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Home My WebLink About20133376.tiffPrinte Name Lii.„.\ Signature CONTRACT AGREEMENT EXTENSION/RENEWAL BETWEEN THE WELD COUNTY DEPARTMENT OF FINANCE AND ADMINISTRATION AND BASE TACTICAL DISASTER RECOVERY This Agreement Extension/Renewal ("Renewal"), made and entered into February day of 1, 2021, by and between the Board of Weld County Commissioners, on behalf of the Weld County Department of Finance and Administration, hereinafter referred to as the "Department", and Base Tactical Disaster Recovery , hereinafter referred to as the "Contractor". WHEREAS the parties entered into an agreement (the "Original Agreement") identified by the Weld County Clerk to the Board of County Commissioners as document No. 2013-3376, approved on January 6, 2014. WHEREAS, Section 2 of the Agreement allows for the extension of the term of the Agreement upon specific written consent of the parties, and WHEREAS, the parties entered into six Addendums to Agreement for Professional Services on December 18m 2014, August 19, 2015, September 8, 2016, October 12, 2017, February 7, 2018 and December 18, 2018 WHEREAS the parties hereby agree to extend the term of the Original Agreement in accordance with the terms of the Original Agreement, which is incorporated by reference herein, as well as the terms provided herein. NOW THEREFORE, in consideration of the premises, the parties hereto covenant and agree as follows: • The Original Agreement will end on December 31, 2020. • The parties agree to extend the Original Agreement for an additional 12 -month period, which will begin January 1, 2021, and will end on December 31, 2021. • The Renewal, together with the Original Agreement, constitutes the entire understanding between the parties. The following change is hereby made to the Contract Documents, which shall be effective upon the expiration of the current term of the Original Agreement: 1. Delete the first sentence of Section 2 of the Agreement, and add the following: "The term of this Agreement shall be from January 1, 2021, through and until December 31, 2021, which term may be extended by mutual written consent of the parties." 2. The limitation of compensation of $2,301,702.00 established in prior agreements remains unchanged and services performed by Contractor under the terms of this Addendum shall be scheduled by the County on an 'as needed' basis. • All other terms and conditions of the Original Agreement remain unchanged. IN WITNESS WHEREOF, the parties hereto have duly executed the Agreement as of the day, month, and year first aboitten. CONTRACTOR, ioAkt4 G. Lie., y BOARD OF COUNTY COMMISSIONERS WELD COUNTY, COLORADO ATTEST: �:1'*d- �/• Weld BY: Deputy CI r to a Boa cee-) ot///02/ 0013-33-70 Fz©067 r3c..00c45 Steve Moreno, Chair Consen+ Ac oa/ot/al FEB 0 12021 CONTRACT EXTENSION/RENEWAL FOR PROFESSIONAL SERVICES FOR BASE TACTICAL DISASTER RECOVERY APPROVED AS TO SUBSTANCE: Ele eint Head APVED„AQ NDIN Controller APPROVED AS TO FORM: vtS County Attorney ADDENDUM TO AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN WELD COUNTY AND BASF. TACTICAL DISASTER RECOVERY This Addendum to the Agreement is made and entered into this IR day ofNit =l,AetA—. 2014 by and between the County of Weld, a body corporate and politic of the State of Colorado, by and through the Board of County Commissioners of Weld County, Colorado, hereinafter referred to as "County," with offices located at 1150 'O' Street, Greeley, Colorado 80632, and Base Tactical Disaster Recovery, 121 W. Long Lake Road, Third Floor, Bloomfield I lilts, Michigan 48304, hereinafter referred to as "Contractor." WHEREAS, the parties entered into an Agreement for Professional Services on January 6, 2014, (referenced by Weld County Clerk to the Board document number 2013-3376), hereinafter called the "Agreement", and WI IEREAS, Section 2 of the Agreement allows for the extension of the term of the Agreement upon specific written consent of the parties, and WIIEREAS, the County and the Contractor desire to extend the Agreement pursuant to Section 2 of the Agreement, upon all terms as stated in the Agreement, except as specifically described in this Addendum, below. NOW, TI IEREFORE, it is agreed by the Parties that the following changes are made to the aforementioned AGREEMENT as follows: 1. Delete the first sentence of Section 2 of the Agreement, and add the following: "The term of this Agreement shall be from January 6, 2015, through and until January 5, 2016, which term may be extended by mutual written consent of the parties." The limitation of compensation of $1,374,260, as set forth in Section 4.d. of the Agreement, shall remain as a limitation for all compensation, including that for all services performed by Contractor under the terms of this Addendum. All other terms and conditions set forth in the Agreement shall remain the same. CONTRACTOR 2. Signature Name Conaa.n+ 11-zy-2O11 2-kt lk-f• Date cc 41c efiXio) POI II -2414 Page 1 of 2 2013- 337149 F 10057 3C00y' ATTEST: Wjahot - Weld County Clerk to BY: De u Clerk to th APPROVED AS TO FUNDING: Controller APPROVED AS TO 'ORM: County Attorney BOARD OF COUNTY COMMISSIONERS WELD COUNT , COLORADO Vc,‘& ugla Rademac er, Chair NOV 2 4 2014 APPROVED AS TO SUBSTANCE: N/4 Elected Official or Department Head Director of General Services Page 2 of 2 aoi3 33710 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 January 6, 2014, through and until January 5, 2015, which term may be extended by mutual written consent of the parties. 3. Services to be Performed. Contractor agrees to perform the Services listed or referred to in Exhibit "A," attached hereto and incorporated herein. Contractor shall meet all of the time requirements set forth on page 9 of Exhibit A. All of the promises and covenants set forth in Exhibit A, specifically those set forth on pages 21-25 therein, including all of the expectations and requirements set forth in Weld County Bid Request No. B1300200, are incorporated herein by reference. Contractor shall comply with and meet all of the deliverables listed in the Exhibit "B," attached hereto and incorporated herein. 4. Compensation. a. County agrees to pay Contractor for services performed as set forth in Exhibit A, at the rates and charges listed and specifically described on the attached Exhibit "C," which supersedes and replaces page 27 of Exhibit A. Charges shall be based on the time actually spent performing the services, but shall exclude travel time. The budget estimate for total costs set forth in Exhibit B includes a good faith approximation of personnel and hours needed to accomplish the goals and objectives of the Scope of Work. The actual personnel and hours may vary according to the requirements for completion of the Scope of Work. This budget also includes an estimated cost for mileage and airfare to be charged to County. Variations of the travel costs from this estimate will be presented to County for pre -approval. Ct-I3 -I1-° 1 Ce-; t,ArCL-T, (�5,0(;vi4, Pw,ca qyo l ly omi,3-_3.37 �L c�S� coo 5_5- b. Mileage and airfare shall be reimbursed to Contractor by County in accordance with the following: i. Mileage to be charged will be for local travel in Weld County, or to FEMA / State offices as required for completion of the scope of work, during work hours. Mileage does not include travel to and from work before and after the work day. Mileage rates will be in accordance with the US General Services Administration (GSA) Privately Owned Vehicle (POV) Mileage Reimbursement Rates. ii. Airfare to be charged will be two round trip flights per month, per person, not to exceed $600 per trip. Contractor's personnel will not charge time per hour to Weld County for travel (to and from home station), unless the time is also being used for work product relevant to the scope of work. (e.g., reviewing a PW during a flight). 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 all services (including, but not limited to, mileage and pre - approved air travel) under this Agreement shall not exceed $1,374,260. 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 2 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 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. 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 4 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: John G.Y,evy, President SUBSCRIBED AND SWORN to before me this /P1'44 —day o , , c299/-. WITNESS my hand and official seal. My commission expires: ATTEST:�L�-� CLERK TO THE BOARD COMMISSIONERSOF WELD COUNTY Notary Public By: i SHERI L DENNIS NOTARY PUBLIC, STATE OF MI COUNTY OF OAKLAND ,S`r COMMISSION EXPIRES Mar20, 2017 ACTING IN COUNTYQF Aze.4,400.4 BOARD OF COUNTY Deputy Cle to the Bo 361 g11 .i 5 By: Douglas Radem: cher, Chairman JAN 1 3 2014 a0 -3:37Z BASE TACTICAL DISASTER RECOVERY Weld County FEMA Public Assistance / FHWA Consultant Request for Bid Number B1300200 Presented by: BASE Tactical Disaster Recovery December 10, 2013 BASE DISASTER RECOVERY TABLE OF CONTENTS COVER LETTER and SIGNATURE PAGE PROJECT APPROACH ■ Approach to Completing the Scope of Work ■ Project Schedule ■ Approach to Managing Direct Administration Cost PROJECT TEAM QUALIFICATIONS ■ Organization Chart ■ Resumes of Team Leaders RESPONSE TO RFB QUESTIONS RATE SHEET REFERENCE LIST FIRM BACKGROUND & QUALIFICATIONS ■ Firm Background ■ Disaster Recovery Services ■ Pathway to Success ■ Strategic Planning ■ Finance ■ Project Management APPENDICES A. Direct Administrative Cost Attachments B. Example Project Worksheets C. Example Weekly Correspondence D. Previous Projects E. Resumes and Biographies F. Closing Letter December 10, 2013 BASE TACTICAL DISASTER RECOVERY BASE Tactical Disaster Recovery, 121 W. Long Lake Road, Suite 300 Bloomfield Hills, MI 48304 Tel: (248) 840-0305 Cell: (917) 754-7717 Fax: (800) 862-4008 jlevy@basetactical.com Weld County Reference: RFB - FEMA Public Assistance /FHWA Consultant - Proposal Number B1300200 To Weld County Board of Commissioners and Administration: BASE Tactical is pleased to offer this response to provide FEMA, FHWA, CDBG and other expert consulting services to Weld County, covering the requirements in the County's RFB. BASE Tactical has assembled a team of national experts who specialize in response, recovery, and reconstruction for catastrophic disasters throughout the United States. Our team brings extensive infrastructure experience to meet the needs of the County and believe we can provide significant value in recovering from your catastrophic events. We look forward to continuing our engagement which began on September 23, 2013. With our unique experience we are able to provide Weld County with best practices which include response and recovery strategies, assessment and documentation of physical and program damages, and reconstruction strategies for rebuilding and mitigating critical infrastructure and facilities. We are very familiar with the FEMA Public Assistance and Hazard Mitigation programs and FHWA, CDBG, and NRCS funding sources. We customize numerous administration processes which help secure a successful outcomes and focus on strategies to enhance sustainable solutions, maximized funding and, most importantly, ensure our clients' successful recovery from disasters. Our partners, ARCADIS U.S., Inc. and Stantec Consulting Services Inc., provides an interdisciplinary team of highly specialized project managers, engineers, and architects supported by the resources of two internationally known corporations. This talented team includes the finest experts in the nation. The BASE Tactical/ARCADIS/Stantec team understands the challenges you face and are prepared to assist you in achieving a timely and successful disaster recovery. Sincerely, BASE TACTICAL DISASTER RECOVERY, INC. John G. Levy President Subcontractor Information: ARCADIS U.S., Inc Attn. Jack Bryck, PE 4999 Pearl East Circle Boulder, CO 80301 Family Environmental Attn. Bernard Hurley 3650 Chestnut PI. Denver, CO. 80216 Stantec Architecture Engineering, Inc. Attn. John Malueg 209 Meldrum St. Ft. Collins, CO 80521 Hydro Construction Attn. Rod Rice 301 E. Lincoln Ave. Ft. Collins, CO 80524 BASE DISASTER RECOVERY Sgnature Page 1. The bid proposed herein meets all of the conditions, specifications and special provisions set forth in the request for proposal for Request No. #B1300200. 2. The quotations set forth herein are exclusive of any federal excise taxes and all other state and local taxes. 3. He or she is authorized to bind the below -named bidder for the amount shown on the accompanying proposal sheets. 4. The signed bid submitted, all of the documents of the Request for Proposal contained herein (including, but not limited to, product specifications and scope of services), and the formal acceptance of the bid by Weld County, together constitutes a contract, with the contract date being the date of formal acceptance of the bid by Weld County. 5. Weld County reserves the right to reject any and all bids, to waive any informality in the bids, and to accept the bid that, in the opinion of the Board of County Commissioners, is to the best interests of Weld County. FIRM BASE Tactical Disaster Recovery, Inc. BY John G. Levy (Please print) BUSINESS ADDRESS 121 West Lona Lake Road, Suite 300 DATE December 10, 2013 CITY, STATE, ZIP CODE Bloomfield Hills. Michigan. 48304 EMAIL jlevv(@basetactical.com TELEPHONE NO ` 248.840.0305 FAX 800.862.4008 TAX ID # 20-5216823 SIGNATURE WELD COUNTY IS EXEMPT FROM COLORADO SALES TAXES. CERTIFICATE OF EXEMPTION NO 98-03551-0000. YOU DO NOT NEED TO SEND BACK PAGES 1 - 9. BASE DISASTER RECOVERY Roject Approach APPROACH TO COMPLETING THE SCOPE OF WORK Project Understanding The 2013 Colorado floods began on September 9, 2013. A slow -moving cold front stalled over Colorado, resulting in heavy rain and catastrophic flooding along Colorado's Front Range from Colorado Springs north to Fort Collins. The situation intensified from September 11 to 12, 2013. The flood waters spread across a range of almost 200 miles from north to south, affecting 17 counties, including Weld County. Weld County, in northeast Colorado, was flooded by the overflow of the South Platte River. Flooding in Weld County affected 3,000 homes, over 350 commercial properties, and 2,377 agricultural parcels; 122 bridges were damaged and 654 lane -miles of road in Weld County were either damaged by flooding or impacted by standing water. The Colorado Governor declared a state of emergency on September 13, 2013; followed up by the presidential declaration on September 13, 2013, identified by Federal Emergency Management Agency (FEMA) federal notice FEMA-4145-DR. f EM %-4145-1)13. ('&Bradt, Disaster Declaration as of 10/21/2013 The declaration released federal assistance for recovery of both individuals and infrastructure impacted by the floods. Weld County was included in the declaration on September 13, 2013 for direct federal assistance, individual assistance, debris removal, and emergency protective measures. Weld County was designated for permanent infrastructure work assistance on October 1, 2013. The incident period is from September 11 to 30, 2013. Although Weld County has a significant population of residents that were impacted by the flooding, much of the residential infrastructure will be insured loss. Those who have been identified as eligible for federal individual assistance have been included in the efforts led by FEMA, the Red Cross, and Non -Governmental Organizations (NGOs), like the United Way, to help residents get aid from programs made available through disaster recovery assistance. The programs are identified through the disasterassistance.gov website, which is also the source for individual registration into those programs. Weld County Public Works immediately began repairs to damaged facilities as soon as flood waters allowed them to do so. There have been approximately 140+ paved and gravel road segments, bridges, and/or culverts damaged and repaired or undergoing repairs. There is also damage to the Hokestra Gravel Put and the Poudre Trail from the impacts of the flooding in Weld County. These repairs may be funded through the FEMA Public Assistance Grant Program (PA) as the temporary restoration activities eligible for reimbursement. In addition, the activities to restore these facilities to their pre -flooding conditions will also be eligible for reimbursement through the same PA program. There may be opportunities to introduce improvements to these facilities during the recovery process that will reduce the possibilities for future damage or loss. These activities will be eligible for federal assistance through the 406 Mitigation Program administered in conjunction with the PA program. Weld County has also incurred costs for the response and recovery efforts. These costs include emergency protective measures and removal of debris from the right of way. The current estimate of emergency repairs, debris removal, and emergency protective measures is approximately $12 million. 3 BASE DISASTER RECOVERY Roject Approach Weld County Public Works has begun the process of compiling costs of emergency repairs for each infrastructure site, and the Weld County Controller has provided actual cost documentation for labor, expense, contracts, invoices, purchase orders, etc. incurred during the incident period and recovery. Base Tactical (BT) has provided guidance and assistance in organizing the costs and documentation to be used for federal grant submittals. Although Weld County will pursue all disaster recovery assistance available to the communities in Colorado, the recovery strategy is focused primarily on infrastructure and the federal assistance provided by FEMA and the Federal Highway Administration (FHWA). BASE Tactical Definitions & Approach The following outlines the roles and responsibilities for the recovery of Weld County. Weld County Commissioners: The elected officials are the leading entity in all recovery activities. The approval of recovery and mitigation decisions, funding pursuits, strategy, and priorities will be the responsibility of the Commissioners on behalf of the County. Weld County Department of Finance and Administration: The Department of Finance and Administration will be the lead on compiling all costs incurred during the recovery of Weld County. This department will provide the support and direction in all funding pursuits, and administration of federal and state grant funding provided for recovery activities. This department will also act as the liaison to BT. Weld County Office of Emergency Management: The Office of Emergency Management will be the lead in coordination with officials from State, Federal, and neighboring jurisdictional agencies. The Weld County Office of Emergency Management is the local authorized representative. Weld County Clerk of the Board: The Clerk of the Board will provide administrative support for the transmittals and communications between Weld County, Weld County representatives, the State of Colorado, FEMA, FHWA, and any other Federal, State, or local agencies involved in the recovery efforts. Weld County Department of Public Works: The Department of Public Works will be the lead on all infrastructure recovery and debris operations. Public Works will provide all site specific documentation for infrastructure grant submittals and will be responsible for executing the work to be funded by the federal aid programs. Engineering, design, site inspections, and work product documentation will be coordinated by this department. This department will also be a primary contributor to the long-term strategy of infrastructure recovery. Base Tactical (BT): BT will provide expertise and guidance in the development of strategy, and execution of recovery activities. BT will lead the effort to develop federal aid grant submittals and also provide guidance in the reimbursement process. BT will conduct any negotiations with federal agencies or state agencies as directed by the Weld County Commissioners. BT will provide assistance with any audit issues and lead the effort on any appeals as necessary and directed by the Weld County Commissioners. All other Weld County Elected Officials and Departments: The Weld County elected officials and departments will provide support to the recovery process by conducting activities within their purview and providing supporting documentation for any Federal Aid grant submittals. FEMA / FHWA / other Federal Agencies: Federal Agency representatives in Weld County will provide assistance in developing funding submittals for grants and aid. Colorado State Agencies: The State of Colorado is the Grantee of all federal aid, and will administer grant funding to the sub -grant recipients, including Weld County. The State should be the advocate for applicants of federal funding, and will draw and reimburse federal and state grant funding to Weld County in accordance with the disaster recovery programs. Funding Pursuits The federal programs administered by FEMA and FHWA require that representatives from these agencies create and submit the sub -grant submittals for local applicants. Weld County will be drafting sub -grant narratives and documentation to be provided to the FEMA and FHWA representatives. 4 BASE DISASTER RECOVERY Roject Approach The following outlines the actions that will be taken in pursuit of the FEMA and FHWA funding: Identify all costs incurred during the response, and emergency repairs; labor, contracts, invoices, purchase orders (POs), materials, equipment, etc. Organize all actual cost documentation into site specific activities and FEMA PA categories of work, including: Emergency Work A. Debris Removal B. Emergency Protective Measures Permanent Work A. Road Systems and Bridges B. Water Control Facilities C. Buildings, Contents, and Equipment D. Utilities E. Parks, Recreational, and Other Develop Damage Descriptions and Scopes of Work for each category and emergency repair site. Compile the damage descriptions, emergency repairs scopes of work, and actual cost documentation into sub -grant submittal drafts to be provided to FEMA and FHWA. o FEMA and FHWA can use these sub -grant submittal drafts to develop the PA Project Worksheets (PWs) or FHWA Detailed Damage Inspection Report (DDIRs) respectively. o As the federal agency reps develop the PWs and DDIRs, Weld County will provide any additional in- formation or conduct site visits as required by those reps to complete the process. Organize all actual cost documentation, descriptions of impacts, and scopes of work for the emergency protective measures, and debris removal conducted in Weld County. These will be provided to FEMA reps for inclusion in the development of Category A and B PWs. o As the FEMA representatives develop the PWs, Weld County will provide any additional information or conduct coordination meetings as required by those reps to complete the process. Weld County Public Works will be developing scopes of work for each damaged facility which will bring those facilities back to pre -incident conditions. Because of the climate of Northern Colorado and since Weld County is entering into the winter season, much of the permanent restoration will not be conducted until the spring time in early 2014. The development of the permanent restoration projects will include the following: o Description of pre-existing conditions o Narrative of the impacts of the 2013 Flooding incident o A description of vulnerabilities identified through the impacts. o Scope of Work; Codes and Standards upgrades o Mitigation (improvement) proposal and scope of work o Cost estimates for restoration and mitigation o Plan for use of contractors or force account; schedules. o Benefit Cost Analysis (as necessary) Provide these packaged sub -grant submittal drafts to FEMA and FHWA as appropriate. o FEMA and FHWA can use these sub -grant submittal drafts to develop the PA Project Worksheets (PWs) / Hazard Mitigation Proposals (HMPs), or FHWA Detailed Damage Inspection Reports (DDIRs) respectively for the permanent restoration. o As the federal agency reps develop the PWs/HMPs and DDIRs, Weld County will provide any additional information or conduct site visits as required by those reps to complete the process. General and Financial Services BT is capable of providing an extensive knowledge, experience and technical competence in interpreting and dealing with Federal regulations, specifically including the Robert T. Stafford Act. Our staff will continue to provide onsite consultation to the Weld County Commissioners and staff, including, but not limited to: Review estimates of disaster -related damages prepared by affected County departments, including force account data, contractual services, materials, equipment, labor, etc. to ensure accuracy, completeness, and suitability for submission for State and Federal reimbursement. Assist the County in developing project worksheets in a manner which facilitates efficient completion of each project, and maximum and timely reimbursement. Review procurement procedures and contracts, and make recommendations thereto, to ensure they meet applicable State, FEMA or FHWA requirements. 5 BASE DISASTER RECOVERY Roject Approach Advise the County of changes, updates and other policy or procedural changes affecting the recovery and eligibility for recovery, of the County's disaster - related expenditures. Facilitate and negotiate maximum FEMA/FHWA reimbursement for all response and recovery projects and project worksheets related to the flood disaster. Provide significant technical expertise and advice regarding all FEMA Categories of Public Assistance and FHWA eligible construction and repair costs and strategies, temporary work, structural issues, engineering and cost estimating services as needed Engineering expertise for the design and mitigation of the damaged facilities. These services will be secured at the option of the County and include development of proposals for the FEMA Hazard Mitigation Grant Programs (404 and 406). Construction administration services during the reconstruction period to ensure that FEMA and State policies are being appropriately followed to maximize the County's reimbursement. Technical expertise and best practices for pay packages and close out documentation to insure efficient completion of each project, and maximum and timely reimbursement. Proactively identify and resolve issues that may arise related to the funding of work completed or to be completed. Specialized assistance to address unique needs in connection with grant development. 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. Assist in providing interagency (Federal, State, Municipalities) coordination and technical support, as well as identifying funding resources that may be available to assist in the long term recovery process. The County understands considerable coordination will be required to work with multiple Federal and State agencies including FEMA, FHWA, the Colorado Department of Transportation, EPA, Corps of Engineers, and Natural Resources Conservation Service, among others. Assist the county, in partnership with applicable Federal and State agencies and personnel, to develop a process/system to efficiently submit and track Federal grant applications, capture costs, prepare cost reports, reconcile invoices, and close-out projects. Oversight of consultant's/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. Provide astute and accurate general management advice related to FEMA/FHWA grants and reimbursements and other disaster -related recovery projects. Present information as needed to the county staff, the Board of County Commissioners, and other groups as requested. Scan electronically and save all data and documentation for FEMA/FHWA's review and approval. Track all project documentation submitted through the entire grant process, establishing audit trails as administration of the grant(s) occurs. This process will include complete reconciliations of expenditures, costs claimed, monies recovered, claims denied. Present information as needed to the county staff, the Board of County Commissioners, and other groups as requested. 6 BASE DISASTER RECOVERY Roject Approach Project Worksheet Development The following outlines the steps that will be taken to develop grant submittals for FEMA, FHWA, and other funding sources in place to provide aid for the recovery of the flooding impacts to Weld County Infrastructure. These steps include the actions that may be taken by Federal and State agencies working with Weld County. FUNDING PROCESS TABLE 1 Actions Identify damages and costs incurred from flooding impacts Responsible Weld Public Works (WPW); Weld Controller; Base Tactical (BT) Deliverable Estimated costs from labor, materials, contracts, invoices, etc; A list of damaged infrastructure sites, potential costs to repair. This information will be used to plan the completion of grant submittals as well as the actual recovery. 2 Compile costs incurred. WPW; Weld Controller; BT For damaged infrastructure sites the actual costs for contracts, materials, labor, etc. will be compiled in the Weld Public Works system; For Cat A and Cat B Costs, the Controller and Base Tactical will compile into the appropriate format. 3 Prepare DRAFT Grant submittals (PWs / DDIRs) BT; Weld Controller; WPW Engineers Cat A: The actual cost documentation will be summarized and formatted for submission to FEMA. DDD & SOW will be drafted. Cat B: The actual cost documentation will be summarized and formatted for submission to FEMA. DDD & SOW will be drafted. Temporary Repairs: The reports from Public Works and/ or contracts will be used to document the costs. BT and WPW will work together to compile documentation (pictures, etc.) and draft the narratives for DDD & SOW. Permanent Work PWs: DDD and SOW will be developed by WPW and/or engineers; Cost estimates to be developed by WPW; BT will work with WPW to compile and format. Mitigation: SOW will be developed by WPW and/or engineers; Cost estimates to be developed by WPW; BT will work with WPW to compile and format. 4 DRAFT Grant submittals (PWs / DDIRs) collaboration with FEMA/ FHWA Weld Authorized Representative; BT; WPW Engineers Provide documentation and backup to FEMA or FHWA representatives. WPW may accompany FEMA or FHWA reps on site visits; BT will coordinate presentation of actual cost documentation. BT will facilitate resolution of any discrepancies or issues with submittal drafts. 5 Local Approval of DRAFT Grant submittals Weld Authorized Representative; BT; County Commissioners When a finalized draft submittal (PW or DDIR) is provided to the County for local approval, this must be reviewed: • WPW for technical completion • Base Tactical for programmatic completion, format, and ensure that all content issues are resolved. • The Weld Authorized Representative will sign the submittal. • BT will file the documentation into SharePoint • Submitted to the Weld County Clerk of the Board. BASE DISASTER RECOVERY Roject Approach 6 Actions County Commissioners Approval and Submittal to FEMA Transmittal of signed submittal to FEMA/FHWA Notification of approved funding Responsible Weld County Clerk of the Board Weld Authorized Representative State of Colorado, OEM Deliverable Weld County Clerk of the Board will enter the Grant Submittal (PW) to the TYLER Minutes system for Commissioners' review and approval of correspondence. Signed or Unsigned Grant submittal transmitted to FEMA/FHWA. Receive PO or funding agreement from the State. This process will include onsite consultation to provide extensive knowledge, experience and technical competence in interpreting and dealing with Federal regulations, specifically including the Robert T. Stafford Act to the Weld County Commissioners and staff, including, but not limited to: Review estimates of disaster -related damages prepared by affected County departments, to include force account data, contractual services, materials, equipment, labor, etc. to ensure accuracy, completeness, and suitability for submission for State and Federal reimbursement. • Assist the County and FEMA, as necessary, in developing project worksheets in a manner which facilitates efficient completion of each project, and maximum and timely reimbursement. • Review procurement procedures and contracts, and make recommendations thereto, to ensure they meet applicable State, FEMA or FHWA requirements. • Advise the County of changes, updates, revisions and other policy or procedural changes affecting the recovery and eligibility for recovery, of the County's disaster -related expenditures. • Facilitate and negotiate maximum FEMA/FHWA reimbursement for all response and recovery projects and project worksheets related to the flood disaster. • Provide significant technical expertise and advice regarding FEMA PA Categories A, B, C and G, and FHWA eligible construction and repair costs and strategies, temporary work, structural issues, engineering and cost estimating services as needed. • Proactively identify and resolve issues that may arise related to the funding of work completed or to be completed. • Provide specialized assistance to address unique needs in connection with grant development. • Assist in identifying opportunities for hazard mitigation programs/funding to reduce or eliminate risk from future events. • 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. Assist in providing interagency (Federal, State, County) coordination and technical support, as well as identifying funding resources that may be available to assist in the long term recovery process. The County understands considerable coordination will be required to work with multiple Federal and State agencies including FEMA, FHWA, the Colorado Department of Transportation, EPA, Corps of Engineers, and Natural Resources Conservation Service, among others. • Assist the County, in partnership with applicable Federal and State agencies and personnel, to develop a process/system to efficiently submit and track Federal grant applications, capture costs, prepare cost reports, reconcile invoices, and close-out projects. • Provide oversight of consultant's/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. • Provide astute and accurate general management advice related to FEMA/FHWA grants and reimbursements and other disaster -related recovery projects. • Present information, as needed, to the County staff, the Board of County Commissioners, and other groups as requested. 8 BASE TACTICAL DISASTER RECOVERY Project Approach BASE TACTICAL Disaster Recovery RESPONSE: Emergency Measures RECOVERY: Permanent Repairs RESILIENCY: 000 & 006 HMGP REIMBURSEMENT: state/Grantee CLOSE OUT & AUDIT Debris removal, temporary repai Weld County Proposed Timeline of Recovery Private Property Debris removal, Demolition Category A & B PWs Secure FEMA obligation and drawn down by State Accounting and data sources; Compile acual costs data Design permanent repairs and develop scope of work for each damaged project. Secure FEMA obligation and proceed with reconstruction Design (internal or external engineering) Draft Cat C, E, G PWs Re -DRAFT Cat C, E, G PWs and true -up with FEMA Permanent reconstruction Secure FEMA obligation and drawn down by State Identify appropriate solutions to harden strucures for future events. Issue design, cost estimates and RCA's to support proposals Design (internal or external engineering) 406 Mitigation Design (internal or exte nal engineering) 400 Mitigation; other funding sources Re -DRAFT Cat C, E, G PWs and true -up with FEMA; incorporate HMPS Develop SOW and Cost estimates for Mitigation Projects; Develop Grant Applications for 400 Mitigation and other funding sources Improvements and harding of structures Secure FEMA obligation and drawn down by State Grant administration and Funding Reimbursmement Notifications of approved funding; Obligations from federal agencies transmitted through State Grantee State Grant Funding Agreements received / Purchase Orders Issued Payments for Small Projects 4uartery Reporting 4uartery Reporting 4uartery Reporting 4uartery Reporting 4uartery Reporting 4uartery Reporting Reconstruction: FEMA/ State Inspections Payments for actual costs reconstruction and mitigation projects; Reconciliation Document consolidation for Close out Project Closeouts/ Final Inspections Managemen Audi Appeal Gran[ Closeou BASE DISASTER RECOVERY Roject Approach APPROACH TO MANAGING DIRECT ADMINISTRATIVE COST The following outlines the approach to accounting for direct administrative costs (DAC) incurred by Weld County during the recovery process for the 2013 flooding. This approach is in accordance with: • Code of Federal Regulations Title 44 Part 207 Man- agement Costs • Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended, 42 U.S.C. 5121 et seq. Located in United States Code, Title 42 • The Public Health and Welfare, Chapter 68. Disaster Relief Title III — Major Disaster and Emergency As- sistance Administration Sec. 324. Management Costs (42 U.S.C. 5165b) • FEMA Disaster Assistance Policy (DAP) 9525.9 (March 12, 2008) The grants provided through the federal aid programs administered by FEMA, allow for reimbursement of direct and indirect costs incurred by Grantees and Subgrantees during the administration of eligible projects for restoration and mitigation improvements to damaged infrastructure. It is anticipated that Weld County Recovery will include the pursuit of FEMA Public Assistance Grants, FEMA 406 Mitigation Grants, Federal Highway Administration (FHWA) Grants, FEMA 404 Hazard Mitigation Grants, and possible other federal and state opportunities. During the course of these activities, there will be costs incurred by Weld County and its contractors that will be eligible for reimbursement via these grant programs. Although each recovery effort is different and many clients choose to take advantage of the full menu of Base Tactical services, typically 80% to 85% of the work performed by our team is reimbursed through federal aid. These activities will be categorized and accounted for within the following: Management Costs: Costs incurred in administering and managing grants that are not directly chargeable to a specific project. Examples: State/local grant accounting costs; quarterly reporting; programmatic accounting costs; single audit act requirements; non -Federal special considerations. (Weld County staff and/or contractors) Indirect Costs: Costs incurred for common required activities that are not readily assignable to cost objectives. Examples: legal costs; auditor costs; financial accounting costs. These costs would be readily identified in the Weld County Cost Allocation Plan. (Weld County staff) Direct Administrative Costs: Costs incurred in the development and management of a specific project that is not included in the scope of work (SOW) of the project. Examples: post -declaration activities; project listing development; project formulation; grant processing; grant management and closeout; programmatic inspections; travel and expenses. (Weld County staff and/or contractors) Direct Costs: Costs incurred by the implementation of grant scope of work and completion of restoration and mitigation objectives. Examples: Public Works staff time, materials, equipment; contractor costs included in the project SOW. (Weld County staff and/or contractors) Base Tactical will assist the Weld Controller and Public Works in accounting for all of these costs initially as estimates for grant development and funding, and finally as actual costs to be used for reimbursement of eligible grant funding. It is anticipated that much of these costs will be developed in cooperation with Weld County Public Works, FEMA Project Officers, contracted engineers, and Base Tactical to formulate estimates. The actual costs will eventually have to be reconciled with Weld County financial systems maintained by the Controller. Base Tactical will assist with the reconciliations of costs, reimbursement pursuits through the State Grantee, any audits, appeals, programmatic and financial reporting, and grant and financial closeouts. Weld County has an approved Cost Allocation Plan approved by its cognizant agency. The County's cognizant agency is the Division of Cost Allocation in the U.S. Department of Health and Human Services (DHHS). DHHS has authorized the Colorado Department of Human Services (CDHS) to be its representative for Colorado local government cost allocation plans. It is anticipated that Weld may be able to account for "Indirect Costs" on the Disaster Recovery Grants in accordance with the U.S. Office of Management and Budget issued OMB Circular A-87, which defines allowable expenditures for Federal grants. The circular was re -published, with minor revisions, as 2 CFR, Part 25 in the August 31, 2005 Federal Register. The Circular establishes procedures for recovering both direct and indirect costs of programs. The Circular requires that a Government entity wishing to claim indirect costs as charges against Federal grants prepare an annual Cost Allocation Plan and submit the proposal to a designated cognizant Federal department for review and approval. 10 BASE DISASTER RECOVERY Roject Approach The management costs allocated by FEMA through the Public Assistance Grant Program (PA) and the Hazard Mitigation Grant Program (HMGP) is defined as a percentage of the federal award allocation. PA is 3.34% and HMGP is 4.89%. The State (Grantee) has the option of allocating a portion of these to local municipalities (Subgrantees). Base Tactical will assist Weld County in accounting for costs that will be eligible for this funding as available. In the event that the Grantee does not allocate management costs percentages to the Subgrantees, there may be an opportunity to build the management costs into either the DAC or direct costs. References See Appendix A for the following reference documents: Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended, 42 U.S.C. 5121 et seq. Located in United States Code, Title 42. The Public Health and Welfare, Chapter 68. Disaster Relief; Title III — Major Disaster and Emergency Assistance Administration; Sec. 324. Management Costs (42 U.S.C. 5165b) (a) Definition of Management Cost - In this section, the term "management cost" includes any indirect cost, any administrative expense, and any other expense not directly chargeable to a specific project under a major disaster, emergency, or disaster preparedness or mitigation activity or measure. (b) Establishment of Management Cost Rates - Notwithstanding any other provision of law (including any administrative rule or guidance), the President shall by regulation establish management cost rates, for grantees and subgrantees, that shall be used to determine contributions under this Act for management costs. (c) Review - The President shall review the management cost rates established under subsection (b) not later than 3 years after the date of establishment of the rates and periodically thereafter. FEMA Disaster Assistance Policy (DAP) 9525.9 (March 12, 2008); Section 324 Management Costs and Direct Administrative Costs Code of Federal Regulations Title 44 Part 207 Management Costs 11 BASE DISASTER RECOVERY Roject Team Qualifications ORGANIZATION CHART ROADS ENVIRONMENTAL SERVICES Bernard Hurley - Lead BRDGES Katie Wolff Mark Son ier- Lead BAS≤Tactical Ken Metzger- Project Manager John Malueg - Froject Manager Jack Bryck, FE- Project Manager BASETACIICAL PRNCI PAL John G Levy ARCADIS& Santec WATERWAYS ADDITIONAL FACILITIES EXEC DIRECTOR Tommy Horton - Lead Bobby Alberti - Lead BA�Tactical MITIGATION- SITE RECOVERY MGMT Rnadways- Ragulatory Compliance - Bridges- Safety - Commissioning - Sructural - Historical Reservation - Architectural - Interior Design 12 BASE DISASTER RECOVERY Roject Team Qualifications RESUMES OFTEAM LEADERS John G. Levy President. BASE Tactical Disaster Recovery John G. Levy is the principle of BASE Tactical Disaster Recovery and was the project leader for the New York City - HHC disaster management and recovery project. Mr. Levy has been engaged, supporting HHC's corporate and facility leadership recover from the devastating impacts of Hurricane Sandy since days of the event. The support Mr. Levy has provided has been broad, leveraging lessons learned from managing responses to both large and small disasters across the nation. Mr. Levy is providing regular guidance to leadership relative to the many critical decisions which need to made during an initial disaster response. Mr. Levy will participate in developing and implementing the strategies to maximize the federal, state, and local reimbursements available to Weld County. Mr. Levy is an expert in FEMA Public Assistance, Hazard Mitigation and Individual Assistance Programs. Levy led the BASE Tactical team during a two-year term as lead disaster consultant for the City of Cedar Rapids, Iowa. He intends to use the experiences from this $6B disaster as a basis for achieving the right outcomes to allow the County to recover in a quick and efficient manner. John Levy has represented clients who have incurred damage from natural disasters, including Gulf Coast business owners affected by Hurricanes Katrina and Rita. Levy has secured insurance settlements and provided FEMA support in Texas after Hurricane Ike, and with the University of Iowa, Iowa City, IA and Nashville, Tennessee after catastrophic flooding. Levy has served as board of trustee for the Detroit Medical Center, Detroit Michigan for 30+ years. During that time he has seen medical reimbursement change from a cost plus system to today's limited reimbursement programs for the under and uninsured which has caused seismic shifts in the delivery of medicine. During 2010, as Vice Chairman, Mr. Levy participated in the sale of the DMC to Vanguard Health Systems for $1.5B, the largest transaction to have occurred in the City of Detroit. Today Levy is chairman of the for-profit Vanguard Michigan board. With more than 30 years of business experience and 15 years of consulting experience to businesses, cities, counties, and disaster related clients, Levy has had numerous excellent outcomes. He prides himself on his efforts to build a consensus with clients and stakeholders, which is based on fair and equitable business principals. 13 BASE DISASTER RECOVERY Roject Team Qualifications Tommy B. Horton Project Leader for Weld County 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) Tommy Horton is the project leader for the Weld County recovery project. 14 BASE DISASTER RECOVERY Roject Team Qualifications Bernard F. Hurley, Jr. Environmental Services Bernard Hurley, Jr. currently serves the Base Tactical Disaster Recovery team as the Senior Environmental Director responsible for developing and implementing protective measures for Weld County. Bernard is also the owner of Family Environmental Compliance Services, Inc. (Family Environmental); the firm specializes in Industrial Hygiene, Disaster Response and Environmental Site Clearing Services. The company was formed in 1992 as a sole proprietorship and under Hurley's leadership, Family Environmental has steadily grown over the last 20 years with headquarters in Denver, Colorado and offices in Kansas City, Missouri, and New York City. Bernard is a recognized industry leader providing effective environmental solutions for natural disasters throughout the Midwest. He has personally managed response actions for many challenging projects including the Grand Forks, North Dakota Flood of 1997, Hurricane Katrina, the 2008 Cedar Rapids, Iowa Flood, and the Joplin, Missouri Tornado cleanup response. His technical background includes senior consulting and program management for comprehensive Industrial Hygiene Consulting, remedial design and oversight of many significant mitigation/abatement projects for over 20 years. In addition, he was the Senior Environmental Design Professional for large municipal urban redevelopment/restoration projects including the former Stapleton International Airport Asbestos -Contaminated Soil Remediation Project (City of Denver, Colorado) and the Sprint Center Arena — Power & Light Entertainment District Urban Redevelopment Initiative (City of Kansas City, Missouri). Bernard was born in the New York area, raised in San Francisco Bay and currently resides in Denver, Colorado. A devoted family man, he is the father of two children and has two grandchildren. Bernard is pleased to offer his continued service and expertise to the Base Tactical response and restoration team. 15 BASE DISASTER RECOVERY Roject Team Qualifications Katie Wolff Administration Ms. Wolff currently serves as Environmental Scientist for Family Environmental. She conducts and manages Phase I, II and III Environmental Site Assessments. She has assisted clients in both the public and private sectors with challenging environmental issues. Her primary technical responsibilities at Family Environmental include project management, final document review, field operations, document preparation, and business development. Ms. Wolff will provide coordination, logistical support and administrative services as a part of the BASE Tactical - Weld County team. SELECT PROJECT EXPERIENCE City of Wheat Ridge — Wadsworth Corridor Phase I, II and III, 2012 -ongoing, Project Manager/Environmental Scientist The City of Wheat Ridge hired Family Environmental to conduct an environmental assessment on a prominent property on the Wadsworth Corridor. Our responsibilities were to conduct a full scale environmental assessment beginning with a Phase I and carrying the project all the way to completion with a Phase III. Mrs. Wolff has an integral role with the project as she is the Project Manager for the project and is out it the field managing all aspects of the necessary field work. Health and Hospital Corporation - Abatement and Remediation Oversight, 2012 - 2013, Project Manager/ Environmental Scientist Family Environmental was the environmental consultants for the Health and Hospital Corporation (HHC) of New York City following Hurricane Sandy. Our primary responsibilities were to oversee all environmental abatement and remediation that occurred at HHC facilities. Mrs. Wolff duties include but are not limited to: • Invoicing for Signal Restoration; • Organization of all analytical data produced at HHC facilities; Creation of analytical reports for all microbial data; • Prepare closeout reports for all asbestos and microbial remediation, and • Creation of a file sharing portal for HHC to access all documentation produced since November 6, 2012. 16 BASE DISASTER RECOVERY Roject Team Qualifications Bobby Aliberti Project Manager Mr. Aliberti specializes in emergency management, security operations, homeland security, technology, and physical security consulting. As an consultant, he provides clients with high-level guidance on how to organize and administer business and/or programs through a successful and efficient approach that takes advantage of technology. Most recently before joining the ARCADIS team, Mr. Aliberti was the Security Operations Commander for the Coalition Bases in the Baghdad Iraq. As a part of the Theater Commander's staff, Mr. Aliberti was responsible for all Base Defense, security of High Risk Personnel and convoy security operations. Mr. Aliberti was the ROE Program Manager for the Debris Removal mission in Hancock County, Mississippi. Hancock County was ground zero for Hurricane KATRINA, suffering massive devastation. Mr. Aliberti has provided services in planning, training, exercise, and grant administration to state and local governments in the areas of emergency management, information management, and technological security. SELECT PROJECT EXPERIENCE Security Operations, U.S. Department of Defense Debris Management Experience, U.S. Corps of Engineers Mitigation Planning, State of Florida Division of Emergency Management Debris management planning Hazards and vulnerability Assessments Environmental and Contamination Assessment Mark W. Stonier Lead Estimator Mark Stonier has been involved in disaster recovery project estimating for 30 years. Stonier's expertise and responsibilities include the review and inspection of structures for building -related damages of residential, commercial, and industrial buildings. Stonier develops itemized estimates that establish repair cost for clients and negotiates with representatives to agree on total cost of repairs. Stonier reviews contracts and compare the professional estimates to initial proposals. He performs material buy-outs and sub -contractor buy-outs. Stonier compiles material submittals, prepares log and transmittals, reviews and approves shop drawings, prepares job schedules for each phase of construction, schedules material deliveries, assists in coordinating crews, addresses field problems and proposes solutions, and performs project billing and final project closeouts. ■ FEMA/NFIP Flood Certified #06061014 ■ Builders Licence #210118147 ■ IICRC Certified #181302 ■ Served as expert witness in over 50 flood related lawsuits ■ Written estimates in 14 named hurricanes 17 BASE DISASTER RECOVERY Feermesand Biographies Jack Bryck, PE Water - Site Recovery Management Mr. Bryck has a diversified background in water system engineering from over 35 years in the planning, design and construction of municipal drinking water systems including water supply, treatment and distribution. He has been responsible for the design of water treatment plants, including residual stream, most recently for the Maple Grove Water Treatment Plant (18 mgd), the City of Phoenix Union Hills WTP (160 mgd) GAC processes as well lead on the Denver Water Moffat Water Treatment Plan Condition Assessment and process developmental and costing for the Navajo - Gallup (40 mgd) water treatment plant. He is experienced in the process design, installation, operation and analysis of conventional and membrane filtration systems. SELECT PROJECT EXPERIENCE City of Boulder: Optimization of Betasso Water Treatment Filters to Meet Watershed Raw Water Quality Challenges / Boulder CO. Assisted in the investigation of methods to improve the filter productivity during high color events associated with watershed spring runoff raw water challenges to bring the plant production capacity into alignment with the production capacity the rest of the year. The investigation was to better understand and narrow the reasons for the phenomenon and develop solutions that will be built into the Capital Improvement Program. Worked closely with the City staff to provide technical guidance and oversight on the development and execution of the proposed testing plan and prepared a report identifying the causes of the issues and solutions for inclusion in capital works projects. City of Boulder: Improvements to the Carbon Dioxide Feed System- Boulder Reservoir WTP / Boulder CO. Lead the investigation, preliminary design and detailed design of the improvements to the carbon dioxide feed system to address carbon dioxide feed control at low plant production. 18 BASE DISASTER RECOVERY Roject Team Qualifications Ken Metzger Roads - Site Recovery Management Mr. Metzger is a registered professional geologist with 21 years experience in environmental consulting and over 31 years experience in the field of geology as related to the natural resource industries. He has been responsible for managing and supervising site investigations and remediation activities for 21 years for the restoration of air, soil and groundwater aquifers at RCRA and CERCLA sites in Arizona, Colorado, California, Ohio, Oklahoma, New Mexico, Texas and Nebraska, at an ISRA site in New Jersey, additional locations under state -lead programs in a number of states, and internationally in Australia and Chile. SELECT PROJECT EXPERIENCE Boulder County Transportation Dept., Boulder and Longmont, Colorado Project Manager for Boulder County Transportation Dept. Supervised field team on 2 active projects. The work consisted of investigative services to evaluate impacts associated with a release of petroleum hydrocarbons to the environment; and remediation of these impacts if required. Responsibilities included providing technical support on both the investigation and remediation phases (i.e. drafting work plans for Groundwater Monitoring, Site Summary Forms (SSF), Site Characterization Reports (SCR) and soil excavation/remediation) and reviewing documents produced by the team for quality assurance, and tracking budgets. Also responsible for subcontractor management, coordination with other regulatory agencies, reimbursement activities through the OPS as well as cost estimating for additional phases of work. One site has obtained a No Further Action Determination from OPS. ASARCO Inc. Globe Plant, Denver, Colorado Soil -sampling Task Manager for the soil -sampling program at commercial, industrial and residential properties surrounding the ASARCO Globe Plant (CERCLA facility). Conducted statistical analysis on metals concentration in soil and responsible for managing field and site activities and reporting deliverables to the CDPHE. Brown Group Retail, Inc. Denver, Colorado Air Task Project Manager for commercial site located in Denver, Colorado (largest air - contaminated site in United States) in which chlorinated solvents from a groundwater plume migrated offsite into residential properties. Coordinated with 20 employees and communicated within company, attorneys, CDPHE, public, and client to complete task. 19 BASE DISASTER RECOVERY Roject Team Qualifications John Malueg Stantec A/E Services Mr. Malueg will oversee the delivery of all Stantec A&E related services and coordination of the Stantec project managers assigned to Weld County. Mr. Malueg will work with the project manager assigned to each facility providing them guidance relative to documenting damages and identifying the appropriate course of actions. Mr. Malueg role includes reviewing and providing input to the development and implementation of recovery solutions in such a manner that will position the County to maximize their FEMA reimbursement. Mr. Malueg's role will include assisting in identifying potential grant funding pools to minimize the financial burden of the respective identified alternatives as well will provide assistance in completing the required benefit — cost analyses as required by FEMA's 404 and 406 hazard mitigation grant programs. Mr. Malueg will attend major project milestone meetings as necessary providing written status reports and summary of project progress, issues and problems encountered along with remedial actions for problem resolution and associated impacts to budget and schedule. As Stantec's leader of our national disaster management team, Mr. Malueg is an expert in disaster mitigation, public assistance, hazard mitigation, FEMA programs, and supporting our clients with obtaining funding and implementing sustainable solutions. Mr. Malueg's disaster management clients include the State of Vermont (Hurricane Irene), Commonwealth of Kentucky's Emergency Management and Cabinet of the Environment; Louisville Metropolitan Sewerage District; Ashland City, Tennessee, Pigeon Forge, Tennessee; Winnebago County, Illinois; Rockford, Illinois and Fairfield, Ohio. Disaster management services provided to these and other Stantec clients include disaster damage assessments, state and community strategic planning and coaching, federal partner facilitation, mitigation project analysis, benefit -cost analysis, grant application development, design engineering and construction administration. Mr. Malueg's knowledge and expertise stems from a 28 year engineering career holding key leadership and management positions in local government and private consulting. His expertise includes disaster management, utility management, fioodplain management, wastewater collection and treatment, water distribution and environmental engineering. His prior career experience includes serving as the water resource utility manager for the City of Greensboro, North Carolina. As part of Stantec's water resource leadership team, Mr. Malueg's responsibilities include serving our strategic clients providing strong executive guidance toward strategies that solve problems and maximize opportunities. Many of our clients find it difficult to manage the impact of a catastrophic event while also maintaining normal operations. In recognition of this, he commits the Stantec team to functioning as a seamless extension of the State, providing support and recommending best disaster management practices. Mr. Malueg further commits to providing an open line of communication and keeping you informed of all aspects of the disaster recovery effort. 20 BASE DISASTER RECOVERY F2spon%to FfrB Questions The following are our responses to the questions from pages 10 to 13 of the RFB. Explain in detail who will be the lead professional serving Weld County for this part of the work, and what experience that individual has with similar assignments. Tommy Horton has led the Weld County recovery and claims process since September 23, 2013. Mr. Horton has more than 20 years' experience in disaster recovery, working for State and Local municipalities in more than 50 declared incidents. Mr. Horton will remain the project leader for Weld County indefinitely. Explain in detail your knowledge, experience and technical competence in interpreting and dealing with Federal regulations, specifically including the Stafford Act. BASE Tactical through John Levy and Tommy Horton have helped more than 25 governmental jurisdictions recover from catastrophic events. The largest clients include New York City, NY; Brick, New Jersey, Cedar Rapids, Iowa, and the State of Florida Mitigation Bureau. Mr. Horton served as a member of the State Emergency Response Team in Florida and was instrumental in developing pilot programs which have become federal programs in the Robert T. Stafford Act. The changes to the Stafford Act in 2008 were based on the state management cost methodologies in Florida and the Disaster Mitigation Act of 2000 was based on the Florida Local Mitigation Strategy Program; both of which Mr. Horton was involved in developing. Explain how you review estimates of disaster- related damages prepared by affected County departments, to include force account data, contractual services, materials, equipment, labor, etc. to ensure accuracy, completeness, and suitability for submission for State and Federal reimbursement. The BASE Tactical team includes experts in every area that affects a FEMA claim. Our engineers are able to estimate repairs or validate the County's estimates. Our finance team secures data from your financial departments and parses same to calculate force account labor costs and materials. We will also extract historical data in order to support our estimates. This data is included in the FEMA PWs and becomes the benchmark for obligating a PW. After the federal grants in approved, Base Tactical will work with the Weld County Controller to reconcile actual costs eligible under the grants and submit reimbursement requests through the State Grantee. Explain in detail how you will assist the County in developing project worksheets in a manner which facilitates efficient completion of each project, and maximum and timely reimbursement. Tommy Horton and Katie Wolff have pulled required information for more than 45 of the County's 150 projects. Debris and emergency measure PWs (Cat B) are being submitted to FEMA for immediate obligation. Each damaged facility site will be planned to full restoration; each will be organized to submit for grant funding according to the appropriate funding source. The Weld County Public Works Engineers and contracted engineers will be a part of the collaboration, as the permanent restoration work and mitigation improvements are determined and submitted through the State and FEMA/FHWA for grant approvals. Explain in detail how you will review procurement procedures and contracts to ensure they meet applicable State, FEMA or FHWA requirements. BASE Tactical has extensive knowledge in the County's procurement system. Further we are experts at understanding FEMA's policy on procurement. We will review all procurement processes to ensure that they meet or exceed federal and state standards. The special considerations in Colorado State Statutory requirements will also be considered for each project site; funding agreements; contracts; and administrative procedures. 21 BASE DISASTER RECOVERY F2spon%to FfrB Questions Explain in detail how you plan to advise the County of changes, updates, revisions and other policy or procedural changes affecting the recovery and eligibility for recovery, of the County's disaster -related expenditures. Tommy Horton will work closely with Roy Rudisill, the Weld County administration and the Commissioners to communicate all FEMA pilot programs, 406 or 404 Hazard Mitigation policies, and FHWA procedural changes. We will assess each policy change and strategize with the County on how a policy may affect its recovery. If the State Grantee or any federal agency suggests actions which are outside of the normal policies, Base Tactical will work with those agencies on Weld County's behalf to document discrepancies. Explain in detail how you will facilitate and negotiate maximum FEMA/FHWA reimbursement for all response and recovery projects and project worksheets related to the flood disaster. BASE Tactical has partnered with ARCADIS and Stantec, two of the largest and most competent engineering firms in the U.S. Both of our partners have extensive roads, bridges, and waterways resources who are headquartered in Denver and Fort Collins. The key to maximum reimbursement is to have accurate estimates of cost. Our team will ensure that Weld County will have the most accurate estimates for all projects. In addition, the determination of possible mitigation improvements / solutions will be assessed in conjunction with Weld Engineers and incorporated into funding strategies to obtain eligible reimbursements from multiple funding sources. Explain in detail how you will provide significant technical expertise regarding FEMA Category A, Category B, Category C, Category G and FHWA eligible construction and repair costs and strategies, temporary work, structural issues, engineering and cost estimating services as needed. The BASE Tactical team is multi -disciplined and therefore we have access to"the best in the business". We intend to utilize our entire team to insure that Weld County is successful in recovering the maximum amount it is entitled from FEMA, FHWA, and the State of Colorado. BASE Tactical has, to date, provided national experts, on site to assist with emergency activities, programmatic consultation, and planning; As the long-term recovery unfolds, BASE Tactical will provide world -class experts in any field necessary to ensure success. Road & Bridge design; Flood -plain management; Financial management; federal funding; etc. Explain in detail how you will proactively identify and resolve issues that may arise related to the funding of work completed or to be completed. Communicating with FEMA's representative is a key ingredient in preventing funding issues. BASE Tactical recognizes that FEMA representatives have different skill sets and often need to better understand federal and state policies. Our role is to maintain regular communication with the agencies and work through issues before PW's are submitted. This will be the case for FHWA and CDOT representatives as well. It will also be our plan to maintain communications with the State OEM (Grantee) representatives throughout the reimbursement process, to facilitate full funding and alleviate audit issues. Explain in detail how you will provide specialized assistance to address unique needs in connection with grant development. In federally declared disasters there are many funding sources. FEMA allows for temporary repairs, permanent reconstruction, improvement for codes and standards, and several mitigation opportunities. FHWA, HUD, and the State of Colorado will also have funding programs which require comprehensive grant applications but can create significant funds. BASE Tactical has a successful track record with applying for/and securing grants with all of these agencies. 22 BASE DISASTER RECOVERY F2spon%to FfrB Questions Explain in detail how you will assist in identifying opportunities for hazard mitigation programs/ funding to reduce or eliminate risk from future events. The BASE Tactical Team will work with the Commissioners, Public Works Engineers, and all stakeholders to determine on each impacted facility, what are the best solutions to reduce and eliminate future impacts to flooding hazards, as well as other relevant hazards. This process to identify vulnerabilities will be done without regard to funding in order to ensure that the solutions are based on estimated results/outcomes, instead of price or eligibility. Once the best solutions are determined, then a strategy for funding those solutions will be developed, to include all possible sources available to Weld County post disaster, and long-term. Explain in detail how you will 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. Our team, led by Tommy Horton, has established weekly meetings with the County's administration and commissioners in order to keep everyone fully informed. It is our intent to continue a regular process for updating these parties. In addition, the BT team meets regularly with the Public Works and Finance departments to insure that the data needed for the claims is being tracked efficiently. BT will establish regular meetings with federal representatives and request that the state also provide representation at these meetings. As the reimbursement process begins, it will likely be prudent to have weekly and impromptu meetings with financial representatives at local and state levels. Explain in detail how you will assist in providing interagency (Federal, State, County) coordination and technical support, as well as identifying funding resources that may be available to assist in the long term recovery process. The County understands considerable coordination will be required to work with multiple Federal and State agencies including FEMA, FHWA, the Colorado Department of Transportation, EPA, Corps of Engineers, and Natural Resources Conservation Service, among others. The long-term recovery plan for Weld County will include the organization of current and future funding sources from federal and state agencies that are investing in flood recovery, community development, infrastructure, and watershed issues. BASE Tactical will track and catalog funding opportunities that are relevant to the recovery of Weld County infrastructure and in accordance with the local Mitigation Planning and Capital Improvements planning efforts. As recovery and mitigation projects are developed, the funding coordination and strategy will be a key step in determining where to seek resources for the County. BASE Tactical has a proven track record in leveraging multiple funding sources for our clients. Explain in detail how you will 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. BASE Tactical has worked through the Weld County Public Works department project systems to determine the necessary data for claims submission. BT has also organized all PW / Grant data to its SharePoint site for consolidation. Upon execution of a PW or Grant submittal, the documentation will be submitted through the Weld County TYLER System maintained by the Clerk of the Board. BT will track each project from cradle to grave, and work with the Weld Controller to reconcile actual costs and ensure that projects are fully reimbursed and closed out. Explain in detail how you will provide oversight of consultant's/ 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. BASE Tactical is experienced in federal procurement procedures and the need to verify contractor invoices. We will work with the County's procurement department to insure that bids are 'FEMA friendly' and instruct prospective contractors on how to invoice to insure that documents include the types of information needed for close-out. We will review invoices prior to payment to assure they meet state and federal requirements. 23 BASE DISASTER RECOVERY F2spon%to FFB Questions Explain in detail how you will provide astute and accurate general management advice related to FEMA/FWHA grants and reimbursements and other disaster -related recovery projects. BASE Tactical prides itself on our ability to strategize with our clients, establish sound business principles, and execute our mission with precision and speed. We believe that our prior and current clients can provide Weld County with confirmation that BASE Tactical has provided strong, consistent, and successful recommendations to our clients. List the date your firm would be available to begin work. Immediately Explain in detail how your fee will be structured to maximize the County's potential for reimbursement. BASE Tactical is familiar with FEMA's contractor policy for Direct Administrative Expenses (DAC). We will track our time to the nearest quarter of one hour and assign our task to one of the disaster projects. Time associated with work outside of direct projects is not reimbursable by FEMA and BT will secure the County's approval prior to incurring these costs. Provide hourly rates for each staff person that will be assigned to the Weld County contract. Provide your estimated not -to -exceed price for services. See rate sheet included in our proposal. Explain in detail how you will locate from files, initiate and complete, reproduce and otherwise assemble all required support documentation in order to extract pertinent information necessary for submittal of the County's public assistance project worksheets or other disaster -related claims. These services are expected to involve personal interaction with various county departments and familiarization with county records, policies and procedures related to human resources, risk management, employee compensation, public works, public safety, etc. Review all documentation for clarity and completeness. See funding process table on pages 5-6 of our Project Approach and the grant submittal transmittal form at the end of this section. Explain in detail how you will perform data summarization to efficiently capture costs, reconcile invoices, prepare cost reports, and close out projects. BASE Tactical will work with the Weld County Controller to capture actual costs incurred through the current Weld systems. These costs will be formatted by BASE Tactical into the appropriate reimbursement submittal for each grant. BASE Tactical will ensure that all Quarterly reporting is completed per each grant requirement and reconcile incoming funding with programmatic / eligible activities. Explain in detail how you will scan electronically and save all data and documentation for FEMA/ FHWA's review and approval. BASE Tactical uses a SharePoint portal to upload and organize the electronic version of all documentation. Weld County has access to this site and is able to retrieve any recovery documentation. 24 BASE DISASTER RECOVERY F2spon%to FFB Questions Explain in detail how you will track all project documentation submitted through the entire grant process, establishing audit trails as See funding process table on pages 5-6 of our Project Approach. BASE Tactical will utilize the Weld County TYLER Minutes administration of the grant(s) occurs. This system as well as the current financial and project management process will include complete reconciliations of systems being used by Weld County personnel to maintain audit expenditures, costs claimed, monies recovered, claims denied. trails and documentation of the entire grant process. By utilizing existing systems, the municipality will not be burdened with a new procedure. BASE Tactical will incorporate tracking reports to maintain a snapshot of the recovery process and carry out long- term objectives. Explain in detail your experience in working with BASE Tactical has been assisting Weld County since September ag/irrigation ditch companies to address their with the Flooding Recovery. There are a number of local private issues (repairs, stream relocation, and advise on and private -non-profit organizations that maintain irrigation getting reimbursements or grants)? systems in the County. Many of these systems were damaged by the flooding and is a direct impact to the agriculture community in Weld. Many of these organizations are eligible for federal aid . 25 BASE DISASTER RECOVERY F2spon%to FfrB Questions Weld County Flood Recovery Project Transmittal Sheet real =Giant mein FEMA-DR-4145-al Gra Sinai Ebiebial saWi[ml Graft •tea• Pubic Afakillnoe Mal Pruitt cult 51,1T/750.00 Karr Reject rimier PA -0B -CO -4145 00121{0} weld w9art Ian 64-380A Derain of Package: FEMA Project Worksheet far Temporary/ Emergency Repairs to CRS%Project number 69-3BOA This is the aril stbmtml, aka Version 0. This package includes: 1. FEMA PW PA -08-03-4145 00121(0) (Weld Project 69-380A) 2. Contract dated 10/11/13 (accelerated schedule of 28 days) 3. Weld Commissioners Merno, public bids received 10/1D/13 4. Contract Award Letter dated 1D/10/13 5. Weld County Map FHVVA roads_ Transmittal Authorizing Party Review Approval / Notes Date 0 David Bauer, Weld Pubic Works Received from Federal Representative Bemired horn here May, FEMA PAC 11/]3/2073 1 David Bauer, Weld Publt Worts Tec niad Reurur PW based an Contract SOW and Cast Ea for EM wort 11/]3/2003 2 Tammy Horton, Base Tactical Programmatic Review Issue with EM work beanie if Lot C; Confirm with Slate and WO. 11/14/2D13 3 Ray Rud6il4 Weld Emergency Management Weld Authorized Represented Signed as Weld AR 11/14/20]3 4 Katie Wolf, Base TarDcal Fated into SharePotit 11/14/2013 5 Tammy Horton, Base Tactical Submitted to Weld Clerk afthe Board [mailed to Esther Gek 11/22/21XB 26 BASE DISASTER RECOVERY Rate Sleet The rates for our team members are shown below. BASE Tactical Disaster Recovery Tommy Horton John Levy Bobby Aliberti Katie Wolf Mark Stonier Carly Foster Frank McColm John Malueg Reconstruction/Mitigation Reconstruction/Mitigation Reconstruction/Mitigation Reconstruction/Mitigation Reconstruction/Mitigation Bob Gowin Project Leader Principle Project Officer Admin Sr. Estimator 406 Mitigation Specialist 406 Mitigation Specialist FHWA Grants Specialist Geo-technical Engineer Environmental Engineer Structural Engineer Highway Engineer Water Resource Engineer FEMA Closeout Specialist Weld County Rate* 1st CB '14 2nd CB '14 3rd Qt '14 4th Qt '14 341 325 325 325 325 372 90 90 90 90 214 390 390 390 390 122 390 390 390 390 214 40 40 0 0 239 40 80 120 120 214 0 40 60 60 214 40 0 0 0 179 40 40 0 0 179 40 0 0 0 214 40 40 20 20 239 80 40 20 20 214 40 20 0 0 239 0 0 0 120 Total Hrs Calculation 1300 443,300 360 133,920 1560 333,840 1560 190,320 80 17,120 360 86,040 160 34,240 40 8,560 80 14,320 40 7,160 120 25,680 160 38,240 60 12,840 120 28,680 * All expenses are included in the quoted rate except for coach airfare and federally approved cost per mile. 1,374,260 27 BASE DISASTER RECOVERY Fbference List Provide a minimum of five references from the past three years for services as stated in the qualifications. 1) Agency: City of Cedar Rapids, Iowa 2) Agency: New York City Health & Hospitals Corp., a division of New York City Address: 101 First Street SE Cedar Rapids, IA 52401 Address: 150 Water Street New York, NY 10010 Contact Name & Title: Jim Prosser, City Manager (retired) Contact Name & Title: Alan Aviles, President Marlene Zurack, CFO Contact Phone #: cell: 704.763.2612; office: 704.348.2703 Contact Phone #: Aviles: cell: 646.852.0758; office: 212.788.3321 Zurack: cell: 917.613.8105; office: 212.788.3494 Contact Email: jprosser@centraina.org Contact Email: alan.aviles@nychhc.org marlene.zurack@nychhc.org Services provided, project leader from your company, and what year(s) this occurred: Disaster recovery project management, FEMA project worksheet preparation, review, negotiations, best practices in procurement, logistics, cost estimating, repair/replace strategies consistent with FEMA PA categories A to G, and continual communication with stakeholders, administration, and the State of Iowa. Engagement: June 2008 to April 2010 3) Agency: Harrah's Casino & Hotels Corp. Services provided, project leader from your company, and what year(s) this occurred: Disaster recovery project management, FEMA project worksheet preparation, review, negotiations, best practices in procurement, logistics, cost estimating, repair/replace strategies consistent with FEMA PA categories A to G, and continual communication with stakeholders, administration, and the State of New York. Engagement: November 2012 to July 2014 (active) 4) Agency: Florida Division of Emergency Management (Tommy Horton reference) Address: Las Vegas, NV Address: 2555 Shumard Oak Boulevard Tallahasse,FL 32399-2100 Contact Name & Title: Roger Davis, VP Risk Management Contact Name & Title: Miles Anderson State Hazard Mitigation Officer Contact Phone #: 901.359.8672 Contact Phone #: 850.413.9816 Contact Email: rdavis@harrahs.com Contact Email: miles.anderson@emmyfiorida.com Services provided, project leader from your company, and what year(s) this occurred: Insurance recovery project management following several catastrophic disasters. Harrah's remains a client of Base Tactical's which started in 2005. Services provided, project leader from your company, and what year(s) this occurred: Providing state level program support for all state-wide mitigation programs. Management cost and closeout support for all FEMA programs. Closeout of 12 disaster grants (State-wide); administration of $400M; approval of the enhanced mitigation planning designation per the Disaster Mitigation Act of 2000. Implementation of the pilot programs from the Hurricane Sandy Recovery Improvement Act of 2013. Engagement: October 2007 to Present 28 BASE DISASTER RECOVERY Fbference List 5) Agency: The Township of Brick, New Jersey (Tommy Horton reference) 6) Agency: Address: Municipal Building, 401 Chambersbridge Road Brick, NJ 08723 Address: Contact Name & Title: Juan Carlos Bellu, Assistant Business Administrator and Director of Land Use and Community Development Contact Name & Title: Contact Phone # 732.966.0095; 732.477.8925 Contact Phone #: Contact Email: jbellu@twp.brick.nj.us Contact Email: Services provided, project leader from your company, and what year(s) this occurred: Recovery Consultant for Hurricane Sandy restoration. Provided consultation in the pursuit of federal and state disaster aid. Provided oversight and management of the Debris operations, and infrastructure assessments. Provided planning and grants assistance. Collaboration with Brick departments, contractors, and FEMA in the development of Project Worksheets. Coordinating the reimbursement process with the Brick Division of Finance. Implementing a residential mitigation program to take advantage of the FEMA Mitigation long-term programs and the CDBG Disaster Recovery programs. Engagement: November 2012 to Present Services provided, project leader from your company, and what year(s) this occurred: 29 BASE DISASTER RECOVERY Rrm Background & Qualifications FIRM BACKGROUND BASE Tactical Disaster Recovery looks forward to the opportunity to support Weld County through the following phases of the disaster; Response, Recovery, and Reconstruction, while identifying Resilient solutions. BASE Tactical understands and supports Weld County disaster recovery objectives of: ■ "Bring our roads and bridges back to full operation as soon as possible` ■ "Maximize our reimbursements", ■ "Mitigate our facilities from future events" BASE Tactical has assembled a unique disaster recovery team with extensive expertise and experience in disaster management, FEMA policy and reimbursement programs, environmental expertise, in addition to roadway/waterway planning and design. BASE Tactical's team brings specific disaster recovery experience gained on assignments in New Orleans, Baton Rouge, and Florida. Our broader experience includes providing disaster management services for the states of New York, Florida, Kentucky, Ohio, Illinois, Iowa, and Vermont including the cities of New Orleans, Nashville, Louisville, Cincinnati, and Cedar Rapids. The BASE Tactical team looks forward to sharing the knowledge and lessons learned responding to Tropical Storm Irene, Hurricanes Katrina, and Charlie and the tornados that devastated Joplin, Missouri. The BASE Tactical Disaster Recovery team has extensive experience working with city, county, and state governments following catastrophic disasters. We offer distinct advantages because our team of experts is experienced in emergency management, facility stabilization, environmental protocols, life cycle costing, repair cost estimating, and FEMA grant assistance. BASE Tactical has been engaged with The New York Health and Hospital Corporation providing FEMA consulting services to this extensive hospital system. BASE Tactical has been active in the Response phase of the Hurricane Sandy disaster and has helped the hospitals identify the best solutions for the Recovery, Reconstruction, and Resiliency phases. Currently BASE Tactical has provided support to Weld County since the early days after the catastrophic flooding. Our goals for Weld County have been to recommend solutions to restore your facilities and infrastructure to a condition better than before, while maximizing the reimbursement of disaster costs from local, state, and federal sources. The team has been and will continue to be led by Tommy Horton and John Levy. Mr. Horton will continue to provide support for financial processes, preparation of documentation, and creating simple procuedures which will allow BASE Tactical to accurately document and efficiently support FEMA in writing Weld County Project Worksheets (PW's). Our desire is to reduce the time for FEMA to complete the PW process to weeks, rather than months. BASE Tactical has partnered with the ARCADIS - US, Inc. and Stantec Consulting Services Inc. to facilitate the appropriate planning of reconstruction strategies, validation of positions to support our FEMA claims, and provide the conduit to accurate assessments and solutions. Our commitment is to provide solid recommendations to help Weld County recover efficiently and effectively, while securing fair and equitable settlements. While FEMA Public Assistance claims are complicated enough, this engagement requires additional planning and strategies in order to maximize the funds available from the Federal Highway Administration (FHWA) and Community Development Block Grants (CDBG). This combination will ultimately influence Weld County financial recovery and improve facility and infratrusture outcomes. BASE Tactical is equipped with the skill sets necessary to provide our clients with a complete package of services, from first response to final reconstruction. We understand the importance of efficient communications, particularly in a decentralized system. Timely and accurate information is imperative to ensure a smooth transition between phases of response to recovery, and then reconstruction. We provide the communication link between the County, the State, FEMA, stakeholders and contractors. We manage the details of the projects, including vetting contract documents, establishing timelines, recommending protocols, procedures and best practices to achieve efficient operations and maximum settlements. 30 BASE DISASTER RECOVERY Rrm Background & Qualifications FEMA and State assessment teams require frequent communication and regular meetings, guidance during infrastructure assessments and project formulation, coordinating the entire process of response, recovery and reconstruction. We provide a consistent, dedicated source of communications with all County departments which frees up County staff to carry out their primary responsibilities. Our commitment is to provide accurate and comprehensive solutions in order to allow for a rapid, efficient, and resilient recovery. ARCHITECTS, ENGINEERS, ENVIRONMENTAL AND ESTIMATING SPECIALISTS BASE Tactical, ARCADIS and Stantec are teaming together to provide a complete solution following a catastrophic disaster. Our staff has the experience to guide Weld County through the Response, Recovery, Reconstruction, and Mitigation phases. We will provide guidance and support working with County staff and your contractors to identify effective repairs, sustainable permanent fixes and resilient solutions. ARCADIS and Stantec will support the team by identifying and implementing best practices, bringing our full suite of mechanical, electrical, structural and infrastructure planning. Our solutions will be cost effective and will support a benefit -cost analysis (BCA) in order to maximize FEMA grant and mitigation funding eligibility. Our basic scope of services will include implementing a process of documenting depth of flooding, documenting impacted roadways, bridges, waterways, and vehicles, assessing damages, and assisting Weld County to plan for, and implement sustainable solutions. Our recommendations, whether addressing a single piece of equipment, an entire system, or a core program, will be grounded in the County's objectives. ARCADIS and Stantec services will include assisting in developing contractor "FEMA reimbursement eligible" bid packages incorporating plans, specifications and bid documents as necessary for the contractors to bid the work and allow the County to recover the funds. We will assist in reviewing the bids received and developing recommendations for award. As directed, we will assist and support permitting, project awards, construction, testing to acceptance and occupancy. BASE Tactical, ARCADIS and Stantec have assisted multiple clients throughout the United States with recovery efforts from tornadoes, hurricanes and floods. Our team has many years of combined disaster, business and consulting expertise. The following pages provide information related to similar engagements in large disasters, specific roads & bridges, client references, and information related to the world class BASE Tactical, ARCADIS and Stantec team. In short...we know what you want. "Bring our infrastructure back to full operation as soon as possible, maximize our reimbursements and mitigate our facilities from future events." The BASE Tactical team is committed to meeting these goals for you. 31 BASE DISASTER RECOVERY Rrm Background & Qualifications DISASTER RECOVERY SERVICES ■ Emergency management/facility remediation ■ Guidance for Public sector clients requiring FEMA Public Assistance ■ Emergency repairs — direction of contractors and/or client staff. ■ Management oversight of projects and schedule sequencing. ■ Project management including design team and contractor selection. ■ Understanding and supporting the client's policies and procedures. ■ Environmental protocols including PPE (Personal Protection Equipment) ■ Recommend strategies to secure FEMA's approval for Temporary Relocations, 50% Rule calculations, and Permanent Relocation options. ■ FEMA Alternate Project considerations. ■ FEMA Improved Project considerations. ■ FEMA and Colorado State hazard mitigation recommendations. ■ Financial project analysis and budgeting. ■ Establish change order procedures and budget tracking. ■ Establish documentation processes to support FEMA ■ Establish dispute resolution protocols between contractor and client. PA requirements. ■ Maintain meeting notes as a part of the documentation process. ■ Track direct and indirect administrative costs. ■ Provide best practices for FEMA reimbursement of professional fees. ■ Maintain RFI and change order logs. ■ Conduct pre -bid, pre -construction, and construction progress meetings. ■ Provide peer review analysis for material selection. ■ Construction estimating, plan reviews, and code ■ Establish FEMA approved pay applications for codes and standards. upgrades. ■ Establish FEMA approved pay applications ■ Establish FEMA approved pay applications for ■ Provide a closeout package conforming to FEMA and State of Colorado requirements segregating hazard mitigation. sustainable upgrades. 32 BASE DISASTER RECOVERY Rrm Background & Qualifications PATH TO SUCCESS BASE Tactical understands how to recover from a catastrophic disaster. Our methodology for developing a successful outcome is based on the following four phases: Response: The response phase of a disaster is the period immediately following the occurrence when direction is provided to the many contractors that are cleaning and repairing the facilities in order to stabilize them. During the Response period it is important to formulate plans for documentation, facility repair strategies, and a process for data collection for expedited and regular Project Worksheets. Recovery: The recovery period follows the stabilization of the facilities when assessments occur to identify the extent of the damage, develop the cost to repair, identify reconstruction solutions and determine the processes for Alternate Projects, Improved Projects, and Hazard Mitigation opportunities. Reconstruction: The reconstruction period starts with the identification of scope of work, the procurement of contractors, the actual reconstruction of the facilities, and the documentation and oversight, which is necessary to satisfy all governmental funding sources. Resiliency: Hazard Mitigation is a critical part of any FEMA recovery. Solutions are identified which can harden facilities from future damages and this federal funding can provide significant enhancements for our clients. In addition, as a part of the resiliency planning, we will incorporate environmental and sustainable solutions to improve heating, lighting and other sustainable efficiencies. The Path to a aiccessful Outcome REHAB v._ REPLACEMENT l,.u, Cadm uTremtlel As DOM sne Sal NO •". 2. HAZARD MITIGAT1IN • 3. FUNCIONAL UPGRADES 4. S. SUSTAINABLE OPERATIONAL EFFICIENCY& OPTIONS ROVED SERVICE OPTION Lrocilinnl ® ® ■ • 6. FEMA REIMBURSEMENT Osamu. 14u sGp lbal Ilatamews Wd dv is MM nerve. s.sqm Ns rt Fuming 7. RECOVERY STRATEGY PROJECT RKOMMENDATIONS • • 33 BASE DISASTER RECOVERY Rrm Background & Qualifications STRATEGIC PLANNING Response ■ Organized plan- coordinate major contractors and subcontractors; ■ Set priorities — determine the priority of the recovery response; ■ Reporting and communication process — daily reports to executive team, daily facility update meetings; ■ Implement planning, environmental assessments, and training programs (FEMA 101); ■ Documentation — list of damages, estimates, and structural assessments; ■ Direct the command, control, and communication of the response — contractors, relationships with FEMA and other funding sources. Recovery ■ Assessed damages and claim eligibility; ■ Develop recovery strategy (temporary, permanent, alternate, and improved options; ■ Develop scopes of work and solutions; ■ Formulate project strategies; ■ Plan documentation system; ■ Formulate communication strategy for command and control of recovery; ■ Determine codes and standards necessary. Reconstruction ■ Recommend options and solutions for permanent reconstruction, compliance with codes and standards as well as regulations: - Operational effectiveness; - Financial efficiency; - Technical best practices. Resilience ■ Create and recommend mitigation; ■ Develop financial options and solutions for recovery; ■ Identify solutions for hardening facilities from future events. ■ Create BCA's (Benefit -cost -analysis) to support FEMA funding ■ Prepare documentation for submittal to FEMA and State for HMGP 406 & 404 programs. ■ Establish relationships with stakeholders for critical infrastructure (e.g., utilities); ■ Formulate resiliency plan for the present and future operations of HHC which account for multiple hazards. STRATEGIC PLANNING STAFFING AND EXPERTISE » Tommy Horton » John Levy » John Malueg » Bernard Hurley 34 BASE DISASTER RECOVERY Rrm Background & Qualifications FINANCE Response ■ Establish disaster recovery organizational plan: - Create system -wide disaster recovery team and command, control, and communication system; - Develop working relationships for disaster recovery with the City of New York, State of New York, and FEMA ■ Financial, information and records systems: - Design and implement project worksheet numbering protocol and financial tracking tools; - Establish disaster recovery and project worksheet files; - Integrate FEMA reimbursement process into accounting, financial, and grants administration systems; - Establish administrative cost tracking staff and consultants. Recovery ■ Obtain baseline pre -storm and disaster assessment data for disaster recovery and project worksheet purposes: ■ Develop disaster time lines; ■ Develop Human Resources and Payroll protocols for capture of disaster regular time and overtime and calculate fringe benefits; ■ Review insurance issues and make recommendations for action; ■ Ensure compliance with Code of Federal Regulations, New York City, and New York State procurement requirements; ■ Evaluate Davis —Bacon, 5A, and Wicks Law requirements compliance and impact; ■ Obtain facility elevation certificates and make flood zone determinations and recommendations; ■ Recommend project worksheet grouping and formulation based on FEMA Categories of Work A through G; ■ Review special considerations for each facility; ■ Determine groupings for small and large projects, improved and alternate projects, temporary and permanent relocations; ■ Ensure accurate damage descriptions are created and establish corresponding scopes of work; ■ Utilize Benefit Cost Analysis (BCA) to evaluate support complex or major projects and inform decision -making; ■ Formulate and submit project worksheets to City of New York OMB, FEMA, and New York State. Reconstruction ■ Oversee ongoing project formulation, FEMA-New York State payment process, time extensions, and other deadlines. Resilience ■ Formulate 406 hazard mitigation proposals for permanent projects; ■ Advise HHC on 404 Hazard Mitigation for potential mitigation projects which would not be eligible from disaster funding. FINANCE STAFFING AND EXPERTISE » Tommy Horton » John Levy » Katie Wolff » Carly Foster 35 BASE DISASTER RECOVERY Rrm Background & Qualifications PROJECT MANAGEMENT Reporting to the Weld County Commissioners and Administration Response ■ Deploy project managers to critically impacted facilities — Bellevue Hospital Center, Coney Island Hospital, Kohler specialty hospital; ■ Coordinate and communicate emergency work at facilities; ■ Direct contractors work efficiently and cost-effectively; ■ Establish time line, priorities, and compliance; ■ Ensure proper procurement; ■ Establish environmental and safety protocols, environmental education, and monitoring; assess needs for resources ("MEP" -mechanical, electrical, plumbing); ■ Establish effective command, control, and communications; Recovery ■ Managing transition from recovery to reconstruction; ■ Recommend solutions for functional upgrades, sustainable options, and/or operational efficiencies; ■ Management of project worksheet formulations, FEMA— state payment, time extensions, and other deadlines; ■ Ensure best practices and cost efficiency for all projects; ■ Recommend solutions for recovery and options for mitigation. Reconstruction ■ Project managers oversee FEMA compliant reconstruction; ■ Perform beneficial -cost analysis to identify, evaluate, and select critical projects; ■ Construction observation and monitoring and reporting takes place; ■ Advising FEMA reimbursement process; ■ Provide oversight of project worksheet formulation, prior to reconciliation, appeals, closeout, and audit; ■ Facilitate transition of all functions to the client; ■ Maintain effective can command, control, and communications. Resilience ■ Oversee implementation and execution of mitigation plans; ■ Execute recently and see plan for present and future operations for multiple hazards. PROJECT MANAGEMENT STAFFING AND EXPERTISE » Tommy Horton » Bobby Aliberti » Jack Bryck » Bernard Hurley 36 BASE DISASTER RECOVERY APPENDICES A. Direct Administrative Cost Attachments B. Example Project Worksheets C. Example Weekly Correspondence D. Previous Projects E. Resumes and Biographies F. Closing Letter Current BASE Tactical Disaster Recovery Activity New York City Coler Hospital Document Retrieval of Critical Records LS Department of ttomdnml Seen rih' SEP 0 8 2009 MEMORANDUM FOR: Regional Administrators Acting Regional Administrators FEMA Regions I — X ATTENTION: FROM: SUBJECT: FEMA Transitional Recovery Office Directors Federal Coordinating Officers Disaster Assistance Division Directors Elizabeth A. Zimmerman Assistant Administrator Disaster Assistance Directorate Disaster Assistance Policy DAP9525.9, Section 324 Management Costs and Direct Administrative Costs and Recovery Policy 9525.14, Grantee Administrative Costs This memorandum provides additional guidance on implementing Disaster Assistance Policy DAP9525.9, Section 324 Management Costs and Direct Administrative Costs and Recovery Policy 9525.14, Grantee Administrative Costs. Grantee Direct Administrative Costs In order to streamline and improve the efficiency of reimbursing grantees for direct administrative costs, FEMA will allow grantees to claim direct administrative costs on an applicant basis rather than on a project basis. Therefore, the grantee may request reimbursement for direct administrative costs on one category Z project worksheet (PW) per applicant, rather than multiple PWs as stipulated in paragraph VII D. (7) of DAP 9525.9, Section 324 Management Costs and Direct Administrative Costs. Grantees must continue to document its direct administrative costs on a project -by -project basis. When utilizing one Category Z PW, the PW must cross-reference each emergency work or repair project PW and document the direct administrative costs for each project separately. �,-...c fern a._ -A Al Use of Contractors Pursuant to Recovery Policy 9525.14, Grantee. Administrative Costs, grantees and applicants may use contractors to perform grant management functions. Neither Federal regulations nor FEMA policy precludes Public Assistance grantees or applicants from using contractors to perform eligible Public Assistance grants management activities. Public Assistance staff should not discourage use of contractors. Such contractor costs are eligible for funding provided as section 324 management costs or as direct administrative costs. Reasonable Contract Costs FEMA will reimburse grantees and applicants reasonable administrative costs to perform eligible Public Assistance activities. Staff must consider the following factors when evaluating the reasonableness of requested costs: (I) method of contracting for the services (2) the skill level of persons performing the activities, and (3) the amount of time required to perform an activity. FEMA regulations found at 44 CFR §13.36 Procurement, outline procurement requirements for grant recipients to use for all contracts funded by grants. FEMA usually considers costs resulting from competitively procured contracts to be reasonable, provided the skill levels are appropriate for the activities performed. Contract costs are typically higher than the cost of force account labor. For most Public Assistance projects, a junior or mid -level technical or program specialist (or equivalent) is appropriate for the effort. For complex projects, staff with a higher level of technical proficiency and/or experience may be appropriate. Public Assistance staff must ensure that the grantee or applicant contracted for the appropriate mix of skill levels for the types of emergency work and permanent repair projects that are eligible for FEMA funding. The last element staff must consider in determining reasonable costs is the amount of time required to perform a particular task. Typically, the major tasks include inspecting damaged facilities, detennining the extent of damage, and developing the scope of work and cost estimate required to restore the facilities. (Attached is a list of tasks related to Public Assistance projects that applicants and grantees perform.) Staff should use the amount of time it takes FEMA staff to perform similar functions as a reference point to detemninc if the amount of time the grantee or applicant requests is reasonable. Small Projects The level of effort to prepare PWs will vary from applicant to applicant. Many applicants seek FEMA support in developing scopes of work and cost estimates. However, FEMA encourages applicants to prepare project worksheets for small projects. When applicants prepare project worksheets for small projects, FEMA will validate 20 percent of the small projects for compliance with program eligibility and reasonableness. If FEMA determined that the first sample meets program eligibility requirements, FEMA will accept all of the applicant's small projects without detailed review (except for math errors). If FEMA observes issues with the first sample, it will validate another sample. If the second sample fails validation, FEMA will review all of the applicant's small projects. 2 A2 Large Projects Normally, FEMA works with the grantee and applicant to prepare the project worksheet for large projects. FEMA expects applicants to identify the scope of disaster -related damages to their facilities. Applicants may document the disaster damages, scope of work, and cost estimate on a PW and submit the project worksheet to FEMA for review. Applicants should inform FEMA of the level of effort they will invest in developing a large project PW to facilitate better coordination and avoid duplication of effort. Travel and Per Diem Travel and per diem costs for contractor employees that work on eligible Public Assistance projects are eligible as direct costs if such costs can be and arc attributed to individual projects. Documentation In accordance with 44 CFR §13.20 Standards for financial management agreements, grantees and applicants must maintain documentation to support all costs they request for reimbursement. Grantees and applicants must provide a summary of backup information and a random sample of original documentation if they have completed the project when FEMA writes the project worksheets. If FEMA prepares a project based on an estimate, grantees and applicants must provide documentation on how they developed the estimates for direct grant management costs. Direct Administrative and Section 324 Management Costs The attached table provides a list of PA administrative activities. While all activities are eligible for reimbursement with section 324 Management Cost funding, those marked as "Direct" may be direct charged to projects if they can be fully documented as such. The table is not an exhaustive list and there may be exceptions to the categorizations. Attachment A3 Pt ddic Assietance program indeed and Direct Administrative Activity L st Phase Administrative Task Administrative Activity Description Indirect (I)/ Direct (0) Grantee I Sub -Grantee Post Declaration Activities Applicunt Hr army Activities related to attending and participating in the applicant's briefing for the overall program. I Grantee & Sub -Grantee RPA Submission and Pmcessing Activities related to the suhgranlee's submission of its Request for Public Assistance (RPA) for the overall program. Grantee 8Sub-Grantee Oilier Pre-A•:rrd Activity Any other activities related to general pre -award activities, including identifying and producing eligibility and other critical documents. I Grantee & Sub -Grantee Project Listing Development Sub -Applicant Site Identification Activities carried out to identify and generate a list of damaged sites for one specific project. D Grantee & Sub -Grantee Kick -Off Meeting Activities related to attending and participating in the applicant kick-off meeting for the overall program. I Grantee & Sub -Grantee Immediate Needs Activities to discuss the need for immediate funding and collect supporting documentation for one specific project. D Grantee 8 Sub -Grantee Preliminary Cost Estimate Activities to refine the initial total damage cost estimate before the individual project worksheets are developed. I Grantee & Sub -Grantee Data Collection & Dissemination Activities to collect damage data, invoices, estimates and support documentation related to one specific project. D Grantee & Sub -Grantee Travel 8 Expenses Travel expenses related to one specific project for any of the direct administrative activities listed in this phase. D Grantee 8Sub-Grantee Travel & Expenses All travel expenses related to general support and not tied directly to one specific project. I Grantee & Sub -Grantee Project Pormulallon Special Considerations Activities earned out to evaluate the impact of hazard mitigation measures, insurance coverage, historic preservation. environmental impact, and flood risk for one specific site or project. D Grantee Financial Compliance Reviews (PA) Activities to review or support the compliance of the project with Public Assistance financial requirements for one specific project. D Grantee 8Sub-Grantee DI!'C Folding Anticipation Activities to document funding, scope of work, and other impacts resulting from mitigation, alternate. improved, or other funding requests for one specific project. D Grantee 8Sub-Grantee Site Visits Activities related to visiting. surveying. and assessing sites for one specific project. D Grantee 8 Sub -Grantee Project Description Development Activities related to developing the detailed site -specific damage description component of one specific project worksheet. D Grantee & Sub -Grantee Project Scope Development Activities related to developing the scope of work component for one specific project worksheet. D Grantee & Sub -Grantee Project Cost Estimation 8 Documentation Activities related to estimating/quantifying project costs, collecting supporting documentation, and calculating allowable fringe rates for one specific project. D Sub -Grantee AIA Site Project Request (if warranted) Activities to assemble and support requests from FEMA and the grantee related to an alternate project request for one specific project. p Sub -Grantee r 4 Site Improvement Project Request (if warranted) Activities to assemble and support requests from FEMA and the grantee related to an improved project request for one specific project. D Sub -Grantee Itt/s/ Writing Activities attributed to directly producing or writing the project worksheet for ono specific project. D Grantee & Sub -Grantee PW Review & Final Approval Activities related to supporting the review of one specific project, including the final review and approval of the project worksheet by FEMA and the grantee. D Grantee PW Exit Briefing Activities related to participation in the exit briefing for the overall program. I Grantee & Sub -Grantee FEMA/Grantee Meetings & Responses Activities related to attending, coordinating, and responding to correspondence and meeting requests from FEMA and grantee officials for the overall program and not specific to one project. I Grantee & Sub -Grantee Travel& Expenses Travel expenses related to one specific project for any of the direct administrative activities listed in this phase. D Grantee & Sub -Grantee Travel& Expenses All travel expenses related to general support and not t.ed directly to one specific project. Grantee & Sub -Grantee PW Processing Program Funding Request Formulation Activities related to organizing total loss for damaged sites into logical groups. I Grantee & Sub -Grantee PA Programmatic Compliance Reviews Activities to review and/or support compliance with Public Assistance programmatic requirements. 1 Grantee Eligibility Review Actions carried cut to support FEMA and the grantee's determination of the sub -applicant, facility, work, and cost eligibility for one specific project. D Grantee Program Funding Request Documentation Activities to reproduce documents and files for use in supporting the project worksheet's funding request for one specific project. D Grantee Program Funding Request Processing Activities to assemble, transmit, and process program funding documents to request disbursement of funds for one specific project. D Grantee \ddilional FEMA/Grantee tociimnnbnlon Requests Activities related to collecting and processing document requests from FEMA and the grantee for one specific project. D Sub -Grantee Altenate Projects Development :inn -anted) Activities related to justifying and developing an alternate project plan andior additional activities directly related to one specific alternate project request. D Grantee & Sub -Grantee ,rpioved Projects Development it warranted) Activities related to justifying and developing an alternate project plan and/or additional activities directly related to one specific improved project request. D Grantee & Sub -Grantee Tavel & Expenses Travel expenses related to the processing of one specific project for any of the direct administrative activities listed in this phase. D Grantee & Sub -Grantee Ravel & Expenses All travel expenses related to general support and not tied directly to one specific project. I Grantee & Sub -Grantee !,5 PW Management& Close -Out Project Payment Requests Activities related to developing. requesting. transmitting, and processing documents to request all or portion of the allocated project award amount for one specific project. D Grantee & Sub -Grantee Project Cost Reconciliations Activities to assist the grantee with assembling, transmitting, and developing final actual costs for grant closure related to one specific project. D Grantee 8Sub-Grantee Project Inspection Request Activities to respond to grant review, inspection, or closure document requests from the grantee for one specific project. D Grantee 8Sub-Grantee Fva:uating'listimating Cost Overruns Activities to adjust or estimate cost over/under runs for the purpose of project closeout for one specific project. D Grantee 8Sub-Grantee Preparing PW Versions for Cost Adjustments Activities to support the development of a new version of the current project worksheet for the purpose of adjusting the project amount for one specific project. D Grantee & Sub -Grantee Other Program management/Close-out Activities Activities related to the close-out process of a one specific project worksheet. D Grantee & Sub -Grantee Travel & Expenses Travel expenses related to one specific project for any of the direct administrative activities listed in this phase. D Grantee & Sub -Grantee Travel & Expenses All travel expenses related to general support and not tied directly to one specific project. I Grantee & Sub -Grantee Note: The categorization of administrative tasks on this list represent the most likely scenarios for the typical PA program and there may be exceptions to the "rules of thumb" represented. Also, even though this list indicates possible Grantee Involvement throughout activities in all phases, not all Grantees will participate in all PA program phases and respective administrative activities. A6 Section 324 Management Costs and Direct Administrative Costs MAR 1 2 2008 The purpose of this policy is to identify section 324 management costs and other grant management and administrative costs that are eligible under the Public Assistance (PA) Program and to clarify the process through which grantees and subgrantees can request reimbursement for these costs. The policy is applicable to all major disasters and emergencies declared on or after November 13, 2007. It is intended for personnel involved in the administration of the PA Program. Section 324 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), 42 U.S.C. 5165b, and 44 Code of Federal Regulations (CFR) Part 13, §206.207, §206.228, and Part 207. The Disaster Mitigation Act of 2000 (P.L. 106-390) amended the Stafford Act by adding section 324 "Management Costs." In that section, Congress directed the Federal Emergency Management Agency (FEMA) to promulgate regulations that establish management cost rates and require that until the management cost regulation is published the associated expense percentages in section 406(f) of the Stafford Act apply to management costs. On October 11, 2007, FEMA published the Management Costs interim final rule (72 FR 57869) that established the management costs rates for emergencies and major disasters. The interim final rule went into effect on November 13, 2007. With publication of the interim final rule, section 406(f) of the Stafford Act, Associated Expenses, does not apply to disasters and emergencies declared on or after November 13, 2007. A. Definitions: 1. Chief Financial Officer (CFO) is the senior financial FEMA representative. 2. Direct Administrative Costs are costs incurred by the grantee or subgrantee that can be identified separately and assigned to a specific project. (See 44 CFR §207.6(c)) In accordance with OMB Circular No. A-87, treatment of direct costs must be consistent across all Federal awards and other activities of the grantee or subgrantee. Such costs can include staff's time to conduct an initial inspection, prepare and submit a Project Worksheet (PW), and make interim and final inspections of the project. 3. Indirect Costs are costs a grantee or subgrantee incurs for a common or joint purpose benefiting more than one cost objective that are not readily assignable to the cost objectives specifically benefited. (See 44 CFR §207.2) 4. Lock -in is the amount of management cost funds available to a grantee for a particular major disaster or emergency. (See 44 CFR §207.2) 5. Management Costs are any indirect costs, administrative expenses, and any other expenses that a grantee or subgrantee reasonably incurs in administering and managing the PA grant that are not directly chargeable to a specific project. (See 44 CFR §207.2) 6. Pass -through funds are the percentage or amount of management costs that the grantee determines it will make available to subgrantees. (See 44 CFR §206.207(b)(1)(iii)(K)) B. Eligibility: 1. Only PA grantees with PA grants awarded pursuant to major disasters and emergencies declared by the President on or after November 13, 2007, are eligible to apply to FEMA for section 324 management costs. 2. FEMA will reimburse section 324 management costs on a category Z PW in an amount not to exceed 3.34 percent of the Federal share of projected eligible program costs, not including direct Federal assistance, for major disaster declarations and 3.90 percent of the Federal share of projected eligible program costs, not including direct Federal assistance, for emergency declarations. The amount of funding available for section 324 management costs cannot exceed the amount as calculated in accordance with 44 CFR §207.5(b)(4). 3. Requests for and documentation of section 324 management costs must comply with 44 CFR Part 207 and be addressed in the grantee's approved State Administrative Plan for PA. (See 44 CFR §206.207(b)) 4. In addition to section 324 management costs, FEMA will reimburse direct administrative costs incurred by grantees and subgrantees that are properly documented and directly chargeable on a PW for a specific project. Actual costs must be reasonable for the work performed and accounted for in accordance with 44 CFR §13.22 — Allowable Costs. (See 44 CFR §207.6(a) and (c)) A cost cannot be assigned to a PA project as a direct administrative cost if similar costs incurred for the same purpose in like circumstances have been allocated to indirect costs. 5. Although grantees and subgrantees are responsible for the grant management and administrative requirements in 44 CFR parts 13, 206, and 207, grantees and subgrantees are not required to request section 324 management costs, nor are they required to seek reimbursement for direct administrative costs. C. Section 324 Management Costs: 1. An approved State Administrative Plan must be on file with FEMA before PA grants will be approved. (See 44 CFR §206.207(b)(3)) 2. The grantee must amend its State Administrative Plan to include procedures for determining the reasonable amount or percentage of section 324 management costs that it will pass -through to the subgrantee, as well as closeout and audit procedures before FEMA will obligate any section 324 management costs. (See 44 CFR §207.4(c) and §207.7(b)) It is entirely up to the State to determine how much if any management costs it will pass -through to the subgrantee. FEMA has not established any minimum or maximum for what constitutes a reasonable amount. 3. If a State and Native American Tribe both serve as grantees, then each is eligible for section 324 management costs. (See 44 CFR §207.2) 4. The CFO determines the lock -in amount for section 324 management costs at 30-35 days (preliminary lock -in), six months (interim lock -in), and 12 months (final lock -in) from the date of the declaration. (See 44 CFR §207.5(b)) a. The lock -in amount is 100 percent Federally funded. b. The lock -in amount is capped at $20 million for a single declaration, unless the CFO approves an exception. (See 44 CFR §207.2 and §207.5(d)) c. The CFO informs the Regional Office of the lock -in amount and the Regional Office informs the grantee of the lock -in amount. 5. In order to receive section 324 management costs funding, the grantee must request it upon notification of the preliminary lock -in (initial funding request) and upon notification of the final lock -in (final funding request). (See 44 CFR §207.7(c) and (f)) The grantee may request interim funding upon notification of the interim lock -in (interim funding request). (See 44 CFR §207.7(e)) 6. The grantee will submit its initial section 324 management costs funding request to the Regional Administrator using a PA PW. Upon receipt of the PW and in accordance with 44 CFR §207.7(b) and (c), the Regional Office will obligate 25 percent of the estimated lock -in amount. (See 44 CFR §207.5(b)(1) and 44 CFR §207.6(c)) To simplify processing and tracking, Standard Project 853- Section 324 Management Costs has been established in the National Emergency Information Management System (NEMIS) and the Emergency Management Mission Integrated Environment (EMMIE). The PW will be processed under category Z. 7. The grantee must abide by the requirements of 44 CFR §207.7(4). The grantee must submit documentation no later than 120 days after the date of the declaration to support costs and activities for which the projected lock -in amount will be used. a. The documentation must include: i. A description of activities, personnel requirements, and other costs for which the grantee will use section 324 management costs funding throughout the disaster; ii. The grantee's plan for expending and monitoring the funds provided and ensuring sufficient funds are budgeted for grant closeout; and iii. An estimate of the reasonable percentage or amount of pass -through funds the grantee will make available to subgrantees, including the basis, criteria, or formula for determination. b. In extraordinary circumstances, the grantee may request to submit the required documentation after 120 days. The request for additional time must be made to the Regional Administrator within the 120 -day period. The Regional Administrator will respond to the time extension request within 30 days. A10 c. The Regional Office will approve or reject the documentation for eligible costs and activities within 30 days of receiving it. d. If documentation is rejected, the grantee will have 30 days from the date of the rejection letter to resubmit it for reconsideration and approval. The Regional Office will not obligate the balance of the section 324 management costs lock -in until the grantee's documentation is approved. 8. If the grantee can justify a bona -fide need for an interim obligation at six months, the grantee may submit a request to the Regional Administrator. An interim obligation will not exceed 10 percent of the six-month lock -in amount. The grantee will submit written justification, including a version/amendment of the section 324 management costs PW, to the Regional Administrator. The Regional Administrator will forward his/her recommendation to the CFO for approval. (See 44 CFR §207.5(d) and §207.7(e)) 9. After notification of the final lock -in amount, the grantee must submit a final section 324 management costs request, including a version/amendment of the section 324 management costs PW, to the Regional Administrator. The Regional Office will make the final obligation of the remaining lock -in funding. (See 44 CFR §207.7(f)) The grantee should drawdown these funds in accordance with 44 CFR §13.21 - Payment. 10. Final payment of section 324 management costs is based on actual costs incurred. 11. The grantee can submit a written request to the Regional Administrator to change the amount of the lock -in or the cap, or the time at which lock -in amount is determined. The Regional Administrator will forward his/her recommendation to the CFO for approval. (See 44 CFR §207.5(d)) 12. The grantee can expend section 324 management costs funds for allowable costs for a maximum time of (See 44 CFR §207.8(b)(1) and (2)): a. Eight years from the date of a major declaration, or 180 days after the latest performance period of a non -management cost PA PW, whichever is sooner. b. Two years from the date of an emergency declaration, or 180 days after the latest performance period of a non -management cost PA PW, whichever is sooner. 13. The grantee can submit a written justification for an extension on the period of availability to the Regional Administrator. The Regional Administrator will forward his/her recommendation to the CFO for approval. The additional time is limited to no more than 180 days after the expiration of any performance period extensions granted under I'A for project completion of a non -management cost PA PW. (See 44 CFR §207.8(b)(3)) 14. FEMA will de -obligate any funds not liquidated by the grantee in accordance with 44 CFR §13.23. (See 44 CFR §207.8(b)(3)) 15. The grantee must provide section 324 management cost quarterly progress reports to the Regional Administrator. (See 44 CFR §207.8(c)) D. Direct Administrative Costs: 1. Direct administrative costs include costs that can be tracked, charged, and accounted for directly to a specific project, such as staff time to complete field inspection and preparation of a PW. Direct costs are limited to actual reasonable costs incurred for a specific project. Such costs will be considered project costs. 2. A grantee or subgrantee cannot direct charge costs to a PA project that are considered indirect costs for any other Federal award or activity of the grantee or subgrantee or if similar costs incurred for the same purpose in like circumstances have been allocated to indirect costs. (See OMB Circular No. A-87, Attachment A.) Indirect costs are considered to be eligible section 324 management costs. 3. If a project is completed when the PW is prepared, actual direct administrative costs (labor, equipment, or other expenses) will be included in the PW for the subgrantee and the grantee's direct administrative costs will be included in separate category Z PW (see D.7). The summary of the actual costs will be attached to the PW. 4. If a project is not completed when the PW is prepared, an estimate of direct administrative costs that can be separately identified to the project will be included in the PW. An estimate of direct administrative costs, such as labor and equipment costs and other expenses, will be attached to the PW. These estimated costs cannot be based on a percentage of project costs. 5. Direct administrative costs are cost -shared at the prevailing cost -share rate for the declaration. They are cost -shared because they are part of a specific project. Al2 6. SubQrantee: a. The following text should be entered into each project's scope of work to describe the subgrantee's direct administrative costs: "The subgrantee is requesting direct administrative costs that are directly chargeable to this specific project. Associated eligible work is related to administration of this PA project only and in accordance with 44 CFR §13.22. These costs are treated consistently and uniformly as direct costs in all Federal awards and other subgrantee activities and are not included in any approved indirect cost rates." b. The following line item cost code should be entered in the project cost: "9901 - DIRECT ADMINISTRATIVE COSTS (SUBGRANTEE)" c. Final payment of direct administrative costs on large projects will be based on actual costs incurred, in accordance with 44 CFR §206.205(b). d. Final payment of direct administrative costs on small projects will be paid to the grantee upon approval, in accordance with 44 CFR §206.205(a). 7. Grantee: a. The grantee may document its direct administrative costs on a separate category Z PW for each project. The grantee will not claim direct administrative costs for multiple individual projects on a single category Z PW. b. Each direct administrative cost category Z PW will use the Standard Project 854 -Direct Administrative Costs (Grantee). c. The scope of work should include the subgrantee's name, PA ID number, and cross-reference to the associated work project PW. d. The following text should be entered into the project's scope of work: "The grantee is requesting direct administrative costs that are directly chargeable to this specific project. Associated eligible zvork is related to administration of this PA project only and in accordance with 44 CFR §13.22. These costs are treated consistently and uniformly as direct costs in all Federal awards and other grantee activities and are not included in any approved indirect cost rates." e. The following line item cost code should be entered in the project cost as a lump sum costs: "9902 - DIRECT ADMINISTRATIVE COSTS (GRANTEE)" f. Final payment of direct administrative costs on large projects will be based on actual costs incurred, in accordance with 44 CFR §206.205(b). g. Final payment of direct administrative costs on small projects will be paid to the grantee upon approval, in accordance with 44 CFR 5206.205(a). h. A category Z PW with an estimate less than $],000 is not eligible. Disaster Assistance Directorate (PA Division) Not applicable. Copies of this policy, the Management Costs interim rule, all public comments received, and additional information may be found on the docket for the Management Costs rulemaking. The docket can be found at O, 1,-, t ;,.v under Docket ID: FEMA-2006-0035. This policy will be reviewed, but will not automatically terminate, 3 years from date of publication or upon publication on the Management Costs final rule. Carlos J. Castillo Assistant Administrator Disaster Assistance Directorate Federal Emergency Management Agency, OHS (a) Format and Content. The applicant or subgrantee will make the appeal in writing through the grantee to the Re- gional Administrator. The grantee shall review and evaluate all sub - grantee appeals before submission to the Regional Administrator. The grantee may make grantee -related ap- peals to the Regional Administrator. The appeal shall contain documented justification supporting the appellant's position, specifying the monetary fig- ure in dispute and the provisions in Federal law, regulation, or policy with which the appellant believes the initial action was inconsistent. (b) Levels of Appeal. (1) The Regional Administrator will consider first ap- peals for hazard mitigation grant pro- gram -related decisions under subparts M and N of this part. (2) The Assistant Administrator for the Mitigation Directorate will con- sider appeals of the Regional Adminis- trator's decision on any first appeal under paragraph (b)(1) of this section. (c) Time Limits. (1) Appellants must make appeals within 60 days after re- ceipt of a notice of the action that is being appealed. (2) The grantee will review and for- ward appeals from an applicant or sub - grantee, with a written recommenda- tion, to the Regional Administrator within 60 days of receipt. (3) Within 90 days fol lowing receipt of an appeal, the Regional Administrator (for first appeals) or Assistant Admin- istrator for the Mitigation Directorate (for second appeals) will notify the grantee in writing of the disposition of the appeal or of the need for additional information. A request by the Regional Administrator or Assistant Adminis- trator for the Mitigation Directorate for additional information will include a date by which the information must be provided. Within 90 days following the receipt of the requested additional information or following expiration of the period for providing the informa- tion, the Regional Administrator or Assistant Administrator for the Miti- gation Directorate will notify the grantee in writing of the disposition of the appeal. If the decision is to grant the appeal, the Regional Administrator will take appropriate implementing ac- tion. Pt. 207 (d) Technical Advice. In appeals in- volving highly technical issues, the Re- gional Administrator or Assistant Ad- ministrator for the Mitigation Direc- torate may, at his or her discretion, submit the appeal to an independent scientific or technical person or group having expertise in the subject matter of the appeal for advice or rec- ommendation. The period for this tech- nical review may be in addition to other allotted time periods. Within 90 days of receipt of the report, the Re- gional Administrator or Assistant Ad- ministrator for the Mitigation Direc- torate will notify the grantee in writ- ing of the disposition of the appeal. (e) Transition. (1) This rule is effec- tive for all appeals pending on and ap- peals from decisions issued on or after May 8, 1998, except as provided in para- graph (e)(2) of this section. (2) Appeals pending from a decision of an Assistant Administrator for the Mitigation Directorate before May 8, 1998 may be appealed to the Adminis- trator in accordance with 44 CFR 206.440 as it existed before May 8, 1998. (3) The decision of the FEMA official at the next higher appeal level shall be the final administrative decision of FEMA. [63 FR 17111, Apr. 8, 1998] PART 207 MANAGEMENT COSTS Sec. 207.1 Purpose. 207.2 Definitions. 207.3 Applicability and eligibility. 207.4 Responsibilities. 207.5 Determination of management cost funding. 207.6 Use of funds. 207.7 Procedures for requesting manage- ment cost funding. 207.8 Management cost funding oversight. 207.9 Declarations before November 13, 2007. 207.10 Review of management cost rates. AUTHORITY: Robert T. Stafford Disaster Relief and Emergency Assistance Act, 42 U.S.C. 5121 through 5206; Reorganization Plan No. 3 of 1978, 43 FR 41943, 3 CFR, 1978 Comp., p.329; Homeland Security Act of 2002, 6 U.S.C. 101; E.O. 12127, 44 FR 19367, 3 CFR, 1979 Comp., p. 376; E.O. 12148, 44 FR 43239, 3 CFR, 1979 Comp., p. 412; E.O. 13286, 68 FR 10619, 3CFR, 2003 Comp., p. 166. SOURCE: 72 FR 57875, Oct. 11, 2007, unless otherwise noted. 497 A1S §207.1 §207.1 Purpose. The purpose of this part is to imple- ment section 324 of the Robert T. Staf- ford Disaster Relief and Emergency As- sistance Act (Stafford Act), 42 U.S.C. 5165b. §207.2 Definitions. Cap means the maximum dollar amount that may be provided to a grantee for management cost funds for a single declaration pursuant to §207.5(c) of this part. Chief Financial Officer (CFO) is the Chief Financial Officer of FEMA, or his/her designated representative. Cognizant Agency means the Federal agency responsible for reviewing, nego- tiating, and approving cost allocation plans or indirect cost proposals devel- oped on behalf of all Federal agencies. The Office of Management and Budget (OMB) publishes a listing of cognizant agencies. Grant means an award of financial as- sistance making payment in cash, property, or in kind for a specified pur- pose, by the Federal Government to an eligible grantee. Grantee for purposes of this part means the government to which a Pub- lic Assistance (PA) or Hazard Mitiga- tion Grant Program (HMGP) grant is awarded that is accountable for the use of the funds provided. The grantee is the entire legal entity even if only a particular component of the entity is designated in the grant award docu- ment. Generally, the State is the grantee. However, after a declaration, an Indian tribal government may choose to be a grantee, or may act as a subgrantee under the State for pur- poses of administering a grant under PA, HMGP, or both. When an Indian tribal government has chosen to act as grantee, it will also assume the respon- sibilities of a "grantee" under this part for the purposes of administering man- agement cost funding. Hazard Mitigation Grant Program (HMGP) means the program imple- mented at part 206, subpart N of this chapter. HMGP lock -in ceiling means the level of HMGP funding available to a grant- ee for a particular disaster declaration. HMGP project narrative refers to the request submitted for HMGP funding. 44 CFR Ch. I (10-1-11 Edition) Indian tribal government is a Federally recognized governing body of an Indian or Alaska Native tribe, band, nation, pueblo, village, or community that the Secretary of Interior acknowledges to exist as an Indian tribe under the Fed- erally Recognized Tribe List Act of 1994, 25 U.S.C. 479a. This does not in- clude Alaska Native corporations, the ownership of which is vested in private individuals. Indirect Costs means costs that are in- curred by a grantee for a common or joint purpose benefiting more than one cost objective that are not readily as- signable to the cost objectives specifi- cally benefited. Lock -in means the amount of man- agement cost funds available to a grantee for PA or HMGP, respectively, for a particular major disaster or emer- gency, as FEMA determines at 30 days, 6 months, and 12 months or upon cal- culation of the final HMGP lock -in ceiling, whichever is later. Management Costs means any indirect costs, administrative expenses, and any other expenses not directly chargeable to a specific project that are reason- ably incurred by a grantee or sub - grantee in administering and managing a PA or HMGP grant award. For HMGP, management cost funding is provided outside of Federal assistance limits defined at §206.432(b) of this chapter. Project refers to a project as defined at §206.201(i) of this chapter for PA or eligible activities as defined at §206.434(d) of this chapter for HMGP. Project Worksheet (PW) refers to FEMA Form 90-91, or any successor form, on which the scope of work and cost estimate for a logical grouping of work required under the PA program as a result of a declared major disaster or emergency is documented. Public Assistance (PA) means the pro- gram implemented at part 206, subparts G and H of this chapter. Regional Administrator is the head of a FEMA regional office, or his/her des- ignated representative, appointed under section 507 of the Post -Katrina Emergency Management Reform Act of 2006 (Pub. L. 109-295). The term also re- fers to Regional Directors as discussed in part 2 o this chapter. 498 A16 Federal Emergency Management Agency, OHS Stafford Act refers to the Robert T. Stafford Disaster Relief and Emer- gency Assistance Act, as amended (42 U.S.C. 5121-5206). State is any State of the United States, the District of Columbia, Puer- to Rico, the Virgin Islands, Guam, American Samoa, and the Common- wealth of the Northern Mariana Is- lands. Subgrantee means the government or other legal entity to which a grantee awards a subgrant and which is ac- countable to the grantee for the use of the funds provided. Subgrantees can be a State agency, local government, pri- vate nonprofit organization, or Indian tribal government. §207.3 Applicability and eligibility. Only PA and HMGP grantees with PA and HMGP grants awarded pursuant to major disasters and emergencies de- clared by the President on or after No- vember 13, 2007 are eligible to apply to FEMA for management cost funding under this part. §207.4 Responsibilities. (a) General. This section identifies key responsibilities of FEMA and grantees in carrying out section 324 of the Stafford Act, 42 U.S.C. 5165b. These responsibilities are unique to the ad- ministration of this part and are in ad- dition to common Federal Government requirements of grantees and sub - grantees, consistent with OMB circu- lars and other applicable requirements, such as part 13 of this chapter. (b) FEMA. FEMA is responsible for: (1) Determining the lock -in amount for management costs in accordance with §207.5. (2) Obligating funds for management costs in accordance with §207.5(b). (3) Deobligating funds provided for management costs not disbursed in ac- cordance with §207.8(b). (4) Reviewing management cost rates not later than 3 years after this rule is in effect and periodically thereafter. (c) Grantee. The grantee must: (1) Administer management cost funds to ensure that PA and HMGP, as applicable, are properly implemented and closed out in accordance with pro- gram timeframes and guidance. §207.5 (2) Determine the reasonable amount or percentage of management cost funding to be passed through to sub - grantees for contributions to their costs for administering PA and HMGP projects and ensure that it provides such funds to subgrantees. (3) Address procedures for subgrantee management costs amount or percent- age determination, pass through, close- out, and audit in the State administra- tive plan required in §206.207(b) of this chapter for PA and §206.437 of this chapter for HMGP. §207.5 Determination of management cost funding. (a) General. This section describes how FEMA determines the amount of funds that it will contribute under this part for management costs for PA and/ or HMGP for a particular major dis- aster or emergency. (b) Lock -in. FEMA will determine the amount of funds that it will make available for management costs by a lock -in, which will act as a ceiling for funds available to a grantee, including its subgrantees. (1) Not earlier than 30 days and not later than 35 days from the date of dec- laration, FEMA will provide the grant- ee preliminary lock -in amount(s) for management costs based on the projec- tions at that time of the Federal share for financial assistance for PA and HMGP, as applicable. In accordance with §207.7(c), FEMA will obligate 25 percent of the estimated lock -in amount(s) to the grantee. (2) For planning purposes, FEMA will revise the lock -in amount(s) at 6 months after the date of the declara- tion. In accordance with §207.7(e), FEMA may obligate interim amount(s) to the grantee. (3) FEMA will determine the final lock -in amount(s) 12 months after date of declaration or after determination of the final HMGP lock -in ceiling, whichever is later. FEMA will obligate the remainder of the lock -in amount(s) to the grantee in accordance with §207.7(f). (4) Rates. (i) For major disaster dec- larations, FEMA will determine the 499 All §207.6 lock -in for PA based on a flat percent- age rate of the Federal share of pro- jected eligible program costs for finan- cial assistance pursuant to sections 403, 406, and 407 of the Stafford Act, 42 U.S.C. 5170b, 5172, and 5173, respec- tively, but not including direct Federal assistance. For major disaster declara- tions on or after November 13, 2007, the PA rate will be 3.34 percent. (ii) For major disaster declarations, FEMA will determine the lock -in for HMGP based on a flat percentage rate of the Federal share of projected eligi- ble program costs under section 404 of the Stafford Act, 42 U.S.C. 5170c. For major disaster declarations on or after November 13, 2007, the HMGP rate will be 4.89 percent. (iii) For emergency declarations, FEMA will determine the lock -in for PA based on a flat percentage rate of the Federal share of projected eligible program costs for financial assistance (sections 502 and 503 of the Stafford Act, 42 U.S.C. 5192 and 5193, respec- tively), but not including direct Fed- eral assistance. For emergency dec- larations on or after November 13, 2007 the rate will be 3.90 percent. (c) The dollar amount provided to a grantee for management cost funds for a single declaration will not exceed 20,000,000, except as described in para- graphs (d) and (e) of this section. (d) The grantee must justify in writ- ing to the Regional Administrator any requests to change the amount of the lock -in or the cap, extend the time pe- riod before lock -in, or request an in- terim obligation of funding at the time of the 6 -month lock -in adjustment. The Regional Administrator will rec- ommend to the Chief Financial Officer whether to approve the extension, change, or interim obligation. Exten- sions, changes to the lock -in, or in- terim obligations will not be made without the approval of the Chief Fi- nancial Officer. (e) The Chief Financial Officer may change the amount of the lock -in or the cap, or extend the time before lock - in, if the Chief Financial Officer deter- mines that the projections used to de- termine the lock -in were inaccurate to such a degree that the change to the lock -in would be material, or for other reasons in his or her discretion that 44 CFRCh. I (10-1-11 Edition) may reasonably warrant such changes. The Chief Financial Officer will not make such changes without consulta- tion with the grantee and the Regional Administrator. §207.6 Use of funds. (a) The grantee or subgrantee must use management cost funds provided under this part in accordance with §13.22 of this chapter and only for costs related to administration of PA or HMGP, respectively. All charges must be properly documented in accordance with §207.8(f). (b) Indirect costs may not be charged directly to a project or reimbursed sep- arately, but rather are considered to be eligible management costs under this part. (c) Activities and costs that can be directly charged to a project with prop- er documentation are not eligible for funding under this part. §207.7 Procedures for requesting man- agement cost funding. (a) General. This section describes the procedures to be used by the grantee in requesting management cost funding. (b) State Administrative Plan Require- ments. State administrative plans, as required in §206.207(6) of this chapter for PA and §206.437 of this chapter for HMGP, must be amended to include procedures for subgrantee management costs amount or percentage determina- tion, pass through, closeout, and audit, as required by §207.4(c)(3) before man- agement cost funds will be provided under this part. (c) Initial Funding Request Submission. Upon notification of the preliminary lock -in amount(s) for management costs based on the Federal share of the projected eligible program costs for fi- nancial assistance at that time for PA and HMGP, as applicable, the grantee must submit its initial management cost funding request to the Regional Administrator. FEMA must receive the initial funding request before it will provide any management cost funds under this part. (1) For PA management costs, fund- ing requests shall be submitted using a P W. 500 A18 Federal Emergency Management Agency, OHS (2) For HMGP management costs, funding requests shall be submitted using an HMGP project narrative. (d) Request Documentation. The grant- ee is required to submit, no later than 120 days after the date of declaration, documentation to support costs and ac- tivities for which the projected lock -in for management cost funding will be used. In extraordinary circumstances, FEMA may approve a request by a grantee to submit support documenta- tion after 120 days. FEMA will work with the grantee to approve or reject the request within 30days of receipt of the request. If the request is rejected, the grantee will have 30 days to resub- mit it for reconsideration and ap- proval. FEMA will not obligate the bal- ance of the management costs lock -in pursuant to a final funding request as described in paragraph (f) of this sec- tion or any interim amounts as allowed under paragraph (e) of this section un- less the grantee's documentation is ap- proved. The documentation must in- clude: (1) A description of activities, per- sonnel requirements, and other costs for which the grantee will use manage- ment cost funding provided under this part; (2) The grantee's plan for expending and monitoring the funds provided under this part and ensuring sufficient funds are budgeted for grant closeout; and (3) An estimate of the percentage or amount of pass -through funds for man- agement costs provided under this part that the grantee will make available to subgrantees, and the basis, criteria, or formula for determining the sub - grantee percentage or amount (e.g., number of projects, complexity of projects, X percent to any subgrantee). (e) Interim Funding Request. If the grantee can justify a bona fide need for an additional obligation of manage- ment cost funds at 6 months, the grant- ee may submit a request to the Re- gional Administrator. Any interim ob- ligations by FEMA must be approved by the Chief Financial Officer and will not exceed an amount equal to 10 per- cent of the 6 -month lock -in amount, except in extraordinary circumstances. (f) Final Funding Request. Upon noti- fication of the final lock -in amount(s), §207.8 the grantee must submit a final man- agement cost funding request to the Regional Administrator. Any necessary revisions to supporting documentation must be attached to the final funding request. §207.8 Management cost funding over- sight. (a) General. The grantee has primary responsibility for grants management activities and accountability of funds provided for management costs as re- quired by part 13 of this chapter, espe- cially §§13.20 and 13.36. The grantee is responsible for ensuring that sub - grantees meet all program and admin- istrative requirements. (b) Period of availability. (1) For major disaster declarations, the grantee may expend management cost funds for al- lowable costs for a maximum of 8years from the date of the major disaster declaration or 180 days after the latest performance period date of a non -man- agement cost PA PW or HMGP project narrative, respectively, whichever is sooner. (2) For emergency declarations, the grantee may expend management cost funds for allowable costs for a max- imum of 2 years from the date of the emergency declaration or 180days after the latest performance period of a non- management cost PA PW, whichever is sooner. (3) The period of availability may be extended only at the written request of the grantee, with the recommendation of the Regional Administrator, and with the approval of the Chief Finan- cial Officer. The grantee must include a justification in its request for an ex- tension, and must demonstrate that there is work in progress that can be completed within the extended period of availability. In no case will an ex- tended period of availability allow more than 180 days after the expiration of any performance period extensions granted under PA or HMGP for project completion. FEMA will deobligate any funds not liquidated by the grantee in accordance with §13.23 of this chapter. (c) Reporting requirements. The grant- ee must provide quarterly progress re- ports on management cost funds to the Regional Administrator as required by the FEMA-State Agreement. 501 A19 §207.9 (d) Closeout. The grantee has primary responsibility for the closeout tasks as- sociated with both the program and subgrantee requirements. Complying with each program's performance pe- riod requirement, the grantee must conduct final inspections for projects, reconcile subgrantee expenditures, re- solve negative audit findings, obtain final reports from subgrantees and rec- oncile the closeout activities of sub - grantees with PA and HMGP grant awards. (e) Audit requirements. Uniform audit requirements in §13.26 of this chapter apply to all assistance provided under this part. (f) Document Retention. In compliance with State law and procedures and with §13.42 of this chapter, grantees must retain records, including source documentation to support expendi- tures/costs incurred for management costs, for 3 years from the date of sub- mission of the final Financial Status Report to FEMA that is required for PA and HMGP. The grantee is respon- sible for resolving questioned costs that may result from audit findings during the 3 -year -record -retention pe- riod and returning any disallowed costs from ineligible activities. §207.9 Declarations before November 13, 2007. (a) General. This section describes how FEMA provides administrative and management cost funding for PA and HMGP for major disasters or emer- gencies declared before November 13, 2007. (b) Eligible direct costs. Eligible direct costs to complete approved activities are governed by part 13 of this chapter. The eligible direct costs for adminis- tration and management of the pro- gram are divided into two categories as follows: (1) Grantee. (i) Statutory administrative costs. FEMA may provide funds to the grantee to cover the extraordinary costs incurred in preparing project worksheets or applications, final in- spection reports, quarterly reports, final audits, and related field inspec- tions by State employees, including overtime pay and per diem and travel expenses, but not including regular time for such employees. FEMA will 44 CFR Ch. I (10-1-11 Edition) base the funds on the following per- centages of the total amount of assist- ance provided (Federal share) for all subgrantees in the State under sections 403, 404, 406, 407, 502, and 503 of t he St af- ford Act (42 U.S.C. 5170b, 5170c, 5172, 5173, 5192, and 5193, respectively): (A) For the first 100,000 of total as- sistance provided (Federal share), 3 percent of such assistance. (B) For the next 900,000, 2 percent of such assistance. (C) For the next 4,000,000, 1 percent of such assistance. (D) For assistance over $5,000,000, one-half of 1 percent of such assistance. (ii) State management administrative costs. Except for the items listed in paragraph (b)(1)(i) of this section, other administrative costs will be paid in ac- cordance with §13.22 of this chapter. The grantee and FEMA will share such costs under the cost share provisions of applicable PA and HMGP regulations. (2) Subgrantee. The grantee may pro- vide funds to the subgrantee to cover necessary costs of requesting, obtain- ing, and administering Federal disaster assistance subgrants, based on the fol- lowing percentages of net eligible costs under sections 403, 404, 406, 407, 502, and 503 of the Stafford Act (42 U.S.C. 5170b, 5170c, 5172, 5173, 5192, and 5193, respec- tively), for an individual applicant (ap- plicants in this context include State agencies): (i) For the first $100,000 of net eligible costs, 3 percent of such costs. (ii) For the next $900,000, 2 percent of such costs. (iii) For the next $4,000,000, 1 percent of such costs. (iv) For those costs over $5,000,000, one-half of 1 percent of such costs. (c) Eligible indirect costs: (1) Grantee. Indirect costs of administering the dis- aster program are eligible in accord- ance with the provisions of part 13 of this chapter and OMB Circular No. A- 87, if the grantee provides FEMA with a current Indirect Cost Rate Agree- ment approved by its Cognizant Agen- cy. (2) Subgrantee. No indirect costs of a subgrantee are separately eligible be- cause the percentage allowance in paragraph (b)(2) of this section covers 502 A20 Federal Emergency Management Agency, OHS necessary costs of requesting, obtain- ing and administering Federal assist- ance. (d) Availability. (1) For major disaster declarations, FEMA will reimburse grantee eligible costs as described in this section at (b)(1)(ii) and (c)(1) for a maximum of 8 years from the date of the major disaster declaration or 180 days after the latest performance pe- riod date of a non -management cost PA PW or predecessor form or HMGP project narrative, respectively, which- ever is sooner. (2) For emergency declarations, FEMA will reimburse grantee eligible costs as described in this section at (b)(1)(ii) and (c)(1) for a maximum of 2 years from the date of the emergency declaration or 180 days after the latest performance period of a non -manage- ment cost PA PW or predecessor form, whichever is sooner. (3) The reimbursement of grantee eli- gible costs as described in this section at (b)(1)(ii) and (c)(1) may be provided by FEMA after the periods of avail- ability described in this section only at the written request of the grantee, with the recommendation of the Re- gional Administrator, and with the ap- proval of the Chief Financial Officer. The grantee must include a justifica- tion in its request for further reim- bursement, and must demonstrate that there is work in progress that can be completed within the extended period of reimbursement. In no case will reim- bursement be provided after 180 days after the expiration of any performance period extensions granted under PA or HMGP for project completion. §207.10 Review of management cost rates. (a) FEMA will review management cost rates not later than 3 years after this rule is in effect and periodically thereafter. (b) In order for FEMA to review the management cost rates established, and in accordance with part 13 of this chapter, the grantee and subgrantee must document all costs expended for management costs (including cost overruns). After review of this docu- mentation, FEMA will determine whether the established management cost rates are adequate for the admin- Pt. 208 istration and closeout of the PA and HMGP programs. PART 208 —NATIONAL URBAN SEARCH AND RESCUE RESPONSE SYSTEM Subpart A —General Sec. 208.1 Purpose and scope of this part. 208.2 Definitions of terms used in this part. 208.3 Authority for the National US&R Re- sponse System. 208.4 Purpose for System. 208.5 Authority of the Assistant Adminis- trator for the Disaster Operations Direc- torate. 208.6 System resource reports. 208.7 Enforcement. 208.8 Code of conduct. 208.9 Agreements between Sponsoring Agen- cies and Participating Agencies. 208.10 Other regulations. 208.11 Federal status of System Members. 208.12 Maximum Pay Rate Table. 208.13-208.20 [Reserved] Subpart B —Preparedness Cooperative Agreements 208.21 Purpose. 208.22 Preparedness Cooperative Agreement process. 208.23 Allowable costs under Preparedness Cooperative Agreements. 208.24 Purchase and maintenance of items not listed on Equipment Cache List. 208.25 Obsolete equipment. 208.26 Accountability for use of funds. 208.27 Titleto equipment. 208.28-208.30 [Reserved] Subpart C —Response Cooperative Agreements 208.31 Purpose. 208.32 Definitions of terms used in this sub- part. 208.33 Allowable costs. 208.34 Agreements between Sponsoring Agencies and others. 208.35 Reimbursement for Advisory. 208.36 Reimbursement for Alert. 208.37 Reimbursement for equipment and supply costs incurred during Activation. 208.38 Reimbursement for re -supply and lo- gistics costs incurred during Activation. 208.39 Reimbursement for personnel costs incurred during Activation. 208.40 Reimbursement of fringe benefit costs during Activation. 208.41 Administrative allowance. 208.42 Reimbursement for other administra- tive costs. 208.43 Rehabilitation. 503 A21 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC CATEGORY E. Public Buildings COUNTY LINN FUNDING OPTION STD PROJECT NO. 599 PROJECT TITLE CENTRAL FIRE STATION BUILDING -REPAIRS COST SHARE 0.15 PROJECTED CMPLTN DT 11/27/2009 ACTUAL CMPLTN DT WORK COMPLETE AS OF 08/04/2008 0 ELIGIBILITY Yes BEGIN DESIGN DT END DESIGN DT PREPARER WYNN/RASSOOL ROLE PO DATA SOURCE STATE HARPER, DENNIS DATE OBLGTD 09/10/2008 PACKAGE DATE 09/10/2008 PACKAGE ID 91 AMOUNT ELIG $4,862,123.30 BEGIN CONSTR DT END CONSTR DT FEDERAL SHARE $729,318.50 PRIORITY Normal PW REVIEWER DATA MT PROP Yes • No PNP QUESTIONS Yes • No ATTACH Yes No VALIDATED Yes No STATE RVWD • Yes No Does the Scope of Work change the pre -disaster conditions at the site? Yes 0No Unsure Special Considerations issues included? • Yes No Unsure Is there insurance coverage on this facility? • Yes No Unsure Hazard Mitigation proposal included? Yes 0No Unsure Page 1 of 10 B1 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC SITE NUMBER 1 of 1 FACILITY NAME CENTRAL FIRE STATION BUILDING - REPAIRS Latitude 41.97731 ADDRESS Longitude -91.67662 CITY LINN COUNTY STATE IA ZIP Was this site previously damaged? Yes No • Unsure SITE NUMBER 1 - LOCATION 222 3RD STREET NORTHWEST, CEDAR RAPIDS, IA., LINN COUNTY SITE NUMBER 1 - DAMAGE DIMENSIONS AND DESCRIPTION THIS IS NOT A PILOT PROGRAM PROJECT WORKSHEET. BEGINNING ON MAY 25, 2008, SEVERE STORMS, AND FLOODING CAME THROUGH CEDAR RAPIDS WHICH IS LOCATED IN LINN COUNTY CAUSING FLOODING TO THE CENTRAL STATION FIRE - BUILDING. THE BUILDING; HAS TWO STORES AND APPROXIMATELY 26,671 SQUARE FEET. THE FIRST FLOOR OF THE BUILDING WAS COMPLETELY SUBMERGED UNDER FLOOD WATERS. DAMAGES WERE TO THE WALLS, WALL'S FINISHES, THE CEILING, OTHER FINISHES, ELECTRICAL SYSTEMS AND MECHANICAL SYSTEMS. APPLICANT PROJECT WORKSHEET # FDE002. SITE NUMBER 1 - SCOPE OF WORK WORK TO BE COMPLETED: AT THE TIME OF THIS PROJECT WORKSHEET (PW) FORMULATION, THE CITY HAS RETAINED AN ENGINEERING FIRM TO GENERATE A QUANTIFIABLE DAMAGE DESCRIPTION AND SCOPE OF WORK. THIS REPORT IS PENDING. THEREFORE, TO GENERATE AN ESTIMATED REPAIR COST THE PROJECT SPECIALIST HAS USED THE CITY'S SQUARE FOOT REPLACEMENT COST, PROVIDED BY THEIR INSURANCE COMPANY. AS A RESULT OF THIS METHODOLOGY, A PW VERSION WILL BE GENERATED AT A LATER DATE TO CAPTURE THE ACTUAL DAMAGES AND COST ASSOCIATED WITH THIS BUILDING. MITIGATION WILL BE PROPOSED IN THE PW VERSION. DUE TO THE ESTIMATED COST FOR THIS PW, DIRECT ADMINISTRATIVE COST WILL BE ADDRESSED IN THE FUTURE PW VERSION. Page 2 of 10 B2 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC COST ESTIMATE ITEM VSN CODE MATERIAL AND/OR DESCRIPTION UOM OTY UNIT PRICE 1 0 0000 WORK TO BE COMPLETED LS 1 2 0 9999 ESTIMATED REPAIR COSTS (INSURANCE COSTS PER SF 26671 SF) 3 0 9903 NO DIRECT ADMINISTRATIVE COSTS CLAIMED LS 0 4 0 9000 COST ESTIMATE FORMAT (CEF) LS 0 5 1 9090 COST SHARE CHANGE LS 1 5 00 $182.30 $.01 $.01 $4,862,123 30 Eligible Amounts: Total (this version) Total Oblig To Date Unobligated + Obligated Federal Share for Obligated and Unobligated COST $0 00 $4,862,123.30 $0.00 $0.00 54,862,123.30 $4,862,123.30 $4,862,123.30 $4,862,123.30 $4,375,910.98 SPECIAL CONSIDERATIONS 1 Does the damaged facility or item of work have insurance coverage and/or is it an insurable risk (e.g., buildings, equipment,vehicles,etc.)? COMMENTS : 09/08/2008 21:52:45 • Yes No Unsure FACILITY IS LOCATED IN ZONE B, THEREFORE NO MANDATORY NFIP REDUCTION. APPLICANT IS INSURED WITH SELECTIVE INSURANCE CO. POLICY HAS A MAXIMUM LIMIT OF $1 MILLION FOR FLOOD DAMAGE. LIMIT HAS BEEN EXHAUSTED BY BEING APPLIED TO NFIP REDUCTIONS ON OTHER PROJECTS. COMMENTS : 09/08/2008 21:52:45 INSURANCE POLICY HAS BEEN FORWARDED TO THE INSURANCE GROUP AT THE JFO. 2 Is the damaged facility located within a floodplain or coastal high hazard area and/or does it have an yes impact on a floodplain or wetland? COMMENTS : 09/08/2008 21:52:45 PANEL NO. 190187 0020 B. 12/15/1982 No Unsure COMMENTS : 09/08/2008 21:52:45 08/08/2008 - PER FLOOD INSURANCE RATE MAP (FIRM) 190187 0020 B, DATED 12/15/82, PROJECT IS LOCATED IN ZONE B, MODERATE FLOOD HAZARD AREA (MFHA) INUNDATED BY THE 0.2% ANNUAL CHANCE FLOOD (500 -YEAR). A UHLAN, ENVIRONMENTAL FLOODPLAIN SPECIALIST 3 Is the damaged facility or item of work located within or adjacent to a Coastal Barrier Resource Yes • No Unsure System Unit or an Otherwise Protected Area? 4 Will the proposed facility repairs/reconstruction change the pre -disaster conditions (e.g., footprint, material, location, capacity,use or function)? 5 Does the applicant have a hazard mitigation proposal or would the applicant like technical assistance for a hazard mitigation proposal? COMMENTS : 09/08/2008 21:52:45 MITIGATION WILL BE PROPOSED IN THE PW VERSION. Yes • No Yes • No Unsure Unsure Page 3 of 10 B3 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC SPECIAL CONSIDERATIONS 6 Is the damaged facility on the National Register of Historic Places or the state historic listing? Is it older than 50 years? Are there more,similar buildings near the site? 7 Are there any pristine or undisturbed areas on, or near, the project site? Are there large tracts of forestland? 8 Are there any hazardous materials at or adjacent to the damaged facility and/or item of work? 9 Are there any other environmental or controversial issues associated with the damaged facility and/or item of work? Yes • No Unsure Yes • No Unsure Yes • No Unsure • Yes No Unsure EXISTING INSURANCE Insurance Type Flood S1317317 Yrs Rqd : Policy No. Bldg/Property Amount Content Amt Insurance Amount Deductible Amount $.00 $.00 $1,000,000.00 $100,000.00 REQUIRED INSURANCE Insurance Type Policy No. Flood CENTRAL FIRE STA Deductible Amt: $.00 Bldg/Property Amt Bldg/Prprty Content Amt Content Insurance Amt Duration Duration $4,862,123.30 $.00 $.00 Page 4 of 10 B4 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC FLOODPLAIN Applicant Type (A) Facility 1. Is the project in a Wetland (Swamp,marsh,etc.)? (B) No 2. Is the project on a FIA/FEMA map? Yes Map No. 190187 0020 B 3. Total PW estimated cost of restoration (C) 4. Has this project been damaged by flooding previously? (D) STEP 1 Location 500 -year Floodplain Has a flood insurance payment(s) ever been received? When? 5. Land Use Upstream 5. Land Use Downstream 6. Recommendation Federal Inspector A UHLAN, ENVIRONMENTAL FLOODPLAIN SPECIALIST 7. Justification For Floodway or Coastal High Hazard Area Location (E) 8. Initial Notice Determination (A) Degree of Public Need (B) No. of Individuals Affected (C) Potential for Controversy (D) Potential Impact Date 08/09/2008 00:00:00 Step 2 Repair/Replacement Relocate No FEMA Action 9. Are the following alternatives feasible? (Base your decision on the considerations listed below) (A) Engineering (C) Economic Aspects (E) Legal Constraints Minimize danger to lives Minimize damage to facility Minimize damage elsewhere Reduce support of floodplain or wetland Restore floodplain values Maintain or improve economic resources Maintain or improve social resources STEP 3 1 2 3 4 5 6 Y N Y•N Y N Y•N Y N Y•(' Y•N Y•N I Y•N Y•N I Y•N Y•f I Y• N Y• N I Y• N Y• N I Y• N Y• f• I Y• N Y9 N I Y• N Y9 N I Y• N Y9 I• Y N Y N Y N Y N Y N Y r Y N Y•N Y N Y•N Y N Y•(' Y N Y•N Y N Y•N Y N Y•(' 10. Feasible Alternatives that will minimize adverse impacts 1. Relocated outside the base floodplain 5. Restore w/o MT 2. Restore w/ MT 6. No action (Disapprove project) 3. Transfer function to another facility 7. Suspend for further investigation 4. Reduce scope of work 11. Re-evaluate the alternatives. Select the number of the chosen alternative from STEP 3. If none, select "None" and indicate suspension in STEP 8 with a "7". 12. Final Notice Determination First check if any of the following apply : Critical Action PIA/ > xinn nnn STEP 6 Page 5 of 10 B5 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR Repair is substantial improvement Previously damaged in declared flooded disaster Located in floodway or coastal high hazard area An individual first notice was issued Past flood insurance payment(s) FEMA Reviewer UHLAN, ANITA Date 08/09/2008 00:00:00 PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC STEP 7 STEP 8 1 2 3 4 5 6 7 Page 6 of 10 B6 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC ENVIRONMENTAL - Environmental Review not complete. See below for status. Laws and Executive Orders Review - Other Laws/EOs review in -process. Laws/EOs Status Coastal Barriers Resources Act (CBRA) Clean Water Act (CWA) Project would not affect Waters of the U.S. S. Laughlin, Envr. Spec. Coastal Zone Management Act (CZMA) Not Applicable Completed Not Applicable Endangered Species Act (ESA) Completed Damaged infrastructure. Project would not affect habitat supporting state/federal protected species. S. Laughlin, Envr. Spec. Fish and Wildlife Coordination Act (FWCA) Not Applicable National Historic Preservation Act (NHPA) Completed Building is less than 50 years old. Project would not involve ground disturbing activities. S. Laughlin, Envr. Spec. Clean Air Act (CAA) Completed County is an attainment area under federal Clean Air Act. Project would not adversely affect air quality. S. Laughlin, Envr. Spec. Resource Conservation and Recovery Act, aka Solid Waste Disposal Act Completed (RCRA) THE GRANTEE AND THE APPLICANT SHALL OBTAIN AND COMPLY WITH ALL REQUIRED LOCAL, STATE, AND FEDERAL PERMITS & LAWS AND WILL COMPLY WITH ANY AND ALL CONDITIONS IMPOSED. WHEN APPLICABLE, THE APPLICANT SHALL CONTACT THE LOCAL AUTHORITY, THAT IS RESPONSIBLE FOR ENVIRONMENTAL COMPLIANCE RELATED TO DEBRIS REMOVAL, FOR COORDINATION ON THE COLLECTION AND DISPOSAL OF DEBRIS AND WASTE, INCLUDING HAZARDOUS MATERIALS, AND SHALL OBTAIN ANY REQUIRED PERMITS. ALL DEBRIS SHALL BE DISPOSED IN AN APPROVED AND PERMITTED LOCATION. NO DEBRIS SHALL BE DISPOSED OF IN A FLOODPLAIN, WETLAND OR OTHER SENSITIVE AREA. APPLICANT SHALL COMPLY WITH ALL REQUIREMENTS RELATED TO SEDIMENT AND EROSION CONTROL, INCLUDING CONTAINMENT OF STORM WATER RUNOFF FROM ANY ESTABLISHED TEMPORARY DEBRIS STORAGE AND REDUCTION SITE. DOCUMENTATION OF LOCAL COMPLIANCE, INCLUDING FOLLOW-UP DOCUMENTATION FOR EMERGENCY PERMITS, MAY BE REQUIRED AS A CONDITION OF CLOSEOUT. APPLICANT IS RESPONSIBLE FOR ENSURING CONTRACTED REMOVAL OF DEBRIS ALSO FOLLOWS THESE GUIDELINES. DEBRIS ACTIVITIES THAT ARE NOT APPROVED UNDER THIS PW ARE CONSTRUCTION AND/OR ESTABLISHMENT OF NEW LANDFILLS, NEW STAGING AREAS, OR DEBRIS MANAGEMENT SITES, BOTH TEMPORARY AND PERMANENT (INCLUDING ACCESS ROUTES) THAT DO NOT MEET LOCAL PERMITTING REQUIREMENTS. DEBRIS STORAGE AND REDUCTION SITES SHALL BE RETURNED TO PRE -DISASTER CONDITIONS.S. Laughlin, Envr. Spec. E.O. 11988: Floodplains Completed 08/08/2008 - Per Flood Insurance Rate Map (FIRM) 190187 0020 B, Dated 12/15/82, Project is located in Zone B, Moderate Flood Hazard Area (MFHA) inundated by the 0.2% Annual Chance Flood (500 -year). Project is a Damage Assessment of the Fire Station Building by the FEMA Building Assessment Team and will generate a Scope of Work and Cost Estimate to repair the Facility, at which time an eight -step process must be completed and any change in the original footprint must be coordinated with the local Floodplain Administrator. All coordination pertaining to these activities must be documented and forwarded to IHSEMD as part of the permanent Project Files. - A Uhlan, Environmental Floodplain Specialist E.O. 11990: Wetlands Completed Developed infrastructure. No effect to jurisdictional wetlands. S. Laughlin, Envr. Spec. E.O. 12898: Environmental Justice for Low Income and Minority Populations Completed No disproportionately high and adverse impact on low income or minority populations. S. Laughlin, Envr. Spec. NEPA Level of Review - NEPA review is complete. The project is Statutorily Excluded. - LDOTSON Page 7 of 10 B7 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC Required Conditions Resulting from Environmental Review Law Name Conditions Required Entered By Monitoring Required Monitoring Completed Date By Resource Conservation and Recovery Act, aka Solid Waste Disposal Act SLAUGHL1 00/00/0000 (RCRA) THE GRANTEE AND THE APPLICANT SHALL OBTAIN AND COMPLY WITH ALL REQUIRED LOCAL, STATE, AND FEDERAL PERMITS & LAWS AND WILL COMPLY WITH ANY AND ALL CONDITIONS IMPOSED. WHEN APPLICABLE, THE APPLICANT SHALL CONTACT THE LOCAL AUTHORITY, THAT IS RESPONSIBLE FOR ENVIRONMENTAL COMPLIANCE RELATED TO DEBRIS REMOVAL, FOR COORDINATION ON THE COLLECTION AND DISPOSAL OF DEBRIS AND WASTE, INCLUDING HAZARDOUS MATERIALS, AND SHALL OBTAIN ANY REQUIRED PERMITS. ALL DEBRIS SHALL BE DISPOSED IN AN APPROVED AND PERMITTED LOCATION. NO DEBRIS SHALL BE DISPOSED OF IN A FLOODPLAIN, WETLAND OR OTHER SENSITIVE AREA. APPLICANT SHALL COMPLY WITH ALL REQUIREMENTS RELATED TO SEDIMENT AND EROSION CONTROL, INCLUDING CONTAINMENT OF STORM WATER RUNOFF FROM ANY ESTABLISHED TEMPORARY DEBRIS STORAGE AND REDUCTION SITE. DOCUMENTATION OF LOCAL COMPLIANCE, INCLUDING FOLLOW-UP DOCUMENTATION FOR EMERGENCY PERMITS, MAY BE REQUIRED AS A CONDITION OF CLOSEOUT. APPLICANT IS RESPONSIBLE FOR ENSURING CONTRACTED REMOVAL OF DEBRIS ALSO FOLLOWS THESE GUIDELINES. DEBRIS ACTIVITIES THAT ARE NOT APPROVED UNDER THIS PW ARE CONSTRUCTION AND/OR ESTABLISHMENT OF NEW LANDFILLS, NEW STAGING AREAS, OR DEBRIS MANAGEMENT SITES, BOTH TEMPORARY AND PERMANENT (INCLUDING ACCESS ROUTES) THAT DO NOT MEET LOCAL PERMITTING REQUIREMENTS. DEBRIS STORAGE AND REDUCTION SITES SHALL BE RETURNED TO PRE -DISASTER CONDITIONS Standard Conditions 1. Any change to the approved scope of work will require re-evaluation for compliance with NEPA and other Laws and Executive Orders. 2. This review does not address all federal, state and local requirements. Acceptance of federal funding requires recipient to comply with all federal, state and local laws. Failure to obtain all appropriate federal, state and local environmental permits and clearances may jeopardize federal funding. 3. If ground disturbing activities occur during construction, applicant will monitor ground disturbance and if any potential archeological resources are discovered, will immediately cease construction in that area and notify the State and FEMA. Page 8 of 10 B8 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC GENERAL COMMENTS 8/6/2008 - THIS IS A LARGE PROJECT PW. ALL COSTS, ASSOCIATED WITH THIS PROJECT, MUST BE SUBSTANTIATED. COMPLETE DOCUMENTATION MUST BE FURNISHED BY THE APPLICANT, THROUGH THE GOVERNOR'S AUTHORIZED REPRESENTATIVE (GAR), WHEN ALL WORK IS COMPLETE BY WAY OF A WRITTEN REQUEST FOR FINAL INSPECTION AND REVIEW. 8/6/2008 - FEDERAL FUNDING IS CONTINGENT UPON ACQUIRING ALL NECESSARY FEDERAL, STATE AND LOCAL PERMITS. NONCOMPLIANCE WITH THIS REQUIREMENT MAY JEOPARDIZE THE RECEIPT OF FEDERAL FUNDS. IT IS THE RESPONSIBILITY OF THE APPLICANT TO OBTAIN ALL REQUIRED PERMITS PRIOR TO THE COMMENCEMENT OF WORK. 8/6/2008 - THE LAST PROJECT WAS COMPLETED OR FROM THE DATE FINAL --COMPLETE RECORDS AND COST DOCUMENTS FOR ALL APPROVED WORK MUST BE MAINTAINED FOR AT LEAST 3 YEARS FROM THE DATE PAYMENT WAS RECEIVED, WHICHEVER IS LATER 8/6/2008 - THE APPLICANT MUST ADHERE TO STATE GOVERNMENT PROCUREMENT RULES AND REGULATIONS AND MAINTAIN ADEQUATE RECORD TO SUPPORT THE BASIS FOR ALL CONTRACTOR PAYMENTS, AS STATED IN 44 CFR 13.36 PROCUREMENT. 8/6/2008 - PER 44 CFR 13.40, THE GRANTEE, AND THE APPLICANT, ARE RESPONSIBLE FOR ACQUIRING COMPLETE DOCUMENTATION THAT FULLY ARTICULATES THE ELIGIBILITY OF ALL ACTIVITIES ASSOCIATED WITH THIS DEBRIS REMOVAL PROJECT. DOCUMENTATION, AS APPLICABLE, SHOULD INCLUDE: FIELD SUPERVISOR LOGS FROM ALL PICK-UP SITES; APPLICANT PREPARED LOAD TICKETS FOR ALL LOADS; TDSRS (TEMPORARY DEBRIS STORAGE AND REDUCTION SITE) MONITOR LOGS; SITE PROCESSING LOGS; AND FINAL DISPOSAL LOGS. THIS DOCUMENTATION MUST BE PROVIDED DURING ANY PROGRAMMATIC REVIEW AND/OR FINAL INSPECTION. FAILURE TO COMPLY WITH THIS REQUIREMENT MAY JEOPARDIZE THE RECEIPT OF FEDERAL FUNDS. 08/08/08 - ELIGIBLE. APPLICANT WILL BE REQUIRED TO SUBMIT SUPPORTING SOURCE DOCUMENTATION AT CLOSE OUT TO VALIDATE ALL COSTS CLAIMED ROUTED TO INSURANCE, FLOODPLAIN, ENVIRONMENTAL AND MITIGATION. B. ARROYO QA/QC. 08/08/2008 - INSURANCE CONSIDERATIONS. APPLICANT HAS INSURANCE ON THIS FACILITY FOR THE DAMAGES DESCRIBED IN THIS WORKSHEET. THE APPLICANT'S FLOOD INSURANCE WILL BE APPLIED AGAINST THE VARIOUS PROJECTS WITH MANDATORY NFIP REDUCTIONS AS THOSE REDUCTIONS WILL EXCEED THE LIMIT OF THE INSURANCE POLICY. AS PER 44 CFR 206.252 AND SECTION 311 AND 406 OF THE STAFFORD ACT, ASSISTANCE WILL BE APPROVED ONLY ON THE CONDITION THAT A FLOOD INSURANCE POLICY IS OBTAINED AND MAINTAINED COVERING THE BUILDING FOR $4,862,123.30 AT THIS LOCATION. THE POLICY MAY BE ANY COMBINATION OF NFIP OR PRIVATE COVERAGE. 08/11/08- STATE: FUNDING WILL BE AVAILABLE WHEN APPLICANT INCURS EXPENSES. DLK THE APPLICANT MUST PROVIDE THE GOVERNOR'S AUTHORIZED REPRESENTATIVE AN INSURANCE COMMITMENT TO OBTAIN AND MAINTAIN THE REQUIRED INSURANCE FOR THE LIFE OF THE FACILITY. THE GOVERNOR'S AUTHORIZED REPRESENTATIVE WILL FORWARD A COPY OF THE INSURANCE COMMITMENT TO FEMA. THIS INSURANCE COMMITMENT IS BASED ON CURRENT ELIGIBLE ESTIMATES, YET MAY REQUIRE ADJUSTMENTS TO REFLECT THE ACTUAL ELIGIBLE COSTS AT THE CONCLUSION OF THE PROJECT. FAILURE TO SECURE AND MAINTAIN THE REQUIRED INSURANCE ON THIS FACILITY WILL DISQUALIFY THE FACILITY FROM RECEIVING ASSISTANCE UNDER THIS PROGRAM IN FUTURE DISASTER EVENTS, PER SECTION 311 OF THE ROBERT T. STAFFORD DISASTER RELIEF AND EMERGENCY ASSISTANCE ACT, 44 CFR 206.252, AND THE APPLICANT'S AGREEMENT WITH THE STATE. BEFORE THIS PW IS CLOSED, EITHER A CURRENT CERTIFICATE OF PROPERTY INSURANCE WITH IOWA HOMELAND SECURITY AND EMERGENCY MANAGEMENT DIVISION (HSEMD) AS THE CERTIFICATE HOLDER OR A COPY OF THE APPLICANT'S INSURANCE POLICY MUST BE SUBMITTED TO THE GOVERNOR'S AUTHORIZED REPRESENTATIVE. IN ADDITION, BEFORE THE APPLICANT'S DISASTER GRANT APPLICATION IS CLOSED, HSEMD WILL VERIFY THAT THE REQUIRED INSURANCE IS STILL BEING MAINTAINED. J MOCHEL, INSURANCE SPECIALIST, ERPMC TAC. Page 9 of 10 B9 PROJECT WORKSHEET REPORT DECLARATION NO. FEMA-IA - DR1763 FIPS NO. 113-12000-00 APPLICANT NAME CEDAR RAPIDS, CITY OF SUBDIVISION FEMA PW # 461 VSN 1 REF# 02ARCFR PREPARED DATE 08/04/2008 REPORT DATE 06/12/2009 15:06 INF TYPE INF • NON-INF REC GENERAL COMMENTS 8/09/2008: THERE IS NO APPARENT COST EFFECTIVE MITIGATION OPPORTUNITY IDENTIFIED AT THIS REPAIR SITE AT THIS TIME PROJECT. D RAY -406 MITIGATION SPECIALIST 08/09/08 - THIS PROJECT HAS BEEN DETERMINED TO BE STATUTORILY EXCLUDED FROM ENVIRONMENTAL REVIEW IN ACCORDANCE WITH 44 CFR PART 10.8 (C). PARTICULAR ATTENTION SHOULD BE GIVEN TO THE PROJECT CONDITIONS BEFORE AND DURING PROJECT IMPLEMENTATION. FAILURE TO COMPLY WITH THESE CONDITIONS MAY JEOPARDIZE FEDERAL ASSISTANCE INCLUDING FUNDING. 08/11/08 - STATE: FUNDING WILL BE AVAILABLE AS APPLICANT INCURS EXPENSES. DLK 09/08/2008 COST SHARE CHANGED FROM 75 TO 90. PW REQUIRED REVIEWS REVIEW ASSIGNED DATE DATE REVIEW STATUS RECOMMENDATION REVIEWER REVIEWER SUBMITTED REVIEWED Initial Complete UNKNOWN 09/08/2008 09/08/2008 Final Complete UNKNOWN 09/08/2008 09/08/2008 Page 10 of 10 B10 BASE TACTICAL DISASTER RECOVERY Weld County Flood Recovery Support Project Status Report Project Name: FEMA-DR-4145 Colorado Flooding Recovery for Weld County Current Period (POP): Sep 2013 (24 to 29 Sep 2013) Project Manager: Tommy Horton (report prepared by Tommy Horton) Report #: WELD2013.0001 Date Submitted: 8 Oct 2013 Current Staff: Staff Organization % Utilization Est Project Role Horton, Tommy Base Tactical 90% Project Manager / Technical Lead Aliberti, Bobby Base Tactical 100% FEMA Public Assistance Coordinator Levy, John Base Tactical 5% Principal Wolff, Katie Base Tactical 0% FEMA Public Assistance Project Officer Foster, Carly Base Tactical 0% FEMA Mitigation Specialist Current Project Tasks Task Start Date POC Percent Complete Executive Consultation Sep 2013 John Levy / Tommy Horton Ongoing / As assigned Debris Operations Sep 2013 Bobby Aliberti 5% Emergency Protective Measures Sep 2013 Tommy Horton 0% Infrastructure Sep 2013 Tommy Horton 1% Mitigation N/A Tommy Horton 0% Meetings 9/24/2013: Project Start 9/24/2013: 0815 Weld County Flood Recovery Briefing • Introductions to Weld Department heads; familiarization with local situation and operation circumstances. • 250-300 homes/families affected O 1 shelter open O 1 DRC open in Milligan / 1 DRC in Island Grove • GIS Swipe Map Confidential Page 1 of 4 Cl Weld County Flood Recovery Support Project Status Report Sep 2013, Week 001 • Public Works: 9 crews working on road closures. • Horton attended meeting; gave an intro to next steps ACTION ITEMS: none 9/24/2013: Public Works Meeting • 18 to 20 Roads still closed • Procurement: Discussion regarding current procurement issues and how it will effect FEMA reimbursement; force account reimbursement tracking; in -kind match • Discussed volunteer labor & materials from private companies (oil); possible match source • Current quotes for materials being used; new bids being taken for materials; $150K threshold for bids. • Permanent Work: All current work being conducted will likely be temporary or emergency work; permanent work may be done after winter and after high water levels recede. ACTION ITEMS: schedule a meeting w DPW to review development of PWs; Find out when FEMA DA for permanent work is scheduled. 9/24/2013: Commissioner Meeting • Debris Pilot percentages; check to see if in place... what are percentages? • FEMA has scheduled a preliminary damage assessment for Thursday (9/26) • Horton attended meeting; gave an intro to next steps... answered questions. • FEMA Damage Assessment Team (DAT) scheduled for 25th • DAT Expectations; Horton briefs on DAT task/purpose (Declare C thru G); suggested strategy to lead DAT to bridges which will facilitate the declaration threshold. ACTION ITEMS: Get details on pilot program 9/24/2013: Debris Meeting • Vouchers given to impacted public to take storm debris to landfill. • Plan to issue RFPs for hauler and monitors. • Vouchers will be discontinued after contractor is selected. • BT to provide draft RFPs • AO will be limited and notice will be issued to affected areas before ROW begins. ACTION ITEMS: provide draft RFPs; meet with Trevor to review options. 9/24/2013: Planning Meeting • Floodplain ordinance questions • Temporary housing / structures permitted in the Floodplain. • Clarification that adherence to local floodplain ordinance is necessary. • Weld Local ordinance may be stricter than FEMA Flood regulations. ACTION ITEMS: None 9/24/2013: GIS / IT Meeting • Field data capture • Need to ID data currently being captured. • Identify any additional data needed that could be captured by field teams. ACTION ITEMS: Provide a list of data items that may be collected by teams in the field; Monica to schedule a meeting to discuss the current data being collected. Meeting was conducted during the Recovery meeting on 26 Sep. Confidential Page 2 of 4 C2 Weld County Flood Recovery Support Project Status Report Sep 2013, Week 001 9/25/2013: Pubic Works Meeting • FEMA DA scheduled for 25th; FEMA postponed DA to the 26m. • Provided overview of PA process and information needed for PWs. • Schedule of values for contracts will be used for reimbursement documentation. ACTION ITEMS: Meet with PW Engineer to review current recovery projects information. Provide PW forms. QUESTIONS: Who at the State will administer FEMA obligated funding? 9/25/2013: Weld Recovery Meeting • Housing Update; TSA Program not yet active; • Charley Winter from FEMA — Local Weld Contact • Building Inspector: 140 Inspections, possible 1700 structures; 280 assessed to date. • Horton inquired about data capture from field teams; possible opportunity to capture additional information. ACTION ITEMS: Coordinate with Monica regarding data capture. 9/25/2013: Debris RFP Meeting • Reviewed RFP options with Trevor; Horton and Aliberti in attendance. • RFP Drafts due to Trevor; to meet in the am. ACTION ITEMS: Provide RFP drafts at 0730 26 Sep 2013. 9/26/2013: Debris RFP Meeting • Met with Trevor; Concerns are that the RFPs SOW are too large for actual debris mission reality. • Suggested to Trevor that we conduct a field debris evaluation over the weekend and reconvene the RFP development on Tuesday when Trevor returns. Trevor agreed. ACTION ITEMS: Conduct field debris evaluation. Convene debris RFP development on 01 Oct 2013. 9/26/2013: FEMA Damage Assessment Kickoff Meeting • DPW provided infrastructure damage project list. • DAT Team gave a PA briefing. • Planned the assessment for same day. • Base Tactical (Aliberti) accompanied DAT along with reps from Weld DPW. • FEMA asked for estimate of debris. ACTION ITEMS: Provide est. debris to FEMA (meeting w Weld and FEMA later the same day) 9/26/2013: Weld Recovery Meeting • Current Recovery situation reviewed. • Since most of the relevant players in field data collection were present, we conducted a review of the data being collected by field teams; what databases exist where this information is being collected and stored; how best to merge or filter these databases so that the information can be accessed during long-term recovery and mitigation needs. ACTION ITEMS: Provide a list of possible data that could be collected by filed teams, important to future FEMA reimbursement actions. Horton emailed (the list of questions and a generic data dictionary of long- term recovery information collected and used for possible FEMA programs. Confidential Page 3 of 4 C3 Weld County Flood Recovery Support Project Status Report Sep 2013, Week 001 9/26/2013: Debris Operation Meeting with FEMA • Base Tactical, Trevor Jiricek, FEMA rep, Bob Choate attended. • Est Debris agreed upon; FEMA rep offered to accompany Base Tactical on Debris evaluation • Discussed FEMA pilot program; use of Force Account ACTION ITEMS: Debris evaluation; FEMA to provide information about pilot program and answer some of Trevor's questions. 9/27/2013: Debris Evaluation in the Field • Base Tactical and FEMA county -wide evaluation. ACTION ITEMS: Report to Trevor on Tues 1 Oct 2013 9/27/2013: Weld Recovery Meeting / Weld Field Data Collection Meeting • IT / GIS, Building Inspector, Commissioner Garcia, Chaired by Ms. Mika, Base Tactical (Levy) in attendance • Reviewed current actions being taken to collect data from impacted residents; Decided that significantly more information to be captured was not feasible; follow-up meeting in the afternoon with Levy and Building Official determined about 6 items to add to the database of information being captured. • Decided that at the very least, field teams would be asked to capture contact information from displaced residents if possible. ACTION ITEMS: None 9/27/2013: Individual Assistance Meeting • Commissioner Garcia, Commissioner Freeman, Base Tactical (Levy) in attendance • Overall strategy for expedited reimbursement process; Short term focus on road and bridge restoration. • Discussion regarding impacts to municipalities in Weld County; potentially offer a periodic meeting of a special committee to include the municipal representatives; foster coordination with all of Weld to highlight issues to FEMA and State. • Weld County has a significant population of residents that may be ineligible for federal assistance; A strategy to engage volunteer organizations and NGOs that may be able to provide assistance was discussed by tasking the effort to the United Way, who will act as the lead in Weld County to link impacted residents with available assistance. ACTION ITEMS: Commissioners to reach out to United Way; Weld County to facilitate possible County- wide Recovery Meeting. 9/28-29/2013: Debris Evaluation in the Field • Base Tactical and FEMA county -wide evaluation. ACTION ITEMS: Report to Trevor on Tues 1 Oct 2013 Issues / Planning for next week Finalize Debris Evaluation Debris RFPs Results from FEMA Damage Assessments; Declaration for Cat C through G? Begin the PW process Flood Policy meeting scheduled for Mon. Find out when Applicant Briefing and Kick-off will be scheduled Prepared by Tommy Horton Confidential Page 4 of 4 C4 BASE TACTICAL DISASTER RECOVERY Weld County Flood Recovery Support Project Status Report Project Name: FEMA-DR-4145 Colorado Flooding Recovery for Weld County Current Period (POP): Oct 2013 (30 Sep to 6 Oct 2013) Project Manager: Tommy Horton (report prepared by Tommy Horton) Report #: WELD2013.0002 Date Submitted: 8 Oct 2013 Current Staff: Staff Organization % Utilization Est Project Role Horton, Tommy Base Tactical 90% Project Manager / Technical Lead Aliberti, Bobby Base Tactical 90% FEMA Public Assistance Coordinator Levy, John Base Tactical 5% Principal Wolff, Katie Base Tactical 90% FEMA Public Assistance Project Officer Foster, Carly Base Tactical 0% FEMA Mitigation Specialist Current Project Tasks Task Start Date POC Percent Complete Executive Consultation Sep 2013 John Levy / Tommy Horton Ongoing / As assigned Debris Operations Sep 2013 Bobby Aliberti 5% Emergency Protective Measures (PW Development) Sep 2013 Tommy Horton / Katie Wolff 2% Infrastructure (PW Development) Sep 2013 Tommy Horton / Bobby Aliberti / Katie Wolff 2% Mitigation N/A Tommy Horton 0% Meetings 9/30/2013: Weld County Clerks Office Recovery Meeting • Base Tactical (Horton and Aliberti), Steve Moreno (Clerk), Clerk's Staff, Monica Mika attended. • Volunteer organizations; issues with residents not eligible for federal assistance. • Voter registration; Notifications to displaced voters. • Tracking title work; suggested that contact information be recorded when title work is done for displaced residents. Confidential Page 1 of 4 C5 Weld County Flood Recovery Support Project Status Report Oct 2013, Week 002 • Discussed the role of the Clerk during possible PPDR administrative support. ACTION ITEMS: none 9/30/2013: State of CO Debris Management Conference Call • Base Tactical represented Weld County on the call. • Reported current activities. • No new information provided by State/FEMA. ACTION ITEMS: None. 9/30/2013: FEMA Floodplain Management meeting with Commissioners • David Bauer from DPW met with FEMA reps before this meeting. Base Tactical did not attend the pre -meeting. • Michael Gease (FEMA rep) presented the NFIP requirements for post -incident rebuilding; indemnified potential issues and consequences of non-compliance. • FEMA indicated no potential ABFEs to be issued for CO Floods. • Local NFIP lead Henrietta Alleman; FEMA has scheduled to conduct substantial damage assessments of structures in the 100 yr floodplain; Henrietta will be the POC for FEMA substantial damage teams. • Commissioners asked for an FAQ from FEMA; Mr. Gease offered to provide one. • Base Tactical has no issues with the statements made by FEMA during this meeting, except that there are no plans for changes to Floodplain maps. ACTION ITEMS: FEMA to provide FAQ 9/30/2013: Commissioners Meeting / Base Tactical Briefing • Discussion of current debris strategy and site visits. • Category B collection of information to begin the PW development • Permanent Work strategy for Cat C through G PW development ACTION ITEMS: None. 9/30/2013: Planning Meeting with Tom Parko • Review of the Long Term Mitigation Planning Process. • Discussion of current planning efforts; building inspections; FEMA substantial damage assessments. • Planning meeting w FEMA scheduled for Mon 10/7. • Talked about capturing the flyover volunteer costs for in -kind. ACTION ITEMS: Attend Mon meeting 10/7 10/1/2013: Debris RFP Meeting • Discussed Debris evaluation conducted over the past weekend by Base Tactical and FEMA • Decision to modify the Hauling RFP; geared more for local contractors. • Decisions to utilize DPW seasonal employees for monitors managed by Tina Booton and guided by Bobby Aliberti. • Decision to collect bids for Automated Debris Management System (ADMS) to be used by Weld Monitors. ACTION ITEMS: Base Tactical to redraft RFP and bid specs. Confidential Page 2 of 4 C6 Weld County Flood Recovery Support Project Status Report Oct 2013, Week 002 10/1/2013: Category B Project Worksheet Meeting • Introduced Katie Wolff to Barb Connolly. • Katie will collect actual cost documentation from Barb's staff to develop draft Cat B PW. ACTION ITEMS: Base Tactical collecting PW documentation. 10/2/2013: State of CO Debris Management Conference Call • Base Tactical represented Weld County on the call. • Reported current activities. • FEMA stated that additional counties declared for Cat C through G ACTION ITEMS: None. 10/2/2013: Base Tactical Task Work Time • Redrafted Cat A RFP. • Met with Trevor and decided to NOT use ADMS; no bid spec needed. • Cat B documentation collected and organized; Base Tactical is setting up an FTP site for organizing / sharing / delivering draft PWs. • Scheduled meeting with DPW for 10/3/2013. ACTION ITEMS: Re -drafted RFP to Trevor 1400 2 Oct 2013. 10/3/2013: Public Works Meeting — PW Development • Reviewed information being captured by "PubWorks" system. • Discussed several of the current ongoing repairs and contracts. • Reviewed the adherence to Davis -Bacon Act; not applicable to the Stafford Act programs. • Discussed the pursuit of FHWA Recovery Assistance for FHWA designated roads. ACTION ITEMS: Find out information about FHWA Recovery Program; Confirm Davis -Bacon Act compliance. 10/3/2013: Category B Project Worksheet Meeting • Met with Barb Connelly • Reviewed current documentation for payroll. • Discussed the strategy for capturing both regular and overtime for all personnel. ACTION ITEMS: Continuing Cat B documentation collection. 10/3/2013: Meeting with FEMA Program Specialist • Met with James Strause • Assigned to the area to write Permanent Work PWs. • Could be assigned to Weld. • Discussed the Weld County recovery strategy. • Mr. Strause confirmed the scheduled Applicants Briefing on Monday; answered some questions about Davis -Bacon. ACTION ITEMS: None. 10/4/2013: Base Tactical Task Work Time • Category B documentation. • Answered emails / questions; see attached emails. ACTION ITEMS: See emails. Confidential Page 3 of 4 C7 Weld County Flood Recovery Support Project Status Report Oct 2013, Week 002 10/5/2013: Call from Wayne Howard • Received a call from Wayne Howard about emergency work being done on a road over the weekend by a contractor. • Concern was regarding damage to private property adjacent to road damage; if the county orders the repairs to include the damage on the private property, will it be eligible for FEMA reimbursement? • Provided guidance to Wayne; work should be eligible for FEMA reimbursement; County is getting a temporary easement from the property owner on Mon; I advised that we should also get a Right of Entry for good measure. ACTION ITEMS: Provide ROE form. Done by Aliberti on 10/6 Issues / Planning for next week • Debris RFP going out / pre -bid meeting on Monday • Continue Cat B Documentation collection • Schedule meeting with DPW for next steps on PW development • Floodplain assessment meeting on Mon • Applicant Briefing on Mon Prepared by Tommy Horton Confidential Page 4 of 4 C8 BASE DISASTER RECOVERY Revious Rojects C. PREVIOUS PROJECTS RELEVANT PROGRAM ELEMENTS Damage Assessments Cost Estimating Highway Emergency Repair Construction Management CLIENT REFERENCE Kenneth C. Guyer Highway Saperintendant (Town of New Scotland) Town of New Scotland 2029 New Scotland Fbad Singerlande NY 12159 E kguyer@ownofnewscotland.com T (518) 375-0385 2011 New England Emergency Response: Hurricane Irene New Scotland, New York Tropical Storm Irene hit the Town of New Scotland on August 28, 2011 at approximately 11:00AM and continued through the evening to 6:30PM. The storm produced five inches of rain at a rate off " inches per hour. The southern area of the Town along the Heidelberg escarpment was hit especially hard but along the west branch of Onesquethaw Creek with culvert washouts, roadway, slope failures, bridge damage and watermain distraction. One additional severely hit area was the failure of 600' of roadway embankment of Krumkill Road. Within 30 minutes of the storm's arrival in the Town of New Scotland, Stantec staff was on -site with the highway superintendant assisting the Town with damage assessments. Because of Stantec's previous experience with as emergency responders for the Town of New Scotland for Hurricane Floyd, we were able to anticipate what locations would require our immediate attention, and therefore were able to deploy staff efficiently throughout the storm and ensuing aftermath to get the projects assessed, estimated and begin emergency repair work. Stantec has participated with both the Town of New Scotland, and the Town of Bethlehem, by first attending the Project Kickoff meeting with the assigned Public Assistance Coordinator (PAC). Some representative emergency relief projects Stantec has been involved with thus far include: Lower Flat Rock Road During Tropical Storm Irene 2,500 LF of Lower Flat Rock Road along with Groesbeck Road bridge deck was eroded to the point of being impassable. Construction: Roadway & Bridge Deck replacement Funding Source: FEMA Type: Small project repair Project Timing/Schedule: Within two months Construction Cost: $25,000 Indian Ledge Road Culvert Tropical Storm Irene caused the Onesquethaw Creek to scour away 48" and 18"culverts and associated roadway. Construction: Culvert & roadway replacement Funding Source: FEMA Type: Small project Project Timing/Schedule: Within three weeks — DEC stream disturbance permit obtained and 401 water quality certification Construction Cost: $18,000 Lower Wolf Hill Road The Onesquathaw Creek scoured Lower Wolf Hill Road to an eight foot travel way. Construction: Roadway replacement; stream bank stabilization; embankment armor Funding Source: FEMA Type: Large project Project Timing/Schedule: 80 days; DEC permit; DEC stream disturbance permit obtained and 401 water quality certification Construction Cost: $72, 000 D1 BASE DISASTER RECOVERY Revious Rojects RELEVANT PROGRAM ELEMENTS FEMA Project Worksheet Development, Negotiations and Project Management FEMA Project Administration and Closeout Emergency Disaster Response Produced 300+ Project Worksheets FEMA Approved Two Permanent Relocation Projects FEMA Approved Multiple Alternate and Relocation Projects Base Flood and High Water Mark Determinations City of Cedar Rapids Disaster Recovery Management 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 made this event the fifth -largest natural disaster in U.S. history, as defined by the amount of public assistance 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 consultants while allowing our clients to manage the areas they know best. Our staff focused on specific needs and brought effort and expertise to issues which exceeded the City's capabilities or resources. Key to the success of our consulting relationships were our efforts to improve communications between City departments, directors, stakeholders, the City Manager, and the City's Common Council. BASE Tactical worked with the City to aid in the billion dollar 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 succeeded in rebuilding their downtown area with the support of BASE Tactical. CLIENT REFERENCE James Prosser (Pbtired City Manager; Qty of Cedar Rapids, Iowa) Executive Director Contralina Council of Governments Charlotte, NC 28215 E jprosser(gtentrali na.org T (704) 348-2703 (off te) (704) 763-2612 (mobile) D2 BASE DISASTER RECOVERY Revious Rojects City of Cedar Rapids Disaster Recovery Management (cont.) te• 1 Seminole Valley Park 2 Usher's Ferry Pioneer Vil- lage 3 Ellis Park 4 Bus Garage & Office 5 Central Fire Station 6 Police Station 7 City Hall 8 Mays Island Plaza Parkade 9 Science Station 10 Main Library n \% �9G5; J It:1 a • W 'wfj 6y/ 11 City Bus Passenger Terminal 12 School & Trailways Terminal 13 Fourth Avenue Parkade 14 Green Square Park Bldg 1 f Mao 15 Third Avenue Parkade 16 Public Works 17 Riverside Park 18 Czech Village Park 19 Forestry Office 20 Hayes Field D3 BASE DISASTER RECOVERY Revious Rojects City of Cedar Rapids Disaster Recovery Management (cont.) 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. 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. 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. D4 BASE DISASTER RECOVERY Revious Rojects Hurricane Katrina City of New Orleans City of New Orleans /August 2006 — March 2009 We provided project management services to the City of New Orleans with a team of ten consultants following the devastation of Hurricane Katrina. Our team coordinated the financial structure for submitting Project Worksheets and back-up documentation. We also provided project formulation for permanent projects and established protocols for Hazard Mitigation opportunities and verified that buildings were designed to incorporate Codes and Standards. Our principle John Levy successfully adjusted the $40M insurance claim for Harrah's Casino and Harrah's 30 story hotel in New Orleans. RELEVANT PROGRAM ELEMENTS Hurricane Katrina West Jefferson Medical Jefferson Parish, Louisiana We provided project management services for the West Jefferson Medical Center in New Orleans in the aftermath of Hurricane Katrina, a loss totaling more than $10 million. The recovery strategy included successful hazard mitigation strategies which enhanced water and energy systems to prevent future calamities. This successful mitigation included the installation of emergency power generators and drilling of water wells for potable water and hospital air and system cooling systems. Post -Disaster FEMA Grant and Disaster Recovery Management for the City's Capital Projects Project Formulation and Creation for Permanent Projects Investigation of Insurance Issues Resulting in Waiver of "Obtain and Maintain" Requirements by the Louisiana State Insurance Commissioner Identification and inclusion of Codes & Standards and Hazard Mitigation Opportunities Management of State Emergency Management and FEMA Relationships CLIENT REFERENCE Finger Davis Fisk Manager Harrah's Casino & Hotels 3475 South Las Vegas Boulevard Las Vegas, NV 89109 E rdavisgiarrrahs.com T (901) 359-8672 D5 BASE DISASTER RECOVERY Revious Rojects RELEVANT PROGRAM ELEMENTS Dam and Levee Safety Program, Studies and Reanalysis Dam and Levee Safety Training National Involvement in Dam and Levee Safety Programs Seismic Safety Reviews CLIENT REFERENCE Chad M. Rachel, FE USArmy Corps of Engineers New Orleans District (Engineering Division - Ctiotechnical) 7400 Leake Ave. New Orleans, LA 70118 E chad.m.rachel(aysace.army.miI T (504) 862-2120 Hurricane Katrina Levees and Pump Stations City of New Orleans / Various Locations, Nationwide Since the early 1970s, Stantec has been involved in a wide range of dam and levee safety related services and activities for the Corps of Engineers, as well as other federal and state agencies. Corps Dam and Levee Safety Program: The Corps has undertaken a risk assessment of their flood and reservoir systems throughout the US and ranked the top 20 highest risk facilities. Many of these facilities consist of combination systems with both dams and levees. To date, Stantec has worked on 13 of the top 20 highest risk systems including Wolf Creek Dam and Center Hill Dam. Stantec is providing broad ranging services to the USAGE including problem identification, investigation and analysis, design of remedial measures, soil structure analysis and design, and numerical modeling. This work has been completed nationwide and involved efforts through contracts with the Louisville, Huntington, Nashville, Tulsa, and New Orleans Districts. In addition, because of Stantec's technical capabilities and outstanding track record, the Corps has asked Stantec to write the seismic portion of their risk and reliability guidelines for dam and levee safety analysis. Stantec is the only non-academic consultant assisting the Corps in this endeavor. Levee Assessment, Analysis, and Design, USAGE - New Orleans District: The New Orleans District of the U.S. Army Corps of Engineers hired a Joint Venture consisting of Stantec and three other firms to manage one of the largest and most diverse geotechnical engineering programs in the nation for levee restoration in New Orleans after Hurricane Katrina. The primary reason this JV was selected by the District was its ability to deliver, on an expedited basis, soil test data that could be fed to design teams to help in both the rapid and long-term design efforts to protect the New Orleans area against future disasters. This contract requires the coordination of four JV partner firms plus a large number of local small businesses performing work over a broad geographic area on multiple task orders simultaneously. Stantec routinely works with District personnel to establish and measure program metrics, monitor and measure progress, identify obstacles to meet program objectives and develop plans to overcome the obstacles. As a result of these efforts, The District has completed initial elements of the program on schedule and on budget. National Levee Database — USACE Louisville District: The USACE has received the mandate and resources to design and build a National Levee Database (NLD). The NLD will play a role in the National Levee Safety Program, the Inspection of Completed Works (ICW) program, emergency response and coordination with FEMA's MapMod and Levee Certification programs. The Louisville District serves as a pilot project to gain a better understanding of the level of effort required to inventory all federally constructed levees. Stantec was selected for the field preparation, survey and database population for the levee systems within the Louisville District. D6 BASE DISASTER RECOVERY Revious Rojects RELEVANT PROGRAM ELEMENTS Disaster Management Field Assessments Engineering Analyses and Design Environmental Studies and Geotechnical Investigations Laboratory Testing Services Construction Management CLIENT REFERENCE Chad M. Rachel, t₹ USArmy Corps of Engineers New Orleans District (Engineering Division - Geotechnical) 7400 Leake Ave. New Orleans, LA 70118 E chad.m.rachelaisace.army.mil T (504)862-2120 Hurricane Katrina Field Assessment and Engineering Support City of New Orleans, Louisiana Stantec was contracted by USACE and CSX Transportation (CSXT) to perform emergency inspections and support long-term analysis and restoration of New Orleans' levee and coastal railroad bridges systems devastated by Hurricane Katrina. Stantec's work spanned from New Orleans east to the Louisiana state line. Stantec Response Team: Stantec is a member of a joint venture FFEB JV, LLC that has been supporting the New Orleans District since the Katrina disaster with complete engineering/geotechnical services. FFEB has completed over $90 million in task orders on a $100 million IDIQ contract. FFEB was awarded the $50 million re -compete of this contract to continue to assist in the rebuilding of New Orleans. Response included setting up an on -site 8,000 square -foot lab that remains today. Engineering Design: Stantec supported several engineering design task orders. One of these task orders, the $14 million MRGO De -authorization Closure, included preparation of plans and specifications completed by Stantec personnel. Over 100 task orders have been awarded under this contract. These are typically greater than $100K, and have even included a single $9.6 million task order for levee breaches in Plaquemines Parish, LA. The vast majority have been directly related to the June 2011 mandate of establishing the 100 -year flood protection for the Greater New Orleans Hurricane and Storm Damage Risk Reduction System. Stantec has been in New Orleans since 2006 and continues to provide management and field services on an unprecedented scale Field Assessment and Testing: Stantec's work includes completing approximately 2,500 geotechnical borings. These explorations were conducted along hurricane protection systems comprised of levees, T -Walls and I -Walls, and various pumping stations. Sampling has been performed in a variety of conditions including land -based (truck- and/or ATV -mounted drilling equipment), water (drill rigs mounted on a jackup barge) and marsh (drill rigs mounted on amphibious buggies). Testing Laboratory: As part of this contract, an 8,000 square -foot, state-of-the- art geotechnical laboratory was established in the New Orleans area. This geotechnical laboratory is the largest in Louisiana and one of the largest, high -production laboratories in the world. In addition, over 20,000 square feet of warehouse space for sample storage has been established. Over $10 million in soils testing has been performed to -date. Railroad Inspections and Engineering Support Services: CSXT's railroads are a critical component to the Louisiana coast's vitality. Because of the immediate need to re -open the railroad bridges after Hurricane Katrina, CSX set a 90 -day deadline to re -open the rail segments into New Orleans necessitating immediate engineering and response. In three days, Stantec mobilized two dive teams. Stantec's Response: Once in the area, Stantec personnel performed underwater inspections of all substructure components between the waterline and mud line of CSXT bridges over various rivers and passes. Stantec completed the inspections of five bridges, including over 20 bridge piers and over 450 piles generally in 20 to 70 feet of water in seven days. D7 BASE DISASTER RECOVERY Revious Rojects RELEVANT PROGRAM ELEMENTS Disaster Management Field Assessments Engineering Analyses and Design Environmental Studies and Geotechnical Investigations Laboratory Testing Services Construction Management CLIENT REFERENCE Mr. Genn Mizell Assistant Director, Fnance and Accounting E Genn.Mizel IQa iashville.gov T (615) 862-4515 Mr. Tony Neumaier Fnance Manager 1600 &rend Ave. North Nashville, Tennessee 37208 ETony.Neumaier@lashviIle.gov T (615) 862-4782 Nashville Metro Water Services Flood Mitigation Measures Nashville, Tennessee In May of 2010, Davidson County and the City of Nashville experienced severe storms, flooding, straight-line winds, and tornadoes, which lead to Presidential Disaster Declaration 1909. The experience of what was estimated to be a 500 -year surface flood demonstrated the spectrum of impacts possible during such an event, including injuries and loss of life, property loss, economic impact, and loss of service from critical facilities. During the flood event, damage occurred throughout water and wastewater treatment systems servicing the area. One of two water treatment plants serving a population of almost 600,000 was completely inundated and sustained significant damage. The plant went offline for thirty days and provided limited services for a further 90 until it was fully operational. The service population received a mandate to cease all nonessential water use and the impact to both the regional economy and individuals reliant upon service was significant. ARCADIS was selected by Metro Water Services (MWS) to help determine and implement mitigation measures for the FEMA Public Assistance Grant Program 406 Mitigation, to protect the system from and maintain consistent water supply to the service population following subsequent events. The project is divided into three distinct phases, with the first phase in FEMA review: Phase I involved a flood analysis and risk assessment of each of the water treatment facilities and the water system as a whole. The system was first evaluated for essential functions, followed by vulnerabilities of those critical components needed to fulfill those functions. Mitigation alternatives were developed based on the results of the risk analysis and a project identification and prioritization process developed in conjunction with the client. The alternatives were then honed into specific projects compiled into a final report and delivered to the client, the state, and FEMA. Final reports included the risk assessment and approach, FEMA Benefit Cost Analysis, necessary drawings, detailed capital costs estimates, and all necessary and required supporting documentation to pursue funding. Phase II will involve implementation of the chosen alternatives from Phase I. Phase II will include detailed design, preparation of final contract drawings, specifications, final estimates of probable construction costs and bidding services. The purpose of Phase III is to provide construction administration services including management and inspection for the mitigation measures at each facility. D8 BASE DISASTER RECOVERY Revious Rojects RELEVANT PROGRAM ELEMENTS Disaster Management Field Assessments Engineering Analyses and Design CLIENT REFERENCE Mr. Miles Anderson Sate Hazard Mitigation Off ter 2555 Siumard Oak Blvd. Tallahassee, Horida 32399 E Miles.Anderson o�m.myflorida.tom T (850)413-9816 FEMA Hazard Mitigation Assistance Programs Support Tallahassee; Florida The State of Florida administers a number of Hazard Mitigation Assistance programs through the Florida Division of Emergency Management (FDEM) to recover from disasters and decrease the vulnerabilities to hazards in infrastructure and community awareness. FDEM has administered millions of dollars in grant funding to local jurisdictions in Florida for repairing and mitigating infrastructure. ARCADIS is providing on -going expertise to the Florida Division of Emergency Management (FDEM) to help the Mitigation Bureau supplement, jumpstart, and improve statewide programs including HMGP, NFIP, RFC, FMA, PDM, and more. We also act as surge capacity to ensure continuity and improvement of mitigation related activities and planning processes even in the face of disasters. Our team additionally provides Hazard Mitigation Assistance (HMA) programmatic support such as operations review and SOP development, performance measurement framework development, monitoring plan development, cost -avoidance reporting, project and program evaluation, financial reconciliation, project tracking, audit assistance, management cost consolidation, and professional responses to review committees. D9 BASE DISASTER RECOVERY Revious Rojects RELEVANT PROGRAM ELEMENTS Disaster Management Field Assessments Engineering Analyses and Design Environmental Studies and Geotechnical Investigations Construction Management CLIENT REFERENCE Mr. Thomas Fbdany 7400 Leake Avenue New Orleans, Louisiana 70118 E T: (504) 862-2502 Engineering Design Services for Flood Protection in the New Orleans Area New Orleans, Jefferson & Plaquemines Parishes, Louisiana ARCADIS, in a joint venture with PIKA International, Inc., was contracted by the U.S. Army Corps of Engineers, New Orleans District to design the following hurricane protection projects: WBV-74 Western Tie -In Closure Structure, ED -09-060 St. Charles Parish, Louisiana; and WBV-09b Hero Canal to Oakville, Structures, ED - 09 -061, Plaquemines Parish, Louisiana. The work includes surveying (by Dale Stockstill and Associates, mentor firm); geotechnical investigation and analysis/ testing (by Eustis Engineering); and full design including preparation of design documentation reports (DDR), plans and specifications (in Specsintact), Mil cost estimate and construction schedule, as well as engineering and design support during advertisement and engineering during construction. The work will consist of four separate bid packages. Work elements include: two separate pile -supported navigable closure structures (56 -ft sector gates); T -wall monoliths, levees, pile -load tests; and a 70 -cubic -foot -per -second (cfs) pump station. The design also includes temporary retaining structures (both conventional strut -type -braced cofferdam and cellular cofferdam), dewatering systems, and work platforms for construction. The coffer dam design includes fender systems (timber guide wall or floating -barge system anchored with piles) to protect against collision with marine traffic. A temporary diversion channel will be dredged to divert barge traffic while the sector gate is under construction. ARCADIS' work elements include: civil, structural, mechanical, electrical, and geotechnical design, as well as preparation of all Mil cost estimates and construction schedules. The civil work includes the design and layout of hurricane protection, access roads, NCS, pumping station, and security fencing, inclusive of the identification of any required setbacks, easements, and/or additional permanent rights -of -way. Also included is the identification of utilities/facilities that will require relocation or special treatment during construction. ARCADIS is performing an independent technical review, using the Army's Design Review and Checking System (DrChecks), of all work being performed under the task order. All survey data have been formatted as specified in Chapter 12 of publication EM 1110-1-1005, Engineering and Design - Control Topographic Surveying Manual, dated 01 January 2007. The final plans are being submitted in Bentley Microstation format. Major deliverables include: • Design quality control plan. • Survey plan. • Accident prevention plan, geotechnical strengthline, and report. • 50%, 75%, 95% and 100% plans, specifications, Mil estimate, and construction schedule. • ITR comments and certification. • Design documentation report (DDR). • Engineering consideration and instructions to field personnel. The fast -track project is to be completed within a nine -month period from the start of surveying through the 100% completion of design. Due to the heavy workload of the New Orleans District, responsibility for the technical and contractual management of this task order was transferred to the Rock Island District after the task order had been awarded. D10 BASE DISASTER RECOVERY Feermesand Biographies John G. Levy President BASE Tactical Disaster Recovery BASE Tactical has represented clients who have incurred damage from catastrophic natural disasters, including Gulf Coast business owners affected by Hurricanes Katrina and Rita. Levy has also secured insurance settlements and provided FEMA support in Texas, after Hurricane Ike, was lead project manager with the City of Cedar Rapids, Iowa after catastrophic flooding from 2008-2010 and remains lead project manager in New York City. Levy has served as board of trustee for the Detroit Medical Center, Detroit Michigan for 30+ years. During that time he has seen medical reimbursement change from a cost plus system to today's limited reimbursement programs for the under and uninsured which has caused seismic shifts in the delivery of medicine. During 2010, as Vice Chairman, Mr. Levy participated in the sale of the DMC to Vanguard Health Systems for $1.5B, the largest transaction to have occurred in the City of Detroit. Today Levy is chairman of the for-profit Vanguard Michigan board. SELECT PROJECT EXPERIENCE New York City Health & Hospitals Corporation (2012 — Current) Mr. Levy is project leader for the $86 HHC Corporation which received catastrophic damage following Hurricane Sandy. HHC's hospitals provide the critical care for a significant portion of New York City's population and multiple hospitals were closed following the storm. Operations were restored in less than 100 days, saving the corporation $15M per week in lost revenues. The BASE Tactical team projects more than $1B in recovery reimbursements from FEMA, New York State, and CDBG. HUD. Harpeth Valley Sewer & Waste District, Nashville, TN (May 2010 — November 2010) (FEMA Policy Specialist) The $25 million sewer waster system for metropolitan Nashville was overwhelmed by the historic floods of 2010 and BASE Tactical provided facility assessment to determine the repairs and establish the repair costs for submittal to FEMA and the State of Tennessee. Cedar Rapids Flooding, IA (2008 - 2010) (Disaster Recovery Project Leader) The multi -billion project included all facets of providing the Mayor, City Manager, and City Council expert advice following their catastrophic flooding. The City had lost 150 buildings, their sewage waste system, and other significant elements of their infrastructure. Mr. Levy led the project with a team of 10 and worked to identify the damaged facilities, directed contractors for remediation, prepared scopes of work and estimated repair costs for FEMA, and strategized with the City administration on recovery opportunities. With more than 300 project worksheets written, the City of Cedar Rapids was able to secure significant reimbursement and continues to rebuild their community, better than before the flood. University of Iowa (2010 -Present) (FEMA Policy Specialist) Key responsibilities include the review of FEMA project worksheets, including hazard mitigation options, and codes and standards. BASE Tactical provides ongoing review of construction documents for the Hancher Hall reconstruction project and FEMA administration documentation. National Banking Corporation. Houston, TX (2008 - 2009) (Insurance Policy Specialist) Key responsibilities included the settlement of $18M in commercial insurance claims following Hurricane Gustay. Harrah's Casino and Hotel, New Orleans, LA (2005 - 2007) (Insurance Policy Specialist) $40 million dollar repair of the Harrah's New Orleans casino and 31 -story hotel. Key responsibilities include the settlement of two complicated commercial insurance claims following Hurricane Katrina. Mr. Levy also represented several other commercial clients on their insurance claims. E1 BASE DISASTER RECOVERY Feermesand Biographies Tommy B. Horton Executive Director - and Team Leader for Weld County Tommy B. Horton has been providing consulting services to affected cities and counties in more than 50 disasters. He is an expert in FEMA Public Assistance and State Mitigation. Although each disaster is unique, Mr. Horton understands how to guide a client through the entire disaster (cradle to grave). His success rate in securing full reimbursement for our clients as well as significant Hazard Mitigation dollars, makes Tommy a valuable asset to the affected agency. He supports clients in ensuring efficient use of resources, incident management, operational resiliency and business /operational continuity. He is also an expert in 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 3r° Battalion, 124'h Infantry Regiment, he was been responsible for coordinating secure communications for company and battalion level operations. PROFESSIONAL CERTIFICATIONS ■ Certified Emergency Manager (CEM) ■ FEMA Emergency Management Institute Advanced Professional Series SELECT PROJECT EXPERIENCE 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: 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 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; USAGE; 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) Q BASE DISASTER RECOVERY Fesumesand Biographies Bernard F. Hurley, Jr. Environmental Services Mr. Hurley has over 20 years of technical experience in the environmental consulting industry, including project design, disaster recovery, and project management. He has managed and coordinated many large scale environmental projects including disaster relief efforts for Cedar Rapids Flood, Joplin Tornado, Grand Forks Flood, and Hurricane Irene. Mr. Hurley holds his Project Designer, Building Inspector, and Management Planner certifications and is also a certified Lead Based Paint and Microbial Inspector. Mr. Hurley is an expert witness and has been involved in dozens of large litigation cases involving asbestos and mold. Other large projects have included: Project Management for demolition and remediation projects at the former Stapleton International Airport (from 1999 to present), as well as Project Manager for the Savannah River Department of Energy (DOE) site. He also served as Project Manager for microbial, lead and asbestos abatement, demolition management and oversight, HAZMAT characterization, and project design during flooding of Grand Forks, ND, in 1997. PROFESSIONAL CERTIFICATIONS ■ Colorado Air Monitoring Specialist ■ Colorado Asbestos Project Designer ■ Colorado Asbestos Building Inspector ■ Colorado Asbestos Project Manager ■ Mold Inspector M140 -Hour HAZWOPER M8 -Hour Refresher ■ NIOSH 582 E SELECT PROJECT EXPERIENCE Grand Forks Flood - Grand Forks, ND (April 1997 — December 1998) Mr. Hurley served as Project Manager for disaster recovery operations which included the simultaneous oversight of 16 projects for asbestos abatement and lead -based paint removal at Grand Forks Central High School and the County Courthouse. He coordinated the asbestos abatement work, microbial contamination clean-up, lead -based paint removal, air monitoring, final air clearances and oversight at municipal buildings, banks, the public school district and 22 buildings at the University of North Dakota. For some of these properties, Mr. Hurley also identified several toxic molds requiring consultation for additional worker protection and engineering controls for the clean-up work. Bernard's team was also responsible for the oversight of asbestos and hazardous waste remediation of approximately 1,000 residential buildings prior to demolition. Hurricane Katrina — New Orleans, LA & MS Gulf Coast (August 2005 — December 2006) Mr. Hurley directed a team of professionals for air sampling and oversight of mold remediation throughout affected areas of New Orleans. Hurley also assisted other contractors and the United States Environmental Protection Agency (EPA) in the Mississippi Gulf Coast region by assessing the area for non -hazardous and hazardous waste issues such as underground storage tanks and chemicals including paints, solvents and miscellaneous household materials. The wastes were identified, cataloged, containerized, transported and disposed of in accordance with United States Department of Transportation and EPA regulations. Hurricane Irene — East Coast Cities: NJ, PA, and MA (April 2012 — October 2012) Mr. Hurley provided supporting documentation of water damage and resulting microflora intrusion to three major hotels owned by a national Hotel chain (confidential client) that were damaged during Hurricane Irene in August 2011. The technical team was contracted to provide a comprehensive assessment of damage and develop a mitigation protocol for each specific property. Cedar Rapids Flood — Cedar Rapids, IA (June 2008 — November 2011) Bernard served as Project Manager for flood disaster recovery which included management and documentation services needs of the City, coordinating and managing highly trained technical individuals experienced in a variety of environmental remediation and demolition activities, the United States Federal Emergency Management Agency (FEMA) identification and documentation including all debris generated by the remediation and demolition contractor. The Iowa Department of Homeland Security and the local FEMA Debris Supervisor strongly endorsed Mr. Hurley's technical consulting and work process. Bernard Hurley is the lead environmental consultant managing environmental operations at all damaged facilities. Q BASE DISASTER RECOVERY Feermesand Biographies John Malueg, PE Project Manager, Stantec A/E Services Mr. Malueg is Stantec's national leader for disaster management. Mr. Malueg is expert in FEMA disaster response, FEMA mitigation programs including Public Assistance and Hazard Mitigation. Mr. Malueg responsibilities include serving our strategic clients providing strong executive coaching and guidance towards solving problems and maximizing opportunities. Mr. Malueg's knowledge and expertise stems from a 28 year career holding leadership and management positions in government and private consulting. His prior career experience includes serving as a Manager for Greensboro, North Carolina where he was part of the City's leadership team responsible for responding to two hurricanes. SELECT PROJECT EXPERIENCE Hurricane Sandy Disaster Response NYC Health and Hospitals Corporation (HHC), New York, NY. Currently overseeing the delivery of architectural and engineering services related to documentation of damaged medical, mechanical and electrical systems in Bellevue, Coler, Coney Island and other outlying (Goldwater, Draper Hall, Metropolitan Hospital) HHC facilities. Services included documenting extent of damages and working with HHC staff and their contractors identifying options to bring each hospital back to full operation in manors that mitigate risks associated with future disasters. Options ranged from repairing systems back to pre - disaster conditions, repairing and or replacing in a more "disaster proof' manner to complete re -design of resilient solutions. Analysis of options included understanding the benefits and disadvantages of each solution specifically as it impacts budgets and schedule. Kentucky Emergency Management/ Division of Water, Statewide, KY Facilitated state/federal (FEMA) cooperating technical partnership (CTP) and supported program strategic planning and implementation. In addition to helping secure flood response and mitigation funding, partnership resulted in an accurate state-wide flood risk identification maps, better risk response and risk reduction planning, better educated communities regarding the risks of flooding and enhanced flood disaster response. Deliverables included helping to develop FEMA/USACE grant funding applications, development of enhanced state-wide flood insurance maps, supporting state-wide flood risk outreach and education meetings, development of disaster response/risk mitigation data management portal along with construction of $100s of million in flood reduction projects. Flood Disaster Management - Hazard Mitigation, Rockford, IL Response to two devastating flood events, lead City of Rockford, Illinois in an effort to maximize federal (FEMA / USACE) funding and qualify the community for FEMA Hazard Mitigation grant program, Supported development of the Winnebago County's All Hazard Plan, served as Assistant Project Manager and coordinator for all county and city efforts. The response was fast - tracked and lead to award of over $12 million in grant funding. The effort was recognized by FEMA as a prototype of a successful partnership between a city and federal government. FEMA/ USAGE funds were leveraged against $20 million of local funds to buyout high flood risk homes, upgrade a flood control dam and create a greenway which linked local hospital center with downtown. Nashville - Cumberland River Flood Response/Mitigation Planning, Cheatum County, TN Mr. Malueg led Ashland City's response to devastating flooding including damage assessments, community - wide strategic planning, development of Project Worksheets, development of hazard mitigation applications. Primary facilities impacted included public works buildings, water and wastewater treatment plants and related critical infrastructure. Dam Safety Risk Assessment and FEMA Hazard Mitigation Dam Safety Division, Grant, KY Mr. Malueg is key advisor to FEMA pilot project to assess 200 state and locally owned dams relative to the accuracy of their hazard classification and mitigation options. It is estimated that 1 of 10 dams in the nation have an inaccurate classification. Mitigation options included upgrade of dams or mitigate downstream impacts based upon a cost benefit analysis. Key elements included data collection, dam assessments, inundation mapping, mitigation planning, catastrophic long term recovery planning and seismic assessments. E4 BASE DISASTER RECOVERY Feermesand Biographies Carly Foster Mitigation Carly Foster is an expert in FEMA Hazard Mitigation programs. These funds for 'hardening a facility from future damage' are critical to a recovering community. She has headed our mitigation team in New York City and New Jersey with Hazard Mitigation proposals in excess of $100M. A requirement of a successful hazard mitigation proposal is the BCA (Benefit -Cost -Analysis) and Carly's knowledge of calculating BCA's for FEMA's 406 and 404 Hazard Mitigation programs allow her to create world class proposals. Our team has a superb track record on successful mitigation proposals and Carly is a main contributor. PROFESSIONAL CERTIFICATIONS ■ Certified Planner (AICP) ■ Certified Floodplain Manager (CFM) ■ FEMA Certified HAZUS Practitioner ■ FEMA Certified Hazus Professional SELECT PROJECT EXPERIENCE Long Term Recovery, Mitigation, and Master Planning Senior planner and team lead. Hazard mitigation planning and plan development. Safe growth analysis of master plans, hazard -related plan elements. Long term recovery and redevelopment planning. State Level Program Guidance and Hazard Mitigation Planning Senior planner. Programmatic guidance and support. Project development lead. Program enhancement lead. Integral in the achievement of Enhanced Status for the State of Florida for 2010. Recovery and Mitigation Program Counsel and Guidance Provides executive level guidance and strategic support to critical infrastructure and municipal clients as they recover from presidentially declared disasters. Provides client representation to state and federal agencies. Negotiates and navigates policy and funding opportunities. FEMA Public Assistance and Mitigation Grant Application Development Provides framework for damage assessment and documentation to maximize client reimbursement. Lead planner and analyst that develops benefit cost analyses, coordinates with key stakeholders, as well as state and federal reviewers, and submits applications for federal and state grants for multiple clients. Additional duties include grant management and project management, as needed. Works with client and internal team members to ensure that all documentation is audit sound. Extensive briefing workshops and collaboration with diverse stakeholders - operators, engineers, and inter -governmental coordination — is common. Provides representation on behalf of client to federal and state agencies. New Construction Mitigation Astoria Power Generating Company — Brooklyn, New York Task Lead. Determined minimum level of protection required for a Pier Improvement Project. Activities included policy analysis, risk and base flood level determination, level of protection determination, and preparation of a report. Public Assistance and Hazard Mitigation Bayshore Regional Sewerage Authority, New Jersey Technical Expert, Associate Project Manager — Hazard Mitigation Plan, Project Worksheets, Funding Applications. Wastewater Treatment Plant heavily impacted in 2012 by Hurricane Sandy. Facilitating development of risk and vulnerability assessments, mitigation plans, benefit cost analyses, and funding applications for 406 Mitigation, HMGP, and other sources. Review and strategic guidance with Public Assistance funding applications. Identification of mitigation goals, support in development of level of protection. Multiple alternatives evaluation. Benefit cost analysis. Public Assistance and Hazard Mitigation New York Health and Hospitals Corporation, New York, New York Technical expert strategic guidance in Sandy recovery and mitigation. Technical expert benefit cost analysis, hazard mitigation planning and proposal development. Public Assistance and Hazard Mitigation Bay Park Sewer Treatment Plant, Nassau County, New York Technical expert strategic guidance in Sandy recovery and mitigation. Technical expert benefit cost analysis, hazard mitigation proposal development. Provided framework and strategic guidance to identify and fund 406 mitigation measures for wastewater treatment facility inundated by Superstorm Sandy. Guided hazard mitigation proposal development and currently training engineers to complete benefit cost analyses. Briefings and policy guidance for diverse stakeholders. e BASE DISASTER RECOVERY Feermesand Biographies Doug Dreiling Environmental Project Manager Mr. Dreiling has served public- and private -sector clients as an environmental consultant for over 23 years. His technical responsibilities include project and program management, developing and implementing technical consulting strategies, final document review, field operation oversight, QA/QC and loss prevention review, regulatory negotiations, and public relations. Mr. Dreiling specializes in redevelopment of Brownfield properties and has provided senior consulting services for environmen- tal due -diligence, assessment, and remedial actions for numerous large urban redevelopment districts. His technical depth of experience includes; but is not limited to, having directed the assessment and/or remediation of soil and groundwater contami- nated with metals and liquid chemicals at over 600 environmentally impaired properties. SELECT PROJECT EXPERIENCE East Village Block 82, Kansas City, MO Mr. Dreiling served as Project Manager for a downtown environmental site clearing project for the City of Kansas City, Missouri, CIMO. The project consisted of removing all blighted existing structures and assessing/remediating environmentally -impacted conditions in subsurface soil and groundwater so that Mike Dustman Environmental Project Manager redevelopment construction activities could proceed. H&R Block Center; Downtown Power & Light District, Kansas City, MO Mr. Dreiling was the Technical Lead for all environmental site assessment, remediation management, and risk assessment services for the new H&R Block Center located in the Downtown Power & Light Entertainment District. This project site was the first downtown city block to be completely cleared of prior structures as part of a seven square block urban redevelopment project. Through the prime contractor, Doug provided consulting services to CIMO for environmental aspects of the project including mass excavation oversight, final reporting and excavation documentation, and conducting a health -based risk assessment for contaminants left in place beneath the Mr. Dustman has over nine years of experience in project management, environmental site assessments, and remediation activities. He possesses an in-depth knowledge of relevant and applicable Federal and state environmental laws and protocols. Mr. Dustman has provided technical management on a number of significant projects including hazardous waste surveys, abatement estimating, abatement design, and development and demolition oversight. Mr. Dustman also has experience with disaster recovery and was a project manager in response to Hurricane Katrina conducting initial inspections for asbestos and mold as well as performing oversight in asbestos and mold remediation. Mr. Dustman has managed over 100 Phase I Environmental Site Assessments (ESAs) and 30 Phase II ESAs. Upon completion of Phase II activities, Mr. Dustman oversees for all removal actions. He has prepared sampling and analysis plans; health and safety plans; and reports for emergency responses. Mr. Dustman has completed hundreds of asbestos building inspections and prepared many asbestos abatement project design specifications. Mr. Dustman also has experience creating risk assessments for lead -based paint and mold. SELECT PROJECT EXPERIENCE Hurricane Katrina — New Orleans, LA & MI Gulf Coast (August 2005 — December 2006) Mr. Dustman conducted initial inspections for asbestos and mold throughout affected areas of New Orleans. Mr. Dustman also provided project management and oversight for asbestos and mold abatement which required daily air sampling. Along with other contractors, Mike assisted the Environmental Protection Agency (EPA) to scan and identify household hazardous waste materials in the Mississippi Gulf Coast region such as, but not limited to, underground storage tanks (UST's), paints, solvents and miscellaneous household chemicals. Materials were identified, cataloged, containerized, transported and disposed of in accordance with DOT and EPA regulations. East Village — Block 100 Former Greyhound Bus Terminal & Block 82 Former Fire Brigade Museum, Kansas City, MO Mr. Dustman designed, managed, and executed the asbestos abatement and building demolition of the former Greyhound Bus Terminal building (Block 100) and the Former Fire Brigade Museum building (Block 82) for Kansas City, Capital Improvements Management Office BASE DISASTER RECOVERY Feermesand Biographies Melissa Levy Disaster Response Administrator: Logistics I Communications I Document Control Melissa Levy has been part of the BASE Tactical Disaster Recovery team since 2008. Melissa is the director of marketing and communications, but also functions as logistical project manager for disaster response project. She will lead the team documenting the conditions at the damaged facilities and produce video and photographic logs to document the damaged conditions. This information will be used as supporting documentation for FEMA Project Worksheets. Levy's responsibilities also include working as part of the first response team managing tactical logistics including mobilizing contractors, coordinating with clients and municipal agencies, assessing and documenting damages and coordinating emergency response and recovery activity throughout the engagement. Levy's professional history includes strategic projects for a number of Fortune 500 companies. In addition to her disaster recovery work, Jody has produced multi -million dollar programs for Toyota Motor Sales Chrysler and American Idol. SELECT PROJECT EXPERIENCE • Cedar Rapids, Iowa: Floods 2008 • Nashville, Tennessee: Floods of 2010 • The Union at Midtown, Detroit, Michigan: Flood of 2012 Bobby Aliberti Project Manager Mr. Aliberti specializes in emergency management, security operations, homeland security, technology, and physical security consulting. As an consultant, he provides clients with high-level guidance on how to organize and administer business and/ or programs through a successful and efficient approach that takes advantage of technology. Most recently before joining the ARCADIS team, Mr. Aliberti was the Security Operations Commander for the Coalition Bases in the Baghdad Iraq. As a part of the Theater Commander's staff, Mr. Aliberti was responsible for all Base Defense, security of High Risk Personnel and convoy security operations. Mr. Aliberti was the ROE Program Manager for the Debris Removal mission in Hancock County, Mississippi. Hancock County was ground zero for Hurricane KATRINA, suffering massive devastation. Mr. Aliberti has provided services in planning, training, exercise, and grant administration to state and local governments in the areas of emergency management, information management, and technological security. SELECT PROJECT EXPERIENCE Security Operations, U.S. Department of Defense Debris Management Experience, U.S. Corps of Engineers Mitigation Planning, State of Florida Division of Emergency Management Debris management planning Hazards and vulnerability Assessments Environmental and Contamination Assessment BASE DISASTER RECOVERY Feermesand Biographies Mark W. Stonier Certified Flood Xactimate Estimator (1982 - Present) Mark Stonier has been involved in disaster recovery project estimating for 30 years. His expertise and responsibilities include the review and inspection of structures for building - related damages of residential, commercial, and industrial buildings. Mr. Stonier develops itemized estimates that establish repair cost for clients and negotiates with representatives to agree on total cost of repairs. He reviews contracts and compare the professional estimates to initial proposals. He performs material buy-outs and sub -contractor buy-outs. Stonier compiles material submittals, prepares log and transmittals, reviews and approves shop drawings, prepares job schedules for each phase of construction, schedules material deliveries, assists in coordinating crews, addresses field problems and proposes solutions, and performs project billing and final project closeouts. ■ FEMA/NFIP Flood Certified #06061014 ■ Builders Licence #210118147 ■ IICRC Certified #181302 ■ Served as expert witness in over 50 flood related lawsuits ■ Written estimates in 14 named hurricanes HURRICANE & FLOOD ESTIMATING EXPERIENCE Hurricane Sandy Cedar Rapids, IA Hurricane Ike Hurricane Katrina Hurricane Rita Hurricane Wilma Hurricane Charley Hurricane Frances Hurricane Ivan Hurricane Jeanne Hurricane Opal Hurricane Andrew Hurricane Hugo 2012 2009 2008 2005 2005 2005 2004 2004 2004 2004 1995 1992 1989 Rick Griswold Flood Xactimate Estimator (1998 -Present) Rick Griswold has been involved in disaster recovery project estimating since 1989. He has assisted Mark Stonier for over 14 years, measuring, developing and formulating scope, reviewing blue prints, labeling damaged areas, documenting damages, meeting architects, engineers, experts, sub -contractors, establish cost of repairs, and creating Xactimate estimates. Danny Stanaj Flood Xactimate Estimator (2007 -Present) Danny Stanaj has been involved in disaster recovery project estimating since 2007. Danny has assisted Mark Stonier for over 5 years, measuring, developing and formulating scope, reviewing blue prints, labeling damaged areas, documenting damages, meeting architects, engineers, experts, sub -contractors, establish cost of repairs, and creating Xactimate estimates. Blaine Baggett Flood Xactimate Estimator (2010 -Present) Blayne Baggett has been involved in disaster recovery project estimating since 2007. Blayne has assisted Mark Stonier for over 5 years, measuring, developing and formulating scope, reviewing blue prints, labeling damaged areas, documenting damages, meeting architects, engineers, experts, sub -contractors, establish cost of repairs, and creating Xactimate estimates. �a BASE DISASTER RECOVERY Jack Bryck Water - Site Recovery Management Mr. Bryck has a diversified background in water system engineering from over 35 years in the planning, design and construc- tion of municipal drinking water systems including water supply, treatment and distribution. He has been responsible for the design of water treatment plants, including residual stream, most recently for the Maple Grove Water Treatment Plant (18 mgd), the City of Phoenix Union Hills WTP (160 mgd) GAC processes as well lead on the Denver Water Moffat Water Treat- ment Plan Condition Assessment and process developmental and costing for the Navajo -Gallup (40 mgd) water treatment plant. He is experienced in the process design, installation, operation and analysis of conventional and membrane filtration systems. SELECT PROJECT EXPERIENCE City of Boulder: Optimization of Betasso Water Treatment Filters to Meet Watershed Raw Water Quality Challenges / Boulder CO. Assisted in the investigation of methods to improve the filter productivity during high color events associated with watershed spring runoff raw water challenges to bring the plant production capacity into alignment with Ken Metzger Roads - Site Recovery Management the production capacity the rest of the year. The investigation was to better understand and narrow the reasons for the phenomenon and develop solutions that will be built into the Capital Improvement Program. Worked closely with the City staff to provide technical guidance and oversight on the development and execution of the proposed testing plan and prepared a report identifying the causes of the issues and solutions for inclusion in capital works projects. City of Boulder: Improvements to the Carbon Dioxide Feed System- Boulder Reservoir WTP / Boulder CO. Lead the investigation, preliminary design and detailed design of the improvements to the carbon dioxide feed system to address carbon dioxide feed control at low plant production. Mr. Metzger is a registered professional geologist with 21 years experience in environmental consulting and over 31 years experience in the field of geology as related to the natural resource industries. He has been responsible for managing and supervising site investigations and remediation activities for 21 years for the restoration of air, soil and groundwater aquifers at RCRA and CERCLA sites in Arizona, Colorado, California, Ohio, Oklahoma, New Mexico, Texas and Nebraska, at an ISRA site in New Jersey, additional locations under state -lead programs in a number of states, and internationally in Australia and Chile. SELECT PROJECT EXPERIENCE Boulder County Transportation Dept., Boulder and Longmont, Colorado Project Manager for Boulder County Transportation Dept. Supervised field team on 2 active projects. The work consisted of investigative services to evaluate impacts associated with a release of petroleum hydrocarbons to the environment; and remediation of these impacts if required. Responsibilities included providing technical support on both the investigation and remediation phases (i.e. drafting work plans for Groundwater Monitoring, Site Summary Forms (SSF), Site Characterization Reports (SCR) and soil excavation/ remediation) and reviewing documents produced by the team for quality assurance, and tracking budgets. Also responsible for subcontractor management, coordination with other regulatory agencies, reimbursement activities through the OPS as well as cost estimating for additional phases of work. One site has obtained a No Further Action Determination from OPS. ASARCO Inc. Globe Plant, Denver, Colorado Soil -sampling Task Manager for the soil -sampling program at commercial, industrial and residential properties surrounding the ASARCO Globe Plant (CERCLA facility). Conducted statistical analysis on metals concentration in soil and responsible for managing field and site activities and reporting deliverables to the CDPHE. Brown Group Retail, Inc. Denver, Colorado Air Task Project Manager for commercial site located in Denver, Colorado (largest air -contaminated site in United States) in which chlorinated solvents from a groundwater plume migrated offsite into residential properties. Coordinated with 20 employees and communicated within company, attorneys, CDPHE, public, and client to complete task. BASE DISASTER RECOVERY Feermesand Biographies Bernie E. Guevara Senior Transportation Engineer, Stantec A/E Services Bernie has more than 25 years of transportation experience. He has become a major contributor in planning, designing, constructing, and operating efficient and innovative transportation systems that effectively move goods, information, and people. SELECT PROJECT EXPERIENCE Local Agency/Enhancement Projects', Colorado (Design Squad Leader) Design squad leader for the following projects: City of Colorado Springs East- West Mobility Study; City of Colorado Springs Woodmen Corridor EA; El Paso County Woodmen Corridor EA; Manitou Springs Livery projects. Monument Interchange', Colorado (Design Squad Leader) As the design squad leader, Bernie provided preliminary to final design support. US 24 East*, Colorado (Design Squad Leader) Design squad leader for the following projects: Capacity Improvement/ Widening (Phase I) between Peterson to Constitution and Capacity Improvement/Widening (Phase II) between Constitution to Garrett. Powers Boulevard Corridor*, Colorado (Design Squad Leader) As the design squad leader, Bernie provided preliminary to final design of Briargate to SH-83; preliminary to final design of Woodmen/Powers Interchange; interchange feasibility study from Woodmen to Drennan; Powers EA (Phase II) from Woodmen to South. I -25/I-70 Interchange*, Denver, Colorado (Assistant Project Manager) Bernie was involved in the design of several phases of the I -25/I-70 (Mousetrap) Interchange. He assisted the project manager in plan development and preparation for advertisement of construction bid plans packages; completed alignment layouts of the South to West ramp of the interchange and performed design of construction phases; applied available engineering design programs and softwares such as MOSS, AutoCad, COGO, BAMS, and other computer programs necessary for the production and completion of the project plans and specifications. Planning/Pre-Construction Consulting Services*, Colorado Bernie was the design squad leader for the following projects: City of Colorado Springs East-West Mobility Study; City of Colorado Springs Woodmen Corridor EA; El Paso County Woodmen Corridor EA; Manitou Springs Livery projects. Colorado DOT Resident Engineer*, Denver, Colorado (Construction Resident Engineer) As the construction resident engineer, Bernie provided supervision and guidance to project engineers necessary to successfully complete construction projects. He handled overall project coordination, documentation, scheduling, and budget. Bernie also provided residency support in project job showings, construction inspections, and overall construction contract management. He coordinated with various governmental agencies, news media, and local newspapers regarding construction related updates. The following construction projects were completed under Bernie's direct supervision: Woodmen/I-25 Interchange; Powers, SH-16 to Fontaine; Powers over Cottonwood Creek Bridge; US 24 Bridge Replacements — received Project Management Award; US 24 East Intersection Safety Improvement; Nevada Avenue Resurfacing; Airport Road/Spring Creek. Colorado DOT Maintenance Engineer*, Denver, Colorado (Maintenance Engineer) Responsible for overseeing statewide Maintenance Level Of Service (MLOS) funding and projects for the entire department. He wrote and completed the maintenance manual currently being used to deliver the design and construction of all MLOS projects. Bernie was also responsible for providing work zone safety training to all maintenance staff. Colorado DOT Traffic Engineer, Aurora, Colorado (Traffic Program Engineer/ Manager) Responsible for managing the traffic and safety division of the region consisting of 40 departmental engineering, technicians, and maintenance employees plus various engineering consultants. He was responsible for project delivery from planning, budgeting, design, construction, and eventually operation of various traffic operations projects ranging from minor traffic signal installations to complex traffic safety operations projects. Bernie also managed the region utilities engineering unit, access permits, and various local agency programs for CDOT Region 1. In addition, Bernie managed the traffic residency unit and was responsible for delivery of multi -million dollar traffic safety design and construction projects for the region. E10 BASE DISASTER RECOVERY Feermes and Biographies Fred Schulz Senior Transportation Specialist, Stantec A/E Services Fred Schulz has 37 years of experience in transportation management working for the Colorado Department of Transportation. He recently managed Region 1 Section 5 as the Maintenance Superintendent and was responsible for the operations of state highways and interstates located in 13 counties of Colorado. He managed and directed all maintenance activities, 254 full-time employees, 32 permanent part-time employees, 526 pieces of construction equipment as well as 5,554 lane miles of highway. He was also responsible for 42 miles of bike paths, 9 rest areas, and maintenance of 402 bridge structures in the Region. He directed and managed a $27,000,000 operating budget. SELECT PROJECT EXPERIENCE Federal Emergency Management Administration (FEMA) Region 8*, Denver, Colorado (Disaster Assistance Employee) Deployed to South Dakota as a Disaster Assistance Employee (DAE) related to flooding damage caused by winter blizzards with rapid snow melt. Deployed and conducted Project Damage Assessments (PDA) used in determining South Dakota's eligibility for a national declaration. Deployed again once a declaration was issued and was a project assistant working with South Dakota state agencies, counties, and townships in damage assessment and development of project worksheets used to obligate federal funds for damage repairs. Avalanche Reduction Program*, Colorado (Program Manager) Supervised the Avalanche Reduction Program for CDOT Region 1. Responsible for training, safety, and management of all personnel, materials, and equipment used in avalanche reduction activities. Managed, directed, inspected, and supervised implementation of all avalanche reduction efforts, providing for safety of personnel and the traveling public. Responsible for training and management of personnel, and management of materials used in avalanche reduction from Howitzers to helicopters. CDOT Staff Winter Program*, Colorado (Program Manager) Developed a winter program that temporarily relocates staff from other parts of Region 1 to supplement the staffing pattern of the high country, enabling CDOT to increase the level of service to the traveling public. Incident Command for Sinkhole on Vail Pass', Summit County, Colorado (Incident Commander) Responsible for protecting people and property and managing emergency diversion to get the water from the sinkhole back into the creek and keep the road safe, and stabilize the incident until engineers arrived. Worked with public relations office and news media to disseminate information. Coordinated with the Town of Vail and Eagle County. Incident Command for Rockslide in US 6 Canyon*, Gilpin County, Colorado (Incident Commander) Managed the initial incident response, set up the road closure, worked with geologists to determine the mitigation. Coordinated with the towns of Black Hawk and Central City to disseminate information and discuss impacts. Set up alternate routes to the gaming areas. Incident Command for Rockslide on I-70*, Idaho Springs, Colorado (Incident Commander) When a rockslide took out the westbound lane of I-70, Fred handled the initial incident response, developed an alternate route on a county road, built a diversion to set up two-way traffic in the eastbound lane, worked with traffic engineers, Clear Creek County, and the Sheriffs office on emergency response. Handled the daily debrief with news media. Cleanup of Traction Sand on Mountain Corridors* (Program Manager) Worked with counties, water sanitation districts, environmental groups and built sediment ponds for traction sand cleanup. Tri-County Functional Exercise for I-70 Mountain Corridor, Eagle, Summit, and Clear Creek Counties, Colorado (Team Member) Participated in the annual Tri-County Functional Exercise, which involved representatives from three counties along the I-70 Mountain Corridor, two Colorado State Patrol Troops, two Colorado Department of Transportation regions, and 18 towns that are situated along this 130 -mile stretch of I-70. The exercise simulated an incident that required all personnel to function in the same capacity in which they would in a real event. The incident tested the effectiveness of the Transportation Incident Management Plans and communication protocols. The exercise has been held annually for three years. Ell BASE DISASTER RECOVERY Feermesand Biographies Matthew Alexander, PE Construction Manager, StantecA/E Services Mr. Alexander has more than 30 years of experience in the transportation industry including planning, development, and construction management of major transportation corridors, operating and maintenance facilities, freight railroad relocations, and other capital improvement projects. His experience includes coordination with local, state, and federal agencies on jointly funded projects, public speaking, and supervision of staff and consultants. He also has extensive experience in the maintenance of toll roads. SELECT PROJECT EXPERIENCE E-470 Tollway Construction Management', Aurora, Colorado (Manager of Construction) As E -470's Manager of Construction, Matt was responsible for contract development and administration for consultant and construction contracts for conventional deign/bid/build contracts as well as the multi -million dollar design/build contracts for the tollroad. He negotiated contract changes and resolved claims of delay, disruption, and changed conditions. He also interfaced with representatives of local agencies and the Colorado Department of Transportation to resolve construction related issues. Matt participated in the preparation of the RFPs for design/build contracts and consultant oversight contracts. He participated in the evaluation of proposals, selection of the design/build contractor and the negotiations of the design/build contract for Segment IV. He also worked with developers on jointly funded projects. This position was responsible for the oversight of all construction monitoring functions including the supervision of construction engineers, inspectors, and material testing. E-470 Tollway Maintenance', Aurora, Colorado (Director of Maintenance and Land Management) As director of maintenance and land management, Matt was responsible for all maintenance activities of the E-470 Tollway, all property acquisition and disposition, and issuance of construction and access permits. He was responsible for contract management and administration of maintenance and snow removal contracts. He negotiated contracts and contract change orders and supervised 11 professional and non-professional staff. E-470 Tollway Public Highway Authority', Aurora, Colorado (Director of Engineering, Maintenance, and Land Management) As the director of engineering, roadway maintenance, and land management, Matt was responsible for annual budgeting for the department, all design and construction, roadway maintenance activities, and acquisition, disposition, and management of all right-of-way. Responsibilities included capital project long range planning and budgeting, consultant design activities, contract development, negotiation, and administration, construction oversight and management, contracted maintenance activities including snow removal, and all land management responsibilities including construction and access permitting. He negotiated intergovernmental agreements, annexation agreements, contracts, and right-of-way acquisitions. Matt was also responsible for an annual operating budget of $5M and an annual capital budget of up to $20M and supervised a staff of 14 employees. Regional Transportation District Projects`, Denver, Colorado (Integration/Construction Manager) As RTD's Construction Manager, Matt was responsible for program management in the areas of cost estimation, contract development, construction management, and dispute resolution with an operating budget of $1M per year and a capital budget of up to $70M per year. This position required extensive coordination with local, county, and state agencies, as well as the Federal Transit Administration. Major projects included the multi - agency funded North I-25 Bus/HOV lane in Denver and District Shops, a 245,000-ft2 bus maintenance facility. Matt negotiated changes, resolved contractor claims, and supervised project managers, construction engineers, schedulers, inspectors, and consultants. Prior to becoming RTD's Construction Manager, as a Transportation Engineer, Matt was responsible for the management of a diverse list of projects from conceptual design through construction completion. Major projects included the East Colfax Limited bus corridor and numerous Park -n -Ride expansions. Supervisory responsibilities included consultants and field inspectors. Ei z BASE DISASTER RECOVERY Feermesand Bographies Ted A. Rutledge Managing Principal, StantecA/E Services For more than 30 years, Ted has been providing leadership and engineering expertise to award -winning projects nationwide. He has extensive experience and knowledge in engineering design, project management, group management, and financial and risk control. Ted has a diverse transportation background with focus on highways and multi -modal projects. He provides leadership in highway engineering, project management, value engineering, peer reviews, and independent technical reviews. In addition, he has been a proven leader for multi -disciplinary engineering groups. Recently, Ted has served as engineering manager for the 52 -mile Loop 101 project in Phoenix; branch manager for the Tucson office of a national engineering firm; and manager of a 130 -member Colorado transportation group. SELECT PROJECT EXPERIENCE 1-25 Reconstruction SH 52 to SH 66', Frederick/Longmont/Mead, CO (Project Principal) This project included the reconstruction of seven miles on the 1-25 and adjacent frontage roads in two projects north of Denver. Ted served as project principal and performed quality assurance tasks. Due to heavy traffic demands, he contributed extensive planning and design efforts to the maintenance of traffic during construction. Ted was recognized with the American Concrete Pavement Association Award of Excellence and 2009 ACEC Engineering Excellence Merit Award. US -90 Biloxi and St. Louis Bay Bridges, Gulfport, MS (Lead Highway Design Reviewer) As part of the project oversight team for Mississippi DOT, Ted served as lead highway design reviewer during reconstruction of these two major Gulf Coast bridges destroyed by Hurricane Katrina. He completed fast track design reviews to establish conformity with design -build procurement documents and MDOT standards. Ted also rectified design issues involving the reestablishment and reconfiguration of approach roadways for both bridges. Total reconstruction costs exceeded $700 million. The project earned a Project Achievement Award from the Construction Management Association of America and an Award of Excellence and Biennial Award for Excellence in Project Management, FHWA. 1-110 Harbor Freeway HOV Widening', Los Angeles, CA (Project Engineer) Ted was the project engineer for the widening of the 1-110 Harbor Freeway to accommodate a continuous, elevated HOV structure above an existing median in Los Angeles, California. The HOV structure was cast -in -place using mobile forms assembled in the median and was hoisted into position by 'crawling' up piers. The project involved walls along the outer edge of the 1-110 template, reconstruction of interchange ramps, and crossroad improvements. Loop 101', Phoenix, AZ (Engineering Deputy Manager) As engineering deputy manager, Ted supervised engineering activities and coordinated and resolved design issues between Arizona Department of Transportation, section designers, and outside agencies for a 52 -mile, six -lane freeway. He contributed to the development of preliminary plans and profiles for various alternatives at diamond and freeway -to -freeway interchanges; oversaw highway geometrics, traffic, drainage, utilities, and right-of-way; and oversaw the highway layout group in preliminary plan preparations and studies in advance of project group. In addition, Ted oversaw the utility group in coordinating and developing relocation plans, working with utility agencies, preparing agreements and permits, and coordinating their efforts with the highway division. 1-10/1-19 Interchange, Tucson, AZ (Lead Highway Engineer) Ted was the lead highway engineer for design of the $60 million interchange reconstruction project near downtown Tucson, Arizona. He directed the roadway design team through the development of final interchange geometrics, including identifying design exceptions and performing conversions from metric units while adhering to new ADOT design criteria. Ted also oversaw the development of construction phasing and traffic control plans that maintained continuous flow for both freeways. In addition, Ted assisted in coordination of landscaping, aesthetics, public involvement, and right-of-way issues. E-470 Public Highway Authority', Denver, CO (Chief Engineer) Ted is providing on -call support to the Public Highway Authority for its ongoing capital projects and operations. He was responsible for oversight to the design - build team to ensure conformance with procurement documents. Ted also acted on behalf of the E-470 Public Highway Authority during progress reviews. In addition, Ted was the design team leader for the reconstruction and widening of various segments along the toll road. He was also the technical reviewer for the Authority's annual certification report to bondholders. E13 BASE DISASTER RECOVERY Katie Wolff Environmental Scientist, Family Environmental Ms. Wolff joined Family Environmental in 2012 and currently serves as Environmental Scientist for Family Environmental. She conducts and manages Phase I, II and III Environmental Site Assessments. She has assisted clients in both the public and private sectors with challenging environmental issues. Her primary technical responsibilities at Family Environmental include project management, final document review, field operations, document preparation, and business development. Ms. Wolff specializes in environmental due -diligence, assessment, and remedial actions for numerous redevelopment districts. SELECT PROJECT EXPERIENCE City of Wheat Ridge — Wadsworth Corridor Phase I, II and III, 2012 -ongoing, Project Manager/Environmental Scientist The City of Wheat Ridge hired Family Environmental to conduct an environmental assessment on a prominent property on the Wadsworth Corridor. Our responsibilities were to conduct a full scale environmental assessment beginning with a Phase I and carrying the project all the way to completion with a Phase III. Mrs. Wolff has an integral role with the project as she is the Project Manager for the project and is out it the field managing all aspects of the necessary field work. Health and Hospital Corporation - Abatement and Remediation Oversight, 2012 - 2013, Project Manager/Environmental Scientist Family Environmental was the environmental consultants for the Health and Hospital Corporation (HHC) of New York City following Hurricane Sandy. Our primary responsibilities were to oversee all environmental abatement and remediation that occurred at HHC facilities. Mrs. Wolff duties include but are not limited to: • Invoicing for Signal Restoration; • Organization of all analytical data produced at HHC facilities; Creation of analytical reports for all microbial data; Prepare closeout reports for all asbestos and microbial remediation, and Creation of a file sharing portal for HHC to access all documentation produced since November 6, 2012. Cherry Street Acquisition Partners — ACE Cash Express Phase I and II ESA, 2013, Environmental Scientist A Phase I performed at 1965 West 38th Avenue indicated the possible presence of solvents and petroleum hydrocarbons at the site. This site was a gas station and automotive repair facility from 1930 — 1980. A Phase II ESA was conducted to assess the extent and concentration of contamination. The following duties Mrs. Wolff performed at the site are as follows: • Conducted HAS meetings; • Sampled groundwater in permanent monitoring wells present at the site; Analyze and interpret groundwater results; Drilled a borehole in the street to sample groundwater and prove the source of contamination was offsite; Discussed findings with the CDPHE to get a No Action Determination (NAD) for the site, and Produced a Phase II ESA report for the client. City of Wheat Ridge — Ford Dealership Phase II ESA, 2012 — 2013, Environmental Scientist A Phase I ESA was performed at a former Ford Dealership and indicated the presence of an onsite historical gas station as well as an offsite historic drycleaners located adjacent to the property. Family Environmental was contracted to perform a Phase II ESA at the Ford Dealership. Mrs. Wolff's duties include but are not limited to: • Soil and groundwater sampling in twenty boreholes that were drilled onsite; Oversight of five additional boreholes that were needed due to contamination discovery; • Conducted daily Health and Safety meeting with onsite personnel, and • Composed a Phase II ESA report for the client. MQ Development Partners - Blockbuster Phase I and II ESA, 2012, Project Manager Due to an upgradient contamination source indicated by a Phase I ESA, Family Environmental conducted a Phase II ESA at the site. Four holes were drilled on the property as well as three additional temporary monitoring wells. The following was completed at the site: • Conducted HAS meeting; • Completed the successful placement of seven boreholes; • Peizometers were inserted into the boreholes to help facilitate water production; • Soil and groundwater samples were taken from each borehole; • Contamination was proven to be off -site; • A NAD was issued for the site, and • A Phase II ESA report was submitted to the client. Ei4 December 10, 2013 BASE TACTICAL DISASTER RECOVERY BASE Tactical Disaster Recovery, 121 W. Long Lake Road, Suite 300 Bloomfield Hills, MI 48304 Tel: (248) 840-0305 Cell: (917) 754-7717 Fax: (800) 862-4008 jlevy@basetactical.com Weld County Reference: RFP - FEMA Public Assistance /FHWA Consultant Proposal Number: B1300200 To the Commissioners and Citizens of Weld County BASE Tactical is confident that we can continue to provide you with the expertise to help resolve complicated federal and state claims with FEMA, FHWA, HUD, and the State of Colorado. Our team of experts including local and international partners bring extensive infrastructure experience to meet the needs of the County and believe we can provide significant value in recovering from your catastrophic event. Further we have significant experience in securing additional funding sources to help the County maximize it's recovery. We look forward to the opportunity of working for you and promise that you will be very pleased with working with BASE Tactical Disaster Recovery. Sincerely, BASE TACTICAL DISASTER RECOVERY, INC. John G. Levy President F1 EXHIBIT "B" Deliverables for Agreement for Professional Services between the County of Weld ("County") and Base Tactical Disaster Recovery ("Contractor") 1. All invoicing shall be tied to the appropriate Public Assistance Program Indirect and Direct Administrative Activity List. When appropriate, invoicing shall reference the corresponding PW associated with the cost. 2. Invoicing shall occur by the tenth (10t) business day of each month. 3. Timely reply to staff inquiries shall occur in writing within two (2) working days following the inquiry, unless Contractor advises that additional time is required. 4. Information (documents, reports, etc) shall be delivered to the County within the agreed upon timeframe. 5. Weekly, Contractor shall provide on Friday of each week a scheduling of Contractor's time available to be used on the Weld County contract for the following week. 6. Contractor shall provide Weld County with minutes of all meetings Contractor's staff attends, within seven (7) business days following the meeting. County and Contractor agree to mutually determine which meetings will have minutes. 7. All communication with FEMA personnel or State PAC shall be communicated to the Weld County PA -Team (Trevor Jiricek, Barb Connolly, Roy Rudisill, and David Bauer), within two (2) working days following the communication. County and Contractor acknowledge that most communications between Contractor and FEMA personnel or State PAC will be generated by e-mail, and that the Weld County PA -Team shall be copied on the same. 8. At the end of each week, Contractor shall provide to the Weld County PA -Team an overview of accomplishments for that week and goals for the coming week. BASE TACTICAL DISASTER RECOVERY Rate Sheet BASE Tactical Disaster Recovery Weld County Estimated Labor Costs: Rate 1st QTR 2014 2nd QTR 2014 3rd QTR 2014 4th QTR 2014 Total Hrs Calculation Tommy Horton Project Leader $341 325.0 325.0 325.0 325.0 1300.0 $443,300 John Levy Principle $372 90.0 90.0 90.0 90.0 360.0 $133,920 Bobby Aliberti Project Officer $214 390.0 390.0 390.0 390.0 1560.0 $333,840 Katie Wolff Grants Specialist $122 390.0 390.0 390.0 390.0 1560.0 $190,320 Mark Stonier Sr. Estimator $214 40.0 24.0 0.0 0.0 64.0 $13,696 Carly Foster Mitigation Specialist $239 40.0 80.0 100.0 100.0 320.0 $76,480 Frank McColm Mitigation/Policy specialist $214 40.0 30.0 20.0 20.0 110.0 $23,540 John Malueg FHWA Grants Specialist $214 40.0 0.0 0.0 0.0 40.0 $8,560 Reconstruction / Mitigation Geo-technical Engineer $179 30.0 30.0 0.0 0.0 60.0 $10,740 Reconstruction / Mitigation Environmental Engineer $179 20.0 0.0 0.0 0.0 20.0 $3,580 Reconstruction / Mitigation Structural Engineer $214 40.0 40.0 20.0 10.0 110.0 $23,540 Reconstruction / Mitigation Highway Engineer $239 60.0 30.0 10.0 6.0 106.0 $25,334 Reconstruction / Mitigation Water Resource Engineer $214 20.0 0.0 0.0 0.0 20.0 $4,280 Bob Gowin FEMA Closeout Specialist $239 0.0 0.0 0.0 100.0 100.0 $23,900 Estimated airfare costs $40,800 Estimated mileage costs $18,430 Total Estimated Costs NTE $1,374,260 * All expenses are included in the quoted rate except for coach airfare and federally approved cost per mile; Flights are limited to two flights per month per person at $600 roundtrip fare; Mileage is charged at $0.56 per mile; Variations from these estimates must be preapproved by Weld County. OFFICE OF FINANCE AND ADMINISTRATION 1150 O STREET P.O. BOX 758 GREELEY, COLORADO 80632 PHONE: 970-336-7205 FAX: 970-352-0242 To Board of County Commissioners Fr: Monica Mika, Trevor Jiricek, Roy Rudisill, Barb Connolly and Don Warden Dt: 12-19-2013 Weld County received five (5) bids for Flood Consultants: Base Tactical Hills, CDR Maguire, Dewberry Consultants, Leidos, and Scion Management. A county management team comprised of representatives, from Finance and Accounting, General Services, OEM and Public Works reviewed the applications. The applications were evaluated upon: Expertise, Cost, Availability, and Weld Understanding. Leidos and Scion Management were not selected to advance to the interview round as their proposal did not demonstrate local knowledge and adequate availability. Scion Management proposed engagement timeframes with Weld County which are not consistent with our needs. The top three candidates: Base Tactical, CDR Maguire and Dewberry, were invited to participate in a telephone interview. CDR Maguire did not demonstrate an ability to carry out this task, nor did they appear to be able to answers questions asked pertaining to this project. Specifically, during the telephone interview, CDR Maguire did not express a clear understanding of priority tasks, nor did they appear to be able to answer leadership questions pertaining to Weld's flood recovery. They were also uncertain which of their own team members were assigned to different tasks. Dewberry, did not demonstrate a strong local knowledge of Weld County. Additionally, as expressed in their interview, their approach and philosophy did not align with the county's current approach. After proposal review, analysis and interviews, County staff is recommending the Board of County Commissioners select Base Tactical Disaster Recovery for this bid based on the following advantages of Base Tactical. ADVANTAGES OF BASE TACTICAL: 1. Engaged from the beginning. 2. Knows Weld County and the players. 3. No start-up or orientation time or costs. 4. Nothing lost in the transition. 5. Can expedite getting engineers and contractors working on permanent repair projects. 6. Compared to other counties using some of the other vendors Weld County is ahead of the game. 7. Analyzing cost difference and accounting for leveraging of grant funds, only $144,238 in additional cost recovery offsets Weld County's costs. 8. More aggressive approach aligning with general County philosophy. Thank you for your consideration. /03 0208- Si pi cost ,oe 0693/45 L i Z Q.^-I J Z O.--I U 0 0 1 LL N F. c V E O v o. 0o. _ L Q � L - w 4, vN v N to C ro i_ C O4 44 vJ L L QJ 1 O C f0 it a - 0 c N V 0 U afr E it c Y N c H U G 40 C_ c co v N co H 0 H 3 _d al a+ c •--i CO N tn QO C C in ri r'i asO -Ymo C II 0 eg� `y a Se C ° C GI ,° H N N u G O N ri m v Ln ° CU s— I- V' m N in c .--I cr m N to >. 5 .•-i N CO LO d• > R 0 1.4m VI a N 'E m co ei m N a in uo .= o. 0 l0 N iO CO 44. 0 N N Cr n 0 O O CN r4 iA 0 Lel fh O1 f'N 01 0 O q. CO N ri in 4. la. wco N O m III T c73 u 0 as co d] O -a j m 112 = � ce uu K t LL H 0 4@-. U Z v 3 0 J LL. is m .4.., m ? -•°0 J i— > X 4- — co 2 N Na) � UJ E a0 ro ro 2 0 V1 co ,` U o • in O If1 ry c-1 e -I OA 4-3 C L CFI cU C L • � O. co cu w ch+ i Q 9 cc 0 0 Z \W cc W L2 r 0 `O i 0 ect J Q L_U i U W N m 0 N N J Z Q 0 u ct Cost Benefit in O u> o co N. M co N a -N a N C • In O CO V1' lD a in o Ln V • W N VI-vel N A 1/1. 'Si.1-1 W N 0. . o I2 D Q e 00 CO � n 40 in N Al DONN N o D O N O N V1 NCO d •-1 V} {n 4n N N C 60 p C_ ✓ � m H u a` 00 O N o V! C lD N/t lD N V N lD M V1 CD CO D N V N VT V VT L 0 N r on N V} 0 N N M v 0 O O N '-P 0 u1 M 0 Q1 N m 0 O O W N N v* L LL D v Y O (J CD H v m O V D co v O U 7 N m LL C co N D (J V T N 4 N 0 West Halifax, VT ADVANTAGES OF BASE TACTICAL: 3 a) O N 0 u c O ui 'Y E CO D m m v C Y _ CO 4-1 4 O Al co m V •a v v ti n m .n 1- T '("2 C a T O C 0 C o C C! u 3 C a w T C O. 3 0 ; i m O C v O t o c m n no m = Y m 3 O L W O 3 o v u co m `o y o v y m C i p • O C p vi •EW S C IA O U 0 O 3 C CIO 1-1 m O m C m a La H D C Q i C W b0 N O G �� Cv cCJ N Y U Um c a o ''^ v m .m N '@ L m v 00 O N Cl u+ m U Q C i v 2 N D O D O y, v O S ` D> 71.1 O v v N m OD C T m '^ m C x a m v m v C C O 0. p m 0 w Y Z Z u u S 2 ri N M V ui S n W DISADVANTAGES OF BASE TACTICAL: 1. More costly rates. WELD COUNTY PURCHASING 1150 O Street Room 107, Greeley CO 80631 E -Mail: mwaltersAco.weld.co.us E-mail: reverett(c�co.weld.co.us Phone: (970) 356-4000, Ext 4222 or 4223 Fax: (970) 336-7226 DATE OF BID: DECEMBER 10TH, 2013 REQUEST FOR: CONSULTING SERVICES - 2013 FLOOD DEPARTMENT: FINANCE DEPT BID NO: #B1300200 PRESENT DATE: DECEMBER 11TH 2013 APPROVAL DATE: DECEMBER 23RD, 2013 VENDORS CDR MAGUIRE INC 826 NORTH ST UNIT B BOULDER CO 80304 LEIDOS 2301 LUCIEN WAY SUITE 120 MAITLAND FL 32751 DEWBERRY CONSULTANTS LLC 8401 ARLINGTON BLVD FARIFAX VA 22031 SCION MGMT SOLUTIONS 53 BRIDLE GATE DR CRAWFORDVILLE FL 32327 BASE TAQCTICAL DISASTER RECOVERY 121 W LONG LAKE RD SUITE 300 BLOOKFIELD HILLS MI 48304 TOTAL AMOUNT $743,220.00 $912,903.50 $1,120,000.00 $1,128,000.00 $1,374,260.00 **BIDS ARE BEING REVEIWED BY MONICA & COMMITTEE AT THIS TIME 2013-3376 F.X �� oo1/5 Hello