, the city paid Globe Midwest $691,000. The city had a parallel contract for other flood -recovery duties with a second disaster -services firm, Adjusters International, to which the city had paid $645,000 in the first three months of recovery. Last September, the city put the contracts up for new bids. Several firms competed, but Adjusters http://rickmsmith.wordpress.com/2009/05/14/mr-475-an-hour-now-mr-225-an-hour-still-a-vital-cog-i... 9/20/2013 Mr. $475 -an -hour — who became Mr. $225 -an -hour — still a vital cog in the city's drive to get all it... Page 2 of 2 International won one contract, and Levy, who created his own company, Base Tactical Disaster Recovery, won the second contract. The new contract, at least at its inception, called for Levy's new firm to get paid $225 an hour for his services. In a memo this week to the City Council, city staff members note that Levy's current contract extended through Jan. 9, 2009, and had been extended twice, through May 9, at no additional cost. The city says Levy matters. At a Veterans Memorial Commission meeting earlier this week, Levy was center stage as commission members challenged City Manager Jim Prosser about why renovations to the city's flood -damaged Veterans Memorial Building/City Hall on May's Island hadn't yet begun. The city has suggested the building has had $25 million in damage. Prosser called on Levy. Levy explained the negotiation that cities and FEMA engage in as they come to some agreement on how much damage has occurred to a building. The city has weighed in with its "worksheet" on the damages, while FEMA is still working on its worksheet. FEMA was preparing for a fourth visit to the building, he said. Negotiations then would follow. After that, a second process takes place in which the city presents its plan on how it will mitigate against flood damage to the building in the future, Levy said. Prosser noted that the city estimates it may have as much as $500 million in damage to its public buildings and facilities. Moving FEMA by a few percentage points on the size of damages is worth millions of dollars to the city, he noted. About these ads Pubtp://en.wordpress.com/abkul Blog at WordPress.com. The DePo Masthead Theme. Follow Follow "Eye on the Island" Powered by WordPress.com http: //rickmsmith.wordpress. com/2009/05/ 14/mr-475-an-hour-now-mr-225-an-hour-still-a-vital-cog-i... 9/20/2013 c c a ✓ 7 14-4 -t)2STSt(Ac_ n [C c;c4i ce, ( .4 IQ 90 (,,.v. C _ Leoi Ct&c090t loo R-4-5 s L t'\ 1p q 7 U,t&v,/_ Y j;V`u Ctsw Ftj (Ca ftL ?purr&-tli Lthil,, L GC,96 L> h~d-CB A •fps RESOLUTION Authorizing the President of the New York City Health and Hospitals Corporation (the "Corporation") to negotiate and execute a contract with Base Tactical Disaster Recovery, Inc. ("Base Tactical") to provide expert consulting services for disaster recovery, project management and assisting HHC with filing claims for reimbursement from the Federal Emergency Management Agency (FEMA) for expenses incurred by the Corporation in connection with damages caused by hurricane Sandy to some HHC facilities. The contract shall be for a period of eighteen months in an amount not to exceed $4,422,700. WHEREAS, on October 29, 2012 hurricane Sandy caused substantial damage to numerous HHC facilities, which required the evacuation of all patients and staff from Bellevue Hospital Center and Coney Island Hospital and an emergency supply of generators at Coley/Goldwater Specialty Facility; and WHEREAS, the President of HHC issued a Declaration of Emergency and directed that repairs and replacement of facility assets necessary to have the facilities resume providing medical care to their respective communities be carried out immediately; and WHEREAS, a Request for Proposals was issued on November 23, 2012 in accordance with the Corporation's operating procedures; and WHEREAS, the submitted proposals were evaluated by a selection committee and rated using criteria specified in the RFP, and the Committee determined that Base Tactical was the highest rated of all proposers in meeting the Corporation's requirements; and WHEREAS, the overall monitoring of the contract shall be the responsibility of the Senior Vice President/Chief Financial Officer. Now, THEREFORE, be it RESOLVED, that the President of the New York City Health and Hospitals Corporation ("the Corporation") be and hereby is authorized to negotiate and execute a contract with Base Tactical Disaster Recovery, Inc. ("Base Tactical") to provide expert consulting services for disaster recovery, project management and assisting HHC with filing claims for reimbursement from the Federal Emergency Management Agency (FEMA) for expenses incurred by the Corporation in connection with damages caused by hurricane Sandy to some HI -IC facilities. The contract shall be for a period of eighteen months in an amount not to exceed $4,422,700. EXECUTIVE SUMMARY The New York City Health and Hospitals Corporation (HHC) incurred major disruption and damage resulting from Hurricane Sandy which was declared an Emergency by the President of the United States, FEMA 4085 DR NY. The incident began on October 27, 2012 when New York City and HHC set up command stations, began preparing buildings, and set up Emergency Medical Shelters on behalf of the City of New York. HHC suffered major consequences due to flooding, fallen trees, wind, and power outages. During the exigent period HHC retained the assistance of a firm, through an emergency procurement, to help plan for the Category A and B services and to oversee emergency protective measures. Base Tactical, is a firm that has hospital specific disaster recovery experience having worked in New Orleans, Baton Rouge and Florida. Other clients include the states of New York, Florida, Kentucky, Ohio, Illinois, Iowa, and Vermont including the cities of New Orleans, Nashville, Louisville, Cincinnati, and Cedar Rapids. Base Tactical was engaged by the Corporation on November 6, 2012 through the President's Declaration of Emergency for the purpose of assuring that the Corporation have expert consulting services in disaster recovery planning, project management and FEMA claiming. That contract will expire on January 31, 2013 and was for a total not to exceed $1.42 million. Base Tactical has already completed the application which resulted in FEMA's submission of Expedited Project Worksheets for nearly $150 million in expenses for Emergency Protective Measures On November 23, 2012, the Corporation issued a Request for Pro osal (RFP) seeking a consultant for strategic planning, pr2k_ct management and assistance with the Federal-, Etnergencv Management Ahency EMA) public assistance claiming process. Use of an expert consultant is critical because significant dollars are at stake and planning and project management efforts need to benefit from experience with floods and other disasters. This engagement was designed to replace the original emergency contract thus affording the Corporation to benefit from a competitive process. The second engagement would complete the first effort which address the initial phase of the recovery and take the Corporation through the completion of the preparation for the permanent work. Scope of Work: The Consultant will report directly to the President and CEO of the New York City Health and Hospitals Corporation. The firm will also provide direct support to the Corporate Chief Financial Officer and the CEOs of Bellevue Hospital, Coney Island Hospital, and Coler Hospital as well as providing support to other CEOs on a much smaller scale. Strategic Planning The Corporation is currently challenged with the competing requirement to resume normal operations as quickly as possible while planning and doing permanent work to have its buildings be as resilient as possible to future disasters. Emergency Protective Measures are underway and managed by local teams headed by individual Hospital CEOs. The overall strategy and critical decisions making must be vetted by the Corporate CEO. The consultants will be responsible for providing advice and oversight in the development of cost-effective project scopes. Finance The Corporation is an applicant for FEMA public assistance. This effort is being centrally managed by the Corporate CFO. Through the initial emergency engagement the Corporation set up invoice review and accounts payable and claiming processes consistent with FEMA regulations. The Kick-off meeting and initial project worksheets have been submitted for Category A and B Emergency Protective Measures. The consultant shall assist with the submission of additional project worksheets for the Permanent Work as well as providing on -going advice and support through the process. This engagement replaces the exigent engagement and is expected to commence February 1, 2013 and conclude July 31, 2014. The expectation is that these services will be much more heavily needed through the beginning of this period and shall phase out. Project Management Reporting on a day-to-day basis to the CEO's of the individual hospitals the consultants shall provide some overall project management services. The consultant shall also provide weekly updates to the Corporate CEO. This part of the engagement is expected to commence February 1, 2013 and conclude July 31, 2014. The expectation is that these services will be much more heavily needed through the beginning of this period and shall phase out. Through the RFP process a selection committee reviewed 8 proposals and selected Base Tactical based on their: depth and technical ex erhp •se of staff, strength of the project team assigned, proposed methodology for working through the FEMA application process, knowledge of hospital building infrastructure, equipment, space adjacencies and operations, and cost. The contract will commence on February 1, 2013 and conclude on July 31, 2014 for an amount not to exceed,$4.422,700. The contract will require specific deliverables and verification of hours at prescribed rates per consultant team member ranging from $175 per hour to $523 per hour. If tasks can be completed with less effort the Corporation will only pay for the effort provided. CONTRACT FACT SITEET New York City Health and Hospitals Corporation Contract Title: CensultingServices for Federal Emergency Management Agency (FEIVMA) Related Disaster Recovery Funding Project Title & Number: Consulting Services for FEMA IA Related Disaster Recovery Funding —DCN 2053 Project Location: Bellevue, Central Office, Cofer, Coney Island, Harlem, Health and Home Care, Icings, Metropolitan, Metro Plus, Neponsit Successful Respondent: Base Tactical Disaster Recovery Contract Amount: Not to exceed $4,422,700 Contract Term: 18 Months Requesting Dept.: Corporate Finance Number of Respondents: (If Sole Source, explain in Background section) Range of Proposals: $2,490,460 to $30,600,000 Minority Business Enterprise Invited: X Yes Funding Source: X Grant: eligible for 75% FEMA reimbursement Method of Payment: X Other: explain Project based, not to exceed CEO Analysis: Approval pending Compliance with H9-IC`s McBride Principles? Yes Vendex Clearance Vendex approval pending A proposal was rejected because it was missing an entire section. HHC 5905 (R July2011) 1 CONTRACT FACT SHEET (continued) Background (include description and histofyofproblenr; previous attempts, ifany, to solve it; and how this contract will solve it): The New York City Health and Hospitals Corporation (HHC) requires the services of a consultant expert in disaster management and recovery including strategic planning and project management and the finance processes involved in applying for and claiming public assistance from the Federal Emergency Management Agency (FEMA). Strategic Planning The Corporation is currently challenged with the competing requirement to resume normal operations as quickly as possible while planning and doing permanent work to have its buildings be as resilient as possible to future disasters. Emergency Protective Measures are underway and managed by local teams headed by individual Hospital CEOs. The overall strategy and critical decisions making must be vetted by the Corporate CEO. The consultants will be responsible for providing advice and oversight in the development of cost- effective project scopes. This function shall report directly to the Corporate CEO. This part of the engagement is expected to commence February 1, 2013 and conclude June 30, 2013. Project Management Reporting on a day-to-day basis to the CEO's of the individual hospitals the consultants shall provide some overall project management services. The consultant shall also provide weekly updates to the Corporate CEO. This part of the engagement is expected to commence February 1, 2013 and conclude June 30, 2014. The expectation is that these services will be much more heavily needed through the beginning of this period and shall phase out. Finance The Corporation is an applicant for FEMA public assistance. This effort is being centrally managed by the Corporate CFO. Through the initial emergency engagement the Corporation will have set up invoice review and accounts payable and claiming processes consistent with FEMA regulations. The Kick-off meeting and initial project worksheets will have been submitted for Category A and B Emergency Protective Measures. The consultant shall assist with the submission of additional project worksheets for the Permanent Work as well as providing on -going advice and support through the process. This engagement February 1, 2013 and conclude June 30, 2014. The expectation is that these services will be much more heavily needed through the beginning of this period and shall phase out. HMG 59D8 (R July 2011) 2 CONTRACT FACT SHEET (continued) Contract Review Committee Was the proposed contract presented at the Contract Review Committee (CRC)? The Contract Review Committee (CRC) reviewed and approved the issuance of a Request for Proposal (RFP) on its November 21, 2012 meeting. The Contract is being presented for approval on January 4, 2013 Has the proposed contract's scope of work, timetable, budget, contract deliverables or accountable person changed since presentation to the CRC? The budget increased from $2.5 million to $4.5 million and the timefratne changed from 24 months to 18 months. Selection Process (attach list of selection cum inWee members, list affirms responding to RFP or NA, list of considered, describe here the process used to select the proposed contractor, the selection criteria, and the justification for the selection): Selection Committee Members: Roslyn Weinstein, SAVP, President's Office, Chair Alfonso Piston; AVP, OFD Daniel Collins, Director/Engineering, CHI Frederick Covino, AVP, Budget Joseph Quinones, SAVP, Operations Michael Buchholz, AED, Cofer Michael Rawlings, AED, Bellevue List of firms responding to RFP: David M Shapiro Jacobs Base Tactical Witt Associates CDM Smith/Navigant Resilire Ernst & Young Experis LW of firms considered for Best and Final: Jacobs Base Tactical Witt Associates HNC 590B (R July 2011) 3 The Selection Committee members rated each proposal and voted on weighted average based upon the following evaluation criteria (in order of priority): o Depth and Technical Expertise of Staff • Sufficient Staff to complete the project within the contract term Ability to Work with and Educate Corporate Staff so that it can Become Self Sufficient o Methodology that will be used to support HHC's FEMA application and claiming o Strategy for applying ibr FEMA funding o Demonstrated knowledge of hospital building infrastructure, equipment, space adjacencies and operations o Deliverables that meet HHC's needs • Number of Flours Assigned to Each Category Appropriate o Allocation of the staff and expertise allow for cost effective completion of the engagement o Hourly rates for staff reasonable Base Tactical received the highest eating from the Committee members. Provide a briefcosts/benefits analysis ofthe services to he purchased. FEMA will reimburse 75% of acceptable recovery costs under typical circumstances. Because of the extreme nature of Sandy the President has asked Congress to increase the level of reimbursement to 90%. The Corporation has already submitted nearly $150 million in costs for Emergency Protective Measures to FEMA for the initial dewatering and abatement activities needed to restore services at Bellevue, Cofer, and Coney. Through Base Tactical's initial engagement the Corporation was able to gain the full cooperation of FEMA in processing $150 million in expedited project worksheets. Moreover, Base Tactical has worked with the Hospital staff to assess the damages and catalog and video tape for future project worksheets. In addition, the City has appropriated another $300 million for permanent work to bring electrical and other operations back as a down payment on expected FEMA reimbursement. The $300 million was based on very early estimates and could cost as much as $610 million. Accordingly, an enormous sum of potential FEMA reimbursement is a risk. If we assume the City appropriation number of $300 million at 75%, the potential reimbursement is $225 million. If we assume more current estimates and the President's percentage the potential reimbursement is $550 million. FEMA both allows and encourages the use of outside experts and reimburses for their services. In sum, the Corporation would be well advised to avail itself of this much needed expertise. MC 4 Provide a brief summary of historical expenditure(s) for this service, if applicable. This is the first disaster of this scale ever experienced by the Corporation. By contrast the entire Irene claim was less than $10 million. We have already used Base Tactical to assist in the first round of FEMA application and have had good results. This engagement was for 3 months for $1.2 million. Provide a briefsumnmry as to why the work or services cannot be performed by the Corporation's staff. Corporate staff does not have the requisite experience in such matters. Will the contract produce artistic/creative/intellectual property? Who will own It? Will a copyright be obtained? Will it be marketable? Did the presence of such property and ownership thereof enter into contract price negotiations? NO Contract monitoring (include which Senior Vice President is responsible): Marlene Zurach, Senior VP/CFO, Finance Equal Employment Opportunity Analysis (include outreach efforts to MBEJWBE's, selection process, comparison of vendor/contractor EEO profile to EEO criteria. Indicate areas of under - representation and plan/timetable to address problem areas): Received By E.E.O. Date Analysis Completed By E.E.O. Date Name HHG 5908 (R July2011) 5 a) m c V) a) *) Wv Inpatient Rooms a) C — U c L, Q) E - ,m iC c 47. U tn 03 E C (n C[3 (13 E ro v) I 0 o c 0 -s2 u Cl) S) .( C1J 4-10) 8 E C 0) CM as > x 92 .0 .� ® a 42--) co LL ® 0 0 Ltd U) E OO CC C n3 0. C C tiO al CO 0 s,, " ^'i � � C ®U� W a) U) 4-4 (u a P. } a) co 4 C cn 1 CC uJ CO VI C U v a) 1-2 C o , o +-2, 4— co C U) c Q. O w .- 0 Cf WATER LEVEL c E w ro w O ® on se5 4-4 U -ca) E o O ESA PERMANENT 0 0 z O Z f U h.= a u N Q s V In U • > ct N w �r A • �1 •N • W © E Q . - L. 47;ro ▪ a a �I aJ g m E rs 3acri w 3 Q U) a. E ® co Y ryry� p��( Vd CO C 'a c a) C- o C -O C a � O tw E = uin '® CO 0- a) (,) ao eri- U cu ra -0 ® a " 40 N ct cC X CD • �} ww w Qp wU 5 cc 6; a E;nu I 0 st 3 tJ -44 o kb 4� 0 0 CONEY ISLAND CC LU J O U LU LU J J LU W CD Q. O a1 V V h m C '°' O O C *.1:� a, as v• o - CU C Ca Q bp C �- N n3 • 2 vi C E O "2.. E P L (O L • O U m O O x lei V O ++ a0 C N O aJ to C -0 O .O a) " '— N E O 0 O I -I L C tn O 0 C E OP O E O E. (a EN O C ® 0 L 4.0 aJi - O76 cj .O E —O .a., C O - 'O . 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Ambulatory services were re-established in November. ■ k % CO y a g § o a . @ 73 a) w E . Q.) \ . ° ® ® 4-1 a. & U �._. o 5 E/ Li G 2/ % \ 2 q u S >. ° / CO o > ° ® — D 0 4-3 ° q /%® > %E S _ ° 9_ k a 2 \/ o .7 \ \ $ % 7 y ▪ s- u c a 2 > / " s m / / y ® 2 o m ° ° c G < 2. t o• - > u E \ a) § 7 -2 E / ▪ \ E E u 0 8 0 u c t m = g - _® / % t k 2 a) f - \ .- e t a) IA b / 3 C_o q .E G: a) c c tao° CO E ' ° O \ o / e _o -a o \ u c 3 \ / $ � § / 0 « Cr; « / a CITY OF BIRMINGHAM ) STATE OF ALABAMA ) REQUEST FOR PROPOSALS TO: Qualified Consultants FROM: City of Birmingham, Alabama RE: Request for Proposals for Hazard Mitigation Grant Program (HMGP) Project Application Development, Management and Closeout related services for the City of Birmingham's 2011-2012 Wind Mitigation Program and for FEMA Public Assistance Grant Program Permanent Work project worksheet development and implemented project planning and monitoring related services DATE: July 18, 2011 Section I. INTRODUCTION. This is a Request for Proposals ("RFP") containing information concerning the above -referenced matter, an abbreviated scope of work, and evaluation items. Consultants expressing interest should be fully capable of providing the end results requested. This is a procurement of professional consulting services as more particularly described herein. The City of Birmingham ("CITY") will adhere to the following method for conducting evaluations of responses received to the RFP "Proposals": A. Each Consultant's experience and qualifications will be evaluated primarily as they relate to Federal Emergency Management Agency (FEMA) Hazard Mitigation Grant Program's project application development, project management and project closeout requirements and accounting procedures for wind mitigation projects including community safe rooms B. Also, each Consultant's experience and qualifications will be evaluated primarily as they relate to Federal Emergency Management Agency Public Assistance Program - Permanent Work related project worksheet development requirements including the mitigation measures associated with Section 406 of the Public Assistance Program and as they relate to overall project planning and project implementation activities associated with the rebuilding of various city -owned, damaged critical and public facilities. -1- C. Award will be made to the responsible consultant whose proposal is most advantageous to the CITY, with price and other factors considered. D. The CITY has exclusive and sole discretion to determine the consultant whose services will be most advantageous to the CITY, and reserves the right to reject all or any Proposals. E. Consideration will be given to such matters as consultant integrity, compliance with public policy, record of past performance, and financial and technical resources. Section II. OVERVIEW. This Request for Proposals (RFP) is issued by the CITY of Birmingham, Alabama (hereinafter referred to as the CITY) for the purpose of entering into a contract with a qualified wind mitigation and public assistance services consultant team (hereinafter referred to as the CONSULTANT Team) who will provide professional services associated with the FEMA Hazard Mitigation Grant Program's grant application development, project management and project closeout/audit related requirements associated with the planning and development of community safe rooms/shelters and who will provide professional services associated with the development of FEMA-approvable, permanent work related project worksheets and the subsequent monitoring and documenting of the implementation of permanent work projects, from project worksheet approval to project closeout, under the FEMA Public Assistance Program for various damaged city -owned, public and critical facilities. The CONSULTANT Team must be knowledgeable and have documented demonstrable wind mitigation related experience with FEMA's HMGP grant application development and submission requirements, with using the latest FEMA Benefit Cost Analysis (BCA) Wind Mitigation Module, with addressing the community shelter and safe room requirements as specified in FEMA Publication 361 and with meeting and satisfying environmental, cultural resources, historical and other such regulatory compliance requirements. The CONSULTANT Team must be able to develop highly competitive, fully scoped, ready -to -implement HMGP project grant applications, and the CONSULTANT Team must have the ability and documented demonstrable experience in monitoring and documenting the implementation of approved permanent work projects from project worksheet approval to project closeout under the supervision of the CITY in accordance with the FEMA Public Assistance requirements for permanent work projects. The CONSULTANT Team must also be knowledgeable and have documented demonstrable experience with developing FEMA-approvable, permanent work related project worksheets that incorporates hazard mitigation measures, with monitoring and documenting the implementation, from project worksheet approval to project closeout, permanent work related projects under the FEMA Public Assistance Program, and with the Public Assistance Program requirements and policies as specified respectively in FEMA Publications 321, 322, and 323 and FEMA Public Assistance Policy Reference Manual 9500 Series. -2- This will not be an "exclusive" contract and should not be construed as such. The CITY reserves the right, subject to negotiation and agreement, in writing, with the selected CONSULTANT Team, to either expand or limit the scope of services as needed. The selected CONSULTANT Team will be required to have personnel immediately available to complete the tasks required by this scope of services. The selected CONSULTANT Team will complete the required tasks in a timely, efficient, cost-effective and fully compliant manner. Cost Proposal The submitted cost proposal must specify for each team member the hourly cost rate, in fee schedule format, accounting for all project -related costs including the cost factors listed below. 1. Direct labor 2. Overhead rate 3. General and administrative expenses 4. Travel and lodging (based on federally approved rates and limitations) 5. Profit 6. Subcontracts (including comparable breakdown of costs as indicated above) 7. Miscellaneous and reimbursable expenses (supplies, materials, equipment use costs etc.) 8. Any other applicable FEMA approved expenses In addition, the submitted cost proposal must have three fee schedules accounting for all of the aforementioned project related costs. One fee schedule, specifying all costs in the aforementioned format, for the HMGP project application development of no less than six community shelter related projects. One fee schedule, specifying all costs in the aforementioned format, for project management from award to closeout for no less than six community shelter related projects under FEMA HMGP. One fee schedule, specifying all costs in the aforementioned format, for preparing no less than five permanent work (3 small projects and 2 large projects) related Public Assistance project worksheets and for managing the implementation of each of the five permanent work projects in accordance with the FEMA Public Assistance Program for permanent work projects from project worksheet approval to project closeout. Finally, in addition to the aforementioned fee schedule, a detailed, itemized budget identifying all costs, including the aforementioned cost factors, associated with developing, preparing, submitting, and responding to post application submission comments and reviews for each community shelter related grant application should be provided. Please be sure to identify those costs that are considered to be FEMA-eligible pre -award costs. Project Schedule The contract period will begin at the time that the contract agreement is executed by both parties. However the project start date (i.e. notice to proceed) will be dictated by the consultant selection and appointment process. A tentative contract approval timeline is provided below. 1. Solicit RFQ/RFP July 19, 2011 2. Deadline for Receiving Written Proposals ...July 22, 2011 - 3 - 3. Consultant Selection Recommendation July 25, 2011 4. Contract Development Completion July 27, 2011 5. Notice to Proceed (estimated) August 12, 2011 6. HMGP Application Completed August 29, 2011 7. HMGP Application Deadline September 1, 2011 8. Anticipated Grant Award March 1, 2012 A project schedule that identifies the key tasks, milestones, and associated timelines for the management of awarded grants from grant award to project closeout should be provided for the community shelter related grant application. Section III. SCOPE OF SERVICES 1. PROJECT CONSULTANT TEAM SERVICES: THE CONSULTANT TEAM WILL BE EXPECTED TO PROVIDE PROFESSIONAL SERVICES TO INCLUDE, BUT NOT LIMITED TO, THE FOLLOWING: WIND MITIGATION PROJECTS & PUBLIC ASSISTANCE PROJECTS A. The selected CONSULTANT Team shall coordinate it efforts and services related to development of FEMA HMGP wind mitigation projects and FEMA PA permanent work projects in close coordination with the City's Long -Term Community Recovery and Rebuilding efforts and shall fully participate in the continuing planning processes as well as fully interact with the City and its planning team members. B. The selected CONSULTANT Team shall appoint a qualified and experienced Project Manager for overall coordination and communication with the CITY pertaining to HMGP and Public Assistance Program related projects. The Project Manager shall remain on the job and available to the CITY for the duration of the projects. C. The selected CONSULTANT Team shall stay current with FEMA Safe Rooms/ Shelters and FEMA Public Assistance Program policies and procedures and notify the CITY's Project Manager immediately if changes occur. D. The selected CONSULTANT Team shall monitor project accounting, budgeting, expenditures, revenues and activities by providing monthly project expense reports and all periodic project status reports to the City Project Representative to satisfy all state and / or federal project reporting requirements. E. The selected CONSULTANT Team shall keep all project related documents and records and make them available to the City, City representatives, and federal and/or state project representative upon request at any time during and/or at the completion of the HMGP and PA permanent work projects. F. The selected CONSULTANT Team will coordinate all HMGP and Public Assistance Program closeouts and all state and federal project audits with the City, State, and Federal officials. -4- G. The selected CONSULTANT Team will be available upon request by the City to attend and participate in meetings held by the City or City Neighborhoods/Community Associations. H. The selected CONSULTANT Team shall maintain adequate records, permits, complaints, inspection reports, and any other such HMGP or Public Assistance Program related document for review by the City, AEMA or FEMA upon request any time during and/or at the completion of each project. Wind Mitigation Projects I. The selected CONSULTANT Team shall prepare and submit completed, competitive and grant -submission ready HMGP grant application(s) for the installation of no less than six community safe rooms/ shelters, in the Pratt Community and other designated areas as may be necessary. Moreover, the selected CONSULTANT Team shall determine the hazard to be mitigated, identify the problem that the safe room/ shelter intends to alleviate, define in detail the scope of work for the wind mitigation project(s), provide digital latitudes and longitudes as well as maps and photographs of planned areas where safe rooms/ shelters shall be constructed. In addition, CONSULTANT Team shall prepare a detailed project budget including material, labor, equipment expenses, professional services, and any other project related costs, conduct a FEMA-acceptable benefit cost analysis, determine and identify any required professional design oversight and peer review, devise a project completion schedule, and described two alternatives for mitigating extreme wind events. The selected CONSULTANT Team shall also provide any and all required construction documents and construction data, and obtain all required Environmental documents such as but not necessarily limited to Engineering Plans/ Tech Specs/ State Historic Preservation Officer [SHPO] required documents, US Fish and Wildlife required documents, and US Army Corps of Engineers required documents and provide any other documentation as it relates to extreme wind mitigation. The selected CONSULTANT Team shall develop any required Community Safe Room Operations Plans and Community Safe Room Maintenance Plans. J. The selected CONSULTANT Team shall assist the CITY in performing any and all project management related activities from project start to project closeout and auditing. K. The selected CONSULTANT Team shall develop and include as a component of the construction of Community Safe Rooms/ Shelters an applicable number of Quality Assurance Plans as described in FEMA publication 361 Section 3.10.2. The selected CONSULTANT shall include in each developed Quality Assurance Plan all necessary forms, documents, reports, inspections, structural observations etc. necessary to ensure the successful design as it relates to extreme wind events. L. The selected CONSULTANT Team shall be responsible for performing all required site development, civil construction, utility and any other project related design work as well for performing all required preliminary surveying work. -5- M. The selected CONSULTANT Team shall be responsible for performing all required architectural design work and construction documents development work associated with the building of Community Shelters that are fully compliant with FEMA Publication 361. N. The selected CONSULTANT Team shall prepare per the City bid and specification requirements, all specification and bid packages such that the City of Birmingham can advertise, bid, and award all necessary construction contracts. O. The selected CONSULTANT Team shall be responsible for identifying existing utilities and with contacting and coordinating all site and project related design work with all utility companies, Jefferson County Environmental Services Department and any other such entities. P. The selected CONSULTANT Team shall develop any required designs and specifications documents, construction documents and ensure that they are fully compliant with the requirements as specified in FEMA Publication 361. The selected CONSULTANT Team shall be responsible for assisting the CITY in estimating and determining site acquisition costs for the construction or installation of community shelters. Q. R. The selected CONSULTANT Team shall be responsible for ensuring that community shelter site meets all applicable zoning and subdivision regulations. S. The selected CONSULTANT Team shall coordinate the site selection process and shall evaluate the use of single purpose facilities versus dual purpose facilities, new community shelter construction or installation versus shelter retrofits, prefab shelters versus engineered shelters and any other required preliminary planning and evaluation activities associated with the site and shelter type selection per FEMA Publication 361. T. The selected CONSULTANT Team shall provide short and long rang planning for future extreme wind events throughout the City of Birmingham. The short and long rang plan shall include data collection and site selection for potential installation of community safe rooms/ shelters throughout the Birmingham City Limits. Public Assistance Program U. The selected CONSULTANT Team shall be responsible for assisting the CITY in developing FEMA approvable permanent work project worksheets for no less than five damaged public facilities. Public Assistance Program related hazard mitigation measures and special considerations, and codes and standards evaluations and environmental and historical requirements must be incorporated in the project worksheet development. V. The selected CONSULTANT Team shall assist the CITY in determining whether to develop improved projects and/or alternate projects as defined under the FEMA -6- Public Assistance Program. W. The selected CONSULTANT Team shall be responsible for ensuring that FEMA approved permanent work Public Assistance projects are designed, managed and constructed in accordance with all applicable FEMA Public Assistance Program requirements and that all project related activities, including applicable CONSULTANT Team services, are FEMA reimbursable to the maximum extent possible. In cases where an activity may not be FEMA reimbursable the selected CONSULTANT Team is responsible for promptly informing the CITY Project Representative. X. The selected CONSULTANT Team shall be responsible for reviewing all project related invoices to ensure that all permanent project work performed is FEMA reimbursable. Y. The selected CONSULTANT Team shall be responsible for ensuring that all required Public Assistance Program permanent work related documents and records needed to support FEMA reimbursement requests are properly maintained, easily compiled for submission, and made readily available to the City, Alabama Emergency Management Agency, and/or FEMA upon request or as required. Z. The selected CONSULTANT Team shall monitor, coordinate as well as work with design professional, construction management personnel, contractors, city staff and any other project related parties to ensure that their work activities completely comport with FEMA Public Assistance Program requirements. AA. The selected CONSULTANT Team shall be responsible for coordinating all required project closeout related activities associated with the FEMA Public Assistance Program for permanent work projects. BB. The selected CONSULTANT Team shall be responsible for attending FEMA Public Assistance Program team meetings with other consultants, with the City, state and/or federal Public Assistance Program representatives. CC. The selected CONSULTANT Team shall be responsible for tracking and monitoring Public Assistance Program activities to ensure that work assignments are completed in a documented and audit ready manner. 2. SERVICES PROVIDED BY THE CITY The City will provide the following minimum services in support of the Consultant: A. The Department of Planning, Engineering and Permits will provide general project planning, overall project coordination and project management and site selections assistance to the Consultant and shall serve as the City Project Representative. -7- B. The Department of Planning, Engineering & Permits will advertise, bid, and award all designed wind mitigation related community shelter projects. C. The Law Department will provide general legal counsel to the Consultant Team pertaining to the FEMA Public Assistance Program or Hazard Mitigation Grant Program. D. The finance staff of the Depaitiuent of Planning, Engineering and Permits and the Department of Finance will provide accounting and financial management services for the federal grant program and pay all approved, project related charges/expenses. Section IV. QUALIFICATIONS STATEMENT AND PROPOSAL REQUIREMENTS. All submitted Proposals shall contain a statement of qualifications which should, at a minimum, include the following: A. A list of all qualified personnel, including all sub -consultants, required to perform the consultant services listed herein. As the number of team members will be evaluated, this list should include the resumes and qualifications of each listed personnel including all sub -consultants that would be assigned to this project. Please make sure that the team is complete and consistent with the described work activity. B. A statement of the CONSULTANT Team's, including sub -consultants, professional experience in the area of HMGP wind mitigation projects and in FEMA PA permanent work projects. This statement should, at a minimum, list and describe any and all relevant experience in developing, managing, and closing out highly competitive and successful wind mitigation projects involving community safe room/shelters as well as in developing FEMA approvable Public Assistance permanent work project worksheets for damaged public and/or critical facilities that incorporate Public Assistance Program allowed hazard mitigation measures and in monitoring and documenting the implementation of approved FEMA reimbursable PA permanent work projects associated with damaged public and/or critical facilities. C. A detailed description of the CONSULTANT Team's project approach including elements to be performed by the CONSULTANT Team and elements expected to be performed by CITY staff. In addition, this description should clearly demonstrate how staff and other resources will be used to ensure the successful delivery of the required services. D. Fee schedules and a detailed cost break -down that completely comport with Section II Cost Proposal of this RFP. E. Project schedules that completely comport with Section II Project Schedule of this RFP. F. A detailed description and demonstration of how qualified small and minority business and women business enterprises would participate in the wind mitigation -8- and FEMA PA permanent work projects. Also, please note that registration with the Birmingham Construction Industry Authority or mission equivalent organization will be evaluated. G. Contract Review by FEMA. The contract between the selected CONSULTANT Team and the CITY may be submitted for review to FEMA. The CITY desires that the costs it incurs for services provided by the selected firm be eligible for FEMA reimbursement. While the CITY understands that the selected CONSULTANT Team cannot guarantee that the services it provides will be eligible for FEMA reimbursement, the CITY nevertheless desires that the selected CONSULTANT Team utilize its professional judgment and expertise in an effort to limit its services and services to be monitored to those, which are eligible for FEMA reimbursement. Describe in detail how your CONSULTANT Team will comply with this requirement. The selected CONSULTANT Team will be required to notify the CITY if at any time any service provided by the selected CONSULTANT Team under the terms of the contract or any service performed by another contracted entity for which the selected CONSULTANT Team is responsible for monitoring is not or are not expected to be eligible for reimbursement by FEMA, in the selected CONSULTANT Team's professional opinion. Include a statement as to whether your CONSULTANT Team has the level ofexpertise to fulfill this requirement, as well as a detailed explanation of the procedures your CONSULTANT Team will implement to fulfill this requirement. H. CITY Expenditures. The CITY desires to enter into a contract for professional services with a CONSULTANT Team possessing a high level of expertise and professional skill in the areas described in this RFP. As such, the CITY desires that the selected CONSULTANT Team be contractually required to guarantee that all applicable documents generated pursuant to the contract shall be in compliance with FEMA regulations and will be in a form to ensure eligibility of FEMA reimbursement regardless of whether or not FEMA actually reimburses. Please include a statement as to whether or not your CONSULTANT Team can meet this requirement. I. Please include a statement as to potential general conflicts of interest and particularly conflicts of interests under FEMA guidelines that may exist that would prevent the CITY from entering into an agreement with your CONSULTANT Team pursuant to this RFP. If none exists, such a statement should be made. Please note that the selected CONSULTANT must be experienced and qualified to provide the required scope of services. The selected CONSULTANT Team shall be properly licensed in the State of Alabama to perform all work identified in the scope of services and must have expertise related to the many procedures and requirements of FEMA and particular expertise in the area of FEMA's Hazard Mitigation Grant Program and FEMA's Public Assistance Grant Program. -9- SECTION V. QUALIFICATIONS STATEMENT/PROPOSAL EVALUATION PROCESS. All submitted qualifications statements and proposals will be evaluated by City of Birmingham staff. The selected CONSULTANT Team will be notified and arrangements will be made for contract development and consultant appointment. Staff shall use the following selection criteria and relative weights for evaluating each submitted qualifications statement/proposal: A. Quality/Completeness/Reasonableness/Cost Effectiveness of submitted Qualifications Statement/Proposal (relative weight 20%) B. Documented relevant prior work experience on comparable FEMA wind mitigation projects involving the construction and/or installation of community safe rooms/ shelters and comparable FEMA Public Assistance Program permanent work project worksheet development and project monitoring from award to closeout. (relative weight 25%) C. Demonstrated experience with preparing and submitting highly competitive FEMA related wind mitigation projects involving community safe rooms/shelters (relative weight 10%) D. Demonstrated experience with securing FEMA reimbursements for Public Assistance Program permanent work public and/or critical facilities related projects (relative weight 10%) E. Demonstrated experience with incorporating hazard mitigation measures associated with Section 406 of the Public Assistance Program into permanent work public and/or critical facilities related projects. (relative weight 10%) F. Demonstrated ability to meet project schedule requirements (relative weight 15%) G. Demonstrated small and minority business and women business enterprises classification/ participation/ registration (relative weight 10%) SECTION VI. SUBMISSION OF PROPOSALS Proposals are due on or before 3 p.m. CST, Friday, July 22, 2011. Proposals received after this deadline will not be accepted. Proposals delivered in person should be taken to the Office of Planning, Engineering and Permits, City of Birmingham, City Hall, 710 North 20th Street, Room 500, Birmingham, Alabama 35203. No less than four hard copies should be provided. Or You may scan and email a PDF copy of your proposal to Edwin.revellAbirminghamal.gov. If submitted via e-mail, you are responsible for assuring it was received via a human -generated acknowledgement, phone call, or otherwise. - 10 - This RFP may be modified or amended at any time and for any reason, in the discretion of the CITY. There is no guarantee that a contract award will be made pursuant to this RFP. Nevertheless, interested parties should be prepared to begin work pursuant to this RFP no later than August 12, 2011, as the HMGP application deadline is September 1, 2011. END RFP. -11- REQUEST FOR PROPOSAL FEMA/FHWA Consultant RFP # 5874-13 ►A Boulder County SUBMITTAL DUE DATE September 25, 2013 2:00 p.m. BOULDER COUNTY PURCHASING 2025 14TH STREET BOULDER CO 80302 Purchasing@bouldercounty.org 1 REQUEST FOR PROPOSAL The Boulder County Attorney's Office is seeking proposals from qualified firms to provide FEMAJFHWA consulting services. Due to the emergency conditions as a result of the September flood a shorter time period for responses is being used. Specifications and a sample contract are attached. Submittal Instructions Submittals are due at the Administrative Services Front Desk or the email box (preferred) listed below, for time and date recording on or before 2:00 p.m. Mountain Time on September 25, 2013. Your response can be submitted in the following ways. Please note that e-mail responses to this solicitation are preferred, but are limited to a maximum of 25MB capacity. Electronic Submittals must be received in the e-mail box listed below. Submittals sent to any other box will NOT be forwarded or accepted. This e- mail box is only accessed on the due date of your questions or proposals. Please use the Delivery Receipt option to verify receipt of your email. E -Mail purchasinana,bouldercounty.org; identified as RFP # 5874-13 in the subject line. -OR- US Mail One (1) unbound copies of your submittal, printed double -sided, 11 point, on at least 50% post - consumer, recycled paper must be submitted in a sealed envelope, clearly marked as RFP # 5874- 13, to the Administrative Services Front Desk at 2025 14th Street, Boulder, CO 80302. Please allow at least 2 days for delivery of USPS Priority and Express Mail. All RFPs must be received and time and date recorded by authorized county staff by the above due date and time. Sole responsibility rests with the Offeror to see that their RFP response is received on time at the stated location(s). Any responses received after due date and time will be returned to the offeror. The Board of County Commissioners reserves the right to reject any and all responses, to waive any informalities or irregularities therein, and to accept the proposal that, in the opinion of the Board, is in the best interest of the Board and of the County of Boulder, State of Colorado. Americans with Disabilities Act (ADA): If you need special services provided for under the Americans with Disabilities Act, contact the ADA Coordinator or the Human Resources office at (303) 441-3525 at least 48 hours before the scheduled event. 2 Terms and Conditions 1. Proposers are expected to examine the drawing, specifications, schedule of delivery, and all instructions. Failure to do so will be at the proposer's risk. 2. Each proposer shall furnish the information required in the proposal. 3. The Contract/Purchase Order will be awarded to that responsible proposer whose submittal, conforming to the Request for Proposals, will be most advantageous to the County of Boulder, price and other factors considered. 4. The County of Boulder (Office of Purchasing) reserves the right to reject any or all proposals and to waive informalities and minor irregularities in proposals received, and to accept any portion of or all items proposed if deemed in the best interest of the County of Boulder to do so. 5. No submittal shall be withdrawn for a period of thirty (30) days subsequent to the opening of RFPs without the consent of the County Purchasing Agent or delegated representative. 6. A signed purchase order or contract furnished to the successful proposer results in a binding contract without further action by either party. 7. Late or unsigned RFPs will not be accepted or considered. It is the responsibility of proposers to insure that the RFP arrives in the office of the County Purchasing Agent prior to the time indicated in the "Request for Proposal." 8. The proposed price shall be exclusive of any Federal or State taxes from which the County of Boulder is exempt by law. 9. Any interpretation, correction or change of the RFP documents will be made by Addendum. Interpretations, corrections and changes of the RFP documents made in any other manner will not be binding, and proposer shall not rely upon such interpretations, corrections and changes. The County's Representative will not be responsible for oral clarification. 10. Confidential/Proprietary Information: RFPs submitted in response to this "Request for Proposal" and any resulting contract are subject to the provisions of the Colorado Public (Open) Records Act, 24-72-201 et.seq., C.R.S., as amended. Any restrictions on the use or inspection of material contained within the proposal and any resulting contract shall be clearly stated in the RFP itself. Confidential/proprietary information must be readily identified, marked and separated/packaged from the rest of the proposal. Co - mingling of confidential/proprietary and other information is NOT acceptable. Neither a proposal, in its entirety, nor proposed price information will be considered confidential/proprietary. Any information that will be included in any resulting contract cannot be considered confidential. 11. Boulder County promotes the purchase/leasing of energy efficient, materials efficient and reduced toxic level products where availability, quality and budget constraints allow. Bidders are expected whenever possible to provide products that earn the ENERGY STAR and meet the ENERGY STAR specifications for energy efficiency with power management features enabled. Bidders are encouraged to offer products and equipment with post -consumer recycled -content materials. Products should be packaged and delivered with a minimum amount of recycled packaging that adequately protects the product, but is not excessive. 3 SPECIFICATIONS RFP # 5874-13 FEMA/FHWA Consultant Boulder County is issuing a Request for Proposals ("RFP") from qualified consulting firms to perform Disaster Recovery Grant Management and Administration Services related to the flood disaster of September 11, 2013 which caused extensive damage throughout Boulder County and surrounding communities. Consultants would assist the county in strategically managing the county's claims development and administration under the Federal Emergency Management Agency's ("FEMA's") Public Assistance ("PA") Program, and the Federal Highway Administration's ("FHWA") reimbursement requirements, as well as providing grant accounting/administration support as needed to county agencies and related organizations. The county reserves the option to award contracts to multiple Consultants but would prefer to award to a single Consultant which is able to provide all of the services requested. The Consultant will perform a variety of technical, project -specific functions, including, but not limited to: 1. Provide extensive knowledge, experience and technical competence in dealing with Federal regulations, specifically including the Stafford Act. 2. Facilitate and negotiate maximum FEMA/FHWA reimbursement rates for all response and recovery projects and project worksheets related to the flood disaster. 3. Proactively identify and resolve issues that may arise related to the funding of work completed or to be completed. 4. Provide specialized assistance to address unique needs in connection with grant development. 5. Assist in identifying opportunities for hazard mitigation programs to reduce or eliminate risk from future events. 6. Provide technical assistance to county agencies as requested. 7. Meet as necessary with county staff and other State and Federal representatives in connection with the programmatic, financial, contracting and accounting services necessary to meet Federal and State regulations. 8. Assist in providing interagency (Federal, State, County) coordination and technical support, as well as identifying finding resources that may be available to assist in the long term recovery process. 9. Provide significant technical expertise in the areas of demolition, construction costs and repair costs, structural issues, architectural, engineering and cost estimating services as needed, to help ensure maximum reimbursement. 10. Assist the county, in partnership with applicable Federal and State agencies and personnel, to develop a process/system to efficiently submit Federal grant applications, capture costs, prepare cost reports, reconcile invoices, and close-out projects. 11. Provide oversight of contractors' billing to ensure that they invoice county agencies properly and are only compensated for work actually performed, and that all costs eligible for FEMA/FHWA funding are documented and claimed. 4 12. Obtain, analyze and gather field documentation, including gathering all relative records in order to extract pertinent information necessary for submittal including timekeeping and staff assignment records. O Perform data summarization to efficiently submit Federal grant applications, capture costs, prepare cost reports, reconcile invoices, and close-out projects O Review for clarity and completeness, as well as consistency and accuracy, all data and supporting documentation O Scan electronically and save all data and documentation for FEMA/FHWA's review and approval of the assigned PW. Consultant qualifications must, at a minimum, include the following: • Extensive knowledge and familiarity with FEMA/FHWA laws, regulations, and policies related to disaster recovery reimbursement for all categories of damage, historic, environmental and insurance review processes, and demolition and Right of Entry processes, including but not limited to the Public Assistance Program authorized by the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) found at 42 U.S.C. §§ 5121 - 5207. • Regulations published in Title 44 of the Code of Federal Regulations (44 CFR) Part 206. • Experience in developing, reconciling and reviewing large federal grants, including Project Worksheets ("PWs"). • Demonstrated experience in developing and implementing successful innovative solutions to difficult PA problems. • Obtain, analyze and gather field documentation, including gathering all relative records in order to extract pertinent information necessary for submittal including timekeeping and staff assignment records. O Perform data summarization to efficiently submit Federal grant applications,capture costs, prepare cost reports, reconcile invoices, and close-out projects O Review for clarity and completeness, as well as consistency and accuracy, all data and supporting documentation O Scan electronically and save all data and documentation for FEMA/FHWA's review and approval of the assigned PW. 5 Expectations: Strict accountability is expected for all time billed (such as use of certified time sheets or sign -in procedures, invoices which include specific descriptions of tasks and time spent on each by individuals and the tracking of activities to specific projects/PWs to enable FEMA/FHWA claiming, or other accountability procedures as deemed necessary by OMB and/or Agencies). OMB does not expect to be billed separately for the firms' administrative time/costs in collecting/summarizing data and preparing and supporting bills. SUBMITTAL SECTION RFP # 5874-13 FEMA/FHWA Consultant Please submit the following information in the order listed below: 1. Name of your company / organization 2. Type of organization: (Corporation, Partnership, etc.) 3. Address 4. Names and Address of the Partners and Subcontractors if applicable 5. Contact Person(s) 6. Telephone, Fax, e-mail 7. A detailed project proposal a total proposed cost. 8. Information on the relevant experience of key personnel 9. Please submit a copy of any contract you would require to be executed in this process. 10. Submit three references for similar projects your company has completed within the last three years and contact information 6 SIGNATURE PAGE RFP # 5874-13 FEMA/FHWA Consultant Failure to complete, sign and return this signature page with your proposal may be cause for rejection. Contact Information Response Company Name Name and Title of Primary Contact Person Company Address Phone Number Email Address Company Website By signing below I certify that: I am authorized to bid on my company's behalf. I am not currently an employee of Boulder County. None of my employees or agents is currently an employee of Boulder County. I am not related to any Boulder County employee or Elected Official. I am not a Public Employees' Retirement Association (PERA) retiree. Signature of Person Authorized to Bid on Company's Behalf Date Note: If you cannot certify the above statements, please explain in the space provided below. 7 SAMPLE CONTRACT BOULDER COUNTY (name o£ service contracting £or) CONTRACT THIS CONTRACT ("Contract") is entered into between the County of Boulder, State of Colorado, acting by and through its Board of County Commissioners ("County") and (name of company) ("Contractor"). In consideration of the rights and obligations specified below, the County and the Contractor agree as follows: 1. Incorporation into Contract: The Invitation for Bid and Bid Specifications of Boulder County Bid No. , together with any alterations and/or modifications to these Specifications (the "Bid Documents"), are expressly incorporated into this Contract by this reference. 2. Work to be Performed: The Contractor will, in a good and workmanlike manner and at its own cost and expense, furnish all labor and equipment and do all work necessary and incidental to performing (specify type of work) as specified in the Bid Documents and this Contract (the "Work"). The Contractor shall perform the Work in strict accordance with the Bid Documents and this Contract. 3. Term of Contract: This Contract shall begin and become effective on the date of execution by the parties, which date is the date specified on the signature page of this Contract. Under this Contract, the Contractor shall begin Work on (date) and shall continue through (date) . 4. Payment for Work Performed: In consideration of the Work to be performed by the Contractor, and subject to paragraph 14, the County shall pay to the Contractor, in accordance with the Bid Documents, $ (contract price) 5. Extension and/or Renewal of Contract Term: a. The County, in its sole discretion, may elect to extend the term of this Contract. In the event the County elects to exercise this right, it shall send written notice to Contractor, pursuant to paragraph 15, of its intent to extend the term of the Contract. 8 The notice shall set forth the length of the extension. b. Upon mutual agreement by the parties, this Contract may be renewed for four additional one-year periods through date during which time this Contract shall be in full force and effect, subject to the termination provisions of paragraph 14. If this option to renew is exercised, the parties shall execute a written agreement no later than thirty (30) days before the expiration of this Contract or any subsequent renewals. c. All of the provisions of this Contract shall remain in full force and effect during any extension or renewed term except that the scope of services and compensation to be paid to Contractor during any extension or renewed term shall be mutually agreed upon prior to the commencement of any extension or renewed term. The agreed upon scope of services and compensation shall be reduced to writing, signed by both parties, and attached to this Contract. d. TEN CALENDAR DAYS BEFORE THE COMMENCEMENT OF ANY EXTENDED TERM THE CONTRACTOR SHALL SUBMIT TO THE COUNTY PROOF OF INSURANCE AS REQUIRED IN PARAGRAPH 9. e. Should the parties fail to agree upon the scope of services or compensation to be paid to Contractor for any extension or renewed term, or should Contractor fail to submit the required documents within the time period specified in paragraph 5(d), then this Contract shall terminate at the end of the then current term and no extension or renewal of the term of the Contract shall occur. 6. Quality of Performance: The Contractor shall perform the Contract in a manner satisfactory and acceptable to the County. The County shall be the sole judge of the quality of performance. 7. Schedule of Work: The Contractor shall perform the Work during the hours designated by the County so as to avoid inconvenience to the County and its personnel and interference with the County's operations. 9 8. Indemnity: The Contractor shall be liable and responsible for any and all damages to persons or property caused by or arising out of the actions, obligations, or omissions of the Contractor, its employees, agents, representatives or other persons acting under the Contractor's direction or control in performing or failing to perform the Work under this Contract. The Contractor will indemnify and hold harmless the County, its elected and appointed officials, and its employees, agents and representatives (the "indemnified parties"), from any and all liability, claims, demands, actions, damages, losses, judgments, costs or expenses, including but not limited to attorneys' fees, which may be made or brought or which may result against any of the indemnified parties as a result or on account of the actions or omissions of the Contractor, its employees, agents or representatives, or other persons acting under the Contractor's direction or control. 9. Insurance Requirements: The Contractor shall procure and maintain at its own expense, and without cost to the County, the following kinds and minimum amounts of insurance for purposes of insuring the liability risks which the Contractor has assumed until this Contract has expired or is terminated: a. Commercial General Liability. This coverage should be provided on an ISO 1998 Form or most current with minimum limits of $1,000,000.00 combined single limit for each occurrence. b. Automobile Liability. Minimum limits are required to be $1,000,000.00 for each occurrence. Coverage must include: All vehicles owned, non -owned, and hired to be used on the Contract c. Workers' Compensation and Employer's Liability. Workers' Compensation must be maintained with the statutory limits. Employer's Liability is required for minimum limits of $100,000.00 Each Accident/$500,000.00 Disease - Policy Limit/$100,000.00 Disease -Each Employee. The Contractor shall provide Certificates of Insurance to Boulder County demonstrating that the insurance requirements have been met prior to the commencement of Work under this 10 Contract. The Commercial General Liability certificate shall indicate Boulder County as an ADDITIONAL INSURED by endorsement to the policy. The Additional Insured wording should be as follows: County of Boulder, State of Colorado, a body corporate and politic, is named as Additional Insured. These Certificates of Insurance shall also contain a valid provision or endorsement that these policies may not be canceled, terminated, changed or modified without thirty (30) days written notice to the County, pursuant to paragraph 15. The certificate holder is: Boulder County Attn: Pam Stonecipher, Risk Manager Boulder County P.O. Box 471 Boulder, CO 80306 Please forward certificates to the above certificate holder. 10. Nondiscrimination: The Contractor agrees to comply with the letter and spirit of the Colorado Anti -Discrimination Act, C.R.S. § 24-34-401, et seq., as amended, and all applicable local, state and federal laws respecting discrimination and unfair employment practices. 11. Nondiscrimination Provisions Binding on Subcontractors: In all solicitations by the Contractor for any Work related to this Contract to be performed under a subcontract, either by competitive bidding or negotiation, the Contractor shall notify each potential subcontractor of the Contractor's obligations under this Contract, and of all pertinent regulations relative to nondiscrimination and unfair employment practices. 12. Information and Reports: The Contractor will provide to authorized governmental representatives, including those of the County, State and Federal Government, all information and reports which they may require for any purpose authorized by law. The Contractor will permit such authorized governmental representatives access to the Contractor's facilities, books, records, accounts, and any other relevant sources of information. Where any information required by any such authorized government representative is in the exclusive 11 possession of a person other than the Contractor, then such Contractor shall so certify to the County, and shall explain what efforts it has made to obtain the information. 13. Independent Contractor: The Parties recognize and agree that the Contractor is an independent contractor for all purposes, both legal and practical, in performing services under this Contract, and that the Contractor and its agents and employees are not agents or employees of Boulder County for any purpose. As an independent contractor, the Contractor shall be responsible for employing and directing such personnel and agents as it requires to perform the services purchased under this Contract, shall exercise complete authority over its personnel and agents, and shall be fully responsible for their actions. Contractor acknowledges that it is not entitled to unemployment insurance benefits or workers' compensation benefits from Boulder County, its elected officials, agents, or any program administered or funded by Boulder County. Contractor shall be entitled to unemployment insurance or workers' compensation insurance only if unemployment compensation coverage or workers' compensation coverage is provided by Contractor, or some other entity that is not a party to this Contract. Contractor is obligated to pay federal and state income tax on any monies earned pursuant to this Contract. 14. Termination and Related Remedies: a. The other provisions of this Contract notwithstanding, financial obligations of Boulder County payable after the current fiscal year are contingent upon funds for that purpose being appropriated, budgeted and otherwise made available. Boulder County is prohibited by law from making financial commitments beyond the term of its current fiscal year. The County has contracted for goods and/or services under this Contract and has reason to believe that sufficient funds will be available for the full term of the Contract. Where, however, for reasons beyond the control of the Board of County Commissioners as the funding entity, funds are not allocated for any fiscal period beyond the one in which this Contract is entered into, the County shall have the right to terminate this Contract by providing seven (7) days written notice to the Contractor pursuant to paragraph 12 15, and will be released from any and all obligations hereunder. If the County terminates the Contract for this reason, the County and the Contractor shall be released from all obligations to perform Work and make payments hereunder, except that the County shall be required to make payment for Work which has been performed by the Contractor prior to the effective date of termination under this provision; and, conversely, the Contractor shall be required to complete any Work for which the County has made payment prior to providing written notice to the Contractor of the termination. b. The preceding provisions notwithstanding, the County may terminate this Contract, either in whole or in part, for any reason, whenever the County determines that such termination is in the County's best interests. Such termination shall be effective after the County provides seven (7) days written notice to the Contractor pursuant to paragraph 15. c. In the event the County exercises either of the termination rights specified in paragraphs 14(a) or 14(b), this Contract shall cease to be of any further force and effect, with the exception of all Contract remedies which are specified herein and may otherwise be available to the parties under the law, and with the exception of any rights or liabilities of the parties which may survive by virtue of this Contract. 15. Notices: For purposes of the notices required to be provided under paragraphs 5, 9, and 14, all such notices shall be in writing, and shall be either sent by Certified U.S. Mail - Return Receipt Requested, or hand -delivered to the following representatives of the parties at the following addresses: For the County: (enter DH/EO's name, Department, and For the Contractor: Mailing Mailing Address) (enter Contractor's name and Address) In the event a notice is mailed pursuant to the provisions of this paragraph, the time periods specified in paragraph 14 shall 13 commence to run on the day after the postmarked date of mailing. 16. Statutory Requirements: This Contract is subject to all statutory requirements that are or may become applicable to counties or political subdivisions of the State of Colorado generally. Without limiting the scope of this provision, the Contract is specifically subject to the following statutory requirement: Contract payments may be withheld pursuant to C.R.S. § 38-26-107 if the County receives a verified statement that the Contractor has not paid amounts due to any person who has supplied labor or materials for the project. 17. Prohibitions on Public Contract for Services: Pursuant to Colorado Revised Statute (C.R.S.), § 8- 17.5-101, et seq., as amended 5/13/08, the Contractor shall meet the following requirements prior to signing this Agreement (public contract for service) and for the duration thereof: A. The Contractor shall certify participation in the E - Verify Program (the electronic employment verification program that is authorized in 8 U.S.C. § 1324a and jointly administered by the United States Department of Homeland Security and the Social Security Administration, or its successor program) or the Department Program (the employment verification program established by the Colorado Department of Labor and Employment pursuant to C.R.S. § 8- 17.5-102(5)) on the attached certification. B. The Contractor shall not knowingly employ or contract with an illegal alien to perform work under this public contract for services. C. The Contractor shall not enter into a contract with a subcontractor that fails to certify to the Contractor that the subcontractor shall not knowingly employ or contract with an illegal alien to perform work under this public contract for services. D. At the time of signing this public contract for services, the Contractor has confirmed the employment eligibility of all employees who are newly hired for 14 employment to perform work under this public contract for services through participation in either the E -Verify Program or the Department Program. E. The Contractor shall not use either the E -Verify Program or the Department Program procedures to undertake pre -employment screening of job applicants while this public contract for services is being performed. F. If Contractor obtains actual knowledge that a subcontractor performing work under this public contract for services knowingly employs or contracts with an illegal alien, the Contractor shall: notify the subcontractor and the County within three days that the Contractor has actual knowledge that the subcontractor is employing or contracting with an illegal alien; and terminate the subcontract with the subcontractor if within three days of receiving the notice required pursuant to the previous paragraph, the subcontractor does not stop employing or contracting with the illegal alien; except that the contractor shall not terminate the contract with the subcontractor if during such three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. G. Contractor shall comply with any reasonable requests by the Department of Labor and Employment (the Department) made in the course of an investigation that the Department is undertaking pursuant to the authority established in C.R.S. § 8-17.5-102(5). H. If Contractor violates any provisions of this Section of this Agreement, the County may terminate this Agreement for breach of contract. If the Agreement is so terminated, the Contractor shall be liable for actual and consequential damages to the County. 18. Amendments: This Contract may be altered, amended or repealed only on the mutual agreement of the County and the Contractor by a duly executed written instrument. 19. Assignment: This Contract shall not be assigned or subcontracted by the Contractor without the prior written consent of the County. 15 20. Benefit to Successors and Assigns: This Contract shall be binding upon the successors and assigns of the parties. 21. Governing Law: The laws of the State of Colorado shall govern the interpretation and enforcement of this Contract. Any litigation that may arise between the parties involving the interpretation or enforcement of the terms of this Contract shall be initiated and pursued by the parties in the Boulder Courts of the 20th Judicial District of the State of Colorado and the applicable Colorado Appellate Courts. 22. Breach: Any waiver of a breach of this Contract shall not be held to be a waiver of any other or subsequent breach of this Contract. All remedies afforded in this Contract shall be taken and construed as cumulative, that is, in addition to every other remedy provided herein or by law. 23. Termination of Prior Agreements: This Contract cancels and terminates, as of its effective date, all prior agreements between the parties relating to the services covered by this Contract, whether written or oral or partly written and partly oral. 24. Severability: If any provision of this Contract is found to be invalid, illegal or unenforceable, the validity and enforceability of the remaining provisions shall not in any way be affected or impaired thereby. 25. Third Party Beneficiary: The enforcement of the terms and conditions of this Contract and all rights of action relating to such enforcement shall be strictly reserved to the County and the Contractor, and nothing contained in this Contract shall give or allow any claim or right of action whatsoever by any other or third person. It is the express intent of the parties to this Contract that any person receiving services or benefits under this Contract shall be deemed an incidental beneficiary only. 26. Governmental Immunity: Nothing in this agreement shall be construed in any way to be a waiver of the County's immunity protection under the Colorado Governmental Immunity Act, C.R.S. § 24-10-101, et seq., as amended. 27. Execution by Counterparts; Electronic Signatures: This Agreement may be executed in two or more counterparts, each of which shall be deemed an original, but all of which shall 16 constitute one and the same instrument. The Parties approve the use of electronic signatures for execution of this Agreement. Only the following two forms of electronic signatures shall be permitted to bind the Parties to this Agreement: (1) Electronic or facsimile delivery of a fully executed copy of a signature page; (2) The image of the signature of an authorized signer inserted onto PDF format documents. All use of electronic signatures shall be governed by the Uniform Electronic Transactions Act, CRS §§ 24-71.3-101 to -121. IN WITNESS WHEREOF, the parties hereto have set their hands and seals on (date) COUNTY OF BOULDER STATE OF COLORADO ATTEST: By: Administrative Assistant Clerk to the Board of Commissioners (seal) ATTEST: Chair, Board of County Commissioners CONTRACTOR: By: Title: Title: (If this Contract is executed on behalf of a corporation, it must be signed by an agent duly authorized by the corporation to execute such Contract, and if specified by the corporate by-laws, the corporate seal must be affixed to the Agreement by the Secretary of the corporation or other authorized keeper of the corporate seal.) 17 CONTRACTOR'S CERTIFICATION OF COMPLIANCE Pursuant to Colorado Revised Statute, § 8-17.5-101,et seq., as amended 5/13/08, as a prerequisite to entering into a contract for services with Boulder County, Colorado, the undersigned Contractor hereby certifies that at the time of this certification, Contractor does not knowingly employ or contract with an illegal alien who will perform work under the attached contract for services and that the Contractor will participate in the E -Verify Program or Department program, as those terms are defined in C.R.S. § 8-17.5-101,et seq., in order to confirm the employment eligibility of all employees who are newly hired for employment to perform work under the attached contract for services. CONTRACTOR: Company Name Date Name (Print or Type) Signature Title Note: Registration for the E -Verify Program can be completed at: https://e-verifv.uscis.aov/enroll/. 18 rdw• rer\ • • • • • • • • • • • • i t • t • • • • • 1 • • • • • • • • • • [orxT)cllcd AL ictIVICci 2013 Statement of Qualifications ••ri•••••r•••000000000•/•i•i••••••••l•f••A rcT)i irormerkal INTRODUCTION LETTER For more than twenty years, Family Environmental Compliance Services, Inc. (Family Environmental) has been providing quality service and innovative solutions to our clients. High standard and quality work has been our trademark from the onset. Whether working with New York City to reopen hospitals following Superstorm Sandy, managing the soil contamination cleanup at the former Stapleton Airport, or working with homeowners concerned about the potential for their children to be exposed to asbestos, mold or lead -based paint, we always strive to provide quality professional services to our clients. Our commitment to quality is exemplified in our core values: Integrity, Respect, Responsibility and Excellence. Our project managers, engineers, project designers, inspectors, industrial hygienists, geologists, and environmental scientists provide valuable insight and information to ensure the safety of employee working conditions and compliance with any and all applicable environmental regulations. Our professional on -site staff ensures excellent project management and oversight, in addition to accurate advice and timely results. Our staff accomplish these goals, in part, by staying informed of new changes and developments in Federal, State and local regulations, and by maintaining constructive relationships with the regulatory community. We also have a full -service onsite lab where we provide our clients PLM, PCM, TEM and mold analysis. To our knowledge, Family Environmental is the only consulting firm in Colorado with a National Voluntary Laboratory Accreditation Program (NVLAP) accredited lab. Family Environmental is a locally owned, full service, licensed and certified environmental consulting firm. We offer our clients $2,000,000.00 of General and Professional (errors and omissions) liability insurance coverage. Enclosed, you will find valuable information on our services, staff, and operating procedures. We know that everyone benefits from a high quality work ethic and standard. Our clients can be sure that their needs are being met because our employees have a sense of pride that can only come from being part of a winning team. Quality service is our number one priority and every staff member shares the responsibility of maintaining this standard. Overall, Family Environmental was founded on a philosophy that emphasizes: • A commitment to long-term client service and frequent client communication, • A multi -disciplinary approach to solving environmental problems, • High quality technical and managerial services at a reasonable cost, and • Dedicating ourselves to treating our staff and customers like Family. Please don't hesitate to call me directly if you have any questions regarding our qualifications. Sincerely, Bernard Hurley President/Owner 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (f) • www.familycnvironmental.com ••••••••••••••••A••••••••••!••••••••••••••• rc PI rorxnertal TABLE OF CONTENTS PAGE NUMBER COMPANY OVERVIEW 1 DISASTER RESPONSE 1 INDUSTRIAL HYGIENE 1 CONSTRUCTION MANAGEMENT 1 1 ENVIRONMENTAL ASSESSMENT 1 DISASTER RESPONSE/FEMA 4 INDUSTRIAL HYGIENE 4 INDOOR AIR QUALITY 4 ASBESTOS 4 MOISTURE INTRUSION AND MICROBIAL GROWTH (MOLD) 5 EXPOSURE MONITORING AND ASSESSMENTS 5 RIVER NORTH ENVIRONMENTAL TESTING, INC. 5 OCCUPATIONAL SAFETY AND HEALTH 6 CONSTRUCTION MANAGEMENT 6 CONTAMINATED PROPERTY (BROWNFIELD) REDEVELOPMENT CONSTRUCTION AND DEMOLITION PROJECT MANAGEMENT 6 WASTE MANAGEMENT 6 COST ANALYSIS 7 HIGH PROFILE PROJECTS 8 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (f • www.familyenvironmental.com 0 ••••••••••••••••••••••••••••••••••••••••••• �ac»ilycpvirorne COMPANY OVERVIEW Incorporated in Colorado in 1992 under the name Family Environmental, we are a full service, licensed, certified and insured environmental firm capable of providing a wide range of environmental services. hi 2004, we opened a branch office in Kansas City, Missouri, which was then incorporated in 2005 and our New York City office was opened in 2012 and incorporated that same year. While we are expanding our services geographically, we are also expanding the breadth of our professional services, including: Disaster Response FEMA Reimbursement Facility Assessment Facility Stabilization Local Government Coordination Industrial Hygiene Indoor Air Quality Asbestos Mold Lead -Based Paint Exposure Monitoring and Assessments River North Environmental Testing Labs (RNET) Occupational Safety and Health Construction Management Construction Oversight Cost Analysis Specifications Expert Witness Environmental Permitting/Compliance • Demolition Permits • Stormwater Management Plans (SWMP) • Spill Prevention Control and Countermeasure Plans (SPCC) • National Pollutant Discharge Elimination System (NPDES) Permits Contaminated Property (Brownfield) Redevelopment Remedial Cleanup Plans Voluntary Cleanup Plans (VCUPs) Analysis of Brownfield Cleanup Alternatives (ABCAs) (USEPA Req.) Material Management Plans (MMPs) Vapor Mitigation Plans (VMPs) Corrective Action Plans (CAPs) Remedial Design Remediation Environmental Assessment ASTM Phase I ESA Phase II ESA If you have any questions regarding our services or pricing, please feel free to contact us at any time. Family Environmental has been, and will continue to be, committed to providing clients with quality environmental services, utilizing state of the art techniques to address and resolve client's environmental issues in the most cost effective and environmentally acceptable manner possible. We look forward to working with you and we are confident that our knowledgeable team of professionals can provide the kind of work and service our clients expect. Additional Company Information TYPE OF FIRM: DATE OF INCORPORATION: YEARS IN BUSINESS: FORMER NAME: Corporation 1997 in Denver, Colorado, 2005 in Kansas City, Missouri 2012 in New York, New York Since 1992 Family Environmental 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (f) • www.familyenvironmental.com 1 ••••••••••••••••••••••••••••••••••••••••••• AUTHORIZED NAME rune TITLE CONTRACT Bernard F. Hurley President Yes Douglas Dreiling Kansas City Operations Manager Yes Tony Curcio Denver Operations Manager Yes Joelene Martinez Head of Human Resources/Denver Office Manager Yes Insurance Coverage Family Environmental is insured through Blue Sky Insurance Company of Centennial, Colorado. Family Environmental carries and maintains all required types of insurance: comprehensive, commercial general liability (per occurrence), automotive liability, and worker's compensation. Specifically, we offer our clients $2,000,000.00 of General and Professional (errors and omissions) liability insurance coverage. 3650 Chestnut Place, Denver, CO 80216 •303.296.6022 (o) • 303.292.1451 (f) • www.familyenvironmental.com 2 • • • • • • • • • s • • • • • • • • • • • • • • S • • • • • • • • • • • • • FORTKIM The Family Environmental team is a group of dedicated environmental professionals with extensive experience in contaminated property remediation, redevelopment, adaptive reuse and emergency response. Our team is well versed in disaster recovery and works closely with state and local government and FEMA. In the last five years Family Environmental has assisted the following communities during the aftermath of disasters in the following locations: • Hurricane Sandy, New York/New Jersey • Joplin, MO • Nashville, TN • Cedar Rapids, Iowa • Hurricane Katrina, Louisiana Depth of Technical Experience Family Environmental has a full complement of staff to handle your most complex environmental challenges, which allows us to "right size" our projects by staffing projects with personnel who have the right level of expertise and experience to deliver projects on time and on budget. A Public -Sector Perspective We provide innovative solutions to environmental issues, not only protecting public health and the environment but finding cost effective and innovative solutions by identifying environmental problems. We have demonstrated on numerous occasions the ability to create cost savings through our innovative approach and knowledge gained from previous projects to be able to save local and state government unnecessary steps to solve environmental issues which in turn provides cost savings. The Ability to Provide Technical and Administrative Knowledge The Family Environmental Team is unique as we have developed in house technical expertise, providing environmental professionals with extensive project management experience. Our team includes Industrial Hygiene Consultants, Geologists, Remediation Specialists and Environmental Planners, all highly experienced individuals providing innovative solutions to complex problems. Effective Agency Relationships At Family Environmental, we pride ourselves on being effective client advocates, which requires us to have professional and productive relationships with the regulatory community. This includes state agencies, Environmental Protection Agency (EPA), FEMA and other regulatory authorities with oversight roles. One way that we maintain relationships is by keeping current with state and federal regulations. We actively participate in stakeholder groups and we conduct in-house training for staff to keep our colleagues current in a dynamic regulatory environment. Since projects are not successfully completed until all agency buy -in is complete, we consider our relationships to be a technical differentiator when considering our credentials. Professional and Personal Commitment Having the opportunity to be a trusted partner in numerous significant and successful environmental projects, our personnel are both professionally and personally committed to supporting our client's project goals. 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (f) • www.familyenvironmental.com 3 • r••••••i••i•f•r•i••/•rf•l••••rir!ll0000000! ran tonmerkal Disaster Response/FEMA Family Environmental and its employees have extensive experience responding to natural disasters. Whether working with projects that require emergency response or structure demolition, we understand the rigorous inspection requirements, as well as the regulatory requirements. We have worked in conjunction with FEMA, the EPA, various property owners, State and Local officials, in order to deal with many aspects of both natural and man-made disasters. This includes project designs, emergency response, and remediation/clean-up. Our staff is comprised of personnel from a variety of backgrounds, experience and expertise. This broad range of talent enables us to meet the project objectives, as well as to understand and fulfill the project management and documentation service needs of any construction/demolition project. We have extensive experience with documentation including, but not limited to, the FEMA 404 Hazard Mitigation Program, the FEMA 403 Spreadsheet, the FEMA 325 Public Disaster Assistance Debris Management Guide, the FEMA 19 Point Checklist, as well as experience with flood -affected structures and other natural disaster incidents that require comprehensive parcel documentation and resolution. Family Environmental provided a share point website for all projects. All documentation that is generated for each project is logged and uploaded to the share point making it available to the client immediately. In essence, Family Environmental is ready and able to provide a seamless and comprehensive management approach to our clients, one which aids them in oversight of their large scale remediation, renovation and demolition projects. Industrial Hygiene Indoor Air Quality Family Environmental is highly qualified and experienced in performing indoor air quality or "sick building" assessments, which are typically conducted in two phases. The first phase consists of site reconnaissance to evaluate chemical usage, analysis of Heating, Ventilation and Air Conditioning (HVAC) systems and review of facility work practices. During this reconnaissance phase, direct read instrumentation is utilized to monitor common indicators of indoor air quality problems. Additionally, other information obtained during the reconnaissance phase, such as process chemical usage and evidence of microbial contamination, is used to develop the secondary air monitoring phase. The secondary phase targets suspect indoor contaminants, and may include such services as area and/or personal air monitoring, bio-aerosol, tape lifts and bulk sampling. Asbestos Family Environmental employs Industrial Hygienists certified to conduct asbestos abatement project management, project oversight, quality control, and air monitoring. Our firm is a continuing, successful participant in the Proficiency Analysis Test (PAT) rounds, and is certified by the American Industrial Hygienist Association (AIHA). In conjunction with our laboratory of choice, generally River North Environmental Testing Laboratories (RNET), a National Voluntary Laboratory Accreditation Program (NVLAP) certified lab, our Industrial Hygienists can evaluate indoor air quality and assist in occupational exposure assessments to ensure a healthy working environment. We are certified to perform industrial hygiene services in Alaska, California, Colorado, Iowa, Kansas, Louisiana, Missouri, New York and Utah. Our staff certifications include the following: Asbestos Inspectors, Asbestos Management Planners, Asbestos Abatement Project Designers, California Certified Asbestos Consultant, Lead Inspectors, Lead Risk Assessors, Air Monitoring Specialists, Microbial (Mold) Inspectors, Microbial Project Managers, Certified Hazardous Materials Manager, California Registered Environmental Assessor, Energy Auditor (Building Analyst) and Remediation and Restoration Technicians. 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (0 • www.farnilyenvironmental.com 4 ••••••••••••••••••r•••••••••••••••••••••••• rc T Acm4[oucucr,tdI Moisture Intrusion and Microbial Growth (Mold) Family Environmental personnel have extensive experience collecting and analyzing microbial (mold) samples. Although the requirements for collecting and analyzing microbial samples varies significantly from state to state, and even by municipality, Family Environmental has collected thousands of microbial samples and we have analyzed hundreds of samples in our American Industrial Hygiene Association (AIHA) affiliated laboratory which is a participant in AMA's Environmental Laboratory Accreditation Program (EMLAP) for identifying microorganisms. Because microbial growth is ubiquitous, indiscriminate sampling most always results in detectable concentrations of mold. Family Environmental's approach to assessments is to first complete a thorough assessment of the building and building envelope before any sampling is proposed. We use our experience and powerful investigative equipment such as infrared thermal imaging camera, and direct contact moisture meters to identify potential sources of water intrusion, the precursors to mold amplification. We consider our comprehensive approach a forensic tool to isolate areas where the building envelope has been compromised, and therefore, where we are likely to find the highest concentrations of microbial growth. Since we have our own thermal camera, fiber optic camera and moisture sensors, we can mobilize quickly to the site and determine the extent of the contamination. If we determine that sampling is necessary, Family Environmental selects the appropriate type of sampling to quantify the problem. Sampling methods include air sampling using spore traps, wipe, or bulk sampling. We have three different types of pumps to choose from for our spore traps to help us make the most accurate analysis of the problem. Choosing the right sampling and analysis method is important in obtaining meaningful results for microbial assessments. Unlike typical environmental consultants, our industrial hygienists are properly trained on microbial sample collection. And because we use our own lab for most of our analysis, we can expedite sample analysis and to quickly determine if there is a problem. During our work for the New York Hospital Healthcare Corporation we followed the New York City Department of Environmental Health (DEH) guidelines for mold sampling and analysis. If unacceptable levels of mold are identified, Family Environmental can recommend abatement contractors, or we can turnkey the entire abatement process with oversight using highly qualified industrial hygienists. Exposure Monitoring and Assessments Family Environmental has experience conducting exposure monitoring for a broad spectrum of Occupational Safety and Health Administration (OSHA) regulated contaminants, including dusts, fumes, mists, particulates, vapors and bio-aerosols. Our staff is trained to conduct lead, arsenic and silica exposure assessments, as required under the OSHA Interim Lead Standard for Construction, in order to determine potential exposure levels to employees. Family Environmental provides an assessment report based on this exposure monitoring, which describes and quantifies identified contaminants. Additionally, the report provides recommendations for work practice controls, personal protective equipment (PPE), training, recordkeeping and medical surveillance (where appropriate). Furthermore, Family Environmental employs Industrial Hygienists certified to conduct asbestos abatement project management, project oversight, quality control and air monitoring. River North Environmental Testing, Inc. Family Environmental regularly utilizes our in-house NVLAP-accredited asbestos analytical laboratory group, RNET for sample analysis. RNET is accredited for bulk asbestos analysis by polarized light microscopy (PLM) and asbestos air analysis by transmission electron microscopy (TEM) by the NVLAP of the National Institute of Standards and Technology (NIST). Their NVLAP laboratory code is registered as 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 CO • www.familyenvironmental.com 5 ••••spa•110`••••ss•••••••••a•••••••••7•••••• rdwlirornirtal 200448-0. In addition, Family Environmental has a master contract with RNET to guarantee our samples receive priority testing within the lab. Occupational Safety and Health Family Environmental has extensive experience and training in assuring compliance with OSHA 29 Code of Federal Regulations (CFR) 1910.120 and 1926. Our personnel are trained off -site in such areas as: lead - based paint inspections, risk assessments, asbestos building inspections and certified hazardous material management (CHMM). Given our extensive safety qualifications, we are able to provide safe working conditions for our employees and for the employees of the abatement contractors that we employ. Furthermore, Family Environmental is experienced in the development and implementation of site -specific health and safety plans (SSHASP). Factors considered in SSHASP development are hazard identification and analysis, employee exposure routes, environmental monitoring methods, hazard communication programs, emergency response plans, personnel training requirements, PPE selection, site control, confined space entry, and decontamination procedures. Our environmental technicians are experienced in the operation of various types of direct read instrumentation, including photo ionization detectors (PIDs), flame ionization detectors (FIDs), noise dosimeters, O2/H2S, radiation detectors and colorimetric indicator tubes. We perform personal and area monitoring for various compounds including Volatile Organic Compounds (VOCs) and metals. The information that Family Environmental obtains from this monitoring is used to establish appropriate engineering controls, to select adequate PPE and to maintain employee occupational exposure below permissible exposure limits (PELs). Additionally, Family Environmental staff has conducted field activities in various levels of PPE, including Level B and C operations. Construction Management Family Environmental specializes in being the owner's advocate for complex environmental construction management projects. Working with the owner, we develop detailed specifications, identify and vet qualified subcontractors. We can manage every aspect of the project, including ensuring compliance with environmental regulations. The following summarizes our construction management services. Construction and Demolition Project Management Family Environmental distinguishes itself from other consulting firms in that we believe the success of any project revolves around solid, pro -active management. Our projects typically experience fewer delays, change orders, or problems, due in large part to our efficient organization and strong, hands-on construction management approach. Our innovative experience and project management attitude assures a timely and successful construction project. Family Environmental and its employees have extensive experience with projects that require ESAs, remediation, emergency response and structure demolition. From simple residential inspections to more complex projects involving the remediation and demolition of large commercial structures, we are committed to meeting our clients' needs. Waste Management Family Environmental provides project management assistance on assignments where the chosen remedial alternative is removal, off -site treatment, and disposal of the hazardous or contaminated materials. Such projects may involve, for example, excavation, transport and disposal of contaminated soil, re -containerizing drums or removal of asbestos on/or in structures. In this capacity, the services include assistance in selecting and estimating the cost of the required measures, assistance in selecting vendors for all phases of work (from excavation/demolition to transport and fmal disposal of the removed materials at a licensed landfill or other appropriate facility), coordinating project operations and verifying contractor performance. 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (f) • www.familyenvironmental_com 6 ••••04141••`i•••0•••••••*•••••••••••••••••••• �amily�Niroumerkal Family Environmental has managed projects, as well as provided technical oversight and implementation for the following activities: • Resource Conservation and Recovery Act permitting activities • Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) Section 106 emergency response • Health and Safety • Transportation and Disposal • Asbestos abatement • PCB contamination • Regulatory compliance [EPA, Toxic Substances Control Act (TSCA), OSHA] Cost Analysis Family Environmental has experience in evaluating construction costs throughout the project design period utilizing value engineering. This includes: specification design, bid evaluation, contract administration, construction inspection, and technical oversight. Family Environmental's ability to observe construction costs related to environmental remediation, demolition, and abatement projects provides many advantages to our clients and is one of our specialties. One of the several advantages to the management process is value engineering. It has been Family Environmental's experience that clients observe the most cost savings through an established value engineering process. During the value engineering process Family Environmental examines design specifications and drawings to create an engineer's estimate, which begins the cost control procedure. Family Environmental's value engineered estimates typically yield the most cost effective method, including high turnaround times and management schedules, available for the duration of any project. 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (1) • www.fatnilyenvironmental.com 7 ••••••••••••••••••••••••••••••••••••••••••• rorJTJC17tdl HIGH PROFILE PROJECTS Client Health and Hospital Corporation 125 Worth Street New York, NY 10013 Period of Performance: 2012 - Present Project Manager: Bernard Hurley Douglas Dreiling New York City Health and Hospital Corporation Facilities - Program Management In the first week of november Family Environmental was contacted by Base Tactical disaster Recovery to become a part of an emergency response FEMA team to deploy to NYC to assist the New York City Health and Hospital Corporation (HHC) with disaster recovery efforts. HHC is the largest hospital coporation in the world. Major damage was sustained in Coney Island Hospital, Bellveue Hospital, Metropolitan Hospital, and Coler Goldwater Specialty Hospital in addition to other secondary facilities. Family Environmental thru the Base Tactical team managed all en vironmental related issues for all facilities. The scope of work included but was not limited to remedial asssesments, designs, oversight, and management of all facilities that sustained damage. We oversaw and managed the remediation of approximately 40 million dollars of environmental remediation in a 90 day period. Family Environmental got the hospitals up and running faster than any of the other hospital sustaining similar damage in the New assisted hospitals in the implementation of plans, procedures and protocolos for going forward and transitioning out of emergency services (Category B) into a more permanent state (Contegory E). York City area. Family Environmental I wish to say that working with you and the rest o�f your team was both a pleasure and a learning experience for our team. I was impressed by your professionalism and dedication. Your willingness to put in the long hours and unending days beside us during the early recovery period, when we were emotionally still underwater, helped us to realize that we were not in this alone. I will always appreciate that, and do not feel that I can ever fully thank you. Peter Pressley Associate Director of Environmental Safety, Coler Hospital, Health and Hospital Corporation 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (t) • www.familyenvironmental.com 8 •••000.10110041•000••••••••••••••••••••••••••• Id rorxwutdl Client City and County of Denver Contact: Greg Holt (303) 513-6317 Contract Value: $5,600,000.00 Period of Performance: 1999 -Completed Proposed Team Personnel Involved: Bernard Hurley Mike Dustman Kim Lopez Cit> and Counts of Denver, Colorado — Former Stapleton International Airport The former Stapleton International Airport in Denver, Colorado was closed in 1995. The closing was a result of the new Denver International Airport, which opened east of the city of Denver. The former Stapleton International Airport was marked for redevelopment into a mixed -use area that would create a unique community and take its place among Denver's great landscape. The redevelopment of the former airport has been an ongoing project for Family Environmental since 1999. Our team performed the re -verification asbestos building surveys, as well as additional asbestos building inspections and wrote the project design for asbestos abatement and demolition of over 50 buildings at the former Stapleton International Airport. Family Environmental designed asbestos -in -soil site characterization and management plans for this project. Family Environmental assisted in developing a new Screening Plan to address the disturbance of asbestos contaminated soil, the testing of which is necessary for redevelopment of the site. The Screening Plan concentrated on the processing, sampling, and clearing of all on -site soil and was performed during Voluntary Clean -Up Plan (VCUP) implementation. During these activities, AHERA certified asbestos building inspectors (ABI) provided visual inspections, soil sampling and QA/QC to confirm that all ACM was removed prior to excavation. After the ABI determined that the soil is visibly free of ACM debris, the soil was moved into designated layout areas. A second visual inspection was performed and area air monitoring via Transmission Electron Microscopy (TEM) was undertaken to ensure that no asbestos fiber release occurred during soil disturbance activities. Once the soil was cleared for reuse, it was utilized as clean fill; if the soil is contaminated, however, it was stockpiled for offsite disposal. Family Environmental developed this Screening Plan as a pilot program which is now utilized on every major asbestos soils project Family Environmental undertakes. The former Stapleton Airport is currently one of the largest asbestos -in -soil projects in the United States. Family Environmental worked daily in conjunction with City and County of Denver officials to develop and implement new state of the art environmental technologies as new environmental issues occur at the Stapleton project site. Family Environmental handled the project management, project oversight, air monitoring, and final inspections for all asbestos abatement and demolition projects. Our team of project managers coordinated multi -contractor abatement activities and our industrial hygienists ensured regulatory compliance and proper work practices. Our Senior Project Manager prepared cost estimates, tracked percentage of completion, held progress meetings and interfaced with City and County officials. 3650 Chestnut Place, Denver, CO 80216 •303.296.6022 (o) • 303.292.1451 ( f) • www.familyenvironmental.com 9 000410000.011000110.000011.11041104100001110111000.0000 [OlxTlclltdl Client The City of Cedar Rapids 3851 River Ridge Dr. NE Cedar Rapids, IA 52402 Contact: Judy Lehman (319)286-5022 J.Lehman@cedar- rapids.org Contract Value: $2,300,000 Period of Performance: 2008 to 2011 Proposed Team Personnel Involved: Bernard Hurley The Cite of Cedar Rapids — Demolition Project Management Services On Friday, June 13th 2008, the City of Cedar Rapids experienced a flood that far exceeded the 500 year floodplain and engulfed approximately ten square miles of the city. Floodwaters reached and damaged most downtown businesses and public buildings as well as residential structures. One of the most badly affected buildings was City Hall, located in the middle of Cedar River on May's Island; a total of 50 City buildings were damaged by the flood. As a result, several thousand residents were without homes, and job losses were estimated to be between six and seven thousand. Family Environmental was contracted by the City of Cedar Rapids in September 2009 to undertake Demolition & Debris Management Services relating to the City's Flood Recovery efforts. Family Environmental fulfilled the project management and documentation services needs of the City, providing highly trained technical individuals experienced in a variety of environmental remediation and demolition activities. This included, but was not limited to, experience with the Federal Emergency Management Agency (FEMA) 404 Hazard Mitigation Program, the FEMA 403 Spreadsheet, the FEMA 325 Public Disaster Assistance Debris Management Guide, the FEMA 19 Point Checklist as well as flood -affected structures and other natural disaster incidents that require comprehensive parcel documentation and resolution. Family Environmental was tasked with establishing the process of identification and documentation of all debris generated by the remediation 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 ( t) • www.familyenvironrnental.com 10 ••••••••••••••••••••••••••••••••••••••••••• r?lwilycnouwcrytdl and demolition contractor. Utilizing the FEMA 325 Debris Management Guide, all requirements have been met or exceeded. The Iowa Department of Homeland Security (DHS) has reviewed our procedures and the local FEMA Debris Supervisor has applauded our efforts to date. Family Environmental provided a seamless and comprehensive process to accurately manage asbestos waste, household hazardous wastes and general demolition debris of approximately 1,150 severely flood -affected residential structures and 100 commercial structures in a speedy, accurate and accountable manner 3650 Chestnut Place, Denver, CO 80216 • 303.296.6022 (o) • 303.292.1451 (0 • www.familyenvironmental.com 11 ••••••••••••••••••••••••••••••••••••••••••• Hurricane Sandy - Disaster Response for Environmental Conditions New York City - Health & Hospitals Corporation (HHC) Client: New York City — Health & Hospitals Corporation Contact: Mr. Joe Quinones (646) 772-8211 Period of Performance: October 2013 to Present Project Manager: Bernard Hurley Family Environmental specializes in providing pioneering environmental consulting solutions for natural disaster response projects nationwide. Working as part of the Base Tactical Disaster Recovery team, Family Environmental provided all Senior Environmental Consulting services to the New York City — Heath & Hospitals Corporation (HHC) for 20 facilities affected by Hurricane Sandy. The work was conducted under a United States Federal Emergency Management Administration (FEMA) response action. Our primary scope of work consisted of emergency assessment of all environmental conditions caused by flood waters and subsequent remediation and abatement activities. This included immediate response assessment of asbestos -containing materials (ACM) and other regulated hazardous materials that had been disturbed. The flood waters also caused extensive microbial growth that developed soon after the storm surge. Our ability to work with FEMA and local/state environmental regulators to develop rapid, common-sense based and innovative solutions was critical to allowing the hospitals to continue to provide patient care while the accelerated extensive disaster response action occurred. As a proof to this effort, the HHC-system hospitals were fully operational before any other affected large health care facilities in the City. Following the initial disaster assessment, Family Environmental was also responsible for designing and oversight of all environmental remediation actions and facility restoration activities with identified microbial conditions. ACM was extensively present in the lower -levels of the facilities and had to be abated in an expeditious manner. From November 2012 through May 2013, Family Environmental designed, bid and oversaw 30 million dollars of asbestos abatement work at multiple facilities. The abatement was completed in conjunction with flood restoration facilities and microbial mitigation, providing a significant cost savings for HHC. At the height of the response actions, we provided simultaneous daily consulting and oversight at Bellevue, Coney Island, Metropolitan, Coler and Goldwater Hospitals on a 24/7 basis. Other assessment locations included New York City Hall, HHC Headquarters at 160 Water Street in Lower Manhattan and the Neponsite and Roberto Clemente clinics. [o[fllfltd rnorcf/101IAL ICrsvICCI ‘V\nV.lauiiilvem inuunclual.C(Uu geospatial reporting system include: Value-added services - superior and extensive geospatial development support and map data availability provide maps and map data not available through public providers Simple but powerful - user interface based on Internet Explorer® and Adobe Flash®, with intuitive and easy -to -understand controls ■ "Remember Me" interface - the tool remembers your map settings so when the map is configured for your needs, you can save the data, layer, and filter settings for later reference Data portability - Need to analyze data outside the web interface? The system provides data based on U your needs and provides the data in a compatible format that has been redacted of sensitive information (for roles with limited access) RecoveryTrac® Automated U) U International Corporation's N C O (o U a a Q U C a) *U C!) infrastructure providing a scalable and capable debris management solution. The key components of the system are the RecoveryTrac Infrastructure, RecoveryTrac Desktop, RecoveryTrac Mobile, and RecoveryTrac Geospatial. Shannon LaVine 4— O a) .Q a U scalable and U) supporting the largest of activations. The RecoveryTrac Desktop provdies the setup, configuration, management, and monitoring of the system. The RecoveryTrac Mobile application automates the field data collection process, improving the accuracy and timeliness of debris information. The final H ++ N C Q1 ri Ill 'OA U W c to Cri 4- tI oE a) ri fr N v i5 M m C M 0 — E al co . rl N- U Q N cs 0) N 2 6 cI tO j (O co C L: E U Cu 4-+ 2 C — U a) a N (p C aN .C a N CON c —'a To .? 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C) -o C co p m 0 (r) w a) O 0 a U) cc U) 0 H FOR MORE INFORMATION 1.866.540.2325 0 yw 1 www.saic.com/emergency-management Tj^.q L yyO a S �P n o O -O N C E U 'Ii. E. o43 8 Co -g I m u gct U 4cz 1710 SAIC Drive • McLean, VA 22102 NATIONAL SECURITY • ENERGY & ENVIRONMENT • HEALTH • CYBERSECURITY C - N a, 0 I- t 0 0 440 O C L C C ai I- 0 Y 1a CE) 5- '0 m 61 a 'a0 a) a) an 0 0 LO W CC F- 0 u. ion in PA funds. M a co 0 a 2 O ■ vI u) • E U O co to, o i Post -Disaster Financial Recovery Serivces, 2011 Hurricane a) ai 4-, 4-, a) 4-, 0 O 4-, O .C U) (O 4- C (O C (0 a 10.0 C a) o C D91 0 C D a) 0 a co C O 0 a) L- 2 N C .0 U UCA Ori CO 2...) 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ta0 O au)O 5 Q C � _ U 2 o N a u) n w Q U) O o -2.O 'C o 0- f- •- E b0 0 N a O 6 a U E COEO k- 0 U 0 0 ++ E -0 a)N o.4.7:21/4_, U) (O O C C (n N O O (n •U � (� cn `r- CO o N a)(133.. O ..0j -C C+ -)a):4- _U C > O 0 Q E >, 0 4_+-a D �- 00 ° N►0E4- Nca.L11)35N0�3a) C n- -o C Co .C 4= 0 'z. u) " 4-1 a w z>(°za> r� ID) a o H a) O .4:30 o = a) fib El C o co O o (O O +-+ 4- 20 4-* O Zr.)(O �U) V) C = a •- w _c 0-c co I O C O (A a bo -0 o 0 O �c.. 0 � .� N 00 _on o U � U o ' O C C 0 0 a a O 0 (a O a) (o C 0 a) C E O i a E Disaster Debris Monitoring and Management NATIONAL SECURITY SAIC's Response and Recovery Services Team can help your disaster recovery effort succeed. In the aftermath of a disaster, every second counts. SAIC has successfully assisted numerous communities, government agencies and private and public sector clients in responding to major catastrophic events. Our disaster response team is recognized for its agility and capacity to respond promptly to a wide range of emergency situations, which allows clients to get back to running their critical day-to-day operations. Additionally, our team is highly experienced in the operational processes and procedures that must be in place for maximum reimbursement from the Federal Emergency Management Agency (FEMA), as well as other state and federal funding agencies. SAIC is highly knowledgeable in the post -event operational processes and procedures required to help jurisdictions receive maximum reimbursement from FEMA and other funding agencies. Our extensive work with FEMA has allowed us to negotiate for additional funding quickly and more cost-effectively for all parties. SAIC also provides extensive appeals support when disputes occur. SAIC. Pr- leidos Portions of SAIC to be renamed Leidos, Inc., subject to stockholder approval and consummation of a separation transaction if approved by SAIC board of directors. ti 9E • P‘..., :x:114. 4 COMPREHENSIVE RESPONSE AND RECOVERY SERVICES • Debris collection and disposal monitoring • Program management • Environmental assessment and remediation • Preliminary damage assessments • Crisis communication/ community realtions • Regulatory compliance • Contracting • Data management/GIS-based reporting • Procurement assistance • Multi -jurisdictional coordination • Hazardous tree removal program support • Demolition program management • Waterways clean-up support • Beach and coastal restoration • FEMA reimbursement/ appeals support • Demolition program management • Waterways clean-up support • Recovery needs assessment • Property management • Emergency call centers • Emergency protective measure support and documentation • Financial recovery services SAIC has significant hands-on experience in helping clients overcome major disasters. SAIC has responded to every hurricane making landfall in the United States since 2004, as well as numerous tornadoes, floods, and ice storms. Disaster Recovery — A Complex Process After a disastrous event, communities must bear the overwhelming task of cleaning up debris, repairing buildings and infrastructure and rebuilding neighborhoods. The disaster recovery process can be complex, costly and time-consuming. Furthermore, if it is not performed properly, crucial funding may be withheld — when it is needed the most. The SAIC Advantage The SAIC team has been providing disaster management, recovery and reimbursement services to government clients throughout the U.S. for over 18 years. SAIC has managed the recovery effort for over 67 million cubic yards of debris on behalf of over 2OO public sector clients - resulting in excess of $3 billion in FEMA reimbursable costs. Our project team consists of experienced disaster response and recovery specialists and operations managers who possess hands-on experience in responding to disaster. SAIC's combination of disaster management and solid waste professionals allows us to provide the full range of planning and program execution services. Our track record for staffing debris removal monitoring engagements with local staff speaks for itself. In most cases, more than 85 percent of the staff utilized by SAIC in the conduct of a post -disaster debris removal monitoring project is hired from the local labor force. In the past 18 months, SAIC has improved our data management systems and reporting processes to help ensure that accurate and expeditious reports are provided when we are called upon. The investments we have made in our mobile command center, automated ticketing technology, Global Information System (GIS) tracking tools for roads and canals, and hauler invoice reconciliation software will provide near real-time information on the recovery effort. FOR MORE INFORMATION 1.866.540.2325 www.saic.com/emergency-management 1710 SAIC Drive • McLean, VA 22102 Visit us online: saic.com NATIONAL SECURITY • ENERGY & ENVIRONMENT • HEALTH • CYBERSECURITY SAIL, s SAIC. All rights reserved. From: Bob Choate To: Monica Mika; Trevor Jiricek; Don Warden Subject: Disaster Recovery Consultant Interviews Date: Monday, September 23, 2013 3:11:54 PM Mtg notes from Bob: Disaster Recovery Consultant Interviews SAIC (2:30p) - John Buri / Simon Carlyle. Rates are whatever is reimbursable through FEMA (max $175/hr rate). Starts with an initial analysis of need, including a description of the types of accounting services that SAIC can provide, with the reimbursable costs being tantamount. Subject matter expertise and engineering support as well (elevating roads, redesigning bridges, flood proofing facilities, relocating facilities if necessary). Has multiple working relationships with local engineering firms, which is more sufficient that relying on its own engineering services. Some of this is based on Colorado engineers' experience with CDOT and "things that make Colorado unique." Some reimbursement may come through the FHWA, even if the roads are not on the Federal Highway System, depending on whether the roads have otherwise been identified for need by the FHWA. John Bud has worked with Texas DOT. Small effort to begin to analyze the need for response. SAIC has dealt with massive amounts of flooding from hurricanes on the east coast and gulf coast, as well as the City of Nashville (and Davidson County). They don't have a formal not -to -exceed budget, but the FEMA PA consulting portion is about $65k monthly. The debris management can vary significantly, depending on how much work is there, and whether the County is planning on providing services to any municipalities, etc. Currently on the HGAC list. Larimer is a member.... Proper procurement is the key to reimbursement in the future from FEMA (see the Stafford Act 13.36(e), and guidance document 9580.2). Source engineering and debris monitoring locally. SAIC has three local offices in the Denver area, which allows them to have a local view of the issues as well. Day to day staff assigned to the project are usually staffed throughout the contract (as opposed to having some persons pulled off to another disaster that may occur in the near future). SAIC has a lot of experience with the new guidance issued after SuperStorm Sandy. Will provide a 90 day not -to -exceed budget, including travel / hotel costs, within an hour... True North (2:OOp) - Kingsley and Patrick. Works as a team with TetraTek for Public Assistance (PA) work, and True North would do the debris management portion. Currently working with TetraTek for Lyons and Boulder County. Already have the contract for city of Boulder. Debris Management: hurricane work, tornadoes, floods, ice. Still working on Katrina - every storm before and after. Hire local employees and bring supervisors in to get the job done. Not working with any other towns/cities in Weld County. If given the green light, the work begins today. They are on standby since the disaster began. Have worked with PA's: AI, LBG, TetraTek, Dewberry. True North feels confident that TetraTek is competent to provide this service. Don notes that we've only had fires in Colorado and that TetraTek is based in Colorado. Have worked with Witt and SAIC. Don't know Base Tactical. Both Witt and SAIC will give you an A to Z service, and True North thinks this is not going to provide the services to the same extent as splitting up the PA and debris management services. True North plans to provide services as long as is necessary. For example, with Hurricane Katrina, there still a lot of paperwork. In order to identify the debris to be removed, TN relies on the County, call -ins, and their own inspections. "Everything comes down to the paperwork." Everything is electronic, including the cataloguing of debris from removal to deposit. We work with FEMA. Should be keeping records of use of firetrucks, overtime, etc. All may be reimbursable. TN's expertise is in monitoring debris management. Probably have 6-7 supervisors and then some more managing site monitors. No problem with personnel (for example, in NJ we had 350 employees). You could go through the RFP process, or you could choose True North because they're already FEMA approved through the Houston Galveston Area Council (HGAC). Witt O'Brien (will send rates within the hour or so, as well as a 90 day not -to -exceed budget), Bob Choate Assistant Weld County Attorney (970) 336-7235 bchoate@weldgov.com WITT O'BRIEN'S Witt O'Brien's Helps You Control the Outcome. Why Witt O'Brien's Witt O'Brien's is the nation's leading public safety and crisis management consulting firm, founded by James Lee Witt, Director of FEMA under President Clinton. Our clients include twenty-one (21) U.S. States and Territories, over 120 county and local governments, dozens of private non-profit organizations (including utility systems, hospitals, school districts, etc.), and Fortune 1,000 firms from across the United States and around the globe. Leveraging the experience and expertise of the firm's 230 full-time staff and nearly 1,000 expert consultants, Witt O'Brien's brings unrivaled experience and hands-on knowledge of emergency preparedness, mitigation, response and recovery, and with state-of-the-art technology solutions designed to make address the most pressing emergency management challenges of the time. Our experts have been involved in nearly every significant disaster in the United States since 2001, and can bring that experience, insight, and our track record of success to help maximize disaster funding, support response and recovery efforts, and speed the resolution of problems for the benefit of our clients. Witt O'Brien's delivers: • Experience in nearly every significant disaster in the United States since 2001, supporting the needs of states, counties, local governments, schools / universities, utilities, hospitals and a wide spectrum of other entities. This assistance has included the provision of expert staffing and support related to the implementation of FEMA and other federal programs, the provision of technical assistance to impacted local governments and non-profit organizations, grants management and monitoring support, problem resolution, and strategic advice and guidance. • Experience supporting both large, sophisticated jurisdictions and ones with limited capacity and staff experience with disasters. • Unmatched expertise and understanding of FEMA, drawing upon the experience of our expert staff (many of whom spent years or even decades working at FEMA, for states, and/or for local governments on emergency management and recovery programs. 1501 M Street NW, 5th Floor Washington, DC 20005 It. 202.585.0780 f. 202.585.0792 I www.wittobriens.com WITT O'BRIEN'S • Proven capacity to meet client requirements, providing support ranging from large numbers of personnel over longer periods of time, to small numbers of personnel for short -duration work efforts • We can demonstrate our value with results. In addition to providing our clients with the staff they needed to implement and manage disaster recovery efforts, we have helped our clients secure billions of dollars of funding they would never have received without our help. Examples of the experience we bring and the value we deliver includes the following: ➢ State of Louisiana: Witt O'Brien's brought in as many as 180 qualified experts to manage the implementation of the state's $16+ billion Public Assistance Program and $2.2 billion Hazard Mitigation Grant Program. We provided debris management and monitoring services for the nearly $3 billion debris removal effort. Witt O'Brien's also designed and helped implement the Louisiana Recovery Authority, established by the Governor to oversee and coordinate recovery efforts and implement a 26 -parish long-term recovery planning process that was used to guide recovery efforts and justify requests for supplemental appropriations from the U.S. Congress. The State credits Witt O'Brien's with securing over $3 billion of additional recovery resources for the state and its local communities after Hurricanes Katrina / Rita from the FEMA disaster programs (funding which was originally denied by FEMA or resources that the State did not realize they could request), and credits our firm with successfully resolving many highly - complex issues that were hindering or delaying recovery efforts. ➢ Joplin, Missouri: After an F-5 tornado devastated the community in 2012, Joplin Schools (who had nine school facilities significantly impacted or destroyed) hired Witt O'Brien's to assist with FEMA program management. Within hours of our engagement, our experts noted that some of the schools that the District planned and had already engaged contractors to fix were damaged sufficiently to justify full replacement. Based on this, Witt O'Brien's experts secured funding for the School District to obtain temporary facilities so that they could re -open classes in August (85 days after the disaster), and secured funding for the full replacement of six of the community's schools. One of Witt O'Brien's insurance experts, who leads our Insurance Resolution Division, also assisted Joplin Schools in negotiating their insurance claims, helping them secure over $40 million more than what the District was originally offered by their insurer and maximizing how those dollars were distributed so as to maximize the FEMA- eligible claim amount. ➢ State of Vermont: Witt O'Brien's was brought in by Governor Shumlin to help them organize themselves to coordinate agency efforts effectively for recovery and develop a long-term 1501 M Street NW, 5th Floor Washington, DC 20005 J t. 202.585.0780 f. 202.585.0792 I www.wittobriens.com WITT O'BRIEN'S recovery plan, provide technical support directly to local governments, and implement the FEMA Public Assistance Program. Key to this involvement was our efforts to secure funding for the expedited repair of roads and bridges in order to allow the state to complete most transportation reconstruction prior to the onslaught of winter. ➢ Galveston, Texas: After Hurricane Ike devastated Galveston Island in 2010, Witt O'Brien's was hired to help the community resolve and maximize reimbursements from FEMA, FHWA, and insurance. Our team assisted with the resolution and securing of more than $350M in disaster recovery assistance for Galveston, helping them both advance their recovery projects more quickly (through the resolution of issues and disputes, as well as by assuring that they presented the correct documentation in a way FEMA and other agencies needed to see it) and maximizing resources in the process. ➢ State of Iowa: In 2008, Iowa was impacted by a flood event that stands to this day as the sixth largest disaster (as measured by FEMA obligations) in U.S. history. Witt O'Brien's led the design and implementation of the Rebuild Iowa Office to coordinate overall recovery efforts and lead a state-wide long-term recovery planning effort. Witt O'Brien's provided more than 1/z of the state's Public Assistance and Hazard Mitigation personnel, providing technical assistance to locals, supporting grants management efforts, resolving problems that were hindering recovery, and maximize resources to meet recovery needs. Witt O'Brien's provided extensive support for debris monitoring and management, and continues to provide assistance with FEMA appeals. Our experts also helped the state secure supplemental appropriations from Congress and assisted with the design of the state's highly -successful "Jump Start" recovery programs for homeowners and businesses. ➢ Ottawa, Illinois: After a major flood event in 2008, their elementary school was significantly impacted, and the community decided to move the school out of the floodplain rather than rebuild. When FEMA offered them only $1.25 million for the project (which they expected to cost $17 million), Ottawa requested Witt O'Brien's to review the situation in hopes of finding a way to increase the eligible amount. In our review, our experts determined that FEMA has misapplied its own cost -estimating format in developing cost estimates, so our team re- evaluated the project and engaged with FEMA and the State regarding our findings that actual costs were over $7 million (thereby justifying a new school). The end result was that after less than 8 weeks, FEMA agreed to provide additional funding to a level of over $14 million for the project, allowing Ottawa Schools to build their new school outside of the floodplain with much lower impact on local taxpayers. 1501 M Street NW, 5th Floor Washington, DC 20005 I t 202.585.0780 f. 202.585.0792 I www.wittobriens.com WITT O'BRIEN'S ➢ State of North Dakota: One year after the 2010 floods that devastated much of the Red River valley (including the City of Minot), the State recognized that their recovery efforts were stalling. The Governor brought in Witt O'Brien's to conduct an initial assessment of what was working and where opportunities existed to improve. Upon completion of the initial report, Witt O'Brien's was hired by the state to support the Public Assistance and Hazard Mitigation Grant Programs in an effort to "breach the log -jam" and get recovery moving more quickly. Within weeks, Witt O'Brien's provided direct technical assistance to the State and to local governments to resolve long-standing issues that impeded project funding. Witt O'Brien's also worked with Minot and other seriously -impacted communities to identify mitigation opportunities and assist in the development and submittal of mitigation program applications prior to the program deadline, in less than two months (none had been submitted prior to Witt O'Brien's involvement). Witt O'Brien's was also asked to develop an assessment of the riverine flooding problem in the state to help identify and prioritize mitigation investments and policy changes that the state needs to make in the next 10-15 years. ➢ State of New Jersey: After Superstorm Sandy, New Jersey hired Witt O'Brien's to provide nearly all of the State's Public Assistance and Hazard Mitigation Grant Program personnel, providing both program / grants management support and providing direct technical assistance to local governments to help them cut through red -tape and maximize both the pace and resources available for recovery. Our firm also assisted with the design and establishment of the Governor's Office of Recovery and Rebuilding, which continues to this day to coordinate overall recovery efforts and establish priorities for available resources. ➢ University of Texas System: Witt O'Brien's has assisted the University of Texas System with two (2) disasters in which they incurred over $1 billion in damages - in the wake of Tropical Storm Allison in 2001 and Hurricane Ike in 2010. Most recently, after Hurricane Ike, the medical campus in Galveston was inundated, with over $1.5 billion in FEMA-eligible losses. As a result of our engagement, UT System credits Witt O'Brien's for helping to expedite their recovery through the provision of expert assistance and problem resolution services. In addition, over $460 million in funding that was originally denied by FEMA has been secured by the University due to Witt O'Brien's involvement thus far 1501 M Street NW, 5th Floor Washington, DC 20005 I t 202.585.0780 f. 202.585.0792 I www.wittobriens.com WITT O'BRIEN'S Witt O'Brien's Service Offerings After a Disaster Response Services Witt Associates ensures proper documentation of costs, accountability in response planning and implementation efforts, maximizes the ability to obtain reimbursement for potential eligible costs, and facilitates the transition from response operations to recovery implementation by providing the following response services: ➢ Emergency Operations Center (EOC) Staff Augmentation and Management > Logistics Management, and Resource Identification and Mobilization, both through the provision of on -site support and through the use of Witt O'Brien's 24/7/365 Operations Center ➢ Damage assessment support ➢ Environmental assessment and clean-up management / monitoring services > Information and Planning Assistance > Geographic Information System (GIS)/ Data Analysis ➢ Finance and Administration Support ➢ Event and Effort Documentation > After -Action Analyses and Evaluations Debris Management, Monitoring, and Oversight Debris operations can be the single most costly task associated with a disaster, and reimbursement for eligible expenses is directly dependent on the efficient and effective implementation of debris operations and maximization of reimbursement after a Presidentially -declared disaster. Witt O'Brien's is one of the CIISEIZra 1501 M Street NW, 5th Floor Washington, DC 20005 I t. 202.585.0780 f. 202.585.0792 I www.wittobriens.com WITT O'BRIEN'S largest and most experienced debris management and monitoring firms in the United States, having overseen, monitored, and documented more than $4.5 billion in land- and water -borne debris removal efforts nationwide. Our firm also utilizes a proprietary debris management solution, known as DebrisPro, which is a securely -hosted, multi -device supported, web -enabled system that integrates best -of -breed technology, tools, server infrastructure, hand-held devices and a web portal to simplify the basic tasks of managing debris monitoring and removal, contracts management, and office operations. DebrisPro provides an effective way to capture field operations information and data electronically, and synchronize information to the central server over the Internet, allowing leadership teams to view reports, charts, data and summaries relevant to their level of authority through a web portal. Key debris management services include: ➢ Development of FEMA-approved debris management plans ➢ Identification and permitting of temporary debris storage and reduction sites ➢ Management of large-scale debris removal operations ➢ Facilitation / coordination with key state and federal agencies to ensure plan compliance and coordination ➢ Management of private property debris removal (PPDR) / demolition planning operations ➢ Quality assurance and control programs FEMA Recovery Program Support Services (Public Assistance and Hazard Mitigation) Witt Associates has helped its clients secure and manage more than $20 billion in Public Assistance (PA) funding, $3.5 billion in Hazard Mitigation Grant Program (HMGP) monies since 2005 in the wake of some of the largest and most complex disasters in U.S. history. No one has provided more assistance, with more demonstrated value, than Witt O'Brien's. In addition, Witt O'Brien's has supported the needs of disaster - impacted states and local governments more than any other firm in our business, which demonstrates the confidence that jurisdictions across the country place in our firm and our experts to support their disaster response and recovery needs. 1501 M Street NW, 5th Floor Washington, DC 20005 I t 202.585.0780 f. 202.585.0792 I www.wittobriens.com VVITT O'BRIEN'S Key FEMA program recovery services include: > Staff Augmentation > Provision of direct, hands-on technical assistance and guidance to program sub -grantees to ensure their success and to maximize eligibility and funding for recovery ➢ Guidance with damage description, assessment, design, scopes of work and cost schedules > Helping you understand and apply PA program eligibility criteria and past program precedent to achieve client objectives and maximize grant awards ➢ Establishing documentation requirements and a management system to permit federal and state cost reimbursements > Identification, justification and implementation of hazard mitigation funding, both for inclusion in FEMA-eligible repairs (Public Assistance Section 406) and under the Hazard Mitigation Grant Program > Hazard mitigation planning assistance, to help the State and its local jurisdictions update their risk profiles and prioritize mitigation efforts for today and for years to come > Helping to maximize recovery funding by balancing FEMA eligibility with insurance claims resolution, and through direct negotiation with insurance companies on behalf of the policy -holder to maximize claim amounts > Grants and project documentation management > Forensic accounting services > Issue resolution with FEMA and other key stakeholders, and if necessary, the preparation and justification of effective appeals ➢ Assistance with program / grant close-out and audits 1501 M Street NW, 5th Floor Washington, DC 20005 t 202.585.0780 f. 202.585.0792 I www.wittobriens.com WITT O'BRIEN'S Longer -Term Recovery Services Successful recovery after a disaster takes time and effort. It involves extensive public and stakeholder outreach, strategic and operational planning, the identification and leveraging of resources, and the efficient management of recovery projects. It also may require the development of creative solutions to your community's unique challenges and needs. Witt O'Brien's has more experience than any other firm with providing comprehensive recovery services at local, regional, and statewide levels, and can help you plan for, develop and manage your recovery program. Services we can provide include: ➢ On -site staff augmentation and support ➢ Strategic advice and counsel for decision -makers, building on disaster recovery expertise and best - practices ➢ Assessment of damages, needs and gaps for recovery ➢ Expert assistance with the development and implementation of a long-term recovery organization, strategy, and planning process ➢ Meeting / event planning and facilitation ➢ Preparing and submitting documentation and applications to help obtain state and federal disaster funds ➢ Recovery grants management and implementation support associated with the broad spectrum of federal programs and resources, including the Community Development Block Grant (CDBG) program ➢ Identification and coordination of recovery programs and resources from multiple sources and agencies to facilitate comprehensive recovery solutions and achieve results ➢ Provision of RecoveryPro, a proprietary technology designed to allow States, local governments, and other stakeholders to monitor the progress of recovery efforts and funding in near real-time, across agencies and programs, to provide transparency and to help answer the ever -elusive question of "how is the recovery going?" ➢ Project management and oversight, including monitoring and documentation of work effort ➢ Donations solicitation and management 1501 M Street NW, 5th Floor Washington, DC 20005 I t 202.585.0780 f. 202.585.0792 www.wittobriens.com WITT O'BRIEN'S ➢ Crisis communications to effectively relay important information to the general public, businesses, government officials, news media, and other key stakeholders 1501 M Street NW, 5th Floor Washington, DC 20005 I t. 202.585.0780 f. 202.585.0792 I www.wittobriens.com RALPH LAWRENCE Background Ralph Lawrence is a Disaster Program Manager with Witt O'Brien's, and is an experienced State Public Assistance Coordinator and specializes in environmental and historical issues as well as floodplain management and National Flood Insurance Program issues. He has assisted cities, counties, state agencies, and non-profit organizations with all areas of the Public Assistance Grants program, including preparing projects and applicants for the closeout process, having worked successfully in over 40 Presidentially -declared disaster recovery efforts. A skilled communicator, Mr. Lawrence provides comprehensive information, explanations, and technical assistance. Mr. Lawrence's recent experience with Witt O'Brien's includes serving as the Project Manager for disaster recovery for Joplin Schools in Joplin, Missouri following the devastating tornado in 2011. He has assisted in the development and review of approximately 100 FEMA Project Worksheets with an estimated value of $151 million. He also worked as a Project Manager for Witt O'Brien's' efforts after the BP oil spill, working with Okaloosa County Emergency Management with the submission of documentation for reimbursement of costs associated with emergency protective measures, clean-up, and other associated costs due to the spill. He has also worked with the State of Indiana Department of Homeland Security as Public Assistance Coordinator, assisting the state in their recovery efforts as a result of the Midwest Floods of 2008. Mr. Lawrence was responsible for the single largest Public Assistance project ever put forward by the State of Indiana. He wrote Project Worksheets, working on them from the information - gathering stage all the way through closeout review and submission to FEMA. He wrote appeals, improved/alternate project requests, and time extension requests. Mr. Lawrence has helped applicants work their way through the entire PA process, from application to closing. He has personally closed out over 400 Project Worksheets covering all Categories of Work and has served on a special "State Agency Task Force" to close out projects for the Florida Department of Transportation, where he served as a Public Assistance Coordinator from 2006 to 2008. He has assisted numerous applicants with the appeals process and requested Project Worksheet versions for additional funding and increased scope of work (SOW). Mr. Lawrence has written project worksheets for applicants covering many different categories of work, for both repairs and replacement to facilities and buildings. He has broad experience assisting applicants in writing Debris Management Plans in response to the FEMA Pilot program, and currently serves on a Post Disaster Assessment (PDA) team for the State of Florida Emergency Response Team. Recent Relevant Experience Joplin Schools in Joplin, Missouri, Project Manager • Assisted in the development and review of approximately 100 FEMA Project Worksheets with an estimated value of $151 million. State of Vermont, Project Manager Supported the development of FEMA Project Worksheets for dozens of local governments, and provided direct technical assistance and issue resolution support to maximize funding and speed the delivery of recovery assistance. BP Gulf Oil Spill, Project Manager Worked with Okaloosa County Emergency Management with the submission of documentation for reimbursement of costs associated with emergency protective measures, clean-up, and other associated costs due to the spill. Education • Pensacola Junior College Registrations/Certifications Public Assistance Operations -1 • Debris Management • Hazard Mitigation • FHWA project formulation • Cost Estimating Format (CEF) ▪ Project Worksheet Writing • Post Disaster Assessments • NIMS Compliant From: Bob Choate To: Trevor Jiricek Subject: Disaster Recovery Consultant Interviews Date: Monday, September 23, 2013 4:11:13 PM Disaster Recovery Consultant Interviews Witt O'Brien - Andrew. (will send rates within the hour or so, as well as a 90 day not -to -exceed budget). Disaster recover is all we do, which is unique in this business. Witt was the former FEMA director under President Clinton. Witt employs many different former FEMA employees. Witt has had a lot of experience in every level of disaster. Services: guiding through the reimbursement process. "Our job is to make sure that every dollar you get is a dollar you keep." This ensures you don't maximize reimbursement without taking into account risk of repayment to FEMA. Also provide debris monitoring services, which is a reimbursement requirement that can be very difficult. Generally can get staff on the ground in 48 hours. Project manager and team is on standby ready to deploy. Lead project manager has worked on about 40 disasters in his career, including the flooding issues in Vermont. Getting roads open in winter, etc. Very similar to Colorado concerns. Witt Associates merged with O'Brien Management in January 2013. O'Brien side has a tremendous amount of experience in oil spill clean up and monitoring (for example, O'Brien provided management services to BP for the Gulf Oil Spill. Oil Spill response and remediation. Can provide people to fill in for the OEM, who have a lot of experience doing the same thing. As for debris management, Witt has it's own ticketless management system for tracking debris from culvert to landfill (comes with that service). Engineering experience with redesign of bridges to handle the next flood disaster? Yes - work with our own employees to provide alternatives and oversee grant opportunities. Firm is very heavy in mitigation design. How much do you rely on County staff? Liaison or heavy lifting? Depends on how the County is organized. For example, the County has a system for accounting for employee time. Witt would probably work most closely with Accounting and Public Works. Documentation is the key, which requires participation by the County. Also, it may be necessary to have County personnel on hand to provide prior knowledge of facilities, in order to provide accurate project sheets. "We are the added staff' so that you can keep running the County. "We are not turnkey, nor would I recommend it." Bob Choate Assistant Weld County Attorney (970) 336-7235 bchoate@weldgov.com From: Sachs, Andrew To: Monica Mika Cc: Trevor Jiricek Subject: RE: Witt O"Brien"s References Date: Monday, September 23, 2013 5:11:25 PM Also, please remember that my offer on our call today was sincere; if you need anything moving forward, or just want to have a sanity -check on an issue that you are facing, feel free to give me a call. If I can help or share some information, I certainly will. Again, I wish you guys the best. Andrew R. Sachs VP Business & Government Services Witt I O'Brien's 1501 M St. NW., 5th Floor Washington, DC 20005 p: +1 (207) 4494724 c: +1 (207) 699-7005 www.wittobriens.com 24 HR Emergency: +1 (985) 781-0804 From: Monica Mika [mailto:mmika@co.weld.co.usj Sent: Monday, September 23, 2013 6:59 PM To: Sachs, Andrew Cc: Trevor Jiricek Subject: RE: Witt O'Brien's References Andrew, I want to thank you so much for all your time and information you submitted to Weld County. The Board considered several qualified applications and selected a bid from Base Tactical. Again, thanks for your information and well wishes. Monica Mika Monica Daniels -Mika Director of Finance and Administration 1150 0 Street Greeley. Co 80632 (970) 336 7205 ext. 4210 mmika@co.Weld.co.us Confidentiality Notice: This electronic transmission and any attached documents or other writings are intended only for the person or entity to which it is addressed and may contain information that is privileged, confidential or otherwise protected from disclosure. If you have received this communication in error, please immediately notify sender by return e-mail and destroy the communication. Any disclosure, copying, distribution or the taking of any action concerning the contents of this communication or any attachments by anyone other than the named recipient is strictly prohibited. From: Sachs, Andrew [mailto:asachswittobriens.com] Sent: Monday, September 23, 2013 4:14 PM To: Monica Mika Subject: Witt O'Brien's References Monika — Here are some references for you in case you want to check -upon us.... Witt O'Brien's: Selected References for Disaster Recovery Services September, 2013 State of Indiana Arvin Copeland Director of Response and Recovery Indiana Department of Homeland Security 402 W. Washington St. Indianapolis, IN 46204 Tel: 317-232-3834 Email: acopeland@dhs.in.gov State of Louisiana Mark Riley Recovery Division Director Governor's Office of Homeland Security and Emergency Preparedness 7667 Independence Blvd Baton Rouge, LA 70806 Tel: 225-573-0027 Email: mriley@ohsep.louisiana.gov State of Iowa Patrick Hall Recovery Division Director Iowa Homeland Security and Emergency Management Division 7105 NW 70th Ave Camp Dodge, Bldg. W-4 Johnston, IA 50131 Tel: 515-979-1835 Email: Patrick.hall Piowa.gov State of Vermont Sue Minter Irene Recovery Director Tel: 802-828-3333 Email: Sue.Minter(castate.vt.us State of North Dakota Greg Wilz Director of Emergency Management North Dakota Department of Emergency Services Fraine Barracks Ln, Bldg 35 Bismark, ND 58504 Tel: (701) 328-8100 Email: gwilzfTnd.eov City of Houston, TX Jim Locke Assistant Director, Finance City of Houston 611 Walker Street, 10th Floor Houston, TX 77002 Tel: 713-837-9676 Email: jim.locke@houstontx.gov City of Galveston, TX Cindy DeWitt City of Galveston P.O. Box 779 823 Rosenberg Galveston, Texas 77553 Tel: 409-797-3630 Email: dewittcincityofaalveston.org University of Texas Medical Branch (UTMB) Mike Shriner VP, Business Operations & Facilities University of Texas Medical Branch Administration Building Room 6.206 301 University Blvd. Galveston, TX 77555-0144 Tel: 409-772-3501 Email: mshrinerRutmh.edu City of Joplin, MO School District Paul Barr, CPA Chief Financial Officer Joplin School District P.O. Box 128 Joplin, MO 64802 Tel: 417-625-5200, x2009 Email: pharrPjoplin.lc12.mo.us Andrew R. Sachs I VP Business & Government Services Witt I O'Brien's 1501 M St. NW., 5th Floor Washington, DC 20005 p: +1 (207) 449-1724 c: +1 (207) 699-7005 www.wittobriens.com 24 HR Emergency: +1 (985) 781-0804 Monica Mika From: Sent: To: Subject: Sean Conway Sunday, September 22, 2013 10:00 PM Monica Mika; Don Warden Fwd: Witt-O'Brien's Introduction FYI Sent from my iPhone Begin forwarded message: From: Steve Palmer <steven.palmer(a,grayling.com> Date: September 22, 2013 1:31:32 PM MDT To: Sean Conway <sconway@co.weld.co.us> Cc: "asachsna wittobriens.com" <asachs(a,wittobriens.com>, Mary Kay Hogan <MaryKay.Hogan@grayling.com> Subject: Witt-O'Brien's Introduction Sean - It's unreal the amount of damage caused by the rain and flooding over the last week. I feel for everyone of your constituents and you in the time of recovery. We are working with an exceptional company - Witt-O'Brien's - that assists municipalities, counties, universities, state government and private companies in times such as these. They have assisted countless Governors and counties throughout the country (Hurricanes Katrina,Ike, Irene, Sandy etc) and are widely recognized as the leader in this industry. They can help: Maximize the money due to the State and locals from FEMA and other Federal agencies; Provide surge support to staff that are currently overwhelmed; They can advise your team as they confront the maze that is the FEMA funding system; Help design the Long Term Recovery Plan; And 60-70% of their fees are covered by FEMA They are standing by to meet with your team when appropriate. In fact one of their executives (cc'd) is in town now and is keen to meet with you tomorrow. Please let me know. Also of interest, they are very good I. Working with petroleum/oil/gas companies affected by flooding (see attached). Thanks Sean <Colorado_Association v3.pdf> Witt I O'Brien's • the Emergency Preparedness and Management Experts. Page 1 of 3 BLOG (/GO/DOCTYPE/2000/151947/BLOG) Enter search term... (/go/site/2000/) Search CRISIS COMMUNICATIONS (/go/doc/2000/1660187/Crisis-Communicat!ons) CommandPro® automates the Incident Command S: the proactive documentation of information. It enable government agencies, and private industries to respo control over resources. LEARN MORE —► (/GO/DOC/2( Highlights News pi1/4 trin=r 2013SMT TTX Join us in Seattle, WA on August 15 as part of our 2013 Annual Spill Management Team Tabletop Exercise (SMT TTX) Program. We hope you will plan for the maximum participation of your staff. View More (/go/ http://www.wittobriens.com/go/doc/2000/1580499/ 9/23/2013 Witt I O'Brien's • the Emergency Preparedness and Management Experts. Page 2 of 3 as Qray DIM MN iowc.i b O.+n-wi. althea" Ossetian., • A .. orottoria ofes, view exercises (/go/doc/2000/1592819/view -exercises) Incident Command System Common Operating Platform Esri and Witt 0'Brien's have built a new GIS cloud service that increases an organization's capabilities to prepare for, respond to, and recover from incidents. learn more (/go/doc/2000/1592831/learn -more) Training Pier Systems Inc Receives 2013 V (http://www.wittobriens.com/gc The Importance of Emergency Co (http://www.wittobriens.com/gc Training Helps to Inform Public E (http://www.wittobriens.com/gc Top U.S. Disaster Prone States (http://www.wittobriens.com/gc Natural Disasters: A Global Need (http://www.wittobriens.com/gc Galveston Potable Water Pump Si Preparedness (http://www.wittobriens.com/gc Follow @Witt0Briens (https://twitter.com/i 3A%2 F%2 Fwww.wittobriens.com%2 Fgo%2 2F&regiRnk&screen_name=wittot Witt 0'Brien's provides a complete suite of standard training offerings that include organizational leadership, compliance, command and control, and functional needs. view available courses (/go/doc/2000/1592839/view -available-courses) t.ta\• Witt O'Brien's @wittobriE Rt@nema_DC Tomorra Pennsylvania will testify #em. Watch live... pier.r Witt O'Brien's @wittobriE #NeverForget Our thouc and #firstresponders #U #emergencymanagemei Tweet to @wittobriens http://www.wittobriens.com/go/doc/2000/1580499/ 9/23/2013 Witt O'Brien's • the Emergency Preparedness and Management Experts. Page 3 of 3 Copyright © 2013 Witt O'Brien's, LLC. All rights reserved. COMPANY SUPPORT Enter search term... Search About Client Logins (/go/doctype/2000/$O Jld'q'dtippag000/f4601(MBent Careers -Logins) (http://facebook.com/wittobrie (/go/doc/2000/1671iWJreers) Twitter Newsroom (/go/sitemap/2000/)(http://twitter.com/wittobriens (/go/doctype/2000/ilmsfa9'Hddsesroom) Linkedln Services (/go/doc/2000/1664 /'aw.linkedin.com/com (/go/doctype/2000/131cB9@y) RSS rhttn: / /www.wittnhriensrnm /c http://www.wittobriens.com/go/doc/2000/1580499/ 9/23/2013 Witt O'Brien's • Recovery Services Page 1 of 2 BLOG (/GO/DOCTYPE/2000/151947/BLOG) Enter search term... (/go/site/2000/) Search Recovery Services Witt O'Brien's has unmatched industry experience in managing recovery programs and efforts both nationa preeminently qualified to help you deal witht he complexities and long time frames of recovery in an efficiei will be better able to oversee work effort and documentation to maximize reimbursements, support project reporting, and effectively support appeals and audits. Recovery Planning (/go/doc/2000/1662007/Recovery-Planning) Insurance Recovery (/go/doc/2000/1698887/Insurance-Recovery) Hazard Mitigation (/go/doc/2000/1662003/Hazard-Mitigation) Disaster Recovery (/go/doc/2000/1660191/Disaster-Recovery) Debris Management (/go/doc/2000/1661979/Debris-Management) http://www.wittobriens.com/go/doctype/2000/144531/Recovery-Services 9/23/2013 Win O'Brien's • Recovery Services Page 2 of 2 Copyright © 2013 Witt O'Brien's, LLC. All rights reserved. COMPANY SUPPORT Enter search term... Search About Client Logins 1/go/doctvpe/2000/Tatragdtbpet2000/fSickfilient Careers -Logins) (http://facebook.com/wittobrie (/go/doc/2000/1677S1i&e'eers) 'twitter Newsroom (/go/sitemap/2000/)(http://twitter.com/wittobriens (/go/doctype/2000/Ttt IN6sesroom) LinkedIn Services (/go/doc/2000/1664 Ii/'I`ST•linkedin.com/com (/go/doctype/2000/18f/99@y) RSS (him: //www.wittohriens.rom /p http://www.wittobriens.com/go/doctype/2000/144531 /Recovery -Services 9/23/2013 Witt I O'Brien's • Pier Systems Inc Receives 2013 Washington Excellence Award Page 1 of 2 BL0G (/GO/D0CTYPE/2000/151947/BL0G) Enter search term... Search (/go/site/2000/) Pier Systems Inc Receives 2013 Washington Excellenc FOR IMMEDIATE RELEASE September 5, 2013 / SBIEC.org / -- Pier Systems Inc has been selected for the 2013 Washington Excellena competitors by the Small Business Institute for Excellence in Commerce (SBIEC). Each year the SBIEC conducts business surveys and industry research to identify companies that have achie local business environment and industry category. They are recognized as having enhanced the commitmen businesses through service to their customers and community. Small businesses of this caliber enhance the Washington is renowned for. Pier Systems Inc has consistently demonstrated a high regard for upholding business ethics and company vt in its industry. This recognition by SBIEC marks a significant achievement as an emerging leader within vari benchmarks that the industry should follow. As part of the industry research and business surveys, various sources of information were gathered and an companies in each category. This research is part of an exhaustive process that encapsulates a year long imr Washington. About SBIEC The SBIEC is a leading authority on researching, evaluating and recognizing companies across a wide spectr stringent standards of excellence. It has spearheaded the idea of independent enterprise and entrepreneurh sizes to be recognized locally and encouraged globally. Particular emphasis is given to meeting and exceeding industry benchmarks for customer service, product c Industry leading standards and practices have been developed and implementation of the same has been ph the business community and commerce leadership. More information on SBIEC can be found at www.sbiec.org. (http://www.sbiec.org) http://www.wittobriens.com/go/doc/2000/1890613/Pier-Systems-Inc-Receives-2013-Wash... 9/23/2013 Witt O'Brien's • Pier Systems Inc Receives 2013 Washington Excellence Award Page 2 of 2 Copyright © 2013 Witt O'Brien's, LLC. All rights reserved. COMPANY SUPPORT I Enter search term... About Client Logins Search (/go/doctype/2000/100/1doiAboci ft000/f4603Ttlient Careers-Logins) (http://facebook.com/wittobrie (/go/doc/2000/1671Sk4flt reers) Twitter Newsroom (/go/sitemap/2000/http://twitter.com/wittobriens (/go/doctype/2000/ft%hh9jlN tesrooml Linkedln Services (/go/doc/2000/1664 Ik/'l4AIRev.linkedin.com/com (/go/doctype/2000/1dff99®y) RSS Ihttn: / /www.wittehriens.rom /c http://www.wittobriens.com/go/doc/2000/1890613/Pier-Systems-Inc-Receives-2013-Wash... 9/23/2013 Witt O'Brien's • Executive Team Page 1 of 7 BL0G(/GO/DOCTYPE/2000/151947/BLOG) Enter search term... Search (/go/site/2000/) Executive Team The Witt 0'Brien's leadership team is an impressive line-up of subject matter experts from government, not Their collective knowledge and experience has helped organizations all over the world deal with the complc environment. James Lee Witt, Executive Chairman of the Board Mr. Witt was appointed by President Clinton and confirmed by the U.S. Senate as Director of the Federal Emergency Management Agency (FEMA) in April 1993. In February 1996, President Clinton elevated Mr. Witt to cabinet status, a first for a FEMA Director. As FEMA Director, Mr. Witt coordinated federal disaster relief on behalf of President Clinton, including the response and recovery activities of 28 federal agencies and departments, the American Red Cross, and other voluntary agencies. He also oversaw the National Flood Insurance Program, the U.S. Fire Administration, and other proactive mitigation activities that reduce loss of life and property from all types of hazards. Mr. Witt directed 2,500 employees located in Washington, DC, and 10 regional offices. From 1993 to 2000, Mr. Witt oversaw more than 350 disasters. More importantly, he was responsible for response and recovery operations for some of the most devastating disasters of all time, including the most costly flood disaster in the nation's history, the most costly earthquake, and a dozen damaging hurricanes. James Lee Witt has over 25 years of disaster management experience, culminating in his appointment as the Director of FEMA, where he served from 1993-2001. In this capacity, he is credited with turning FEMA from an unsuccessful bureaucratic agency to an internationally lauded all -hazards disaster management agency. His leadership abilities have been praised by nationally recognized organizations, including the Council for Excellence in Government, Harvard University's Kennedy School of Government, and the National Association of Broadcasters. Ken Burris, Chief Executive Officer Currently Witt O'Brien's Chief Executive Officer (CEO), Mr. Burris is the former CEO of Witt Associates and the former Chief Operating Officer (CO0) of the FEMA. His responsibilities at FEMA included the day-to-day operations of the agency's 8,000 full-time and contract employees; managing a $7 billion budget; and serving as a senior advisor to the Secretary of the Department of Homeland Security for emergency response, recovery, and preparedness. Prior to assuming the duties of COO, Mr. Burris served as the Regional Director of FEMA's Region IV, where his responsibilities included disaster response, recovery, and preparedness oversight for the Southeastern United States. http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 2 of 7 Background and Expertise: • Former COO of FEMA • Served as COO of the U.S. Fire Administration and Acting U.S. Fire Administrator • Senior -level capacity in a multitude of national incidents including 9/11, Columbia Shuttle Recovery, 2004 Hurricanes, Hurricane Katrina, and Deepwater Horizon Oil and Gas Recovery K. Tim Perkins, President and Chief Operating Officer Mr. Perkins, President and COO of Witt O'Brien's, served as President and CEO for O'Brien's Response Management Inc. for the last 15 years, responsible for PIER Systems and LINK Associates International, both wholly owned subsidiaries of Witt O'Brien's. Mr. Perkins has more than 30 years of experience in the oil and gas field and has responded to numerous oil company emergencies, including multi -million dollar fires, oil spills, hazardous material releases, and natural disasters as a crisis manager and incident commander. Background and Expertise: • ERST/O'Brien's, Inc. CEO • O'Brien Oil Pollution Service, Inc. CEO • ERST, Inc. CEO • Unocal emergency response and crisis management • Mobil Oil fire protection and safety engineer • Masters Degree, Safety Management, University of Southern California • Bachelor of Science, Fire Protection and Safety Engineering Technology, Oklahoma State University • Certified Safety Professional Pate Felts, Chief Financial Officer Mr. Felts is currently the Chief Financial Officer (CFO) for Witt O'Brien's. Previously, Mr. Felts served as Assistant U.S. Trade Representative for Intergovernmental Affairs and Public Liaison for the Office of the U.S. Trade Representative, Executive Office of the President. In this position, http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 3 of 7 he worked closely with state and local governments, business and agricultural communities, labor, environmental, and other domestic groups concerning U.S. international trade policy. In addition, Mr. Felts work included specific issues relating to the development, implementation, administration, and enforcement of existing trade agreements. Background and Expertise: • Founding partner of Witt Associates and CFO • Served as the Assistant U.S. Trade Representative for the Clinton Administration • Served in several financial positions including chief financial and administrative officer of a public company, regional financial officer of a large multi -national company, consultant to a private venture capital firm, and auditor and tax specialist in the field of public accounting James "Jim" O'Brien, Senior Vice President of Response Services Mr. O'Brien is the Senior Vice President of Response Services for Witt O'Brien's and founder of the former O'Brien Oil Pollution Service Inc. (which later became O'Brien's Response Management Inc.). He has been a crisis manager, spill response coordinator, response consultant, and/or technical advisor to numerous petroleum shipping companies, exploration and production companies, and industry cooperatives for the past 38 years. He also has provided assistance to the industry in numerous training programs and spill cleanup equipment development efforts. Mr. O'Brien has also participated in numerous spill events nationally and internationally. On several occasions, he represented the U.S. government as consultant on foreign spills, including acting as on -scene coordinator for the U.S. at the IXTOC I wellhead incident. Since 1983, he has served as the primary technical advisor, operations coordinator, or on -scene coordinator for the shipping and/or petroleum industry response parties or their P&I Club in most major spills that have occurred, including the following: • Deepwater Horizon - Advisor to senior management • M/V Cosco Busan - Deputy Incident Commander • M/V Athos - Deputy Incident Commander • M/V Westchester - Incident Commander • Gulf of Arabia war -related spills - On -Scene Director for 0'Brien's Response Management • M/V Exxon Valdez - Technical advisor and operations controller http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 4 of 7 Keith Stringfellow, Senior Vice President of Business Development, Marketing, and Sales Mr. Stringfellow joined Witt O'Brien's in March 2013 as Senior Vice President, Business Development, Marketing, and Sales with more than 30 years of relevant experience in the technology and professional services industries. With significant experience leading organizations ranging in size from a start-up to more than $2 billion in annual revenue, Mr. Stringfellow has developed an unrelenting commitment to exceeding customer expectations and building trusted relationships with partners and coworkers. Background and Expertise: • President Smartmatic Corporation(US) and President Smartmatic Haiti SA • President and Chief Executive Officer, Previstar, Inc. ■ Vice President Business Performance Management, Capgemini • Vice President and General Manager, North America, Unisys Corporation • Bachelor of Business Administration, Computer Science, W. Texas A&M University • Executive Development Program Wharton School of the University of Pennsylvania Mark Merritt, Senior Vice President of Recovery Services Mr. Merritt is the Senior Vice President of Recovery Services for Witt O'Brien's. In his time as the President of Witt Associates, Mr. Merritt brought first-hand disaster recovery and operational expertise to emergency planning and on -site disaster response and recovery projects for state, local, and private sector entities. Mr.Merritt was project manager for Witt Associates efforts in Louisiana following Hurricane Katrina, Cayman Islands after Hurricane Ivan, Houston after Tropical Storm Allison, and in Guam after Typhoon Chata'an. He provided expert evaluation and estimation of damages, prepared and submitted financial and related project worksheets, managed recovery operations, monitored recovery and response budgets, developed scopes of work to repair or replace damaged facilities, and coordinated donations. In addition, Mr. Merritt has developed and delivered training programs for local emergency responders for numerous government officials in Guam, Myrtle Beach, Key West, Miami, and Tampa. Background and Expertise: ■ Founding partner of Witt Associates ■ Coordinated all disaster response projects for Witt Associates since 2001 • Has overseen operations managing more than $15 billion in relief funds • Graduate of West Point • Served in Operation Desert Storm http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 5 of 7 Barry W. Scanlon, Senior Vice President of Government Relations Mr. Scanlon is currently Senior Vice President of Government Relations for Witt O'Brien's. Formerly, as President of Witt Associates, he counseled clients on public safety and emergency management issues. Prior to joining Witt Associates, Mr. Scanlon was appointed by President Clinton to the business liaison and corporate outreach official for FEMA's Project Impact initiative. Mr. Scanlon secured more than 5,000 corporate partners for the Project Impact campaign; developed brand marketing relationships or joint ventures with FORTUNE 500 companies such as Home Depot, Fannie Mae, Visa, Solutia, State Farm, and BellSouth; and leveraged over $50 million through corporate partners to promote Project Impact's message through public education, press conferences, and business summits. Background and Expertise: • Founding partner of Witt Associates • Appointed by President Clinton as Director of Corporate Affairs for FEMA • Created, developed, and implemented Project Impact (a $100 million joint public/private sector initiative) • Served as staff of House Banking Committee for Congressman Joseph P. Kennedy II Don Costanzo, Senior Vice President of E -Business Mr. Costanzo, Senior Vice President of Witt 0'Brien's E -Business, is an information management and emergency response professional with over 20 years of experience in oil spill response and information management. As former executive vice president for O'Brien's Response Management Inc.'s business applications development, Mr. Costanzo was responsible for the design development and implementation of technology solutions that supported company incident response, consulting, and training services. He has extensive experience in delivering software solutions for computerized maintenance management, electronic planning, and automated Incident Command Systems (ICS) relating to emergency response planning and oil spill operations. Background and Expertise: ■ Executive Vice President, O'Brien's Response Management, Inc. • Published nationally and internationally in conference proceedings and journals ■ Software Systems Engineer ■ Bachelor of Science, Civil Engineering, University of Alaska, Anchorage http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt I O'Brien's • Executive Team Page 6 of 7 Dan Sobieski, Senior Vice President of International Business Dan Sobieski has over 38 years of industrial experience in leading, planning, and managing personnel. This experience encompasses numerous project types, including emergency preparedness, response management, crisis management, health/safety, engineering/construction, corporate organization, and human resources. Mr. Sobieski currently directs Witt O'Brien's International Business department. Background and Expertise: • Executive Vice President, O'Brien's Response Management Inc. • 25 years with Unocal in various managerial positions, including Downstream HSE Manager is Masters in Business Administration, Baldwin Wallace College • Bachelor of Science, Chemical Engineering, Purdue University • Registered Environmental Assessor, California Charlie Fisher, Senior Vice President of Consulting Services Mr. Fisher is currently the Senior Vice President of Consulting Services. Previously for Witt Associates, he oversaw Preparedness Operations, in which he was responsible for managing preparedness services and implementing projects such as hazard mitigation, energy assurance planning, and continuity of operations planning. He also led the company's federal practice, strategic advisory services, and utility and critical infrastructure practices. Background and Expertise: • Led the investigation of the Indiana State Fair structural collapse in August 2011, helping conduct a comprehensive, independent analysis of the State Fair's preparedness and response to the incident • Provided counsel to governors, CEOs, mayors, emergency managers, and university presidents on various aspects of emergency management • Led the independent assessment of the State of Connecticut October 2011 snowstorm power outage • Led the independent review of the electric utilities serving Washington, DC, and four states in the Mid -Atlantic region http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 7 of 7 Copyright © 2013 Witt O'Brien's, LLC. All rights reserved. COMPANY SUPPORT About Client Logins (/go/doctvne/2000/i49/kdatbnefg000/ 4 gii bient Careers -Logins) (http:/ facebook.com/wittobrie (/go/doc/2000/167]We'Jreers) Twitter Newsroom (/go/sitemap/2000/ihttp://twitter.com/wittobriens IJ1Pi18 eo/doctype/2000/89fiRMesrooml LinkedIn Services (/go/doc/2000/166i linkedin.com/com 4 t3�f (/go/doctype/2000/1afls99)) RSS rhttn: //www.wittnbriencrnm /c Enter search term... Search http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt F O'Brien's • Executive Team Page 1 of 7 BLOG (/GO/DOCTYPE/2000/151947/BLOG) Enter search term... " Search (/go/site/2000/) Executive Team The Witt O'Brien's leadership team is an impressive line-up of subject matter experts from government, not Their collective knowledge and experience has helped organizations all over the world deal with the comple environment. James Lee Witt, Executive Chairman of the Board Mr. Witt was appointed by President Clinton and confirmed by the U.S. Senate as Director of the Federal Emergency Management Agency (FEMA) in April 1993. In February 1996, President Clinton elevated Mr. Witt to cabinet status, a first for a FEMA Director. As FEMA Director, Mr. Witt coordinated federal disaster relief on behalf of President Clinton, including the response and recovery activities of 28 federal agencies and departments, the American Red Cross, and other voluntary agencies. He also oversaw the National Flood Insurance Program, the U.S. Fire Administration, and other proactive mitigation activities that reduce loss of life and property from all types of hazards. Mr. Witt directed 2,500 employees located in Washington, DC, and 10 regional offices. From 1993 to 2000, Mr. Witt oversaw more than 350 disasters. More importantly, he was responsible for response and recovery operations for some of the most devastating disasters of all time, including the most costly flood disaster in the nation's history, the most costly earthquake, and a dozen damaging hurricanes. James Lee Witt has over 25 years of disaster management experience, culminating in his appointment as the Director of FEMA, where he served from 1993-2001. In this capacity, he is credited with turning FEMA from an unsuccessful bureaucratic agency to an internationally lauded all -hazards disaster management agency. His leadership abilities have been praised by nationally recognized organizations, including the Council for Excellence in Government, Harvard University's Kennedy School of Government, and the National Association of Broadcasters. Ken Burris, Chief Executive Officer Currently Witt O'Brien's Chief Executive Officer (CEO), Mr. Burris is the former CEO of Witt Associates and the former Chief Operating Officer (C00) of the FEMA. His responsibilities at FEMA included the day-to-day operations of the agency's 8,000 full-time and contract employees; managing a $7 billion budget; and serving as a senior advisor to the Secretary of the Department of Homeland Security for emergency response, recovery, and preparedness. Prior to assuming the duties of C00, Mr. Burris served as the Regional Director of FEMA's Region IV, where his responsibilities included disaster response, recovery, and preparedness oversight for the Southeastern United States. http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt I O'Brien's • Executive Team Page 2 of 7 Background and Expertise: • Former COO of FEMA • Served as COO of the U.S. Fire Administration and Acting U.S. Fire Administrator • Senior -level capacity in a multitude of national incidents including 9/11, Columbia Shuttle Recovery, 2004 Hurricanes, Hurricane Katrina, and Deepwater Horizon Oil and Gas Recovery K. Tim Perkins, President and Chief Operating Officer Mr. Perkins, President and COO of Witt O'Brien's, served as President and CEO for O'Brien's Response Management Inc. for the last 15 years, responsible for PIER Systems and LINK Associates International, both wholly owned subsidiaries of Witt O'Brien's. Mr. Perkins has more than 30 years of experience in the oil and gas field and has responded to numerous oil company emergencies, including multi -million dollar fires, oil spills, hazardous material releases, and natural disasters as a crisis manager and incident commander. Background and Expertise: • ERST/O'Brien's, Inc. CEO • O'Brien Oil Pollution Service, Inc. CEO • ERST, Inc. CEO Is Unocal emergency response and crisis management ■ Mobil Oil fire protection and safety engineer • Masters Degree, Safety Management, University of Southern California • Bachelor of Science, Fire Protection and Safety Engineering Technology, Oklahoma State University e Certified Safety Professional Pate Felts, Chief Financial Officer Mr. Felts is currently the Chief Financial Officer (CFO) for Witt O'Brien's. Previously, Mr. Felts served as Assistant U.S. Trade Representative for Intergovernmental Affairs and Public Liaison for the Office of the U.S. Trade Representative, Executive Office of the President. In this position, http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 3 of 7 he worked closely with state and local governments, business and agricultural communities, labor, environmental, and other domestic groups concerning U.S. international trade policy. In addition, Mr. Felts work included specific issues relating to the development, implementation, administration, and enforcement of existing trade agreements. Background and Expertise: • Founding partner of Witt Associates and CFO • Served as the Assistant U.S. Trade Representative for the Clinton Administration ■ Served in several financial positions including chief financial and administrative officer of a public company, regional financial officer of a large multi -national company, consultant to a private venture capital firm, and auditor and tax specialist in the field of public accounting James "Jim" O'Brien, Senior Vice President of Response Services Mr. O'Brien is the Senior Vice President of Response Services for Witt O'Brien's and founder of the former O'Brien Oil Pollution Service Inc. (which later became O'Brien's Response Management Inc.). He has been a crisis manager, spill response coordinator, response consultant, and/or technical advisor to numerous petroleum shipping companies, exploration and production companies, and industry cooperatives for the past 38 years. He also has provided assistance to the industry in numerous training programs and spill cleanup equipment development efforts. Mr. O'Brien has also participated in numerous spill events nationally and internationally. On several occasions, he represented the U.S. government as consultant on foreign spills, including acting as on -scene coordinator for the U.S. at the IXTOC I wellhead incident. Since 1983, he has served as the primary technical advisor, operations coordinator, or on -scene coordinator for the shipping and/or petroleum industry response parties or their P&I Club in most major spills that have occurred, including the following: ■ Deepwater Horizon - Advisor to senior management • M/V Cosco Susan - Deputy Incident Commander • M/V Athos - Deputy Incident Commander • M/V Westchester - Incident Commander ■ Gulf of Arabia war -related spills - On -Scene Director for O'Brien's Response Management • M/V Exxon Valdez - Technical advisor and operations controller http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 4 of 7 Keith Stringfellow, Senior Vice President of Business Development, Marketing, and Sales Mr. Stringfellow joined Witt O'Brien's in March 2013 as Senior Vice President, Business Development, Marketing, and Sales with more than 30 years of relevant experience in the technology and professional services industries. With significant experience leading organizations ranging in size from a start-up to more than $2 billion in annual revenue, Mr. Stringfellow has developed an unrelenting commitment to exceeding customer expectations and building trusted relationships with partners and coworkers. Background and Expertise: is President Smartmatic Corporation(US) and President Smartmatic Haiti SA • President and Chief Executive Officer, Previstar, Inc. ■ Vice President Business Performance Management, Capgemini • Vice President and General Manager, North America, Unisys Corporation ■ Bachelor of Business Administration, Computer Science, W. Texas A8zM University ■ Executive Development Program Wharton School of the University of Pennsylvania Mark Merritt, Senior Vice President of Recovery Services Mr. Merritt is the Senior Vice President of Recovery Services for Witt O'Brien's. In his time as the President of Witt Associates, Mr. Merritt brought first-hand disaster recovery and operational expertise to emergency planning and on -site disaster response and recovery projects for state, local, and private sector entities. Mr.Merritt was project manager for Witt Associates efforts in Louisiana following Hurricane Katrina, Cayman Islands after Hurricane Ivan, Houston after Tropical Storm Allison, and in Guam after Typhoon Chata'an. He provided expert evaluation and estimation of damages, prepared and submitted financial and related project worksheets, managed recovery operations, monitored recovery and response budgets, developed scopes of work to repair or replace damaged facilities, and coordinated donations. In addition, Mr. Merritt has developed and delivered training programs for local emergency responders for numerous government officials in Guam, Myrtle Beach, Key West, Miami, and Tampa. Background and Expertise: ■ Founding partner of Witt Associates • Coordinated all disaster response projects for Witt Associates since 2001 • Has overseen operations managing more than $15 billion in relief funds • Graduate of West Point ■ Served in Operation Desert Storm http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 5 of 7 Barry W. Scanlon, Senior Vice President of Government Relations Mr. Scanlon is currently Senior Vice President of Government Relations for Witt O'Brien's. Formerly, as President of Witt Associates, he counseled clients on public safety and emergency management issues. Prior to joining Witt Associates, Mr. Scanlon was appointed by President Clinton to the business liaison and corporate outreach official for FEMA's Project Impact initiative. Mr. Scanlon secured more than 5,000 corporate partners for the Project Impact campaign; developed brand marketing relationships or joint ventures with FORTUNE 500 companies such as Home Depot, Fannie Mae, Visa, Solutia, State Farm, and BellSouth; and leveraged over $50 million through corporate partners to promote Project Impact's message through public education, press conferences, and business summits. Background and Expertise: • Founding partner of Witt Associates • Appointed by President Clinton as Director of Corporate Affairs for FEMA ■ Created, developed, and implemented Project Impact (a $100 million joint public/private sector initiative) ■ Served as staff of House Banking Committee for Congressman Joseph P. Kennedy II Don Costanzo, Senior Vice President of E -Business Mr. Costanzo, Senior Vice President of Witt O'Brien's E -Business, is an information management and emergency response professional with over 20 years of experience in oil spill response and information management. As former executive vice president for O'Brien's Response Management Inc.'s business applications development, Mr. Costanzo was responsible for the design development and implementation of technology solutions that supported company incident response, consulting, and training services. He has extensive experience in delivering software solutions for computerized maintenance management, electronic planning, and automated Incident Command Systems (ICS) relating to emergency response planning and oil spill operations. Background and Expertise: • Executive Vice President, O'Brien's Response Management, Inc. • Published nationally and internationally in conference proceedings and journals ■ Software Systems Engineer ■ Bachelor of Science, Civil Engineering, University of Alaska, Anchorage http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt I O'Brien's • Executive Team Page 6 of 7 Dan Sobieski, Senior Vice President of International Business Dan Sobieski has over 38 years of industrial experience in leading, planning, and managing personnel. This experience encompasses numerous project types, including emergency preparedness, response management, crisis management, health/safety, engineering/construction, corporate organization, and human resources. Mr. Sobieski currently directs Witt O'Brien's International Business department. Background and Expertise: • Executive Vice President, O'Brien's Response Management Inc. • 25 years with Unocal in various managerial positions, including Downstream HSE Manager • Masters in Business Administration, Baldwin Wallace College • Bachelor of Science, Chemical Engineering, Purdue University • Registered Environmental Assessor, California Charlie Fisher, Senior Vice President of Consulting Services Mr. Fisher is currently the Senior Vice President of Consulting Services. Previously for Witt Associates, he oversaw Preparedness Operations, in which he was responsible for managing preparedness services and implementing projects such as hazard mitigation, energy assurance planning, and continuity of operations planning. He also led the company's federal practice, strategic advisory services, and utility and critical infrastructure practices. Background and Expertise: • Led the investigation of the Indiana State Fair structural collapse in August 2011, helping conduct a comprehensive, independent analysis of the State Fair's preparedness and response to the incident • Provided counsel to governors, CEOs, mayors, emergency managers, and university presidents on various aspects of emergency management • Led the independent assessment of the State of Connecticut October 2011 snowstorm power outage • Led the independent review of the electric utilities serving Washington, DC, and four states in the Mid -Atlantic region http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 Witt O'Brien's • Executive Team Page 7 of 7 Copyright © 2013 Witt O'Brien's, LLC. All rights reserved. COMPANY SUPPORT Enter search term... Search About Client Logins (/go/doctype /2000 /1.40Acraabpa/2000/fM1Paient Careers -Logins) (http://facebook.com/wittobrie (/go/doc/2000/1671Sli eers) Twitter Newsroom (/go/sitemap/2000/Phttp://twitter.com/wittobriens (/go/doctype/2000/IIftakesroom) Lmkedin Services (/go/doc/2000/1664/aii ^ •linkedin.com/com (/go/doctype/2000/18tUB9®y) RSS (httn //www.wittnhriens.rnm/r http://www.wittobriens.com/go/doc/2000/1658483/Executive-Team 9/23/2013 U J J }; C Er N ct o) Q) C(13 U N L 6) Cn E Ct W� _ r ) Z Fort Worth. TX 76102 SCHAFFER COMPAN` MANAGEMENT Ci LL1 CD CC Lu Lu N E N OO N E O 4) ti _c co t o c r co L. • • Reference: Jeff Suggs, Emergency Management Director 3001 N. 23rd Street La Porte, Texas 77571 Office: 281.470.0010 Fax: 281.470.1590 Email: suggsj@laporte tx.gov Project Term: September 2008 to May 2009 Project Summaries The debris management matrix shown on previous pages demonstrates our ability to monitor the removal and disposal of storm -related debris from Rights -of -Ways (ROW) and Rights -of - Entry (ROE) in tornado, hurricane and storm damaged areas. Vegetative debris, dead standing trees, leaners/hangers, automobiles, marine vessels (i.e. boats, recreational vehicles), white goods and building materials (i.e. shingles, bricks/mortar, wood/siding, etc) are examples of debris commonly found during monitoring. In addition, our team is trained and equipped to handle special waste concerns including asbestos. To date, more than 13.5 million cubic yards (cy) of debris have been monitored by our team, as well as more than 12,000 ROEs. Listed below is a summary of our services including references for several of our debris management projects. Debris Monitoring Services Hurricane Ike City of La Porte, Texas Neel -Schaffer was selected for a pre -position monitoring contract by the City of La Porte, Texas several months prior to Hurricane Ike in 2008. This allowed our team to be in place prior to landfall and to begin management and monitoring activities immediately after the storm. We provided assistance in mobilizing the debris removal contractor, certifying haul vehicles, and working with FEMA and GDEM in developing Project Worksheets Neel -Schaffer monitored the removal of vegetative debris, C & D debris, hazardous hanging limbs, and leaning trees. Neel -Schaffer monitored the entire debris removal process including origination of load tickets, completion of load tickets at the debris management site (DMS), hauling/ disposal of reduced debris, and data management for the entire project. We also managed the debris removal process for three neighboring communities; Shoreacres, Morgan's Point, and Taylor Lake Village. This included debris removal, tree work, and management of white goods. The four projects involved removal of more than 400,000 cubic yards of debris and work on more than 3,000 trees. It NEEL—SCHAFFER Solutions rota c banld upon AEMERGENCY MANAGEMENT TRUE NORTH Reference: Martha Zottarelli, Legislative Liaison, Policy and Governmental Affairs 1700 N. Congress, Suite 900 Austin, TX 78701 Office: 512.463.6119 Fax: 512.305.8937 Email: martha. zottarelli@glo.state.tx.us Project Term: December 2008 to March 2009 Beach Sand Cleaning and Marine Debris Removal: Hurricane Ike FEMA DR -1791 Texas General Land Office (Galveston, Harris, Chambers, and Brazoria Counties) After successfully monitoring the removal of Hurricane Ike debris from municipalities along Galveston Bay, Neel -Schaffer was hired by the Texas General Land Office (Texas GLO) to monitor debris removal from state property. Neel -Schaffer monitored the cleaning of beaches affected by Hurricane Ike as well as the removal of marine debris from Galveston Bay, the Gulf of Mexico, and other waters along the upper Texas Coast. Neel -Schaffer monitored more than $10 million of debris removal and beach cleaning by two contractors Beach Cleaning: The first stage of this project consisted of removal of storm debris and cleaning of sand on more than 50 miles of beach on Galveston Island, Bolivar Peninsula, and the beaches of Brazoria County. Three primary methods were put into action to clean the affected beaches: The first included loading large debris items onto trucks. The second consisted of "raking" the sand using front end loaders with teeth to remove buried debris. Finally, the sand was loaded and hauled to a large screen, roughly the size of an 18 wheeler. The sand was then sifted to remove small debris, loaded onto trucks, replaced on the beach, and graded. Neel -Schaffer monitored, quantified, documented and graded more than 40,000 loads of sand, completing this cycle more than 250 times a day. Additionally, Neel -Schaffer, the Texas GLO, and HNTB, the Program Manager, determined the most cost-effective methods for cleaning sections of the beaches. Additionally, Neel -Schaffer developed and implemented modifications to the standard five -part load ticketing system specifically for the Texas GLO beach cleaning project. To ensure adequate beach cleaning, efforts were monitored carefully to verify: • complete debris removal • areas of sand screened • depth of sand removed • security of stockpiles • quality of screening operations • quantities of sand replaced to grade • hauling, reduction, and disposal of debris A total of 1.2 million cubic yards of sand was removed to a 12 -inch depth, screened, replaced, and graded. Marine Debris: As the beach cleaning process neared completion, the process of removing marine debris began. The primary focus of this project consists of removing large submerged and semi -submerged debris (i.e. vessels, white goods, etc.) that posed a hazard to boats entering the waterways. Several thousand targets were identified over 350,000 acres of water in five major bays and the Gulf of Mexico. These target items were identified by side scan sonar and were reviewed by the state for historical significance. Neel -Schaffer placed monitors on boats to document the removal of approved items by description, photographs, and GPS coordinates during the removal/loading operation. Monitors issued load tickets and photographed vessels, cars, and debris at the marine extraction point, as material was transferred from boats to land based vehicles. Efforts were made to reconcile vessels with owners prior to disposal. Neel -Schaffer completed load tickets with volumes and photographed debris loads at the Debris Management Sites (DMS) and for vessels received at the Vessel Management Sites (VMS). Ida NEEL-SCHAFFER Solutions You can build upon AEMERGENCY MANAGEMENT TRUE NORTH Reference: Charles E. Maschal, Jr. Councilman 300 Engleside Ave. Beach Haven, NJ 08008 Office: 609.492.0111 Fax: 609.492.6262 Email: mayormaschal@ beachhaven-nj.gov Project Term: November 2012 to Present Debris Monitoring Services Hurricane Sandy Ocean County, New Jersey "The Borough of Beach Haven was fortunate to have True North retained to explain and guide us through a process that could be extremely costly to our taxpayers had we not followed your advice and counsel." Charles E. Maschal, Jr. - Mayor of Beach Haven, New Jersey True North Emergency Management provided disaster debris management services to over 20 cities, counties and townships in New Jersey following Hurricane Sandy, which made landfall in October, 2012. Our monitoring in New Jersey included ROW debris removal, public property debris removal, hazardous tree work, private property work, and waterway debris. These projects included the monitoring of operation and closeout of 22 temporary debris storage and processing sites. We worked as a sub -consultant to the Louis Berger Group to monitor the removal of over 1.2 million cubic yards of debris from Ocean County, including several towns within the county. The removal of ROW debris was completed in approximately 90 days, involving over 200 monitors. The project included C&D debris, vegetative debris, white goods, HHW, and deposited sand removal. The project also included monitoring a large storm sewer cleaning effort to remove sand and sediment deposited by Hurricane Sandy. Hazardous hanging limbs were removed from over 35,000 trees. The project was completed to the satisfaction of Ocean County and the townships. It NEEL—SCHAFFER Solutions yots can bullet upon MNI AEMERGENCY MANAGEMENT TRUE NORTH Reference: Donald L. Norris, Deputy Administrator, Public Works 1250 Market Street, Suite 2100 Chattanooga, TN 37402- 2713 Office:423.643.6000 Fax: 423.757.4857 Email: Norris_I@ chattanooga.gov Project Term: May 2011 to October 2011 Debris Monitoring Services April 27, 2011 Tornadoes City of Chattanooga, Tennessee The City of Chattanooga, Tennessee, selected True North Emergency Management as the Primary contractor to management and monitor the debris removal and disposal as a result of the Tornadoes on April 27, 2011. The City selected Byrd Brothers as their debris hauling contractor. The True North team managed several sub contractors working under the Contractor, Byrd Brothers. True North properly certified all equipment involved with the debris cleanup operation. True North coordinated the Contractor erect inspection towers at each debris management site (DMS) and the landfill. The City of Chattanooga had used force account labor to remove and haul to vegetative debris to two of the three DMSs used during the project. Although the City had approximate volumes based on truck counts and manufacturer struck volumes, it was necessary to develop an estimate of the stockpiled debris for further management and reduction by the Contractor for subsequent payment. The City requested True North develop an estimate of the two stockpiles. True North coordinated this effort with representatives from FEMA, the City, and the contractors. Following the truck and equipment certification process, in accordance with the City's Solid Waste Route Zones, systematically, eligible vegetative debris was removed from public right- of-ways (ROW) and hauled to the DMS allocated to the zone This zone -by -zone approach ensured that the True North team effectively managed and monitored the Contractor during the removal and hauling of eligible vegetative debris. Since most of the storm eligible debris was vegetative in nature, construction and demolition debris was removed and hauled directly to the local landfill utilizing force account labor and equipment. Following vegetative debris reduction by the Contractor via tub grinders, all mulched debris was loaded and hauled to the local landfill while being properly monitored and documented at the loading and unloading points. During the course of the storm debris clean up approximately 2,700 hazardous hangers, 58 hazardous trees, 40 hazardous stumps, and over 135,000 cubic yards of eligible ROW vegetative debris was removed, reduced, and disposed properly. The True North team monitored and documented the debris stream from its origination, the ROW, to final disposal, this ensured maximum FEMA reimbursement to the City of Chattanooga. ri A III. NEED-SCHAFFER Solut loos you can built: upon AEMERGENCY MANAGEMENT TRUE NORTH Reference: Paul Spire, Solid Waste Operations Manager PO Box 17177 Chapel Hill, NC 27516 Office: 919-968-2788 ext 210 pspire@ orangecountync.gov Disaster Debris Management Plan (DDMP) Orange County, North Carolina Orange County North Carolina Solid Waste Department tasked True North Emergency Management to develop a comprehensive Disaster Debris Management Plan (DDMP). Orange County North Carolina is vulnerable to numerous natural and man-made hazards. Following a large emergency or disaster, County resources for debris management activities can overwhelm the County's assets and capabilities. The management of debris is typically a task that requires an organized effort and a well thought out plan. Expeditious debris clearance, removal, and disposal efforts can mitigate potential threats to health, safety, and welfare to the citizens of Orange County. The Orange County DDMP will provide procedures and guidelines for the County to respond to natural and man-made debris -generating events. This Plan is written. and will operate, under the current FEMA Public Assistance (PA) Guidelines for reimbursement as described in the Robert T. Stafford Act. The County will re-evaluate its DDMP should significant changes in the PA program occur. The DDMP is designed to provide guidance to the staff of Orange County to assist in major debris removal, reduction, and disposal tasks in accordance with applicable environmental rules and regulations, in addition to ensuring that Federal and State of North Carolina guidelines are adhered to. The DDMP will assist the County following a disaster and will serve the following purposes. • To identify the roles and responsibilities of involved parties; • To provide an analysis of hazards in the County and forecast potential debris loads from identified hazards; • To provide specific methodologies that could be utilized for debris removal, reduction, recycling, and disposal that take into consideration health and safety of those involved; • To provide a comprehensive repository of the data necessary for the operation of a debris management program, to include points of contact, mutual aid agreements, and contracts; • To establish a protocol for pertinent public information, such as public service announcements, press releases, and hotline call -taker information; • To expedite debris removal and disposal efforts that mitigate the threat to the health, safety, and welfare of County residents. This DDMP is flexible and scalable. Due to the highly variable nature of the impacts of a disaster event, this DDMP may not be followed in its entirety for any given event. This is the case in order to allow Orange County to respond in an adequate, appropriate, and cost- effective fashion dependent on the circumstances of the disaster event It NEEL—SCHAFFER Solutions you can build upon AEMERGENCY MANAGEMENT TRUE NORTH Debris Monitoring Services Severe Winter Storms Reference: Tom Roy, PE, Director of Public Works 933 Hopmeadow Street Simsbury CT 06070 Office: 860.658.3222 Fax: (860) 658-3206 Email: troy@simsbury- ct.gov Period of Performance: November 2011 to December 2011 Cities of Simsbury, Granby, Southington and Brookfield, Connecticut The State of Connecticut experienced an unprecedented Severe Winter Storm of October 28. 2011. True North Emergency Management assisted four municipalities (Simsbury, Granby, Southington, and Brookfield, CT) with monitoring their storm -generated vegetative debris removal, reduction, and disposal. Each municipality contracted with True North Emergency Management following their respective RFP procurement process Likewise, each municipality contracted with a disaster debris hauling contractor. The need for expedited debris removal from road right-of-ways (ROW) was paramount due to narrow travel lanes, limited ROW, and upcoming winter weather. While residents were very proactive with staging their storm -generated debris along their respective ROW, some staging of debris encroached into public road travel lanes. True North EM field staff witnessed many near misses with oncoming motorists, cyclists, and pedestrians, navigating around such debris piles within roadways and sidewalks. Each client was very concerned that the upcoming winter would prevent the removal and disposal of their storm -generated debris from their respective roadways. Therefore, the client, True North EM, and the debris hauling contractor quickly developed and successfully implemented a debris removal and disposal strategy We also successfully monitored the removal and disposal of thousands of hazardous limbs and trees as a consequence of winter storm damage. Our staff worked closely with each client on a daily basis to address areas of concern, citizen complaints, and to achieve a timely project completion. True North provided electronic load ticket services to the Town of Simsbury, Connecticut Our proprietary electronic load ticket system and website reporting system was utilized to facilitate and expedite the storm -generated vegetative debris removal and disposal throughout the Town of Simsbury, CT. Client Quantity Simsbury 335,505 cy Debris Trees: 5,856 trimmed 240 removed Granby 94,625 cy Debris Trees: 1,457 trimmed 133 removed Southington 62,651 Trees: Trimmed cy Debris - 2,957 Brookfield 55,870 cy Debris IlL NEEL-SCHAFFER MIN Solutions you can bunts upon AEMERGENCY MANAGEMENT TRUE NORTH Reference: Tom Carroll, PE. Director of Public Works 1515 E. University Ave. Lafayette, LA 70501 Office: 337.280.5639 Fax: 337.291.5696 Email: tcarroll@ lafayettela.gov Project Term: September 2008 to December 2008 Debris Monitoring Services Hurricane Gustav Lafayette Consolidated Government Lafayette, Louisiana Hurricane Gustav entered the Gulf of Mexico and began to impact Texas, Louisiana and Mississippi with torrential rain and wind storms on August 30, 2008. Neel -Schaffer had been selected as Primary contractor by the Lafayette Consolidated Government (LCG) to provide Debris Monitoring in September 2006. This pre -position contract allowed for the LCG officials to take a pro -active approach for preparing their staff, City, and citizens for future disasters. Neel - Schaffer met with LCG officials following the award of the contract to discuss pre -planning operation procedures. This effort paid off when Hurricane Gustav (DR -1786) made landfall in the State of Louisiana on September 1, 2008. Our debris response team was deployed to Lafayette prior to landfall in an effort to expedite debris recovery services. The storm passed through the Lafayette area on September 2, 2008 and work quickly began for initiating the 70 -hour push contract to clear primary roads which concluded on September 5, 2008. This initiative allowed for City and emergency crews to begin a preliminary damage assessment of the City and report this vital information to the Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP) in order to substantiate the need for a presidential major disaster declaration The next phase of the recovery process began September 6, 2008 for Neel -Schaffer to monitor the debris removal process performed by DRC Emergency Services, LLC throughout the City of Lafayette. In three months, Neel -Schaffer monitored the removal of more than 276,000 cubic yards (cy) of vegetative debris and trimmed 15,235 trees that were damaged from the storm. The City elected to recycle the vegetative debris into 72,000 cy of mulch that will be used for various landscaping projects throughout the City. Neel -Schaffer also provided the LCG with a Debris Management Plan that was approved by FEMA and as a result provided the City with an additional 5% of federal funding. This effort saved the City an estimated $250,000. III_ NEED-SCHAFFER Solutions you can bu lid upon MOM AEMERGENCY MANAGEMENT TRUE NORTH Reference: A.J. Holloway, Mayor P. O. Box 429 Biloxi, MS 39533 Office: 228.435.6254 Fax: (228) 435.6129 Email: mayor@biloxi. ms.us Project Term: September 2005 to August 2007 Reference: Don Dexter, Public Works Manager 3405 Airport West Drive Vero Beach, FL 32960 Office: 772.978.4800 Fax: 772.978.4879 Email: ddexter @covb.gov Project Term: August. 2004 to November 2004 Debris Monitoring Services Hurricane Katrina City of Biloxi, Mississippi "I felt contracting debris monitoring with Neel -Schaffer was in the best interest of the City...We got the work done quicker that way, and if we had trouble, we went to them...lf we hadn't had that flexibility, we would have gone around in circles." A. J. Holloway, Mayor of Biloxi Neel -Schaffer entered into a contract as the Primary contractor with the City of Biloxi on September 11, 2005 to monitor the removal and disposal of storm -related debris from the public roads and streets in Biloxi. The level of devastation in Biloxi was unprecedented. and warranted an expansion of the scope by FEMA to include private residential property clearing, as well as selected commercial property debris clearing. Neel -Schaffer assisted the City in the administration of the contracts with three independent contractors who were each assigned a defined geographic area within the City for debris removal. The general contractors subsequently employed multiple subcontractors to meet reimbursement guidelines established by FEMA. Our staff met daily with the City and provided daily reports on the progress of the debris removal. A total volume of 3 million cubic yards of debris was removed and disposed at a cost of $60 million. Debris Monitoring Services Hurricane Frances and Jeanne Vero Beach / Indian River County, FL Within a three week period in September 2004 Hurricane Frances and Jeanne, respectively category 2 and 3 hurricanes on the Saffir-Simpson Scale, devastated Indian River County and other areas of Florida leaving a trail of destruction and mountains of debris. Neel -Schaffer was contracted by Indian River County to manage monitoring of the removal of more than 800,000 cubic yards at a cost of $13 million of storm - generated debris and was fully reimbursed through the FEMA Public Assistance program guidelines established by FEMA. It NEEL-SCHAFFER MMI Solutluns you can bulb upon AEMERGENCY MANAGEMENT TRUE NORTH Reference: Brian Fulton, PE, County Administrator 2915 Canty Street Pascagoula, MS 39567 Office: 228.769.3088 Fax: 228 769.3348 Email: Brian_Fulton@ co.jackson.ms.us Project Term: September 2005 to August 2007 Debris Monitoring Services Hurricane Katrina Jackson County, Mississippi "Perhaps because post -Katrina disaster recovery represents the most massive clean-up in America's history, maintaining an orderly clean-up process was a challenge. Once we enlisted the services of Neel -Schaffer, everything began to run much better." John McKay, Jackson County Supervisor Neel -Schaffer entered into a contract as the Primary contractor with Jackson County to monitor the removal and disposal of over one million cubic yards of storm - related debris from the ROW and over 5,000 ROE's in Jackson County Our project included removal of debris from drainage ways as well as removal of cars, boats, and coordination of debris removal from commercial property. Neel -Schaffer assisted the County in the administration of the contracts with the three independent contractors hired for debris removal. The general contractors subsequently employed multiple subcontractors to meet reimbursement guidelines established by FEMA. Our staff met with the County twice a week to provide updates on the debris removal program. The work commenced on January 2, 2006 and concluded on August 1, 2006. A total volume of over a million cubic yards of debris was collected at a cost of more than $24 million, including cars, boats and hazardous trees. IlL NEEL—SCHAFFER Solutions you teen bunld upon AEMERGENCY MANAGEMENT TRUE NORTH Reference: Todd Jordan, District Maintenance Engineer P.O. Box 551 Hattiesburg, MS 39403 Office: 601.544.6511 tjordan@ MDOT.state.ms us Project Term: February 2006 to June 2006 Debris Monitoring Services Hurricane Katrina Sixth District Debris Management - Hancock, Harrison, Jackson, George, Stone and Pearl River Counties all si nit _ Asat W IYV S MISSISSIPPI DEPARTMENT Of TIANSPORTATION Neel -Schaffer, Inc. has provided monitoring services for the Mississippi Department of Transportation (MDOT) in connection with debris removal in the 6th District as a result of Hurricane Katrina. Counties included in the scope of work were Hancock, Harrison, Jackson, George, Stone and Pearl River. Neel -Schaffer provided the resources to manage two separate debris removal contractors. This involved the support staff for processing of daily load tickets, monitoring of contractors, personnel to make calls at the disposal sites, advise on traffic control, advise on eligibility of debris removal, coordinations with FEMA/MEMA, and communications with the owner. Neel -Schaffer assisted in the developing of bid packages, awarded construction contracts, conducted pre -construction activities, compiled complaints, managed load tickets, assisted in processing of pay requests and finalization of the project The work commenced February, 2006 and was completed in June, 2006. A total volume of 500,000 cubic yards of debris was collected It NEED—SCHAFFER Solutions you can bulb upon MINI AEMERGENCY MANAGEMENT TRUE NORTH Selected Debris Management Experience Current Active Projects Location Event Date of Service Experience Staff Quantity University of Iowa 2008 Flooding DR -1763 June 2013 to Present • Asbestos Abatement • Monitoring of Demolition debris • Project Manager • Operations Manager • Field Supervisors • Debris Monitors Five Commercial, Institutional Buildings Ocean County, New Jersey Including the Townships of: Berkeley, Jackson Long Beach Island, Ocean, Barnegat, Stafford, and Toms River Boroughs of: Beach Haven, Mantoloking, Seaside Heights, and Ship Bottom 2012 Hurricane Sandy DR - 4086 Nov. 2012 to Present Debris Monitoring of: • C & D Materials • Vegetative • White Goods • Household Hazardous Waste (HHW) • Vegetative • E -waste • Hazardous limbs and trees removal • Sand Screening. • Marine Debris • Project Manager • 2 Operations Managers • 2 Data Managers • 12 Field Supervisors • 200 monitors Estimated 1 5 cy debris Kentucky Transportation Cabinet 2009 Severe Win- ter Storm and Flooding DR -1818 Jan. 2012 to Present , Financial Recovery • Officer -In- Charge • FEMA Specialist Cedar Rapids, Iowa 2008 Flooding DR -1763 June 2008 to Present Debris Monitoring of: • C & D Materials • Metals • White Goods • Household Hazardous Waste (HHW) • Regulated Asbestos- Containing Materials (RACM) Demolition of Flood Impacted Structures • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Supervisor • Debris Monitor • 15 Field Collection Monitors • Data Manager • Administrative Assistant ROW Debris: 33,046 tons White Goods: 1,817 units Marine Debris : 110 tons 25 Demolition properties RACM Debris: 1,410 tons RACM Concrete: 844 tons Clean Concrete: 915 tons 3,087 cy Fill Dirt It NEEL-SCHAFFER Solutions you can build upon AEMERGENCY MANAGEMENT TRUE NORTH Natural Disasters - Hurricanes - Location Event Date of Service Experience Staff Quantity Belmar, New Jersey 2012 Hurricane Sandy DR - 4086 Nov. 2012 to March 2013 Debris Monitoring of: • C & D Materials • Metals • White Goods • Household Hazardous Waste (HHW) • Vegetative • Project Manager • Operations Manager • Field Supervisor • 5 monitors Estimated 50,000 cy debris Dauphin Island, Alabama 2012 Hurricane Isaac DR - 4082 Oct. 2012 to December 2012 • Debris Monitoring • Sand Screening and beach resoration • Project Manager • Operattions Manager • 7 Debris Monitors • Data Manager Estimated 325,000 cy sand screening Biloxi, Mississippi 2012 Hurricane Isaac DR - 4081 Sept. 2012 to Oct. 2012 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Supervisor • 6 Debris Monitors 25,000 cy Debris Pascagoula, Mississippi 2012 Hurricane Isaac DR - 4081 Sept. 2012 to Oct. 2012 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Supervisor • 6 Debris Monitors 10,700 cy Debris Jackson County, Mississippi 2012 Hurricane Isaac DR - 4081 Sept. 2012 to Oct. 2012 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Supervisor • 6 Debris Monitors 7,037 cy Debris Magnolia, Mississippi 2012 Hurricane Isaac DR - 4081 Sept. 2012 to Oct. 2012 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Supervisor • 6 Debris Monitors 1,735 cy Debris McComb, Mississippi 2012 Hurricane Isaac DR - 4081 Sept. 2012 to Oct. 2012 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Supervisor • 6 Debris Monitors 12,929 cy Debris Tyrrell County, North Carolina 2011 Hurricane Irene DR - 4019 Sept. 2011 to Dec. 2011 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • 5 Debris Monitors 4,260 cy Debris 1,000 cy Mulch Virginia Department of Transportation / Lewis Berger Group 2011 Hurricane Irene DR - 4024 Aug. 2011 to Nov. 2011 • Debris Monitoring • Tree Monitoring • Project Manager • 9 Debris Monitors Passaic County, New Jersey 2011 Hurricane Irene DR -4019 Sept. 2011 to Oct. 2011 • Debris Management Consulting • Project Manager Ills NEEL-SCHAFFER Solutions you can build upon IMEN AEMERGENCY MANAGEMENT TRUE NORTH - Hurricanes - Location Event Date of Service Experience Staff Quantity Upper Texas Gulf Coast Beaches including: Galveston and Brazoria Counties. Galveston. Surfside, Quintana and Jamaica Beach 2008 Hurricane Ike DR -1791 Dec. 2008 to Mar. 2009 • Debris Monitoring • Beach Restoration • Concrete Removal • Compilation of FEMA Documentation for Reimbursement • Project Manager • 64 Debris Monitors • 8 Field Collection Monitors • 6 Sand Screening Crew Leaders • Data Manager Administrative Assistant 1.2 million cy Sand Screening 30,840 cy C & D 24,650 cy Concrete Five major bays and the Gulf of Mexico in and adjacent to: • Galveston County • Brazoria County • Harris County • Chambers County • Jefferson County • Orange County 2008 Hurricane Ike DR -1791 Mar. 2009 to Mar. 2009 • Marine Debris Monitoring • Vessel Removal • Compilation of FEMA Documentation for Reimbursement • Project Manager 75 Extraction Monitors • 6 Tower Monitors • 2 Vessel Demo Monitors Data Manager Administrative Assistants 130 Vessels Extracted 350,000 Acres of Marine Debris Monitoring La Porte, Texas 2008 Flooding DR -1763 Sept. 2008 to May 2009 • Debris Monitoring • Tree Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • 55 Debris Monitors • 4 Field Collection Monitors Data Manager • Administrative Assistant 270,000 cy Debris Removal 3,100 Trees Biloxi, Mississippi 2005 Hurricane Katrina DR -1604 Sept. 2005 to Aug. 2007 Debris Monitoring and Tree Contract • Right -of -Entry (ROE) Drainage Way Debris Removal Abandoned Vehicle/ Boat Removal • Contractor Selection Assistance • Compilation of FEMA Documentation for Reimbursement Project Manager • 6 Field Coordinators 100 Monitors • 3 Debris Contractors • 2 Tree Contractors • 10 Disposal Sites 2 Towing Companies 2,980,000 cy Debris 3,500 ROEs Jackson County, Mississippi 2005 Hurricane Katrina DR -1604 Jan. 2006 to Aug. 2006 Debris Monitoring • Tree Removal • Right -of -Entry (ROE) • Drainage Way Debris • Abandoned Vehicle/ Boat Removal Contractor Selection Assistance Compilation of FEMA Documentation for Reimbursement • Project Manager 6 Field Coordinators • 100+ Monitors 1.2 Million cy Debris Removal 3.500 Trees 5,000 ROE 48,000 If Wet Debris III_ NEEL-SCHAFFER IIla Solull un♦ you can bugle. upon AEMERGENCY MANAGEMENT TRUE NORTH - H - rricanes Location Event Date of Service Experience Staff Quantity Indian River County, Florida 2004 Hurricanes Frances DR -1545 and Jeanne DR -1561 Aug. 2004 to Oct 2004 • Debris Monitoring • Contractor Selection Assistance • Compilation of FEMA Documentation for Reimbursement • Project Manager • 2 Field Coordinators • 8 Monitors 800,000 cy Debris Removal Shoreacres, Texas 2008 Hurricane Ike DR -1791 Sept. 2008 to Mar. 2009 • Debris Monitoring • Tree Monitoring • White Goods • Compilation of FEMA Documentation for Reimbursement • Project Manager • 12 Debris Monitors • 4 Field Collection Monitors • Data Manager • Administrative Assistant 93,000 cy Debris 450 Trees 1,100 White Goods Taylor Lake Village, Texas 2008 Hurricane Ike DR -1791 Sept. 2008 to Nov. 2008 • Debris Monitoring • Tree Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • 10 Debris Monitors Field Collection Monitors • Data Manager • Administrative Assistant 45,000 cy Debris 60 Trees Lafayette Consolidated Government, Louisiana 2008 Hurricane Gustav DR -1786 Sept. 2008 to Dec. 2008 • Debris Monitoring • Tree Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • 52 Debris Monitors • 2 Field Collection Monitors • Data Manager • Administrative Assistant 276,000 cy Debris 15,235 Trees 72,000 cy Mulch Hattiesburg, Mississippi 2005 Hurricane Katrina DR -1604 Jan. 2006 to Apr. 2006 • Debris Monitoring and Tree Contract • Contractor Selection Assistance • Project Manager • 2 Field Coordinators • 22 Monitors 100,000 cy Debris Hancock County, Mississippi 2005 Hurricane Katrina DR -1604 Aug. 2006 to Aug 2007 • Debris Monitoring • Dead Standing Tree Removal • Right -of -Entry (ROE) • Contractor Selection Assistance • Abandoned Vehicle/ Boat Removal • Compilation of FEMA Documentation for Reimbursement • Project Manager • 3 Field Coordinators • 30 Monitors • Debris Contractor • Tree Contractor 208,479 cy Debris 26.304 Trees 2,800 ROEs McComb, Mississippi 2005 Hurricane Katrina DR -1604 Sept 2005 to Nov. 2005 • Debris Monitoring - Contractor Selection Assistance • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Coordinator • 10 Monitors 90,000 cy Debris It NEEL-SCHAFFER solutions you tan boo I•/ upon AEMERGENCY MANAGEMENT TRUE NORTH Tornado Kentucky Transportation Cabinet 2012 Tornado Mar 2012 to May 2012 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Tree Monitoring • Project Manager • 3 Field Supervisors • 30 Field and Tower Monitors 7,900 tons of vegetative debris Chattanooga. Tennessee 2011 Tornado May 2011 to Oct 2011 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Tree Monitoring • Project Manager • Field Coordinator • 20 Debris Monitors 60,000 cy Debris C&D and vegetative Leeds, Alabama 2011 Tornado June 2011 to July 2011 • Debris Monitoring • Compilation of FEMA • Documentation for Reimbursement • Tree Monitoring • Project Manager • Field Coordinator • 5 Debris Monitors 500 trees Bradley County Cleveland, Tennessee 2011 Tornado May 2011 to Aug. 2011 • Debris Monitoring • Compilation of FEMA • Documentation for Reimbursement • Tree Monitoring • Project Manager • Field Coordinator • 20 Debris Monitors 126,000 cy Debris C&D and vegetative Hoover, Alabama 2011 Tornado DR -1971 May 2011 to July 2011 • Debris monitoring of vegetative, C&D, white goods, HHW • Project Manager • Field Supervisor • 10 monitors 43,000 cy debris Yazoo and Holmes Counties, Mississippi 2010 Tornado April 2010 • Debris Monitoring • Contractor Selection Assistance Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Coordinator • 10 Debris Monitors 22,000 cy Debris 500 trees Columbus, Mississippi 2002 Straight Line Winds Nov. 2002 to Oct. 2003 • Debris Monitoring • Right -of -Entry (ROE) • Contractor Selection Assistance • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Coordinator • 10 Debris Monitors 240,000 cy Debris 900 ROE Columbus. Mississippi 2001 Tornado March 2001 to June 2001 • Debris Monitoring • Contractor Selection Assistance • Compilation of FEMA Documentation for Reimbursement • Project Manager • Field Coordinator • 10 Debris Monitors 50,000 cy Debris Jackson, Clinton, Mississippi 2011 Tornado May 2011 to June 2011 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Tree Monitoring • Project Manager • Field Suoervisor • Field Monitor • Tower Monitor 10,000 cy Debris IlL NEEL-SCHAFFER Solutions you con build upon AEMERGENCY MANAGEMENT TRUE NORTH Winter Storm Location Event Date of Service Experience Staff Quantity Worthington. Minnesota 2013 Severe Winter Storm DR -4113 May 2013 to July 2013 • Debris Monitoring • Tree Monitoring • Project Manager • 4 Field Supervisors • 8 Debris Monitors • 8 Tree Monitors Estimated 78,603.55 cy debris 7,302 trees trimmed Southington, Connecticut 2011 Severe Winter Storm DR - 3342 Nov. 2011 to Jan 2012 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Tree Monitoring • Project Manager • Operations Manager • Data Manager • Tower Monitor • 9 Debris Monitors • Data Entry Clerk 62,651 cy Debris Trees: Trimmed - 2,957 Granby, Connecticut 2011 Severe Winter Storm DR - 3342 Nov. 2011 to Dec. 2011 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Tree Monitoring • Project Manager • Operations Manager • Data Manager • 2 Tower Monitors • 9 Debris Monitors • Data Entry Clerk 94,625 cy Debris trees: Trimmed - 1,4563 Removed 133 Brookfield, Connecticut 2011 Severe Winter Storm DR - 3342 Nov 2011 to Dec 2011 • Debris Monitoring ° Compilation of FEMA Documentation for Reimbursement • Tree Monitoring • Project Manager • Operations Manager • Data Manager • Tower Monitor • Field Supervisor • 6 Debris Monitors ° Data Entry Clerk 55.870 cy Debris Simsbury, Connecticut 2011 Severe Winter Storm DR - 3342 Nov 2011 to Dec. 2011 • Debris Monitoring • Compilation of FEMA Documentation for Reimbursement • Tree Monitoring • Project Manager • Operations Manager • Data Manager • Tower Monitor • 2 Field Supervisors • 32 Debris Monitors • Data Entry Clerk 335,422 cy Debris trees: Trimmed - 5.856 Removed 240 Paducah, Mayfield, McCracken County. Graves County, Kentucky 2009 Severe Winter Storm and Flooding DR 1818 Feb. 2009 to Aug. 2009 • Debris Monitoring • Tree Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • 12 Field Supervisors • 86 Debris Monitors • 35 Tree Monitors • 12 Tower Monitors • Data Manager • 2 Administrative Assistants 1.15 Million cy trees: 75,266 trimmed 1.242 removed Poplar Bluff. Missouri 2009 Severe Winter Storm DR -1819 Feb. 2009 to April 2009 • Debris Monitoring • Tree Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • Operations Manager • 19 Debris Monitors • 8 Tree Monitors • Field Supervisor • Data Manager • Administrative Assistant 70,000 cy trees: 5,800 trimmed 650 removed It NEEL-SCHAFFER ...,,,(tail,♦ V..•. , .1 II 1, ICI two, AEMERGENCY MANAGEMENT TRUE NORTH a Winter Storm Location Event Date of Service Experience Staff Quantity Greene County, Arkansas 2009 Severe Winter Storm DR -1819 Feb. 2009 to June 2009 • Debris Monitoring • Tree Monitoring • Compilation of FEMA Documentation for Reimbursement • Project Manager • Operations Manager • 46 Debris Monitors • 28 Tree Monitors • Field Supervisors • Data Manager • Administrative 715,075 cy trees: 22,645 trimmed 625 removed Assistant Sand Springs, Muskogee, 2007 Winter Storms Feb. 2007 to • Debris Monitoring • Tree Monitoring • Project Manager • Field Supervisor 513,425 cy trees: Checotah, Oklahoma DR -1735 DR -3280 March 2008 • 48 Debris Monitors • 31 Tree Monitors • Inspector 35,798 trimmed 337 removed Carroll, Iowa 2010 Severe Winter April 2010 to • Debris Monitoring • Tree Monitoring • Project Manager • 5 Debris Monitors 45 Tons trees: Storm DR -1877 May 2010 • Field Supervisor • Data Manager 2,300 trimmed 10 tons removed Marlow, Oklahoma 2010 Severe Winter Mar. 2010 to • Debris monitoring • Tree Monitoring • Project Manager • 27 Debris Monitors 77,000 cy trees: Storm DR- 1883 May 2010 • 3 Tower Monitors • Data Manager 4,000 trimmed Comanche County, 2010 Severe Winter Mar. 2010 to ^ Debris Monitoring • Tree Monitoring • Project Manager • 7 Debris monitors 282,000 cy trees: Oklahoma Storm Dr -1883 June 2010 • 3 Tower Monitors • Data Manager 31,000 trimmed Stephens County, Oklahoma 2010 Severe Winter Storm Dr -1883 May 2010 to June 2010 • Debris Monitoring • Tree Monitoring • Project Manager • 7 Debris monitors • 3 Tower Monitors • Data Manager 25,881 cy trees 24057 trimmed 48 removed III_ NEED-SCHAFFER Solution• you can built. upon AEMERGENCY MANAGEMENT TRUE NORTH oo • ing Location Event Date of Service Experience Staff Quantity Lafayette Consolidated Government, Carencro Louisiana Flood Damage Mar. 2012 to April 2012 • Debris Monitoring • Project Manager • 2 Field Supervisor • 4 Debris Monitors 4,720 cy • 11 , • 11 . • ' . _ _ IN w • Location Event Date of Service Experience Staff Quantity Mississippi Beaches and Islands 2010 BP Deepwater Horizon Oil Spill June 2010 to August 2012 • Beach and Island Restoration Monitoring • Beach and Island Safety Monitoring • Project Manager • 4 Field Coordinators • 30 Inspectors More than 50 Miles of Beach Restoration It NEEL-SCHAFFER II 4WD. You can build upon EMI AEMERGENCY MANAGEMENT TRUE NORTH ' TRUE NORTH EMERGENCY MANAGEMENT A NEEL SCHAFFER COMPANY Emergency Management Services True North Emergency Management, a wholly owned company of Neel - Schaffer, was formed to focus specifically on Emergency Management and Field Services. We are able to draw on the financial and personnel resources of Neel -Schaffer, while concentrating on emergency management. Services provided by True North include disaster debris monitoring, emergency management planning, safety, damage assessments, debris management planning, training and exercises. Our top priorities are client satisfaction, hiring local employees, and achieving full FEMA/state reimbursement. Our Emergency Management Services have assisted our clients with recovery efforts from disasters such as tornados, hurricanes. severe winter storms. and floods. We have an experienced and dedicated staff to set the framework needed to provide comprehensive disaster management services to restore the critical infrastructure necessary for a successful recovery operation. In brief, True North and Neel -Schaffer have capabilities in all aspects of pre- and post- disaster response. True North's success in managing the debris removal from all types of disasters,including, hurricanes,floods and winter storms, are testaments of our ability to work well in complex situations. We have a highly trained group of professionals who can complete the job in an efficient manner. Our company values are based on quick response, precise review, ethical practices, and sensitivity to our environmental surroundings. Our staff maintains the utmost discretion for accounting procedures and implementing accurate and comprehensive reporting. True North's objective is to receive full reimbursement for all eligible disaster recovery costs from appropriate federal and state agencies. In the event of a declared disaster, True North will implement an aggressive response to the disaster recovery process through our disaster recovery team In order to give each disaster our complete attention, we will put the necessary resources in place for rapid deployment. Emergency Management Services • All -Hazards Planning Comprehensive Emergency Management Plans Continuity of Operations Hazard Mitigation Plans Debris Management Plans Emergency Management Strategic Plans • Emergency and Disaster Management Training • HSEEP Compliant Emergency Management Exercise Services Recovery Services • Debris Monitoring NORTH TRACK E -Ticketing and Data Management System Public Property and Right of Way Debris Private Property and Demolitions Marine Debris • Public Assistance Consulting • Impact and Damage Assessment • Infrastructure Assessment and Restoration Debris Management Experience Overview Our goal is to assist cities, counties and states in disaster operations from first response to recovery. One of our greatest post -disaster services is to function as an extension of your staff — thus allowing you to turn your attention to providing assistance to your citizens while maintaining routine day-to-day operations. We are equipped to keep you informed of all phases of progress and important decision - making strategies without hindering your productivity. From experience gained on previous disaster recovery projects, we understand the necessity of involving FEMA. FHWA and state agencies very early in the planning process. Our relationship and past experience with FEMA has demonstrated our ability to guide clients through the FEMA documentation process to assure full reimbursement of eligible expenditures. On the following page is a partial list of disaster recovery projects that True North and Neel - Schaffer have successfully managed for various city, county, and state agencies: •■.M Una — MOOS s...■.' a....■ LocatioCount n Experience Event i City y /DOT 2012 Hurricane Sandy • 18 Townships and • Ocean County • Debris Monitoring of More Than 1 million CY of DR - 4086 - New Jersey Boroughs ROW Debris, Private Property Debris and Structure Demolition as a Sub Consultant to the Louis Berger Group 2012 Hurricane Sandy • New Jersey • Ocean • Marine Debris and Vessel Removal Monitoring as a Sub DR - 4086 - New Jersey Department of • Atlantic Consultant to the Louis Berger Group Environmental • Cape May Protection • Cumberland • Salem 2012 Hurricane Isaac • Biloxi • Various • Debris Monitoring DR - 4081 - Mississippi • Pascagoula Counties in • Beach Restoration DR - 4082 - Alabama • • Magnolia McComb Mississippi and Alabama • Dauphin Island 2011 Tornadoes • Leeds • Bradley • Debris Monitoring DR -1971 - Alabama • Hoover • Compilation of FEMA Documentation for Reimbursement DR -1972 Mississippi • Clinton • Tree Monitoring • Jackson - Tennesse • Cleveland Cleveland • Chattanooga 2010 Deepwater • Hancock • Recovery Documentation and Safety Monitoring Horizon Oil Spill • Harrison Mississippi • • Jackson Bay Florida 2009 Winter Storms • Mayfield • Graves • Debris Monitoring DR -1818 - Kentucky • Paducah • McCracken • Tree Monitoring DR -1819 - Arkansas • Paragould • Greene • Compilation of FEMA Documentation for Reimbursement DR -1822 - Missouri • Poplar Bluff 2008 Hurricane Ike • La Porte • Debris Monitoring DR -1791- Texas • Morgan's Point • Beach Restoration • Shoreacres • Marine Debris Monitoring • Taylor Lake Village • Concrete Removal Texas General Land Office • Tree Monitoring • White Goods • Galveston • Brazoria • Compilation of FEMA Documentation for Reimbursement (public beach) (unicorp) • Quintana • Galveston • Jamaica Beach (unicorp) • Surfside 2008 Hurricane Gustav • Lafayette • Debris Monitoring DR -1786 - Louisiana • Scott • Tree Monitoring • Compilation of FEMA Documentation for Reimbursement 2008 Flooding DR -1763 - Iowa • Cedar Rapids Debris Monitoring of: • C & D Materials, Metals, White Goods • Household Hazardous Waste (HHW) • Regulated Asbestos -Containing Materials RACM) • Demolition of Flood Impacted Structures 2005 Hurricane Katrina • Biloxi • Hancock • Debris Monitoring and Tree Contract DR -1604 - Mississippi • Canton • Jackson • Dead Standing Tree Removal • Gautier • Rankin • Removal Plan for Hazardous Trees/Limbs • Jackson • Rights -of -Way (ROW) Final Pass • Laurel • Mississippi • Rights -of -Entry (ROE) • Madison Department of • Abandoned Vehicle/Boat Removal • • Magee Magnolia Transportation (District Six) • • Drainage Way Debris Removal Contractor Selection Assistance • McComb • Compilation of FEMA Documentation for Reimbursement • Hattiesburg 2004 Hurricanes • Vero Beach • Indian River • Debris Monitoring Frances DR -1545 • Contractor Selection Assistance Jeanne DR -1561 • Compilation of FEMA Documentation for Reimbursement Florida EMERGENCY MANAGEMENT A TRUE NORTH Testimonials A NEEL SCHAFFER COMPANY "I felt contracting debris monitoring with Neel -Schaffer was in the best interest of the City... We got the work done quicker that way, and if we had trouble, we went to them If we hadn't had that flexibility, we would have gone around in circles. City of Biloxi, Mississippi Mayor, A. J. Holloway 'Perhaps because post -Katrina disaster recovery represents the most massive clean-up in America's history, maintaining an orderly clean-up process was a challenge. Once we enlisted the services of Neel -Schaffer, everything began to run much better - Jackson County, Mississippi John McKay, Supervisor 'Neel -Schaffer has done an outstanding job, not only keeping us on track, but keeping us between the rules and guidelines set forth by FEMA. " City of Paragould, Arkansas Mayor, Mike Gaskill Contact: Nelson Lucius, PE nelson.lucius@neel-schaffer.com 817.201.1912 Shane Stovall, CEM sstovall@truenorthEM.com 407.718.7551 www.truenorthem.com TRUE NORTH EMERGENCY MANAGEMENT A NEEL-SCHAFFER COMPANY True North Emergency Management, a wholly owned company of Neel -Schaffer, focuses specifically on Emergency Management and Debris Monitoring services. We are able to draw on the financial and personnel resources of Neel -Schaffer, while concentrating on Emergency Management services. True North provides quality comprehensive Emergency Management services to communities, organizations, and agencies in the public and private sector. Our staff is trained and experienced in all -hazards mitigation, preparedness, response, and recovery. This includes various aspects of Emergency Management planning, training, and exercises. True North customizes its services based on the needs of each individual community and organization in order to achieve the most efficient and effective project outcome. Our top priority is client satisfaction. In addition, when True North performs Debris Monitoring services, we will ensure maximum use of local employees, and utilize ardent measures to achieve maximum federal/state reimbursement for our clients. Emergency Management Planning Our staff of Emergency Management planners has experience in developing various types of plans and planning tools for communities and organization, both large and small. Such plans include: Emergency Operations Plans / Comprehensive Emergency Management Plans Hazard Mitigation Plans Debris Management Plans Continuity of Operations Plans / Continuity of Government Plans Departmental Projects and Strategies Capability Assessments Hazard and Vulnerability Analysis Public Outreach Plans Impact and Damage Assessment Planning Shelter Plans (including Functional Needs Support Services Plans) Standard Operations Procedures National Incident Management System (NIMS) Implementation Plans Dam Safety Emergency Action Plans True North staff will work with clients to ensure that all plans are compliant with applicable state and federal regulations, to include National Incident Management System (NIMS), Emergency Management Accreditation Program (EMAP), and FEMA Community Preparedness Guide (CPG) 101. 1 .• , i , '�- E T Fe • si a • . �.► e • ._ J"' ►jam•`t' • / , ., Comprehensive, Customized and Cost Effective Emergency Management Solutions Emergency Management Exercises True North staff understands client needs to drill or exercise plans in part or in their entirety. This is necessary in order to define gaps in capabilities and/or processes before an emergency or disaster occurs so that they can be corrected. True North staff has expertise in the Homeland Security Exercise and Evaluation Program (HSEEP), and will use this approved methodology and set of tools to develop drills and exercises for clients. Emergency Management Training True North Emergency Management understands the criticality of training personnel and organizations in order to empower them to do their jobs effectively and efficiently. True North offers various training courses to include courses related to: Debris Monitoring and Management National Incident Management System Emergency Operations Impact and Damage Assessment Public Outreach Departmental Strategy Development Hazard Mitigation Continuity of Operations / Continuity of Government General Emergency Management Emergency and Disaster Response and Recovery True North Emergency Management will be there to enhance your capabilities and capacity to respond and recover following a large-scale emergency or disaster. True North's comprehensive response and recovery services include: Debris Monitoring Staff Augmentation - EOC Personnel - Engineering Public Assistance Consulting Hazard Mitigation Project Design and Completion Infrastructure Restoration For more information please contact: Nelson Lucius, PE nelson.lucius@neel-schaffer.com 817.201.1912 www.truenorthEM.com 1.866.787.2422 AEMERGENCY MANAGEMENT Shane Stovall, CEM sstovall@truenorthEM.com 407.718.7551 TRUE NORTH 4_ t Key Personnel Nelson Lucius, PE Mr. Lucius joined Neel -Schaffer in 1990 and has 30 years experience in emergency management and civil engineering. He is a Senior Vice President of Neel -Schaffer and Manager of True North Emergency Management. Mr. Lucius has extensive experience in managing and monitoring debris removal related to all types of disasters including hurricanes, ice storms and floods. He has participated in several debris monitoring projects for public entities over the past eight years,that included over 1 million cubic yards of debris each. Mr. Lucius has experience working with Federal, State and Local government emergency agencies and reimbursement programs. He also has experience with solid and hazardous waste management programs, policies and procedures. Mr. Lucius has participated in special disaster recovery program management services including private property/right-of- entry (ROE) work, waterways clean-up and reimbursement, leaning tree and hanging limb removal, hazardous material removal, vessel and vehicle recovery, asbestos abatement, data management, hauler invoice reconciliation and contracting, and FEMA appeals assistance. Mr. Lucius also has project management and design experience on several debris site, roadway, utility and landfill projects including planning, conceptual design, site development, final design and permitting. Mr. Lucius has been responsible for project management during the planning, design, bidding and construction phases of projects. Shane Stovall, CEM Mr. Stovall is a Certified Emergency Manager with over 16 years of experience in Emergency Management. Before joining True North Emergency Management, Mr. Stovall was the Director of Emergency Management for the City of Plano, Texas. His previous career experience also includes Project Manager, Emergency Preparedness for General Physics Corporation and Emergency Coordinator, Plans and Operations Supervisor, and Emergency Planner for Charlotte County, Florida. Mr. Stovall also served as chairman on various committees such as Dallas/Fort Worth Regional Emergency Managers Group; the Public -Private Partnership Caucus for the International Association of Emergency Managers; and the Public -Private Partnership Committee for the Emergency Management Association of Texas. While previously employed in Florida, Shane served as Chairman for the Certification Commission for the Florida Emergency Preparedness Association. Shane was also elected by his emergency management peers to serve as Secretary of the Florida Emergency Preparedness Association for two consecutive terms. He has authored publications such as a Masters Level College Text Book in 2011, for which he wrote Chapters titled "The Hazards we Face", "Developing Strategies for Emergency Management Programs", and "Building Public -Private Partnerships". He also provided an article in the American Society of Professional Emergency Planners Annual Journal, 1997 "Saving Yourself from Disaster". While employed with General Physics Corporation, Mr. Stovall managed the planning team for the Homeland Security and Emergency Management Business Unit. This team was involved with the development and updating of Continuity of Operation Plans (COOP), Comprehensive Emergency Management Plans (CEMP), Terrorism Annexes, Local Mitigation Strategies (LMS), and Standard Operating Procedures (SOP). He also developed the NIMS Crosswalk and It NEE L—SCHAFFE R UPON 4 TRUE NORTH EMERGENCY M4NAGEMENT C established placement of company emergency preparedness services on the State of Florida State Term Contract. Derrick Tucker, PE Derrick Tucker joined Neel -Schaffer in 2002 and has more than sixteen years experience in debris management, civil and environmental engineering. He has managed debris operations and all aspects of water and sewer improvement projects; including conceptual development, grant and loan funding procurement, environmental clearance, production of construction plans and specifications, right-of-way / easement acquisition, and construction engineering and administration. Mr. Tucker has managed debris operations for Neel -Schaffer following Hurricanes Ike and Katrina. He was Project Manager for debris removal following Hurricane Ike for the City of La Porte as well as 50 miles of sand cleaning at Galveston, Brazoria and Boliver. He was also responsible for 350,000 acres of marine debris and sunken vessel removal from the Gulf of Mexico, Galveston Bay and four other bays. Bryan Milling Mr. Milling joined Neel -Schaffer / True North Emergency Management in 2005 managing debris removal data entry and processing following Hurricane Katrina. For the past several years, Mr. Milling has served as Data Manager and IT Manager for our debris monitoring projects. This has included numerous hurricane, tornado, oil spill, winter storm, and flood projects. Mr. Milling has data experience on all types of monitoring including ROW, ROE, tree work, beach restoration, marine debris, demolition, condemnation, asbestos, white goods, HHW, and abandoned car and boat removal. He has been involved with the start up and closeout of more than 35 debris removal projects and maintains a comprehensive database of all projects and personnel. Mr. Milling also led the development of our electronic ticketing system. Mr. Milling has experience working with Federal, State and Local government emergency agencies and reimbursement programs. He also has experience with solid and hazardous waste management programs, policies, and procedures. Mr. Milling has participated in special disaster recovery program management services including private property/right-of-entry (ROE) work, waterways clean-up and reimbursement, leaning tree and hanging limb removal, hazardous material removal, vessel and vehicle recovery, asbestos abatement, data management, and hauler invoice reconciliation and contracting, and FEMA appeals assistance. Mr. Milling began his disaster work as part of the Army Corps of Engineers Blue Roof team following Hurricane Katrina. Since joining Neel -Schaffer, he has provided services as a Rights -of -Entry (ROE) Inspector, Field Monitor, Tower Monitor, Field Supervisor and Data Manager. Mike Calavan Mr. Calavan has extensive debris management experience with both Neel -Schaffer and the U.S. Army Corp of Engineers. His experience includes Hurricanes Katrina and Rita as well as ice storm debris monitoring in Oklahoma and Kentucky. Mr. Calavan is experienced in management of multipurpose projects involving supervision of employees, preparation of plans and coordinating with a variety of agencies at all levels of government. He has performed structural, maintenance and safety inspections of Corps of Engineer facilities and III NEEL—SCHAFFER Solutions you can burls, Litton AEMERGENCY MANAGEMENT TRUE NORTH C written reports. Mr. Calavan also has performed the necessary duties from preparation to completion of many projects using contracts to perform tasks of all kinds including but not limited to: construction and repair of buildings, roadwork, janitorial, mowing and cleaning. Kingsley McCallum Mr. McCallum recently joined True North with over 15 years of experience in his field. His recent experience includes the supervision of debris removal monitoring following Hurricane Sandy in Ocean County, New Jersey. He is an accomplished senior -level professional with demonstrated expertise in the areas of estimating, finance, operations and staff management within the commercial and residential construction sectors. Mr. McCallum's experience includes: P&L Management, contract negotiation, finance planning/strategy, state and local policy compliance and vendor sourcing/negotiation. He has managed commercial and residential projects ranging in size from $90,000 to $6.5 million. Travis McCoy Mr. McCoy began his career with Neel -Schaffer in 2001 as a project inspector. Throughout the last eight years, he has been instrumental in applying his inspector training to other fields of business that Neel -Schaffer provides to its clients; such as disaster debris monitoring services. In the field of debris management, Mr. McCoy served as an Operations Manager on several projects including the City of Taylor Lake Village following Hurricane Ike and Greene County, AR following the 2009 winter ice storm. Thomas H. Strickland Mr. Strickland joined Neel -Schaffer in 2005 as a Debris Monitor and Field Supervisor. Mr. Strickland served as a project manager during the beach clean up following the Deepwater Horizon Oil Spill. Mr. Strickland has debris removal experience following Hurricanes Ike and Katrina as well as the 2009 winter ice storm in Kentucky. As an Inspector, he has worked on several roadway and sewer projects. His project experience reflects his work with Neel - Schaffer as well as the construction experience he has had over the year Jay Cronin Mr. Cronin joined Neel-Schaffer/True North in 2009 as a Debris Removal Monitor following severe winter storms in Greene County, Arkansas. He was then promoted to Field Supervisor for several severe winter storm debris monitoring projects in Kentucky. He has gained experienced as a Field Supervisor / Data Manager during recent debris monitoring projects. Mr. Cronin has assisted in the development of True North's proprietary electronic ticketing system and comprehensive database. Ron Moxness Mr. Moxness joined Neel -Schaffer in 2009 working as Field Supervisor and Field Operations Manager. He recently was Operations Manager for a vegetative debris removal project following severe winter storms in Connecticut. Mr Moxness has participated in debris monitoring projects following various types of disaster events including hurricane, flooding, severe winter storms, tornadoes and severe thunder storms. His project experience also includes monitoring of sand screening and marine debris removal monitoring using Side -scan Sonar. It NEEL—SCHAFFER AEMERGENCY MANAGEMENT TRUE NORTH Kenney Ursrey Mr. Ursrey joined Neel -Schaffer in 2005 as a debris monitor during cleanup after Hurricane Katrina. Following that assignment, he participated in assessments of street and sidewalk damages in St. Bernard, Orleans and Jefferson Parishes for FEMA and state emergency management personnel. Rick Nunn Rick Nunn began work for Neel -Schaffer, Inc. in February 2009 as a Debris Collection Monitor in Paragould, AR. Since then Mr. Nunn has served as Field Supervisor, Operations Manager and Safety Lead on numerous projects from Arkansas to Connecticut. Cindie Nettles Ms. Nettles joined Neel -Schaffer in 2005 as a Debris Collection Monitor and Tower Monitor for Hancock County, Mississippi following Hurricane Katrina including monitoring the removal of C&D, vegetative, asbestos and concrete debris. Ms. Nettles has also served as Field Supervisor for beach restoration and marine debris projects following Hurricane Ike. Her experience also includes the supervision of debris removal and operations management after the severe winter ice storms of 2010 in Oklahoma. David Galvan Mr. Galvan started his career with Neel -Schaffer as a Debris Collection Monitor in 2008 following Hurricane Ike. He has also served as Field Supervisor for beach and marine debris removal for the Texas General Land Office. Mr. Galvan provided field supervision of debris removal in Oklahoma following the 2010 winter storm debris and is currently Operations Manager in Cedar Rapids. Tom Gardner Tom Gardner joined Neel -Schaffer as a Debris Collection Monitor following Hurricane Ike in 2008. He advanced to Field Supervisor of sand screening and then became Operations Manager for marine debris monitoring for the Texas General Land Office. He served as project manager for four counties in Connecticut following sever winter storms. He also has experience as a Lead Safety Inspector during the beach clean up following the Deepwater Horizon Oil Spill. Mr. Gardner served as Operations Manager for the 2010 severe winter ice storms in Oklahoma. He recently served as Project Manager for several debris removal monitoring projects following severe winter storms in Connecticut and as a Safety/ Project manager for operations in the cleanup of the Deepwater Horizon Oil Spill. Greg Porter Mr. Porter joined True North Emergency Management as a debris removal monitor following Hurricane Sandy in 2012. He was quickly promoted to Field Supervisor. Responsibilities included supervision of debris removal monitoring from the right of way. It NEEL—SCHAFFER Solwtkons you can bull. upon 4 TRUE NORTH EMERGENCY MANAGEMENT Hello