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Camp Dresser & McKee, Inc Agreement
~©~~ - AGREEMENT BETWEEN THE CITY OF MIAMI BEACH, FLO IDA AND CAMP DRESSER &MCKEE INC., FOR ~~a~/ 7~ a/a~ EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH, PURSUANT TO REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 THIS AGREEMENT made and entered into this ~ day of 008, by and between the CITY OF MIAMI BEACH, FLORIDA, a municipal corporation, having its principal offices at 1700 Convention Center Drive, Miami Beach, Florida, 33139, (hereinafter referred to as City), and CAMP DRESSER &MCKEE INC., a Massachusetts corporation having its principal Florida office at 800 Bricklell Avenue, Suite 500, Miami, Florida 33131 (hereinafter referred to as CONTRACTOR). SECTION 1 DEFINITIONS Agreement: This Agreement between the City and CONTRACTOR. City Field Monitor: Individual employed by the City whose sole responsibility will be to monitor and provide contract administration for this Agreement. This Agreement will be monitored and managed by the City's Public Works Department. City Manager: The Chief Administrative Officer of the City. CONTRACTOR: For the purposes of this Agreement, CONTRACTOR shall be deemed to be an independent CONTRACTOR, and not an agent or employee of the City. Fee: Amount paid to the CONTRACTOR to cover the costs of the Services. Risk Manager: The Risk Manager of the City, with offices at 1700 Convention Center Drive, Third Floor, Miami Beach, Florida 33139, telephone number (305) 673-7000, Ext. 6435, and fax number (305) 673- 7023. Services: All services, work and actions by the CONTRACTOR performed pursuant to or undertaken under this Agreement, as described in Section 2 and Attachment "E" hereto. CITY CLERK 1 SECTION 2 SCOPE OF SERVICES (SERVICES) 2.1 GENERAL The City is entering into this Agreement pursuant to City Request for Proposals No. 16-05/06 for Emergency Disaster Debris Monitoring Services, together with all amendments thereto (the RFP), and CONTRACTOR's Proposal in response thereto (the RFP and CONTRACTOR's Proposal are collectively referred to as the Proposal Documents and are attached as Attachment "E" hereto). The Proposal Documents shall set forth the Services to be provided pursuant to this Agreement. The Services will be provided by the CONTRACTOR to suffice all requirements as may be set forth by the Federal Emergency Management Agency (FEMA), which provides public assistance funds for debris clearance, removal and disposal operations. The CONTRACTOR acknowledges that its successful performance of the Services is a critical component in successful debris operations and in the justification and documentation of any application for FEMA public assistance funding. CONTRACTOR shall be solely responsible for deploying any and all trained debris monitors to observe and document debris removal activities. 2.2 EMERGENCY DEBRIS MONITORING SERVICES The CONTRACTOR shall generally provide the following Services (as are more specifically set forth in the Proposal Documents, attached as Attachment "E" hereto): • Conduct post-storm debris quantifications and response operations planning • Monitor multiple contractors, at the direction of the City • Certify contractor vehicles and complete safety checklists • Issue and sign multipart load tickets from field monitored positions • Conduct staging area monitoring to include validating truck haul quantities signing load tickets and ensuring trucks are empty on departure • Implement and maintain a disaster debris operations management system linking load ticket and Temporary Debris Management Site (TDMS) information to support reconciliation and documentation • Troubleshoot collection delays and other operational issues in work areas • Provide daily and weekly updates to the City • Verify all debris removal invoices, including those from other contractors, as to certification of amount of debris removed after ten (10) days from submission to the City. • Provide to the City reports separating debris removed by Federal Highway Administration (FHWA) locations versus City streets. • Conduct final inspections, monitor TDMS restoration and deliver closeout reports • Perform other related assignments as directed by the debris management office or designated City personnel. • All billings and work performed should be in accordance with FEMA recommended guidelines for Emergency Debris Monitoring Services. The Services, or a portion thereof, shall be set forth in a Work Order, in substantially similar form as the sample attached as Attachment "A" hereto. 2 SECTION 3 COMPENSATION 3.1 AUTHORIZATION FOR SERVICES Authorization for performance of Services by the CONTRACTOR under this Agreement shall be in the form of a written Work Order(s) issued and executed by the City of Miami Beach and signed by the CONTRACTOR. A sample Work Order is attached as Attachment "A". Each Work Order shall describe the Services, or portion thereof, required; state the date for commencement and completion of the Services; and establish the amount and method of payment. The City makes no representation or warranty as to the number of available projects, nor that the CONTRACTOR will perform any project for the City of Miami Beach during the Term of this Agreement. 3.2 COMPENSATION CONTRACTOR shall be compensated for the Services, or portion thereof, in accordance to the Services, as set forth in Section 2 and the particular Work Order issued by the City for same. 3.3 REIMBURSABLE EXPENSES If a Work Order is issued on a "Time Basis Method," then reimbursable expenses shall be in addition to the hourly rates. Reimbursable expenses are subject to the applicable "Not-to-Exceed" or "Limitation of Funds" amount set forth in the Work Order. Reimbursable expenses may include actual expenditures made by the CONTRACTOR, and/or its employees or subcontractors for the expenses listed in the following paragraphs: a. Expenses of transportation, when traveling in connection with the performance of Services pursuant to a Work Order, based on Sections 112.016 (7) and (8), Florida Statutes, as same may be amended; long distance calls and telegrams; and fees paid for securing approval of authorities having jurisdiction. b. Expense of reproductions, postage and handling of drawings and specifications. c. If authorized in writing in advance by the City, the cost of other expenditures made by the CONTRACTOR in the interest of the particular Services requested pursuant to a Work Order. Any and all reimbursable expenses beyond the "Not-to-Exceed" or "Limitation of Funds" amount in a Work Order must be approved in writing by the City, prior to CONTRACTOR'S performing, or incurring changes for, same. 3.4 PAYMENT AND BILLING a. If the Services required to be performed by a Work Order are able to be clearly specified by the City, then the Work Order shall be issued on a "Fixed Fee" basis. The CONTRACTOR shall perform all Services required by the Work Order, but in no event shall the CONTRACTOR be paid more than the negotiated Fixed Fee amount stated therein. 3 b. If the Services required to be performed are not such that they cannot be specifically set forth and defined by the City, then the Work Order may be issued on a "Time Basis Method", and contain a "Not-to-Exceed" amount. If a "Not-to-Exceed" amount is provided, the CONTRACTOR shall perform all Services required by the Work Orders but, in no event, shall the CONTRACTOR be paid more than the "Not-to Exceed" amount specified in the applicable Work Order. c. If the Services are such that they cannot be specifically set forth and defined by the City, then the Work Order may also be issued on a "Time Basis Method", and contain a Limitation of Funds amount. The CONTRACTOR shall not be authorized to exceed the amount without the prior written approval of the City. Said approval, if given at all, shall indicate a new Limitation of Funds amount. d. The CONTRACTOR shall advise the City whenever the CONTRACTOR has incurred expenses on any Work Order that equals or exceeds eighty percent (80%) of the Limitation of Funds amount. e. For Work orders issued on a "Fixed Fee Basis," the CONTRACTOR may invoice the amount due based on the percentage of total (Work Order) Services actually performed and completed, but, in no event, shall the invoice amount exceed a percentage of the Fixed Fee amount equal to a percentage of the total Services actually completed. f. For Work Orders issued on a "Time Basis Method" with a "Not-to-Exceed" amount, the CONTRACTOR may invoice the amount due for actual hours performed, but in no event shall the invoice amount exceed a percentage of the "Not-to-Exceed" amount equal to a percentage of the total Services actually completed. g. Each Work Order issued on a "Fixed Fee Basis" or "Time Basis Method" with a "Not- to-Exceed" amount shall be treated separately for retainage purposes. h. For Work Orders issued on a "Time Basis Method" with a Limitation of Funds amount, the CONTRACTOR may invoice the amount due for Services actually performed and completed. i. Payments shall be made by the City to the CONTRACTOR when requested as work progresses for Services furnished, but not more than once monthly. Each Work Order shall be invoiced separately. CONTRACTOR shall submit to the City, at the close of each calendar month, an itemized invoice properly dated, describing any Services rendered; the cost of the Services; the name and address of the CONTRACTOR; Work Order number; RFP No.; and any and all other information required by the City. (j) The original invoice shall be sent to: Fernando Vazquez, PE, City Engineer City of Miami Beach City Hall 1700 Convention Center Drive, 4~d Floor Miami Beach, Florida 33139 4 A duplicate copy of the invoice shall be sent to: Guz Lopez, CPPO, Procurement Director City of Miami Beach City Hall 1700 Convention Center Drive, 3~d Floor Miami Beach, Florida 33139 3.5 COMPLIANCE WITH CITY'S LIVING WAGE LAW CONTRACTOR acknowledges that it shall be required to comply with the provisions of the City's Living Wage Ordinance, pursuant to Chapter 2, Article VI, Division 6, Sections 2-407 through 2-418 of the Miami Beach City Code, as same may be amended from time to time. CONTRACTOR shall be required to pay all of its employees who provide Services pursuant to this Agreement, a living wage of no less than $8.56 an hour plus at least $1.25 an hour towards health benefits for a total minimum value of $9.81 an hour, or a living wage of no less than $9.81 an hour without health benefits. CONTRACTOR's failure to comply with the Living Wage Ordinance shall be deemed a material breach under this Agreement, under which the City may, at its sole option, immediately terminate the Agreement, and may further subject CONTRACTOR to additional penalties and fines, as provided by the Ordinance (as same may be amended). The most recent copy of the City's Living Wage Ordinance is attached as Attachement "D" hereto. Notwithstanding the preceding, it shall be CONTRACTOR's sole responsibility and obligation to familiarize itself with the Living Wage Ordinance, as well as any subsequent amendments thereto. SECTION 4 GENERAL PROVISIONS 4.1 RESPONSIBILITY OF THE CONTRACTOR a. The CONTRACTOR shall be responsible for the professional quality, technical accuracy, competence, methodology, accuracy and the coordination of all of the following which are listed for illustration purposes and not as a limitation: documents, analyses, reports, data, plans, specifications, and any and all other documents and/or Services of whatever type or nature furnished by the CONTRACTOR under this Agreement. The CONTRACTOR, shall, without additional compensation, correct or revise any errors or deficiencies in any and all documents and/or services of whatever type or nature that is required to be furnished by the Contractor pursuant to this Agreement. b. Neither the City's review, approval or acceptance of, nor payment for, any of the Services required herein shall be construed to operate as a waiver of the City's rights under this Agreement, nor of any cause of action arising out of the performance of this Agreement, and the CONTRACTOR shall be and always remain liable to the City in accordance with this Agreement and applicable laws for any and all damages to the City caused by the CONTRACTOR'S negligent and wrongful performance of any of the Services furnished under this Agreement. c. In its performance of the Services, the CONTRACTOR shall comply with all applicable laws, ordinances, and regulations of the City, Miami-Dade County, State of Florida, and Federal Government. 5 4.2 PUBLIC ENTITY CRIMES A State of Florida Form PUR 7068, Sworn Statement under Section 287.133(3)(a) Florida Statute on Public Entity Crimes shall be filed with the City's Procurement Division, prior to commencement of the Services herein. 4.3 DURATION AND EXTENT OF AGREEMENT (TERM) The term of this Agreement shall be for an initial term of three (3) years, commencing on the last date of execution of the Agreement by the parties hereto. At its sole discretion, the City may renew this Agreement, upon the same terms and conditions, for up to three (3) additional one (1) year terms, upon thirty (30) days written notice to CONTRACTOR (such notice to be provided prior to the end of the initial term or a renewal term, as the case may be). 4.3.1 Commencing on October 1, 2007, the Hourly Billing Rate Schedule shown in Attachment "B" Price Proposal, may be adjusted annually, at the City's sole discretion and judgment, based upon the Miami -Fort Lauderdale Consumer Price Index issued by the U.S. Department of Labor, Bureau of Labor Statistics. Such adjustment shall be calculated by multiplying the ratio of the April index divided by the previous year's index by the Hourly Rate Schedule to define the new Hourly Rate Schedule. If increased by the City, the maximum annual increase will be limited to three percent (3%). The increase to the billing hourly rates will be at the City's sole discretion and only following evaluation of the Contractor's performance during each year throughout the term of this Agreement. 4.4 TIME OF COMPLETION The Services (or any portion thereof) to be performed by the CONTRACTOR shall only be commenced upon receipt of a Notice to Proceed provided by the City for each Work Order issued. Contractor's duty to perform the Services shall be ongoing for the term of the Agreement, on an as needed basis. 4.5 INDEMNIFICATION CONTRACTOR agrees to indemnify and hold harmless the City of Miami Beach and its officers, employees and agents, from and against any and all actions, claims, liabilities, losses, and expenses, including, but not limited to, attorneys' fees, for personal, economic or bodily injury, wrongful death, loss of or damage to property, at law or in equity, which may arise or be alleged to have arisen from the negligent acts, errors, omissions or other wrongful conduct of the CONTRACTOR, its employees, agents, sub- CONTRACTOR's, or any other person or entity acting under CONTRACTOR's control, including with out limitations any and all temporary personnel assigned to the City pursuant to this Agreement, in connection with the CONTRACTOR's performance of the Services pursuant to this Agreement; and to that extent, the CONTRACTOR shall pay all such claims and losses and shall pay all such costs and judgments which may issue from any lawsuit arising from such claims and losses, and shall pay all costs and attorneys' fees expended by the City in the defense of such claims and losses, including appeals. The parties agree that one percent (1 %) of the total compensation to the 6 CONTRACTOR for performance of the Services under this Agreement is the specific consideration from the City to the CONTRACTOR for the CONTRACTOR's Indemnity Agreement. This indemnity shall survive termination of this Agreement. The CONTRACTOR's obligation under this Subsection shall not include the obligation to indemnify the City of Miami Beach and its officers, employees and agents, from and against any actions or claims which arise or are alleged to have arisen from negligent acts or omissions or other wrongful conduct of the City and its officers, employees and agents. The parties each agree to give the other party prompt notice of any claim coming to its knowledge that in any way directly or indirectly affects the other party. 4.6 TERMINATION. SUSPENSION AND SANCTIONS 4.6.1 Termination for Cause If the CONTRACTOR shall fail to fulfill in a timely manner, or otherwise violate any of the covenants, agreements, or stipulations material to this Agreement, the City shall thereupon have the right to terminate this Agreement for cause. Prior to exercising its option to terminate for cause, the City shall notify the CONTRACTOR of its violation of the particular terms of this Agreement and shall grant CONTRACTOR ten (10) days to cure such default. If such default remains uncured after ten (10) days, the City, upon three (3) days' notice to CONTRACTOR, may terminate this Agreement and the City shall be fully discharged from any and all liabilities, duties and terms arising out of/or by virtue of this Agreement. Notwithstanding the above, the CONTRACTOR shall not be relieved of liability to the City for damages sustained by the City by any breach of the Agreement by the CONTRACTOR. The City, at its sole option and discretion, shall additionally be entitled to bring any and all legal/equitable actions that it deems to be in its best interest in order to enforce the City's right and remedies against the defaulting party. The City shall be entitled to recover all costs of such actions, including reasonable attorneys' fees. To the extent allowed by law, the defaulting party waives its right to jury trial and its right to bring permissive counter claims against the City in any such action. 4.6.2 Termination for Convenience of City NOTWITHSTANDING SECTION 4.6.1, THE CITY MAY ALSO, FOR ITS CONVENIENCE AND WITHOUT CAUSE, TERMINATE AT ANY TIME DURING THE TERM HEREOF BY GIVING WRITTEN NOTICE TO CONTRACTOR OF SUCH TERMINATION, WHICH SHALL BECOME EFFECTIVE THIRTY (30) DAYS FOLLOWING RECEIPT BY THE CONTRACTOR OF THE WRITTEN TERMINATION NOTICE. IN THAT EVENT, ALL FINISHED OR UNFINISHED DOCUMENTS AND OTHER MATERIALS, AS CONTEMPLATED IN SECTION 2, A PARTICULAR WORK ORDER, AND /OR THE PROPOSAL DOCUMENTS, SHALL BE PROPERLY ASSEMBLED AND DELIVERED TO THE CITY AT CONTRACTOR'S SOLE COST AND EXPENSE. IF THE AGREEMENT IS TERMINATED BY THE CITY AS PROVIDED IN THIS SUBSECTION, CONTRACTOR SHALL BE PAID FOR ANY SERVICES SATISFACTORILY PERFORMED, AS DETERMINED BY THE CITY AT ITS DISCRETION, UP TO THE DATE OF TERMINATION, PROVIDED, HOWEVER, 7 THAT AS A CONDITION PRECEDENT TO SUCH PAYMENT, CONTRACTOR SHALL DELIVER ANY AND ALL DOCUMENTS, MATERIALS, ETC, TO CITY, AS REQUIRED HEREIN. 4.6.3 Termination for Insolvency The City also reserves the right to terminate the Agreement in the event the CONTRACTOR is placed either in voluntary or involuntary bankruptcy or makes an assignment for the benefit of creditors. In such event, the right and obligations for the parties shall be the same as provided for in Section 4.6.2. 4.6.4 Sanctions for Noncompliance with Nondiscrimination Provisions In the event of the CONTRACTOR's noncompliance with the nondiscrimination provisions of this Agreement, the City shall impose such sanctions as the City, Miami- Dade County, and / or the State of Florida, as applicable, may determine to be appropriate, including but not limited to, withholding of payments to the CONTRACTOR under the Agreement until the CONTRACTOR complies and/or cancellation, termination or suspension of the Agreement. In the event the City cancels or terminates the Agreement pursuant to this Subsection the rights and obligations of the parties shall be the same as provided in Section 4.6.2. 4.7 CHANGES AND ADDITIONS Changes and additions to the Agreement shall be directed by a written amendment signed by the duly .authorized representatives of the City and CONTRACTOR. No alteration, change, or modification of the terms of this Agreement shall be valid unless amended in writing, signed by both parties hereto, and approved by the City. 4.8 AUDIT CONTRACTOR shall keep such records and accounts and require any and all subcontractors to keep such records and accounts as may be necessary in order to record complete and correct entries as to personnel hour charge to the City. All books and records relative to the Agreement, and the Services to be provided herein, shall be available at all reasonable times for examination and audit by the City and shall be kept for a period if three(3) years after the completion of all work /services to be performed pursuant to this Agreement. 8 The City reserves the right to perform audit investigations of the CONTRACTOR's records and accounts. The City's audit rights shall include, without limitation, ascertaining CONTRACTOR's compliance with FEMA's billing and invoicing requirements and compliance with the City's Living Wage Ordinance. CONTRACTOR shall maintain any and all records and accounts necessary to document compliance with the provisions of this Agreement, and shall make available to the City, upon request, such records for audit and examination relating to all matters covered by this Agreement. 4.9 INSURANCE REQUIREMENTS CONTRACTOR shall obtain, provide and maintain during the term of the Agreement the following types and amounts of insurance which shall be maintained with insurers licensed to sell insurance in the State of Florida and have a B+ VI or higher rating in the latest edition of AM Best's Insurance Guide. (Any exceptions to these requirements must be approved by the City's Risk Management Department prior to implementation of same): Commercial General Liability: A policy including, but not limited to, comprehensive general liability including bodily injury, personal injury, property damage in the amount of a combined single limit of not less than $1,000,000 Coverage shall be provided on an occurrence basis. The City of Miami Beach must be named as certificate holder and additional insured on policy. 2. Worker's Compensation: A policy of Worker's Compensation and Employer's Liability Insurance in accordance with the State of Florida Worker's Compensation laws and, if required, applicable provisions of Federal Law. Said policies of insurance shall be primary to and contributing with any other insurance maintained by the CONTRACTOR or City, and shall name the City and the officers, agents and employees of said organizations as additional insures under this Agreement. Policies cannot be canceled without thirty (30) days prior written notice to the City. The CONTRACTOR shall file and maintain certificates of all insurance policies with the City's Risk Management Department showing said policies to be in full force and effect at all times during the term of the Agreement. No work shall be done by CONTRACTOR during any period when it is not covered by insurance as herein required. Such insurance shall be obtained from brokers or carriers authorized to transact insurance business in Florida and satisfactory to City. Evidence of such insurance shall be submitted to and approved by the City's Risk Manager prior to commencement of any work or services under the Agreement. If any of the required insurance coverages contain aggregate limits, or apply to other operations of the CONTRACTOR outside the Agreement, CONTRACTOR shall give City prompt written notice of any incident, occurrence, claim settlement or judgment against such insurance which may diminish the protection such insurance affords the City. The CONTRACTOR shall further take immediate steps to restore such aggregate limits or shall provide other insurance protection for such aggregate limits. 9 4.9.1 Failure to Procure Insurance CONTRACTOR's failure to procure or maintain required insurance coverage shall constitute a material breach of Agreement under which City may, at its sole option, immediately terminate the Agreement. 4.10 ASSIGNMENT, TRANSFER OR SUBCONTRACTING The CONTRACTOR shall not subcontract, assign, or transfer any work under this Agreement in whole or in part, without the prior written consent of the City. 4.11 SUB-CONTRACTORS The CONTRACTOR shall be liable for the CONTRACTOR' services, responsibilities and liabilities under this Agreement and the services, responsibilities and liabilities of any and all sub-contractor's, and any other person or entity acting under the direction or control of the CONTRACTOR including with out limitation, any and all temporary personnel provided in the City pursuant to the terms and conditions of the Agreement. When the term "CONTRACTOR" is used in this Agreement, it shall be deemed to include any sub-contractors and any other person or entity acting underthe direction or control of CONTRACTOR. For the purpose of this Agreement, CONTRACTOR acknowledges and agrees that any and all temporary personnel assigned by CONTRACTOR to provide services to the City pursuant to this Agreement shall be deemed to be independent contractors and agents or employees of the City, and shall not attain any rights or benefits under the Civil Service or Pension Ordinance of the City, or any right generally afforded Classified or Unclassified employees. Further each personnel shall not be deemed entitled to Florida Worker's Compensation benefits as an employee of the City, or accumulation of sick or annual leave. 4.12 EQUAL EMPLOYMENT OPPORTUNITY In connection with the performance of this Agreement, the CONTRACTOR shall not discriminate against any employee or applicant for employment because of race, color, religion, ancestry, sex, age, and national origin, place of birth, marital status, physical handicap, or sexual orientation. The CONTRACTOR shall take affirmative action to ensure that applicants are employed and that employees are treated during their employment without regard to their race, color, religion, ancestry, sex, age, and national origin, place of birth, marital status, disability, or sexual orientation. 4.13 CONFLICT OF INTEREST The CONTRACTOR agrees to adhere to and be governed by the Metropolitan Miami- Dade County Conflict of Interest Ordinance (No. 72-82), as amended; and by the City of Miami Beach Charter and Code, which are incorporated by reference herein as if fully set forth herein, in connection with the Agreement conditions hereunder. The CONTRACTOR covenants that it presently has no interest and shall not acquire any interest, direct or indirectly which should conflict in any manner or degree with the performance of the Services. The CONTRACTOR further covenants that in the performance of this Agreement, no person having any such interest shall knowingly are 10 employed by the CONTRACTOR. No member of or delegate to the Congress of the United States shall be admitted to any share or part of this Agreement or to any benefits arising there from. 4.14 PATENT RIGHTS; COPYRIGHTS; CONFIDENTIAL FINDINGS Any patentable result arising out of this Agreement, as well as all information, specifications, processes, data and findings, shall be made available to the City for public use. No reports, other documents, articles or devices produced in whole or in part under this Agreement shall be the subject of any application for copyright or patent by or on behalf of the CONTRACTOR or its employees or sub-contractors, without the prior written consent of the City. 4.15 NOTICES All notices and communications in writing required or permitted hereunder may be delivered personally to the representatives of the CONTRACTOR and the City listed below or may be mailed by registered mail, postage prepaid (or airmailed if addressed to an address outside of the city of dispatch). Until changed by notice in writing, all such notices and communications shall be addressed as follows: TO CONTRACTOR: Camp Dresser & McKee Inc. Attn: Victor J. Pujals, P.E., BCEE, Vice President 800 Brickell Avenue, Suite 500 Miami, Florida 33131 (305) 372-7171 TO CITY: Fernando Vazquez, PE, City Engineer City of Miami Beach City Hall 1700 Convention Center Drive, Ord Floor Miami Beach, Florida 33139 Notices hereunder shall be effective: If delivered personally, on delivery; if mailed to an address in the city of dispatch, on the day following the date mailed; and if mailed to an address outside the city of dispatch on the seventh day following the date mailed. 11 4.16 LITIGATION JURISDICTIONNENUE This Agreement shall be enforceable in Miami-Dade County, Florida, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for the enforcement of same shall lie in Miami-Dade County, Florida. BY ENTERING INTO THIS AGREEMENT, THE CONTRACTOR AND CITY EXPRESSLY WAIVE ANY RIGHTS EITHER PARTY MAY HAVE TO A TRIAL BY JURY OF ANY CIVIL LITIGATION RELATED TO, OR ARISING OUT OF, THIS AGREEMENT. 4.17 ENTIRETY OF AGREEMENT This Agreement and all exhibits hereto including without limitation, Request for Proposals (RFP) No. 16-05/06, together with all amendments thereto, and CONTRACTOR's response to the RFP (the Proposal Documents), shall embody the entire Agreement and understanding between the parties hereto, and there are no other agreements and understandings, oral or written with reference to the subject matter hereof that are not merged herein and superceded hereby. Request for Proposals No. 16-05/06, together with all amendments thereto, and CONTRACTOR's Proposal in response are hereby incorporated by reference into this Agreement as Attachment "E" hereto; provided, however, that in the event of an expressed conflict between that Proposal Documents and this Agreement, the Agreement shall prevail. 4.18 LIMITATION OF CITY'S LIABILITY The City desires to enter into this Agreement only if in so doing the City can place a limit on the City's liability for any cause of action for money damages due to an alleged breach by the City of this Agreement, so that its liability for any such breach never exceeds the sum of $1,000. CONTRACTOR hereby expresses its willingness to enter into this Agreement with CONTRACTOR recovery from the City for any damage action for breach of contract to be limited to a maximum amount of $1,000. Accordingly, and notwithstanding any other term or condition of this Agreement, CONTRACTOR hereby agrees that the City shall not be liable to the CONTRACTOR for damages in an amount in excess of $1,000 for any action or claim for breach of contract arising out of the performance ornon-performance of any obligations imposed upon the City by this Agreement. Nothing contained in this paragraph or elsewhere in this Agreement is in any way intended to be a waiver of the limitation placed upon the City's liability as set forth in Section 768.28, Florida Statutes. The City agrees that the $1,000 limit of liability does not apply to claims asserted by CONTRACTOR to collect its' compensation for services that were authorized by the City and performed by the CONTRACTOR in accordance with the terms of this Contract and Work Orders. 4.19 COMPLIANCE WITH APPLICABLE LAWS The CONTRACTOR, its sub-contractors, agents and employees, including with out limitation, any and all temporary personnel assigned to the City pursuant to this Agreement, shall comply with all applicable Federal, State, Miami-Dade County and City Laws, and with all applicable rules and regulations promulgated by local, state and national boards, bureau and agencies as they relate to the Agreement and /or the provision of services hereto. 12 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their appropriate officials, as of the date first entered above. FOR CITY: ATTEST: By: 4 ~ Gu. G~~ City Clerk Robert Parcher R z3 0 ~ Date FOR CONTRACTOR: ATTEST: By: ~. . Secr tary 1~~~ Ma,~;~z Print Name 9-5- o ~ Date CITY OF MIAMI BEACH, FLORIDA ' ~ / XF ~Qjf ~ .n x Matti Herrera Bower Mayor 41~3/0~ Dates CAMP DRESSER & MCKEE, INC. ~/lce- President ~~~~ •T• ~/4 !s Print Name 9- ~- b ~ Date Exhibits: Attachment "A" -Work Order Attachment "B" -Price Proposal Attachment "C" -Insurance Checklist Attachment "D" -The Living Wage Ordinance Attachment "E" -Commission Agenda, Addendum No. 1 thru 10 thereto Request for Proposals No. 16-05/06, and Contractor's response to the RFP. Attachment "F" - FEMA Guidelines Attachment "G"-Contractor's Risk Assessment and Quality Control Plan Attachment "H"- Form 1273 F:\PURC\$ALL\Roman\RFP\RFP16-OS-06\ContraetWssisting on Debris Monitoring Services\CDM.doc 13 APPROVED AS TO FORM & LANGUAGE m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov PROCUREMENT DIVISION Tel: 305-673-7490, Fax: 305-673-7851 Date: WORK ORDER "ATTACHMENT A" Work Order Number: TO: Camp Dresser & McKee Inc. Attn: Victor J. Pujals, P.E., BCEE, Vice President 800 Brickell Avenue, Suite 500 Miami, Florida 33131 Pursuant to the Agreement between the City of Miami Beach and the above named firm for EMERGENCY DISASTER DEBRIS MONITORING SERVICES PURSUANT RFP-16-05/06 (the Agreement), you are directed to provide the following: SCOPE OF SERVICES: (Attach additional pages if needed) ATTACHMENTS TO THIS WORK ORDER: [ ] drawings/plans/specifications [ ] scope of services [ ] special conditions METHOD OF COMPENSATION: [ ] fixed fee basis [ ] time basis not-to-exceed [ ] time basis-limitation of funds TIME FOR COMPLETION: The services to be provided by the CONTRACTOR shall commence upon execution of this Work Order by the parties Effective Date and shall be completed within of the Effective Date. Failure to meet the completion date may be grounds for Termination of the Agreement. Work Order Amount DOLLARS ($ ) Reimbursable Expense Allowance: (If Applicable) $ City's Project Coordinator Contractor's Representative 14 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, v,~ww.miamibeachfl.gov PROCUREMENT DIVISION Tel: 305-673-7490, Fax: 305-673-7851 PRICE PROPOSAL "ATTACHMENT B" Pursuant to and in compliance with the Proposal Documents, the undersigned hereby agrees to furnish all Labor, Materials and Equipment for performance of the services (or portion thereof) contemplated by the RFP. Price Proposal as Submitted to the City via RFP response Personnel Numbe~* Da s* Hours* Rate Labor Fee Ex enses Field Inspectors 6 120 6969 $59.81 $416,816 $20,841 Project Manager 1 120 121 $132.26 $16,003 $800 Tower Monitor 1 22 774 $85.15 $65,906 $3,95 Data Ent 4 120 1440 $44.05 $63,432 $3,172 Field Coordinator 1 90 324 $75.10 $24,332 $1,217 DROMS Anal st 1 40 $113.43 $4,537 $227 Totals $591,026 $29,552 Total Labor Fee: $591.026 Total Expense Fee: $29,552 Grand Total: $620,578 (~ Please note that these amounts may vary according to the severity of the disaster.) Additional Personnel Categories for Emergency Disaster Debris Monitoring Services, including Pre-Event Planning and other Solid Waste Management Consulting Services. To the extent that the City of Miami Beach requests Camp Dresser 8~ McKee Inc.'s assistance for services other than field services associated with disaster monitoring (such as the development of a disaster debris response plan or assistance in debris contractor procurements and project management) the following hourly rates would apply: Personnel Classification Hourl Billin Rate Senior Planner Senior Analyst En ineer Analysts Assistant Engineer Assistant Analyst Anal ical Aide Procurement S ecialist Other Personnel 15 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, vvvaw.miamibeachfl.gov PROCUREMENT DIVISION INSURANCE CHECK LIST Tel: 305-673-7490, Fax: 305-673-7851 ~lA1TACHMENT C" XXX 1. Workers' Compensation and Employer's Liability per the statutory limits of the state of Florida and U.S.L. & H /Jones Act per Federal Law (If required). XXX 2. Comprehensive General Liability (occurrence form), limits of liability $ 1,000,000.00 per occurrence for bodily injury property damage to include Premises/ Operations; Products, Completed Operations and Contractual Liability. XXX3. Automobile Liability - $1,000,000 each occurrence -owned/non-owned/hired automobiles included (To be provided with the executed Agreement). 4.Excess Liability - $ . 00 per occurrence to follow the primary coverage. XXX 5. The City must be named as and additional insured on the liability policies; and it must be stated on the certificate. 6. Other Insurance as indicated: _ Builders Risk completed value $ . 00 Liquor Liability $ . 00 _ Fire Legal Liability $ . 00 _ Protection and Indemnity $ . 00 Employee Dishonesty Bond $ . 00 XXX Professional Liability $1,000,000 .00 XXX 7.Thirty (30) days written cancellation notice required. XXX 8.Best's guide rating B+: VI or better, latest edition. XXX 9.The certificate must state the Quote number and title VENDOR AND INSURANCE AGENT STATEMENT: We understand the Insurance Requirements of theses ecifications and that evidence of this insurance may be required within five (5) days aft posal openi Contractor's Name Signature of Contra is Representative (Please attach a copy of the insurance certificate) 16 _ _ _. DATE(MM/DD/YYYY) A CORDrM CERTIFICATE OF LIABILITY INSURANCE 09/o5/zoo8 PRODUCER Aon Risk Services, Inc. of Massachusetts THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY One Federal Street AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS Boston MA 02110 USA CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. PaoNE-(866) 283-7122 F-+X-(847) 953-5390 INSURERS AFFORDING COVERAGE NAIC# LvsuRED INSLRERw: American Zurich Ins Co 40142 Camp Dresser & McKee Inc. INsuAERB: Zurich American Ins Co 16535 ONE CAMBRIDGE PLACE 50 HAMPSHIRE STREET INsuRERC: Lloyd's of London 0005FI CAMBRIDGE MA 021390000 USA INSURER D: INSURER E: COVERAGES SIR Ma A THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR M.AY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITTONS OF SUCH POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS . LIMITS SHOWN ARE AS REQUESTED LYSR LTR D' LVS TYPE OF LVSU'R.~..VCE POLICY NUMBER POLICY EFFECTI~ POLICY EXPIRATIO~i LIMITS D.4TE(MM\DD\YY) DATE(MM\DD\YY) B GEVER4I.LL4BILITY GL0837663212 01/01/08 01/01/09 EACH OCCURRENCE $1,000,000 X COMMERCLAL GENERAL LIABILITY DAMAGE TO RENTED $100 , 000 CLAIMS MADE © OCCUR PREMISES (Ea occurence) (Any one person) 1 PERSONAL & ADV INJURY $1 000 000 , , GENER4LAGGREGATE $2,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO- ~ LOC © PRODUCTS - COMP.JOP AGG $ 2 , OOO , O00 JEC7 B AUTOMOBILE LL4BILITY BAP837663112 01/01/08 01/01/09 COMBINED SINGLE LrnnT X ANY AUTO (Ea accident) $1, 000 , 000 X ALL OWNED AUTOS BODILY INJURY X SCHEDULED AUTOS (Per person) X HIRED AUTOS BODILY INJURY X NON OWNED AUTOS (Per accident) PROPERTY DAMAGE (Per accident) GAR4GE LLABILITY AUTO ONLY - EA ACCIDENT A.NY .AUTO 8 OTHER THAN EA ACC AUTO ONLY: AGG EXCESS /UMBRELLA LL4BILTTY EACH OCCURRENCE ^ OCCUR ^ CLAIMS MADE AGGREGATE BDEDUCTIBLE RETENTION A WORKERS COMPEVSATION A:VD WC 1 1 X WC STATU- OTH- EMPLOYERS' LL4BII.ITY T RY IMIT ER ANY PROPRIETOR /PARTNER; EXECUTIVE E.L. EACH ACCIDENT $1, 000 , 000 i OFFICER'MEMBER EXCLUDED? E.L. DISEASE-EA EMPLOYEE $1, 000 , 000 ~ Ifyes, descnbe under SPECL4L PROVISIONS E.L. DISEASE-POLICY LIMIT $1 000 000 ~ below , , C OTHER QK0801367 01/01/08 aer claim use $1,000,000 Archit&Eng Prof Aggregate use $1,000,000 DESCRIPTION OF OPERATIONS/LOCATIONS/VEHICLES/EXCLUSIONS ADDED BY ENDORSEMENT/SPECIAL PROVISIONS ~ ]ob Description: For Emergency Disaster Debris Monitoring Services. ; i i CERTIFICATE HOLDER CANCELLATION City of Miami Beach ~ 1700 convention Center Drive LL ED BEFORE THE EXPIRATTON DATE HEREOF I S E Ml dml BedCh FL 3 3139 USA ~ 11 , THE UING INSURER WILL NDEAV R TO 30 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT . ~ BUT FAILURE TO DO SO SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE INSURER, ITS .AGENTS OR REPRESENTATIVES. ~ r AUTHORIZED REPRESENTATIVE ~o...l~~~o-.~ yC..A/aoeoc/ roelte- ~ ACORD 2 20 1/08 ACORD C RPORATI N 19 ~ L c. .C .a .. L ^O O O M O M O O f\ trf es C^ •L U L ~_ ~~i ~? ~ MIAMIBEACH CITY OF MIAMI BEACH , NOTICE OF PUBLIC HEARING pOt71Ci M ii~1l Ilret pubes hearktBi wll ba held ~ the Mer~or and fly CoernlWon d tFu Cky o1 M~nif Ceiofl: FtaiOti, i1 MM OaAttNebn.plttmbMS,' 9rd Door Cry MaK, 1700 Cp~arNon Csnlsr DrM. MWnI Batetih, Flodde, m Mlatlrtaadaw Ba~plsrrtbar a. ells, b mrlder iAe 1~o0owM~ ttr.~a..aa. An Ordnance Amertdirp t`liepler 2 Cx TM MIarM BasoA Chy Code En9tlad •AdminMtraflon' Antsndlnp Arllda 3, Enatlad Apenela, Boards, And CorrvniNaeB'Amandnp Dhdsbn 2S, Ert111Nd 4tartsportatlon And Perkbtp CorrrrnMlae!'Mterrd>rtp Secllon 2.1tI0.p4, Ent8led'Compoe8bn', By Raduekrp The Number Ot Vbtlnp Member On The CommMtee Frpn 1 p To 14, And Amendlnp The CompoNtlon OI TM Contmkbe To Deleb The MembirraltlpaRapneanbtlon Flom The Faaowinp Orions: Waehktplon Avenue Tpk Faroe; South Pokne Addsory Bond Ta The Miami Beach RedeYebpmerrt Aperwy; tNiarrrl eeaoh lhneportatlon ManetgemMtt Aewrrlation: Mlaml Beach Conwntlon Csrna And Theater OI TM Petformtnp Arb (BSStI); And Middle BNah Partnas111p, Inc., DIB/A 41st 8lreet-Mlrtdls Bach Pertnenrhlp; Further Dekrtlnp The Non• Voanp Ex-0Mleb Membn fbprsserthtlone. Irquirias may be directed to the ParWnp Department at (305) 873-7275. ta.29..m. M Ordinance Amandirrp Chapbr 4! Of TM City Of Mlaml Beach Code t3y Addinp Article 8 Thereof Entitled 'TtutN Nastlnp Protettbn Ordinance," Eatrblishlnp Rapuktlons For Uphtlnp Md Other Aetlvhles On Properties Abultlnp Or Alfat.Mktp The Beach, Indudki0 Eeet OfT'ha Coasts{ CanNnrdlart Canaol Uns. For The Proteotton Of Sea And Marine ~lrrtlas, Endarpared peclea Nastlnp On Mlaml Beach. Inquklas rosy be directed to lfia Publk Works Department rtt (30S) 8737060. t9tla~atttr AR Dtdrlanca Antrandinp Cttapler 2 OI The AAlaml Basch CIly Code, Erltltled Admktistragorr'By Amandlnp Atllaii V1, ErABhd •Procuremarrl"Sy MreRdrtp Drvlatart EnMtlad'llidrtp:~Ihtpa R For CKy BeflAae Conptraaot~e !a ~'E Bet 9" , ErBltlad'F~eIMr illpbMih~ ~`wba 01IflrrOf~t~hePd The T1~1e~~rppsr(opde N.ai An dour ComnMncMO Inquiries may be directed tc the Procurement Division at (905) 6737490. 10:10 a.m. An Ordinance Amandinp The Land Development Repulatlons OI The Code Ot The City OI Mhml Basch, By ArrNndlnp Chapter t 18, "AdmMtletntlon And Review Proadurp', Ar9cle II, "Boards', Dlvhbn 4, •Hittorlc Praearwtion Board'. S.clbn 118.109 Tb Modly Tha Requirements For Approvab Oi GrtlGcata OI Approprlataneea. InqutriN may be directed to 1M Plenninp Departrnard at (305) 973.7550. tki0 am. ~.An Ondinana AmeMklp Chaplar 142, 'Land DttvebpmeM Rpuhtlorr,' Of Ttie CNy Coda: By Atttendinp AAlcla IY, "Slrpplentwttary Use ReptYatlorte,'Sesllort 142-a74, 'Required Enebauraa," By ClerMylrtp Sloe Ersioauras; And Anrandktp Seedlort 142-pW: Additlonai Mbsd lies Enbrbkenertt Ohblo! Reput~tlorra," To Atbw The Bale Of Clpara And Clpssetlee 8y A t,<artdor Lksneed On The Premha WBh Thutsadiom To Otxxrr Only tAlNltln Prlveb Properly kpulrl.s nt4r be direeiad b tfre Ptannlrtp DepaAntertt at (305) 973.7550. ::oo ~ M Ordlrtartoe Arrrerrdinp The Cada Of The Or Miami t?leaeh, By Am.ndinp Sectlon 114-1, •D.nnlaone' TM ~ MeanM of 'Sib°AnM~rMnpC CMptar 142, Zonkq ashh4s And Repultllons • Ankh n, laaons," f~bbn 13, 'P9 Performance Sbrtdard Dhtrlct," ClarMyinp That Fbor Ana .May Be Dkttribubd Bbak i Tttrarph Covenants In t.t.u of only ans.. InquirlN trtay be diraaad b the CMy Agorrtys Olflce at (306) 673.7470. . a:06 pm. M Ortirrtanos Amandlnp The lend Dswlopntem Repulaaons OI Ths Code Ot The City Of Miami Beach. Florida, Chepbr 142, 'Zonlrtp DisMrAs And RepulNlats," DNision 2, "RS•t, RS-2, RS•3, S•4 9ktple-Faintly Rabeldlal OislrirAS," By Lot C raps, 8tnrctun Size, Butldinp 1~a~pht And Setback Requkennnts For New Skrpte•Fa RaWenOd Canetruetlon And By AmerMirh ~Che Crheria And Prandural Thresholds For TM Rwlew And Approwl Of New Smple-Faintly Flaldsnrial Cons6ructbn Inclusive Of The C-atlon Of A New 9ktpl.-FemBy Residentlal Rsviwv Parral. I InqulrNs may be directed to tl» Pkinnlnp Department at (305) 673.7550. INTERESTED i~IF1TIES ere Irnaed ti appear at thM mestinp, or bs rspnseated by an apenl. or to e,cprees their views In wrilmmpp addnseed to the BY ComrtNssbn, Go the Chy Clerk. 1700 Corarantlon Cooler Dr1ve, tot Floor, City Hall, Miami Beach, Florida 99t9p. Cowes of Iheae ordtnenas are avatlabia for pubkc Cblly~Hal1, and ap ~~ bwineee hone In the CNy Clarrkk a Otlice, 1700 Convwnlon Cerner Orire, tai Fkror, MIerN Bach, Fbrba 33t3p. Thh msetinp may be consnued and under such ckcumwncna addttlonal leper notice would not be provided. RabeR E. Percher, Cky Clerk City of Mlaml Beech Pursuant to Seetlon 286.0105, Fla. Stet., fhs City hereby advhN the publb that: N a person decides to appeal any deoiNon made by thb Chy ComrnNebn w8h aspect to any matter considered at ib meadinp or its hearlnp, each person must sown that a verbatkn record o1 the procaedirps Is made, whbh record includes the taetimonyy and evidence upon which lire appeal h to a based. Thks rolls doss not oonslnuh consent by the Cly br tM Introduedon or adnriesion of otMnvhe madmiselbh or Irrelevam evidence, nor dos h aulho-i:a chellenpes or appall not atMrwfu allowed by law. To nq~~~t this nratarial In acasslble brmaL elpn ktrfpuape knerpreters, inbnnatlon on scan for persons wMh dleabNitiss, and/or any acctxnmodetlon fo rwisw any documer0 or perttclpaN In any city-eponeond Proceadin0. pleas coMad (305) 904-24ap (voice), (906)673-721a(1TY) tlw days In advanw to inldate your sq ~ TTY unrs may also call 711 (Florida Relay tiervlce). >h ~~ I~ ,~ i` , :! i~ ORDINANCE NO. Zoos-33oi - AN ORDINANCE OF THE MAYOR AND CITY COMM4S-SION OF THE CITY OF M1WMI BEACH, FLORIDA, CREATING DMSION 6, TO BE ENTITLED "LIVING WAGE REQUIREMENTS FOR CITY SERVICE CONTRACTS AND CITY EMPLOYEES", OF ARTICLE VI, ENTITLED "PROCUREMENT", OF CHAPTER 2 OF THE MIAMI BEACH CITY CODE ENTITLED'~ADMINISTRATION", 8Y ESTABLISHING A LIVING WAGE REQUIREMENT FOR CITY SERVICE CONTRACTS AND ESTABLISHING A LIVING WAGE FOR CITY EMPLOYEES; PROVIDING FOR REPEALER, SEVERABILITY, CODIFICATION, AND AN EFFECTIVE DATE. WHEREAS, the City of Miami Heath awards private firms contracts to provide services for the public. The City also provides financial assistance to promote economic development and job growth. Such expenditures of public money also serve the public purpose by creating jobs. expanding the City's economic base, and promoting economic security for all citizens; and WHEREAS, such public expenditures should be spent only with deliberate purpose to promote the creation of full-time, permanent jobs that allow citizens to support themselves and their fanulies with dignity. Sub-poverty level wages do not sexve the public purpose. Such wages instead place an undue burden on taxpayers and the community to subsidize employers paying inadequate wages by providing their employees with social services such as health-care, housing, nutrition, and energy assistance. The City has a responsibility when spending public funds to set a community standard that permits full-time workers to Iive above the poverty line. Ther~fone, contractors and subcontractors of City service contracts should pay their employees nothing less than the living wage herran described; and WHEREAS, in addition to nxluiring living,wages for City services provided by private firms, the City wishes to scree as an example by providing a living wage to all City employees. NOW, T ~ ~ RE, BE IT DULY ORDAIIITED BY THE MAYOR AND THE CITY COMM15SlON OF THE CITY OF MIAMI BEACH, FLORIDA AS FOLLOWS: That Division b, to be entitled "living Wage Requirements for City Contracts", of Article VI, entitled "Procur+ement", of Chapter 2 of the Miami Beach City Codc entitled "Administration" is hereby created to read as follow: 1 of 9 Chapter 2 AD1v1aTISTRATION ~#~ Article VI. Procurement *** Division 6 Livin~Wage Reguirerrtents for Service Contras s a CityEm~ovees * * r Section 2.407.1~esewed DeflnlUons (a) "City" means the eovernment of Miami Beach or any aunc~~ri~ agcy, commission, depart ment, or other entity thereof. or any successor thereto (b) "Covered Employee.' ns anyonene emplo by the 'tv or any Sr~-ice CQn~tor as further defined in this Division,,either full or cart time a s an ert)plQyee with or without benefits or as an independe (c) "Covered Employes" m nt contractor. eans the City an_ d any and al l Ser vice Contrac~~y~ther ~ntr~ctitta directly or indir ectly with the City, and sybcont o rs of ~Sery~ce ~on ~~r (d) "Service Contractor" is any individual, business entity corp , , oration (whether for profit or not for profit). partnershi p limited liasbility comp~py ~t v enture or Simi ar business who is conducting business in Miami Beach or Miami Dad e Co unty and meets on5 (1) of the two t2) following criteri a: (ll The Service Contractor is: (a) ~ dirxtly or indirectly. whether by competitive bid s i~ortnal bids, soauests for proposals. some orttt of solicitation ne~~tion or aQnesment. or any decision to onter into a contract. or {b) sa~aaed in the busincas of, or Dart of, a eontnact tQ p~vide a subcontract to provide, or similar)v situated to provide services ether directly or indis+octly~r the bep~ of the Gtity How~v_er this does not~pply to contracts stlated primariiv tit e~ale ~ products or :~~ (e) "Covered Services" are the type of services pumltssed by the Citv that arc sub, jet tithe a u~i_rementa_of this Divisio which include the follQwing• (1) City Service Co tracts Contsaets involvin5 the City's exp~¢,i~},ire of over 5100 000 ~r year and which include the followine,type~ of services: (1) food ,~~ distri ution• (2) security servirxs• (~) routine maintenance services such as custodial. cleaning computers. sefu.~ removal, rapair. refinishing and recvc>;*+~• 2 of 9 (4) clerical or other non-supervisory office work whether ternnorarv or nermancnt• ~5) transportation and n~Q aerviccs: (6),pri~,0g snd rep~luction s~yicea: landscapin¢. Lawn. and or a¢ricultural services: and (8) park and public pf~c main~nance SECj7ON 2=408. ~iesew~ed IIXVING WAGE (a) Livin¢ Ws¢e Paid. (1)~rvke Cont~tor~s. Aq Service Contrnctors as define~by~his Division entering into a contract with the Cry of Miami Beach shall ply to aii its empjQveas who provddg serviees~oy~~j,j~y Lhis Division a living w~o~ no less than S8 S6 an hour with health benefits or a living wa a of not less than 89 81 an hour without health benefits s described in this Section. (2) City Emn(Qve_~s. P_ or Clsv Bm~yrea under the Citv nay plan the City will begin to p~Y g, living way ~ottsiatent_with the s~aLs and terms of this Division onphase-in basis be 'nnin¢ in the 2001-ZS)02 City budget veer. inceeasing on an annual basis increV so that the Living._ aW ge is~ully,~pJe~fo~, City~nplo sin tie 2003-2004 City budsrot veer as may be---. i~~ ~. to subsection (c) below The~~~~ *-+' i tying Way to be nad by t_hs City to iL nlovees s_hafl tit be s ~hi~t to - nn ~g1 indexine u~ei n¢ t_he C~m~`c~Inde<x for all tla~n Cons •m~tg fCPI n ~imd nnd~r subsection (c) below and inst~d aha[[1 be sub'ert to ne¢otiati Q wi bin the coll~ve j~~p~pg~,~j~ ~]~~gltll Bensti~. Por a Covered Employer or the City to comply with the livin¢ wade provision by choosingw p~v the tower wade scale ayailabl when a Covered Emoloy~also provides health benefits, such health benefi shall gQ,psjst of,pavtnent of at least S125p~ hour ,tQwa~rde the provision of health care benefits for Covered Emploveea and their de~snts. If the health benefits plan of the Covered Emn1Qyer or the Ci4X rzauires an initial period of emplovnnept for a t}gw omp]ov„~ee to ~s eliIDble for health benefits (eIigibility period) such ~ ver+ed lour or Ci~v_ may ~A if to pgv the S8 ~ r hour wa during the new cmp~e's initial eligibility pryprovided the new employee will be paid ft leibenefits upon c4mpldion of the eli¢ibiliEy p~~ $~Qf of the movisi~of health benefits must be submitted to the awardin¢ authority to aualifv for the wade. rats for ealplo~egs, (c~ ~dadnt, The livin¢ wade will be sutomaticaliv indexed each vest using the Consumer Price Index for ail Urban C,4na1}mers (CPI-IJ) unless the Citv Commission determines it would not bt fiscally sound to imDlemont the CPI-tJ to a p,~rticular Ysar 3of9 (d) CertiAeatlon Required Before Payment. Anv and all contracts for Covered Services shall be void. and no funds may be pleased. unless prior to entering any amreerr}~nt with the City f s v~e+~ Services contract. the employer certifies to the G~~y~ it will oav each of its s~mp_1Qvoes no less than the living„wyge describe~in Section 2-408 (al. A copy of this certificate .must be made available to the public upon request. The certificate, at a minimum, must incl de the following; f 1) the name. Address. and phone number of the employer. a local contact person: and the specific project for which the Covered Services contract is sot~p.13I'. L21 the amount of the ~ov~ Services contract and the City Department contract will serve: (3) a brief description of the Qroiect or service provided: (4) a statement of he wags levels for all emplo~eest and (S) a commitment to pay all emuloyees a living wade. as defined by pph Section 2-408 (a). Observation of Other Laws. Even+ Covered Employee shall be paid not lesgg~ban biweekly. and without subsequent deduction or rebate on any account [except as such payroll deductions as ape directed or it by law or ~v a collective bar¢a'n~ ins g~roement}: The Covered Employer shall pay Covered Employees wave rates in a~ with fQderal and all other eaplicabla laws such as overtime and similar wade awe. if) Poatlna. A copy of the living wave rate shall be kep~p~,Qd by the Covered Employer at the site of the work in a prominent place where it can easily be seen and read by the Covered Employees and shall be supplies employee within a reasonable tip after west to do so. Posting mquir+emen~ will not be r+oquired where the Coves Employ .r pmts the following_ statements on the front of the Covered Employee's first p$vcheck and every six months thereaflpr: "Yo_ u ~ required by CitX oaf Miami Beach law to be paid at least 58.56 dollars an hour. if you aro not paid this dourly rate. contact ys,L ~plovet, an attorney, or the Ciiv of Miami Beach." All notices will be printed in English. Spanish, and Creole. ~) Collective Barg. Nothing in this Division shall be read to esquire or authorize any Cov Mover to reduce w~~s set by a g i,Q~tive barEa~nir~g,~agreement or are r,~quired under any~gg~jang wa¢~, j8w 4of9 SECTION 2-409. lieserved-- IMPLEMENTATION (a) Procurement Snecitleations. The livinpwajte shall be re gain-,d i n the procurement s~ecificaiions for all City service contracts for Cove red Service s on whi ch bids or aroaQ~ shall be solicited on or after the effective date of this Di vision The arocurtimcnt saecifications for aaplieable Covered Services con tracts shall include a requirement that Service Contractors and their subcontractors agrte to produce all docu ments and records relatin¢ to payroll and compliance with this Divis ion upon r +eA~est from the City All Covered Service contracts awarded subsequent to tF1e date w hen this Division becomes effective. shall be subject to tit c_nwuir+aments of thi s Division (b) Inl'orrnation Dlstrlbuted. Ail requests for bids or requests for aroaosals for Covered Servioes contracts of 5100.000 or more shall include aparopriate information about the requirements of this Divj~on. (c) Meintenanoe of Payroll Records. Each Covered Etrlplover shall maintain pavroUs fQf all Covered Emaloyees and basic records relating thereto and shall pn:serve them for period of three (3) veers or the term of the Covered Services contract whichever is greater The records shall contain• (1) the name and address of Bch Covered Emnloyee• (2) the iob title and classification: (3) the number of hours worked eac__ h dew (4) the ~ eanznd and deductions made• (S) annual wa~paid: (6) a cony of the spct,_al security returns and evidence of payment thereof ('1) a record of fringe benefit payments including contributions to approved plena: and (8) any other data or information this Division should require from time to time. (d) Reflotlitta Payroll. very six (61 months. he Covered .e„ninver hall file av~~h the Pr~urntr~nt Dir~br a comnlets pavm 1 shov.:nQ the Cove ~*nploz"'s aavroll ..~~.-- ~ for Bch Covered Emalovee working on-the contract(s) for Covenxl ~n_+_ices for one payroll period. Upon request from the City the Covered Employer shall ace or insaection and cop, its payroll rabrds for env or all of its Covered Emoloveea for env period covered by the Covered Service contract The Citv may examine aavroll SECTION 2-410, lRase~ed COMPLIANCE AND ENFORCEMENT. (e) Servloe Contractor to Coonernta: The Service Contractor shall perntit City employees gQents or rcpresentativea to observe work being,performed at in or on the aroiect or matter for which the Service Contractor has a contract The City~pr+esentatives may examine the books and records of the Service Contractor rela ing to the employment and payroll to determine if the Service Contractor is in compliance with the provisions of this Division S of 9 ~b1 Complaint Pro_edgreg and Sanctions. f An em,~ovee who ¢elieves that this Div,~sion applies or apptied,~o him or her and that the Service Contractor. or the ~l - i~, or was not comoly,~n with the neouir~r cots of this Division has a ris;ht to file a complaint with the Proc mcnt Director of the Citv. Complaints by employees of alleeed violations may be made at any time and shall be investip~ted within chicly (30) days by the Cicv W,;rren 9nd oral statgments by an employee shall be treated as confidential and shall not be disclosed wi out I,he written consent of the emplQyggjo the, „eytjgwe~+~~ (2) Anv individual or entity may also file a complaint with the Procurement Director of the City on behalf of an employee for investi~tion by the City„ (~) It shall be the restmn sibility of the Citv to inv estigate all ~ lega+aor ~s of violations of this Division within th irty (30) days= If at any jim~ th;~~j , ~y, ppon investiea~~~~ determines that a violati on of this Divisio n has , occuntd it , , shall within ten [t01 working days of a findin g of non-complian ce, iss ue a~otice of oort+ective artier to the employer specifvins a the identified violations. t1 a+r~ of non-co It a Servicx Co mplian ntracto cx and ~.~~t r fans to co :r.•s f~ ~lutions of mplJr with any notice ism. the Citv Manage r or____the CitY i k desi~tee m avss_~ order in writing to the Service retractor by certi fied m ail or hand d etiverv ratifying the Service Contractor to ap Qr the City, Manager's dc pear at an adm'nis sienee to be bald a trativ_o t a tim hea~ng bef e to be fixed ore t_ a City M in ~ h order. which date shall be not less than five () ys aflte r serv ice thertof (4~ The nrnceedinas shall be informal_ bttt shall afford the Servioe,~Q,lrtracto_, r the tight to testify in the Service ContrscjQ,~'~w~-tt defense, aresent wlSll~lllr~ ts~ts~snted by counsel submit relevant eyid~r~~cross exarrin~ wir.+~~+~•s A~~ object toe ' nee. (51 The proceedings shall be recorded an minutea„~gpt~y the City Any Service Contractor requiring verbatim minutes for judicial ~ylg~p~, a,~n_o~ f~ rt, service: of a coon reflocter at the expense of the Service Contractor f6) Within ten (IO) days of the close of the hearinz;. ~g~,~y l~gpgger or the itx N~anaeer's dcsi~rtee shall render a ~i~on in writing detemtirring whether or not tla: 5ervics Cont*~:or is in cnmoli~ror~~ whether other action ould be taken or whether the matter- should be continued g~ h rye maw and statine cite reasons and findings of fact. (7) Tt3e City Mansur or the Ciij+ Mans~ger's desi®nee shall file fip~tQgkwi e Cleric. ~l¢ shall send a true and comet eopYofbjg,~r~y ~~ mail ttKurn teceipt requested. or by h deliver~+~ko tb~~~j~gg addmss as the Service Contractor shall desi~te in writing= f$) The Citv Manager's or designee's findings shall constitute the final ~~ttistrative ge=sso f the Cit for,purvoses of i 'cial review under state~w 6of9 (9) If a Service Contactor fails to seek timely apvellate review of an order of the City Mana¢er or the City Mana¢er's designee. or to comply timely with cs ~rh order, the City may pursue the enforcement of sanctionE set forth in Section 2- 410 (c). (c) Privets Riaht of Action A~in_st Servlce Coetractor Any Govere~ _mn~gv ~ oar former Cove_ned_ 1?mplovee of a Service,.Contractor may. instead of utilizin¢ he Citv administrative procedure set forth in this Division_ but not in addition to s Bch •__*~-•±~~.,' brine an action by filin¢ suit against he ove~d~mplover in any court of competP~t iurisdiction to enforce the provisions of this Division a**±d may be awa*+~~ back pa . benefi ~, attorney's fees. and costs. The asplicable statute of limi rations for such a clam will jg~g (2) vea_rs sa pt+ovid~ in Florida Statutes Section 95.11(4)(c) for an action for pavmcn wades. The court may else impose sanctions on the Service Csn rector. includin hose persons or entities a;din¢ or abed inQ the Service Con_tr~~actor. to include wade restitution to the affected Covered Emslovee arld dama¢es savable to the Covered Fn,nlo~ in the sum of up to 4500 for eych week ~orh Service contractor is found to ha~~ ti:olste~ this Divaio.--.. fd) Sanetiom A>zainst Service Contractors. For violations of this Division the City a sll sanction a Servjct Contractor by t~quirin~ the Service Contractor to ply way restitution at the emplovere expense for each affected employal aid may aerceas the foliowin$• (1) The City may ice' pose dama¢es in the earn of $500 for each week for each employee found to have not been paid in accordance with this Division: an or (2) Ths City may suspend or terminate pavmerlt under the Covered Services contract or terminate the contract with the Service Contractor. and/or _ __ (~~ The Ci may declare the employer inelieible for future servicx contracts for three f3) yr,~or until all penalties grad restitution have bean paid in full whie v is longer. in addition. al] employers sha11 be ineli>:ibie under this section where principal officers of the ernolov~er we~r+e principal officers of an employer who violated this Division. Le) Public Record of Sanctions. All such sanctions rocommended or imposed shill be a ma er ofpublic record. ~ Sattetions for Aldine and A 'na, The sanctions in Section 210 (c) shall also apply to anypartv or partite aiding and abettin¢ in ~~violation of this Division. ,{tt? Retaliation and Discriminadon Bsrre:d. A Covered En}plover shall not discharee. r the compensation, or otherwise discriminate a>:ainat any Covered E ployee for making a complaint to the City. or otherwise asserting his or her rights under this true in a proceedin¢ un~r ra ph (b) or by a court of competent iurisdiction under >1~iif~Rh ~c). shall result in an order of restitution and rtin~atement of a diechar¢ed Covered Em~vee with back pay to the date of the violation or such other relief as deemed app or nn'g~,; 7of9 (h) Enfor cement Powers. If necessar y for the e nforceme nt of this Division the City Attewwv ~mmissiQa may issue ssu~ ~nas. com y~l the attendance an testimony of witnesses and production of books. pa cers. recor ds and documents relating to payroll records ne cessary for hearing. investigat ions, and ¢jgg s in ~A~ ~f ~~s~~~;ence of the subpo ena, the City Attorncv may app ly to a cou rt of comp etent jurisdiction for an order wiring the attenda.*!~~ and test+monv of witnes ses and p roduction of books pg~ers - - words. and documents. Said court. in t he case of t , he refusal too y such subpoena afar notice to t he person subpoenaed and upo n finding t hat the att endan~~ ~* f~stimon c„~h witnesses of the production of such book s, Aspen; re cords an d documents the case may be. is relevant or necessary for such hear ings invest igations or proceedings may issue an order r~eau iring the attendance or testim ony of suc h witness _~ M rh~~duc•~on of such documents and any violation of the court' s order may be punish able by the court as contempt thereof. (i) Remedies Herein Non•Excluslve. No remedy set forth in this Division is intended to be exclusive or a pre~,gr serails for assertive a claim for relief to enforce the rights ~.+~K rt,s Division in a court of law. This Division shall not be construed to limit an cmployce's right to brin¢ a common law cause of action for wron¢ful termination SECTION 2. REPEALER. All ordinances or parts of ordinances in conflict herewith be and the same am heicby repealed. SECTION 3. SE~BILITY. If any suction, subsection, clause. or provision of this Ordinance is held invalid, the remainder shall not be affected by such invalidity. SECTION 4. CODIFICATION. It is the intention of the Mayor and City Commission of the City of Atismi Beach, and it is hereby ordained that the provisions of this Ordinance shall become and be made a part of the Code of the City of Miami Beach. Florida. The sections of this Ordinance may be rptunned. 8 of 9 SECTION 5. E~ECTIYE DATE. This Ordinance shall take effect on the 28th day of April ~, 2001. PASSED and ADOPTED this 18th day of April , 2001. ATTEST: I• CITY CLERK 1st reading 2nd Heading ,~,_ Ordinance No. 2001-3301 MAYOR APPROVED AS TO FORM & LANGUAGE & FOR E?CSCUTTON .- --(~ qty «~tncy .~ ate .~,,.~.4.,..~,,..~,. 9of9 ORDINANCE NO. 2003-3408 AN ORDINANCE OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, AMENDING CHAPTER 2 OF THE MIAMI BEACH CITY CODE ENTITLED "ADMINISTRATION"; BY AMENDING ARTICLE VI, ENTITLED "PROCUREMENT"; BYAMENDING DIVISION 8, ENTITLED "LIVING WAGE REQUIREMENTS FOR CITY SERVICE CONTRACTS AND CITY EMPLOYEES";BY AMENDING SECTION 2-408(b), ENTITLED "HEALTH BENEFITS", THEREIN, TO PRESCRIBE A MAXIMUM PERIOD OF TIME FOR THE "ELIGIBILITY PERIOD", AS SAME IS DEFINED THEREIN; UNDER WHICH A COVERED CONTRACTOR MAY QUALIFY TO PAY A NEW EMPLOYEE THE 58.58 PER HOUR WAGE SCALE; PROVIDING FOR REPEALER, SEVERABILITY, CODIFICATION, AND AN EFFECTIVE DATE. WHEREAS, the City awards contracts to private firms to provide services for the public and also provides financial assistance to promote economic development and job growth; and WHEREAS, such expenditures of public money also serve a public purpose by creating jobs, expanding the City's economic base, and promoting economic security for all citizens; and WHEREAS, such public expenditures should be spent only with deliberate purpose to promote the creation of full-time, permanent jobs that aNow citizens to support themselves and their families with dignity; and WHEREAS, sub-poverty level wages do not serve the public purpose, and such wages place an undue burden on taxpayers and the community to subsidize employers paying inadequate wages by providing their employees with social services such as health care, housing, nutrition, and energy assistance; and WHEREAS, the City has a responsibility when spending public funds in set a community standard that permits full-time workers to Ifve above the poverty line, and theroefore, contractors and subcontrectors of City service contracts must pay their employees nothing less than the living wage herein described; and WHEREAS, in addition to requiring living wages for City services provided by private firms, the -City wishes to serve as an example by providing a living wage to all City employees. NOW, THEREFORE, BE IT DULY ORDAINED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA AS FOLLOWS: SECTION 1, AMENDMENT OF CITY CODE That Section 2-408(b), entitled "Health ienefits", of Division 6, entitied "Living Wage Requirements for Service Contracts and City Employees", of Article VI, entitled "Procurement", of Chapter 2, entitled "Administration, of the Miami Beach City Code is hereby amended to read as follows: Chapter 2 ADMINISTRATION .,-. Article Vi. Procurement «». Division 6. Lfving Wage Requirements for Service Contracts and City Employees ~, . . ~ H°Elth Benefits: olioibNity period. For a Covered Emolover or the City to comdy with the livinra wage provision by choosing to pav the Tower wane scale available when a CQVerad Emolover also erovides heait~ benefits such health benefits shall consist of Q~yrnent of at least $1 25 aer hour toward the provision of health benefits for Covered Emutovees and their decendents. Lthe health benefits elan of the Covered Emolover or the City requires an ini~iaf period of (1) the new emolovee's eligibility Qeriod. said term oommencing on the emolovee's date of hire. (2} Proof of the provision of health benefits must be submitted to the awarding authority to qualify for the waoe rate for emolovees with health benefits. SECTION 2. REPEALER. All ordinances or parts of ordinances in conflict herewith be and the same are hereby repeated. SECTION 3. SEVERABILITY. if any section, subsection, clause, or provision of this Ordinance is held invalid, the remainder shall not be affected by such invalidity. SECT,_ION 44. CODIFICATION. It is the intention of the Mayor and City Commission of the City of Miami Beach, and it is hereby ordained that the provisions of this Ordinance shall become and be made a part of the Code of the City of Miami Beach, Florida. The sections of this Ordinance may be returned. SEC_ TION 5. EFFECTIVE DATE. PASSED and ADOPTED this 30th day of ATTEST: 2003. MAYOR ~~J V ~ CITY CLERK 1st reading 2nd reading T:IAGENDA12003vpr0903kepulaALlviny Wapr Prob Per 04 03 ord.doc ~~pONlD A~'fO a~a ~~~M period must commence to aav a living waoe of not Bess than ~8.8~ an hour. cITY of M1~1iNll BEacH NOTICE OF PUBLIC HEARINGS NOTICE 16 HfAEBY pNen titat pubNe treararps will be hNd by the Mayor and CNy Commission of the CNy of Mlami Beach. Rorldt, kt iM ComnrNflor- Chambers, 3rd nos, CNy Hsa, t 700 Convention Center OrMs, Mismt Beadr, FbAda, on WedrrnrMy, Aprti 3D, 9003, at lna limas IMtsd below to conabler the foNoadrp on Brat reading: at tOM6 a,ra.; AN ORDINANCE AMENDING ORDINANCE N0.1005, THE UNCLASSIREO EMPLOYEES SALARY ORDINANCE; fNCREASING ON THE RRST PAY Pf1igD ENDING MAY 4, 9009, THE MINgJILiM OF THE RANGES BY 47~ AND THE MAIGMUM OF THE RANGES BY 4Yi, ANO BY ESTABLRSIiNG THE CLASSWGTIONS OF ASSISTANT OOtECTOR - NEttiHBORH000 SERVICES, HOUSING MANAGER, OFFICE OF COMMUWTY SERNC~ OMSION DIRECTOR, LABOR RELATIONS OMSION, DIRECTOR, LABOR REIATNMIS TfCHNICUW 1, SI-ECJAL EVENTS COORDINATOR, PUBLIC DIRT COORDINATORI; AND AMENDING THE TITLES OF THE CIASSIFIGTIONS OF MOUSING DEVELOPMENT DIVNiION gI~CTOR TD CtNAMUMTY OEVELOPMBlT AND HOUSING DARSiON DIRECTOR, lAttOR RELATIONS TECHNICIW TO LABOR RELATTONS TECHNICIAN 1, TRANNNG DEVELOPMENT COORDINATOR TO ORGANtIATIONN. DEVELOPMENT AND TRIVNING COORDINATOR. TiWNWG SPEC41llST i0 ORGANf7ATNINAi OEYELOPMENT ANp TRANIiNG SPECIALIST; AND ABOLMHING THE TITLE OF CtASSIRGTION OF A5515TANT iT) THE NEDLNBORHOOD SFIMCES DIR~TOA, PROVI)ING FOR A REPEALER, SEVERABiLTTI; EFFECTIVE DATE, AND CODIFIGTION. st if1110 aui.: . AN ORDNNANCE AMEMDINO ORDINANCE N0.789, TtIE CLASSIFIED 9APLt1YEES SALARY ORDINANCE, FOR CtASSIRGiIONS IN GROUP YI, BFJNG OTHER CIASSIRGTgNS W THE CLASSIFIED S911RCE NOT COVERED BY A BAAGAWINO UNR; INCREASING ON THE FLRST PAY PERgO ELYDtiIG NYW 4, 2005. THE MlNtiNiN/ OF THE RANOfS BY 4%AND THE MAIGMUM OFTHE RANGES BY 1%;AND BY ESTABLISHING THE CLASSNTGTION(~ OF ICE RINK TECIDYft9M1 AND SANRATgN OPEMTIONS SUPERVISOR; AMENDING THE TITLES OF CLASSIFIla1T10NS OFPERSONNEL TECIINKMN I TO NUMAN RESOURCES TECf0lNialfl I, PERSONNEL TECHNICWI N TO IRItMN RESOURCES TECHNICIAN R, PERSONNEL TECHNICIAN 11 TO HUMAN RF30UACES TECHNICIAN III; PROVIDING FDR A REPEALER, SEIIERABIUTY, EFFECTNE DATE, ANO CADIFIGTO)N. al 1086 a.ns: ~ AN ORDDNANCE AMENDING CHAPTER 2 OF THE MIAMI BEACH CRY CODE ENTITLED 'ADMINIS7RATlON'; BY AMENDING ARTICLE V1, HITITtED, 'PROCUREMENT"; BY AMENDING OMStON 0, ENTITLED 'LIVING WAGE REQUIREMENTS FOR CRY SERNCE CONTRACTS AND CITY EMPLOYEES'; BY A1dENDB16 SECTION 9-408, ENTiTLIR) 'HFAl7H 8@IERTS; 1HFAEIN, TO PFtESCIDBE A MA70MUM PERIOD OF i1ME FOR THE 'El1GIBIUTY PERtDD,• AS SAME IS DEFINED THEREtiI, UNDER WHICH A COVERED CONTRACi'OA MAY OUAL.IFY TO PLAY A NEW t3Y1PLOYEE THE Ss.58 PEA HOUR HUGE SCALE; PROVIDING FOR REPEALER. SI:VERA91LtTY, CODIFIGTION, AAq AN EFFECTIVE GATE Mquklaa wsy 00 dlreetad m Or Numan Reaooices at (30'~ B73-7470, at tTa00 a.la,: AN ORDBWICE AMENDING SECTION. 90.78)8) OF THE MIAMI DEAtSI CTIY CODE EHi1TLE0 •MLTIGAflON " PAOVgBl6 FOR MiTIGATN)N HFJIRS4G6 TO BE IIEititD BY THE SPECIAL MASTER WITHIN ONE YEAR OF THE ISSUANCE OF THE AFF~AYIT Of CDNPW WCE; PADYNMNG iF1E SPECAL MASTER MAY ALSO HEAR MITIGATION REQUESTS BEYOIB) OfIE YEAR AFTER THE AFFIQIIYLT OF COMPLJANCE UPON APPROVAL OFTHE AOMINISTtVLTgN; PROVIDING FOR A REPEALER, SLaIEMBIIIiY, COD~IGTiON ANQ AN EFFECTIVE DUITE. kWunlaa way N directed to du NalOhboriwod SeMue at(305!004-24Bti ALL MTERESTEO PARTIES are InvNed fo appar at thla nreeliny, or be -epasented by m spent ar to esprese ti~ek views M vniltq addrsaaed to the CIQr Oarimiseicli, c!o tin dty CNrk 1700 Camrantton Canter Drive, tat Root CNy Nau, Mhwl Beach, Fbrida 39130. Copley ai thew. ardlanrew aw avaRable for pabk tnpecGon dndnp naval business noun M the City peAc'a ONka,1700 Convention OenNr DrWa, td Floor, C14r HaA, MYmI earth, Flolbe 9319ti. This mestirtp way be ooaWrwd and under aucndreumatanps addltloaal NOU nolbe aroidd not be pnwNsd. Robert E Patihar, CNy Cork cay a INMnd Ilsacn Pursuant b Seclbn 98B.D105, Flt. ShL, tiro Gb MrsUy advNes the pubUc tiraC N t pasom decides to appeal any dadMon male b7 tlra Mau pna a~dkl~De Is m1dewhknbn~~rord iiiehid~~ M ~ mealhp oc Ha hwrki0. such petaon moat eroun trial a verbsRm record of Z•atlniony end evidenp upon vMkA Ore appeei to tD bs bsasd. 71th notice dog not cot>,dtiite consort by iM tMly far Ble kdmdudion or admiealan of olhavriss bradmltalWe a hroletont widsnce, nar does N auihoAb dnNanpa or appaaM not otlwwiaa aaowed by hvr. >n aCaadasoa vNdr Ina Amsriana vent OlN6itlgp Act a 7990. persona nsadhp epacrr accomwodation to patioate to Ihk prooeedbp, or to Rquat IMomvation on asses for persona with dltabiRtia, or b npwsl tills publkatlon N acosselble lorwat ar to rspueet ~n IanOtrapa Mdapregra, should Co1RaCl Ora Clly CNrka elks at (305).873.711 t, ao ItNr 19+ur four days prior is the prsaedinp. D ttetrlrq Mlpdnd, cadet[ the CRy Clarks ofllce via tin Florldt RMay Service Isiwben;, (B0~ 95CrB771 (TTY) or (800) tiSS•8770 )VOICq. ~, OWIONSI ~ ,.~ a i . '.~::`.. .. ..~ ~' ~._ >E s A r• e r' _ :. cITY of MIAMI BEACH COMMISSION ITEM SUMMARY .~, Condensed Titla• M Ordinance amending the living Wage Ordinance to provide a maximum health benefits eli~bflity period during whfch a contractor may pay a new employee the louver $8.5B rate. Shall the City Commission create a consistency between the City and the Citys contractors as to maximum eliglblllly period for health benefits during which a contractor may pay a new employee the lower 58.56 rate? Item SummaryRtacontmendation: Ordinance was approved by Commission 419/03 and second reading, public hearing was set for 4f30/03. By adopting this Ordinance amendment, the living Wage Ordinance will better ensune that contnsctors and subcontractors follow the Intent of the Living Wage Ordinance, continuing to set a community standard that permits full-time workers to live above the poverty Ilne. _Advisory Board Recommendation: N/A Financial Source of Funds: once Dept. City Clerk's Office AGENDA REM _.L.I-y DATE U ~~ CITY OF MIAMI BEACH CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLJRIDA 53189 COMMISSION MEMORANDUM To: Mayor David Dormer and Data: April 30, 2003 Members of the City Commission From: Jorge M, Gonzalez City Manager N' ~ SECOND READING PUBLIC HEARING subject: AN ORDINANCE OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, AMENDING CHAPTER 2 OF THE MIAMI BEACH CITY CODE ENTITLED "ADMINISTRATION"; BY AMENDING ARTICLE VI, ENTITLED "PROCUREMENT"; BY AMENDING DIVISION 6, ENTITLED "LIVING WAGE REQUIREMENTS FOR CITY SERVICE CONTRACTS AND CITY EMPLOYEES"; BY AMENDING SECTION 2- 408(b), ENTITLED "HEALTH BENEFITS", THEREIN, TO PRESCRIBE A MAXIMUM PERIOD OF TIME FOR THE "ELIGIBILITY PERIOD", AS SAME IS DEFINED THEREIN, UNDER WHICH A COVERED CONTRACTOR MAY QUALIFY TO PAY A NEW EMPLOYEE THE 68.66 PER HOUR WA{3E SCALE; PROVIDING FOR REPEALER, SEVERA6ILITY, CODIFICATION, AND AN EFFECTIVE DATE. ADMINISTRATION RECOMMENDATION The Administration recommends adopting the Onlinance. ANAL SIS The City has a responsibii'ity when spending public funds to set a community standard that permits fun-time workers to live above the poverty line. In an effort to achieve this goal, contractors and subcontractors of City service contracts must pay theiremployees nothing less than the living wage. Such expenditure of money also serves the public purpose by creating jobs, expanding the City's economic base and promoting economic securityfor ali citizens. General Criteria of Living Waste Ordinance The intent of a Living Wage continues to be to provide salary rates for full-time employees equivalent to the poverty level .plus 10°~, and therefore, eliminate sub-poverty level wages. The Ordinance provided for a salary of $8.56 per hour for employees who already receive health benefits and $9.81 per hour for employees without health benefits. The Living Wage Ordinance applies to City employees, contractors, and subcontractors of City service contracts of $100,000 or more. Per Section 2-408 (b) of the Living Wage Ordinance, "If the health benefits plan of the Covered Employer or the City requires an initial period of employment for a new employee to be eligible for health benefits (eligibility period), such Covered Employer or City may qualify to pay the $8.56 per hour wage scale during the new employee's initial eligibility period provided the new employee will be paid health benefits upon completion of the eligibility period." City of Miami Beach employees are eligible for health benefits after 90 days of employment. This means that the City is permitted to pay an employee the lower $8.56 rate during those first 90 days of employment because the employee will be eiig~le for health benefits on the 91 st day. If the new employee is not be eligible for health benefits, then the City must pay the higher rate of $9.81 beginning on the first day of employment. It is proposed that the Ordinance be amended to have a consistent provision for contractors as to the- maximum eligibility period. The proposed Ordinancx amendment would permit contractors to pay a new employee the lower rate during the first 90 days of the eligbility period. If the contractor's eligibility period is greater than 90 days, then, commencing on the 91st day of the eligibility period, the contractor will pay the employee the higher rate of $9.81 until the employee receives health benefits. CONCLUSION By adopting this Ordinance amendment, the Living Wage Ordinance will better ensure that contractors and subcontractors follow the intent of the Living Wage Ordinance, continuing to set a community standard that permits full-time workers to live above the poverty line. JMG:MDB:TCA:GPL T:VIOENDA110W1apr300~VSpuleAlhrtnp Wpe Std pmb per 04 03 mem2.doc Attachment "E" Commission Agenda, Addendum No. 1 thru 10 thereto Request for Proposals No. 16-05/06, and Contractor's response to the RFP. 18 RESOLUTION NO. 2006-26261 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER PERTAINING TO THE RANKING OF FIRMS; AUTHORIZING THE ADMINISTRATION TO NEGOTIATE AGREEMENTS, PURSUANT TO REQUEST FOR PROPOSALS (RFP) N0.16-05lD5, ~ EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH; AND FURTHER AUTHORIZING THE MAYOR AND CITY CLERK t0 EXECUTE AGREEMENTS, UPON COMPLETION OF SUCCESSFUL NEGOTIATIONS, WITH ANY OR ALL OF THE FOLLOWING FOUR (4) FIRMS: 1) BECK DISASTER AND RECOVERY, INC.; 2) MALCOLM PIRNIE, INC.; 3) CRB GEOLOGICAL $ ENVIRONMENTAL SERVICES, INC., AND 4) CAMP DRESSER AND MCKEE, INC. WHEREAS, the Federal Emergency Management Agency (FEMA) provides public assistance funds for debris clearance, removal and disposal operations; and WHEREAS, in order for the City of Miami Beach to receive assistance for disaster debris removal, the City must implement a debris removal monitoring service; and WHEREAS, on April 11, 2006, the Mayor and City Commission approved the issuance of Request for Proposal (RFP) 16-05/06 for Emergency Debris Monitoring Services;. and WHEREAS, the purpose of this RFP was to select several firms that could provide Emergency Debris Monitoring Services as required by the City and FEMA; and WHEREAS, RFP No. 16-05/06 was issued on April 12, 2006 with an opening date of JC~ne 9, 2006; and WHEREAS, eleven (11) proposals were received in response to the RFP, by the following firms: ^ American Consulting Engineers of Florida; ^ Avart, Inc.; ^ Beck Disaster Recovery, Inc.; ^ Camp Dresser and McKee, Inc. (CDM); ^ Consul Tech Construction Management, Inc.; ^ CRB Geological & Environmental Services, Inc.; ^ GBF Engineering, Inc.; ^ Keith & Schnars, PA; ^ Malcolm Pirnie, Inc.; ^ Post Buckley Schuh and Jernigan (PBS 8 J); ^ Tubosun Giwa & Partners, Inc.; and WHEREAS, an Evaluation Committee was appointed by the City Manager via Letter to Commission (LTC) No. 156-2006, consisting of the,following individuals: • James Sutter, Internal Auditor, City of Miami Beach, (Chair); • Jackie Fernandes, Middle Beach Resident, and Neighborhood Leadership Academy Graduate; • Fernando Vazquez, City Engineer, City of Miami Beach; • Suzanne Stolar, South Beach Resident, and Neighborhood Leadership Academy Graduate; • Cliff Leonard, Risk Manager, City of Miami Beach; • Alberto Zamora, Sanitation Director, City of Miami Beach; • Gisenia Gonzalez, South Beach Resident, and Neighborhood Leadership Academy Graduate; and WHEREAS, on June 20, 2006, the Evaluation Committee convened and discussed the qualifications and credentials as well as various options in ranking all eleven (11) responsive firms; and WHEREAS, the Evaluation Committee was unable to rank all firms on the first meeting, so a second meeting was scheduled for June 26, 2006 to shortlist and finalize the ranking of firms; and WHEREAS, on June 26, 2006, the Evaluation Committee convened and unanimously shortlisted the following six (6) firms to provide presentations to the Evaluation Committee on June 29, 2006: ^ American Consulting Engineers of Florida; ^ Beck Disaster Recovery, Inc.; ^ Camp Dresser and McKee, Inc. (CDM); ^ CRB Geological 8~ Environmental Services, Inc.; • Malcolm Pimie, Inc.; ^ Post Buckley Schuh and Jernigan (PBS 8~ J); and WHEREAS, Post Buckley Schuh and Jernigan (PBS8~J) communicated to the City's Procurement Division, their request to withdraw from this RFP process and acknowledged that they would not receive any further consideration in reference to this RFP; and WHEREAS, on June 29, 2006, the Evaluation Committee convened and after all firms provided their presentations, the Committee members discussed the firms qualifications, experience, and competence, and ranked the firms accordingly: 1) Beck Disaster Recovery, Inc.; 2) Malcolm Pimie, Inc.; 3) Camp Dresser and McKee, Inc. (CDM); 4) CRB Geological & Environmental Services, Inc.; 5) American Consulting Engineers of Florida; 6) Post Buckley Schuh and Jernigan (PBS 8~ J); and WHEREAS, the Committee voted to recommend to the City Manager that the Administration proceed to negotiate contracts with the top three ranked firms; and WHEREAS, the City Manager has reviewed the Evaluation Committee's recommendation, and upon his due diligence in evaluating the ranking, has made the following amendment to the final ranking of firms: 1) Beck Disaster Recovery, Inc.; 2) Malcolm Pimie, Inc.; 3) CRB Geological 8~ Environmental Services, Inc.; 4) Camp Dresser and McKee, Inc. (CDM). NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby accept the recommendation of the City Manager pertaining to the ranking of firms and authorize the Administration to negotiate agreements, pursuant to Request for Proposals (RFP) No. 16-05/06, for Emergency Disaster Debris Monitoring Services for the City of Miami Beach; and further authorize the Mayor and City Clerk to execute the agreements, upon completion of successful negotiations, with any or all of the following three (4) firms: 1) Beck Disaster and Recovery, Inc.; 2)Malcolm Pimie, Inc.; 3) CRB Geological & Environmental Services, Inc.; and 4) Camp Dresser and McKee, Inc. PASSED and ADOPTED this 12tnday of fly ~ , 2006. ATTEST: . ~ ~ ,`2~ ,~' ~ - MAYOR David Dermer CITY CLERK Robert Parc er T:IAGENDA1200Gyu112`061consent~RFP-16-05-06DebrisRemovalRFP-RESO.doc APPROVED AS TO FORM ~ LANGUAGE ~ FOt~EXECUTION COMMISSION ITEM SUMMARY Condensed Title: A Resolution Accepting the City Manager's Recommendation Relative to the Ranking of Firms and Authorizing Negotiations, Pursuant to a Request for Proposal (RFP) No. 16-05/06 for Emergency Disaster Debris Monitoring Services. Intended Issue: Shall the City Commission approve the City Manager's recommendation? ittem summa /Recommendation: On April 11, 2006, the Mayor and City Commission approved the issuance of Request for Proposals (RFP) No. 16-05/06 for Emergency Debris Monitoring Services. RFP No. 16-05/06 was issued on April 12, 2006 with an opening date of June 9, 2006.On June 9, 2006, the City's Procurement Division received RFP's from the following firms: ^ American Consulting Engineers of Florida ^ Avert, Inc. ^ Beck Disaster Recovery, inc. • Camp Dresser and McKee, Inc. (CDM) ^ Consul Tech Construction Management, Inc. ^ CRB Geological & Environmental Services, Inc. ^ GBF Engineering, Inc. ^ Keith & Schnars, PA • Malcolm Pirnie, Inc. ^ Post Buckley Schuh and Jernigan (PBS & J) ^ Tubosun Giwa 8~ Partners, Ina On June 26, 2006 the Evaluation Committee, appointed by the City Manager via Letter to Commission (LTC) No.156-2006, ranked all 11 firms and shortlisted 6 firms to provide presentations. On June 29.2006 the firms provided presentations and the Evaluation Committee ranked all 6 firms. It was the Committee's decision to recommend the top 3 top ranked firms to the City Manager to provide services under this RFP. The top three ranked firms are as follows: ^ Beck Disaster Recovery, Inc.; • Malcolm Pirnie, Inc.; and ^ Camp Dresser and McKee, Inc. (CDM) ACCEPT THE CITY MANAGER'S RECOMM Board T: G 06~juN2061consentlRFP-16-05-06DebrisRemoval PSummary.dx [~ All/ ~ nniR~eru Source of Amount Account Approved Funds: ~ ~~ 2 OBPI Total Financial Im act Summa Financial Information: City Clerk's Office Legislative Tracking: ~ Gus Lopez, ext. 6ti41 S~_n-Offs: De artment Director Assistant City Man r Ci Manager GL FB PDW R JMG U AGENDA ITEM C 7 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov COMMISSION MEMORANDUM TO: Mayor David Dermer and Members of the City Commission FROM: City Manager Jorge M. Gonzalez ~ DATE: July 12, 2006 SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER PERTAINING TO THE RANKING OF FIRMS; AUTHORIZING THE ADMINISTRATION TO NEGOTIATE PROFESSIONAL SERVICES AGREEMENTS PURSUANT TO REQUEST FOR PROPOSALS (RFP) NO. 16- 05/06, FOR EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH; AND FURTHER AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE PROFESSIONAL SERVICES AGREEMENTS UPON COMPLETION OF SUCCESSFUL NEGOTIATIONS WITH ANY OR ALL OF THE FOLLOWING THREE (3) FIRMS: 1) BECK DISASTER AND RECOVERY, INC.; 2)MALCOLM PIRNIE, INC.; AND 3) CAMP DRESSER AND MCKEE, INC. ADMINISTRATIVE RECOMMENDATION Adopt the Resolution. ANALYSIS A comprehensive debris management plan is an essential and critical element in the efficient recovery efforts when a disaster strikes. Emergency crews can only access critical areas of the City as well as handle emergency health and welfare cases if debris is removed from the roads and access areas. The Federal Emergency Management Agency (FEMA) provides public assistance funds for debris clearance, removal and disposal operations. Eligible applicants include State and local governments. On August 28, 2005, FEMA determined that the damage in certain areas of the State of Florida resulting from Hurricane Katrina which occurred on August 24, 2005, and with Hurricane Wilma shortly after, were sufficient in severity and magnitude to warrant a major disaster declaration under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, 42 U.S.C. §§ 5121-5206 (the Stafford Act). In order for the City of Miami Beach to receive assistance for disaster debris removal, the City must implement a debris removal monitoring service. This service is provided by independent consultants that are selected by the City. Monitoring of debris removal and disposal contractor activities is a critical component in successful debris operations and in the justification and documentation of any application for FEMA Public Assistance funding. The responsibility of these Consultants will be to deploy trained debris monitors to observe and document contractor activities. At a minimum these monitors should be stationed at all pick-up and disposal sites. Commission Memo RFP 16-05/06 -Emergency Debris Monitoring Services July 12, 2006 Page 2 •of 6 On April 11, 2006, the Mayor and City Commission approved the issuance of Request for Proposal (RFP) 16-05/06 for Emergency Debris Monitoring Services. The purpose of this RFP was to select several firms that could provide Emergency Debris Monitoring Services as required by the City and FEMA. The selected Consultants will provide the following services: • Conduct post-storm debris quantifications and response operations planning • Monitor multiple contractors, at the direction of the City • Certify contractor vehicles and complete safety checklists • Issue and sign multipart load tickets from Feld monitored positions • Conduct staging area monitoring to include validating truck haul quantities signing lead tickets and ensuring trucks are empty on departure • Implement and maintain a disaster debris operations management system linking load ticket and Temporary Debris Management Site (TDMS) information to support reconciliation and documentation • Troubleshoot collection delays and other operational issues in work areas • Provide daily and weekly updates to the City • Conduct final inspections, monitor TDMS restoration and deliver closeout reports • Perform other related assignments as directed by the debris management office or designated City personnel RFP No. 16-05106 was issued on April 12, 2006 with an opening date of June 9, 2006. A pre-proposal was held on May 2, 2006. BidNet issued bid notices to 91 prospective proposers, resulting in 41 proposers requesting the RFQ document, which resulted in the receipt of the following eleven (11) proposals from: • American Consulting Engineers of Florida • Avart, Inc. • Beck Disaster Recovery, Inc. • Camp Dresser and McKee, Inc. (CDM) • Consul Tech Construction Management, Inc. • CRB Geological & Environmental Services, Inc. • GBF Engineering, Inc. • Keith 8~ Schnars, PA • Malcolm Pimie, Inc. • Post Buckley Schuh and Jernigan (PBS & J) • Tubosun Giwa & Partners, Inc. The City Manager via Letter to Commission (LTC) No. 156-2006, appointed an Evaluation Committee consisting of the following individuals: • James Sutter, Internal Auditor, City of Miami Beach, (Chair); • Jackie Fernandes, Middle Beach Resident, and Neighborhood Leadership Academy Graduate; • Fernando Vazquez, City Engineer, City of Miami Beach; • Suzanne Stolar, South Beach Resident, and Neighborhood Leadership Academy Graduate; • Cliff Leonard, Risk Manager, City of Miami Beach; • Alberto Zamora, Sanitation Director, City of Miami Beach; • Gisenia Gonzalez, South Beach Resident, and Neighborhood Leadership Academy Graduate Commission Memo RFP 16-05/06 -Emergency Debris Monitoring Services July 12, 2006 Page 3 of 6 On June 20, 2006, the Committee convened and a quorum was attained. Committee Members James Sutter, Cliff Leonard and Gisenia Gonzalez, were not present for the short listing of firms. Fernando Vazquez, P.E., City Engineer, and staff from the City's Procurement Division addressed the committee and provided general information on the scope of services. The Committee was also provided Evaluation Surveys and Risk Assessment Plans for all the firms being evaluated. The Committee also discussed the Selection Criteria, which was used to evaluate and rank the firms: 1. The experience and qualifications of the Consultant (15 points). 2. The experience and qualifications of the Key Personnel (15 points). 3. Experience and qualification of Team (10 points). 4. Cost (20 points). 5. Methodology and Approach. (10 points) 6. Risk Assessment. (10 Points) 7. Past performance based on number and quality of the Performance Evaluation Surveys (20 points). Cost information based on Hurricane's Wilma and Katrina were used to evaluate and score the proposed hourly billing rate and reimbursables. HYPOTHETICAL COST COMPARISON BASED ON HURRICANES WILMA AND KATRINA Firm Name Total Labor Fee Total Expense Fee Grand Total Avart, Inc. $381,989 $11,570 ;393,559 Malcolm Pirnie $434,079 $0 ;434,079 Beck Disaster Recovery, Inc. $443,700 $0 ;443,700 CRB Geological 8 Environmental Services, Inc. $445,695 $12,320 ;458,015 Tubosun Giwa 8~ Partners, Inc. $536,640 $11,500 ;548,140 Camp Dresser and McKee (CDM) $591,026 $29,552 ;620,578 Post Buckley Schuh and Jernigan (PBSJ) $485,690 $214,800 ;700,490 American Consulting Engineers of Florida $697,474 $30,905 ;728,379 GBF Engineering, Inc. $0 $0 ;820,315 Keith 8 Schnars, PA $0 $0 ;837,480 Consul Tech Construction Management, Inc. $869,460 $0 ;869,460 Commission Memo RFP 16-05/06 -Emergency Debris Monitoring Services July 12, 2006 Page 4 of 6 The Evaluation Committee was unable to rank all firms on the first meeting, so a second meeting was scheduled for June 26, 2006 to shortlist and finalize the ranking of firms. On June 26, 2006, the Evaluation Committee convened with Committee Member Suzanne Stolar and Gisenia Gonzalez unable to attend, nevertheless quorum was attained so the meeting proceeded. After evaluation of proposals, the Committee discussed the selection criteria as well as various options in ranking all the firms. It was the Committee's overall opinion to eliminate 5 firms; Avart, Inc., Consul Tech Construction Management, Inc., GBF Engineering, Inc., Keith & Schnars, PA, and Tubosun Giwa & Partners, Inc. The remaining 6 shortlisted firms were invited to provide a 10 minute presentation with 15 minute question and answer session at a later date. The 6 selected shortlist firms were: ^ American Consulting Engineers of Florida ^ Beck Disaster Recovery, Inc. ^ Camp Dresser and McKee, Inc. (CDM) ^ CRB Geological 8~ Environmental Services, Inc. ^ Malcolm Pirnie, Inc. ^ Post Buckley Schuh and Jemigan (PBS & J) On June 29, 2006, the Evaluation Committee convened with a quorum to further discuss the evaluation of the 6 remaining firms as well as receive presentations from the 6 firms. On June 27, 2006, one of the shortlisted firms, Post Buckley Schuh and Jemigan (PBS&J), communicated to the City's Procurement Division, their request to withdraw from this RFP process and that they would not receive any further consideration in reference to this RFP. After all firms' provided their presentations, the Committee members discussed their individual perceptions of the firms' qualifications, experience, and competence, and ranked the firms accordingly: Company Name James Sutter Fernando Jackie AI Zamora Cliff Chair Vazquez Fernandes Leonard American Consulting Engineers of Florida 73 54 74 46 71 (5 (3) (4) (4) (5) (3) Beck Disaster Recovery, Inc. 94 65 89 84 87 (1) (1) (3) (1) (1) (2) -Camp Dresser and McKee , Inc. (CDM) 68 53 71 60 89 3 (4) (5) (5) (3) (1) CRB Geological & Environmental Services, Inc. 59 80 81 50 59 4 (5) (2) (3) (4) (5) Malcolm Pirnie, Inc. 91 81 83 80 68 (2) (2) (~) (2) (2) (4) Post Bukley Schuh and Jernigan (PBSBJ) (Withdrew) 14 20 22 19 20 (6) (6) (6) (6) (6) (6) Commission Memo RFP 16-05/06 -Emergency Debris Monitoring Services July 12, 2006 Page 5 of 6 It was motioned by Fernando Vazquez and seconded by AI Zamora to recommend to the City Manager that the Administration award three contracts and to select the top three ranked firm's to negotiate contracts in reference to this RFP. The top three ranked firms are as follows: • Beck Disaster Recovery, Inc.; ^ Malcolm Pimie, Inc.; and ^ Camp Dresser and McKee, Inc. (CDM) Furthermore, the City's Procurement Division received excellent Evaluation Survey ratings from all three firms that are being recommended for contract negotiation under this RFP. BECK DISASTER AND RECOVERY, INC. (BDR) Beck Disaster and Recovery, Ines experience in the disaster field monitoring and management services dates back to 1989, assisting clients in the Caribbean and South Carolina to recover from the effects of Hurricane Hugo. BDR has assisted over 30 clients recover from the damaging effects of tropical storms, floods, and hurricanes across the United States and the Caribbean. BDR has successfully managed all phases of debris removal and associated reimbursement efforts, including the removal of and reimbursement of over 43 million cubic yards of debris as well as the demolition of over 3,000 uninhabitable residential structures. BDR has assisted local governments in obtaining over $1 billion in reimbursement funds from Federal Agencies such as FEMA and the National Resource Conservation Services (NRCS). In total they have successfully pertormed over 50 projects similar in nature to the services requested under the RFP requested by the City of Miami Beach. MALCOM PIRNIE, INC. (MPI) Malcolm Pimie, Inc. is a nationally recognized full service environmental engineering and consulting firm with more than 50 offices located throughout the United States, including eight in Florida. Malcolm Pimie, Inc,. retains a staff of 1,700 engineers, scientist, and support personnel, the firm provides comprehensive environmental services to public and private clients, including water and waste water engineering, solid and hazardous waste management, environmental engineering and permitting, hazard mitigation and security consultant services, and preparedness and recovery services. The MPI Team assembled will provide the City of Miami Beach with manyyears of combined experience and first hand knowledge of FEMA, USACE, USEPA and state debris management operations and programs, including, the type of documentation and records required for FEMA and FHWA reimbursement of pre-and post disaster clean-up and recovery costs fro all categories. CAMP, DRESSER AND MCKEE, INC. (CDM) For almost 60 years, CDM professionals have been successfully leading and meeting the challenges of the environmental industry. Their most recent relevant Florida expertise includes managing the clean-up of debris in Deertield Beach after Hurricane Wilma and Commission Memo RFP 16-05/06 -Emergency Debris Monitoring Services July 12, 2006 Page 6 of 6 assisting Martin County after Hurricane Frances and Jeanne. Within the last year, CDM employees from 20 offices around the country provided more than 20,000 hours of assistance to FEMA regions II, III, and IV in the largest disaster assistance deployment in the company's history. CDM's technical expertise, state and local experience, and qualified personnel, allows them to offer the necessary technical skills when and where the City and FEMA needs them most. CDM serves more than 220 Florida clients from 10 offices strategically located to provide their clients with the highest quality and local responsiveness. Their Florida offices are staffed with more than 380 professionals who are continually working to stay abreast of local, state and national regulations, and to build strong working relationships with diversified clients. CDM's local Miami office has been serving the City of Miami Beach for the last 14 years. Also, CDM's national resource of personnel allows them to staff any size response team to respond to any emergency disaster no mater the severity. CONCLUSION The Administration recommends that the Mayor and City Commission adopt the attached resolution which requests to accept the City Manager's recommendation and authorize the Administration to negotiate Professional Services Agreements pursuant to Request for Proposal (RFP) NO. 16-05/06, for Emergency Disaster Debris Monitoring Services for the City of Miami Beach; and further authorizing the Mayor and City Clerk to execute Professional Services Agreements upon completion of successful negotiations with any or all of the following three (3) firms: 1) Beck Disaster and Recovery, Inc.; 2}Malcolm Pemie, Inc.; and 3) Camp Dresser and McKee, Inc. T: WGENDA120001juh 206konsentlRFP-16-OS-O6DebrlsRemovalRFPMEMO.doc m MIAMBEACH City of Miami Beach, 17(~ Convention Center Drive, Miami Beach, r-lorida 33139, www.miamibeachfl.gov PROCUREMENT Division Tel: 305.673.7490, Fax: 305-673.7851 REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 ADDENDUM NO. 10 June 5, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: I. The attached document outlines important information as to FEMA's approved debris management contracting and monitoring. This document is for informational purpose only. Inasmuch as this change does not materially affect the RFQ document, proposers are not required to acknowledge this addendum to be deemed responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F: \PU RC1$ALL1Roman\RFP\R FP16-05-06\R FP-16-05-06A10.doc YVe ore commih.?,^ P? prowdm4 exrPllBn; ~;Ul'iliC SE,virE one sriey to oi.~ ~.vt.•o l,va, •y,irY. ord ploy m our virerL vopicai, nisrnri~r ,=omm+;niFr. Debris Mana ement Contractin and Monitorin Applicants may use force account labor and resources to accomplish part or all of the work after a disaster or they may use contractors. If contractors are used to do part or all of the work, the Applicant must follow FEMA contracting guidelines to ensure maximum reimbursement for debris removal and disposal efforts. Acceptable Contract Types 1. Time and Materials -Cannot be used for more than 70 hours of actual work. This type of contract is usually used immediately after a disaster to mobilize contractors to start emergency removal efforts. These contracts should have a termination clause and snot-to-exceed limit for both time and costs. The contract should be terminated when the first of these limits is reached. 2. Unit Price - Is usually used when the scope of work is hard to define and is based on estimated quantities of debris. Unit price contracts are based on weight (tons) or volume (cubic yards). These contracts require close monitoring during removal, hauling and disposal to ensure accuracy. 3. Lump Sum -Should only be used when the scope of work is clearly defined and the areas of work can be precisely identified Lump sum contracts establish one price for all work included in the contract. The price is fixed unless the scope of work changes. This type of contract is easy to monitor when the scope iswell-defined. A pre-awarded contract for emergency services may be used if the contract was competitively bid and prices are comparable with established rates in the region. The contract issuer may be a jurisdiction or a regional operational authority. "Piggybacking" by using an existing contract established by another jurisdiction is not recognized by FEMA as an acceptable form of contracting. Cost plus a percentage, contingency contracts, and contracts awarded to debarred contractors are not allowed. Contract Monitoring/Debris Monitoring As a condition of the FEMA grant funding program, the Applicant is responsible for ensuring that the contract is properly monitored so that quantities and expenses are documented to substantiate FEMA funding. / Monitors should verify that debris picked up is eligible; measure truck load capacities; verify volumes or weights of debris in trucks; inspect pick-up areas, haul routes, temporary storage sites, and disposal sites; verify the contractor is working in assigned areas; and ensure other contract requirements are met. / The Applicant should train and deploy debris monitors to watch and document contractor activities. Debris monitors may come from the Applicant's full-time work force, temporary hires, or contracted services. The Applicant may also request FEMAJState assistance with debris monitoring. The costs of overtime, temporary hires, and contractors performing disaster-related debris removal work are eligible for reimbursement. / For unit price contracts, the Applicant should use load tickets to document weights and volumes of contractor vehicles and loads. / For time and materials contracts, the Applicant should document the times that Contractor manpower and equipment are actively used (limited to 70 hours). / The Applicant can request debris monitor training from the State and Contracting Tips: / FEMA does not recommend, pre- approve, or certify any debris contractor. / Only FEMA has the authority to make eligibility decisions; contractors cannot make eligibility determinations. / FEMA does not credential any personnel other than official employees and Technical Assistance Contractor personnel. / Contracts should have swell-defined scope of work, specified costs, basis of payment, and delivery schedule. / Contracts must be competitively bid and have "reasonable" costs. / FEMA will participate in uniform practices of reimbursing mutual aid costs if a written agreement was signed prior to the disaster occurring. / Communities cannot guarantce a minimum number of hours for a time and materials contract. / For reimbursement, Applicants must be able to provide FEMA with documentation of competitive bidding, bid tabulation, contract monitoring including field monitoring of debris operations, quantity of debris handled, payment, and force account costs (if applicable). Contracting/MonitoringRefermces FEMA 321, Policy Digest FEMA 322, Public Assistance Guide FEMA 325, Debris Management Guide FEMA 329, Debris Management Brochure FEMA 9580.1, Debris Operations Job Aid FEMA 9580.4, Fact Sheet: Debris Operations Questions? Call the FEMA Debris Hotline, Orlando, FL at 1-40758-4951 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, f-lorida 33139, www.rniamii~earhfl.gov PROCUREMENT Division Tel: 305.673.7490, Fax: 305-673-7851 REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 ADDENDUM NO. 9 June 2, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: I. The following are answers to questions from Consultants in reference to this RFP. 1. Q. Is there a set number of evaluation surveys that we need to have? A. No, there is no set amount of evaluations surveys to be submitted. 2. Q. Is the City looking for project management or for filling out FEMA worksheets? A. .The City is looking for a company to provide both services, including project management, which will handle all aspects of the project. 3. Q. Will the City have multiple selections? A. The City would prefer to have .several contractors provide Debris Monitoring Services under this contract. 4. Q. Has a number of selections been established? A. No, the Evaluation Committee will decide how many firms will be recommended for award of contracts. 5. Q. Are you looking for multiple numbers of consultants? A. Refer to answer on question # 3. 6. Q. Is this risk assessment planning geared towards the possibility of something going wrong with the project? and; Does the City have a history record of things that went wrong during last year's Debris Monitoring Services? A. The Risk Assessment Plan (RAP) is a blueprint of the vision a consultant will have for the services that will be rendered under this project. The Risk Assessment Plan will be used by the City and the selected consultant(s) to properly forecast any difficulties that may be encountered during project execution do to delays or improper follow-up to procedures to upcoming milestone submittals. In summary, the RAP will be used in parallel with a project schedule, and thus become part of the contract. The City does not have any records that outline any difficulties with last years Debris Monitoring Services. INe ore commil~?,?re provrd;na exraj!en: ? :iibfic servi,_e one soiehj ?o oli ~aho live, w~~r~.;. ord nioy in o;rr vi,~rorL ?ro~rcor, ^is!rn.- ~^ommurih~. 7. Q. Which are the specific areas of service, is it right of way collection or are there other areas involved? A. The City will focus on the right of way clearing first; if it goes beyond that, the City will inform the Contractor. 8. Q. Are canals and beaches to be serviced under this contract? A. Canals and beaches belong to a separate contract. 9. Q. Who will be pertorming the 1st assessment immediately after a hurricane? A. The 1st assessment will be conducted by City crews. 10. Q. Who will identify the critical tasks/assignments after the assessment is done by the City crews? A. The City Engineer will identify all critical tasks and will provide instruction on how to proceed after the assessment is done by the City crews. 11. Q. What are the type(s) of activities that are going to be pertormed, besides the ones that are shown in the RFP document, are they going to be defined before the hurricane season or after the contract is awarded? A. The type of activities, as stated in the original RFP document's scope of services, is the activities to be pertormed. 12. Q. On the Cost Evaluation Form found on page 20 of the RFP document, are these going to be the positions that are going to be utilized throughout the process? A. Yes, these will be the positions that will be used during the work tasks. The City reserves the right to either augment or decrease the amount of personnel to be used under each service task. 13. Q. Will the City use the form found on page 20 of the RFP only for evaluation purposes or will it be used for the personnel required under services to be rendered by this RFP? A. The City will use the service tasks as outlined on the form found on page 20 of the RFP document. The City reserves the right to either augment or decrease the amount of personnel to be used under each service task. 14. Q. Does the City have rates from the last hurricane season for those specific classifications as outlined on page 20 for the RFP document? A. The City does not have the rates from last hurricane season for the classifications found on page 20 of the RFP document. 15. Q. Has the City specified whether the criteria is going to be based on qualification and pricing or both? A. We are looking at Best Value, we are also going to be looking at qualifications, pricing and past pertormances. Please note, under selection criteria found on page 11 of the RFP document, all these criteria's are weighted to be ranked. 16. Q. Has the City established a percentage for each of the categories? A. Yes, please refer to page 11 under bullet five, Selection Criteria, all criteria is weighted and will be ranked by each Evaluation Committee Member. 17. Q. Does the City have the approved FEMA rates for the work that is covered under the disaster debris monitoring services? A. The City does not have these rates; please contact FEMA for rates and quantities for Debris Monitoring Services that would be allowed for Municipalities. VVe ore co.^.:rdie,~' rn providmq exroQen' -+ubiic service and °oie:}• to vll wF~- by<• y~,~rv ord ploy ir...ur vi4r~ r it -o l- _ _ ~ rt. trc~ucr, ni,r.r . _ mmJnm~. 18. Q. Is there a methodology in getting any feedback as to our evaluation surveys, how will we know that we are being referred by clients? A. Firms may provide 3-5 evaluation surveys, but in the event we receive less then 3 we will contact your company and .inform you that we need additional surveys from your clients. 19. Q. Can we add pictures to the Risk Assessment Plan? A. Yes, as long as it doesn't have the company name or logo and the Risk Assessment does not exceed 2 pages including verbiage and pictures. 20. Q. Who are the members of the Evaluation Committee? A. Public Works will make a recommendation to the City Manager, but the City Manager will decide who will be on the Committee. It usually consists of 5-7 members, comprised of residents or City employees or a combination of both. 21. Q. If selected, how long will the work order be for? Is there a not to exceed limit? A. There is no not to exceed limit on these projects, each emergency debris monitoring task will be unique, and that being said, each project will have its own time cycle. 22. Q. How many contractors will be selected? A. Multiple contractors are anticipated to be recommended for negotiations under this RFP process, the Evaluation Committee will provide a recommendation on the number of Contractors needed. 23. Q. Will this contract kick into effect only in the event of a hurricane? A. Yes, tasks will only be approved by the City post hurricane occurrence. 24. Q. Will the selected consultants be apart of the pre-planning process? A. Selected consultants services are only required for recovery after a hurricane. On Addendum No. 7 underthe Risk Assessment Guide, under 2"d section entitled "RAP Plan Format" it states that a fonmat for the RAP was attached, but in fact it was not attached. Please find the RAP format attached to this Addendum. Consultants are required to acknowledge receipt of this Addendum No. 9 on proposal Page 22, "Acknowledgement of Addenda", or the proposal may be considered non-responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:1PU RC\$ALL\Roman\RFP\R FP16-05-06\RFP-16-05-06A9.doc ~Ne ore commiEO,'ro prowdmq EXCejlP.nf ~uriiC service and snieh~ !o old r~h~~ live, y~rr4, on? nlOy ~;: our vn~ror;. t;~picoi, raisin.;,. ,_~~Tmuri: ~. Risk Assessment Plan Format Please prioritize the risks (list the greatest risks first). Indicate the potential impact to project cost (in terms of $), and/or schedule (in terms of calendar Days). You may addideiete the risk rabies below as necessary. Maior Risk Items Risk 1: Impact: Solution: Risk 2: Impact: Solution: Risk 3: Impact: Solution: Risk 4: Impact: Solution: Risk 5: Impact: Solution: Risk 6: Impact: Solution: Risk 7: Impact: Solution: Schedule (Days) Cost ($) Schedule (Days) Cost ($) Schedule (Days) Cost ($) ~~ -Schedule {Days) _...~~-- Cost ($) Cost ($) .............. .. ........................ ..................... Schedule (Days) Schedule (Days) Cost ($) -------~ Schedule (Days)--------~----- -- ----- --~-----~---. Risk 8: Impact: Solution: Risk 9: Impact: Cost ($) Solution: Risk 10: Impact: Solution: ----- ------ -- ------------------------------- ost () ............... Schedule (Days) --.-~-..-._-..----- ................................................... Schedule (Days) ................................ Schedule (Days) Cost ($) Value Added Oations or Differentials (what you will do that the others do notl Vendors should identify any value added options or differentials that they are proposing, and include a short description of how it adds value to the project. Identify if the items will increase or decrease project schedule, cost, or expectation. You may add~deiete the value tebies below a5 necessary. ~'1'= ore commih?~^`r,^ prov;drng exc?Ilen? pu~ifC ~°ryirE Olv Srf@h~ fo oli ~rFo %ivP, ,yr...v.. or,:f njoy i;; our vi;~rorL ?ror.~ce,%, niste•i~_ c:~mmr~rmr. Item 1: Impact: Cost ($) __ ______ ___ ;_ -- -_ ____ Schedule (Days) Item 2: Impact: Cost ($) ______~ ____ ___ __ ___ ___~ Schedule (Days) Item 3: __ Impact: Cost ($) ---------------------------------_.-_-_.-.---- Schedule (Days) --------------------=----------- Item 4: Impact: Cost ($) ___ _____ _ ____ ~_ _ Schedule (Days) Item 5: Impact: Cost ($) ___ _ _ _ _ ___ _ Schedule (Days) Schedule (maximum six milestones) Milestones (start, finish, no of workdays) Total number of workdays VY~ ors comm~liec ro providing sxc=1lenll7u4%frc ssvi,_= and snfehj ro ofi who LvP, w.^.~ and ploy rn ,.;:r vihron~. von~ce~, ^istrri,- ,-omm~~ni^~. ~ M~AMIBEACH City of Miami B®ath, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamilxsarhfl.0ov PRGCUREMENT Division Tel: 305.673-7490, Fax: 305-673.7851 REQUEST FOR PROPOSALS (RFP NO. 16-05/06 ADDENDUM NO. 8 May 25, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: i. The RFP submission date has changed from June 2 to June 9, 2006 at 3:00 p.m. II. Please be advised that subsequent addenda will follow with answers to questions from the Pre-RFP Conference and those questions sent in by prospective respondents to this RFP. III. Please be advised that the deadline for submission of Evaluation Surveys from clients has changed from June 9 to end of business day on June 16, 2006. Inasmuch as this change does not materially affect the RFP document, proposers are not required to acknowledge this addendum to be deemed responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:VPU RC1$ALL1RomanlRFP1R FP16-05-O6lRFP-16-OS-O6A8.doc ~'\'-E GIE commdr?j i,- pfOV;~mo ExC?I(en: i:~~a:c sE7vi~-E on,^i saiBn~ to alp wFo ;rvo y~,~rY, pry naj' 6^. car vijyor•L rrG7~tCr, nisip.ic r:~~nm~ifrm~. ~ MIAMIBEACH Cif)- of Miami Beach, 1700 Convention Cenhsr Drive, Miami Beach, Florida 33139, www.miamibear-hfl.gov PROCUREMENT Division Tel: 305.673-7490, Fax: 305-673.7851 REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 ~~ ADDENDUM NO. 7 May 23, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: I. Attached to this addendum are instructions on how to prepare the Risk Assessment Plan {RAP). The RAP is required to be submitted with your RFP response to the City. Please provide one copy of the RAP for each proposal copy (10) and one (1) forthe original. ,Consultants are required to acknowledge receipt of this Addendum No. 7 on proposal Page 22, Acknowledgement of Addenda", or the proposal may be considered non-responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:\PU RC1$ALL\RomanlR FP1R FP16-05-06\RFP-I6-OS-06A7.doc r'1'~ ore Co!^md:P^ ro prnv;~~np ew_?liBnt rubiic s~. -e one srf?n !O u.i rit,:, !we, ^r6 p ~' ~ YJ~_ . f• :.toy !^ OU! YC`iOfl, lr6GICC.', hi,rnri,- commvmry. Risk Assessment Plan Guide Introduction The purpose of the Risk Assessment Plan (RAP) is to capture the vendor's ability to preplan (identify the risks on a future project in terms of cost ($), time, and client expectation of quality and performance). The RAP is used to: 1. Assist the client in prioritizing firms based on their ability to understand the risk of a project. 2. Provide high performing vendors the opportunity to differentiate themselves due to their experience and expertise. 3. Giving the competitive edge to experienced companies who have done the type of work before, who can see the job from beginning to end, and who know how to minimize the risk. 4. Provide a mechanism for the high pertormers to regulate the low pertormers by ensuring that if they are not selected, the selected company will minimize the risk and provide the client with a comparable performance. Vendors should keep in the mind that the RAP is only one step in the selection process. If all the RAP's are the same, the RAP will have little impact in the selection (other factors, such as past performance and interview will dictate the selection). The RAP will become Dart of the contract. RAP Plan Format The format for the RAP is attached. The RAP should clearly address the following items in anon-technical manner: 1. List and prioritize major risk items or decisions to be made that are unique to this project. This includes items that may cause the project to not be completed on time, not finished within budget, generate any change orders, or may be a source of dissatisfaction for the owner. Attach a cost ($), time extension, or quality differential for every risk. 2. Explain how the vendor will avoid /minimize the risk. If the vendor has a unique method to minimize the risk, it should be explained in non-technical terms. 3. Propose any options that could increase the value (expectation or quality) of their work List any value or differential that the vendor is bringing to the project. 4. Attach a schedule with up to six major milestones and weeks of each major task. No names!!! - In order to minimize any bias by the evaluation committee, the RAP must not contain ANY names (such as contractor, manufacturer, or designer names, personnel names, project names, product names, or company letterhead). The RAP should not contain any marketing information. Length -The client's goal is to make the selection process as efficient as possible. Efficiency is to minimize the effort of all participants, especially those who will not get the project. Therefore,-the RAP should be a brief, well organized and concise. The RAP must not exceed 2 pages. Font size -The font should be no smaller than 12 point. Organization -Outline format. The attached format is only a sample. Imaact of Risks Risks are any items that you should be concerned with throughout the entire project. They are the most critical items that can impact the cost, time, or quality expectation of the client. Think through the project. What would bother the client? Why would you have to communicate with the client? What would make someone call the client's representative and cause them stress? The risks should be prioritized, or listed in order by the greatest risks at the top to the lowest risk in descending order. Each risk should have a cost andlor time concern. If the risk has cost implications, the actual estimated cost should be listed. If it has time concerns, the number of days should be listed. ~~VE /I° COPT./!,•A.^ b.^. ~aCYi~i!1~ B%raf(P.~' .U~iiC .°ryirE u^71Ci 5^fgT f0 O~: Y NO ;IV@, rI~^~~'. Of~ 1.^ pU! vihi~ ^i5s ' i= ~ ! ,_ C%y . ~ fi. %:vu/CO:, . .^ri[ rpllL^.i+irlN. Rating of Risk Assessment Plans The RAP will be rated by the Evaluation Committee assigned to this project. Rating criteria will be: 1. The understanding and minimization of risks. 2. Contractor's differentiation of their value. 3. Schedule. Checklist for Risk Assessment Plan 1. Are all names removed from the RAP: personal, project, or company names? 2. Does every risk have a cost or time attached to it? 3. Are risks listed, high impact risks? (Do not list risks that you can easily handle unless you perceive others are not doing it) 4. Does the RAP include all service, quality control processes; documentation that you do that your competition does not. 5. Are you including PR risks such as intertacing with project managers, users of the facility, or audit/inspection personnel? 6. Do you have a simple schedule with major milestones? 7. Do you understand that anything you list becomes a part of your contract? 8. Does your RAP plan differentiate you? By how much? 9. Can your RAP plan make anon-technical person comfortable with hiring you? 10. Did you number the pages of the risk assessment plan? 11. Did you make 11 copies of your RAP? If all items are checked, your risk assessment plan is ready to submit. 1'V° ore cornmrF.ec r.- ~rov:~i;ng exrPlien: pur~:c <gvire and ~oiPn, to Gli riho %rvP, w.^,~.. ors! Ptcy ~n our vii^ror•;, ;topicct, n~srn.G- •-ommuni: ~. ~ MIAMIBEACH Ci1~r of Miami Beach, 1700 Conventi~m Center Drive; Miami Beach, Florida 33139, www.miomibearhfl.gov >'Rc7CUREMENT Division Tel: 305.673.7490, Fax: 305-673.7851 REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 ADDENDUM NO. 6 May 22, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: I. The. RFP submission date has changed from May 25 to June 2, 2006 at 3:00 p.m. II. Please be advised that subsequent addenda will follow with answers to questions from the Pre-RFP Conference and those questions sent in by prospective respondents to this RFP. III. Please be advised that the deadline for submission of Evaluation Surveys from clients has remained the same, end of business day June 9, 2006. Inasmuch as this change does not materially affect the RFP document, proposers are not required to acknowledge this addendum to be deemed responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:1PU RCISALL1RomanlR FP1R FP16-05-061RFP-16-05-O6A6.doc ~~~~5 .1.~ ~O.^•:milrPi f0 ~'.rOy.~ir10 EXr~?~iB~; ~:u~%(:C 5°Nllc ~ilv S7rPi~' !O OG' 'Hi0 iivo, N~~rY. ,r~ r.;: y' ~.^. /::( ~llbiQfi. ~lOLI~C..'. !Il j:!':ll~- .'~171,^•I+if l^!. m MIAMIBEACH City of Miami Beath, 1700 Convention Center Drive, Miami Beach, r-loridn 33139, www.miamibeachfl.gov PRQCUREMENT Division Tel: 305.673-7490, Fax: 305.673.7851 REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 ADDENDUM NO. 5 May 15, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: I. Please be advised that the deadline for submission of Evaluation Surveys from clients has changed to end of business day June 9, 2006.. Inasmuch as this change does not materially affect the RFP document, proposers are not required to acknowledge this addendum to be deemed responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:\PU R C\SALL1Roman\RFP1R FP16-05-O61RFP-16-05-06A4.doc ~'Ve ore corrm;he~^ .d; ! n• !.•' - -~ . ~,-. _: ro pmv. np excel e ~ ~_ u :c s... _. on,, .,rfeAj !o aF •aho l,vp, Y/rr`. ora r_.,,.,y ;n oar vo~ror;. trop~cc~, ;tis~^rir cammurdy. m MIAMIBEACH City of Miami Beach, 1700 Convention CenMr Drive, Miami Beach, Florida 33139, www.miamilx4ach8.yov PROCUREMENT Division Tel: 305.673.7490, Fax: 305.673.7851 REQUEST FOR PROPOSALS (RFP) NO:-'i6-05/06 ADDENDUM N0.4 May 12, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: 1. ~ The RFP submission date has changed from May 19 to May 25, 2006 at 3:00 p.m. II. Attached please find the sign-sheet from the Pre-RFP meeting held on May 2, 2006. III. Please be advised that subsequent addenda will follow with answers to questions from the Pre-RFP Conference and those sent in by prospective respondents to this RFP. Inasmuch as this change does not materially affect the RFP document, proposers are not required to acknowledge this addendum to be deemed responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:\PU RC\$ALL1Roman\R FP\R FP t 6-05-06\RFP-16-05-06A4.doc ~~\IE /... CO.T.mil!?,~ IC [:rOVi~i~G EX('P~tErj ~7u/1:C cg.vi~_: Olt; li SRfgr/~ 10 Ol,~ ~l/f%~~ jIVP •J/YH. Of:~ ~:i0'y: Ir /ur vt~rori. ;lOrltc!, ^tsfOli~- -~,7ImUr, I: J. (J/sYf:: i2F~ PKi: TE'CiF: 1ddME EntsAS~ ~lti+~t'; (XN~+AMY • AtXNlL~S:}+' t~~ r~txr; plK.MiCcr l~±iK}tl t r 2+ : '.~Z'ydL'~ JC ~ tc,' v'.:iE,r .,ik ~' ~/~Fru'~A~o Y~ ~ i /!: .K f~.S'.. } a! ^)J2F+1~ > ,Ssi"l %:c r ~ ~ :+ ./ f! .: Y • t ~. r _i ~'`f .,~_ _. ~iY Vii / ~~' ..... ....~..... T .. . I '~ .f' . ~rw T ~ ~.r. } .. . ~ i : -~+`Ta\~r teFe%U~: ~ C.. i izi cvrc E:-r, ~r ~ .r.~.. ~ ~' 3`5; ' a ~ xt 5'~ r:, :E ~ • S ~n1c ~~. C.C i ~~ar (~ VC~:.w:. Y.•~ •~~ W~/lfA.\w'.~•' V~)SiZ~W'.J.i ''~I-i.Y ~Z .. }l• q ~ SUS } ~~<)~ i i ~w'.}: i~< Y.ir.9n. •i.'r F.J ..wT.t f R'S. ~., < <!~'f., 9SRl ?;) . > ~~. .S rrly~ ~} } ~J LgC~flf.OC ~9 ... . ,,,,,.„,,,..~. cif t.,9. .,,;;:r > _.E. • S , i , i . } . ~?`fY t]F MIAMI ~AL'Ei PRE-R~:SUBMIITAL COIVFER~~lGE SIGhE~IN Sli~7' RFA #b, ib•05/~6 EMERGI~IH+CY pzsrsrea n~s~ts Mor~rro~s~~ s~~v~rcES ~+oa ~~~ rarr~r a-w ~a~u-~x CI'€`! OF MIAMI BhACH ~xu~-ar•~ su~Mrr~-a~. c~r~F~:~een~c~ SIGriJ-~~ sr~~~•r t1~tF: shy 2, zik36 ft~ t.1f3: RFC Ma, t6-+DS106 ~.F: ~M~~~~MCxazsr~~tn~srtzs~ororro~~s~~vtr,~s~asc~r~+~ cx~ a~ +~x~x a~~ca NA64F. fPts~ rN'WT; E e.:t}`RV,nt~Y • AU1skE:S'S fraeRBrrreiwr; ~ F~F3yJNE:# F'NCif ~%>3t ~• ~Qtf:r`y'tLhv:t•~• ;fdhte %oluwre. ~ih%Nr..,s..eiF'-!••.e:.kry:TRY,~.,lt j~V..,7ii'lk Q~ ~f.J.'~Y~Y{-'. TF-'SC: ...:............ t f ~+M}fi 3". a ur' i `aHG i~'Lto~~: ii~s ~~ ~-,i"TtT !gb?-•~yll~r ~ ~ ~ 7..6?vB~.".~~ • . ~ F' t Z~ r~e'~.~l~?l ~¢.lpi°rtyfYN4'`r~, °~ `tx, . E ~d .x~7 r ~• .L~,) .. P r ~ -'-t ^bY Nlx.~gwFai~.`.-~.~wy~w~..rw~6.9k`+i . ynA' E' `~~ ~- ~ 'S°%~~ + 7 ~ ! ~ •y=!s iJtr rn? ~ i..k; xy :his s ~s ~/ +63~i~ f~' 1jc. P~~iM a E'fe~ic3ty s ~tr".•v.~; tcl" ~ ~P~~ t4~'a•,1 t•aa.. S.r•..yyre{i r%hvn R+wr; S.,h• ~'r7 ~ ~~`>s•'~tiel gF;.,Crfiyv ' ~... .'y?%a ra r: •"~: i ' P •:~ ~" ,v , .. •T2:•:i 3R + :.. .. r r .: lty t . :~.C,+t x- ~~% r «`` ~ ~rt~~.,~.c~- ~75;< j~f ~R; .: Z;~y~r.•rs4~ `r. - Cxs i .i,r ~,~ f. ? . • rRi: ~: • f Cc~n,l~r. a;; ~ :%l~aai: ~.R~~,ert v~K; bra:. ~~c~ C;t'~~ ' ~ .. z ~ ~ .. c•5" ~, , ... : - .. . ~..{: 'l:.:<`+-~.`•;T•:A~.','r: :'v::~ nF.C:'f .<:~.ti. G:;+i;'i.T: :v ;!-:h:i'::'.• 'rY. ~. .. ... ... ... : ... n :` j crnr a~ M~~r s~acW PRE••f?FQ StlBMTt'TN.. CnNFERFt+fCf` SIGN-Tht SfiEET f?A'.'E: May Z, "1006 P,FA (v=t7: RFP! Iia. 35-05!08 "rtr~s: EMEkGEMC1r DISAS"1'ER DEBRIS MfONi'i'ORI~ 5BR'MlCES FOR ~'Hg CITY OP MfAMi BEXCH m MIAMIBEACH City of Miami Baach, 1700 Convention CenMr Drive, Miomi Beach, Florida 33139, www.miamlbeachfl.gov PRC}CUREMENT Division Tel: 305.673.7490, Fax: 305-673-7851 REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 ADDENDUM NO. 3 April 26, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: The location for the Pre-RFP meeting scheduled for May 2, 2006 at 10:00 am, has been moved from the City Manager's Large Conference Room to the Mayor's Conference Room on the 4~' Fioor of City Hall, 1700 Convention Center Drive, Miami Beach, FI 33139. Inasmuch as this change does not materially affect the RFP document, proposers are not required to acknowledge this addendum to be deemed responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:1PU RC1$ALL1RomanlR FP1R FP16-OS-061R FP-16-05-O6A3.doc ~'V~ OfE GO7^~:Ih,?,~ io prov.dmy exrAlfer; ~:vEiic s<,v6-. end sciph; : luP, `±k ~ d ;^fv5 ..~'r ~;~ ropr_ci, rm,~rlr~. O uf! %Jf0 .1 YJ~. ~f I.^. '!!i '1ir 7 %;ij;<!nr -~~, ~ MIAMIBEACH City of Miami Beach, 1700 Convention Cenlrr Drive; Miami 8eoch, f-lorida 33139, www.miamibeorhN.gov tRc:~CUREMENT Division Tel: 305-673-7490, Fax: 305.673.7851 REQUEST FOR PROPOSALS (RFP) NO. 16-05/06 ADDENDUM NO. 2 April 24, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: I. Last paragraph on Addendum No. 1 is amended to read as follows: "Consultants are required to acknowledge receipt of this Addendum No. 1 on proposal Page 22, "Acknowledgement of Addenda", or the proposal may be considered non-responsive." Consultants are required to acknowledge receipt of this Addendum No. 2 on proposal Page 22, "Acknowledgement of Addenda", or the proposal may be considered non-responsive. CITY OF MIAMI BEACH Gus Lopez, CPPO Procurement Director rm F:1PU RC\$ALL1Roman\R FP\R FP16-OS-O6\RFP-16-05-O6A2.doc 1M= ,,.,, co.^.:md%gp' R? prcr,~,;no ext?I~Bn: pub''ic c°N;'-= one ~rrPp/, to oli ~./ho 'nv? rn^,v. ord ~^.foy: !n ..:,~r viirarf, ;top~cei, ^is;~^ri.- -~~nmuriiy ~ MIAMIBEACH City of Miami Baach, 171 Convention CenFer Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov ~RC~C.UREMEN7 Division Tel: 305.673-7490, Fax: 305.673.7851 REQUEST FOR PROPOSALS (RFP) NO. 16-OS/06 ADDENDUM NO. 1 April 21, 2006 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH is amended as follows: I. The following are answers to questions received from prospective proposers. Q. On page 9 of the RFP, item 2(a) which states ".......as to the capability to provide grounds maintenance services". Is this applicable to this proposal? Please advise. A. No, this is not applicable to this project; the language in this section should read as follows: °Interested Consultants should submit documents that provide evidence as to the capability to provide debris monitoring services.° The attached amended pages 9 and 10 reflect this amended language. Q. Should the correct proposal format be that on page 9 or page 11 of the RFP? Page 11 includes the Methodology and Approach, whereas it is not shown anywhere on page 9. Please advise. A. Proposal format should be as it is stated on page 9, the items found on page 11 is part of the selection criteria that will be used by the selection committee to rank respondents. Methodology and Approach is the only item not found on page 9, attached to this addendum please find an amended .page 9 and 10 which includes the Methodology and Approach requirement under page 9, the lettering of the sections have been amended to include this section. Q. If the format is based on page 11, which lists the Risk Assessment Plan in the criteria for selection as item no. 6, should it be a part of the actual proposal or attached separately? A. Please refer to section (f) or ((g) in amended page 10), 2nd sentence which estates; °The Risk Assessment Plan (RAP) should be submitted in a sealed unmarked enveloae and included within the RFP resaonse. The RAP should be part of the proposal. ~~'e .., ,, co.^:rrdr?,~ r~- prov;~~n~ ~xrPilenr r:ub;:c <~wir~ one sr,~Pn~ ro c.! wt•~~ SvP, ~yn.L or•~ ~~oy i^ our •~ihrori, opicoi, ni,d?rLr c~~m~;rr^~_ Page 2 Addendum No. 1 RFP-16-05/06 April 21, 2006 Q. For the Risk Assessment Plan, should this be more of a project management and controls type plan or otherwise? Please advise. A. Please refer to section (f) or ((g) in amended page 10), the RAP should be addressed accordingly; "All Consultants must submit aRisk-Assessment Plan. The Risk-Assessment Plan must not be longer than two pages front side of page only. The RAP should be submitted in a sealed unmarked envelope and included within the RFP response. The Risk-Assessment Plan should address the following items in a clear and generic language: (1) What risks the project has. (Areas that may cause the Consultant not to finish on time, not finish with budget, cause any change orders, or be a source of dissatisfaction with the owner). In other words what could go wrong, identify the risks. if you firm believes management or controls of the.. proiect are weak components of this task then please offer vour opinion on how will vour firm counter those weak areas to make sure the proiect finishes successfully. (2) Explanation of how the risks will be avoided/minimized. Please provide how the risk(s) identified on item no. 1 will • be avoided and if not. minimized. (3) (4) Explain the benefits of the Risk Assessment Plan. Address the quality and pertormance differences in terms of risk minimization that the City can understand and what benefits the option will provide to the user. No brochures or marketing pieces. Please provide vour opinion on what would be the benefits that the City can inherit in having this Risk Assessment. Example: learning curve will be minimized for the selected Consultant due to their present or past experience as to procedures to be used and approved by the Citv and FEMA. change orders would be minimized, etc. Q. On page 20 of the RFP, the cost summary requests an hourly rate for the labor category of "DROMS Analyst". Please provide a description of this personnel category or provide the full title for the acronym DROMS. A. The acronym for DROMS is "Debris Removal Operations Management System" This analyst will manage a database system associated with debris removal operations, specifically, truck certifications and load tickets. Data is compiled and reports are generated to track progress and accompany FEMA reimbursement applications. 1rYe o... commdtPr r•_ ~ov;cl,n~ ex.-P1~eN ubi;c <=.v6. and snie~ • to ol•% who 4vp, w,?!k. or:' n o ~ ; i /!. ~: m: p ~ : 'e } . f y m cur vr:~t~ r7, ~ropica:, ^. aro -' ~n. ~rry. Propose any options that could increase the value of this project. Provide vour advice based on vour firm's past experience with projects similar in scope and offer any innovative or specialized methods or procedures that Page 3 Addendum No. 1 RFP-16-05/06 April 21, 2006 II. Attachment; Amended pages 9 and 10 of the RFP document. Inasmuch as this change does not materially affect the RFP document, proposers are not required to acknowledge this addendum to be deemed responsive. CITY OF MIAMI BEACH ~~ Gus Lopez, CPPO Procurement Director rm F:\PU RC\SALL\ROman\RFP\RFP16-05-061RFP-16-OS-O6A-1.doc VV~ cre Co!^rrd:?,^.' r,, prev,d;ng Exr@jler.; ~.ubiic s6rvL_E and s^ienj to al! Nho irve, rn?rv, pr~ir.;py rn o:;r vibr~~r,~. trcprce.,~, j;%~,nri~- ,-ommunr:~. SECTION III -PROPOSAL FORMAT Proposals must contain the following documents, each fully completed, and signed as required. If any items are omitted, Consultants must submit the documentation within five (5) calendar days upon request from the City, or the proposal shall be deemed non-responsive. The City will not accept cost information after deadline for receipt of proposal. 1. Table of Contents Outline in sequential order the major areas of the proposal, including enclosures. All pages must be consecutively numbered and correspond to the table of contents. 2. Proposal Points to Address: Proposer must respond to all minimum requirements listed below. Proposals which do not contain such documentation may be deemed non-responsive. a) Introduction letter outlining the Consultants professional specialization, provide past experience to support the qualifications of the submitter. Interested Consultants should submit documents that provide evidence as to the capability to provide debris monitoring services. b) Cost Information: Cost information must be submitted with your proposal, respondent must provide line item cost for the Cost Summary form found on page 21 of this RFP package. c) Client Survey: Please provide your client with the Performance Evaluation Letter and Survey attached herein on pages 30 and 31, and request that your client submit the completed survey to the contact person listed on page 6. d) Past Pertormance Information: Past pertormance information will be collected on all Consultants. Consultants are required to identify and submit their best projects. Consultants will be required to send out Performance Evaluation Surveys to each of their clients. Consultants are also responsible for making sure their clients return the Pertormance Evaluation Surveys to the City. The City reserves the right to verify and confirm any information submitted in this process. Such verification may include, but is not limited to, speaking with current and former clients, review of relevant client documentation, site-visitation, and other independent confirmation of data. e) Methodology and Approach: Please provide your firm's methodology and approach to this project. Identify suspect areas of difficulties and provide your solutions though your methods and approach. Identify all project milestones and discuss each phase of the project from inception to final completion of services. Include the City's and FEMA's involvement in the process. , f) Qualifications of Consultant Team: Provide an organizational chart of all personnel and consultants to be used on this project and their qualifications. Aresume of each individual, including education, experience, and any other pertinent information shall be included for each team member to be assigned to this project (Addendum No. 1, Amended Page 9 ~ 10) May 12, 2006 RFP No: 16-1)5/06 City of Miami Beach 9 of 33 g) Risk-Assessment Plan (RAP): All Consultants must submit aRisk-Assessment Plan. The Risk-Assessment Plan must not be longer than two pages front side of page only. The RAP should be submitted in a sealed unmarked envelope and included within the RFP response. The Risk-Assessment Plan should address the following items in a clear and generic language: (1) What risks the project has. (Areas that may cause the Consultant not to finish on time, not finish with budget, cause any change orders, or be a source of dissatisfaction with the owner). (2) Explanation of how the risks will be avoided/minimize. (3) Propose any options that could increase the value of this project. (4) Explain the benefds of the Risk Assessment Plan. Address the quality and pertormance differences in terms of risk minimization that the City can understand and what benefits the option will provide to the user. No brochures or marketing pieces. 3. Documents to be submitted (Pages 19-30) (Addendum No. 1, Amended Page 9 810) May 12, 2006 RFP No: 16-05/06 City of Miami Beach 10 of 33 REQUEST FOR PROPOSALS EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH RFP # 16-05/06 RFP OPENING: May 19, 2006 AT 3:00 P.M. Gus Lopez, CPPO, Procurement Director PROCUREMENT DIVISION 1700 Convention Center Drive, Miami Beach, FL 33139 vrww.miamibeachfl.gov F:\PURC\$ALL\Roman\RFP\RFP16.OS-06\RFP16-OS-06-Emergency Debris Monitoring Services.doc RFP No: 16-05106 I~IAI BE~~H 1of33 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeochfl.gov PROCUREMENT DIVISION PUBLIC NOTICE Tel: 305.673-7490, fax; 305-673-7851 EMERGENCY DISASTER DEBRIS MONITORING SERVICES FOR THE CITY OF MIAMI BEACH Request for Proposals (RFP) No. 16-05/06 In the event of an emergency, such as a hurricane, the City would lack sufficient resources to undertake debris monitoring services as required by FEMA. The purpose of this RFP is to retain and secure the services of qualified Consultants that can provide the debris monitoring services for the City, addressing all FEMA requirements. I n order for the City of Miami Beach to receive assistance for disaster debris removal from FEMA the City must implement a debris removal monitoring service. This service is provided by independent consultants that are selected by the City to provide this service. Monitoring of debris removal and disposal Consultant activities is a critical component in successful debris operations and in the justification and documentation of .any application for FEMA Public Assistance funding. The responsibility of these Consultants will be to deploy trained debris monitors to observe and document Consultant activities. At a minimum these monitors should be stationed at all pick-up and disposal sites. Sealed proposals will be received until 3:00 PM on May 19, 2006, at the following address: City of Miami Beach City Hall Procurement Division --Third Floor 1700 Convention Center Drive Miami Beach, Florida 33139 Any response received after 3:00 PM on May 19, 2006 will be returned to the Consultant unopened. The responsibility for submitting proposals before the stated time and date is solely the responsibility of the Consultant. The City will not be responsible for delays caused by mail, courier service, including U.S. Mail, or any other occurrence. A Pre-Proposal Submission Meeting is scheduled for May 2, 2006 at 10:00 a.m. at the following address: City of Miami Beach City Hall 1700 Convention Center Drive Fourth Floor City Manager's Large Conference Room 1700 Convention Center Drive May 12, 2006 RFP No: 16-05/06 City of Miami Beach 2 of 33 Miami Beach, Florida. The City of Miami Beach has contracted with BidNet which utilizes a central bid notification system created exclusively for state and local agencies located in South Florida. Created in conjunction with BidNet(s), this South Florida Purchasing system allows for vendors to register online and receive notification of new bids, amendments and awards. Vendors with Internet access should review the registration options at the following website: www.govbids.com/scripts/southflorida/public/home1.asp. If you do not have Internet access, please call the BidNet(r) support group at 800-677-1997 extension # 214. Attendance (in person or via telephone) to this Pre-Proposal submission meeting is encouraged and recommended as a source of information but is not mandatory. Consultants interested in participating in the pre-Proposal submission meeting via telephone must follow these steps: (1) Dial the TELEPHONE NUMBER: 1-800-915-8704 (Toll-free North America) (2) Enter the MEETING NUMBER: *2659980* (note that number is preceded and followed by the star (*) key). Consultants, who are interested in participating via telephone, please send an a-mail to romanmartinez@miamibeachfl.gov expressing your intent to participate via telephone. The City of Miami Beach reserves the right to accept any proposal deemed to be in the best interest of the Ciry of Miami Beach, or waive any informality in any proposal. The City of Miami Beach may also reject any and all proposals. YOU ARE HEREBY ADVISED THAT THIS REQUEST FOR PROPOSAL IS SUBJECT TO THE FOLLOWING ORDINANCES/RESOLUTIONS, WHICH MAY BE FOUND ON THE CITY OF MIAMI BEACH WEBSITE: http://www.miamibeachfl gov/newcity/depts/purchase/bidintro asp • CONE OF SILENCE -- ORDINANCE NO. 2002-3378 • CODE OF BUSINESS ETHICS -- RESOLUTION NO. 2000-23879. • DEBARMENT PROCEEDINGS -- ORDINANCE NO. 2000-3234. • PROTEST PROCEDURES -- ORDINANCE NO. 2002-3344. • LOBBYIST REGISTRATION AND DISCLOSURE OF FEES - ORDINANCE N0.2002-3363. Sincerely, (Z Gus Lopez, CPPO Procurement Director May 12, 2006 RFP No: 16-05/06 City of Miami Beach 3 of 33 City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miomibeachfl.gov PROCUREMENT DIVISION Tel: 305-673-7490, Fax: 305-673-7851 TABLE OF CONTENTS Paae REQUEST FOR QUALIFICATIONS OVERVIEW AND REPONSE PROCEDURES A. Introduction/Background 5 B. Purpose 5 C. RFP Time Table 5 D. Proposal Submission g E. Pre-Proposal Submission Meeting g F. Contact Person g G. Term of Contract 7 SCOPE OF SERVICES g III. PROPOSAL FORMAT 9-10 IV. EVALUATION/SELECTION PROCESS/ CRITERIA FOR EVALUATION 11-12 V. LEGAL TERMS AND CONDITIONS /INSURANCE 13-18 VI. QUALIFICATION DOCUMENTS TO BE COMPLETED AND RETURNED TO CITY 19-30 -Cost Information 20 -Risk Assessment Plan 21 -Acknowledgment of Addenda 22 -Declaration 23 -Sworn Statement/Section 287.133(3)(a), Florida Statutes -Public Entity Crimes 24-25 -Questionnaire 26-30 VII. DOCUMENTS TO BE COMPLETED BY CUSTOMERS OF THE RESPONDENTS 31-33 - Performance Evaluation Letter 32 -Performance Evaluation Survey 33 May 12, 2006 City of Miami Beach RFP No: 16-05/06 4of33 SECTION I -OVERVIEW A. INTRODUCTION /BACKGROUND A comprehensive debris management plan is an essential and critical element in the efficient recovery efforts when a disaster strikes. Emergency crews can only access critical areas of the City as well as handle emergency health and welfare cases if debris is removed from the roads and access areas. The Federal Emergency Management Agency (FEMA) provides public assistance funds for debris clearance and removal and disposal operations. Eligible applicants include State and local governments. On August 28, 2005, FEMA determined that the damage in certain areas of the State of Florida resulting from Hurricane Katrina which occurred on August 24, 2005, and with Hurricane Wilma shortly after, were sufficient in severity and magnitude to warrant a major disaster declaration under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, 42 U.S.C. §§ 5121- 5206 (the Stafford Act). FEMA was authorized to provide assistance for debris removal and emergency protective measures (Categories A and B) under the Public Assistance program, in the designated Florida disaster areas, Hazard Mitigation throughout the State, and any other forms of assistance under the Stafford Act to be deemed appropriate. Direct Federal assistance was authorized and Miami-Dade County as well as the City of Miami Beach was eligible for assistance for Debris Removal services. In order for the City of Miami Beach to receive assistance for disaster debris removal the City must implement a debris removal monitoring service. This service is provided by independent consultants that are selected by the City to provide this service. Monitoring of debris removal and disposal Consultant activities is a critical component in successful debris operations and in the justification and documentation of any application for FEMA Public Assistance funding. The responsibility of these Consultants will be to deploy trained debris monitors to observe and document Consultant activities. At a minimum these monitors should be stationed at all pick-up and disposal sites. B. PURPOSE It is the intent of this RFP is to use the "Best Value" Procurement process to select consultants with the experience and qualifications; the ability; capability, and capacity; and proven past successful performance in providing successful debris monitoring services. C. RFP TIMETABLE The anticipated schedule for this RFP and contract approval is as follows RFP Issued April 12, 2006 Pre-Proposal Submission Meeting May 2, 2006 Deadline for receipt of questions May 10, 2006 Deadline for receipt of responses /Proposals May 19, 2006 Deadline to submit Performance Evaluation Surveys May 23, 2006 Evaluation committee meetings June, 2006 Commission Approval/ July, 2006 Authorization of negotiations Contract negotiations July, 2006 Projected contract start date July, 2006 May 12, 2006 RFP No: 16-05/06 City of Miami Beach 5 of 33 D. PROPOSALS SUBMISSION An original and ten (10) copies of Consultants' proposal will be received until 3:00 p.m. on May 19tH 2006, at the following address: City of Miami Beach City Hall Procurement Division -- Third Floor 1700 Convention Center Drive Miami Beach, Florida 33139 The original and all copies must be submitted to the Procurement Division in a sealed envelope or container stating on the outside the Consultant's name, address, telephone number, RFP number and title, and due date. No facsimile or a-mail responses will be considered. The responsibility for submitting a response to this RFP to the Procurement Division on or before the stated time and date will be solely and strictly that of the consultant. The City will in no way be responsible for delays caused by the U.S. Post Office or caused by any other entity or by any occurrence. Responses received after the RFP due date and time will not be accepted and will not be considered. E. PRE-PROPOSAL SUBMISSION MEETING A pre-Proposal submission meeting is scheduled for May 2, 2006 at 10:00 a.m. at the following address: City of Miami Beach City Hall Fourth Floor City Manager's Large Conference Room 1700 Convention Center Drive Miami Beach, Florida. Attendance (in person or via telephone) is encouraged and recommended as a source of information but is not mandatory. Consultants interested in participating in the pre-RFP submission meeting via telephone must follow these steps: (1) Dial the TELEPHONE NUMBER: 1-800-915-8704 (Toll-free North America) (2) Enter the MEETING NUMBER: "2659980* (note that number is preceded and followed by the star (*) key). Consultants who are interested in participating via telephone, please send an a-mail to the contact person listed on the next page, expressing your intent to participate via telephone. F. CONTACT PERSON The contact person for this RFP is Roman Martinez, Senior Procurement Coordinator. Mr. Martinez may be reached by phone: 305.673.7490; fax: 305.673.7851; or a-Mail: romanmartinez@miamibeachfl.gov. May 12, 2006 RFP No: 16-05/06 City of Miami Beach 6 of 33 The City's Procurement Director is authorized by the City's Cone of Silence Ordinance to have oral communications with prospective Consultants relative to matters of process or procedures only. Requests for additional information or clarifications must be made in writing to the Procurement Director. Facsimile or a-mail. requests are. acceptable. Please sent all questions to romanmartinez(a~miamibeachfl.gov and copy the City Clerk's office RobertParcher(a~miamibeachfl.gov. The Procurement Director will issue replies to inquiries and additional information or amendments deemed necessary in written addenda, which will be issued prior to the deadline for responding to this RFP. Consultants should not rely on representations, statements, or explanations other than those made in this RFP or in any addendum to this RFP. Consultants are advised that oral communications between the Consultant or their representatives and the Mayor or City Commissioners and their respective staff, or members of the City's administrative staff to include the City Manager and his staff, or evaluation committee members is prohibited. G. TERM OF CONTRACT This contract shall commence the day specified in the contract as a result of negotiations, and remain in effect for a period of three (3) years. The City of Miami Beach has the option to renew the contract at its sole discretion for an additional three (3) year period on a year-to-year basis. Renewal of the contract is a City of Miami Beach prerogative- not a right of the consultant. Such option will be exercised, if at all, only when it is in the best interest of the City of Miami Beach. In the event that the contract is held over beyond the term herein provided it shall only be from a month-to-month basis-only and shall not constitute an implied renewal of the contract. Said month to month extension shall be upon the same terms of the contract and at the compensation and payment provided herein, and shall not exceed six (6) months. Option to Renew / Adjustment to Contract Amount: In the event the City of Miami Beach exercises its option to renew beyond the initial three (3) year contract, the contract prices and any other terms the City may choose to negotiate, will be reconsidered for adjustment prior to renewal due to increases or decreases in labor costs; but in no event will the prices be increased or decreased by a percentage greater than the percentage change reflected in the Consumer Price Index -All Urban Areas (CPI-U) as published by the U.S. Department of Labor. The City of Miami Beach reserves the right to accept the renewal adjustment or to allow the contract to terminate and re-advertise for bids, whichever is in the best interest of the City. May 12, 2006 RFP No: 16-DS/O6 Ciry of Miami Beach 7 of 33 SECTION II --SCOPE OF SERVICES Provide Disaster Debris Monitoring Services in the City of Miami Beach. To perform these services, the CONSULTANT shall: • Conduct post-storm debris quantifications and response operations planning • Monitor multiple Consultants, at the direction of the City • Certify Consultant vehicles and complete safety checklists • Issue and sign multipart load tickets from field monitored positions • Conduct staging area monitoring to include validating truck haul quantities signing lead tickets and ensuring trucks are empty on departure • Implement and maintain a disaster debris operations management system linking load ticket and Temporary Debris Management Site (TDMS) information to support reconciliation and documentation • Troubleshoot collection delays and other operational issues in work areas • Provide daily and weekly updates to the City • Conduct final inspections, monitor TDMS restoration and deliver closeout reports • Perform other related assignments as directed by the debris management office or designated City personnel May 12, zoos City of Miami Beach RFP No: 16-05106 8of33 SECTION III -PROPOSAL FORMAT Proposals must contain the following documents, each fully completed, and signed as required. If any items are omitted, Consultants must submit the documentation within five (5) calendar days upon request from the City, or the proposal shall be deemed non-responsive. The City will not accept cost information after deadline for receipt of proposal. 1. Table of Contents Outline in sequential order the major areas of the proposal, including enclosures. All pages must be consecutively numbered and correspond to the table of contents. 2. Proposal Points to Address: Proposer must respond to all minimum requirements listed below. Proposals which do not contain such documentation may be deemed non-responsive. a) Introduction letter outlining the Consultants professional specialization, provide past experience to support the qualifications of the submiter. Interested Consultants should submit documents that provide evidence as to the capability to provide grounds maintenance services. b) Cost Information: Cost information must be submitted with your proposal, respondent must provide line item cost for the Cost Summary form found on page 21 of this RFP package. c) Client Survey: Please provide your client with the Pertormance Evaluation Letter and Survey attached herein on pages 30 and 31, and request that your client submit. the completed survey to the contact person listed on page 6. d) Past Performance Information: Past performance information will be collected on all Consultants. Consultants are required to identify and submit their best projects. Consultants will be required to send ouf Pertormance Evaluation Surveys to each of their clients. Consultants are also responsible for making sure their clients return the Performance Evaluation Surveys to the City. The City reserves the right to verify and confirm any information submitted in this process. Such verification may include, but is not limited to, speaking with current and former clients, review of relevant client documentation, site-visitation, and other independent confirmation of data. e) Qualifications of Consultant Team: Provide an organizational chart of all personnel and consultants to be used on this project and their qualifications. Aresume of each individual, including education, experience, and any other pertinent information shall be included for each team member to be assigned to this project May 12, 2006 Ciry of Miami Beach RFP No: 16-05/06 9of33 f) Risk-Assessment Plan (RAP): All Consultants must submit. aRisk-Assessment Plan. The Risk-Assessment Plan must not be longer than two pages front side of page only. The RAP should be submitted in a sealed unmarked envelope and included within the RFP response. The Risk-Assessment Plan should address the following items in a clear and generic language: (1) What risks the project has. (Areas that may cause the Consultant not to finish on time, not finish with budget, cause any change orders, or be a source of dissatisfaction with the owner). (2) Explanation of how the risks will be avoided/minimize. (3) Propose any options that could increase the value of this project. (4) Explain the benefits of the Risk Assessment Plan. Address the quality and performance differences in terms of risk minimization that the City can understand and what benefits the option will provide to the user. No brochures or marketing pieces. 3. Documents to be submitted (Pages 19-30) May 12, 20D6 RFP No: 16-05/06 City of Miami Beach 10 of 33 SECTION IV -EVALUATION/SELECTION PROCESS The procedure for response evaluation and selection will be as follows: • RFP issued. • Receipt of responses. • Opening and listing of all responses received. • An Evaluation Committee, appointed by the City Manager, shall meet to evaluate each response in accordance with the requirements of this RFP. If further information is desired, respondents maybe requested to make additional written submissions or oral presentations to the Evaluation Committee. • The Evaluation Committee will recommend to the City Manager the proposal which the Evaluation Committee deems to be in the best interest of the City by using the following criteria for selection: 1. The experience and qualifications of the Consultant (15 points). 2. The experience and qualifications of the Key Personnel (15 points). 3. Experience and qualification of Team (10 points). 4. Cost (20 points). 5. Methodology and Approach. (10 points) 6: Risk Assessment Plan for ensuring quality of work (10 points). 7. Past performance based on number and quality of the Performance Evaluation Surveys (20 points). • The City may request, accept, and consider proposals for the compensation to be paid under the contract only during competitive negotiations. • After considering the recommendation(s) of the Evaluation Committee, the City Manager shall recommend to the City Commission the response or responses acceptance of which the City Manager deems to be in the best interest of the City. The City Commission shall consider the City Manager's recommendation(s) in light of the recommendation(s) and evaluation of the Evaluation Committee and, if appropriate, approve the City Manager's recommendation(s). The City Commission may reject City Manager's recommendation(s) and select another response or responses. In any case, City Commission shall select the response or responses acceptance of which the City Commission deems to be in the best interest of the City. The City Commission may also reject all proposals. • Negotiations between the selected respondent and the City take place to arrive at a contract price. If the City Commission has so directed, the City may proceed to negotiate a contract price with a respondent other than the top ranked respondent if the negotiations with the top ranked respondent fail to produce a mutually acceptable contract price within a reasonable period of time. A proposed contract or contracts are presented to the City Commission for approval, modification and approval, or rejection. May 12, 2006 City of Miami Beach RFP No: 16-05!06 11 of 33 • If and when a contract or contracts acceptable to the respective parties is approved by the City Commission, the Mayor and City Clerk sign -the contract(s) after the selected respondent(s) has (have) done so. Important Note: By submitting a response, all Consultants shall be deemed to understand and agree that no property interest or legal right of any kind shall be created at any point during the aforesaid evaluation/selection process until and unless a contract has been agreed to and signed by both parties. May 12, 2006 RFP No: 16-05/06 City of Miami Beach 12 of 33 SECTION V -LEGAL TERMS AND CONDITIONS/INSURANCE A. MODIFICATION/WITHDRAWALS OF SUBMITTALS A Consultant may submit a modified response to replace all or any portion of a previously submitted response up until the RFP due date and time. Modifications received after the RFP due date and time will not be considered. Responses shall be irrevocable until contract award unless withdrawn in writing prior to the RFP due date or after expiration of 120 calendar days from the opening of responses without a contract award. Letters of withdrawal received after the RFQ due date and before said expiration date and letters of withdrawal received after contract award will not be considered. B. RFP POSTPONEMENT/CANCELLATION/REJECTION The City may, at its sole and absolute discretion, reject any and all, or parts of any and all, responses; re-advertise this RFP; postpone or cancel, at any time, this RFP process; or waive any irregularities in this RFP or in any responses received as a result of this RFP. C. COST INCURRED BY CONSULTANTS All expenses involved with the preparation and submission of responses to the City, or any work performed in connection therewith, shall be the sole responsibility of the Consultant (s) and not be reimbursed by the City. D. EXCEPTIONS TO RFP Consultants must clearly indicate any exceptions they wish to take to any of the terms in this RFP, and outline what alternative is being offered. The City, after completing evaluations, may accept or reject the exception's. In cases in which exceptions are rejected, the City may require the consultant to furnish the services or goods originally described, or negotiate an alternative acceptable to the City. E. SUNSHINE LAW Consultants are hereby notified that all information submitted as part of a response to this RFP will be available for public inspection after opening of responses, in compliance with Chapter 286, Florida Statutes, known as the Florida Government in the Sunshine Law. F. NEGOTIATIONS The City may award a contract on the basis of initial offers received, without discussion, or may require consultants to give oral presentations based on their responses. The City reserves the right to enter into negotiations with the selected consu Itant, and if the City and the selected consultant cannot negotiate a mutually acceptable contract, the City may terminate the negotiations and begin negotiations with the next selected consultant. This process may continue until a contract has been executed or all responses have been rejected. No consultant shall have any rights in the subject project or property or against the City arising from such negotiations. May 12, 2006 RFP No: 16-05/06 City of Miami Beach 13 of 33 G. PROTEST PROCEDURES Consultants that are not selected may protest any recommendation for selection of award in accordance with City of Miami Beach Ordinance No. 2002-3344, which establishes procedures for protesting the City Manager's recommendation. Protest not timely pursuant to the requirements of Ordinance No. 2002-3344 shall be barred. H. RULES; REGULATIONS; AND LICENSING REQUIREMENTS Consultants are expected to be familiar with and comply with all Federal, State and local laws, ordinances, codes, and regulations that may in any way affect the services offered, including the Americans with Disabilities Act, Title VII of the Civil Rights Act, the EEOC Uniform Guidelines, and all EEO regulations and guidelines. Ignorance on the part of the consultant will in no way relieve it from responsibility for compliance. DEFAULT Failure or refusal of a consultant to execute a contract upon award by the City Commission, or untimely withdrawal of a response before such award is made and approved, may result in forfeiture of that portion of any surety required as liquidated damages to the City; where surety is not required, such failure may result in a claim for damages by the City and may be grounds for removing the consultant from the City's vendor list. J. CONFLICT OF INTEREST All consultants must disclose with their response the name(s) of any officer, director, agent, or immediate family member (spouse, parent, sibling, and child) who is also an employee of the City of Miami Beach. Further, all consultants must disclose the name of any City employee who owns, either directly or indirectly, an interest of ten (10%) percent or more in the consultant or any of its affiliates. K. COMPLIANCE WITH THE CITY'S LOBBYIST LAWS All Proposers are expected to be or become familiar with all City of Miami Beach Lobbyist laws, as amended from time to time. Proposers shall ensure that all City of Miami Beach Lobbyist laws are complied with, and shall be subject to any and all sanctions, as prescribed herein, in addition to disqualification of their Proposals, in the event of such non-compliance. L. CONSULTANT'S RESPONSIBILITY Before submitting responses, each consultant shall make all investigations and examinations necessary to ascertain all conditions and requirements affecting the full performance of the contract. Ignorance of such conditions and requirements resulting from failure to make such investigations and examinations will not relieve the successful consultant from any obligation to comply with every detail and with all provisions and requirements of the contract documents, or will be accepted as a basis for any claims whatsoever for any monetary consideration on the part of the consultant. M. RELATION OF CITY It is the intent of the parties hereto that the successful consultant be legally considered to be an independent consultant and that neither the consultant nor the consultant's employees and agents shall, under any circumstances, be considered employees or agents of the City. May 12, 2006 RFP No: 16-05/06 City of Miami Beach 14 of 33 N. PUBLIC ENTITY CRIME (PEC) A person or affiliate who has been placed on the convicted vendor list following a conviction for public entity crimes may not submit a bid on a contract to provide any goods or services to a public entity, may not submit a bid on a contract with a public entity for the construction or repair of a public building or public work, may not submit bids on leases of real property to public entity, may not be awarded or perform work as a Consultant, supplier, sub-Consultant, or consultant under a contract with a public entity ,and may not transact business with any public entity in excess of the threshold amount provided in Sec. 287.017, for CATEGORY TWO ($25,000.00) for a period of 36 months from the date of being placed on the convicted vendor list. O. ASSIGNMENT The successful consultant shall not enter into any sub contract, retain consultants, or assign, transfer, convey, sublet, or otherwise dispose of this contract, or of any or all of its right, title, or interest therein, or its power to execute such contract to any person, firm, or corporation without prior written consent of the City. Any unauthorized assignment shall constitute a default by the successful consultant. P. INDEMNIFICATION The successful consultant shall be required to agree to indemnify and hold harmless the City of Miami Beach and its officers, employees, and agents, from and against any and all actions, claims, liabilities, losses and expenses, including but not limited to attorneys fees, for personal, economic or bodily injury, wrongful death, loss of or damage to property, in law or in equity, which may arise or be alleged to have arisen from the negligent acts or omissions or other wrongful conduct of the successful consultant, its employees, or agents in connection with the performance of service pursuant to the resultant Contract; the successful consultant shall pay all such claims and losses and shall pay all such costs and judgments which may issue from any lawsuit arising from such claims and losses, and shall pay all costs expended by the City in the defense of such claims and losses, including appeals. R. TERMINATION FOR DEFAULT If through any cause within the reasonable control of the successful consultant, it shall fail to fulfill in a timely manner, or otherwise violate any of the covenants, agreements, or stipulations material to the Agreement, the City shall thereupon have the right to terminate the services then remaining to be performed by giving written notice to the successful consultant of such termination which shall become effective upon receipt by the successful consultant of the written termination notice. In that event, the City shall compensate the successful consultant in accordance with the Agreement for all services performed by the consultant prior to termination, net of any costs incurred by the City as a consequence of the default. Notwithstanding the above, the successful consultant shall not be relieved of liability to the City for damages sustained by the City by virtue of any breach of the Agreement by the consultant, and the City may reasonably withhold payments to the successful consultant for the purposes of set off until such time as the exact amount of damages due the City from the successful consultant is determined. May 12, 2006 RFP No: 16-06/06 City of Miami Beach 15 of 33 S. TERMINATION FOR CONVENIENCE OF CITY The City may, for its convenience, terminate the services then remaining to be performed at any time without cause by giving written notice to successful consultant of such termination, which shall become effective thirty (30) days following receipt by consultant of such notice. In that event, all finished or unfinished documents and other materials shall be properly delivered to the City. If the Agreement is terminated by the City as provided in this section, the City shall compensate the successful consultant in accordance with the Agreement for all services actually performed by the successful consultant and reasonable direct costs of successful consultant for assembling and delivering to City all documents. No compensation shall be due to the successful consultant for any profits that the successful consultant expected to earn on the balanced of the Agreement. Such payments shall be the total extent of the City's liability to the successful consultant upon a termination as provided for in this section. T. INSURANCE Successful Consultant shall obtain, provide and maintain during the term of the Agreement the following types and amounts of insurance as indicated on the Insurance Checklist which shall be maintained with insurers licensed to sell insurance in the State of Florida and have a B+ VI or higher rating in the latest edition of AM Best's I nsurance Guide. Name the City of Miami Beach as an additional insured on all liability policies required by this contract. When naming the City of Miami Beach as an additional insured onto your policies, the insurance companies hereby agree and will endorse the policies to state that the City will not be liable for the payment of any premiums or assessments. Any exceptions to these requirements must be approved by the City's Risk Management Department. FAILURE TO PROCURE INSURANCE: Successful consultant's failure to procure or maintain required insurance program shall constitute a material breach of Agreement under which City may immediately terminate the proposed Agreement. U. CONE OF SILENCE Pursuant to Section 2-486 of the City Code, entitled Cone of Silence, you are hereby advised that the Cone of Silence requirements listed herein shall apply. V. DEBARMENT ORDINANCE Proposers are hereby advised that this RFQ is further subject to City of Miami Beach Ordinance No. 2000-3234 (Debarment Ordinance). Proposers are strongly advised to review the City's Debarment Ordinance. Debarment may constitute grounds for termination of the contract, as well as, disqualification from consideration on any City of Miami Beach RFP, RFQ, RFLI, or bid. X. CODE OF BUSINESS ETHICS Pursuant to Resolution No.2000 23879 each person or entity that seeks to do business with May 12, 2006 Ciry of Miami Beach RFP No: 16-05/06 16 of 33 the City shall adopt a Code of Business Ethics ("Code") and submit that Code to the Procurement Division with your bid/response or within five days upon receipt of request.• The Code shall, at a minimum, require your firm or you as a sole proprietor, to comply with all applicable governmental rules and regulations including, among others, the conflict of interest, lobbying and ethics provision of the City Code. Y. AMERICAN WITH DISABILITIES ACT Call 305-673-7490/VOICE to request material in accessible format; sign language interpreters (five days in advance when possible), or information on access for persons with disabilities. For more information on ADA compliance please call Heidi Johnson Wright, Public Works Department, at 305-673-7080. Z. ACCEPTANCE OF GIFTS, FAVORS, SERVICES Proposers shall not offer any gratuities, favors, or anything of monetary value to any official, employee, or agent of the City, for the purpose of influencing consideration of this proposal. Pursuant to Sec. 2-449 of the City Code, no officer or employee of the city shall accept any gift, favor or service that might reasonably tend improperly to influence him/her in the discharge of his/her official duties. May 12, 2006 RFP No' 16-05/06 City of Miami Beach 17 of 33 INSURANCE CHECK LIST XXX 1. Workers' Compensation and Employer's Liability per the statutory limits of the state of Florida and U.S.L. & H /Jones Act per Federal Law (If required). XXX 2. Comprehensive General Liability (occurrence form), limits of liability $1,000,000.00 per occurrence for bodily injury property damage to include Premises/ Operations; Products, Completed Operations and Contractual Liability. Contractual Liability and Contractual Indemnity (Hold harmless endorsement exactly as written in "insurance requirements" of specifications). XXX3.Automobile Liability - $1,000,000 each occurrence -owned/non-owned/hired automobiles included. 4.Excess Liability - $ . 00 per occurrence to follow the primary coverage. XXX 5. The City must be named as and additional insured on the liability policies; and it must be stated on the certificate. Other Insurance as indicated: _ Builders Risk completed value $ . 00 _ Liquor Liability $ . 00 _ Fire Legal Liability $ . 00 _ Protection and Indemnity $ . 00 Employee Dishonesty Bond $ . 00 XXX Professional Liability $1,000,000 .00 XXX 7.Thirty (30) days written cancellation notice required. XXX 8.Best's guide rating B+: VI or better, latest edition. XXX 9.The certificate must state the Quote number and title VENDOR AND INSURANCE AGENT STATEMENT: We understand the Insurance Requirements of these specifications and that evidence of this insurance may be required within five (5) days after Proposal opening. Vendor May 12, 2006 City of Miami Beach Signature of Vendor RFP No: 16-06/O6 18 of 33 SECTION VI -DOCUMENTS TO BE COMPLETED AND RETURNED TO CITY May 12, 2006 City of Miami Beach RFP No: 16-05/06 19 of 33 REQUEST FOR PROPOSALS NO. 16-05/06 Miami Beach Cost Summary for Disaster Debris Monitoring Directions: Respondent must provide this cost evaluation form upon submittal of proposal. Personnel Number Da s Hours Rate Labor Fee Ex enses Field Inspectors 6 120 6969 Project Manager 1 120 121 Tower Monitor 1 22 774 Data Entry 4 120 1440 Field Coordinator 1 90 324 DROMS Analyst 1 40 Totals Total Labor Fee: Total Expense Fee: Grand Total: May 12, 2006 City of Miami Beach RFP No: 16-05/06 20 of 33 REQUEST FOR PROPOSALS NO. 16-05/06 Risk-Assessment Plan (RAP) All Consultants must submit aRisk-Assessment Plan. The Risk-Assessment Plan must not be longer than two pages front side of page only. The RAP should be submitted in a sealed unmarked envelope and included within the RFP response. The Risk-Assessment Plan should address the following items in a clear and generic language: (1) What risks the project has. (Areas that may cause the Consultant not to finish on time, not finish with budget, cause any change orders, or be a source of dissatisfaction with the owner). (2) Explanation of how the risks will be avoided/minimize. (3) Propose any options that could increase the value of this project. (4) Explain the benefits of the Risk Assessment Plan. Address the quality and performance differences in terms of risk minimization that the City can understand and what benefits the option will provide to the user. No brochures or marketing pieces. May 12, 2006 RFP No: 16-05/06 City of Miami Beach 21 of 33 REQUEST FOR PROPOSALS NO. 16-05/06 ACKNOWLEDGMENT OF ADDENDA Directions: Complete Part I or Part II, whichever applies. Part I: Listed below are the dates of issue for each Addendum received in connection with this RFP:03- 05/06 Addendum No. 1, Dated Addendum No. 2, Dated Addendum No. 3, Dated Addendum No. 4, Dated Addendum No. 5, Dated Part II: No addendum was received in connection with this RFP. Verified with Procurement staff Name of staff (Consultant -Name) (Signature) Date (Date) May 12, 2006 City of Miami Beach RFP No: 16-05/06 22 of 33 DECLARATION TO: City of Miami Beach City Hall 1700 Convention Center Drive Procurement Division Miami Beach, Florida 33139 Submitted this day of , 2006. The undersigned, as consultant, declares that the only persons interested in this proposal are named herein; that no other person has any interest in this responses or in the Contract to which this response pertains; that this response is made without connection or arrangement with any other person; and that this response is in every respect fair and made in good faith, without collusion or fraud. The consultant agrees if this response is accepted, to execute an appropriate City of Miami Beach document for the purpose of establishing a formal contractual relationship between the consultant and the City of Miami Beach, Florida, for the performance of all requirements to which the response pertains. The consultant states that the response is based upon the documents identified by the following number: RFP No.16-05/06 SIGNATURE PRINTED NAME TITLE (IF CORPORATION) May 12, 2006 RFP No: 16-05/06 City of Miami Beach 23 of 33 SWORN STATEMENT UNDER SECTION 287.133(3)(a), FLORIDA STATUTES, ON PUBLIC ENTITY CRIMES THIS FORM MUST BE SIGNED AND SWORN TO IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO ADMINISTER OATHS. 1. This sworn statement is submitted to [Print name of public entity] By [Print individual's name and title] For [Print name of entity submitting sworn statement] Whose business address is and (if applicable) its Federal Employer Identification Number (FEIN) is (If the entity has no FEIN, include the Social Security Number of the individual signing this sworn statement: 4. I understand that a "public entity crime" as defined in Paragraph 287.133(1)(g), Florida Statutes, means a violation of any state or federal law by a person with respect to and directly related to the transaction of business with any business with any public entity or with an agency or political subdivision of any other state or of the United States, including, but not limited to, any bid or contract for goods or services to be provided to any public entity or an agency or political subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material misrepresentation. 5. I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1)(b), Florida Statutes, means a finding of guilt or a conviction of a public entity crime, with or without an adjudication of guilt, in any federal or state trial court of record relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, nonjury trial, or entry of a plea of guilty or polo contendere. 6. I understand that an "affiliate" as defined in Paragraph 287.133 (1)(a), Florida Statutes, means: 1) A predecessor or successor of a person convicted of a public entity crime; or 2) An entity under the control of any natural person who is active in the management of the entity and who has been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The ownership by one person of shares constituting a controlling interest in another person, or a pooling of equipment or income among persons when not for fair market value under an arm's length agreement, shall be a prima facie case that one person controls another person. A person who knowingly enters into a joint venture with a person who has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. May 12, 2006 RFP No: 16-05JD6 City of Miami Beach 24 of 33 5) I understand that a "person" as defined in Paragraph 287.133(1)(e), Florida Statutes means any natural person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding contract and which bids or applies to bid on contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in management of an entity. 6) Based on information and belief, the statement which I have marked below is true in relation to the entity submitting this sworn statement. [Indicate which statement applies.] Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders, employees, -members, or agents who are active in the management of the entity, nor any affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members or agents who are active in management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity, crime subsequent to July 1, 1989. However, there has been a subsequent proceeding before a Hearing Officer of the State of Florida, Division of Administrative Hearings and the Final Order entered by the hearing Officer determined that it was not in the public interest to place the entity submitting this sworn statement on the convicted vendor list. [Attach a copy of the final order] I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH DECEMBER 31 OF THE CALENDAR YEAR IN WHICH IT IS FILED. I ALSO UNDERSTAND THAT I AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHOLD AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES FOR CATEGORY TWO OF ANY CHANGE IN THE INFORMATION CONTAINED IN THIS FORM [Signature] Sworn to and subscribed before me this day of , 2ppg Personally known OR Produced identification Notary Public -State of My commission expires (Type of Identification) (Printed typed or stamped Commissioned name of Notary Public) May 12, 2006 RFP No: 16-05/06 City of Miami Beach 25 of 33 QUESTIONNAIRE Consultant's Name: Principal Office Address: Official Representative: Individual Partnership (Circle One) Corporation If a Corporation, answer this: When Incorporated: In what State: If a Foreign Corporation: Date of Registration with Florida Secretary of State: Name of Resident Agent: Address of Resident Agent: President's Name: Vice-President's Name: Treasurer's Name: Members of Board of Directors May 12, 2006 RFP No: 16-05/06 City of Miami Beach 26 of 33 Questionnaire (continued) If a Partnership: Date of organization: General or Limited Partnership*: Name and Address of Each Partner: NAME ADDRESS * Desi§nate general partners in a Limited Partnership I. Number of years of relevant experience in operating A/E business: 2. Have any agreements held by Consultant for a project ever been canceled? Yes() No() If yes, give details on a separate sheet. 3. Has the Consultant or any principals of the applicant organization failed to qualify as a responsible Bidder, refused to enter into a contract after an award has been made, failed to complete a contract during the past five (5) years, or been declared to be in default in any contract in the last 5 years? If yes, please explain: May 12, 2006 RFP No 16-05/06 City of Miami Beach 27 of 33 Questionnaire (continued) 4. Has the Consultant or any of its principals ever been declared bankrupt or reorganized under Chapter 11 or put into receivership? Yes () No ( ) If yes, give date, court jurisdiction, action taken, and any other explanation deemed necessary on a separate sheet. Person or persons interested in this bid and Qualification Form have ( )have not ( ) been convicted by a Federal, State, County, or Municipal Court of any violation of law, other than traffic violations. To include stockholders over ten percent (10%). (Strike out inappropriate words) Explain any convictions: 6. Lawsuits (any) pending or completed involving the corporation, partnership or individuals with more than ten percent (10%) interest: A. List all pending lawsuits: B. List all judgments from lawsuits in the last five (5) years: C. List any criminal violations and/or convictions of the Consultant and/or any of its principals: 7. Conflicts of Interest. The following relationships are the only potential, actual, or perceived conflicts of interest in connection with this proposal: (If none, state same.) May 12, 2006 RFP No: 16-06/06 City of Miami Beach 28 of 33 Questionnaire (continued) 8. Public Disclosure. In order to determine whether the members of the Evaluation Committee for this Request for Proposals have any association or relationships which would constitute a conflict of interest, either actual or perceived, with any Consultant and/or individuals and entities comprising or representing such Consultant, and in an attempt to ensure full and complete disclosure regarding this contract, all Consultants are required to disclose all persons and entities who may be involved with this Proposal. This list shall include public relation firms, lawyers and lobbyists. The Procurement Division shall be notified in writing if any person or entity is added to this list after receipt of proposals. May 12, 2006 RFP No: 16-05/06 City of Miami Beach 29 of 33 Questionnaire (continued) The Consultant understands that information contained in this Questionnaire •will be relied upon by the City in awarding the proposed Agreement and such information is warranted by the Consultant to be true. The undersigned Consultant agrees to furnish such additional information, prior to acceptance of any proposal relating to the qualifications of the Consultant, as may be required by the City Manager. The Consultant further understands that the information contained in this questionnaire may be confirmed through a background investigation conducted by the Miami Beach Police Department. By submitting this questionnaire the Consultant agrees to cooperate with this investigation, including but not necessarily limited to fingerprinting and providing information for credit check. WITNESS: IF INDIVIDUAL: Signature Signature Print Name Print Name WITNESS: IF PARTNERSHIP: Signature Print Name of Firm Print Name Address By: General Partner Print Name WITNESS: IF CORPORATION: Signature Print Name of Corporation Print Name Address By: President (CORPORATE SEAL) Attest: May 12, 2006 RFP No: 16-05/06 City of Miami Beach 30 of 33 SECTION VII -BEST PERFORMANCE PROCUREMENT INFORMATION DOCUMENTS TO BE COMPLETED BY CUSTOMERS OF THE RESPONDENT May 12, 20D6 City of Miami Beach RFP No: 16-05/06 31 of 33 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov PROCUREMENT DIVISION Tel: 305.673.7490 ,Fax: 305.673.7851 April 12, 2006 To: Phone: Fax: E-mail: Subject: Performance Evaluation of Number of pages including cover: 2 To Whom It May Concern: The City of Miami Beach has implemented a process that collects past performance information on various Consultants that perform disaster debris monitoring services. The information will be used to assist City of Miami Beach in the procurement of various debris monitoring services projects. The company listed in the subject line has chosen to participate in this program. They have listed you as a past client that they have done work for. Both the company and City of Miami Beach would greatly appreciate you taking a few minutes out of your busy day to complete the accompanying questionnaire. Please review all items in the following attachment and answer the questions to the best of your knowledge. If you cannot answer a particular question, please leave it blank. Please return this questionnaire to Roman Martinez by Tuesday Mav 23 2006 or earlier by fax: 305.673.7851; or a-mail romanmartinez(cci)miamibeachfl.gov Thank you for your time and effort. Gus Lopez, CPPO Procurement Director May 12, 2006 RFP No: 16-OS/O6 City of Miami Beach 32 of 33 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachFl.gov PROCUREMENT DIVISION Tel: 305.673.7490 ,Fax: 305.673.7851 PERFORMANCE EVALUATION SURVEY Consultant Name: Point of Contact: Phone and a-mail: Please evaluate the performance of the Consultant (]0 means you are very satisfied and have no questions about hiring them again, 5 is if you don't know and 1 is if you would never hire them again because of very poor performance). NO CRITERIA ~ UNIT 1 Ability to manage the project cost (minimize change orders) (1_10) 2 Ability to maintain project schedule (complete on-time or early) (1-10) 3 Accuracy and Quality of reports and surveys (]-10) 4 Professionalism and ability to manage (includes responses and rom t a ments to su Tiers and subConsultants (1-10) 5 Performance in conducting final inspections, monitoring TDMS restoration and the deliverin of closeout re orts (1-10) Ability of communicate accurately and provide accurate 6 documentation in support of all work related to on-site disaster (I-l0) debris monitorin ~ Ability to follow the users rules, regulations, and requirements (as set forth b the user A enc and FEMA (1-10) 8 Overall customer satisfaction and hiring again based on performance (comfort level in hiring Consultant again) (1-10) Overall Comments: Agency or Contact Reference Business Name: Contact Name: Contact Phone and a-mail: Date of Services: Dollar Amount for Services: PLEASE FAX THIS QUESTIONNAIRE TO ROMAN MARTINEZ AT 305.673.7851 May 12, 2006 RFP No: 16-05/06 City of Miami Beach 33 of 33 ~ R ~~ __ -w q _-_ _- _~-. L Emergency Disaster Debris Monitoring Services for the City. of Miami Beach RFP# 16-05106 June 2006 PROPOSAL .~ ~-~~ .. ~~ ~. _ .... - - -- r t; .. f "': ,.- _° r r~;!` ~"'r,~-^ mac: ._.....A:wCJw~" - ~ ....._. ll - _.. ~ ~ e Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cihj of Miami Beach Table of Contents Section A -Introduction Letter ..................................................................................................1 Section B -Cost Information ...................................................................................................... 3 Section C -Client Survey ............................................................................................................ 4 Section D -Past Performance Information .............................................................................. 5 D.1 Organization Overview .................................................................................................... 5 D.2 CDM -Profile in Emergency Response ............................................... ........................... 5 D.3 CDM Florida Emergency Response Services ................................................................ 7 D.4 Recent Experience .............................................................................................................. 7 Section E -Methodology and Approach ................................................................................ 20 E.1 Approach ........................................................................................................................... 21 E.2 Innovative Approaches through Lessons Learned ..................................................... 24 E.3 Quality Assurance and Quality Control ....................................................................... 25 Section F -Qualifications of Consultant Team ...................................................................... 26 Section G -Risk-Assessment Plan ........................................................................................... 71 •T j T 800 Brickell Avenue, Suite 710 Miami, Florida 33131 tel: 305 372-7171 fax: 305 372-9167 June 9, 2006 City of Miami Beach City Hall Procurement Division -Third Floor Attn: Mr. Roman Martinez, Senior Procurement Coordinator 1700 Convention Center Drive Miami Beach, Florida 33139 Subject: Emergency Disaster Debris Monitoring Services for the City of Miami Beach RFP No. 16-05/06 Dear Selection Committee Member: Camp Dresser & McKee Inc. (CDM) is pleased to submit our proposal in response to your request for disaster debris monitoring services. By applying the post-disaster experience of our local project team and over 14 years of experience working with the City's infrastructure, CDM will efficiently assist the City of Miami Beach (City) in achieving your debris monitoring and management goals. Documentation of CDM's qualifications are summarized below and supported by further details in the remainder of this submittal. CDM offers the City local, dedicated staff who not only know the City's infrastructure, but bring experience in disaster planning and debris monitoring. Recognized and Applicable Expertise. For almost 60 years, CDM professionals have been successfully leading and meeting the challenges of the environmental industry. Our most recent relevant Florida experience includes managing the cleanup of debris in Deerfield Beach after Hurricane Wilma and assisting Martin County after Hurricanes Frances and Jeanne. Within the last year alone CDM employees from 20 offices around the country provided more than 20,000 hours of assistance to FEMA Regions II, III, and IV in the largest disaster assistance deployment in our company's history. CDM's technical expertise, state and local experience, and qualified individuals allowed us to offer the necessary technical skills when and where FEMA needed them most. Local and National Resources. CDM serves more than 220 Florida clients from 10 offices strategically located to provide our clients with high quality, locally responsive service. Our Florida offices are staffed with more than 380 professionals who are continually working to stay abreast of local, state and national regulations, and to build strong working relationships with our clients and local agencies. More importantly, our local Miami-Dade office has been serving the City for over 14 years. At the same time, our team will be able to access all of CDM's national resources for assistance, if required and as needed to meet the needs of this assignment. Selection Committee Member June 9, 2006 Page 2 Familiarity with the City of Miami Beach. CDM has been involved with the City in numerous infrastructure community projects since the early 1990's. CDM has worked closely with City staff and elected officials to provide outstanding service on many projects, including the program management for infrastructure upgrades project and design upgrades to the City's existing five water booster stations and 23 wastewater pump stations. CDM has a proven record with the City and looks forward to working with the City on this very challenging work. A Project Tested Team and Full Service Office. CDM has assembled a team of professionals who have successfully collaborated with City staff on previous projects. Our leadership is intimately familiar with City practices and procedures. Mr. Victor J. Pujals, P.E., DEE, as officer- in-charge, will be responsible for development and negotiation of work authorizations, contract administration, assignment of staff, and quality control. Mr. Pujals has along-standing proven record of success with the City, most recently having been involved with the design upgrades to the City's existing five water booster stations and 23 wastewater pump stations. The team is led by a seasoned project manager Jason A. Johnson, P.E. He will be the liaison with the City for the duration of the cleanup effort. Other key team members include Kevin Leo, P.E. and Charles E. "Skip" Cook, P.E., DEE, both of whom are well versed in Disaster Debris Monitoring. CDM offers the City of Miami Beach a large pool of resources from local, state and national offices as the situation may demand. In summary, CDM places at your service a highly experienced, local team that will be very responsive to your needs in times of crisis. Our approach provides the City with an unparalleled team that can move at a rapid pace in the aftermath of a disaster event as well as assist in the planning that must be completed in advance of any disaster. We look forward to the opportunity to work with the City's staff on this very important undertaking in an expeditious and cost effective manner. We stand committed in continuing to provide the City of Miami Beach with the competent professional services upon which our solid reputation is built. We look forward to answering any questions you may have. Thank you for your kind consideration. Very truly yours, ~l Victor J. Pujals, P.E., BCEE Vice President Camp Dresser & McKee Inc. Emergency Disaster Debris Monitoring Sewices RFP #16-05/06 The City of Miami Beach Section B -Cost Information As per the requirements of the Request for Proposals CDM has included in the Section entitled "Documents to be Submitted (Pages 19-30)", a completed Cost Summary form. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Section C -Client Survey As required in the Request for Proposals, CDM has provided our clients with the Performance Evaluation Letter and Survey that was attached on pages 30 and 31 of the RFP, and hate requested that our clients submit the completed survey to the contact person listed on page 6 of the RFP. The following clients were asked to complete the required forms and return them to the City of Miami Beach: ^ Hurricane Wilma Emergency Debris Management Assistance, Deerfield Beach, Florida, 2005 Carl F. Peter, Director, Public Works & Env. Services, City of Deerfield Beach, Tel: 954.480.4390 email: cpeter@deerfield-beach com ^ Hurricane Ivan Emergency Debris Management Assistance, Bay County, Florida, 2004 Richard Hunt, (former Utilities Director for Bay County), Bay County, Florida Tel: 850.913.0250 email: hatl@comcast.net ^ Emergency Response and Storm Debris Cleanup Assistance, Martin County, Florida, 2004 Mr. Patrick Yancey, Solid Waste Administrator, Martin County Utilities and Solid Waste Dept. Tel: 772.221.1386 email: pyancey@martin.fl.us ^ Emergency Response and Storm Debris Cleanup Assistance, Palm Beach County, Florida, 1999-2000, John Booth, P.E. Dir., Engineering & Public Works, Palm Beach County Tel: 561.640.4000 email: jboothG~swa.org ^ Emergency Management of Hurricane Cleanup, Panama City, Florida, 1995-1996 Daniel Duda (retired County Manager for Bay County), Bay County, Florida Tel: 850.874.1217 email: danieldudaC~aol.com ^ Disaster Debris Management Contracting & Planning, Berkeley County, SC, 2001-2005 Mark Schlievert, P.G., Berkeley County Water and Sanitation Authority, Berkeley County, SC Tel: 843.572.4400 email: schlievertC~bcwsa.com ^ Emergency Debris Removal and Landfill Repair, Berkeley County, South Carolina, 2004 Mark Schlievert, P.G., Berkeley County Water and Sanitation Authority, Berkeley County, SC Tel: 843. 572.4400 email: Schlievert@bcwsa.com ^ Emergency Response Planning, Marco Island, Florida, 2004 A. Rony Joel, P.E., DEE, Public Works Director, City of Marco Island, Florida Tel: 239.389.5064 email: rjoel@cityofmarcoisland com ^ FEMA Technical Assistance Contract -Subcontractor to Fluor on FEMA PA TAC, 2004-2006 W. Brett Barclay, Tel: 703-351-6454 email: brett.barclay~fluor com ^ Professional Services in the Management and Oversight of Debris Removal, St. Tammany Parish, Mandeville, Louisiana 2005, Joe Shoemaker, Drainage Engineer, Tel: 985-867-5064 email: jshoemakerC~stp ov orQ ~ ~ iF~ Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Section D -Past Performance Information D.1 Organization Overview CDM is a global, full-service consulting; engineering, construction, and operations firm helping clients improve the environment and infrastructure. An employee-owned corporation with amulti-disciplinary staff of 3,800 in over 105 offices worldwide, CDM maintains the size, stability, financial and human resources required to successfully manage and execute Emergency Disaster Debris Monitoring Services for the City of Miami Beach (City). CDM has been in operation since 1947, when it was organized as a partnership by its three (3) principals. In 1970, CDM was organized as a Corporation and for almost 60 years, CDM has been serving clients throughout the United States. In Florida, CDM has been in operation since 1974. Since its establishment, CDM has grown to provide a full range of services, including water, wastewater, water resources, solid waste, environmental, transportation, infrastructure, and facility management to public and private clients worldwide. CDM's expansion into design/build (D/B) operate services in the 1990s furthered our goal of providing full service solutions to our clients. The Officer-in-Charge for this project is Mr. Victor J. Pujals, P.E., DEE. Mr. Pujals is located in CDM's Miami office at 800 Brickell Avenue, Suite 710, Tel: 305.372.7171 Fax: 305.372.9167. He will be responsible for CDM's adherence to budget commitments and contractual agreements for this project. D.2 CDM -Profile in Emergency Response In an emergency, there is little time for seeking out new consultants, prequalifying contractors, or managing multiple contracts. Camp Dresser & McKee Inc. (CDM) offers a unique and simple approach to managing emergency contracts: we act as your single contact for consulting, engineering, construction, and operations. A Reputation You Can Trust -CDM has almost 60 years of experience completing environmental and infrastructure projects of all sizes. Of all the design and construction firms in the nation, we are currently ranked 28th among the top 500 design firms and 4th of the top Design Firms in Sewer and Solid Waste (ENR, 2006). Our reputation for excellence means you can rely on the superior quality of our service. Fast Response -CDM employs more than 3,800 professionals in over 105 offices worldwide. Because our key local contacts are reachable 24-hours-a-day, 7-days-a-week to respond to crisis situations, we can respond quickly to your emergency. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Comprehensive Service Offerings - CDM's expertise encompasses all aspects of water, wastewater, stormwater, water resources, solid and hazardous waste, transportation, and infrastructure management. This diversity enables us to bring a "big picture" view to any project, understanding how an emergency may impact many interconnected systems and facilities. Single Point of Responsibility -Under an alternative project delivery system approach, CDM is the single point of responsibility for all aspects of a project, simplifying project administration and coordination. With a single contact, owners can focus on resolving the crisis at hand, instead of coordinating multiple contracts and firms. Flexibility in Project Delivery - CDM's diverse range of services and project delivery methods gives us the flexibility to tailor project approaches to the owners' needs. We work closely with owners to evaluate which delivery mechanisms are most suitable for their particular projects and most effective in an emergency situation. Engineering Expertise And Resources - In addition to solid construction and operations resources necessary to implement an emergency response, CDM brings the technical engineering expertise necessary to identify the problem quickly and develop the best solution. During an emergency, both our engineers and our construction personnel arrive on-site immediately and work together to conduct inspections, assess damage, conduct failure analyses and risk assessments (where appropriate), evaluate solutions, design and implement short-term solutions, and, eventually, develop long-term improvements. Self-Performance Capabilities -CDM maintains trained field crews to self-perform a large portion of the work on construction projects. We typically self- perform design, mechanical, instrumentation/ control, concrete, civil, operations, and project management activities. By performing an estimated 40 to 80 percent of the work ourselves, our clients realize cost savings, accelerated schedules, and better control of the project. Strength Under Pressure -CDM has assisted clients worldwide in times of emergency. Our experience includes managing the cleanup of debris in Deerfield Beach, Florida after Hurricane Wilma; repairing the Mamaroneck Wastewater Treatment Plant (WWTP) in New York after a power outage caused major flooding; coordinating the repair of the P Street WWTP in Fort Smith, Arkansas, after a large tornado rendered the plant inoperable; and restoring water service to Providence, Rhode Island residents after a large water main burst. With our experience handling many types of emergencies, CDM brings proven expertise in emergency management. Emergency Disaster Debris Monitot~ittg Services RFP #16-05/06 The City of Miami Beach We have experience in assisting clients nationwide in emergency situations. CDM has amassed the technical engineering expertise and experience necessary to identify problems quickly and develop the best solutions. The following projects are a partial compilation of recent experiences demonstrating CDM's ability to respond in an emergency. In response to Hurricane Katrina, CDM assisted, and in some cases, is still currently working on multiple federal and municipal projects for disaster recovery and restoration: Federal Emergency Management Agency; U.S. Air Force Civil Engineering Support Agency; Jefferson Parish, Louisiana; St. Bernard Parish, Louisiana; St. Tammany Parish, Louisiana St. Charles Parish, Louisiana; Orleans Parish, Louisiana Hurricane Wilma Emergency Debris Management Assistance , City of Deerfield Beach, Broward County, Florida Hurricane Ivan Emergency Debris Management Assistance, Bay County, Florida Solid Waste Authority of Palm Beach County, Hurricane Irene, Debris Cleanup. These are just a few examples of CDM's commitment to providing exceptional client services. D.3 CDM Florida Emergency Response Services CDM has been performing engineering services in -Tallahassee Florida since 1974, and construction, operations and Jacksonville construction management since 1993. CDM serves more than 200 clients from 10 offices strategically located to ~~ provide our clients with high quality, locally responsive =,Panama city service. Our Florida offices are staffed with more than 380 Orlando professionals who are continually working to stay abreast of local, Tampa state, and national regulations, and to build strong working vera aea~n relationships with our clients and local agencies. D.4 Recent Experience Fart CDM has had the opportunity to assist many communities in the southeast and ~ across the United States with the assessment, clean up, and reconstruction of public infrastructure following major disasters. CDM strength comes from our • -''''~ Lauderdale Mlaml E~nergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach breadth of experience in engineering projects. Our services include all engineering, program management, and project management services required to assist clients in their hurricane and debris clean up efforts. CDM has the necessary personnel to implement disaster response activities, perform contract management duties and coordination with Federal Emergency Management Association (FEMA) reimbursement officials. Many municipalities have taken a proactive view of their role in responding to a disaster and has been working on and improving their Disaster Debris Management Plans. Models for disaster debris management plans usually consist of two parts. The first part includes securing debris hauling contractors ("Stick Pick-up") ready to respond should a disaster occur. The second part is the overall planning, implementation, and management of all activities associated with pre- and post-disaster activities. CDM has the required personnel and experience to assist clients in the second task of the plan. D.4.1 Hurricane Wilma Emergency Debris Management Assistance, City of Deerfield Beach, Broward County, Florida, 2005 Hurricane Wilma struck the southeast coast of Florida on the morning of October 24, 2005 and caused significant damage upon the property and vegetation within the city limits of Deerfield Beach, Florida. A state of emergency was declared in the area due to the severity of the damage within Broward County. The City of Deerfield Beach recognized that the storm debris clean-up would be a significant task and requested that CDM supply professional assistance for this effort. Due to the urgency of the situation, CDM staff mobilized within 48 hours of notification from the City and 6 field monitors were provided seven days a week, 12 hours a day to monitor activities at two debris disposal sites for a period of two weeks. During project execution, the following debris monitoring tasks were completed: ' ^ Inspection of contractor loads for content. ^ Debris volume estimation. ^ Writing of load tickets. ^ Development and compilation of daily debris disposal activities reports. CDM's responsiveness and professionalism helped the City get restored in a timely fashion and assisted with its efforts in getting reimbursed for debris cleanup related activities from FEMA. D.4.2 Hurricane Ivan Emergency Debris Management Assistance, Bay County, Florida, 2004 Hurricane Ivan struck the panhandle of Florida on the morning of September 16, 2004 and caused significant damage upon the homes and businesses of the property owners in Bay County. A state of emergency was declared in the area due to the severity of the property damage within the County. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miasni Beach The County recognized that the storm debris clean up would be a significant task and requested that CDM supply professional assistance for this effort. Due to the urgency of the situation, athree-phase program was implemented. The initial phase of the project involved assisting the County with assessment of the problem, developing an emergency response bid package for debris removal, acquiring bids for debris removal, and coordinating efforts with the Federal Emergency Management Agency (FEMA), the contractor selected (Big Wheel Inc.), and County staff. The second phase of the project involved monitoring the collection, hauling, and disposal of collected storm debris. The third phase of the project included project management and reporting activities for FEMA. During project execution, the following tasks were completed: Returning to Bay tounty 1Nhen Hurricane Opal struck the Panama City, Florida area in 1995, causing considerable flooding and damage, Bay County retained CDM to manage the $3 million cleanup of more than 65,ODD tons of debris. In October 2004, when Hurricane Ivan spawned three damaging tornadoes that bounced through the county, officials once again called upon CDM to provide emergency debris management oversight. "The tornadoes caused substantial damage, leaving structural debris and vegetative waste scattered across Bay Cotmty," e~cplained Jaime Girardi, CDM project manager. "Our relationship with Bay County and famt~iarity with post-storm debris management enabled us to quickly step in. We also provided eight CDM experts to augment Bay County's solid waste staff', jumpstarting the recovery effort and allowing county staff' to focus on mare pressing matters:' ^ Preparation of a bid package to assist the county with acquiring a contractor to complete the clean up activities ^ Field monitoring duties during clean up activities, which included providing up to eight field monitors during project execution ^ Compilation of daily and weekly reports for debris removal ^ Reviewing pay requests and coordinating activities with FEMA representatives to ensure eligibility for FEMA funding ^ General program management services as begun in Phase 2 of Hurricane Ivan Debris Management Assistance ^ Conducting weekly review meetings to monitor contractor activities, address field problems, FEMA concerns, and adjust collection priorities as required ^ At the end of the project, CDM prepared a summary report of the activities, including tabulation of the amounts of debris removed and disposed of by site. Within 72 hours of Bay Caunty~s call for help, CDM assembled and distributed 31 bid packages to various contractors and debris removal firms. After the arunty received only one response, due to four back-to-back hurricanes keeping debris removal companies bus}; CDb3 worked with county managers to truodify and reissue the bid requirements to local contractors, resulting in seven quality bids CDivf's cleanup effort also included project startup with FEIVI.A, monitoring and reporting of debris collection with landfill dis- posal, and training off-duty county firefighters and other staff to assume monitoring and program man- agement responsibilities. "CDIvf's skills and knowledge made the difference in removing the county's 51,000 cubic }°ards of debris in only 6 weeks," said Rich Hunt, solid waste di~zsion manager for Bay County. "Their project orchestration kept the effort moving smoothly forward and helped to ensure that our cleanup cam- paign stayed on tracl: and on budget" Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach D.4.3 Emergency Response and Storm Debris Cleanup Assistance, Martin County, Florida, 2004 In the aftermath of Hurricanes Frances and Jeanne, CDM was retained by Martin County to assist with monitoring the emergency response program. CDM's tasks included assisting Martin County with the monitoring of the debris cleanup effort, obtaining reimbursement funds from FEMA and complete damage assessment of the landfill, transfer station, leachate treatment system and all related ancillary facilities. CDM provided the following services to Martin County: ^ Field monitoring of contractor activities at the designated disposal sites, including checking loads for content ^ Maintain accurate records of each load, its source, and content ^ Attended meetings with contractors, county staff, and officials from various emergency response agencies ^ Prepared weekly activity reposts for the County ^ Prepared daily volume totals for each contractor ^ Reviewed and verified contractor pay requests ^ Prepared final report. D.4.4 Emergency Response and Storm Debris Cleanup Assistance, Palm Beach County, Florida, 1999-2000 In October 1999, Hurricane Irene swept through south Florida with winds up to 95 miles per hour and rain up to 15 inches, leaving an extensive cleanup effort for Palm Beach County agencies. The Solid Waste Authority of Palm Beach County (SWA), responsible for the collection and disposal of vegetative debris, contracted with CDM to assist with the cleanup effort. Overwhelmed with debris left in the wake of Hurricane Irene, SWA needed assistance with handling materials collected in the cleanup effort. After realizing the magnitude of the effort, CDM was contacted to assist in monitoring waste collection and obtaining reimbursement funds from FEMA. Within 72 hours of receiving the call for help, CDM mobilized personnel from around Florida to assist with the emergency response program. Employees were positioned at eight (8) sites around Palm Beach County to monitor the hauling contractors and document the quantity, quality, and origin of the waste. CDM performed the following activities: ^ Designated collection and loading sites for each contract ^ Field-monitored the contractor activities at the collection and loading sites ^ Monitored the designated disposal sites, including checking all loads for content and maintaining accurate records of each Emergerrc~ Disaster Debris Monitoring Services RFP #16-05/06 The Citij of Miami Beach load, its source, and content ^ Record keeping ^ Attended regular meetings with the contractors, SWA staff, and officials from various emergency response agencies ^ Reviewed field inspection logs and photographs ^ Prepared weekly activities reports for SWA ^ Prepared daily tonnage totals for each contract by designated service area. D.4.5 Emergency Management of Hurricane Cleanup, Panama City, Florida, 1995-1996 Hurricane Opal, which struck the Panama City area on October 4,1995, caused considerable flooding and damage, leaving substantial amounts of construction and demolition debris, uprooted trees, and other vegetative waste. State and federal officials estimated that the cost of the public cleanup effort alone would exceed $3 million and produce in excess of 65,000 tons of debris just from the unincorporated areas of the county. Consequently, Bay County retained CDM to manage the cleanup program. CDM developed atwo-phase program for management of the emergency cleanup activities. The first phase entailed producing a plan for the cleanup and the second phase consisted of implementing the plan. When CDM was hired, Bay County had already received approximately 60 unsolicited responses from contractors and debris removal firms. CDM consolidated the responses, developed qualifications statements for interested firms, pre-qualified bidders, and received bid proposals in three and a half days. CDM then assisted the County in negotiating a favorable contract price for loading, hauling, and disposing of the storm debris. CDM assisted Bay County in the implementation phase of the project, which included monitoring loading, collection, and hauling contractors; monitoring landfill scales and weigh tickets; providing daily reports on loads disposed of at the landfill; and training local staff to take over daily operation and management of the program. Over 2001oads per day were routinely inspected, logged, and disposed of at the county landfill. As part of the program management efforts, CDM also implemented a public information and hotline system to answer inquiries from local residents. CDM coordinated cleanup activities with the Federal Emergency Management Agency (FEMA), consolidated contractor invoices, and prepared documentation for submittal to FEMA for reimbursement on multiple damage survey reports (DSR). EsnergencJ Disaster Debris Monitoring Services RFP #16-05/06 The CihJ of Miasni Beach D.4.6 Disaster Debris Management Contracting & Planning, Berkeley County, South Carolina, 2001 - 2005 In the event of a natural or manmade disaster, the Berkeley County Water and Sanitation Authority (BCW&SA) understood that planning before the disaster was important for an effective and timely debris cleanup operation. Consequently, BCW&SA asked CDM to help prepare a Request for Proposals (RFP) for Standby Disaster Debris Management Services. The requested standby services detailed in the RFP included: ^ Emergency roadway clearing following the first 70-hours after the disaster; ^ Collection and hauling of disaster generated debris; ^ Establishment, operation, maintenance, and clean-up of temporary debris storage and reduction and sites clearing sewer easements; and ^ Providing labor, equipment, materials, and services to repair county facilities and support county employees assisting in the recovery effort. CDM provided bidding and proposal evaluation services to BCW&SA following the RFP development. CDM's services allowed BCW&SA to enter into negotiations with a nationally recognized debris management firm capable of providing the entire scope of debris management services requested, should the need arise. CDM assisted the county in finalizing their debris management plan, which provides a framework for a successful disaster response. Major components of the plan include: outlining responsibilities and tasks, identifying debris-clearing priorities, classifying debris, providing guidance for operating debris reduction and storage sites and, specifying waste segregation procedures. CDM is also providing a wide range of planning and emergency response services. As the emergency management and recovery consultant, CDM performed the following: ^ Monitored all debris contractor operations ^ Tracked and report on debris management progress ^ Provided public relations assistance ^ Provided hazardous waste material specialists ^ Provided engineering services related to the inspection, design and repair of critical infrastructure ^ Provided annual training and coordination for county employees ^ Assisted with debris management planning. n E- Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach D.4.7 Emergency Debris Removal and Landfill Repair, Berkeley County, South Carolina, 2004 After suffering damage from Tropical Storm Gaston on August 28 through August 30, 2004, Berkeley County, South Carolina activated an Emergency Management and Recovery contract with CDM on September 1, 2004. The storm event was declared by FEMA on September 15. CDM immediately mobilized staff to Berkeley County and began implementing the emergency response work plan. CDM is overseeing the private sector debris removal contractor, performing public information duties, and the emergency landfill repairs. As part of the project, CDM has mobilized an Emergency Management and Recovery Consultant (EMRC) Manager, a Disaster Contracts Administration Team (DCAT) Manager, Debris Collection and Site Monitors, and a public relations specialist. The primary responsibility of the DCAT will be to provide oversight of the Debris Removal and Disposal Contractor's efforts and ensure compliance ~~'^ with the Berkeley County Debris Management Plan and all federal and state regulations which govern debris cleanup and allow for maximum reimbursement. For the public information portion of the project, CDM performed media relations responsibilities such as writing press releases, participating in interviews, setting up appointments for the media to film debris removal, and fielding any questions from the media; performed customer relations responsibilities such as answering the resident hotline, conducting follow up calls with residents, and maintaining a database of concerns and complaints; and performed other public relations responsibilities such as updating the project team on customer complaints and creating a punch list of concerns after the second debris cleanup pass. As part of the landfill repairs, CDM oversaw the day-to-day repairs of the landfill. CDM acted as the liaison between the chosen contractor and the County, answering any contractor questions. CDM prepared daily reports of all landfill repairs. D.4.8 Emergency Response Planning, Marco Island, Florida, 2004 For the City of Marco Island, Florida, CDM developed an Emergency Response Plan (ERP) to meet the requirements of the Public Health Security and Bioterrorism Preparedness and Response Act of 2002, which requires that all community water systems serving a population of more than 3,300 develop an ERP and certify it to the USEPA. The ERP determined the Utility's strategy for response to malevolent attacks against the water system. The ERP includes an Emergency Response Team (ERT) that may be activated in an emergency and prescribes the necessary actions by each member of the ERT. CDM's security specialists reviewed the Utility's Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach vulnerability assessment to confirm that the ERP addressed the design basis threats that were established during that process. Consequently, ten site-specific emergency action plans were developed for the ERT to use when the ERP is activated. The ERP identified specific ERT members and their roles in an emergency. The location of the Utility's Incident Command Center (ICC) was established and recommendations for staffing, equipping, and supplying the ICC were included. Suppliers of emergency services and equipment were identified, including: first responders, law enforcement, regulatory agencies, equipment suppliers, chemical suppliers, and media outlets. An initial workshop was conducted to establish the ERT composition and to collect system data to be used in the preparation of the ERP. The ERP was developed to cover the water and the wastewater systems on Marco Island and Marco Shores. CDM developed a proposed plan and once again met with Utility staff to review and verify agreement with the approach. With agreement on the proposed approach, CDM proceeded to prepare a final ERP. The ERP was certified to the EPA in December 2004, in compliance with the Public Health Security and Bioterrorism Preparedness and Response Act of 2002. D.4.9 FEMA Technical Assistance Contract -Public Assistance, Numerous Locations Nationwide, 2004 -Ongoing CDM has managed more than SO in-house personnel and subcontracted resources mobilized to support disaster recovery work of the FEMA. To help address the disastrous impacts from Hurricanes Charley, Frances, Ivan and Jeanne in 2004 and Hurricanes Dennis, Katrina, Rita and Wilma in 2005, CDM has been providing Public Assistance (PA) to in federally declared disaster areas across the country. CDM completed rapid mobilizations of staff to the disaster areas to support a variety of recovery activities, including: ^ Monitored debris collection, haul, removal, reduction and final disposition in multiple incorporated and unincorporated municipalities in central Florida by Debris Monitors and Specialists ^ Real-time mapping utilizing geographic information systems (GIS) of debris ^ Assessment of damages to public facilities eligible for federal reimbursement (including specialty work on medical and research facilities) by trained and experienced Project Officers (POs) and Public Assistance Coordinators (PACs) ^ Community relations support during initial emergency response activities ^ Development of long-term community recovery (LTCR) plans by planners, economic developers and technical specialists such as environmental and coastal engineers. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach The GIS efforts related to debris removal and monitoring activities were particularly formidable in that CDM was responsible for daily production of updated GIS debris maps which were electronically sent to FEMA, DHS and the White House as part of requested daily situation reports. D.4.10 St. Tammany Parish Professional Services in the Management and Oversight of Debris Removal, 2005 CDM in association with Tamplan, LLC and AIMS Group, Inc. provided St. Tammany Parish with professional services in the management and oversight of the Debris Removal. CDM was responsible for program coordination, debris monitoring and supervision of debris monitoring and acted as an extension of staff for St. Tammany Parish in the daily operations of debris removal from designated waterways that were heavily impacted by Hurricanes Katrina and Rita. The debris included vegetative material, construction debris, white goods, non-contaminated soils, marsh grass, wood, metal, plastic, glass, rubber, vinyl, fiberglass, automobiles, boats, houses, trailers, mobile homes, and limited hazardous waste. CDM implemented this program according to the needs of St. Tammany Parish and FEMA and followed the general procedures outlined by St. Tammany Parish. The project work was on-going 7 days a week and exceeded 40 hours per worker. CDM provided field equipment necessary to assess work sites including boats. Additionally, CDM implemented a health and safety program for all our field staff. Florida Solid Waste EXperieClCe Additional Qualifications Florida Solid Waste Experience Overview CDM's experience with solid waste planning, management and technologies is extensive and diverse. Our solid waste clients include some of the largest counties and cities in the United States, including Palm Beach County, Chicago, New York and Philadelphia. CDM was ranked the #4 firm in the country in solid waste engineering/ consulting by Engineering News- Record magazine. While no data is available, we believe that CDM has completed as much solid waste Panama City LEGEND TaNahassee Nrwra Jacksonville rrwr tlryM LJ . r` OIyN AbolY~ Puhrn Fw {, ~~ Y: .. r. i M °io Orlando i Tampa a.o.d. _., ~ Vero Beach - • Landfill Projects (County) 0 -Master Planning Projects (County) -Resource Recovery Projects (Count - Other Shcd Waste Projects (County) - - Franchisingg, Flnanclal, and Rate Studies (County) .. ,n.iarv West Palm Beaeh Fort Myers';;,. Fort Lauderdale MNmI engineering/ consulting in Florida over the past five years as any other firm. Therefore, CDM offers the City the benefits of having unmatched local solid waste experience as well as experience across Florida and the entire country. ~~ Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach CDM is experienced in all aspects of solid waste management, and has long served the solid waste management needs of municipal clients. The attached map provides an overview of some of our landfill clients in the State of Florida, demonstrating our extensive experience and qualifications in the solid waste arena. As a global environmental engineering firm, CDM routinely delivers professional analysis, planning, and design covering the following solid waste professional services: ^ Transfer Station Permitting, Modifications, and Operation ^ Class 1, Class III, and Special Waste Management Operations ^ Rates, Generation, Composition, and Financial Studies/Reports ^ Landfill Site Selection, Permitting, and Design ^ Landfill Closure Planning and Design ^ Landfill End Use Planning and Design ^ Recycling/Promotional/Educational ^ Stormwater Management ^ Landfill Gas Recovery/Monitoring/Control. Hazardous Waste Management CDM is versed in all aspects of environmental regulation, methods of site investigation, analytical evaluation of information, design of feasible solutions, and construction oversight. CDM has provided public and private clients with technical data collection, field sampling, site analysis and monitoring, data evaluation, and design services on hundreds of projects. We are adept at collecting, interpreting, and evaluating information for soil, surface and ground water, marine and freshwater sediments, vegetation, and historical land use to determine the profile of contamination. Our staff of experienced field samplers have completed studies involving petroleum hydrocarbons, dioxins, PCBs, heavy and toxic metals, volatile and semi-volatile organic compounds, and pesticides. We have evaluated Department of Defense sites, landfills (municipal and hazardous) and illegal dumpsites, industrial facilities and property, commercial and retail properties, coastal waters and urban embayments, near-shore sediments (as part of dredge and fill operations), sanitary sewer systems, and underground storage tank sites. CDM conducts feasibility studies based on site complexity, regulatory requirements, and client specific requirements. Focus is provided on tested engineering solutions with an eye on developing technologies that emphasize recycling/reuse and contaminant destruction. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach CDM's remedial design has focused on biological remediation systems, interception trenching and free product recovery, bioventing, soil vapor collection and distribution systems, and drainage control and stormwater runon/runoff systems. Experienced construction management engineers evaluate performance through materials/equipment inspection, activity conformance with plans/specifications, and continuous budget/schedule evaluation. Documented Knowledge and Experience of Federal, State, and Local Emergency Agencies CDM has long worked with numerous public clients to procure state, federal, and emergency agency funding. Our in-house, expert navigation of the federal, regulatory, and political processes is a unique industry delineator of immeasurable value. When disasters happen, local and state officials are the first to respond. If the loss of life and property overwhelms this response, the federal government -- including FEMA -- is called upon to help. CDM has interacted with local, state and federal agencies on hundreds of projects across the country. These projects include; emergency, water, wastewater and solid waste assistance, cleanup activities, debris management assistance, preparation of documentation for submittal to emergency agencies (FEMA) for reimbursement, floodplain map analysis and revisions, 100-year flood plans, flood insurance studies, and geographic information system implementation. Knowledge and Experience with Florida's Solid Waste Regulations and the Disaster Debris Management Policies CDM staff is well acquainted with the regulatory environment affecting solid waste management facilities. Several of our solid waste staff are members of advisory committees for the Florida Environmental Regulatory Commission and the Florida Engineering Committee on solid waste regulations. We believe we have an unmatched working relationship with the Florida Regulatory community. Within the past 8 years, CDM has helped Southeast Florida clients obtain more than 50 solid waste permits relating to new or expanded facilities, closure plans, operations, clean air, groundwater, leachate, injection well, and associated utilities, buildings, and roads. Concerning regulatory issues on emergency preparedness, CDM staff stays abreast of regulations, policies, and procedures. Also, during the past 10 years, CDM staff have developed and participated in in-house Emergency Preparedness seminars and invited Florida Department of Environmental Protection (FDEP) staff and some of our Florida clients to participate. For example, during a seminar in Orlando in 1997, Mr. Daniel R. Morrical, P.E., Solid Waste Program Manager for FDEP Central District, provided the regulatory perspective on hurricane preparedness to more than 25 attendees. Palm Beach County, Florida The Solid Waste Authority of Palm Beach County (SWA), responsible for the collection and disposal of vegetative debris, contracted with CDM to assist with the cleanup effort. Additionally they contacted CDM to assist in monitoring waste collection and obtaining reimbursement funds from FEMA. The following projects represent a brief overview of CDM's activities in working with emergency agencies, our knowledge of state and federal programs, funding sources, and reimbursement processes. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miatni Beach St. Bernard Parish, Louisiana CDM assisted the parish with negotiations with FEMA to approve an approach that would abandon multiple severely damaged wastewater treatment facilities and provide hazard mitigation through consolidation of treatment at one centralized facility. Indian River County, Florida For FEMA, CDM provided a project officer for Indian River County, Florida. CDM's responsibilities included working with city and county officials to inspect and assess damage to critical infrastructure and facilities and to develop scopes of work and cost estimates for damage restoration and hazard mitigation projects. Bay County, Florida CDM provided an emergency response team to Bay County after a hurricane destroyed much of the developed shoreline in the county. CDM was responsible for overseeing debris removal contracts, the inspection team, removal contractors' pay requests, and a hurricane clean-up hotline. CDM also coordinated all efforts through FEMA and the Florida Department of Community Affairs to ensure the maximum reimbursement for Bay County. Panama City, Florida CDM coordinated emergency cleanup activities with FEMA, consolidated contractor invoices, and prepared documentation for submittal to FEMA for reimbursement on multiple damage survey reports (DSR). Experience Demonstrating Knowledge of Environmental Requirements Strong relationships with the governmental agencies through project work and involvement in research programs enables CDM to anticipate regulatory changes that may affect our clients. Ranging from our participation with USEPA, AWWA, and WEF at the National level as invited panelists, to participating on the following committees, CDM provides technical input and direction to national environmental policy-makers. ^ Florida Association for Water Quality Control ^ Florida Engineering Society ^ FES/Florida State Level/Wastewater Subcommittee ^ Florida Water Environment Federation/National Government Affairs ^ Florida Urban and Regional Information System Association ^ Board of Geology for the State of Florida ^ Florida Stormwater Association ^ Florida Water Environment Association ^ American Institute of Architects ^ American Water Resource Association ^ Institute of Hazardous Materials Management ^ National Water Well Association ^ American Academy of Environmental Engineers. Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miami Beach CDM's Florida staff has considerable experience with the FDEP and EPA in the areas of permitting and rule making particularly. CDM has been involved in FDEP and EPA permitting activities for our Florida clients for many years. Our relationship with regulatory agencies in the state, and particularly with the FDEP and EPA, is one of professionalism and respect. CDM applies our knowledge of the regulatory framework coupled with our relationships with regulatory agencies to work toward obtaining environmental permits for our clients. Utilizing this experience CDM has obtained numerous environmental permits associated with debris management. Environmental regulations are constantly being revised and updated. CDM's continued tracking of regulatory changes promotes continued regulatory compliance for Florida municipalities. This tracking is accomplished by diligently performing tracking functions. CDM regulatory tracking functions include: ^ Being actively involved in state technical advisory committee to FDEP and EPA ^ Attending and participating in workshops ^ Providing written comments to draft regulations and testifying at Environmental Regulatory Committee hearings during adoption of regulation updates. ~Ided ~ ~ to ou: ctient$ Far most Americans, the Friday before Labor Day weekend was spent preparing for a relaxing holiday with family and friends. For a handful of dedicated CDMers, that Friday evening was spent canceling their weekerxi plans in order to help hurricane victims in Florida. These volunteers heroically responded to alast-minute call for help from the Federal Emergency Management Agency (FEMA), which was in need of disaster relief staff following Humcane Frances. Within 5 hours of receiving FEMA's urgent call, Dave Schroeder (Chantilly}, CDM resource manager, tied identified eight GDMers from across eight offices and several units who would begin community relations training in Atlanta the next day. Fallowing ~ days of intensive training, the team was deployed to various parts of Florida to meet face-to-face with individuals aril families displaced or affected by the storm. The team worked 10 to 16 hour days under some challengirx,~ conditions, canvassing disaster areas to help hurricane victims begin rebuilding their lives. Aside from same close encounters with displaced wildlife, such as rattlesnakes, the team was able to provide some much needed relief, including aide to a family forced to run an asthma treatment device for their ill child off their car battery and assisting a quadriplegic whose home had lost electricity. To help FEMA like we did, CDM had to be an organization where you could identify someone, without unit or geographic boundaries, and say that person can help," explained Dave. 'This responsive client service is a perfect example of haw the current organization has helped remove barriers and enhance communications to support this kind of work.' The exceptional team who gave up their holiday weekend included Phil Nicholson (Atlanta}, Kirsten King (Cambridge}, Andy Compton (Carbondale}, Kevin Perry (Columbus}, Frank Moms (Denver), Simone Christie (Edison}, and Mike Coffey (Oak Ridge}. CDM's support in Florida, the Gulf Coast, and Mid-Atlantic coast has now grown to more than 22 dedicated CDMers, including William Reynolds (Austin}, Bob Burkard, Matt Coombs, Scott MacDonald (Cambridge}, Jae Berlin, Don Moms (Carbondale), Bill McKenzie. S. Lance Strewn (Charlotte}, Ray lehl (Chicago}, Greg Schell (Cleveland}, Jimmy Lee (Columbus), Clyde Burnett (Dallas), Kelly Rowe (Irvine), John Floden (Kansas City}, Thomas Nichols (Qriando), Peter Godfrey (Philadelphia}, Sharon Jones (Portland), and William Maher (Troy}. Id I Emergency Disaster Debris Monitoring Sewices RFP # 16-05/06 The City of Miami Beach Section E -Methodology and Approach Although discussing disaster debris management is never an easy subject, CDM fully understands the operational and administrative procedures required to assist the City of Miami Beach with disaster debris clean-up monitoring. We understand the City's need for adherence to the FEMA required third-party validation and documentation of the contractors' debris clean-up activities. CDM's role is of paramount importance. We are tasked with implementing of procedures and methods that will ultimately result in the adequate monitoring and documentation of the City's emergency debris collection efforts concurrently seeking the maximization of cost reimbursement. Field Monitors Will Identify: Pick-up location Quantity of debris Date and time for every truckload of debris [t~ Contamination Observe the contractors' activities along the public streets Our team of field monitors will identify pick-up location, quantity of debris, date, and time for every truckload of debris. The field monitors will also identify any contamination, such as construction debris, paint cans, or other items not produced as a result of the disaster. Contractors may only pick-up debris from public streets within the City and transport it to the City designated Temporary Debris Storage and Reduction (TDSR) sites for processing. Field monitors observe the contractors' activities along the public streets while tower monitors observe load entry from a vantage point using an elevated platform at the TDSRs. The monitors each fill out or sign pre-made and sequentially numbered carbon paper load tickets. The information from the load tickets is entered into a debris removal operations management system (DROMS) for compilation and report generation. Once the data is inputted to the DROMS database, a report is generated and submitted to FEMA for reimbursement of expenses. The following costs are eligible for reimbursement: City Labor Costs: ^ Regular time labor for full-time, permanent personnel is not eligible. Overtime and compensatory time is eligible if pay policies were in effect prior to the disaster. ^ Overtime for maintaining essential government services (e.g., backfill, etc.) that is a result of personnel being assigned to emergency response duty is also eligible. ^ All labor costs are eligible for state OPS, part-time, temporary, and contract personnel. ^ Associated Fringe Benefit Costs for the emergency labor are also eligible. However, Fringe Benefit Costs are normally limited to FICA/MICA (7.65%), Retirement, Workers Compensation and Unemployment Costs. City-Owned Equipment Costs: ^ Agencies with established Equipment Rates for hourly or mileage use should use their own rates. Otherwise, they should use the Equipment Rate Schedule which can be found on the Federal Emergency Management Agency Web site. ^ Agencies should use their own equipment rates, if established, if lower than the Federal Rates. Otherwise, the Federal Rates may be used. -~-~, A ! -~ ~,,, Eanergettcy Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miatni Beach ^ Only operating costs should be charged for use of Federally-owned equipment on loan. ^ Rates for Aircraft usage should be determined by the Federal Emergency Management Agency Rate Determination Formula. Routine maintenance, breakdowns, and fuel costs are considered to be components of the equipment rate allowances. However, repairs for extraordinary damages to equipment as a result of emergency operations may be charged as material and/or contract costs if the damages unique to the emergency operations were unavoidable and to the extent not covered by insurance. A justification will be necessary for any equipment repairs claimed as extra-ordinary damages. Fuel costs are eligible if the fuel was used for equipment other than City-owned equipment for which equipment rates allowances were given. City Material Costs: ^ Costs for purchased materials consumed in the emergency response are eligible. Also, purchased value, or current value, of inventory stock is also eligible at the quantity used times the unit prices. Contract Costs: I ^ Costs for contract services and rental equipment are eligible. E.1 Approach The City of Miami Beach has taken a proactive view of their role in responding to a disaster particularly in light of the most recent experiences during Hurricanes Katrina and Wilma. These two hurricanes required mobilization and activation of disaster debris management plan. CDM's approach is inherently to answer your call and to be of immediate service to the City in the time of need. We shall marshal our resources, know-how and expertise and deliver results. Our approach focuses on the overall planning, implementation, and management of all activities associated with pre- and post-disaster activities. The overall effort to accomplish this is complex and requires close communications between the City, hauling contractors, and the overall management team. CDM will work side-by-side with the City staff and hauling contractors, utilizing previous experience to implement a rational debris management plan. The management plan will include several scenarios for different hurricane/ disaster magnitudes (i.e., Category 1 to Category 5 hurricanes). Implementation of pre-identified TDSR sites will be activated based on the anticipated debris quantities and the centroid (location) of the generated debris. Field supervisor and personnel needs will be assessed and implemented, based on the order of magnitude of the disaster. CDM will be responsible for coordinating and monitoring the private sector debris removal, reduction, and disposal operations. CDM will also be responsible for coordinating and establishing lines of communication with local, state, and FEMA personnel providing sufficient documentation to maximize recovery of disaster relief funds. Emergency Disaster Debris Monitoring Sewices RFP # 16-05/06 The Citij of Miami Beach E.1.1 Debris Management Team Organization The CDM Project Manager, who will report directly to the City's project manager, will coordinate all Debris Management Team (DMT) actions and responsibilities. Reporting directly to the DMT manager will be the Field Coordinator and Inspectors, Tower Monitor, and if needed an environmental specialist, a DROMS Analyst, and a Public Relation s Specialist. The Project Manager will be supported by administrative/data entry assistants to handle word-processing, document reproduction, filing, and other clerical duties. The complete organizational chart is shown in Section F. The Field Coordinator will be responsible for all field-related activities, the Field Inspectors, Environmental Specialist, and Tower Monitor. Field Coordinator will manage the inspection and oversight staff consisting of debris management site monitors and debris collection and hauling monitors. As coordinator, he will be responsible for field management of personnel within our City assigned area of operations. As a full service firm, CDM can adjust the number of field supervisors and debris collection and hauling monitors that will be identified by the City during development of the final overall management plan and will be based on the severity of the disaster event and associated debris quantities under each scenario. E.1.2 Work Plan The following Work Plan is proposed to achieve the goals and objectives of the City. This proposed Work Plan will be modified and detailed, as necessary, once the project begins. The Work Plan is based on recent successful emergency response operations performed by the Project Team in other areas. The following general steps will be followed throughout the proposed Work Plan: 1. Perform akick-off meeting with City personnel involved in emergency response and disaster debris management (EDM). The purpose of this meeting is to review the work performed to date by the City on EDM, learn about the experience gained over the past several years, establish lines of communications, and plan for execution of the project. 2. Assist the City in developing a finalizing the EDM plan. As mentioned earlier, the plan will include several debris management scenarios based on different anticipated hurricane categories. The plan will be based on dividing the City into geographic subareas (by a grid system) which can be further subdivided as required depending upon disaster severity using GIS. These subareas will be routed to pre-identified TDSR sites, and will include pre-storm activities, call down procedures, and post-storm activities. Major routes, controlled access, and check points will also be identified. Emergency Disaster Debris Monitorring Services RFP # 16-05/06 The CitiJ of Miatni Beach 3. Identify key City staff essential debris management and collection functions to insure appropriate and responsive interface with field debris collection contractors and local, state, and federal agencies. Provide direct lines to communication to CDM's Project Manager and Field Coordinator. 4. Perform site visits to the identify TDSRS sites and designated check points to verify information and get familiar with the sites in terms of accessibility and obtaining baseline data. 5. Assist the City in developing an implementation plan including scheduling, dispatching, and logistical operations of the field inspectors assigned to work areas for storm debris cleanup. This includes: ^ Estimating debris using FEMA accepted calculations and methodology. ^ Providing overall supervision of the field operations. Field Coordinator will exercise daily operational control of the field personnel ^ Recommending assignment of disaster debris removal and disposal contractors based on the developed implementation plan and affected areas. ^ Providing oversight of the disaster debris removal and disposal contractor's efforts. Specific actions will include the following: o Plan debris management sites inspection, quality control and other contract administration functions o Provide inspectors to monitor debris removal and to distribute load tickets on each load to invoice areas assigned o Receive and review all of the City disposal site inspector's verified debris load tickets o Make recommendations on haulers work assignments and priorities based on the developed implementation plan o Report on progress and prepare status briefings o Provide input to public relations personnel on debris removal and disposal activities. ^ Coordinating with the City's purchasing agent on all contracting questions. ^ Maintaining an environmental specialist available with extensive experience in post-disaster cleanup of hazardous household waste, and facilities with lead-based paint and/or asbestos, if required. ^ Providing field inspection teams to ensure that requirements stated in the contracts are met. ^ Providing on-site training for load site inspectors and disposal site Inspectors to tickets ^ Plan for ongoing environmental data collection on TDSRS, and maintain proper access to the sites to quickly collect baseline data and permit activated TDSRS sites. Assist the City in performing an annual tabletop exercise to determine the adequacy of the debris removal and debris management process. The training will include the following as a response to a theoretical event: ^ Review of the Debris Management Plan and Emergency Response Workplan ^ Roles and responsibilities (EDM Team, City employees) ^ Logistical support ^ Pre-storm mobilization procedures ^ Procedures for call-up of contractor's personnel and equipment ^ Haul routing ^ Contractor vehicle identification and registration ^ Debris hauling load ticket administration ^ Load volume determination procedures Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miami Beach ^ Mobilization and operation of the debris management sites ^ Contractor payment request submission, review and verification ^ Special procedures for household hazardous waste ^ Debris management site closure requirements ^ Disaster reimbursement eligibility and issues. awwy~w auaBrycomid Suaessful E.2 Innovative Approaches through Lessons Learned Through past emergency response efforts, CDM has identified ~~ several key issues and problems that are critical to the success of the response. Following completion of the ~ m~o~K cleanup efforts, CDM prepared an "After Action Report" to document key aspects of the emergency ;,~ response effort and identify Lessons Learned. ~ ry ~~mh~~s~mMrwaes Through analysis of the Lessons Learned on this ~~~~~ Communlotbn project and others, the following anticipated issues and problems were developed. Innovative appiooches through lessons learned results In a sucessful p~ojecr E.2.1 Communication Clear and consistent communication between the City, the Project Team, and hauling contractors, assisting government agencies, and the public is perhaps the most important issue in any emergency response. The Project Team will rely internally on a hierarchical approach, as outlined in the organizational chart included in Section F. The Project Manager will serve as the point-of-contact between the City, field personnel, and emergency response agencies such as FEMA. The single point-of-contact method has proven reliable and effective on past disaster response projects. From a logistics standpoint, field personnel must be able to maintain effective communications with each other and the management. Selecting communication equipment that will work following a disaster is a key element in sustaining communications between mobile field personnel scattered throughout the City. E.2.2 Contract Compliance and Regulatory Reimbursement Issues Outside of facilitating a safe, effective, and timely recovery, one of the Project Team's major responsibilities includes helping the City realize the highest degree of federal and state reimbursement for all debris cleanup activities. The Project Team is comprised of staff highly experienced in regulatory compliance issues. CDM will work with the City to help obtain quick and substantial reimbursement from federal and state funding mechanisms. E.2.3 Load and Volume Disputes Disputes between contractors, subcontractors, and the debris contract monitors have been frequent in past recovery efforts when payment is based on volume of material collected, hauled, and/or disposed. By preparing a standardized measurement system ahead of time that is agreeable to all parties and by providing training to load site inspectors prior to the disaster, this problem can be almost entirely avoided. One accepted method of standardizing load volume determination is by using a pictorial reference to determine the "percentage full" of a particular truck, or truck size. With this method, reference pictures are prepared before the response, or during the initial days of the response, and show various trucks and sizes with different load volumes. The load volume reference pictures are agreed Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miami Beach to by both the contractor and oversight team. During the recovery, to determine a load volume, the site inspector will reference the picture that most closely matches the volume of debris in the truck undergoing inspection, and assign that percentage. The percentage is converted to an actual volume, based on the truck's total capacity. Prior to deployment, the Project Team will review volume estimation techniques, including those used or approved by FEMA, and make suggestions for the most appropriate load determination technique during the annual training workshop. E.2.4 Logistics The quick mobilizing of staff and equipment from multiple locations is difficult under any scenario, but exacerbated following a disaster, when transportation and communication have been disrupted. The Project Team understands that timely and effective mobilization is a key element in the success of a response operation, and has demonstrated this in recent years. To provide for an effective mobilization and first few weeks of the response, training of key staff is crucial. Additional measures such as maintaining updated lists of local accommodations and equipment suppliers can ease the logistical nightmare that a response effort sometimes brings. E.3 Quality Assurance and Quality Control CDM's Quality Assurance and Quality Control (QA/QC) program apply to both prepared documents and field activities for this project. The Project Team will review the prepared documents for quality control. In addition, a Technical Review Committee (TRC) composed of highly experienced personnel has been identified to provide quality assurance reviews. The TRC personnel will review the progress at approximately 30, 60, and 90 percent completion of the assignment. Field QA/QC includes training debris removal sites and TDSR sites inspectors to properly complete required forms based on local, state and FEMA guidelines. The Field Coordinator will review the completed form daily and provide input to the inspectors, as necessary to ensure proper records keeping. Procedures will be established to easily identify load tickets from originating debris removal sites. CDM's Project Manager will randomly check completed forms for quality assurance. Ernergenc~ Disaster Debris Monito~Kng Services RFP # 16-05/06 The City of Miami Beach Section F -Qualifications of Consultant Team CDM Staff CDM has assembled a team specifically for this project with the combination of local experience in the Miami office and with the expertise of leaders in the field of solid waste and hurricane response. We think that our team is uniquely qualified for this project. We have team members that are both familiar with the destruction caused by hurricanes and the need for swift removal and accurate accounting. They understand the City's infrastructure and needs for the project. As shown in the following organization chart, CDM's project team will be led by Jason A. Johnson, P.E., in the position of project manager. The related experience of specific individuals assigned to this project is described in the resumes following the organization chart. Victor J. Pujals, P.E., DEE , ' Jason A. Johnson, P.E. Aden M. Ochoa Lucas E. Rincon, E.I. Jezebels AliceaNrella, E.I. Karla P. Martinez Adriana R. BusGllos, E.1. Patricia V. Donaldson Justin M. Galusso Bealnz Marrero Shani H. Bryce Lynn C. Zweifler Vandin L Calilu, P.E. GIS Analval Envi nmental Soe 'alisr Public Relation Michael W. Lovett Dora 0. Flonndo, P.G. MerdBeth Farnham William T. Beeson, P.G. Tammy L. Noyes Kevin Leo, P.E. Charles E.'Skip' Cook, P.E., DEE tgnado L. Lizama, P.E. John C. Carr Michael W. Lovett Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Victor J. Pujals, P.E., DEE Officer-in-Charge Mr. Pujals manages CDM's Miami, Florida office and is currently officer- in-charge of CDM projects in Miami-Dade County. He has over 30 years of experience in the study, design, and construction-related aspects of environmental engineering projects. Mr. Pujals' experience includes the planning and implementation of major multi-million dollar capital improvement programs for municipal clients in water, wastewater, stormwater and solid waste fields. Project Director, Water System Services, Miami-Dade Water and Sewer Department, Florida. Mr. Pujals is responsible for CDM services to WASD in the water system field. Most recently, he is directing the design of the 20-mgd South Miami Heights membrane water treatment plant program with an estimated construction value of $60M. His prior involvement included projects associated with control of Disinfectants and Disinfection- by-Products at the Hialeah-Preston Complex; investigation of groundwater under the direct influence of surface water consideration, and water treatment process impacts at the Hialeah-Preston plants; siting and permitting assistance at the proposed South Miami-Dade (Miami Heights and Redlands) wellfields; and the water treatment aspects of the Water System Master Plan Update (2003) as a subconsultant. He assisted WASD in 1995-1997 with the implementation of the Biscayne Aquifer West Wellfield Program. He was involved in evaluating and designing improvements (e.g., ultraviolet disinfection) to the aquifer storage and recovery (ASR) system at the West and Southwest Wellfields to allow year round usage and avoid weather related permit limitations. Project Director, Water and Wastewater System Engineering Services, City of Miami Beach, Florida. Since 2001, Mr. Pujals has been in charge of CDM's engineering services to the city's Public Works Department and the office of Capital Projects. The assignments included computer modeling of the water distribution and wastewater pumping/transmission system; design of the 25th Street Water Pump Station and 3-mg storage tanks, the Terminal Island Water Booster Station and 16-inch diameter water main, and the South Pointe Wastewater Booster Pumping Station; and construction administration services for the water and wastewater pump station upgrades. Project Director, Planning and Implementation of the Glades Road Water Treatment Plant Program, City of Boca Raton, Florida. He directed the $60 million capital improvement project for the 40-mgd membrane softening (nanofiltration) plant at the Glades Road water treatment plant. This program includes extensive membrane pilot testing, wellfield evaluation and rehabilitation along with final plans and Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach specifications for the plant design. Mr. Pujals was also project director for various programs including the City of Boca Raton water system capital improvements at the Second Avenue pump station ($1.9 million), and the Southwest 18th Street pump station and storage tank ($3.0 million). He also directed the city's conceptual design fora 20-mgd membrane softening process addition at the Glades Road water treatment plant. Project Director, Planning and Implementation of the Water Plant Consolidation Program, City of Deerfield Beach, Florida. Mr. Pujals was also project director for the City of Deerfield Beach planning and development of the water plant consolidation program components with a total capital improvements program of over $30 million. These components included: wellfield evaluation and rehabilitation; water plant phased improvements and membrane pilot testing; 10.5-mgd membrane softening plant addition; water distribution system computer modeling and analysis; and the associated financial components included rate study and SRF loan. Project Director, Planning and Implementation of Water System Capital Improvements, City of Coral Springs, Florida. He was project director for the City of Coral Springs' $15MM water system capital improvements program for over ten years. These improvements included upgrades to the water treatment plant ($8 million), the Eastside pump station and storage tank ($1.5 million) and a new wellfield ($2.0 million). Project Director, Planning and Implementation of Water System Capital Improvements Program, City of Lauderhill, Florida. Mr. Pujals served as project director for the City of Lauderhill's $10 million water system capital improvements program. The capital improvements program included phased rehabilitation of the water plant, upgrading the booster pump station, a wastewater system supervisory control and data acquisition (SCADA) system, and various engineering analyses. Project Director, Wastewater System Capital Improvement Program, City of Sunrise, Florida. Mr. Pujals was project director for the City of Sunrise $50 million capital improvement program, which included expansion of the wastewater treatment plants and effluent deep well injection, remote booster pumping stations, SCADA system vendor prequalification and implementation, and a 20,000-square foot utility administration building. Project Manager, Various Projects. He was project manager for the City of Fort Lauderdale's water treatment plant process control and staffing analysis; the City of Boca Ratori s water master plan update; the upgrading and design of Lee County's Olga and Corkscrew water treatment plants; the design of the City of Coral Springs' water plant expansion to 12 mgd; and various improvements to the City of Deerfield Beach's water supply, treatment, storage, and distribution system. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Jason A. Johnson, P.E. Project Manager Mr. Johnson is a Senior Project Manager with a proven record of providing personal service and product quality while delivering projects on schedule and within budget. During his career, Mr. Johnson has provided a full range of professional services, including pilot studies, facility planning, feasibility evaluations, detailed design, construction administration, and software training. Mr. Johnson has managed sewer and stormwater-related planning, design, and construction projects for numerous water and sewer utility systems in the United States and abroad. The majority of these utility systems serve populations in excess of 500,000 persons. He offers a strong background in managing the full range of water and wastewater planning, design, and construction services. Mr. Johnson served various roles on the following projects: Project Manager, Consultancy Services for Water Augmentation Options, Barbados Water Authority, Kansas (2005- present). Mr. Johnson serves as project manager assisting an agency of Government of Barbados with procurement of a concession agreement to engage a private contractor for service and operations and maintenance of water augmentation options and for construction and operation on a build/operate/transfer (BOT) basis, of new facilities for reuse of treated wastewater effluent and/or desalination, including preparation of a request for proposals and draft BOT agreement, development of a regulatory and technical framework, review and evaluation of proposals, and negotiations of final agreement terms and conditions. Task Leader, Kings Grant Rocky River Interceptor Project, Water and Sewer Authority of Cabarrus County, North Carolina (2005). Mr. Johnson served as project engineer for the hydraulic modeling of the Kings Grant Rocky River wastewater interceptor. The Kings Grant Rocky River interceptor consists of approximately 24,000 linear feet of 66- through 72-inch pipe. The interceptors replace the existing sewers, which are experiencing surcharged conditions under wet weather flows. They will also provide needed future capacity for the rapidly growing county. Project Manager, Stormwater Utility Development, Concord, North Carolina (2005). He managed the development and implementation of the city's stormwater utility. Responsibilities include the facilitation of a Stormwater stakeholder group, development of a stormwater policy and procedures manual, and credit and adjustment policies. Activities included surveying neighbor utilities; budget estimates for operation and maintenance, capital improvement projects, and NPDES permit management; evaluation of levels of service; and the development of a feasibility study. Ernergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Task Leader, Back Creek Relief Interceptor Project, Water and Sewer Authority of Cabarrus County, North Carolina (2004). Mr. Johnson served as project engineer for the design of the Back Creek wastewater relief interceptor. The Back Creek relief interceptors consist of approximately 24,000 linear feet of 18- through 36-inch pipe. The interceptors will provide relief for the existing sewers, which are experiencing surcharged conditions under wet weather flows. They will also provide needed future capacity for the rapidly growing county. Task Leader, Briar Creek Sewer System Improvements Project, Charlotte, North Carolina (2001-present). Mr. Johnson serves as project engineer and task manager for the Charlotte-Mecklenburg Utility District hydraulic modeling study of Briar Creek sanitary sewer interceptor system. Flow meter data was applied to calibrate USEPA SWMM-EXTRAN models of the interceptor systems and to identify sanitary sewer improvement projects. The models were then used to evaluate specific improvement designs. Task Leader, Central Business District (CBD) Sanitary Sewer System Model, Charlotte, North Carolina (2001-2004). Mr. Johnson is project engineer and task manager for the wet-weather flow management study for the Central Business District of Charlotte, North Carolina. Flow meter data were used to determine infiltration and inflow (I/I) flow characteristics and calibrate SWMM-EXTRAN models of the sewer system. The models were used to evaluate the capacity of the existing system and to evaluate operational improvements and capital improvement projects. Technical Advisor, Sanitary Sewer Collection System Master Plan, Manhattan, Kansas (2001). Mr. Johnson served as technical advisor on this planning project. He participated in the model selection process for the modeling approach to be used for the entire sewershed planning in the City of Manhattan. He assisted in selection of flow monitoring locations and the development of the SewerCad model of the sewer system. Project Manager, Shade Valley Pond Rehabilitation Project, Charlotte, North Carolina (2002-2005). Mr. Johnson served as project manager for planning design and construction of the Shade Valley Pond rehabilitation project. The purpose of the project is to evaluate the existing degraded urban pond and develop acost-effective improvement plan that provides flood control, as well as enhances the site. Work involved evaluation of available storage and a comparison to required storage volumes to meet local drainage requirements, examination of sediment accumulation and its effect on available detention storage, as well as the water quality impacts of local runoff and waterfowl pollutant loads. HEC-HMS and desktop calculations for pond routing were developed to verify system operation. Recommendations were made to improve water quality and proper hydraulic operation of the facility. Efnergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Kevin C. Leo, P.E., DEE Technical Advisor; QA/QC Mr. Leo has more than nine years of professional experience in the environmental engineering industry with extensive experience in planning, design, permitting, and construction of solid waste, stormwater, wastewater, and hazardous waste systems. He has served as the project manager on a broad spectrum of engineering projects in Florida. Mr. Leo is proficient in coordinating and executing multiple projects and implementing creative and viable solutions to problems. He has also completed feasibility studies, system evaluations, engineering design reports, preliminary and final design drawings, and construction cost estimates, and performed services related to design, permitting, modeling, and construction management. Project Manager, Hurricane Debris and Disaster Relief Assistance, Solid Waste Authority of Palm Beach County. Mr. Leo provided emergency response and hurricane debris cleanup assistance following the wake of Hurricane Irene in 1999 and Hurricane Frances in 2004. For Hurricane Irene, duties entailed keeping accurate and detailed records and preparing documentation to assist with FEMA reimbursement. For Hurricane Frances, duties entailed assisting with moving debris and improving haul roads. Project Manager, Class I Landfill Closure, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager and engineer of record for the design, permitting, bidding, and construction services of the Cells 1 through 4 Closure at NCRRF. The design included a 40 acre footprint, LLDPE geomembrane cap, landfill gas system, stormwater management, and an irrigation system. Project Manager, Class I Ash Monofill Cells 23 & 25, Solid Waste Authority of Palm-Beach County. Mr. Leo was the project manager for the design and permitting of the lateral expansion of Cells 23 and 25 at the North County Resource Recovery Facility (NCRRF). The landfill design included a leachate collection system with a geomembrane top liner and a composite bottom liner, equivalent to a Subtitle C liner; and leachate collection, storage and pumping facilities. The landfill cells are permitted and ready for construction when SWA is ready to expand. Project Manager, Western Landfill Site Conceptual Layout, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager for the planning effort for the Western Landfill Site. Planning included an order of magnitude cost estimate and schedule, and site layout alternatives. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Project Manager, Regional Biosolids Pelletization Facility, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager for the Palm Beach County Regional Biosolids Pelletization Facility. The Facility will process up to 600 wet tons per day of wastewater biosolids. The biosolids will be dried in a rotary kiln, using landfill gas as a heat source, and converted into a marketable fertilizer product. Mr. Leo's tasks included performing PPSA permitting, reviewing the bidders' proposals, and providing services during construction on this design-build-operate contract. Project Manager, Industrial Supply Well Improvements, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager for the ISW Improvements Project. The wells provide industrial water the NCRRF waste-to-energy cooling tower. The project included adding six new wells, making modifications to existing wells, and installing a pipeline to create a redundant loop. Mr. Leo's tasks included bidding and construction services. Project Engineer, Class I Landfill Cells 9 -16 Expansion, Solid Waste Authority of Palm Beach County. Mr. Leo was the lead project engineer for the preparation of design drawings, specifications, and the permit application for the lateral expansion of eight 10-acre Class I (>20 tons per day of solid waste) landfill cells at the North County Resource Recovery Facility (NCRRF). The landfill design included a leachate collection system with a geomembrane top liner and a composite bottom liner, equivalent to a Subtitle C liner; a 24-ft wide perimeter access road; and leachate collection, storage and pumping facilities. The landfill cells are permitted and ready for construction when SWA is ready to expand. Project Manager/Engineer, Wingate Road Landfill Closure and Remediation Design, Ft. Lauderdale, Florida. Mr. Leo was a project engineer for designing the Wingate Road Landfill closure and remediation design, and project manager during the construction phase. The site contained heavy metal and PCB contaminated incinerator ash and was closed under EPA consent, according to Subtitle D design criteria. The landfill had 40 acres of a single geomembrane cap, a drainage layer, a passive gas venting system, and stormwater control. The site was designed to allow for the most flexible end-use, while meeting EPA criteria. Project Engineer, Glades Road Landfill Expansion, St. Lucie County. Mr. Leo designed and permitted the 13-acre Class I landfill expansion. The landfill design included a leachate collection system with a geomembrane top liner and a composite bottom liner, equivalent to a Subtitle C liner; provisions for stormwater management during an extended open-cell condition; leachate collection, storage, and pumping facilities; and relocating approximately 20001inear feet of a leachate forcemain. Ernergency Disaster Debris Monitoring Services RFP #16-05/06 The Cit~j of Miami Beach Project Manager, Landfill Odor Management Program, Solid Waste Authority of Palm Beach County. Mr. Leo performed a 30-day field assessment of odors, an evaluation of vapor phase odor control agents, and asite-wide dispersion model to rank odor sources. Sources that were evaluated included the Class I and Class III landfills, the MRF, the WTE facility, the compost facility, and the yard waste processing area. Mr. Leo prepared reports for each of the studies and made recommendations. Project Manager, Lantana Road Landfill Golf Course Design and Gas System Decommissioning, Solid Waste Authority of Palm Beach County. Mr. Leo managed the decommissioning of the gas collection system at the Lantana Road Landfill. In anticipation of a public golf course and county park on the landfill, the gas collection system was shut down for asix-month period while the landfill was monitored to ensure that there were no off-site emissions or odors. Since no problems were discovered, FDEP approved the permit modification and the Lantana Road Landfill's gas system became, perhaps, the first gas system to be decommissioned in the nation. Project Engineer, Glades Road Landfill Gas Collection System Design and Construction, St. Lucie County. Mr. Leo assisted with design and construction services for the landfill gas extraction system. The gas system included approximately 50 wells and the candlestick flare station was sized for 800 cfm. Project Engineer, Environmental Training Program, Royal Caribbean Cruise Lines. Mr. Leo prepared a presentation on solid waste to educate the environmental managers of Royal Caribbean on the fate of solid waste once it leaves their ships. Project Engineer, Reedy Creek Improvement District Waste Composition Study. Mr. Leo performed a waste composition study to determine how effective the District was at achieving their recycling goals. Mr. Leo collected data on 17 components of the waste stream and prepared a report. Project Manager, Condition Assessment and Improvement Design for Transfer Station Compactors, Miami Dade County Department of Solid Waste Management. Mr. Leo performed a condition assessment and improvement design of the compactors at two transfer stations. The compactors were installed in 1980 and were in need of a lot of major structural and safety repairs. Through three phases of design and construction, which occurred over five years, the transfer stations have received new protective steel wall cladding, waste feed hoppers, control booths, compactors, and other miscellaneous improvements. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Charles E. "Skip" Cook, P.E., DEE Technical Advisor; QA/QC C. E. "Skip" Cook has more than 30 years of engineering experience as a project manager and administrator for municipal water and wastewater utilities. He has also provided value engineering for major U.S. government projects. Officer-in-Charge, Leon County, Florida. Mr. Cook served as CDM's officer-in-charge for the design, permitting, bidding, and services during construction for the upstream and delta portion of the Lake Munson Restoration Project. This was an $11 million construction project with land acquisition, intergovernmental agency coordination, and a public participation program. Key design elements included a 30-acre stormwater facility, Lake Henrietta, and the removal of 29 acres of delta (trash & debris) at the headwaters of Lake Munson. Senior Project Manager, Water and Wastewater Projects, CDM -Florida. Mr. Cook has experience in water distribution design, drought management, supervisory control and data acquisition, fluoridation system design, backflow prevention, water meter change out program, small water appraisal and purchase, wastewater effluent disposal engineering report, and site work and utility design for several new state correctional facilities. Program Manager/Client Liaison, Hurricane Opal Emergency Response Project, Bay County, Florida. Mr. Cook served as CDM's officer-in-charge of the $3 million, 65,000 tons of debris cleanup when Hurricane Opal made landfall in Bay County in October 1995, and classified as a category 3 storm with winds over 75 mph. CDM developed atwo-phase program, the first phase developed was a plan for the cleanup, and the second phase focused on implementation of the plan. The implementation stage of the project included monitoring load, collection, and hauling contractors; monitoring landfill scales and weigh tickets; and providing daily reports on loads disposed of at the landfill. Mr. Cook was instrumental in assisting the County in negotiating a favorable contract price for loading, hauling and disposal of storm debris. Along with managing the physical cleanup efforts, Mr. Cook helped Bay County to obtain reimbursement funds from the Federal Emergency Management Agency (FEMA) and the Florida Department of Community Affairs (DCA). To address local resident's concerns regarding the cleanup, Mr. Cook led the effort to implement a public information and hotline system. CDM worked to transition the daily operation of the program to Bay County management within 60 days. E~nergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The Cih~ of Miami Beach Officer-in-Charge, Bay County, Florida. In that capacity, Mr. Cook has been responsible for working with Bay County's Utility Director on all water and solid waste projects. He has obtained permits for all solid waste facilities, performed facility analysis, performed permitting for all facilities, and was involved with awaste-to-energy facility retrofit and downsizing project. He prepared contamination assessment plans and reports for the Majette landfill and Bay Dunes golf course, and has been responsible for completing the County's solid waste strategic plan and yearly updates. The most recent project was retro-fitting the County's Waste-to-Energy Facility with an air pollution control system to ensure compliance with the Clean Air Act. Officer-in-Charge, City of Tallahassee, Florida. Mr. Cook was responsible for overseeing the T.P. Smith Wastewater Treatment Plant 7.5-mgd expansion. He was responsible for the 7.5-mgd expansion for the City of Tallahassee wastewater sprayfield. CDM's most recent assignment was a wastewater treatment plant master plan for the T.P. Smith Facility. Superintendent, Water Division, Tallahassee, Florida. Mr. Cook oversaw the operation of 25 water wells, 7 elevated tanks, more than 650 miles of pipeline and 48,000 metered accounts serving a 2-county area. He supervised 72 employees, and monitored operating and capital budgets of over $9 million and $4 million, respectively. He also served as project manager for several Water Division projects including: drought management, water well construction (16.5 mgd), water main design and construction, evaluation and purchase of private water systems, implementation of a supervisory control and data acquisition system, design and implementation of a fluoridation system, and preparation of two water master plans (1978, 1985-2000). While appointed to the Leon County Environmental Management Committee (1988-1989), he drafted the County's Environmental Management Act and Land Development Ordinances. Engineer, Underground Utility, Tallahassee, Florida. Mr. Cook provided civil engineering support for the operational sections of the Water, Wastewater and Gas Divisions. He managed projects such as TV inspection of sewer lines, the drafting of standard construction and procurement specifications, the review of new subdivision plans and specifications, and design and permitting of capital projects. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miasni Beach Ignacio L. Lizama, P.E. Technical Advisor; QA/QC Mr. Lizama has managed the planning, design and construction administration of key engineering projects in the United States and Latin America from beginning to end. His professional experience spans every facet of the project cycle from identification, proposal preparation, feasibility studies, design basis reports, master plans, detailed design, construction management and client interaction. He has acquired a broad range of experience in the area of water and wastewater related projects including design treatment facilities, pumping, storage, transmission and distribution systems. Project Manager, City of Miami Beach, SSES Phase III Flow Monitoring Program, Ongoing. Mr. Lizama is the project manager for the services related to the collection of field flow measurements and analysis at each pump station basin as required by the local regulatory agency, DERM. Once completed, the project will gauge the effectiveness of the sewer rehabilitation program recently completed by the City. Senior Engineering Coordinator, City of Miami Beach, $330 million Right of Way Infrastructure Improvements Program. Mr. Lizama's responsibilities included project management, supervision of technical and resident project staff, quality assurance/control, document/design submittals review, and continuous coordination with various City departments, regulatory agencies, consultants, and the general public. Mr. Lizama's good judgment and multi- tasking ability allows for the simultaneous flow of deliverables on various projects each in different stages of completion. Program Manager, Department of Public Works, City of Coral Gables, Florida, Ongoing. Over the past ten years, Mr. Lizama has provided program assistance on over 80 assignments for the City of Coral Gables. These assignments include design, construction inspection and management, and evaluations of the City's wastewater collection and transmission system and stormwater utility. Mr. Lizama was the person in charge developing new opportunities, project oversight and overall client satisfaction. Project Manager, Wastewater Booster Station, City of Miramar, Florida, 2005. For the City of Miramar, Mr. Lizama was responsible for providing construction management services to the $2.5 million "state of the art" booster pump station. This facility was instrumental toward the diversion of 8 MGD from the City of Hollywood's WWTP to the City's WWTP. Mr. Lizama demonstrated a thorough understanding of construction sequencing, and his ability to interface with client representatives and the project's contractor. He coordinated the work of other team specialists, Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach identified corrective measures and verified that the corrective measures were implemented per contract documents. As responsible in charge, Mr. Lizama provided project certification to the City and regulatory agencies. Program Manager, Public Works & Services Department, City of Homestead, Florida, Ongoing. For the City of Homestead, Mr. Lizama completed a variety of assignments related to the City's water and wastewater utility. Most recently, Mr. Lizama completed the City's Water and Wastewater Master Plan. The master plan identified $66 million in recommended capital projects to meet the anticipated growth and customer needs through the 20 year planning period. Mr. Lizama estimated current and future water and wastewater demands using latest population growth projections from the City's development projections, the Miami Dade County's projections and adjustments using aerial photogrammetry. Mr. Lizama conducted hydraulic model scenarios to identify existing system weaknesses and areas for system expansions. He also performed a desktop flow rate capacity analysis for the City's Wastewater Treatment Plant thus assisting the City in commencement of planning a future facility expansion. Senior Project Engineer, Panama Bay Sanitation Technical Assistance Project, Republic of Panama, 2003. This project was funded by the U.S. Trade and Development Agency. Mr. Lizama completed a complementary report providing further refinement and updated cost estimates to the latest wastewater master plan. Mr. Lizama coordinated a flow monitoring and sampling program to collect updated information and performed preliminary design of three master pump stations and associated transmission force mains discharging to the proposed 114 MGD treatment plant. Mr. Lizama performed hydraulic modeling of different flow scenarios achieving a staged implementation of the proposed pump stations and force mains. The Government of Panama used the report as documentation in support of their request for funding to the multilateral lending agencies. Senior Project Engineer, Inter-American Development Bank, Due Diligence Studies, Argentina, 2001. For the Inter-American Development Bank, Mr. Lizama participated in an Environmental and Health Safety Audit of Aguas Argentina, S.A., Buenos Aires operations to assess compliance with loan agreements. Also in Argentina, Mr. Lizama conducted a due diligence report of Azurix's operations and capital improvement plan for potential IDB funding. Mr. Lizama performed field site visits, met with concessionaire's staff and government regulators to achieve an overall project understanding. Other IDB assignments included the engineering and environmental assessment of the 240 MGD Tibitoc water system upgrade, Bogota, Colombia; and the environmental assessment of the sewer system improvements and water quality impact on Cartagena Bay, Cartagena. He participated in a due diligence report for Lyonnaise Ds Eaux/Deprement for internal financing of the Rio Bogota wastewater program. Ernergenci~ Disaster Debris Monito~Kng Services RFP #16-05/06 The City of Miarni Beach Adan M. Ochoa Field Inspector Mr. Ochoa is an environmental engineer experienced with resident construction oversight consisting of responding to requests for information, attending coordination meetings, quality control/quality management, plan interpretation, field observations, maintaining quantities, change orders, pay applications and correspondence. He is proficient with AutoCAD, Microsoft Project Planner, and Primavera Project. In addition, he is bilingual in both English and Spanish. Hurricane Wilma Emergency Debris Management Assistance, City of Deerfield Beach, Broward County, Florida. Mr. Ochoa provided debris monitoring services including: data collection for FEMA, daily reports, monitoring of all collection points, and training volunteers from the City to assist in the cleanup effort post Hurricane Wilma. Resident Construction Representative. MacArthur Causeway 20-inch Water Main and Terminal Island Water Booster Station. Mr. Ochoa assisted the project engineer with requests for information (RFIs), attended coordination meetings, and quality control/management. He performed plan interpretation and field observations, maintained quantities and contributed with daily information for the City of Miami Beach. Student Intern. CDM. Mr. Ochoa inspected construction work with the direct oversight of a senior resident. He also served as the document control system administrator handling RFIs, submittals, requests for proposals (RFPs), change orders, pay applications and correspondence. Assistant Project Engineer (Civil Engineer). MOTSA Contractor, Honduras, C.A. Mr. Ochoa designed basic model housing using AutoCAD and scheduled with the Microsoft Project Planner. Student Assistant. FIU Construction Management Department. For almost a year, Mr. Ochoa was a student assistant in the FIU Construction Management Department. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Jezebele Alicea-Virella, E.I. Field Inspector Ms. Alicea-Virella is an environmental engineer in CDM's Miami office assisting with project implementation, regulatory review and permitting. Her graduate studies included statistical analysis relative to dispersion of fecal coliform concentration, water distribution system simulation using EPANET, and concentrated animal feedlot wastes, pollutants, wastewater treatment and pollution prevention measures. Additional studies included hazardous wastes, sustainable development, industrial water and wastewater treatment processes, physicochemical treatment process, and biological wastewater treatment. Her computer skills include EPANET, Statistical Analysis Systems, AutoCAD R-14, HEC-RAS, HEC-1, HEC-2, WSPGW, RAS-PLOT, and ArcView GIS. She is fluent in both English and Spanish. Project Engineer, City of Miarni Beach, SSES Phase III Flow Monitoring Program, Ongoing. Ms. Alicea-Virella serves as project engineer for the ongoing collection of field flow measurements and analysis at each pump station basin as required by the local regulatory agency, DERM. Once completed, the project will gauge the effectiveness of the sewer rehabilitation program recently completed by the City. Environmental Engineer, Review of Current Water Quality Regulatory Requirements, City of Miami Beach, FL. Ms. Alicea-Virella assisted with the evaluation of current drinking water regulations that affect the City of Miami Beach water system. Some of these regulations include the new Stage 2 Disinfectants/Disinfection By-Products Rule which includes compliance with an Initial Distribution System Evaluation to identify locations with high concentrations of DBPs. Environmental Engineer, Wastewater Pump Stations Upgrades Project, City of Miami Beach, FL. Ms. Alicea-Virella assisted as a project engineer preparing various wastewater pump stations construction permit applications to DERM. Civil Engineer. FEMA Mapping on Demand Team, National Flood Insurance Program, Alexandria, Virginia. Ms. Alicea-Virella reviewed Conditional Letter of Map and Letter of Map Revision requests through hydrologic and hydraulic analysis for Nevada, North Carolina, and California. She assured that they were compiled per FEMA regulations. Transportation Engineer Analyst. Joint Warfare Analysis Center, Department of Defense, Dahlgren, Virginia. Working under a TS/SCI security clearance, Ms. Alicea-Virella supported the Warfighter during Operation Enduring Freedom and Iraqi Freedom. She was a member of the Hispanic Employees Association, NSWC Dahlgren Division, and was awarded the Joint Meritorious Unit Award by General Richard B. Myers, Chairman of the Joint Chiefs of Staff, U.S. Joint Forces Command. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Adriana R. Bustillos, E.I. Field Inspector Ms. Bustillos is an environmental engineer with over three years of experience working with water and wastewater facilities, unit processes, design, modeling, ionic membranes and projects with monochloride vinyl (MVC), chlorine and caustic soda products. She is skilled with using H2ONet and is fluent in both English and Spanish. Project Engineer. VSCO for the Sanitary Sewer Collection System, City of Miami Beach, FL. As project engineer Ms. Bustillos worked for the City of Miami Beach preparing an Action Plan Report. Her duties included: prepare a plan for conducting flow monitoring to determine current I/I flows, verify if current I/I flows comply with DERM regulations, and review the CMB sewer system and help in the delineation of the basins. Project Engineer. Biosolids Master Plan, MDWASD. For Miami-Dade Water and Sewer Department, Ms. Bustillos was responsible for reviewing, classifying, and analyzing data for the SDWWTP, CDWWTP, and NDWWTP. She is evaluating the opportunities for Reusing Class AA biosolids within the South Florida Region, by identifying potential end users, focusing on bulk sales to the agricultural industry and to regional fertilizer blenders. Environmental Engineer. Sincrudos de Oriente (SINCOR), Jose, Venezuela Ms. Bustillos was responsible for control of the wastewater and sanitary treatment unit parameters, follow up and control of the solid waste management operations, and preparing reports for the Environmental Agencies. She prepared environmental plans to standardize operational procedures to maintain a safe operation and assure the environmental parameters to meet environmental regulations. Utilities Process Engineer. Sincrudos de Oriente (SINCOR), Jose, Venezuela. Ms. Bustillos monitored the daily operational variables of the wastewater treatment plant, demineralization unit, boilers, cooling system, and steam generation system at Sincor Upgrader (220,000 b/d capacity). Her duties included: technical assistance, process troubleshooting and performing basic engineering of minor projects. She prepared technical reports regarding the mass balance of total and fecal coliformes, vapor, nitrogen, natural gas and combustion gas mass balances. Distillation Process Engineer. Sincrudos de Oriente (SINCOR), Jose, Venezuela. Ms. Bustillos inspected, supported and provided QA/QC of all the activities performed at the distillation units (1,284,000 b/d atmospheric unit and 1,193,000 b/d vacuum unit) during the Debottlenecking Main Shutdown. She also followed up on the installation of new packing, new distributors, and new trays. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cihj of Miasni Beach Project Engineer. Treatment Alternatives Report, USACOE. For the Army Corps of Engineers, Ms. Bustillos assisted senior technical staff preparing a report regarding treatment alternatives to achieve high-level disinfection for the South District wastewater treatment plant balancing the client's concerns for project costs with regulatory constraints. Project Engineer. Trenchless Technologies. City of Miami Beach, Florida. Ms. Bustillos was responsible for preparing a report, documenting the different trenchless technologies that can be used to repair three watermains located at the City of Miami Beach. Project Engineer. 25th Street Ground Storage Tanks and Water Booster Pump Station Project, City of Miami Beach, Florida. Ms. Bustillos participated in the design for construction of two water storage tanks with a capacity of 3.0 mg each. The project included preparing plans, specifications, permits and reports to allow the city to demolish a 4.0 mg storage tank and replace it with the two storage tanks. Ms. Bustillos also participated in the design of a potable water booster pump station to serve the City of Miami Beach. Project Engineer. UV Disinfection Treatment of Raw Water, MDWASD. Ms. Bustillos helped with reviewing the plans for constructing an installation to disinfect raw water before it enters an aquifer storage and recovery (ASR) system and into the Floridan Aquifer. Ms. Bustillos also participated in reviewing current regulations regarding drinking water. Research Assistant. University of New Orleans. As research assistant in a Bioflocculation Process of an AFBR effluent project, Ms. Bustillos' responsibilities included performing lab analysis such as TCOD, TBOD, TSS, and VSS to the samples obtained from the pilot plant used for the research project, analyzing experimental data, anaerobic reactors operation, and to construct a bioflocculation system to treat municipal wastewater. Intern. Maracaibo, Venezuela. Ms. Bustillos served as an intern for Petrochemical Complex El Tablazo, in the Chlorine-Soda Plant. Her responsibilities included collecting data, and correlating the data to obtain a model that.represents ionic membranes performance by using the Matlab program. The program helped to determine the operational life of the membranes. She performed lab analyses on the chlorine and caustic soda products obtained in the transformation process. She also gained experience with MGC-30 electrolyzers. Intern. Maracaibo, Venezuela. Ms. Bustillos worked for the Petrochemical Complex El Tablazo, MVC I Plant under the Moisture Content Level Determination of the MVC Product project. Her responsibilities included collecting MVC samples, performing lab experiments to determine MVC solubility, and to determine moisture content in the MVC final product. EsnergencJ Disaster Debris Monitoring Services RFP #26-05/06 The CitJ of Miasni Beach Justin M. Gattuso Field Inspector Mr. Gattuso is a qualified technician with extensive experience in landfill gas collection and control systems, landfill gas compliance for both state and federal regulations, landfill gas flaring systems, construction oversight (resident engineering), and field operations associated with several water and solid waste projects. Mr. Gattuso serves as the main engineer technician on a broad spectrum of projects for the West Palm Beach and other Florida offices implementing creative and viable solutions to problems in the field. His responsibilities include landfill gas permit compliance issues, monthly monitoring, landfill gas system maintenance, quarterly surface emission testing, construction oversight and quality assurance, landfill gas permit compliance reporting under Title V permits and the New Source Performance Standards including landfill gas system annual operating report, FDEP electronic annual operating report, annual emission fee, and annual statement of compliance. Technician, Landfill Gas Collection and Control System, Martin County. Mr. Gattuso manages Martin County's landfill gas collection and control system consisting of 52 vertical wells, 6 horizontal gas wells, 231eachate tie- ins, 4 manhole tie-in wellheads, 31ift station connections, and a 2000scfm flaring system. His responsibilities include: monthly monitoring of the gas wells and flaring system, quarterly surface emissions testing, quarterly site physical inspections, gas system upgrades, modifications, conducting or overseeing repairs to the gas system, flaring system, or landfill cap. Mr. Gattuso is also managing all of Martin County's Florida Department of Environmental Protection (FDEP), Title V permit and New Source Performance Standard (NSPS), compliance, testing, and reporting issues. Technician, New Source Performance Standards and Title V Permit Compliance, Solid Waste Authority of Palm Seach County. Mr. Gattuso manages all of the Solid Waste Authority of Palm Beach County, Florida, NSPS and Title V Permit compliance issues for both the Class I and Class III landfills, which consist of quarterly surface emissions testing and reporting. Technician, Landfill Gas Collection and Control System, St. Lucie County. Mr. Gattuso managed the St. Lucie County landfill gas collection and control system consisting of 36 vertical wells, 7 vent collection wells, 8 manhole tie-in well heads, 3 lift station connections, and a 2000scfm flaring system. Resident Engineer, Cells 3 & 4 Closure and Landfill Gas Expansion, Martin County. Mr. Gattuso supervised the contractor and subcontractors during the construction, testing, and start-up of the landfill gas collection system expansion. Construction management responsibilities included supervision of surveyors and field testing laboratory, field engineering Emergency Disaster Debris Monitot7ng Services RFP #16-05/06 The City of Miarni Beach liaison with the home office, administration and monitoring of unit price contracts, and approval of contractor's pay request. The expansion included 22 vertical collection wells, 9,291 feet of HDPE pipe, 2 lift station connections, 4 manhole connections, and 23 leachate cleanout connections. The contract amount was $543,279. Resident Engineer, Compost Facility Biofilter Replacement, Solid Waste Authority of Palm Beach County. Mr. Gattuso supervised the contractor and subcontractors intermittently during the construction of three bio-filters at the compost facility. Each Biofilter was designed to handle 88,000 cfm of airflow from each compost building. The construction included a single liner, drainage system, humidification, irrigation, and air distribution piping to treat and remove odorous air from the compost buildings. Technician, Beneficial Use Demonstration for the Reuse of Incinerator Ash, Solid Waste Authority of Palm Beach County. Mr. Gattuso's responsibilities included coordination of field activities, sampling ash in grab and composite samples, double ring infiltrometer testing, peculation testing, organizing field equipment, and shipping samples. Resident Engineer~I'echnician, Wingate Road Landfill Closure and Remediation, Ft. Lauderdale, Florida. Mr. Gattuso's project responsibilities included site exploration, locating monitoring well and mapping, surface emission testing, environmental site assessment, organizing field activities, providing visual soil composition analyses during drilling, gas migration probe sampling, and supervising subcontractors during soil borings and testing. Resident Engineer, Lantana Road Landfill Golf Course Design and Gas System Decommissioning, Solid Waste Authority of Palm Beach County. Mr. Gattuso's project responsibilities included over viewing surface emissions testing, perimeter bore hole probing using a Flame Ionization Detector, flare station testing, wellhead checks, and supervising the contractor and subcontractors in the demolition of the flare system and all wells. Technician, Condition Assessment and Improvement Design for Transfer Station Compactors, Miami-Dade County Department of Solid Waste Management. Mr. Gattuso performed a condition assessment of the compactors at two transfer stations. The compactors were installed in 1980 and were in need of major structural and safety repairs. Technician, Odor Dispersion Modeling, Solid Waste Authority of Palm Beach County. Mr. Gattuso, as part of a four person sampling team, managed a two person crew responsible for collecting various air and grab samples conducted on Class I and Class III landfills, compost facility, compost biofilters, compost exhaust vents, waste-to-energy facility roof fans, material recycling facility roof exhaust fans, and yard waste processing plant. Emergency Disaster Debris Monitoring Services RFP #1b-05/06 The City of Miami Beach Shani H. Bryce Field Inspector Ms. Bryce is an environmental engineer experienced with industrial wastewater compliance, preparing Consent Orders, Non-Compliance Letters, Penalty Authorizations, Warning Letters, and Inspection Reports for non- compliance, and preparing Environmental Impact Assessment reports. She has reviewed wastewater inspection reports, coordinated water quality sampling, and coordinated biological assessments of surface waters. Engineer. Water Facilities Compliance/Enforcement, Industrial Wastewater Section, Florida Department of Environmental Protection, West Palm Beach, Florida. Ms. Bryce performed routine inspections of industrial wastewater treatment/disposal facilities to determine compliance with the Department's rules and permits. Her compliance reviews were in accordance with the National Pollutant Discharge Elimination System (NPDES) program for surface water discharges. She conducted field inspections and complaint investigations received within the jurisdiction of the Industrial Waste Program, and performed appropriate subsequent actions to resolve complaints or achieve compliance. She prepared Consent Orders, Non- compliance Letters, Penalty Authorizations, Warning Letters, and Inspection Reports based upon inspection findings and Department guidelines. She reviewed wastewater monitoring reports as required by permits, and informed facility operators of associated violations, deficiencies or other problems. She coordinated water quality sampling of effluents and receiving waters, and assisted technical personnel with sampling. She assisted in coordinating biological assessments of surface waters and Performance Audit Inspections of laboratories in accordance with 5-year compliance inspection cycles. She reviewed test results and followed up with any additional action as necessary. In addition, she maintained and updated an Oracle database management system for all cases assigned to her. Graduate Teaching Assistant. George Washington University, Washington, D.C. Ms. Bryce provided assistance to students in the Environmental Engineering Laboratory Course and prepared chemicals in the lab for the appropriate experiments. Project Engineer. Environmental Solutions Limited, Kingston, Jamaica. Ms. Bryce attended site visits and assisted with preparing Environmental Impact Assessment reports. In addition she reorganized the firm's library and prepared a catalogue for books and reports. Summer Employee in the Mitigation, Planning and Research Division. Office of Disaster Preparedness and Emergency Management, Kingston, Jamaica. Ms. Bryce attended site visits and prepared appropriate reports. She also collected and organized data from workshop proceedings. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Summer Employee in the Chemistry and Environmental Laboratory. Petrojam Kingston Refinery, Kingston, Jamaica. Ms. Bryce tested cooling tower water and separator effluent discharged to the Kingston Harbor and prepared analysis of findings in report form. Training Introduction to Arc GIS I Toxicity/Biology Training Regulatory Interviewing Techniques FDEP Stormwater, Erosion, and Sedimentation Control Inspector Training Program: Certification -Qualified Stormwater Management Inspector OSHA Hazwoper Awareness Level Health and Safety Training FDEP Whole Effluent Toxicity (WET) Training U.S. EPA Flow Measurement Training at Wastewater Treatment Facilities FDEP Basic Inspector Training Workshop FDEP Quality Assurance Training course: "The ABCs of DATA Evaluation" FDEP Compliance and Enforcement Workshop FDEP Division of Law Enforcement: Legal Training U.S. EPA Basic Performance Audit Inspection Training of National Pollutant Discharge Elimination System (NPDES) Facilities FDEP Division of Law Enforcement: Criminal Investigation Training Laboratory Safety Training Hazardous Waste Management Training Emergency Disaster Debris Monitoring Services RFP #26-05/06 The City of Miami Beach Vandin L. Calitu, P.E. Field Inspector Mr. Calitu is an environmental engineer working primarily with water and wastewater treatment processes. He is also involved with odor control and HVAC systems design. He designs water/wastewater treatment plants including reverse osmosis membrane, ion exchange and membrane bioreactor systems. He designs pump stations, water, and sewer distribution systems. In addition, he designs odor control and HVAC/IAQ systems. He also performs hydraulic modeling, noise analysis, and energy efficiency analysis. Mr. Calitu is proficient in AutoCAD, Microstation, Primavera (SureTrack), SAS, and Axum. He is also experienced in computer programming and modeling: Basic, FORTRAN, Turbo Pascal, MatLab. Mr. Calitu is very competent in hydraulic modeling using WaterCAD, SewerCAD, AFT- Fathom, AFT-Arrow, Extend, and Hydro. He is conversant in HVAC load calculations and energy efficiency analysis with Elite-CHVAC, FLACOM, and HAP20 software. Project Engineer/Assistant Project Manager. Coral Springs Improvement District WTP, Coral Springs, FL, Ongoing. As a project engineer/assistant project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the water treatment plant expansion project. He designed the 2 mgd softening plant and its corresponding filtration units along with the air-conditioning system for the high service pumps electrical room. As a project engineer/project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the Wells No. 4 and 5 Remediation project. The two water supply wells were completely upgraded to satisfy the increased water demand in the District. Project Engineer/Assistant Project Manager. Coral Springs Improvement District WWTP, Coral Springs, FL, Ongoing. As a project engineer/assistant project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the wastewater treatment plant improvements project. He designed the sodium hypochlorite vacuum feed system (to serve both the water and wastewater treatment plants), one 2.3 mgd package plant (clarifier, aeration basin and digester), two 1.8 mgd clarifiers with aeration basins, fine and coarse air bubble diffuser systems, solids handling system (drum. thickener, aerobic digester, belt filter press), pumping stations. Mr. Calitu spent 6 months- studying the on-site performance of a membrane bioreactor pilot plant and designed a proposed full scale MBR plant to replace two of the existing conventional treatment units. Using WaterCAD, Mr. Calitu modeled by dynamic simulation the sewer distribution system for the District to determine the proper sizing and optimal operability for the lift stations. Ernergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Project Engineer/Assistant Project Manager. North Springs Improvement District WTP, Coral Springs, FL, Ongoing. As a project engineer/assistant project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the water treatment plant expansion project. He designed the sludge dewatering system (two 30-ft. diameter gravity thickeners, two drum vacuum filters), one 2 mgd softener and the sodium hypochlorite vacuum feed system. Mr. Calitu corrected the design deficiencies of the HVAC system (previously designed by another firm) for the Operations Building. Mr. Calitu was involved in the design and construction of the NSID Booster Pumps Station and the two 2.0 MG ground storage tanks. Consultant Engineer. City of Moore Haven WTP, FL. As the consultant engineer for the city, Mr. Calitu assisted the client in all aspects of design, bidding, permitting, budgeting, risk management and construction. Mr. Calitu designed the anhydrous ammonia vacuum feed system, ferric sulfate, cationic and anionic polymers feed systems. Mr. Calitu had finished the preliminary design fora 1.0 mgd MIEX ion exchange system to replace the existing chemical treatment of the raw water. He also modeled and calculated the associated necessary upgrades for the water distribution system: new pipe addition, new pump station, new 300,000 gallons ground storage tank, new THM control system, new air-scouring filters. Assistant Chief Engineer. F. Wayne Hill WRF, Gwinnett County, GA. As the assistant chief engineer for this state-of-the art 60 mgd water reclamation facility, Mr. Calitu was involved in the design process of the sludge handling system, ozone generation and disinfection, odor control system and HVAC systems. For several months he analyzed on-site the performances of six (6) ultrafiltration membrane pilot plants. Mr. Calitu assisted the client in the equipment pre-selection process (products were evaluated solely on their technical performances regardless the cost), negotiated with the suppliers, reviewed proposals and contracts. Project Engineer. Bonita Springs WTP and WRF, FL. Mr. Calitu worked on site in the last five months of the projects to coordinate the submittal of completion documents to the client. He wrote the SOPS (Standard Operating Procedures) for most of the process equipment for both water and wastewater plants. Project Engineer. Highland Beach RO WTP, FL. Mr. Calitu was involved in the design of the treatment process on this 1.5 mgd reverse osmosis membrane plant. He also designed the plant's HVAC system. Prior to joining CDM, Mr. Calitu worked on several other water and wastewater treatment plant projects in Florida, Georgia, Texas, D.C., Kansas, etc. Design Engineer. Changi Water Reclamation Facility, Republic of Singapore. For over nine months, Mr. Calitu worked designing the odor Emergency Disaster Debris Monitoa~ing Services RFP #16-05/06 The City of Miami Beach control and sludge dewatering system for this one-of-a-kind water reclamation plant (450 mgd). The unique characteristic of this facility is that it is built on the vertical, underground, on several levels, in a 150 feet deep pit. Visible above ground are only the storage tanks and the operations building. Mr. Calitu was part of the team that designed the HVAC system for this very challenging project (lack of space being a huge issue for all disciplines). University of Miami, Coral Gables, Florida. Mr. Calitu worked for his MS thesis on "Disposal Forecast for CCA-Treated Wood Products and Solvent Extraction for CCA-Treat Wood Ash," as commissioned by the Florida Center for Solid and Hazardous Waste Management. He conducted leaching tests (TCLP and SPLP), which are used for regulatory purposes. He tested different chemicals, including distilled water, magnesium chloride, hydrogen peroxide, hydroxylamine hydrochloride, acetic acid, citric acid, nitric acid, hydrochloric acid, etc., to identify the best solvent to extract metals (chrome, copper and arsenic) from CCA-treated wood ash. He also assisted Dr. Helena Solo-Gabriele in the West Wellfield/L-31N study sponsored by Everglades National Park, the South Florida Water Management District, the United States Geological Survey, and Kendall Properties and Investments Inc. The goals of this project were to determine whether Everglades water is being drawn into the municipal pumping wells of the West Wellfield, to assess whether rock-mining lakes in the area have an effect on site hydrology, to determine if significant seepage under L-31N is occurring and to evaluate the extent to which the L-31N canal acts as a hydrologic boundary between Everglades and urban water. Mr. Calitu performed a hydrologic study using stable isotopes of oxygen-18 and deuterium as tracers as well as a computer modeling using MODBRANCH. Mr. Calitu was a Teaching and Research Assistant at the University of Miami. He tutored students in environmental engineering, water and wastewater treatment, environmental chemistry, and environmental microbiology; initiated and coordinated field trips to landfills, incinerators, and water/wastewater treatment plants; and performed field and lab work for his M.S. project (discussed above). Design Engineer. Climalux Center, Ltd., Bucharest, Romania. Mr. Calitu served as a design engineer for air conditioning installations (Lennox, Daikin, Carrier, Mitsubishi, Tadiran) per ASHRAE standards. He developed computer software for load calculations and equipment selection, studied and applied with good results air conditioning ducts made of ALP (aluminum polyurethane foam), and increased the firms sales by 45 percent. Project Engineer. Romanian Environmental Protection Institute, Bucharest. Mr. Calitu was part of a team assisting with the improvement of existing water and wastewater treatment plants. He also researched retrofitting with ecological refrigerants such as R134a. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Lucas E. Rincon, E.I. Tower Monitor Mr. Rincon is a civil and environmental engineer who has served as a project engineer on various stormwater related projects. In addition to performing field observations of existing stormwater systems, Mr. Rincon has obtained a working knowledge of surface water hydrological and hydraulic models such as NetSTORM and SWMM. His technical experience also includes using computer aided design (CAD) and geographic information systems (GIs) (ArcView) in a variety of arenas, particularly in stormwater infrastructure analysis. Mr. Rincon has also been involved with the design and services during construction of solid waste management facilities. He is bilingual in Spanish and English. Project Manager/Engineer, Preliminary stormwater Management Permitting Considerations, City of Hialeah, Florida. Mr. Rincon performed a stormwater analysis for City of Hialeah's Annexation Area to determine the amount of area that must be reserved for stormwater management to provide effective stormwater retention for land development activities to assure that cumulative impacts associated with increased peak runoff rates and runoff volumes are appropriately considered in the Annexation Area's Master Plan. The analysis also included a review of regulatory requirements for stormwater treatment, information about proposed developments, and review of wetland documents. Project Engineer, Wagner Creek Isolation Survey, Miami River Commission. Mr. Rincon performed a field study of a portion of the stormwater system draining into Wagner Creek to find sources into this tributary of the Miami River. The study involved observing interconnections between the sanitary and storm sewer systems and debris entering the storm sewer system through visual inspection of manholes and catch basins. The study concluded that the system was in need of cleaning, but no sources of pollution into Wagner Creek were found in the study area. Project Engineer, Various stormwater and Environmental Projects, Indian Creek Village, FL. Mr. Rincon conducts annual lead and copper testing for the Village. He has inspected the stormwater system and documented size and quantity of structures and included observations in an interactive map. In addition, he prepared specifications for the rehabilitation of the Village bridge, and prepared an NPDES annual report. Project Engineer, Near-Term Improvements to Solid Waste Transfer Stations, Miami-Dade County Department of Solid Waste, FL. Mr. Rincon is overseeing the construction of the near-term improvements to two transfer stations in Miami-Dade County. The project involves extending the useful life of the transfer stations and improving working conditions for the transfer Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach station employees by refurbishing the sacrificial tipping floors and operator's control cabins, and providing overhead protection from solid waste. Project Engineer, Design of Compactor Replacement, Miami-Dade County Department of Solid Waste. Mr. Rincon was the project engineer for the preparation of design drawings and specifications for the replacement of the solid waste compactors at the Central Solid Waste Transfer Station. The design involved replacing six compactors with new units meeting current safety standards and with improved loading capacities. Project Engineer, Pump Station Capacity Analysis, City of Miami Beach, FL. Mr. Rincon is performing an analysis to determine the remaining available capacity of two wastewater pump stations located in South Miami Beach, an area in the City of Miami Beach undergoing significant redevelopment. The study involves determining the capacity of the pump stations to serve additional flow by estimating wastewater flows served by the pump stations and the flows the pump stations are committed to serve, and comparing these to the actual capacity of the pump stations. Project Engineer, Kinlcoh Stormwater Flood Remediation Improvements, City of Miami, FL. The study involves hydraulic and hydrologic modeling of the stormwater system servicing a 320 acre residential area. The purpose of the study is to prepare a Stormwater General Development Plan for the Kinloch area that identifies infrastructure strategies to accommodate runoff for existing land use conditions. Mr. Rincon is responsible for the data collection and review, and is providing support for hydraulic model set-up and calibration. Ven Te Chow Hydrosystems Laboratory. Mr. Rincon made extensive use of Acoustic Doppler Velocimeters (ADVs) as well as Modular Acoustic Velocity Sensors (MANS) and Particle Image Velocimetry (PIN) to obtain velocity measurements in various projects. Mr. Rincon has experience measuring flow fields produced by bubble plumes, processing and analyzing data in order to study turbulence characteristics of bubble plumes and model-to-prototype relationships. He also took water quality samples of test waters to study the effects of bubble plumes in non-potable water. Wastewater Treatment Plant, Decatur, Illinois. Mr. Rincon was part of a research group studying the effects of ultraviolet light systems on the treatment capacity of the plant. Other experience includes measuring flow fields within pool-riffle structures, processing velocity measurements for use in a hydraulic, geomorphologic, and ecological analysis for pool-riffle implementation in urban stream restoration. He also took velocity measurements of flow fields around chute structures. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Citij of Miami Beach Karla P. Martinez Data Entry Ms. Martinez provides administrative support to one of two Client Officers (COs) for the CDM Miami office. Her duties include the day-to-day operations assisting the CO by performing extensive administrative support duties such as preparing correspondence, reports, and records from moderately complex and/ or confidential source documents. She drafts and edits correspondence for management review. She schedules management travel arrangements, internal and external business meetings, and client or third party appointments. Ms. Martinez has more than five years experience in construction document control and financial management. In her capacity managing construction documents, she handles several other functions. Administrative Assistant, CDM, Miami Office. Ms. Martinez maintains thorough knowledge of the firm, its core businesses, structure, and the roles and responsibilities of various senior-level management staff. She uses a high level of judgment to maintain the flow of office activities, field and respond to questions, handle complex details and advanced administrative duties for the CO(s). She handles the document production, including letters, specifications and reports for a number of municipal clients in the South Florida market including: ^ Miami-Dade County (various departments, e.g., MDDERM, MDWASD, MDSWMD, etc.) ^ City of Miami Beach ^ City of Coral Gables ^ Village of Indian Creek ^ Puerto Rico. Ms. Martinez researches, compiles, computes, and analyzes data using PC applications. And she creates presentations using software applications to prepare materials for client presentations. Ms. Martinez is responsible for the Construction Document Control System including meeting minutes, correspondence, and pay estimates. Ms. Martinez is also involved with coordinating shop drawing review, administrative work on submittal tracking, as well as other offices duties. She is also responsible for other company initiatives/project work, as assigned. Her work involves handling multiple tasks simultaneously, usually under tight time constraints, handling confidential data, and the ability to communicate in oral and written form with a wide variety of internal and external audiences, especially senior level staff inside CDM and with senior level clients. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Prior to joining CDM, Ms. Martinez was an instructor who taught basic and advanced courses in cake decorating. She was also involved in developing new courses, as well as preparing class schedules and monthly workshops. Ms. Martinez held several positions in her tenure with the Hamilton Bank. She was responsible for incoming and outgoing Fedwires, input of overnight investments, and operations of an optical computer system. Ms. Martinez participated in staff training as well as introducing and producing new methods of payment, collection, and courier procedures. Skills Excellent computer skills utilizing Microsoft Office Suite (i.e., Word, Excel, Access, PowerPoint). Flexible, able to prioritize work, and manage multiple projects and conflicting priorities. Excellent interpersonal skills. Ability to effectively interact with COs, project managers, and clients at senior levels, exercise exceptional judgment and work with confidential information. Languages English and Spanish, spoken and written. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Patricia V. Donaldson Data Entry Office Service Coordinator (OSC) CDM, Miami Office. Ms. Donaldson works as the OSC for the Miami office. Human resources relies on Ms. Donaldson as the OSC to introduce new hires to the firm and coordinate completion of the needed paperwork to ensure that the employee will be on CDM's payroll. Ms. Donaldson s responsibilities include coordinating all office equipment, telephone, copier, computer, and ordering general supplies and acting as liaison with the building management when needed. Her responsibilities also include indirect cost control, including monitoring of overhead expenses for office supplies. She is also responsible for training of temporary staff for the Miami Office, processing time sheets and signing time cards. Ms. Donaldson serves as the local point person for CDM corporate human resources. Ms. Donaldson welcomes new employees to the Miami office and does orientation for new employees' of first day and provides opportunity for them to learn more about CDM's policies, procedures and programs, so the new employee can feel connected to the firm. She coordinates office social functions such as office meetings, holiday party, etc. Ms. Donaldson is responsible for coding financial data for the Tampa accounting department Administrative Assistant, CDM, Miami Office. Ms. Donaldson has more than 16 years experience working for CDM. She provides administrative support to the Client Officer and also the Vice President/Area Manager for the CDM Miami office. Her duties include the day-to-day operations assisting the CO and Area Manager. Ms. Donaldson worked on major reports for: ^ 1VIDAD ^ DERM ^ Indian Creek Village ^ Kinloch Storm Sewer Improvements ^ Miami River Commission Isolation Study Report ^ Monroe County, Miami Beach ^ Caribbean etc., making sure all dead-lines are met. Ms. Donaldson also performed extensive administrative support duties such as preparing correspondence, reports, and records from moderately complex and/or confidential source documents. She drafts and edits correspondence for management review. She schedules management travel arrangements, internal and external business meetings, and client or third Eanergenc~ Disaster Debris Monitoriaag Services RFP #16-05/06 The Citij of Miami Beach party appointments. Ms. Donaldson also worked as the receptionist for the Miami office, answering incoming and interoffice calls, and greeting visitors. Ms. Donaldson s work involves handling multiple tasks simultaneously, usually under tight time constraints, handling confidential data, and the ability to communicate in oral and written form with a wide variety of internal and external audiences, especially senior level staff inside CDM and with senior level clients. Prior to joining CDM, Ms. Donaldson was an administrative assistant for Canadian Imperial Bank of Commerce (CIBC) in Canada for approximately six years. Skills Excellent interpersonal skills. Ability to effectively interact with COs, project managers, and clients at senior levels, exercise exceptional judgment and work with confidential information. Excellent computer skills utilizing Microsoft Office Suite (i.e., Word, Excel, PowerPoint). Flexible, able to prioritize work, and manage multiple projects and conflicting priorities. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Beatriz Marrero Data Entry Ms. Marrero is responsible for the Construction Document Control System including preparing meeting minutes, correspondence, and pay estimates. She is also involved with coordinating shop drawing review, administrative work on submittal tracking, and other project work, as assigned. She supports the document production, including letters, specifications and reports for a number of municipal clients in the South Florida market including: City of Miami Beach, Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Miami-Dade County, Various Departments (Water and Sewer and Department of Environmental Resources Management), Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Village of Indian Creek, Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Puerto Rico, Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Software. Skills Ms. Marrero is skilled in operation of Microsoft Office Suite (Word, Excel, Access, PowerPoint). Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Citij of Miarni Beach Lynn C. Zweifler Data Entry Ms. Zweifler provides administrative support to the Construction Department for the CDM Fort Lauderdale office. Her duties include the day-to-day operations assisting the Project Managers by performing extensive administrative support duties such as preparing correspondence, reports, and records from moderately complex and/or confidential source documents. She drafts and edits correspondence for management review. Ms. Zweifler has more than six years experience in construction document control management. In her capacity managing construction documents, she handles several other functions. Administrative Assistant, CDM, Fort Lauderdale Office. Ms. Zweifler maintains thorough knowledge of the firm, its core businesses, structure, and the roles and responsibilities of various senior-level management staff. She uses a high level of judgment to maintain the flow of office activities, field and respond to questions, handle complex details and advanced administrative duties for the Project Managers. Ms. Zweifler researches, compiles, computes, and analyzes data using PC applications. Ms. Zweifler is responsible for the Construction Document Control System. Ms. Zweifler is also involved with coordinating shop drawing review, administrative work on submittal tracking, as well as other offices duties. She is also responsible for other company initiatives/project work, as assigned. Her work involves handling multiple tasks simultaneously, usually under tight time constraints, handling confidential data, and the ability to communicate in oral and written form with a wide variety of internal and external audiences, especially senior level staff inside CDM and with senior level clients. Prior to joining CDM, Ms. Zweifler was an executive secretary to the Senior Vice President of Loans at TransFlorida Bank. She handled all loan documents, correspondence, scheduled appointments and travel arrangements. Skills Excellent computer skills utilizing Microsoft Office Suite (i.e., Word, Excel and Access). Flexible, able to prioritize work, and manage multiple projects and conflicting priorities. Excellent interpersonal skills. Ability to effectively interact with COs, project managers, and clients at senior levels, exercise exceptional judgment and work with confidential information. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach John C. Carr Field Coordinator Mr. Carr has more than eight years of experience in construction resident inspection with emphasis in plans and specifications, quality control and shop drawing review. Mr. Carr's experience also includes conducting progress meetings, scheduling inspections, logging daily reports and maintaining record drawings. Hurricane Wilma Emergency Debris Management Assistance, City of Deerfield Beach, Broward County, Florida. Mr. Carr provided debris monitoring services including: data collection for FEMA, daily reports, monitoring of all collection points, and training volunteers from the City to assist in the cleanup effort post Hurricane Wilma. Construction Management, Pump Station Upgrades, City of Miami Beach, Florida. Mr. Carr is the lead RPR for the completion of a pump station upgrades project involving 6 standalone electrical/generator buildings and multiple refurbishing of several water and sewer pump stations for the City of Miami Beach. Various Engineering Projects. Mr. Carr is currently assisting with two engineering projects in the Miami area including, a project with two ground storage tanks with an associated pump station, and a project to reduce infiltration and intrusion of ground water into the sanitary system including cured-in-place liners, testing and sealing pipe joints, spot repairs and manhole rehabilitation. Construction Resident Project Representative, CDI -Corporation, Orlando, Florida. Mr. Carr monitored and recorded daily progress of the general contractor and sub-contractors. He also reviewed the contractor's work and products used for compliance with plans and specifications; reviewed construction and shop drawings; held construction progress meetings and recorded meeting minutes; reviewed pay requests for percentages completed; maintained record drawings; and created and logged daily reports. Construction Resident Project Representative, Craven Thompson & Associates, Fort Lauderdale, Florida. Mr. Carr monitored and recorded daily progress of the general contractor and sub-contractors. He also reviewed the contractor's work and products used for compliance with plans and specifications; reviewed construction and shop drawings; held construction progress meetings and recorded meeting minutes; reviewed pay requests for percentages completed; maintained record drawings; and created and logged daily reports. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cihj of Miami Beach Construction General Superintendent, Construction Related Systems, Boca Raton, Florida. Mr. Carr provided oversight and control of all aspects of construction, which included creating schedules and organizing suppliers; coordinating sub-contractors; and setting up inspections and other requirements for client officers. Carpenter Superintendent/Quality Control, Turnberry & Associates, Adventura, Florida. Mr. Carr organized 6 to 8 carpenters and 8 to 10 laborers for construction management projects. He ordered and received supplies; calculated and ordered concrete materials; scheduled inspections; read plans and specifications and performed troubleshooting as needed; provided oversight for sub-contractors' work and prepared daily reports on all sub-contractors. Carpenter Foreman, Form Works, Inc., Davie, Florida. Mr. Carr planned and provided oversight for the building of concrete forms; organized workshops; supervised 12 carpenters; provided layout of control lines and prepared daily time reports. Carpenter Foreman, J.T. Hay Construction Company, North Miami Beach, Florida. Mr. Carr organized 6 to 8 carpenters and 8 to 101aborers for construction management projects. He ordered and received supplies; calculated and ordered concrete materials; scheduled inspections; read plans and specifications and performed troubleshooting as needed; provided oversight for sub-contractors' work and prepared daily reports on all sub-contractors. Carpenter, Billform Inc., Davie, Florida. Mr. Carr operated industrial equipment and machinery and performed basic carpentry tasks. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Michael W. Lovett DROMS Analyst/GIS Analyst Mr. Lovett has over 34 years of public and private sector experience in information management systems (IMS) for geographic information systems (GIS), land surveying, aerial photography, photogrammetry, and engineering. He was a team member on the first AM/FM project conducted within the United States. Mr. Lovett's management of digital mapping and AM/FM/GIS conversion activities have involved both domestic and international projects on numerous platforms and software including, but not limited to Intergraph (Microstation, IGDS/DMRS, FRAMME, MGE/MGA, GeoMedia), Synercorn, ESRI (ARC/INFO*, ArcView, ArcCad, ArcFM, ArcGIS, MOIMS, ArcIMS), Wang (GDMS), AutoDesk (AutoCAD, AutoCAD Map, MapGuide), dBASE, Oracle, SQL Server, SQL Anywhere, FoxPro, Access, Informix, and PROGRESS. Mr. Lovett has provided advice and leadership to over 30 major data conversion projects. His leadership and skills have brought many new digital data capture techniques into the forefront of the data conversion process. As the southern regional production operations manager, Mr. Lovett provides both management and technical leadership in information management services for engineering, design, consulting, and GIS activities throughout the southern United States. In this capacity, he also administers technical reviews of projects as a senior member of the GIS/IMS Technical Review Committee. In addition, Mr. Lovett serves as a technical resource for national and international projects. Information System Integration Services, Asset Management. Mr. Lovett has provided consulting services to DeKalb County, Georgia during the design and integration of the county's Implementation of Strategic Information Systems (ISIS) project, including Laboratory Information Management System (LIMB), geographic information system (GIB), supervisory control and data acquisition (SCADA), Automated Purchasing System (APB) and Computerized Maintenance Management System (CMMS). He has also provided consulting services to Hillsborough County during their developemnt of an enterprise-wide Project Information Management System (PIMS) for managing their capital improvement program (CIP). Mr. Lovett was the senior consultant for the City of Monroe, Louisiana's strategic Information Management System (IMS) needs assessment project. The assessment identified multiple programs for integration into an overall asset management system. These programs included information about real-time operational data, laboratory information, financial data, mapping, and maintenance work management. Mr. Lovett is currently the technical lead during the implementation if the Ernergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The Cihj of Miami Beach IMS programs. Mr Lovett was the technical lead in developing an Asset Management Enhancement Implementation Plan for Hillsborough County Water Department. Mr. Lovett is currently the technical lead during the initial phase of the implementation activities. Project Director, Web-Based GIS Application. Mr. Lovett is the project director for the on-going activities that are providing Web-based GIS application programming for Tampa Bay Water. The project is developing a system that effectively integrates and distributes environmental, operational and project related information as well as provides user-friendly GIS capability over the network. It is an interactive GIS tool on the network, which is distinct from those web applications that only support simple search and display of a map, and its main purpose is to provide an Intranet/Internet GIS tool for Tampa Bay Water business use. It is developed to provide information, data and maps (ID&M) to the staff members and board of directors with an easy operating interface. Senior GIS Consultant, Data Model Design. Mr. Lovett was the senior GIS consultant for the City of Miami Beach (Florida) Department of Public Works. He was responsible for the data model design of the water and sewer networks for the Jacksonville Electric Authority. He was the senior GIS consultant to the Secretariat of Planning and General Coordination for the state of Minas Gerias, Brazil for the development of a basin agency for the Rio Das Velhas basin. He provided services and supervision related to a GIS needs assessment, hardware and software selection, GIS data conversion, and application development including an interface to a water quality model Mr. Lovett has performed consulting services for the Vallecitos Water District. These services included specification and RFP preparation for mapping services, and review and selection participation for the RFP. He also performed the quality assurance activities related to the mapping program. Senior GIS Consultant, AM/FM/GIS Projects. As a senior GIS consultant for CDM, Mr. Lovett was part of the consulting consortium providing AM/FM/GIS services over several years on the prestigious South American project for Empresas Publicus de Medellin. The project defined hardware/software platforms and provided training for the initial AM/FM/GIS pilot development and training. Mr. Lovett also performed an in-depth AM/FM/GIS needs assessment for Bay County, Florida. The needs assessment defined the hardware/software and schedule for afive- year implementation plan. Mr. Lovett subsequently provided Bay County with training and implementation management services. In addition, Mr. Lovett was the senior consultant on the City of Northport GIS needs assessment and implementation planning project. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cihj of Miami Beach GIS Consultant, Database Management Program. Mr. Lovett was responsible for scoping the GIS database management program for the United States Environmental Protection Agency (USEPA) sponsored Sarasota Bay National Estuary Program. The program allows for interfacing the existing Southwest Florida Water Management District's ARC/INFO* system along with downloading information into the USEPA Ocean Data Evaluation System (ODES). Project Consultant, GIS Program Evaluation. Mr. Lovett evaluated the Lee County, Florida GIS program and made recommendations for improvement to the overall program, including the integration of new photogrammetry data capture definition and specifications. In addition, he was responsible for developing a data integration definition into the Lee County GIS for new information developed for the Lee County surface water management master planning. GIS Manager, ARC/INFO Pilot Program. Mr. Lovett assisted with the definition of the innovative data capture techniques for a Southwest Florida Water Management District ARC/INFO* landuse/landcover pilot project. Mr. Lovett was responsible for data preparation activities and digital encoding for amulti-million dollar automation of the FEMA Flood Insurance Program. This project included the digital data capture of the flood zone polygon information merged with existing DIME file database information. Project Manager, Development of AM/FM/GIS Databases. Mr. Lovett has been responsible for developing AM/FM/GIS databases for several utilities (water, sewer, stormwater, electric, telephone) throughout the United States. He also has developed numerous informational databases related to environmental public relations and finances. Project Manager, Data Conversion Project. Mr. Lovett was responsible for field data acquisition and digital conversion for a large portion of the SANTEE COOPER ELECTRIC AM/FM program. In addition, Mr. Lovett led the development of maintenance software and provided training to SANTEE COOPER personnel. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Dora C. Florindo, P.G. Environmental Specialist Ms. Florindo is a registered Professional Geologist and an environmental scientist specializing in hydrogeology, and is also experienced in project management, construction observation, including groundwater/soil sampling and testing, evaluation of hydraulic and water quality data report and permit preparation, effluent injection, landfill leachate interceptor wells, well installations and well rehabilitation programs, water supply, environmental audits, contamination assessments, and site remediation. Task Manager, Industrial Supply Wells Improvements, Solid Waste Authority of Palm Beach County, 2004-Ongoing. Ms. Florindo conducted pilot hole studies for future industrial supply well sites. The pilot hole studies included collecting soil samples, water samples, split spoon samples, interpreting geophysical logs, and ensuring that the work times were on schedule. Ms. Florindo designed the industrial supply wells, and after construction was completed, specific capacity tests were conducted to establish well production efficiency. She has also overseen the abandoning of industrial supply wells and developed a well rehabilitation program. Project Manager, Miami Airport Pre-Construction Assessment, Federal Express Corporation, Miami, FL, 2002-2003. Ms. Florindo conducted soil and water sampling to delineate the contamination plume for site development at the Miami International Airport. A report was developed at the completion of the study and submitted to the applicable regulatory agencies. Project Manager, Prairie Road Site Soil Removal for Palm Beach County Water Utilities Department, Palm Beach County, FL, 2002-2003. Ms. Florindo conducted a site assessment with soil sample collection via split spoon sampling and delineated the contamination plume for remediation at the Prairie Road Site. A report was developed and submitted to the regulatory agencies. Project Manager, Site Closure Assessment for Miamarina, City of Miami, FL, 2002-2003. Ms. Florindo conducted water sampling and a Site Closure Assessment for Miamarina, which was submitted to Miami-Dade Department of Environmental Resources Management for closure. Professional Geologist, South Dade Landfill Production Wells, Miami, FL, 2002-2003. Ms. Florindo conducted pilot hole studies for landfill leachate interceptor well sites. The pilot hole studies included collecting soil samples, water samples, split spoon samples, interpreting geophysical logs, and ensuring that the work times were on schedule. Ms. Florindo designed the wells, and after construction was completed, specific capacity tests were conducted to establish well production efficiency. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Environmental Auditor, ABCO Phase I Audit, Palm Beach County, FL, 2001-2002. Ms. Florindo conducted a Phase I environmental audit for this site. Professional Geologist, South Hutchinson Island Hydrogeological Studies, South Hutchinson Island, FL, 2001-2002. Ms. Florindo conducted pilot hole studies for future supplemental reuse well. The pilot hole studies included collecting soil samples, water samples, split spoon samples, interpreting geophysical logs, and ensuring that the work times were on schedule. Ms. Florindo aided in the design of the wells, and after construction was completed, specific capacity tests were conducted to establish well production efficiency. Environmental Auditor, Environmental Evaluation of Decommissioning the Wastewater Treatment Plant, City of Miramar, FL, 1999-2000. Ms. Florindo conducted an environmental evaluation of a wastewater treatment plant that was decommissioned for health and safety reasons during demolition. Geologist, Hollingsworth Superfund Site, Environmental Protection Agency, Fort Lauderdale, FL, 1999-2000. Ms. Florindo aided in the sampling of monitor wells located at the Hollingsworth Site. Environmental Auditor, Phase I Environmental Audit, City of Sunrise, FL, 1997-1998. Ms. Florindo conducted Phase I environmental audits for a future water and wastewater plant purchase. Geologist, Reuse Irrigation Permitting, St. Lucie County, South Hutchinson Island, FL, 1996-1997. Ms. Florindo monitored groundwater for reuse water irrigation system areas and help obtain a permit from the Florida Department of Environmental Protection to utilize the irrigation system. Geologist, Groundwater Monitoring, Solid Waste Authority of Palm Beach County, West Palm Beach, FL, 1996-1999. Ms. Florindo monitored groundwater for leachate plumes in the areas of existing landfills. Groundwater samples were collected from the monitoring well network and Environmental Auditor, Various Contamination Assessments, Broward County Aviation Department, Fort Lauderdale, FL, 1994-2001. Ms. Florindo conducted Phase I and II environmental audits, as well as contamination assessments and remediation action plans. She supervised the remediation efforts. Geologist, Miami-Dade County Attorney's Office, Miami, FL, 1994-1996. Ms. Florindo assisted with preparing litigation support materials for the Miami-Dade County Water and Sewer Department. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach William T. Beeson, P.G. Environmental Specialist Mr. Beeson has 20 years of technical and management experience including 14 years of experience in managing and directing major contamination assessment and remediation projects; environmental permitting at the local, state, and federal levels; hazardous waste management; and hazardous waste site closures. Mr. Beeson has participated in hundreds of environmental projects ranging from Phase I Environmental Site Assessments to response actions at Superfund sites. He has been responsible for the technical quality of many projects involving the Resource Conservation and Recovery Act (RCRA) and Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) regulations. As a senior technical advisor on numerous projects, Mr. Beeson has supervised project managers and project staff in developing technical approaches to projects, evaluating data, and preparing reports. Mr. Beeson also provides expert testimony, routinely represents clients in meetings with regulatory agencies, and assists clients in obtaining and negotiating environmental permits. Some projects that are representative of Mr. Beeson's experience are described in the following paragraphs. Senior Project Manager, Assessment and Interim Remedial Action, West Palm Beach, Florida. Mr. Beeson assisted the client in addressing pesticide contamination at a former mosquito control facility. He assisted in negotiating the consent order between the Florida Department of Environmental Protection and the client, planned and supervised the assessment, and managed the design and construction of the interim remedial action. Upon completion of construction, a groundwater monitoring program was approved and implemented. Senior Project Manager, Contamination Assessment, Gainesville, Florida. Mr. Beeson supervised the preparation of assessment plans and the assessment of a former landfill. Work elements included installation of monitoring wells, collection and analyses of soil and groundwater samples a ground penetrating radar survey, a landfill gas study, an evaluation of potential receptors, and a focused feasibility analyses of corrective actions. Senior Scientist, RCRA Permitting, Monitoring and Compliance, Orange County Florida. Mr. Beeson assisted the client in negotiating a new RCRA permit for a closed landfill. He also assisted in developing and reviewing monitoring plans and reports and in preparing an Engineering Feasibility Study report of potential corrective action alternatives. Emergency Disaster Debris Monito~~ing Services RFP #16-05/06 The City of Miami Beach Senior Project Manager, Environmental Site Assessments, Chattanooga, Tennessee. Mr. Beeson supervised the performance of Phase II environmental site assessments of six limestone and sand mines and associated facilities. Phase II investigations were subsequently performed at two of the facilities. Senior Project Manager, Environmental Site Assessments, Lee County, Florida. Mr. Beeson supervised the performance of Phase I and II environmental site assessments of five mining and construction facilities. Additional assessments and remedial actions at two of the facilities were subsequently managed by Mr. Beeson and "No Further Action" determinations were obtained from regulatory agencies. Senior Project Manager, Phase I and Phase II Environmental Assessment, Martin County, Florida. Mr. Beeson supervised the performance of Phase I and Phase II environmental assessments of a 12,000-acre citrus grove. The assessments were performed in accordance with requirements of the South Florida Water Management District and the U.S. Fish and Wildlife Service. Over 1,500 samples of soil and groundwater were collected and analyzed and a Screening Level Ecological Risk Assessment was performed. Senior Scientist, RCRA Facility Investigation Plans, Woodbine, Georgia. Mr. Beeson was responsible for preparing investigation plans for 12 solid waste management units at an agricultural chemical facility that had previously been used to manufacture chemical agents. In addition to identifying sample locations, potential degradation products were determined and special sampling protocols were developed. Project Manager, Phase I RI/FS, Redstone Arsenal, Alabama. He oversaw a remedial investigation/feasibility study for Redstone Arsenal (RSA) which included assessment of RSA's active sanitary landfill and open burn -open detonation area, investigations of 25 solid waste management units in accordance with 3004(u) of HSWA, and developed a computer database for monitoring of RSA's perimeter wells. Senior Scientist, Closure Permit Application for a Hazardous Waste Incinerator, St. Marks, Florida Mr. Beeson was the senior technical advisor for preparing a RCRA closure permit for an incinerator used to treat wastes from the manufacture of explosives. Senior Field Supervisor, Hydrogeologic Investigations, Niagara Falls, New York Mr. Beeson supervised drilling and aquifer testing as part of the permitting of an expansion of a hazardous waste landfill. As project scientist, Mr. Beeson participated in preparing and implementing RCRA corrective actions at a pesticide manufacturing facility in Alabama. He performed a hydrogeologic assessment of a pre-RCRA industrial waste landfill near Detroit, Michigan. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Project Manager, Environmental Impact Statement for Superfund Remedial Action, Huntsville, Alabama. Mr. Beeson prepared an environmental impact statement for Olin Corporation's remediation of DDT in Huntsville Spring Branch (Wheeler National Wildlife Refuge), which included evaluations of potential impacts to the quality of groundwater and surface water associated with the proposed re-routing of Huntsville Spring Branch. Project Manager, Contamination Assessment and Closure of Surface Impoundment, Tuscumbia, Alabama. Mr. Beeson designed and implemented plans for assessing contamination associated with failure of a surface impoundment at an anode refurbishing facility in Tuscumbia, AL. The surface impoundments were subsequently closed in accordance with RCRA requirements. Project Manager, Feasibility Evaluations Class I Hazardous Waste Injection Well, Louisville, Kentucky. Mr. Beeson managed a project to evaluate the technical and regulatory feasibility of operating a deep injection well (Class I) to dispose liquid waste. The project involved hydrogeologic assessments and evaluation of the compatibility of the waste stream with the receiving formation (Mount Simon Sandstone). Project Manager, Asessment and Remediation of Abandoned Woodtreating Site, Miami, Florida. In anticipation of cost recovery actions, Operable Unit 1, remediation of contaminated soil and hazardous waste, was performed in accordance with CERCLA requirements specified in the NCP. Operable Unit 2, remediation of groundwater, included an addendum to the Remedial Investigation/Feasibility Study, pilot studies and design and implementation of a Remedial Action Plan. Senior Scientist, RCRA Closure Permit, Jacksonville, Florida Mr. Beeson supervised preparation of a closure permit application for closure of two land treatment units for a steel fabrication facility in Jacksonville, FL. Closure was required as part of an enforcement action. The units were allegedly used to dispose paint waste. Results of investigations and negotiations greatly reduced the client's penalty. Senior Scientist, RCRA Closure Permit, Jacksonville, Florida Mr. Beeson supervised preparation of a closure permit application for two (2) waste piles and a hazardous waste storage area at a shipyard in Jacksonville, Florida. EtnergencJ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach MerriBeth Farnham Public Relations Ms. Farnham is an experienced public information specialist qualified in developing and implementing public involvement and education programs. With a background in journalism, city government and management consulting, Ms. Farnham is well versed in tailoring programs to include the key audiences and information tools needed to smoothly move forward with utility projects. Her expertise lends itself to a wide array of issues, from assisting with immediate response to the media and public during a crisis, to long range planning that allows for meaningful public input from project conception through completion. Her technical skills range from simple writing and desktop publishing to developing and presenting highly polished presentations and well edited video productions created using digital non-linear editing tools. Ms. Farnham s duties include public information plan development, staff training, media relations, speaker's bureau/presentation creation, advisory committee facilitation, and business and citizen outreach. Ms. Farnham is adept in creating a host of public information tools ranging from simple, low-cost program FACT sheets and news releases for print and web sites, to educational videotapes, brochures, newspaper inserts, and direct mail campaigns. Her efforts to facilitate discussions with citizen groups, administrators, and elected officials have met with success. Her current clients include the Florida Cities of Cape Coral, Sanibel, Naples, Fort Myers and Collier County Beach, Florida. In addition, she has helped with past public involvement efforts in Lakeland, Jacksonville, Boca Raton, and St. Petersburg, Florida as well as Washington, D.C.; Austin, Texas; Victoria, Texas; Cary, North Carolina; Florence, South Carolina; Greenville, South Carolina; Pittsburgh, Pennsylvania; Fulton County, Georgia, and a joint U.S./Mexico program in Nogales, Arizona/Sonora. Communications Manager, Sanibel Island Hurricane Charley Disaster Recovery Effort, 2003-2004. Ms. Farnham is currently working with the City of Sanibel to provide communications assistance related to the disaster caused in this community from Hurricane Charley. Ms. Farnham is responsible for coordinating all media contacts and providing appropriate interviews/messages, news release development, web site updates, correspondence to citizens, legislators and other target audiences; coordination of site tours, message development, coordination of disaster recovery representatives including FEMA, various insurance representatives and adjusters, utility representatives and others. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Public Information Expert, Project Hotline Development. To improve customer relations related to construction projects, Ms. Farnham worked with CDM programmers to develop auser-friendly computerized project hotline. This program allows customer service representatives to easily track the progress of projects and quickly resolve caller issues. Facilitator, EPA Risk Management Programs. Ms. Farnham is an EPA- certified facilitator, and has worked with a number of clients to develop EPA Risk Management Programs to reduce the potential for accidental releases when handling hazardous chemicals at facilities. Public Information Services Coordinator, Construction Projects. For the construction phase of a project, Ms. Farnham places an emphasis on educating citizens before any heavy construction begins and on coordinating such daily activities as mail delivery, trash pick-up, even redirected school bus stop locations in order to minimize any inconveniences. Simple program fact sheets, neighborhood meetings and project logos are often useful tools at this stage. With any construction effort, she encourages the use of an information phone line for people to call with questions. The computerized customer service hotline allows operators to provide callers with up to the hour updates about their particular request. Public Information Director, City of Cape Coral, Florida. Previously, Ms. Farnham served as public information director for the City of Cape Coral, Florida, where she managed various public information issues ranging from a 14-square-mile sewer expansion program, to Brazilian pepper tree eradication, media relations, community speaking, newsletter preparation and news releases. Ms. Farnham also acted as a liaison for the city administration, staff and council with members of the public. Ms. Farnham has additional experience in the electronic and print media fields, serving as a television reporter for more than 5 years, a radio news director, and a newspaper writer. In addition, she worked with the ABC News television network as a researcher, developing and coordinating the production of national news shows. Emergency Disaster Debris Monitoring Services RFP #16-05/06 Tl:e City of Miami Beach Tammy L. Hayes Public Relations Ms. Hayes is a technical writer/public information specialist, specializing in the areas of solid waste management and recycling. She has over 20 years of experience in the communications field, most of which have been devoted to solid waste issues. Ms. Hayes coordinates public education program strategies and prepares specific public information documents and materials. These include the production of written materials as well as the creation of audio-visual presentations for clients throughout the country. National Experience. Ms. Hayes assisted in the development of a training video and prepared several PowerPoint presentations for Carnival Corporation. This project was part of their environmental compliance program and encompassed various levels of training for four separate cruise lines. She developed the public education component of a regional solid waste management program CDM prepared for the Lower Colorado River Authority in Texas. Ms. Hayes was also involved in a project to prepare videos and corresponding manuals, publications, and a consumer awareness campaign on source reduction and recycling for the State of Illinois Department of Energy and Natural Resources. This project won the National Recycling Coalition's Annual Public Education Award. Florida Recycling Experience. Ms. Hayes assisted St. Lucie County with the development of their solid waste/recycling public education program. One of her primary responsibilities for this project involved the production of a 15-minute videotaped presentation that was incorporated into the elementary school curriculum. Ms. Hayes assisted Lee County with the development of a public education program to promote the county's recycling activities as well. This project involved the production of a seven-minute videotaped presentation targeting civic groups and commercial interests, along with a 30-second public service announcement aired by local television and radio stations. Written materials such as pamphlets and brochures, presentation handouts, press releases, and advertisements were also prepared for the St. Lucie and Lee County projects. Other Florida Solid Waste Experience. Ms. Hayes assisted Brevard County in developing a public education program to gain acceptance for a new sanitary landfill project. She also assisted Pasco County in preparing utility bill stuffers to educate citizens about the county's resource recovery project, and developed a pamphlet explaining St. Lucie County's planned solid waste rate assessment to affected property owners. For the past 12 years, Ms. Hayes has worked with the Mayor's Beautification Program and the City of Tampa Solid Waste Department on planning the Mayor's Annual Hillsborough River and Waterways Clean-up. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cittj of Miarni Beach Additional Project Experience. Ms. Hayes was involved in a program to inform and educate the public about a new water treatment plant being built by Tampa Bay Water in Clearwater, Florida which included two public meetings with very different formats. She previously conducted an end-use recyclable materials market survey for EPA's Region IV, participated in waste composition studies for the City of Tampa and Sarasota County, and assisted with acceptance testing at the Pasco County resource recovery facility. She also helped prepare solid waste and recycling master plans for Lee, Sarasota, Collier, Indian River and Broward Counties, and the City of Tampa, Florida, as well as San Diego County, California and its 18 incorporated cities. Her responsibilities included supervising sampling efforts and testing procedures, conducting materials market surveys, compiling waste quantity and composition data, and report writing and editing. She also provided technical editing services to the Florida Association of Stormwater Utilities on their manual titled, "Establishing a Stormwater Utility in Florida." For three years Ms. Hayes also served as a judge for the Solid Waste Association of North America's public education and school curricula awards, which are presented at their annual international conference. Eanergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miaani Beaclt Section G -Risk-Assessment Plan As per the requirements of the Request for Proposals, CDM has included in the Section entitled "Documents to be Submitted (Pages 19-30)" the Risk-Assessment Plan in a sealed, unmarked envelope. REQUEST FOR PROPOSALS N0.16-05/06 Miami Beach Cost Summary for Disaster Debris Monitoring Directions: Respondents must provide this cost evaluation form upon submittal of proposal. Personnel Number Da s Hours Rate Labor Fee Ex enses Field Ins ectors 6 120 6969 $59.81 $416,816 $20,841 Pro'ect Mana er 1 120 121 $132.26 $16,003 $S00 Tower Monitor 1 22 774 $85.15 $65,906 $3,295 Data Entr 4 120 1440 $44.05 $63,432 $3,172 Field Coordinator 1 90 324 $75.10 $24,332 $1,217 DROMS Anal st 1 40 $113.43 $4,537 $227 Totals $591,026 $29,552 Total Labor Fee: $591,026 Total Expense Fee: $29,552 Grand Total: $620,578 Note: Rates in effect through June 2006. Anticipate annual increases based on Department of Labor CPI for Miami Fort Lauderdale area. Ma~~ 12, 2006 RFP No: 16-0/06 C'i1v of Miami Rva~h 20 of 33 REQUEST FOR PROPOSALS NO. 16-05/06 Risk-Assessment Plan (RAP) All Consultants must submit aRisk-Assessment Plan. The Risk-Assessment Plan must not be longer than two pages, front side of page only. The RAP should be submitted ~in a sealed unmarked envelope and included within the RFP response. The Risk-Assessment Plan should address the following items in a clear and generic language: (1) What risks the project has. (Areas that may cause the Consultant not to finish on time, not finish with budget, cause any change orders, or be a source of dissatisfaction with the owner.) (2) Explanation of how the risks will be avoided/minimized. (3) Propose any options that could increase the value of this project. (4) Explain the benefits of the Risk Assessment Plan. Address the quality and performance differences in terms of risk minimization that the City can understand and what benefits the option will provide to the user. No brochures or marketing pieces. May 12, 2006 RFP No: 16-05/06 REQUEST FOR PROPOSALS NO. 16.05/06 ACKNOWLEDGMENT OF ADDENDA Directions: Complete Part I or Part II, whichever applies. Part I: Listed below are the dates of issue for each Addendum received in connection with this RFP:03- 05/06 Addendum No. 1, Dated . Addendum No. 2, Dated . Addendum No. 3, Dated _ Addendum No. 4, Dated _ Addendum No. 5, Dated _ Addendum No. 6, Dated _ Addendum No. 7, Dated _ Addendum No. 8, Dated _ Addendum No. 9, Dated _ Addendum No. 10, Dated Pant 11: No adde April 21, 2006 April 24, 2006 April 26, 2006 , Mav 12, 2006 Mav 15, 2006 Mav 22, 2006 Mav 23.2006 Mav 25.2006 June 2 2006 June 5, 2006 ndum was received in connection with this RFP. Verified with Procurement staff June 9, 2006 Date June 9, 2006 (Date) May 12, 2006 RFP No: 16.05!06 Cify of Miaml Beach 22 of 33 Ictnacio Lizama Name of staff DECLARATION TO: City of Miami Beach City Hall 1700 Convention Center Drive Procurement Division Miami Beach, Florida 33139 Submitted this 19th day of May , 2006. The undersigned, as consultant, declares that the only persons interested in this proposal are named herein; that no other person has any interest in this responses or in the Contract to which this response pertains; that this response is made without connection or arrangement with any other person; and that this response is in every respect fair and made in good faith, without collusion or fraud. The consultant agrees if this response is accepted, to execute an appropriate City of Miami Beach document for the purpose of establishing a formal contractual relationship between the consultant and the City of Miami Beach, Florida, for the performance of all requirements to which the response pertains. The consultant states that the response is based upon the documents identified by the following number: RFP No.16-05/06 SIGNATURE Victor J. Pujals, P.E., DEE PRINTED NAME Vice President TITLE (IF CORPORATION) May 12, 2006 RFP No: 16-05!06 23 of 33 City of Miami Beach SWORN. STATEMENT UNDER SECTION 287.133(3)(a), FLORIDA STATUTES, ON PUBLIC ENTITY CRIMES THIS FORM MUST BE SIGNED AND SWORN TO IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO ADMINISTER OATHS. 1. This sworn statement is submitted to Camp Dresser & McKee Inc. [Print name of public entity] By Victor J. Puials, Vice President [Print individual's name and title] For Camp Dresser & McKee Inc. [Print name of entity submitting sworn statement] Whose business address is 800 Brickell Avenue, Suite 710, Miami, Florida 33131 and (if applicable) its Federal Employer Identification Number (FEIN) is 04-2473650 (If the entity has no FEIN, include the Social Security Number of the individual signing this sworn statement: N/A .) 4. I understand that a "public entity crime" as defined in Paragraph 287.133(1)(g), Florida Statutes, means a violation of any state or federal law by a person with respect to and directly related to the transaction of business with any business with any public entity or with an agency or political subdivision of any other state or of the United States, including, but not limited to, any bid or contract for goods or services to be provided to any public entity or an agency or political subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material misrepresentation. 5. I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1)(b), Florida Statutes, means a finding of guilt or a conviction of a public entity crime, with or without an adjudication of guilt, in any federal or state trial court of record relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, nonjury trial, or entry of a plea of guilty or nolo contendere. 6. I understand that an "affiliate" as defined in Paragraph 287.133 (1)(a), Florida Statutes, means: 1) A predecessor or successor of a person convicted of a public entity crime; or 2) An entity under the control of any natural person who is active in the management of the entity and who has been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The ownership by one person of shares constituting a controlling interest in another person, or a pooling of equipment or income among persons when not for fair market value under an arm's length agreement, shall be a prima facie case that one person controls another person. A person who knowingly enters into a joint venture with a person who has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. 5) I understand that a "person" as defined in Paragraph 287.133(1)(e), Florida Statutes means any natural person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding contract and which bids or applies to bid on contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "person" includes those officers, directors, executives, May 12, 2006 RFP No: 16-05/06 partners, shareholders, employees, members, and agents who are active in management of an entity. 6) Based on information and belief, the statement which I have marked below is true in relation to the entity submitting this sworn statement. [Indicate which statement applies.] X Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, nor any affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members or agents who are active in management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. However, there has been a subsequent proceeding before a Hearing Officer of the State of Florida, Division of Administrative Hearings and the Final Order entered by the hearing Officer determined that it was not in the public interest to place. the entity submitting this sworn statement on the convicted vendor list. [Attach a copy of the final order] I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH DECEMBER 31 OF THE CALENDAR YEAR IN WHICH IT IS FILED. I ALSO UNDERSTAND THAT I AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHOLD AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES FOR CATEGORY TWO OF Y CHAN E HE INFORMATION CONTAINED IN THIS FORM. [Signat e] Sworn to and subscribed before me this 19th day of May , 2006 Personally known V ~_~~ J OR Produced identification Notary Public -State of ~J~-~~--~, (Type of Identification) My commission expires ~ a 1 ~ ~ J ° ~ (Printed typed or stamped Commissioned name of Notary Public) PAT V. DONALDSON µOTARf PUBLIC • STATE OF FLORIDA COMMISSION # DD175527 EXPIRES 02!02/2007 $ONDED THRU 1-Stj&NOTARYt May 12, 2006 City of Miami Beach RFP No: 16-05/06 25 of 33 QUESTIONNAIRE Consultant's Name: Camp Dresser & McKee Inc. Principal Office Address: One Cambridge Place 50 Hampshire Street Cambridge, MA 02139 Tel: 617.452.6000 Fax: 617.452.8000 Official Representative: Victor J. Puials, Vice President Individual Partnership (Circle One) Corporation If a Corporation, answer this: When Incorporated: December 29, 1970 In what State: Massachusetts If a Foreign Corporation: Date of Registration with Florida Secretary of State: April 23, 1974 Name of Resident Agent: CT Corporation System Address of Resident Agent: c/o 1200 South Pine Island Road Plantation, FL 33324 President's Name: Richard D. Fox Senior Vice-President's Name: Paul R. Brown Treasurer's Name: Robert W. McCarthy Members of Board of Directors Thomas D. Furman, Jr., Richard D. Fox. Paul R. Brown. Kellene M. Burn-Roy, Paul G. Carrell, Jonathan G. Curtis. William S. Howard, John D. Manning, William K. O'Brien, John L. Roberts, Paul R. Shea, Howard H. Stevenson, Gae A. Walters May 12, 2006 RFP No: 16-05/06 City of Miami Beach 26 of 33 Questionnaire (continued) If a Partnership: N/A Date of organization: N/A General or Limited Partnership*: N/A Name and Address of Each Partner: NAME N/A ADDRESS * Designate general partners in a Limited Partnership N/A Number of years of relevant experience in operating A/E business: 59 2. Have any agreements held by Consultant for a project ever been canceled? Yes() No(X) If yes, give details on a separate sheet. 3. Has the Consultant or any principals of the applicant organization failed to qualify as a responsible Bidder, refused to enter into a contract after an award has been made, failed to complete a contract during the past five (5) years, or been declared to be in default in any contract in the last 5 years? If yes, please explain: No May 12, 2006 RFP No: 16-05/06 City of Miami Beach 27 of 33 Questionnaire (continued) 4. Has the Consultant or any of its principals ever been declared bankrupt or reorganized under Chapter 11 or put into receivership? Yes () No (XX) If yes, give date, court jurisdiction, action taken, and any other explanation deemed necessary on a separate sheet. 5. Person or persons interested in this bid and Qualification Form Piave-(-~ have not (XX) been convicted by a Federal, State, County, or Municipal Court of any violation of law, other than traffic violations. To include stockholders over ten percent (10%). (Strike out inappropriate words) Explain any convictions: None 6. Lawsuits (any) pending or completed involving the corporation, partnership or individuals with more than ten percent (10%) interest: A. List all pending lawsuits: Because of its size and volume of business, CDM, over the years it has been in business, and especially in these litigious times, has occasionally been named in litigation. The majority of these claims involved either a contractor or supplier claiming extra costs and/or delay damages against a CDM client, with CDM named as a codefendant or third-party defendant; or, injury to a worker or damage to property. In the last five (5) years, CDM has been involved in a total of thirty five (35) lawsuits. One (1) claim is a subrogation claim by an insurer to recover cost paid to a contractor to reconstruct a portion of its work, one (1) claim is by a property owner for the failure of contractor to construct the project within an easement, five (5) claims are for bodily injury to a construction worker or third parties, fifteen (15) claims are contractor/ construction subcontractor claims against the owner and CDM for delay/extra costs, four (4) claims are for property damage to property owners on CDM designed projects, two (2) claims are related to business interruption/interference by a third party, four (4) claims are related to an owner claim against CDM and the contractor for defective construction, one (1) claim is a collection matter by CDM, one (1) claim is a Qui Tam action by a group of citizens against CDM and its client to recover money spent on a Master Plan that recommended an alternative for wastewater treatment that the group of citizens did not like, and one (1) claim is for economic loss by a third party against CDM and its client. CDM has been dismissed from nineteen (19) of these lawsuits in the last five years. The remaining sixteen (16) lawsuits are in the discovery phase. In the last five years there have never been any awards or judgments against CDM, and all settlements paid by CDM have been within CDM's deductible/self insured retention of its professional liability insurance coverage. CDM will provide responses to specific questions regarding its litigation history upon the execution of a confidentiality agreement by the party requesting the information. B. List all judgments from lawsuits in the last five (5) years: None May 12, 2006 RFP No: 16-05/06 Citv of Miami Beach 28 of 33 C. List any criminal violations and/or convictions of the Consultant and/or any of its principals: None 7. Conflicts of Interest. The following relationships are the only potential, actual, or perceived conflicts of interest in connection with this proposal: (If none, state same.) There is no conflict of interest. May 12, 2006 RFP No: 16-05/06 f :i4v of AAiami Ro~rh 70 of 7Z Gtuestionnaire (continued) 8. Public Disclosure. In order to determine whether the members of the Evaluation Committee for this Request for Proposals have any association or relationships which would constitute a conflict of interest, either actual or perceived, with any Consultant and/or individuals and. entities comprising or representing such Consultant, and in an attempt to ensure full and complete disclosure regarding this contract, all Consultants are required to disclose all persons and entities who may be involved with this Proposal. This list shall include public relation firms, lawyers and lobbyists. The Procurement Division shall be notified in writing if any person or entity is added to this list after receipt of proposals. Victor Puials, Ignacio Lizama, Louise Kirkpatrick, Virginia Bonocore, Jason Johnson, Kevin Leo Charles Cook Adan Ochoa Jezebele Alicia-Virella Adriana Bustillos Justin Gatusso, Shani Bryice, Vandin Calitu, Lucas Rincon, Karla Martinez, Patricia Donaldson, Beatriz Marrero, Lynn Zweifler, John Carr, Michael Lovett, Dora Florindo, William Beeson, MerriBeth Farnham, Tammy Haves May 12, 2006 RFP No: 16-05/06 Citv of Miami Beach an ~r ~a Questionnaire (continued) The Consultant understands that information contained in this Questionnaire will be relied upon by the City in awarding the, proposed Agreement and such information is warranted by the Consultant to be true. The undersigned Consultant agrees to furnish such additional information, prior to acceptance of any proposal relating to the qualifications of the Consultant, as may be required by the City Manager. The Consultant further understands that the information contained in this questionnaire may be confirmed through a background investigation conducted by the Miami Beach Police Department. By submitting this questionnaire the Consultant agrees to cooperate with this investigation, including but not necessarily limited to fingerprinting and providing information for credit check. WITNESS: Signature Print Name WITNESS: Signature Print Name IF INDIVIDUAL: Signature Print Name IF PARTNERSHIP: Print Name of Firm Address By: General Partner Print Name WITNESS: IF CORPORATION: Camp Dresser & McKee Inc. Si ature Print Name of Corporation Meahan Cagaldo Print Name (CORPORATE SEAL) 1601 Belvedere Road Suite 211 South West Palm Beach, FL 33406 ddress By: Senior Vice President Attest: ~~T Mario Marcaccio Assistant Clerk May 12, 2006 RFP No: 16-OS/O6 City of Miami Beach 31 of 33 Attachment "F" FEMA Guidelines 19 Debris Management Contracting and Monitoring Applicants may use force account Tabor and resources to accomplish part or all of the work after a disaster or they may use contractors. If contractors are used to do part or all of the work, the Applicant must follow FEMA contracting guidelines to ensure maximum reimbursement for debris removal and disposal efforts. Acceptable Contract Types 1. Time and Materials -Cannot be used for more than 70 hours of actual work This type of contract is usually used immediately after a disaster to mobilize contractors to start emergency removal efforts. These contracts should have a termination clause and snot-to-exceed limit for both time and costs. The contract should be terminated when the first of these limits is reached. 2. Unit Price - Is usually used when the scope of work is hard to define and is based on estimated quantities of debris. Unit price contracts are based on weight (tons) or volume (cubic yards). These contracts require close monitoring during removal, hauling and disposal to ensure accuracy. 3. Lumo Sum -Should only be used when the scope of work is clearly defined and the areas of work can be precisely identified Lump sum contracts establish one price for all work included in the contract. The price is fixed unless the scope of work changes. This type of contract is easy to monitor when the scope iswell-defined. A pre-awarded contract for emergency services may be used if the contract was competitively bid and prices are comparable with established rates in the region. The contract issuer may be a jurisdiction or a regional operational authority. "Piggybacking" by using an existing contract established by another jurisdiction is not recognized by FEMA as an acceptable form of contracting. Cost plus a percentage, contingency contracts, and contracts awarded to debarred contractors are not allowed. Contract Monitoring/Debris Monitoring As a condition of the FEMA grant funding program, the Applicant is responsible for ensuring that the contract is properly monitored so that quantities and expenses are documented to substantiate FEMA funding. / Monitors should verify that debris picked up is eligible; measure truck load capacities; verify volumes or weights of debris in trucks; inspect pick-up areas, haul routes, temporary storage sites, and disposal sites; verify the contractor is working in assigned areas; and ensure other contract requirements are met. / The Applicant should train and deploy debris monitors to watch and document contractor activities. Debris monitors may come from the Applicant's full-lime work force, temporary hires, or contracted services. The Applicant may also request FEMA/State assistance with debris monitoring. The costs of overtime, temporary hires, and contractors performing disaster-related debris removal work are eligible for reimbursement. / For unit price contracts, the Applicant should use load tickets to document weights and volumes of contractor vehicles and loads. / For time and materials contracts, the Applicant should document the times that Contractor manpower and equipment are actively used (limited to 70 hours). / The Applicant can request debris monitor training from the State and FEMA. Contracting Tips: / FEMA does not recommend, pre- approve, or certify any debris contractor. / Only FEMA has the authority to make eligibility decisions; contractors cannot make eligibility determinations. / FEMA does not credential any personnel other than official employees and Technical Assistance Contractor personnel. / Contracts should have swell-defined scope of work, specified costs, basis of payment, and delivery schedule. / Contracts must be competitively bid and have "reasonable" costs. / FEMA will participate in uniform practices of reimbursing mutual aid costs if a written agreement was signed prior to the disaster occurring. / Communities cannot guarantee a minimum number of hours for a time and materials contract. / For reimbursement, Applicants must be able to provide FEMA with documentation of competitive bidding, bid tabulation, contract monitoring including field monitoring of debris operations, quantity of debris handled, payment, and force account costs (if applicable). Contracting/Monitoring References FEMA 321, Policy Digest FEMA 322, Public Assistance Guide FEMA 325, Debris Management Guide FEMA 329, Debris Management Brochure FEMA 9580.1, Debris Operations Job Aid FEMA 9580.4, Fact Sheet: Debris Operations Questions? Call the FEMA Debris Hotline, Orlando, FL at 1-A07~58-4951 Attachment "G" Contractor's Risk Assessment and Quality Control Plan Zo SWORN STATEMENT UNDER SECTION 287.133(3)(a), FLORIDA STATUTES, ON PUBLIC ENTITY CRIMES THIS FORM MUST BE SIGNED AND SWORN TO IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO ADMINISTER OATHS. 1. This sworn statement is submitted to By For [Print name of public entity] [Print individual's name and title] [Print name of entity submitting sworn statement] Whose business address is and (if applicable) its Federal Employer Identification Number (FEIN) is_ (If the entity has no FEIN, include the Social Security Number of the individual signing this sworn statement: 4. I understand that a "public entity crime" as defined in Paragraph 287.133(1)(g), Florida Statutes, means a violation of any state or federal law by a person with respect to and directly related to the transaction of business with any business with any public entity or with an agency or political subdivision of any other state or of the United States, including, but not limited to, any bid or contract for goods or services to be provided to any public entity or an agency or political subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material misrepresentation. 5. I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1)(b), Florida Statutes, means a finding of guilt or a conviction of a public entity crime, with or without an adjudication of guilt, in any federal or state trial court of record relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, nonjury trial, or entry of a plea of guilty or nolo contendere. 6. I understand that an "affiliate" as defined in Paragraph 287.133 (1)(a), Florida Statutes, means: 1) A predecessor or successor of a person convicted of a public entity crime; or 2) An entity under the control of any natural person who is active in the management of the entity and who has been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The ownership by one person of shares constituting a controlling interest in another person, or a pooling of equipment or income among persons when not for fair market value under an arm's length agreement, shall be a prima facie case that one person controls another person. A person who knowingly enters into a joint venture with a person who has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. May 12, 2006 RFP No: 16-05/06 Ciry of Miami Beach 24 of 33 5) I understand that a "person" as defined in Paragraph 287.133(1)(e), Florida Statutes means any natural person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding contract and which bids or applies to bid on contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in management of an entity. 6) Based on information and belief, the statement which I have marked below is true in relation to the entity submitting this sworn statement. [Indicate which statement applies.] Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, nor any affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members or agents who are active in management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity. crime subsequent to July 1, 1989. However, there has been a subsequent proceeding before a Hearing Officer of the State of Florida, Division of Administrative Hearings and the Final Order entered by the hearing Officer determined that it was not in the public interest to place the entity submitting this sworn statement on the convicted vendor list. [Attach a copy of the final order] I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH DECEMBER 31 OF THE CALENDAR YEAR IN WHICH IT IS FILED. I ALSO UNDERSTAND THAT I AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHOLD AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES FOR CATEGORY TWO OF ANY CHANGE IN THE INFORMATION CONTAINED IN THIS FORM [Signature] Sworn to and subscribed before me this day of 2006 Personally known OR Produced identificatio (Type of Identification) Notary Public -State of My commission expires (Printed typed or stamped Commissioned name of Notary Public) May 12, 2006 City of Miami Beach RFP No: 16-05/06 25 of 33 QUESTIONNAIRE Consultant's Name: Principal Office Address: Official Representative: Individual Partnership (Circle One) Corporation If a Corporation, answer this: When Incorporated: In what State: If a Foreign Corporation: Date of Registration with Florida Secretary of State: Name of Resident Agent: Address of Resident Agent: President's Name: Vice-President's Name: Treasurer's Name: Members of Board of Directors May 12, 2006 RFP No: 16-D5/06 City of Miami Beach 26 of 33 Questionnaire (continued) If a Partnership: Date of organization: General or Limited Partnership*: Name and Address of Each Partner: NAME ADDRESS * Designate general partners in a Limited Partnership I. Number of years of relevant experience in operating A/E business: 2. Have any agreements held by Consultant for a project ever been canceled? Yes() No() If yes, give details on a separate sheet. 3. Has the Consultant or any principals of the applicant organization failed to qualify as a responsible Bidder, refused to enter into a contract after an award has been made, failed to complete a contract during the past five (5) years, or been declared to be in default in any contract in the last 5 years? If yes, please explain: May 12, 2006 RFP No: 16-05/06 City of Miami Beach 27 of 33 Questionnaire (continued) 4. Has the Consultant or any of its principals ever been declared bankrupt or reorganized under Chapter 11 or put into receivership? Yes () No ( ) If yes, give date, court jurisdiction, action taken, and any other explanation deemed necessary on a separate sheet. 5. Person or persons interested in this bid and Qualification Form have ( )have not ( ) been convicted by a Federal, State, County, or Municipal Court of any violation of law, other than traffic violations. To include stockholders over ten percent (10%). (Strike out inappropriate words) Explain any convictions: 6. Lawsuits (any) pending or completed involving the corporation, partnership or individuals with more than ten percent (10%j interest: A. List all pending lawsuits: B. List all judgments from lawsuits in the last five (5) years: C. List any criminal violations and/or convictions of the Consultant and/or any of its principals: 7. Conflicts of Interest. The following relationships are the only potential, actual, or perceived conflicts of interest in connection with this proposal: (If none, state same.) May 12, 2006 City of Miami Beach RFP No: 16-OS/O6 28 of 33 Questionnaire (continued) 8. Public Disclosure. In order to determine whether the members of the Evaluation Committee for this Request for Proposals have any association or relationships which would constitute a conflict of interest, either actual or perceived, with any Consultant and/or individuals and entities comprising or representing such Consultant, and in an attempt to ensure full and complete disclosure regarding this contract, all Consultants are required to disclose all persons and entities who may be involved with this Proposal. This list shall include public relation firms, lawyers and lobbyists. The Procurement Division shall be notified in writing if any person or entity is added to this list after receipt of proposals. May 12, 2006 City of Miami Beach RFP No: 16-05/06 29 of 33 Questionnaire (continued) The Consultant understands that information contained in this Questionnaire will be relied upon by the City in awarding the proposed Agreement and such information is warranted by the Consultant to be true. The undersigned Consultant agrees to furnish such additional information, prior to acceptance of any proposal relating to the qualifications of the Consultant, as may be required by the City Manager. The Consultant further understands that the information contained in this questionnaire may be confirmed through a background investigation conducted by the Miami Beach Police Department. By submitting this questionnaire the Consultant agrees to cooperate with this investigation, including but not necessarily limited to fingerprinting and providing information for credit check. WITNESS: IF INDIVIDUAL: Signature Signature Print Name Print Name WITNESS: IF PARTNERSHIP: Signature Print Name of Firm Print Name Address By: General Partner Print Name WITNESS: IF CORPORATION: Signature Print Name of Corporation Print Name Address By: President (CORPORATE SEAL) Attest: May 12, 2006 Ciry of Miami Beach RFP No: 16-05/06 30 of 33 SECTION VII -BEST PERFORMANCE PROCUREMENT INFORMATION DOCUMENTS TO BE COMPLETED BY CUSTOMERS OF THE RESPONDENT May 12, 2006 City of Miami Beach RFP No: 16-05/06 31 of 33 m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov PROCUREMENT DIVISION Tel: 305.673.7490 ,Fox: 305.673.7851 April 12, 2006 To: Phone: Fax: E-mail: Subject: Performance Evaluation of Number of pages including cover: 2 To Whom It May Concern: The City of Miami Beach has implemented a process that collects past performance information on various Consultants that perform disaster debris monitoring services. The information will be used to assist City of Miami Beach in the procurement of various debris monitoring services projects. The company listed in the subject line has chosen to participate in this program. They have listed you as a past client that they have done work for. Both the company and City of Miami Beach would greatly appreciate you taking a few minutes out of your busy day to complete the accompanying questionnaire. Please review all items in the following attachment and answer the questions to the best of your knowledge. If you cannot answer a particular question, please leave it blank. Please return this auestionnaire to Roman Martinez by Tuesday May 23 2006 or earlier by fax: 305.673.7851; or a-mail romanmartinezCcc7miamibeachfl.gov Thank you for your time and effort. Gus Lopez, CPPO Procurement Director May 12, 2006 City of Miami Beach RFP No: 16-05/06 32 oT 33 m MIAMIBEACH City of Miami Beath, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov PROCUREMENT DIVISION Tel: 305.673.7490 ,fax: 305.673.7851 Consultant Name: Point of Contact: Phone and a-mail: PERFORMANCE EVALUATION SURVEY Please evaluate the performance of the Consultant (l0 means you are very satisfied and have no questions about hiring them again, 5 is if you don't know and 1 is if you would never hire them again because of very poor performance). NO CRITERIA ~ UNIT 1 Ability to manage the project cost (minimize change orders) (1-10) 2 Ability to maintain project schedule (complete on-time or early) (1-10) 3 Accuracy and Quality of reports and surveys (1-10) 4 Professionalism and ability to manage (includes responses and rom t a ments to su Tiers and subConsultants (1-10) 5 Performance in conducting final inspections, monitoring TDMS restoration and the deliverin of closeout re orts (1-10) Ability of communicate accurately and provide accurate 6 documentation in support of all work related to on-site disaster (1-10) debris monitorin ~ Ability to follow the users rules, regulations, and requirements (as set forth b the user A enc and FEMA (I - ] 0) 8 Overall customer satisfaction and hiring again based on perfonmance (comfort level in hiring Consultant again) (1-10) Overall Comments: Agency or Contact Reference Business Name: Contact Name: Contact Phone and a-mail: Date of Services: Dollar Amount for Services: PLEASE FAX THIS QUESTIONNAIRE TO ROMAN MARTINEZ AT 305.673.7851 May 12, 2006 City of Miami Beach RFP No: 16-05/06 33 of 33 11 f CDM Emergency Disaster Debris Monitoring Services for the City of Miami Beach RFP# 16-05106 June PROPOSAL :~, ~>r ~ ~ .~ ~~. :: ,; ~.. ~~ ~. ~- _ ~~ ~ t E __- - . _ .. --- - _ ' ~~t~ _- -- ._ _ ~ -....... „ ... ~....~ COM ;.r ,, ^' f _,. t .. r _ '. _ 1111 _, _.~ t^ ~ ~ ~ .~'- 1~ _ say.`tiXD.^!R+#1%i=.~s.~r~r-ri'ra~ ~ .. v....: Y~ r . _ _.. 1 Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Citi~ of Miami Beach Table of Contents Section A -Introduction Letter ..................................................................................................1 Section B -Cost Information ...................................................................................................... 3 Section C -Client Survey ................................................................. ........................................... 4 Section D -Past Performance Information .............................................................................. 5 D.1 Organization Overview .................................................................................................... 5 D.2 CDM -Profile in Emergency Response .......................................................................... 5 D.3 CDM Florida Emergency Response Services ................................................................ 7 D.4 Recent Experience .............................................................................................................. 7 Section E -Methodology and Approach ................................................................................ 20 E.1 Approach ........................................................................................................................... 21 E.2 Innovative Approaches through Lessons Learned ..................................................... 24 E.3 Quality Assurance and Quality Control ....................................................................... 25 Section F -Qualifications of Consultant Team ...................................................................... 26 Section G -Risk-Assessment Plan ........................................................................................... 71 f t 800 Brickell Avenue, Suite 710 Miami, Florida 33131 tel: 305 372-7171 fax: 305 372-9167 June 9, 2006 City of Miami Beach City Hall Procurement Division -Third Floor Attn: Mr. Roman Martinez, Senior Procurement Coordinator 1700 Convention Center Drive Miami Beach, Florida 33139 Subject: Emergency Disaster Debris Monitoring Services for the City of Miami Beach RFP No. 16-05/06 Dear Selection Committee Member: Camp Dresser & McKee Inc. (CDM) is pleased to submit our proposal in response to your request for disaster debris monitoring services. By applying the post-disaster experience of our local project team and over 14 years of experience working with the City's infrastructure, CDM will efficiently assist the City of Miami Beach (City) in achieving your debris monitoring and management goals. Documentation of CDM's qualifications are summarized below and supported by further details in the remainder of this submittal. CDM offers the City local, dedicated staff who not only know the City's infrastructure, but bring experience in disaster planning and debris monitoring. Recognized and Applicable Expertise. For almost 60 years, CDM professionals have been successfully leading and meeting the challenges of the environmental industry. Our most recent relevant Florida experience includes managing the cleanup of debris in Deerfield Beach after Hurricane Wilma and assisting Martin County after Hurricanes Frances and Jeanne. Within the last year alone CDM employees from 20 offices around the country provided more than 20,000 hours of assistance to FEMA Regions II, III, and IV in the largest disaster assistance deployment in our company's history. CDM's technical expertise, state and local experience, and qualified individuals allowed us to offer the necessary technical skills when and where FEMA needed them most. Local and National Resources. CDM serves more than 220 Florida clients from 10 offices strategically located to provide our clients with high quality, locally responsive service. Our Florida offices are staffed with more than 380 professionals who are continually working to stay abreast of local, state and national regulations, and to build strong working relationships with our clients and local agencies. More importantly, our local Miami-Dade office has been serving the City for over 14 years. At the same time, our team will be able to access all of CDM's national resources for assistance, if required and as needed to meet the needs of this assignment. Selection Committee Member June 9, 2006 Page 2 Familiarity with the City of Miami Beach. CDM has been involved with the City in numerous infrastructure community projects since the early 1990's. CDM has worked closely with City staff and elected officials to provide outstanding service on many projects, including the program management for infrastructure upgrades project and design upgrades to the City's existing five water booster stations and 23 wastewater pump stations. CDM has a proven record with the City and looks forward to working with the City on this very challenging work. A Project Tested Team and Full Service Office. CDM has assembled a team of professionals who have successfully collaborated with City staff on previous projects. Our leadership is intimately familiar with City practices and procedures. Mr. Victor J. Pujals, P.E., DEE, as officer- in-charge, will be responsible for development and negotiation of work authorizations, contract administration, assignment of staff, and quality control. Mr. Pujals has along-standing proven record of success with the City, most recently having been involved with the design upgrades to the City's existing five water booster stations and 23 wastewater pump stations. The team is led by a seaspned project manager Jason A. Johnson, P.E. He will be the liaison with the City for the duration of the cleanup effort. Other key team members include Kevin Leo, P.E. and Charles E. "Skip" Cook, P.E., DEE, both of whom are well versed in Disaster Debris Monitoring. CDM offers the City of Miami Beach a large pool of resources from local, state and national offices as the situation may demand. In summary, CDM places at your service a highly experienced, local team that will be very responsive to your needs in times of crisis. Our approach provides the City with an unparalleled team that can move at a rapid pace in the aftermath of a disaster event as well as assist in the planning that must be completed in advance of any disaster. We look forward to the opportunity to work with the City's staff on this very important undertaking in an expeditious and cost effective manner. We stand committed in continuing to provide the City of Miami Beach with the competent professional services upon which our solid reputation is built. We look forward to answering any questions you may have. Thank you for your kind consideration. Very truly yours, i,~-~ .~ , J~ Victor J. Pujals, P.E., BCEE Vice President Camp Dresser & McKee Inc. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Section B -Cost Information As per the requirements of the Request for Proposals CDM has included in the Section entitled "Documents to be Submitted (Pages 19-30)", a completed Cost Summary form. Emergency Disaster Debris Monitoring Services RFP # 26-05/06 The City of Miami Beach Section C -Client Survey As required in the Request for Proposals, CDM has provided our clients with the Performance Evaluation Letter and Survey that was attached on pages 30 and 31 of the RFP, and hate requested that our clients submit the completed survey to the contact person listed on page 6 of the RFP. The following clients were asked to complete the required forms and return them to the City of Miami Beach: ^ Hurricane Wilma Emergency Debris Management Assistance, Deerfield Beach, Florida, 2005 Carl F. Peter, Director, Public Works & Env. Services, City of Deerfield Beach, Tel: 954.480.4390 email: cpeter@deerfield-beach.com ^ Hurricane Ivan Emergency Debris Management Assistance, Bay County, Florida, 2004 Richard Hunt, (former Utilities Director for Bay County), Bay County, Florida Tel: 850.913.0250 email: hatl@comcast.net ^ Emergency Response and Storm Debris Cleanup Assistance, Martin County, Florida, 2004 Mr. Patrick Yancey, Solid Waste Administrator, Martin County Utilities and Solid Waste Dept. Tel: 772.221.1386 email: pyancey@martin.fl.us ^ Emergency Response and Storm Debris Cleanup Assistance, Palm Beach County, Florida, 1999-2000, John Booth, P.E. Dir., Engineering & Public Works, Palm Beach County Tel: 561.640.4000 email: jbooth@swa.orQ ^ Emergency Management of Hurricane Cleanup, Panama City, Florida, 1995-1996 Daniel Duda (retired County Manager for Bay County), Bay County, Florida Tel: 850.874.1217 email: danielduda@aol.com ^ Disaster Debris Management Contracting & Planning, Berkeley County, SC, 2001-2005 Mark Schlievert, P.G., Berkeley County Water and Sanitation Authority, Berkeley County, SC Tel: 843.572.4400 email: schlievert@bcwsa.com ^ Emergency Debris Removal and Landfill Repair, Berkeley County, South Carolina, 2004 Mark Schlievert, P.G., Berkeley County Water and Sanitation Authority, Berkeley County, SC Tel: 843. 572.4400 email: schlievert@bcwsa.com ^ Emergency Response Planning, Marco Island, Florida, 2004 A. Rony Joel, P.E., DEE, Public Works Director, City of Marco Island, Florida Tel: 239.389.5064 email: rjoel@cityofmarcoisland com ^ FEMA Technical Assistance Contract -Subcontractor to Fluor on FEMA PA TAC, 2004-2006 W. Brett Barclay, Tel: 703-351-6454 email: brett.barclay@fluor.com ^ Professional Services in the Management and Oversight of Debris Removal, St. Tammany Parish, Mandeville, Louisiana 2005, Joe Shoemaker, Drainage Engineer, Tel: 985-867-5064 email: jhoemaker@stp ov ors ~ : Ejnergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Section D -Past Performance Information D.1 Organization Overview CDM is a global, full-service consulting; engineering, construction, and operations firm helping clients improve the environment and infrastructure. An employee-owned corporation with amulti-disciplinary staff of 3,800 in over 105 offices worldwide, CDM maintains the size, stability, financial and human resources required to successfully manage and execute Emergency Disaster Debris Monitoring Services for the City of Miami Beach (City). CDM has been in operation since 1947, when it was organized as a partnership by its three (3) principals. In 1970, CDM was organized as a Corporation and for almost 60 years, CDM has been serving clients throughout the United States. In Florida, CDM has been in operation since 1974. Since its establishment, CDM has grown to provide a full range of services, including water, wastewater, water resources, solid waste, environmental, transportation, infrastructure, and facility management to public and private clients worldwide. CDM's expansion into design/build (D/ B) operate services in the 1990s furthered our goal of providing full service solutions to our clients. The Officer-in-Charge for this project is Mr. Victor J. Pujals, P.E., DEE. Mr. Pujals is located in CDM's Miami office at 800 Brickell Avenue, Suite 710, Tel: 305.372.7171 Fax: 305.372.9167. He will be responsible for CDM's adherence to budget commitments and contractual agreements for this project. D.2 CDM -Profile in Emergency Response In an emergency, there is little time for seeking out new consultants, prequalifying contractors, or managing multiple contracts. Camp Dresser & McKee Inc. (CDM) offers a unique and simple approach to managing emergency contracts: we act as your single contact for consulting, engineering, construction, and operations. A Reputation You Can Trust -CDM has almost 60 years of experience completing environmental and infrastructure projects of all sizes. Of all the design and construction firms in the nation, we are currently ranked 28th among the top 500 design firms and 4th of the top Design Firms in Sewer and Solid Waste (ENR, 2006). Our reputation for excellence means you can rely on the superior quality of our service. Fast Response -CDM employs more than 3,800 professionals in over 105 offices worldwide. Because our key local contacts are reachable 24-hours-a-day, 7-days-a-week to respond to crisis situations, we can respond quickly to your emergency. Ernergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Comprehensive Service Offerings - CDM's expertise encompasses all aspects of water, wastewater, stormwater, water resources, solid and hazardous waste, transportation, and infrastructure management. This diversity enables us to bring a "big picture" view to any project, understanding how an emergency may impact many interconnected systems and facilities. Single Point of Responsibility -Under an alternative project delivery system approach, CDM is the single point of responsibility for all aspects of a project, simplifying project administration and coordination. With a single contact, owners can focus on resolving the crisis at hand, instead of coordinating multiple contracts and firms. Flexibility in Project Delivery - CDM's diverse range of services and project delivery methods gives us the flexibility to tailor project approaches to the owners' needs. We work closely with owners to evaluate which delivery mechanisms are most suitable for their particular projects and most effective in an emergency situation. Engineering Expertise And Resources - In addition to solid construction and operations resources necessary to implement an emergency response, CDM brings the technical engineering expertise necessary to identify the problem quickly and develop the best solution. During an emergency, both our engineers and our construction personnel arrive on-site immediately and work together to conduct inspections, assess damage, conduct failure analyses and risk assessments (where appropriate), evaluate solutions, design and implement short-term solutions, and, eventually, develop long-term improvements. Self-Performance Capabilities -CDM maintains trained field crews to self-perform a large portion of the work on construction projects. We typically self- perform design, mechanical, instrumentation/ control, concrete, civil, operations, and project management activities. By performing an estimated 40 to 80 percent of the work ourselves, our clients realize cost savings, accelerated schedules, and better control of the project. Strength Under Pressure -CDM has assisted clients worldwide in times of emergency. Our experience includes managing the cleanup of debris in Deerfield Beach, Florida after Hurricane Wilma; repairing the Mamaroneck Wastewater Treatment Plant (WWTP) in New York after a power outage caused major flooding; coordinating the repair of the P Street WWTP in Fort Smith, Arkansas, after a large tornado rendered the plant inoperable; and restoring water service to Providence, Rhode Island residents after a large water main burst. With our experience handling many types of emergencies, CDM brings proven expertise in emergency management. Emergency Disaster Debris Monitorittg Services RFP #16-05/06 The City of Miatni Beach We have experience in assisting clients nationwide in emergency situations. CDM has amassed the technical engineering expertise and experience necessary to identify problems quickly and develop the best solutions. The following projects are a partial compilation of recent experiences demonstrating CDM's ability to respond in an emergency. In response to Hurricane Katrina, CDM assisted, and in some cases, is still currently working on multiple federal and municipal projects for disaster recovery and restoration: Federal Emergency Management Agency; U.S. Air Force Civil Engineering Support Agency; Jefferson Parish, Louisiana; St. Bernard Parish, Louisiana; St. Tammany Parish, Louisiana St. Charles Parish, Louisiana; Orleans Parish, Louisiana Hurricane Wilma Emergency Debris Management Assistance , City of Deerfield Beach, Broward County, Florida Hurricane Ivan Emergency Debris Management Assistance, Bay County, Florida Solid Waste Authority of Palm Beach County, Hurricane Irene, Debris Cleanup. These are just a few examples of CDM's commitment to providing exceptional client services. D.3 CDM Florida Emergency Response Services CDM has been performing engineering services in rauanaaaee Florida since 1974, and construction, operations and raakaonvire construction management since 1993. CDM serves more than 200 clients from 10 offices strategically located to ~~ provide our clients with high quality, locally responsive `- Panama city service. Our Florida offices are staffed with more than 380 Orlando professionals who are continually working to stay abreast of local, Tampa state, and national regulations, and to build strong working vero 9eacn relationships with our clients and local agencies. D.4 Recent Experience Fort CDM has had the opportunity to assist many communities in the southeast and ~ across the United States with the assessment, clean up, and reconstruction of public infrastructure following major disasters. CDM strength comes from our • -•''`• Fort Lauderdale Mlaml Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach breadth of experience in engineering projects. Our services include all engineering, program management, and project management services required to assist clients in their hurricane and debris clean up efforts. CDM has the necessary personnel to implement disaster response activities, perform contract management duties and coordination with Federal Emergency Management Association (FEMA) reimbursement officials. Many municipalities have taken a proactive view of their role in responding to a disaster and has been working on and improving their Disaster Debris Management Plans. Models for disaster debris management plans usually consist of two parts. The first part includes securing debris hauling contractors ("Stick Pick-up") ready to respond should a disaster occur. The second part is the overall planning, implementation, and management of all activities associated with pre- and post-disaster activities. CDM has the required personnel and experience to assist clients in the second task of the plan. D.4.1 Hurricane Wilma Emergency Debris Management Assistance, City of Deerfield Beach, Broward County, Florida, 2005 Hurricane Wilma struck the southeast coast of Florida on the morning of October 24, 2005 and caused significant damage upon the property and vegetation within the city limits of Deerfield Beach, Florida. A state of emergency was declared in the area due to the severity of the damage within Broward County. 'The City of Deerfield Beach recognized that the storm debris clean-up would be a significant task and requested that CDM supply professional assistance for this effort. Due to the urgency of the situation, CDM staff mobilized within 48 hours of notification from the City and 6 field monitors were provided seven days a week, l2 hours a day to monitor activities at two debris disposal sites for a period of two weeks. During project execution, the following debris monitoring tasks were completed: ^ Inspection of contractor loads for content. ^ Debris volume estimation. ^ Writing of load tickets. ^ Development and compilation of daily debris disposal activities reports. CDM's responsiveness and professionalism helped the City get restored in a timely fashion and assisted with its efforts in getting reimbursed for debris cleanup related activities from FEMA. D.4.2 Hurricane Ivan Emergency Debris Management Assistance, Bay County, Florida, 2004 Hurricane Ivan struck the panhandle of Florida on the morning of September 16, 2004 and caused significant damage upon the homes and businesses of the property owners in Bay County. A state of emergency was declared in the area due to the severity of the property damage within the County. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Citt~ of Miasni Beach The County recognized that the storm debris clean up would be a significant task and requested that CDM supply professional assistance for this effort. Due to the urgency of the situation, athree-phase program was implemented. The initial phase of the project involved assisting the County with assessment of the problem, developing an emergency response bid package for debris removal, acquiring bids for debris removal, and coordinating efforts with the Federal Emergency Management Agency (FEMA), the contractor selected (Big Wheel Inc.), and County staff. The second phase of the project involved monitoring the collection, hauling, and disposal of collected storm debris. The third phase of the project included project management and reporting activities for FEMA. During project execution, the following tasks were completed: Returning to Bay County When Hurricane Opal struck the Panama City, Florida area in 1945, causing oonsiderable flooding and damage, Bay County retained CDIv1 to manage the $3 million cleanup of more than 65,000 tons of debris. In October 2004, when Hurricane Ivan spawned three damaging tornadoes that bounced through the county, officials once again called upon CDivi to provide emergenry debris management oversight."The tornadoes caused substantial damage, leaving stnutural debris and vegetative waste scattered across Bay County,° explained Jaime Girardi, CDM project manager. "Our relationship with Bay County and famfliarity with post-storm debris management enabled us to quickly step in. We also provided eight CDM experts to augment Bay Counfiy~s solid waste staff, jtunpstarting the recovery effort and allowing county staff to focus on mare preying matters." ^ Preparation of a bid package to assist the county with acquiring a contractor to complete the clean up activities ^ Field monitoring duties during clean up activities, which included providing up to eight field monitors during project execution ^ Compilation of daily and weekly reports for debris removal ^ Reviewing pay requests and coordinating activities with FEMA representatives to ensure eligibility for FEMA funding ^ General program management services as begun in Phase 2 of Hurricane Ivan Debris Management Assistance ^ Conducting weekly review meetings to monitor contractor activities, address field problems, FEMA concerns, and adjust collection priorities as required ^ At the end of the project, CDM prepared a summary report of the activities, including tabulation of the amounts of debris removed and disposed of by site. Within 72 hours of Bay County's call for help, CDM assembled and distributed 31 bid packages to various contractors and debris removal firms. After the county received only one response, due to four back-to-back hurricanes keeping debris removal companies busy, CDb4 worked with county managers to modify and reissue the bid requirements to local contractors, resulting in seven quality bids. CDIvI's cleanup effort also included project startup with FEIvIA, monitoring and reporting of debris collection with landfill dis- posal, and traiiung off-duty rnunty firefighters and other staff to assume monitoring and program man- agement responsibilities. "CDIvI's skills and knowledge made the difference in removing the county's 51,000 cubic yards of debris n1 only 6 weeks," said Rich Hunt, solid waste di~zsion manager for Bay County. "Their project orchestration kept the effort moving smoothly forward and helped to ensure that our deannp cam- paign stayed on tract: and on budget" Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cihj of Miarni Beach D.4.3 Emergency Response and Storm Debris Cleanup Assistance, Martin County, Florida, 2004 In the aftermath of Hurricanes Frances and Jeanne, CDM was retained by Martin County to assist with monitoring the emergency response program. CDM's tasks included assisting Martin County with the monitoring of the debris cleanup effort, obtaining reimbursement funds from FEMA and complete damage assessment of the landfill, transfer station, leachate treatment system and all related ancillary facilities. CDM provided the following services to Martin County: ^ Field monitoring of contractor activities at the designated disposal sites, including checking loads for content ^ Maintain accurate records of each load, its source, and content ^ Attended meetings with contractors, county staff, and officials from various emergency response agencies ^ Prepared weekly activity reposts for the County ^ Prepared daily volume totals for each contractor ^ Reviewed and verified contractor pay requests ^ Prepared final report. D.4.4 Emergency Response and Storm Debris Cleanup Assistance, Palm Beach County, Florida, 1999-2000 In October 1999, Hurricane Irene swept through south Florida with winds up to 95 miles per hour and rain up to 15 inches, leaving an extensive cleanup effort for Palm Beach County agencies. The Solid Waste Authority of Palm Beach County (SWA), responsible for the collection and disposal of vegetative debris, contracted with CDM to assist with the cleanup effort. Overwhelmed with debris left in the wake of Hurricane Irene, SWA needed assistance with handling materials collected in the cleanup effort. After realizing the magnitude of the effort, CDM was contacted to assist in monitoring waste collection and obtaining reimbursement funds from FEMA. Within 72 hours of receiving the call for help, CDM mobilized personnel from around Florida to assist with the emergency response program. Employees were positioned at eight (8) sites around Palm Beach County to monitor the hauling contractors and document the quantity, quality, and origin of the waste. CDM performed the following activities: ^ Designated collection and loading sites for each contract ^ Field-monitored the contractor activities at the collection and loading sites ^ Monitored the designated disposal sites, including checking all loads for content and maintaining accurate records of each Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach load, its source, and content ^ Record keeping ^ Attended regular meetings with the contractors, SWA staff, and officials from various emergency response agencies ^ Reviewed field inspection logs and photographs ^ Prepared weekly activities reports for SWA ^ Prepared daily tonnage totals for each contract by designated service area. D.4.5 Emergency Management of Hurricane Cleanup, Panama City, Florida, 1995-1996 Hurricane Opal, which struck the Panama City area on October 4,1995, caused considerable flooding and damage, leaving substantial amounts of construction and demolition debris, uprooted trees, and other vegetative waste. State and federal officials estimated that the cost of the public cleanup effort alone would exceed $3 million and produce in excess of 65,000 tons of debris just from the unincorporated areas of the county. Consequently, Bay County retained CDM to manage the cleanup program. CDM developed atwo-phase program for management of the emergency cleanup activities. The first phase entailed producing a plan for the cleanup and the second phase consisted of implementing the plan. When CDM was hired, Bay County had already received approximately 60 unsolicited responses from contractors and debris removal firms. CDM consolidated the responses, developed qualifications statements for interested firms, pre-qualified bidders, and received bid proposals in three and a half days. CDM then assisted the County in negotiating a favorable contract price for loading, hauling, and disposing of the storm debris. CDM assisted Bay County in the implementation phase of the project, which included monitoring loading, collection, and hauling contractors; monitoring landfill scales and weigh tickets; providing daily reports on loads disposed of at the landfill; and training local staff to take over daily operation and management of the program. Over 2001oads per day were routinely inspected, logged, and disposed of at the county landfill. As part of the program management efforts, CDM also implemented a public information and hotline system to answer inquiries from local residents. CDM coordinated cleanup activities with the Federal Emergency Management Agency (FEMA), consolidated contractor invoices, and prepared documentation for submittal to FEMA for reimbursement on multiple damage survey reports (DSR). EsnergencJ Disaster Debris Monitoring Services RFP #16-05/06 The CihJ of Miasni Beach D.4.6 Disaster Debris Management Contracting & Planning, Berkeley County, South Carolina, 2001 - 2005 In the event of a natural or manmade disaster, the Berkeley County Water and Sanitation Authority (BCW&SA) understood that planning before the disaster was important for an effective and timely debris cleanup operation. Consequently, BCW&SA asked CDM to help prepare a Request for Proposals (RFP) for Standby Disaster Debris Management Services. The requested standby services detailed in the RFP included: ^ Emergency roadway clearing following the first 70-hours after the disaster; ^ Collection and hauling of disaster generated debris; ^ Establishment, operation, maintenance, and clean-up of temporary debris storage and reduction and sites clearing sewer easements; and ^ Providing labor, equipment, materials, and services to repair county facilities and support county employees assisting in the recovery effort. CDM provided bidding and proposal evaluation services to BCW&SA following the RFP development. CDM's services allowed BCW&SA to enter into negotiations with a nationally recognized debris management firm capable of providing the entire scope of debris management services requested, should the need arise. CDM assisted the county in finalizing their debris management plan, which provides a framework for a successful disaster response. Major components of the plan include: outlining responsibilities and tasks, identifying debris-clearing priorities, classifying debris, providing guidance for operating debris reduction and storage sites and, specifying waste segregation procedures. CDM is also providing a wide range of planning and emergency response services. As the emergency management and recovery consultant, CDM performed the following: ^ Monitored all debris contractor operations ^ Tracked and report on debris management progress ^ Provided public relations assistance ^ Provided hazardous waste material specialists ^ Provided engineering services related to the inspection, design and repair of critical infrastructure ^ Provided annual training and coordination for county employees ^ Assisted with debris management planning. Emergency Disaster Debris Monitoring Services IZFP #16-05/06 The Cify of Miami Beach D.4.7 Emergency Debris Removal and Landfill Repair, Berkeley County, South Carolina, 2004 After suffering damage from Tropical Storm Gaston on August 28 through August 30, 2004, Berkeley County, South Carolina activated an Emergency Management and Recovery contract with CDM on September 1, 2004. The storm event was declared by FEMA on September 15. CDM immediately mobilized staff to Berkeley County and began implementing the emergency response work plan. CDM is overseeing the private sector debris removal contractor, performing public information duties, and the emergency landfill repairs. As part of the project, CDM has mobilized an Emergency Management and Recovery Consultant (EMRC) Manager, a Disaster Contracts Administration Team (DCAT) Manager, Debris Collection and Site Monitors, and a public relations specialist. The primary responsibility of the DCAT will be to provide oversight of the Debris Removal and Disposal Contractor's efforts and ensure compliance ~'° with the Berkeley County Debris Management Plan and all federal and state regulations which govern debris cleanup and allow for maximum reimbursement. For the public information portion of the project, CDM performed media relations responsibilities such as writing press releases, participating in interviews, setting up appointments for the media to film debris removal, and fielding any questions from the media; performed customer relations responsibilities such as answering the resident hotline, conducting follow up calls with residents, and maintaining a database of concerns and complaints; and performed other public relations responsibilities such as updating the project team on customer complaints and creating a punch list of concerns after the second debris cleanup pass. As part of the landfill repairs, CDM oversaw the day-to-day repairs of the landfill. CDM acted as the liaison between the chosen contractor and the County, answering any contractor questions. CDM prepared daily reports of all landfill repairs. D.4.8 Emergency Response Planning, Marco Island, Florida, 2004 For the City of Marco Island, Florida, CDM developed an Emergency Response Plan (ERP) to meet the requirements of the Public Health Security and Bioterrorism Preparedness and Response Act of 2002, which requires that all community water systems serving a population of more than 3,300 develop an ERP and certify it to the USEPA. The ERP determined the Utility's strategy for response to malevolent attacks against the water system. The ERP includes an Emergency Response Team (ERT) that may be activated in an emergency and prescribes the necessary actions by each member of the ERT. CDM's security specialists reviewed the Utility's Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cite of Miami Beach vulnerability assessment to confirm that the ERP addressed the design basis threats that were established during that process. Consequently, ten site-specific emergency action plans were developed for the ERT to use when the ERP is activated. The ERP identified specific ERT members and their roles in an emergency. The location of the Utility's Incident Command Center (ICC) was established and recommendations for staffing, equipping, and supplying the ICC were included. Suppliers of emergency services and equipment were identified, including: first responders, law enforcement, regulatory agencies, equipment suppliers, chemical suppliers, and media outlets. An initial workshop was conducted to establish the ERT composition and to collect system data to be used in the preparation of the ERP. The ERP was developed to cover the water and the wastewater systems on Marco Island and Marco Shores. CDM developed a proposed plan and once again met with Utility staff to review and verify agreement with the approach. With agreement on the proposed approach, CDM proceeded to prepare a final ERP. The ERP was certified to the EPA in December 2004, in compliance with the Public Health Security and Bioterrorism Preparedness and Response Act of 2002. D.4.9 FEMA Technical Assistance Contract -Public Assistance, Numerous Locations Nationwide, 2004 -Ongoing CDM has managed more than 80 in-house personnel and subcontracted resources mobilized to support disaster recovery work of the FEMA. To help address the disastrous impacts from Hurricanes Charley, Frances, Ivan and Jeanne in 2004 and Hurricanes Dennis, Katrina, Rita and Wilma in 2005, CDM has been providing Public Assistance (PA) to in federally declared disaster areas across the country. CDM completed rapid mobilizations of staff to the disaster areas to support a variety of recovery activities, including: ^ Monitored debris collection, haul, removal, reduction and final disposition in multiple incorporated and unincorporated municipalities in central Florida by Debris Monitors and Specialists ^ Real-time mapping utilizing geographic information systems (GIS) of debris ^ Assessment of damages to public facilities eligible for federal reimbursement (including specialty work on medical and research facilities) by trained and experienced Project Officers (POs) and Public Assistance Coordinators (PACs) ^ Community relations support during initial emergency response activities ^ Development of long-term community recovery (LTCR) plans by planners, economic developers and technical specialists such as environmental and coastal engineers. Etnergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach The GIS efforts related to debris removal and monitoring activities were particularly formidable in that CDM was responsible for daily production of updated GIS debris maps which were electronically sent to FEMA, DHS and the White House as part of requested daily situation reports. D.4.10 St. Tammany Parish Professional Services in the Management and Oversight of Debris Removal, 2005 CDM in association with Tamplan, LLC and AIMS Group, Inc. provided St. Tammany Parish with professional services in the management and oversight of the Debris Removal. CDM was responsible for program coordination, debris monitoring and supervision of debris monitoring and acted as an extension of staff for St. Tammany Parish in the daily operations of debris removal from designated waterways that were heavily impacted by Hurricanes Katrina and Rita. The debris included vegetative material, construction debris, white goods, non-contaminated soils, marsh grass, wood, metal, plastic, glass, rubber, vinyl, fiberglass, automobiles, boats, houses, trailers, mobile homes, and limited hazardous waste. . CDM implemented this program according to the needs of St. Tammany Parish and FEMA and followed the general procedures outlined by St. Tammany Parish. The project work was on-going 7 days a week and exceeded 40 hours per worker. CDM provided field equipment necessary to assess work sites including boats. Additionally, CDM implemented a health and safety program for all our field staff. Fl~r~da Solid Waste EXperieClCe Additional Qualifications Florida Solid Waste Experience Overview CDM's experience with solid waste planning, management and technologies is extensive and diverse. Our solid waste clients include some of the largest counties and cities in the United States, including Palm Beach County, Chicago, New York and Philadelphia. CDM was ranked the #4 firm in the country in solid waste engineering/ consulting by Engineering News- Record magazine. While no data is available, we believe that CDM has com leted as much solid waste Panama City LEGEND Tallahassee " NwNao ~, Jecksonvllle dum 4'"` wri '""' ~}ry~a tJ c4, ~x' , a otii.-- wema, vum,m R•a r, ~~, _:.~.:, M ~ Orlando Tampa -~= ~~. 4'- .. ,Vero Beach - - LandPl/ Projects (County) Q -Master Planning Projects (County) 0 -Resource Recovery Projects (Count -Other Solid waste Projects (County) - - Franchising, Financial, and Rate Studies (County) '~ 'tw West ~tYadry ' ~ Palm Beach Fort Myen ~ Fort Lauderdale M/aml ~. P esa~,~aA engineering/ consulting in Florida over the past five years as any other firm. Therefore, CDM offers the City the benefits of having unmatched local solid waste experience as well as experience across Florida and the entire country. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach CDM is experienced in all aspects of solid waste management, and has long served the solid waste management needs of municipal clients. The attached map provides an overview of some of our landfill clients in the State of Florida, demonstrating our extensive experience and qualifications in the solid waste arena. As a global environmental engineering firm, CDM routinely delivers professional analysis, planning, and design covering the following solid waste professional services: ^ Transfer Station Permitting, Modifications, and Operation ^ Class 1, Class III, and Special Waste Management Operations ^ Rates, Generation, Composition, and Financial Studies/Reports ^ Landfill Site Selection, Permitting, and Design ^ Landfill Closure Planning and Design ^ Landfill End Use Planning and Design ^ Recycling/Promotional/Educational ^ Stormwater Management ^ Landfill Gas Recovery/Monitoring/Control. Hazardous Waste Management CDM is versed in all aspects of environmental regulation, methods of site investigation, analytical evaluation of information, design of feasible solutions, and construction oversight. CDM has provided public and private clients with technical data collection, field sampling, site analysis and monitoring, data evaluation, and design services on hundreds of projects. We are adept at collecting, interpreting, and evaluating information for soil, surface and ground water, marine and freshwater sediments, vegetation, and historical land use to determine the profile of contamination. Our staff of experienced field samplers have completed studies involving petroleum hydrocarbons, dioxins, PCBs, heavy and toxic metals, volatile and semi-volatile organic compounds, and pesticides. We have evaluated Department of Defense sites, landfills (municipal and hazardous) and illegal dumpsites, industrial facilities and property, commercial and retail properties, coastal waters and urban embayments, near-shore sediments (as part of dredge and fill operations), sanitary sewer systems, and underground storage tank sites. CDM conducts feasibility studies based on site complexity, regulatory requirements, and client specific requirements. Focus is provided on tested engineering solutions with an eye on developing technologies that emphasize recycling/reuse and contaminant destruction. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach CDM's remedial design has focused on biological remediation systems, interception trenching and free product recovery, bioventing, soil vapor collection and distribution systems, and drainage control and stormwater runon/runoff systems. Experienced construction management engineers evaluate performance through materials/equipment inspection, activity conformance with plans/specifications, and continuous budget/schedule evaluation. Documented Knowledge and Experience of Federal, State, and Local Emergency Agencies CDM has long worked with numerous public clients to procure state, federal, and emergency agency funding. Our in-house, expert navigation of the federal, regulatory, and political processes is a unique industry delineator of immeasurable value. When disasters happen, local and state officials are the first to respond. If the loss of life and property overwhelms this response, the federal government -- including FEMA -- is called upon to help. CDM has interacted with local, state and federal agencies on hundreds of projects across the country. These projects include; emergency, water, wastewater and solid waste assistance, cleanup activities, debris management assistance, preparation of documentation for submittal to emergency agencies (FEMA) for reimbursement, floodplain map analysis and revisions, 100-year flood plans, flood insurance studies, and geographic information system implementation. Knowledge and Experience with Florida's Solid Waste Regulations and the Disaster Debris Management Policies CDM staff is well acquainted with the regulatory environment affecting solid waste management facilities. Several of our solid waste staff are members of advisory committees for the Florida Environmental Regulatory Commission and the Florida Engineering Committee on solid waste regulations. We believe we have an unmatched working relationship with the Florida Regulatory community. Within the past 8 years, CDM has helped Southeast Florida clients obtain more than 50 solid waste permits relating to new or expanded facilities, closure plans, operations, clean air, groundwater, leachate, injection well, and associated utilities, buildings, and roads. Concerning regulatory issues on emergency preparedness, CDM staff stays abreast of regulations, policies, and procedures. Also, during the past 10 years, CDM staff have developed and participated in in-house Emergency Preparedness seminars and invited Florida Department of Environmental Protection (FDEP) staff and some of our Florida clients to participate. For example, during a seminar in Orlando in 1997, Mr. Daniel R. Morrical, P.E., Solid Waste Program Manager for FDEP Central District, provided the regulatory perspective on hurricane preparedness to more than 25 attendees. The following projects represent a brief overview of CDM's activities in working with emergency agencies, our knowledge of state and federal programs, funding sources, and reimbursement processes. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach St. Bernard Parish, Louisiana CDM assisted the parish with negotiations with FEMA to approve an approach that would abandon multiple severely damaged wastewater treatment facilities and provide hazard mitigation through consolidation of treatment at one centralized facility. Indian River County, Florida For FEMA, CDM provided a project officer for Indian River County, Florida. CDM's responsibilities included working with city and county officials to inspect and assess damage to critical infrastructure and facilities and to develop scopes of work and cost estimates for damage restoration and hazard mitigation projects. Bay County, Florida CDM provided an emergency response team to Bay County after a hurricane destroyed much of the developed shoreline in the county. CDM was responsible for overseeing debris removal contracts, the inspection team, removal contractors' pay requests, and a hurricane clean-up hotline. CDM also coordinated all efforts through FEMA and the Florida Department of Community Affairs to ensure the maximum reimbursement for Bay County. Panama City, Florida CDM coordinated emergency cleanup activities with FEMA, consolidated contractor invoices, and prepared documentation for submittal to FEMA for reimbursement on multiple damage survey reports (DSR). Experience Demonstrating Knowledge of Environmental Requirements Strong relationships with the governmental agencies through project work and involvement in research programs enables CDM to anticipate regulatory changes that may affect our clients. Ranging from our participation with USEPA, AWWA, and WEF at the National level as invited panelists, to participating on the following committees, CDM provides technical input and direction to national environmental policy-makers. ^ Florida Association for Water Quality Control ^ Florida Engineering Society ^ FES/Florida State Level/Wastewater Subcommittee ^ Florida Water Environment Federation/National Government Affairs ^ Florida Urban and Regional Information System Association ^ Board of Geology for the State of Florida ^ Florida Stormwater Association ^ Florida Water Environment Association ^ American Institute of Architects ^ American Water Resource Association ^ Institute of Hazardous Materials Management ^ National Water Well Association ^ American Academy of Environmental Engineers. Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miasni Beach CDM's Florida staff has considerable experience with the FDEP and EPA in the areas of permitting and rule making particularly. CDM has been involved in FDEP and EPA permitting activities for our Florida clients for many years. Our relationship with regulatory agencies in the state, and particularly with the FDEP and EPA, is one of professionalism and respect. CDM applies our knowledge of the regulatory framework coupled with our relationships with regulatory agencies to work toward obtaining environmental permits for our clients. Utilizing this experience CDM has obtained numerous environmental permits associated with debris management. Environmental regulations are constantly being revised and updated. CDM's continued tracking of regulatory changes promotes continued regulatory compliance for Florida municipalities. This tracking is accomplished by diligently performing tracking functions. CDM regulatory tracking functions include: ^ Being actively involved in state technical advisory committee to FDEP and EPA ^ Attending and participating in workshops ^ Providing written comments to draft regulations and testifying at Environmental Regulatory Committee hearings during adoption of regulation updates. added ~ ~ ~ to aus clients Far most Americans, the Friday before Labor Day weekend was spent preparing for a relaxing holiday with family and friends. For a handful of dedicated CDMers, that Friday evening was spent canceling their weekend plans in order to help hurricane victims in Florida. These volunteers heroically responded to alast-minute call for help from the Federal Emergency Management Agency (FEMA), which was in need of disaster relief staff following Hurricane Frances. Within 5 hours of receiving FEMA's urgent call, Dave Schroeder (Chantilly), CDM resource manager, had identified eight CDMers from across eight offices and several units who would begin community relations training in Atlanta the next day. Following 2 days of intensive training, the team was deployed to various parts of Florida to meet face-to-face with individuals and families displaced or affected by the storm. The team worked 10 to 1fi hour days under some challenging conditions, canvassing disaster areas to help hurricane victims begin rebuilding their lives. Aside from some close encounters with displaced wildlife, such as rattlesnakes, the team was able to provide some much needed relief, including aide to a famfly forced to run an asthma treatment device for their ill child off their car battery and assisting a quadriplegic whose home had lost electricity. To help FEMA like we did, CDM had to be an organization where you could identify someone, without unit or geographic boundaries, arxt say that person can help," explained Dave. "This responsive client service is a perfect example of how the current organization has helped remove barriers and enhance communications to support this kind of work.' The exceptional team who gave up their holiday weekend included Phil Nicholson (Atlanta), Karsten King (Cambridge) Andy Compton (Carbondale}, Kevin Peny {Columbus), Frank Moms (Denver), Simone Christie (Edison}, and Mike Coffey (Oak Ridge). CDM's support in Florida, the Gulf Coast, and Mid-Atlantic coast has now grown to more than 22 dedicated CDMers, including William Reynolds (Austin}, Bob Burkard, Matt Coombs, Scott MacDonald (Cambridge), Jce Berlin, Don Morris (Carbondale), gill McKenzie. S. Lance Strawn (Charlotte), Ray lehl (Chicago), Greg Schell (Cleveland), Jimmy Lee (Columbus), Clyde Burnett (Dallas), Kelly Rowe (Irvine), John Floden (Kansas City), Thomas Nichols (Orlando), Peter Godfrey (Philadelphia}, Sharon Jones (Portland}, and William Maher tTroy}. /n l Emergency Disaster Debris Monitoring Sewices RFP # 16-05/06 The City of Miami Beach Section E -Methodology and Approach Although discussing disaster debris management is never an easy subject, CDM fully understands the operational and administrative procedures required to assist the City of Miami Beach with disaster debris clean-up monitoring. We understand the City's need for adherence to the FEMA required third-party validation and documentation of the contractors' debris clean-up activities. CDM's role is of paramount importance. We are tasked with implementing of procedures and methods that will ultimately result in the adequate monitoring and documentation of the City's emergency debris collection efforts concurrently seeking the maximization of cost reimbursement. Field Monitors Will Identify: Pick-up location Quantity of debris Date and time for every truckload of debris Contamination Observe the contractors' activities along the public streets Our team of field monitors will identify pick-up location, quantity of debris, date, and time for every truckload of debris. The field monitors will also identify any contamination, such as construction debris, paint cans, or other items not produced as a result of the disaster. Contractors may only pick-up debris from public streets within the City and transport it to the City designated Temporary Debris Storage and Reduction (TDSR) sites for processing. Field monitors observe the contractors' activities along the public streets while tower monitors observe load entry from a vantage point using an elevated platform at the TDSRs. The monitors each fill out or sign pre-made and sequentially numbered carbon paper load tickets. The information from the load tickets is entered into a debris removal operations management system (DROMS) for compilation and report generation. Once the data is inputted to the DROMS database, a report is generated and submitted to FEMA for reimbursement of expenses. The following costs are eligible for reimbursement: City Labor Costs: ^ Regular time labor for full-time, permanent personnel is not eligible. Overtime and compensatory time is eligible if pay policies were in effect prior to the disaster. ^ Overtime for maintaining essential government services (e.g., backfill, etc.) that is a result of personnel being assigned to emergency response duty is also eligible. ^ All labor costs are eligible for state OPS, part-time, temporary, and contract personnel. ^ Associated Fringe Benefit Costs for the emergency labor are also eligible. However, Fringe Benefit Costs are normally limited to FICA/MICA (7.65%), Retirement, Workers Compensation and Unemployment Costs. City-Owned Equipment Costs: ^ Agencies with established Equipment Rates for hourly or mileage use should use their own rates. Otherwise, they should use the Equipment Rate Schedule which can be found on the Federal Emergency Management Agency Web site. ^ Agencies should use their own equipment rates, if established, if lower than the Federal Rates. Otherwise, the Federal Rates may be used. Efnergenc~ Disaster Debris Monitoring Services RFP # 16-05/06 The Cihj of Miami Beach ^ Only operating costs should be charged for use of Federally-owned equipment on loan. ^ Rates for Aircraft usage should be determined by the Federal Emergency Management Agency Rate Determination Formula. Routine maintenance, breakdowns, and fuel costs are considered to be components of the equipment rate allowances. However, repairs for extraordinary damages to equipment as a result of emergency operations may be charged as material and/or contract costs if the damages unique to the emergency operations were unavoidable and to the extent not covered by insurance. A justification will be necessary for any equipment repairs claimed as extra-ordinary damages. Fuel costs are eligible if the fuel was used for equipment other than City-owned equipment for which equipment rates allowances were given. City Material Costs: ^ Costs for purchased materials consumed in the emergency response are eligible. Also, purchased value, or current value, of inventory stock is also eligible at the quantity used times the unit prices. Contract Costs: ^ Costs for contract services and rental equipment are eligible. E.1 Approach The City of Miami Beach has taken a proactive view of their role in responding to a disaster particularly in light of the most recent experiences during Hurricanes Katrina and Wilma. These two hurricanes required mobilization and activation of disaster debris management plan. CDM's approach is inherently to answer your call and to be of immediate service to the City in the time of need. We shall marshal our resources, know-how and expertise and deliver results. Our approach focuses on the overall planning, implementation, and management of all activities associated with pre- and post-disaster activities. The overall effort to accomplish this is complex and requires close communications between the City, hauling contractors, and the overall management team. CDM will work side-by-side with the City staff and hauling contractors, utilizing previous experience to implement a rational debris management plan. The management plan will include several scenarios for different hurricane/disaster magnitudes (i.e., Category 1 to Category 5 hurricanes). Implementation of pre-identified TDSR sites will be activated based on the anticipated debris quantities and the centroid (location) of the generated debris. Field supervisor and personnel needs will be assessed and implemented, based on the order of magnitude of the disaster. CDM will be responsible for coordinating and monitoring the private sector debris removal, reduction, and disposal operations. CDM will also be responsible for coordinating and establishing lines of communication with local, state, and FEMA personnel providing sufficient documentation to maximize recovery of disaster relief funds. E~nergenc~ Disaster Debris Monitoring Services RFP # 16-05/06 The Citij of Miami Beach E.1.1 Debris Management Team Organization The CDM Project Manager, who will report directly to the City's project manager, will coordinate all Debris Management Team (DMT) actions and responsibilities. Reporting directly to the DMT manager will be the Field Coordinator and Inspectors, Tower Monitor, and if needed an environmental specialist, a DROMS Analyst, and a Public Relation s Specialist. The Project Manager will be supported by administrative/data entry assistants to handle word-processing, document reproduction, filing, and other clerical duties. The complete organizational chart is shown in Section F. The Field Coordinator will be responsible for all field-related activities, the Field Inspectors, Environmental Specialist, and Tower Monitor. Field Coordinator will manage the inspection and oversight staff consisting of debris management site monitors and debris collection and hauling monitors. As coordinator, he will be responsible for field management of personnel within our City assigned area of operations. As a full service firm, CDM can adjust the number of field supervisors and debris collection and hauling monitors that will be identified by the City during development of the final overall management plan and will be based on the severity of the disaster event and associated debris quantities under each scenario. E.1.2 Work Plan The following Work Plan is proposed to achieve the goals and objectives of the City. This proposed Work Plan will be modified and detailed, as necessary, once the project begins. The Work Plan is based on recent successful emergency response operations performed by the Project Team in other areas. The following general steps will be followed throughout the proposed Work Plan: 1. Perform akick-off meeting with City personnel involved in emergency response and disaster debris management (EDM). The purpose of this meeting is to review the work performed to date by the City on EDM, learn about the experience gained over the past several years, establish lines of communications, and plan for execution of the project. Assist the City in developing a finalizing the EDM plan. As mentioned earlier, the plan will include several debris management scenarios based on different anticipated hurricane categories. The plan will be based on dividing the City into geographic subareas (by a grid system) which can be further subdivided as required depending upon disaster severity using GIS. These subareas will be routed to pre-identified TDSR sites, and will include pre-storm activities, call down procedures, and post-storm activities. Major routes, controlled access, and check points will also be identified. Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The Cifij of Miarni Beach 3. Identify key City staff essential debris management and collection functions to insure appropriate and responsive interface with field debris collection contractors and local, state, and federal agencies. Provide direct lines to communication to CDM's Project Manager and Field Coordinator. 4. Perform site visits to the identify TDSRS sites and designated check points to verify information and get familiar with the sites in terms of accessibility and obtaining baseline data. 5. Assist the City in developing an implementation plan including scheduling, dispatching, and logistical operations of the field inspectors assigned to work areas for storm debris cleanup. This includes: ^ Estimating debris using FEMA accepted calculations and methodology. ^ Providing overall supervision of the field operations. Field Coordinator will exercise daily operational control of the field personnel ^ Recommending assignment of disaster debris removal and disposal contractors based on the developed implementation plan and affected areas. ^ Providing oversight of the disaster debris removal and disposal contractor's efforts. Specific actions will include the following: o Plan debris management sites inspection, quality control and other contract administration functions o Provide inspectors to monitor debris removal and to distribute load tickets on each load to invoice areas assigned o Receive and review all of the City disposal site inspector's verified debris load tickets o Make recommendations on haulers work assignments and priorities based on the developed implementation plan o Report on progress and prepare status briefings o Provide input to public relations personnel on debris removal and disposal activities. ^ Coordinating with the City's purchasing agent on all contracting questions. ^ Maintaining an environmental specialist available with extensive experience in post-disaster cleanup of hazardous household waste, and facilities with lead-based paint and/or asbestos, if required. ^ Providing field inspection teams to ensure that requirements stated in the contracts are met. ^ Providing on-site training for load site inspectors and disposal site Inspectors to tickets ^ Plan for ongoing environmental data collection on TDSRS, and maintain proper access to the sites to quickly collect baseline data and permit activated TDSRS sites. 6. Assist the City in performing an annual tabletop exercise to determine the adequacy of the debris removal and debris management process. The training will include the following as a response to a theoretical event: ^ Review of the Debris Management Plan and Emergency Response Workplan ^ Roles and responsibilities (EDM Team, City employees) ^ Logistical support ^ Pre-storm mobilization procedures ^ Procedures for call-up of contractor's personnel and equipment ^ Haul routing ^ Contractor vehicle identification and registration ^ Debris hauling load ticket administration ^ Load volume determination procedures Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miami Beach ^ Mobilization and operation of the debris management sites ^ Contractor payment request submission, review and verification ^ Special procedures for household hazardous waste ^ Debris management site closure requirements ^ Disaster reimbursement eligibility and issues. !~~r a~rc~vd s~,c~ad , E.2 Innovative Approaches through Lessons Learned PtOk`~ Through past emergency response efforts, CDM has identified ~~ several key issues and problems that are critical to the success of the response. Following completion of the v ~a o~K cleanup efforts, CDM prepared an "After Action Report" to document key aspects of the emergency ~°"`~"~°ma""" response effort and identify Lessons Learned. ,~~~~ x~~M~~~ Through analysis of the Lessons Learned on this t~stam~a ~~~ project and others, the following anticipated - issues and problems were developed. Innovative approaches through lessons learned results !n a sucessful project E.2.1 Communication Clear and consistent communication between the City, the Project Team, and hauling contractors, assisting government agencies, and the public is perhaps the most important issue in any emergency response. The Project Team will rely internally on a hierarchical approach, as outlined in the organizational chart included in Section F. The Project Manager will serve as the point-of-contact between the City, field personnel, and emergency response agencies such as FEMA. The single point-of-contact method has proven reliable and effective on past disaster response projects. From a logistics standpoint, field personnel must be able to maintain effective communications with each other and the management. Selecting communication equipment that will work following a disaster is a key element in sustaining communications between mobile field personnel scattered throughout the City. E.2.2 Contract Compliance and Regulatory Reimbursement Issues Outside of facilitating a safe, effective, and timely recovery, one of the Project Team's major responsibilities includes helping the City realize the highest degree of federal and state reimbursement for all debris cleanup activities. The Project Team is comprised of staff highly experienced in regulatory compliance issues. CDM will work with the City to help obtain quick and substantial reimbursement from federal and state funding mechanisms. E.2.3 Load and Volume Disputes Disputes between contractors, subcontractors, and the debris contract monitors have been frequent in past recovery efforts when payment is based on volume of material collected, hauled, and/or disposed. By preparing a standardized measurement system ahead of time that is agreeable to all parties and by providing training to load site inspectors prior to the disaster, this problem can be almost entirely avoided. One accepted method of standardizing load volume determination is by using a pictorial reference to determine the "percentage full" of a particular truck, or truck size. With this method, reference pictures are prepared before the response, or during the initial days of the response, and show various trucks and sizes with different load volumes. The load volume reference pictures are agreed Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miami Beach to by both the contractor and oversight team. During the recovery, to determine a load volume, the site inspector will reference the picture that most closely matches the volume of debris in the truck undergoing inspection, and assign that percentage. The percentage is converted to an actual volume, based on the truck's total capacity. Prior to deployment, the Project Team will review volume estimation techniques, including those used or approved by FEMA, and make suggestions for the most appropriate load determination technique during the annual training workshop. E.2.4 Logistics The quick mobilizing of staff and equipment from multiple locations is difficult under any scenario, but exacerbated following a disaster, when transportation and communication have been disrupted. The Project Team understands that timely and effective mobilization is a key element in the success of a response operation, and has demonstrated this in recent years. To provide for an effective mobilization and first few weeks of the response, training of key staff is crucial. Additional measures such as maintaining updated lists of local accommodations and equipment suppliers can ease the logistical nightmare that a response effort sometimes brings. E.3 Quality Assurance and Quality Control CDM's Quality Assurance and Quality Control (QA/QC) program apply to both prepared documents and field activities for this project. The Project Team will review the prepared documents for quality control. In addition, a Technical Review Committee (TRC) composed of highly experienced personnel has been identified to provide quality assurance reviews. The TRC personnel will review the progress at approximately 30, 60, and 90 percent completion of the assignment. Field QA/QC includes training debris removal sites and TDSR sites inspectors to properly complete required forms based on local, state and FEMA guidelines. The Field Coordinator will review the completed form daily and provide input to the inspectors, as necessary to ensure proper records keeping. Procedures will be established to easily identify load .tickets from originating debris removal sites. CDM's Project Manager will randomly check completed forms for quality assurance. Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miami Beach Section F -Qualifications of Consultant Team CDM Staff CDM has assembled a team specifically for this project with the combination of local experience in the Miami office and with the expertise of leaders in the field of solid waste and hurricane response. We think that our team is uniquely qualified for this project. We have team members that are both familiar with the destruction caused by hurricanes and the need for swift removal and accurate accounting. They understand the City's infrastructure and needs for the project. As shown in the following organization chart, CDM's project team will be led by Jason A. Johnson, P.E., in the position of project manager. The related experience of specific individuals assigned to this project is described in the resumes following the organization chart. Victor J. Pujals, P.E., DEE ' 9 Jason A. Johnson, P.E. Adan M. Ochoa Lucas E. Rincon, E.I. Jezebels Alicea-Virella, E.I. Karla P. Martinez Adriana R. Buslillos, E.I. Patricia V. Donaldson Justin M. Galusso Bealriz Marrero Shani H. Bryce Lynn C. Zweiger Vandin L Calilu, P.E. GIS Malvsl Environmental Soedaliel public Relations Michael W. Lovell Dora C. Flodndo, P.G. MerdBeth Farnham William T. Beeson, P.G. Tammy L. Hayes Kevin Leo, P.E. Charles E. "Skip" Coak, P.E., DEE Ignacio L. Lizame, P.E. John C. Can Michael W. Lovett Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Victor J. Pujals, P.E., DEE Of~cer-in-Charge Mr. Pujals manages CDM's Miami, Florida office and is currently officer- in-charge of CDM projects in Miami-Dade County. He has over 30 years of experience in the study, design, and construction-related aspects of environmental engineering projects. Mr. Pujals' experience includes the planning and implementation of major multi-million dollar capital improvement programs for municipal clients in water, wastewater, stormwater and solid waste fields. Project Director, Water System Services, Miami-Dade Water and Sewer Department, Florida. Mr. Pujals is responsible for CDM services to WASD in the water system field. Most recently, he is directing the design of the 20-mgd South Miami Heights membrane water treatment plant program with an estimated construction value of $60M. His prior involvement included projects associated with control of Disinfectants and Disinfection- by-Products at the Hialeah-Preston Complex; investigation of groundwater under the direct influence of surface water consideration, and water treatment process impacts at the Hialeah-Preston plants; siting and permitting assistance at the proposed South Miami-Dade (Miami Heights and Redlands) wellfields; and the water treatment aspects of the Water System Master Plan Update (2003) as a subconsultant. He assisted WASD in 1995-1997 with the implementation of the Biscayne Aquifer West Wellfield Program. He was involved in evaluating and designing improvements (e.g,, ultraviolet_disinfection) to the aquifer storage and recovery (ASR) system at the West and Southwest Wellfields to allow year round usage and avoid weather related permit limitations. Project Director, Water and Wastewater System Engineering Services, City of Miami Beach, Florida. Since 2001, Mr. Pujals has been in charge of CDM's engineering services to the city's Public Works Department and the office of Capital Projects. The assignments included computer modeling of the water distribution and wastewater pumping/transmission system; design of the 25t~~ Street Water Pump Station and 3-mg storage tanks, the Terminal Island Water Booster Station and 16-inch diameter water main, and the South Pointe Wastewater Booster Pumping Station; and construction administration services for the water and wastewater pump station upgrades. Project Director, Planning and Implementation of the Glades Road Water Treatment Plant Program, City of Boca Raton, Florida. He directed the $60 million capital improvement project for the 40-mgd membrane softening (nanofiltration) plant at the Glades Road water treatment plant. This program includes extensive membrane pilot testing, wellfield evaluation and rehabilitation along with final plans and Emergency Disaster Deb~•is Monitoring Services RFP #16-05/06 The City of Miami Beach specifications for the plant design. Mr. Pujals was also project director for various programs including the City of Boca Raton water system capital improvements at the Second Avenue pump station ($1.9 million), and the Southwest 18th Street pump station and storage tank ($3.0 million). He also directed the city's conceptual design fora 20-mgd membrane softening process addition at the Glades Road water treatment plant. Project Director, Planning and Implementation of the Water Plant Consolidation Program, City of Deerfield Beach, Florida. Mr. Pujals was also project director for the City of Deerfield Beach planning and development of the water plant consolidation program components with a total capital improvements program of over $30 million. These components included: welifield evaluation and rehabilitation; water plant phased improvements and membrane pilot testing; 10.5-mgd membrane softening plant addition; water distribution system computer modeling and analysis; and the associated financial components included rate study and SRF loan. Project Director, Planning and Implementation of Water System Capital Improvements, City of Coral Springs, Florida. He was project director for the City of Coral Springs' $15MM water system capital improvements program for over ten years. These improvements included upgrades to the water treatment plant ($8 million), the Eastside pump station and storage tank ($1.5 million) and a new wellfield ($2.0 million). Project Director, Planning and Implementation of Water System Capital Improvements Program, City of Lauderhill, Florida. Mr. Pujals served as project director for the City of Lauderhill's $10 million water system capital improvements program. The capital improvements program included phased rehabilitation of the water plant, upgrading the booster pump station, a wastewater system supervisory control and data acquisition (SCADA) system, and various engineering analyses. Project Director, Wastewater System Capital Improvement Program, City of Sunrise, Florida. Mr. Pujals was project director for the City of Sunrise $50 million capital improvement program, which included expansion of the wastewater treatment plants and effluent deep well injection, remote booster pumping stations, SCADA system vendor prequalification and implementation, and a 20,000-square foot utility administration building. Project Manager, Various Projects. He was project manager for the City of Fort Lauderdale's water treatment plant process control and staffing analysis; the City of Boca Raton's water master plan update; the upgrading and design of Lee County's Olga and Corkscrew water treatment plants; the design of the City of Coral Springs' water plant expansion to 12 mgd; and various improvements to the City of Deerfield Beach's water supply, treatment, storage, and distribution system. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Jason A. Johnson, P.E. Project Manager Mr. Johnson is a Senior Project Manager with a proven record of providing personal service and product quality while delivering projects on schedule and within budget. During his career, Mr. Johnson has provided a full range of professional services, including pilot studies, facility planning, feasibility evaluations, detailed design, construction administration, and software training. Mr. Johnson has managed sewer and stormwater-related planning, design, and construction projects for numerous water and sewer utility systems in the United States and abroad. The majority of these utility systems serve populations in excess of 500,000 persons. He offers a strong background in managing the full range of water and wastewater planning, design, and construction services. Mr. Johnson served various roles on the following projects: Project Manager, Consultancy Services for Water Augmentation Options, Barbados Water Authority, Kansas (2005- present). Mr. Johnson serves as project manager assisting an agency of Government of Barbados with procurement of a concession agreement to engage a private contractor for service and operations and maintenance of water augmentation options and for construction and operation on a build/ operate/ transfer (BOT) basis, of new facilities for reuse of treated wastewater effluent and/or desalination, including preparation of a request for proposals and draft BOT agreement, development of a regulatory and technical framework, review and evaluation of proposals, and negotiations of final agreement terms and conditions. Task Leader, Kings Grant Rocky River Interceptor Project, Water and Sewer Authority of Cabarrus County, North Carolina (2005). Mr. Johnson served as project engineer for the hydraulic modeling of the Kings Grant Rocky River wastewater interceptor. The Kings Grant Rocky River interceptor consists of approximately 24,000 linear feet of 66- through 72-inch pipe. The interceptors replace the existing sewers, which are experiencing surcharged conditions under wet weather flows. They will also provide needed future capacity for the rapidly growing county. Project Manager, stormwater Utility Development, Concord, North Carolina (2005). He managed the development and implementation of the city's stormwater utility. Responsibilities include the facilitation of a stormwater stakeholder group, development of a stormwater policy and procedures manual, and credit and adjustment policies. Activities included surveying neighbor utilities; budget estimates for operation and maintenance, capital improvement projects, and NPDES permit management; evaluation of levels of service; and the development of a feasibility study. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Task Leader, Back Creek Relief Interceptor Project, Water and Sewer Authority of Cabarrus County, North Carolina (2004). Mr. Johnson served as project engineer for the design of the Back Creek wastewater relief interceptor. The Back Creek relief interceptors consist of approximately 24,000 linear feet of 18- through 36-inch pipe. The interceptors will provide relief for the existing sewers, which are experiencing surcharged conditions under wet weather flows. They will also provide needed future capacity for the rapidly growing county. Task Leader, Briar Creek Sewer System Improvements Project, Charlotte, North Carolina (2001-present). Mr. Johnson serves as project engineer and task manager for the Charlotte-Mecklenburg Utility District hydraulic modeling study of Briar Creek sanitary sewer interceptor system. Flow meter data was applied to calibrate USEPA SWMM-EXTRAN models of the interceptor systems and to identify sanitary sewer improvement projects. The models were then used to evaluate specific improvement designs. Task Leader, Central Business District (CBD) Sanitary Sewer System Model, Charlotte, North Carolina (2001-2004). Mr. Johnson is project engineer and task manager for the wet-weather flow management study for the Central Business District of Charlotte, North Carolina. Flow meter data were used to determine infiltration and inflow (I/I) flow characteristics and calibrate SWMM-EXTRAN models of the sewer system. The models were used to evaluate the capacity of the existing system and to evaluate operational improvements and capital improvement projects. Technical Advisor, Sanitary Sewer Collection System Master Plan, Manhattan, Kansas (2001). Mr. Johnson served as technical advisor on this planning project. He participated in the model selection process for the modeling approach to be used for the entire sewershed planning in the City of Manhattan. He assisted in selection of flow monitoring locations and the development of the SewerCad model of the sewer system. Project Manager, Shade Valley Pond Rehabilitation Project, Charlotte, North Carolina (2002-2005). Mr. Johnson served as project manager for planning design and construction of the Shade Valley Pond rehabilitation project. The purpose of the project is to evaluate the existing degraded urban pond and develop acost-effective improvement plan that provides flood control, as well as enhances the site. Work involved evaluation of available storage and a comparison to required storage volumes to meet local drainage requirements, examination of sediment accumulation and its effect on available detention storage, as well as the water quality impacts of local runoff and waterfowl pollutant loads. HEC-HMS and desktop calculations for pond routing were developed to verify system operation. Recommendations were made to improve water quality and proper hydraulic operation of the facility. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Kevin C. Leo, P.E., DEE Technical Advisor; QA/QC Mr. Leo has more than nine years of professional experience in the environmental engineering industry with extensive experience in planning, design, permitting, and construction of solid waste, stormwater, wastewater, and hazardous waste systems. He has served as the project manager on a broad spectrum of engineering projects in Florida. Mr. Leo is proficient in coordinating and executing multiple projects and implementing creative and viable solutions to problems. He has also completed feasibility studies, system evaluations, engineering design reports, preliminary and final design drawings, and construction cost estimates, and performed services related to design, permitting, modeling, and construction management. Project Manager, Hurricane Debris and Disaster Relief Assistance, Solid Waste Authority of Palm Beach County. Mr. Leo provided emergency response and hurricane debris cleanup assistance following the wake of Hurricane Irene in 1999 and Hurricane Frances in 2004. For Hurricane Irene, duties entailed keeping accurate and detailed records and preparing documentation to assist with FEMA reimbursement. For Hurricane Frances, duties entailed assisting with moving debris and improving haul roads. Project Manager, Class I Landfill Closure, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager and engineer of record for the design, permitting, bidding, and construction services of the Cells 1 through 4 Closure at NCRRF. The design included a 40 acre footprint, LLDPE geomembrane cap, landfill gas system, stormwater management, and an irrigation system. Project Manager, Class I Ash Monofill Cells 23 & 25, Solid Waste Authority of Palm-Beach County. Mr. Leo was the project manager for the design and permitting of the lateral expansion of Cells 23 and 25 at the North County Resource Recovery Facility (NCRRF). The landfill design included a leachate collection system with a geomembrane top liner and a composite bottom liner, equivalent to a Subtitle C liner; and leachate collection, storage and pumping facilities. The landfill cells are permitted and ready for construction when SWA is ready to expand. Project Manager, Western Landfill Site Conceptual Layout, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager for the planning effort for the Western Landfill Site. Planning included an order of magnitude cost estimate and schedule, and site layout alternatives. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Project Manager, Regional Biosolids Pelletization Facility, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager for the Palm Beach County Regional Biosolids Pelletization Facility. The Facility will process up to 600 wet tons per day of wastewater Biosolids. The Biosolids will be dried in a rotary kiln, using landfill gas as a heat source, and converted into a marketable fertilizer product. Mr. Leo's tasks included performing PPSA permitting, reviewing the bidders' proposals, and providing services during construction on this design-build-operate contract. Project Manager, Industrial Supply Well Improvements, Solid Waste Authority of Palm Beach County. Mr. Leo was the project manager for the ISW Improvements Project. The wells provide industrial water the NCRRF waste-to-energy cooling tower. The project included adding six new wells, making modifications to existing wells, and installing a pipeline to create a redundant loop. Mr. Leo's tasks included bidding and construction services. Project Engineer, Class I Landfill Cells 9 -16 Expansion, Solid Waste Authority of Palm Beach County. Mr. Leo was the lead project engineer for the preparation of design drawings, specifications, and the permit application for the lateral expansion of eight 10-acre Class I (>20 tons per day of solid waste) landfill cells at the North County Resource Recovery Facility (NCRRF). The landfill design included a leachate collection system with a geomembrane top liner and a composite bottom liner, equivalent to a Subtitle C liner; a 24-ft wide perimeter access road; and leachate collection, storage and pumping facilities. The landfill cells are permitted and ready for construction when SWA is ready to expand. Project Manager/Engineer, Wingate Road Landfill Closure and Remediation Design, Ft. Lauderdale, Florida. Mr. Leo was a project engineer for designing the Wingate Road Landfill closure and remediation design, and project manager during the construction phase. The site contained heavy metal and PCB contaminated incinerator ash and was closed under EPA consent, according to Subtitle D design criteria. The landfill had 40 acres of a single geomembrane cap, a drainage layer, a passive gas venting system, and stormwater control. The site was designed to allow for the most flexible end-use, while meeting EPA criteria. Project Engineer, Glades Road Landfill Expansion, St. Lucie County. Mr. Leo designed and permitted the 13-acre Class I landfill expansion. The landfill design included a leachate collection system with a geomembrane top liner and a composite bottom liner, equivalent to a Subtitle C liner; provisions for stormwater management during an extended open-cell condition; leachate collection, storage, and pumping facilities; and relocating approximately 2000 linear feet of a leachate forcemain. Ernergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Project Manager, Landfill Odor Management Program, Solid Waste Authority of Palm Beach County. Mr. Leo performed a 30-day field assessment of odors, an evaluation of vapor phase odor control agents, and asite-wide dispersion model to rank odor sources. Sources that were evaluated included the Class I and Class III landfills, the MRF, the WTE facility, the compost facility, and the yard waste processing area. Mr. Leo prepared reports for each of the studies and made recommendations. Project Manager, Lantana Road Landfill Golf Course Design and Gas System Decommissioning, Solid Waste Authority of Palm Beach County. Mr. Leo managed the decommissioning of the gas collection system at the Lantana Road Landfill. In anticipation of a public golf course and county park on the landfill, the gas collection system was shut down for asix-month period while the landfill was monitored to ensure that there were no off-site emissions or odors. Since no problems were discovered, FDEP approved the permit modification and the Lantana Road Landfill's gas system became, perhaps, the first gas system to be decommissioned in the nation. Project Engineer, Glades Road Landfill Gas Collection System Design and Construction, St. Lucie County. Mr. Leo assisted with design and construction services for the landfill gas extraction system. The gas system included approximately 50 wells and the candlestick flare station was sized for 800 cfm. Project Engineer, Environmental Training Program, Royal Caribbean Cruise Lines. Mr. Leo prepared a presentation on solid waste to educate the environmental managers of Royal Caribbean on the fate of solid waste once it leaves their ships. Project Engineer, Reedy Creek Improvement District Waste Composition Study. Mr. Leo performed a waste composition study to determine how effective the District was at achieving their recycling goals. Mr. Leo collected data on 17 components of the waste stream and prepared a report. Project Manager, Condition Assessment and Improvement Design for Transfer Station Compactors, Miami Dade County Department of Solid Waste Management. Mr. Leo performed a condition assessment and improvement design of the compactors at two transfer stations. The compactors were installed in 1980 and were in need of a lot of major structural and safety repairs. Through three phases of design and construction, which occurred over five years, the transfer stations have received new protective steel wall cladding, waste feed hoppers, control booths, compactors, and other miscellaneous improvements. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Charles E. "Skip" Cook, P.E., DEE Technical Advisor; QA/QC C. E. "Skip" Cook has more than 30 years of engineering experience as a project manager and administrator for municipal water and wastewater utilities. He has also provided value engineering for major U.S. government projects. Officer-in-Charge, Leon County, Florida. Mr. Cook served as CDM's officer-in-charge for the design, permitting, bidding, and services during construction for the upstream and delta portion of the Lake Munson Restoration Project. This was an $11 million construction project with land acquisition, intergovernmental agency coordination, and a public participation program. Key design elements included a 30-acre stormwater facility, Lake Henrietta, and the removal of 29 acres of delta (trash & debris) at the headwaters of Lake Munson. Senior Project Manager, Water and Wastewater Projects, CDM -Florida. Mr. Cook has experience in water distribution design, drought management, supervisory control and data acquisition, fluoridation system design, backflow prevention, water meter change out program, small water appraisal and purchase, wastewater effluent disposal engineering report, and site work and utility design for several new state correctional facilities. Program Manager/Client Liaison, Hurricane Opal Emergency Response Project, Bay County, Florida. Mr. Cook served as CDM's officer-in-charge of the $3 million, 65,000 tons of debris cleanup when Hurricane Opal made landfall in Bay County in October 1995, and classified as a category 3 storm with winds over 75 mph. CDM developed atwo-phase program, the first phase developed was a plan for the cleanup, and the second phase focused on implementation of the plan. The implementation stage of the project included monitoring load, collection, and hauling contractors; monitoring landfill scales and weigh tickets; and providing daily reports on loads disposed of at the landfill. Mr. Cook was instrumental in assisting the County in negotiating a favorable contract price for loading, hauling and disposal of storm debris. Along with managing the physical cleanup efforts, Mr. Cook helped Bay County to obtain reimbursement funds from the Federal Emergency Management Agency (FEMA) and the Florida Department of Community Affairs (DCA). To address local resident's concerns regarding the cleanup, Mr. Cook led the effort to implement a public information and hotline system. CDM worked to transition the daily operation of the program to Bay County management within 60 days. EmergencJ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Officer-in-Charge, Bay County, Florida. In that capacity, Mr. Cook has been responsible for working with Bay County's Utility Director on all water and solid waste projects. He has obtained permits for all solid waste facilities, performed facility analysis, performed permitting for all facilities, and was involved with awaste-to-energy facility retrofit and downsizing project. He prepared contamination assessment plans and reports for the Majette landfill and Bay Dunes golf course, and has been responsible for completing the County's solid waste strategic plan and yearly updates. The most recent project was retro-fitting the County's Waste-to-Energy Facility with an air pollution control system to ensure compliance with the Clean Air Act. Officer-in-Charge, City of Tallahassee, Florida. Mr. Cook was responsible for overseeing the T.P. Smith Wastewater Treatment Plant 7.5-mgd expansion. He was responsible for the 7.5-mgd expansion for the City of Tallahassee wastewater sprayfield. CDM's most recent assignment was a wastewater treatment plant master plan for the T.P. Smith Facility. Superintendent, Water Division, Tallahassee, Florida. Mr. Cook oversaw the operation of 25 water wells, 7 elevated tanks, more than 650 miles of pipeline and 48,000 metered accounts serving a 2-county area. He supervised 72 employees, and monitored operating and capital budgets of over $9 million and $4 million, respectively. He also served as project manager for several Water Division projects including: drought management, water well construction (16.5 mgd), water main design and construction, evaluation and purchase of private water systems, implementation of a supervisory control and data acquisition system, design and implementation of a fluoridation system, and preparation of two water master plans (1978,1985-2000). While appointed to the Leon County Environmental Management Committee (1988-1989), he drafted the County's Environmental Management Act and Land Development Ordinances. Engineer, Underground Utility, Tallahassee, Florida. Mr. Cook provided civil engineering support for the operational sections of the Water, Wastewater and Gas Divisions. He managed projects such as TV inspection of sewer lines, the drafting of standard construction and procurement specifications, the review of new subdivision plans and specifications, and design and permitting of capital projects. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miarni Beach Ignacio L. Lizama, P.E. Technical Advisor; QA/QC Mr. Lizama has managed the planning, design and construction administration of key engineering projects in the United States and Latin America from beginning to end. His professional experience spans every facet of the project cycle from identification, proposal preparation, feasibility studies, design basis reports, master plans, detailed design, construction management and client interaction. He has acquired a broad range of experience in the area of water and wastewater related projects including design treatment facilities, pumping, storage, transmission and distribution systems. Project Manager, City of Miami Beach, SSES Phase III Flow Monitoring Program, Ongoing. Mr. Lizama is the project manager for the services related to the collection of field flow measurements and analysis at each pump station basin as required by the local regulatory agency, DERM. Once completed, the project will gauge the effectiveness of the sewer rehabilitation program recently completed by the City. Senior Engineering Coordinator, City of Miami Beach, $330 million Right of Way Infrastructure Improvements Program. Mr. Lizama's responsibilities included project management, supervision of technical and resident project staff, quality assurance/control, document/design submittals review, and continuous coordination with various City departments, regulatory agencies, consultants, and the general public. Mr. Lizama's good judgment and multi- taskingability allows for the simultaneous flow of deliverables on various projects each in different stages of completion. Program Manager, Department of Public Works, City of Coral Gables, Florida, Ongoing. Over the past ten years, Mr. Lizama has provided program assistance on over 80 assignments for the City of Coral Gables. These assignments include design, construction inspection and management, and evaluations of the City's wastewater collection and transmission system and stormwater utility. Mr. Lizama was the person in charge developing new opportunities, project oversight and overall client satisfaction. Project Manager, Wastewater Booster Station, City of Miramar, Florida, 2005. For the City of Miramar, Mr. Lizama was responsible for providing construction management services to the $2.5 million "state of the art" booster pump station. This facility was instrumental toward the diversion of 8 MGD from the City of Hollywood's WWTP to the City's WWTP. Mr. Lizama demonstrated a thorough understanding of construction sequencing, and his ability to interface with client representatives and the project's contractor. He coordinated the work of other team specialists, E~nergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miar~ni Beach identified corrective measures and verified that the corrective measures were implemented per contract documents. As responsible in charge, Mr. Lizama provided project certification to the City and regulatory agencies. Program Manager, Public Works & Services Department, City of Homestead, Florida, Ongoing. For the City of Homestead, Mr. Lizama completed a variety of assignments related to the City's water and wastewater utility. Most recently, Mr. Lizama completed the City's Water and Wastewater Master Plan. The master plan identified $66 million in recommended capital projects to meet the anticipated growth and customer needs through the 20 year planning period. Mr. Lizama estimated current and future water and wastewater demands using latest population growth projections from the City's development projections, the Miami Dade County's projections and adjustments using aerial photogrammetry. Mr. Lizama conducted hydraulic model scenarios to identify existing system weaknesses and areas for system expansions. He also performed a desktop flow rate capacity analysis for the City's Wastewater Treatment Plant thus assisting the City in commencement of planning a future facility expansion. Senior Project Engineer, Panama Bay Sanitation Technical Assistance Project, Republic of Panama, 2003. This project was funded by the U.S. Trade and Development Agency. Mr. Lizama completed a complementary report providing further refinement and updated cost estimates to the latest wastewater master plan. Mr. Lizama coordinated a flow monitoring and sampling program to collect updated information and performed preliminary design of three master pump stations and associated transmission force mains discharging to the proposed 114 MGD treatment plant. Mr. Lizama performed hydraulic modeling of different flow scenarios achieving a staged implementation of the proposed pump stations and force mains. The Government of Panama used the report as documentation in support of their request for funding to the multilateral lending agencies. Senior Project Engineer, Inter-American Development Bank, Due Diligence Studies, Argentina, 2001. For the Inter-American Development Bank, Mr. Lizama participated in an Environmental and Health Safety Audit of Aguas Argentina, S.A., Buenos Aires operations to assess compliance with loan agreements. Also in Argentina, Mr. Lizama conducted a due diligence report of Azurix's operations and capital improvement plan for potential IDB funding. Mr. Lizama performed field site visits, met with concessionaire's staff and government regulators to achieve an overall project understanding. Other IDB assignments included the engineering and environmental assessment of the 240 MGD Tibitoc water system upgrade, Bogota, Colombia; and the environmental assessment of the sewer system improvements and water quality impact on Cartagena Bay, Cartagena. He participated in a due diligence report for Lyonnaise Ds Eaux/Degrement for internal financing of the Rio Bogota wastewater program. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Adan M. Ochoa Field Inspector Mr. Ochoa is an environmental engineer experienced with resident construction oversight consisting of responding to requests for information, attending coordination meetings, quality control/quality management, plan interpretation, field observations, maintaining quantities, change orders, pay applications and correspondence. He is proficient with AutoCAD, Microsoft Project Planner, and Primavera Project. In addition, he is bilingual in both English and Spanish. Hurricane Wilma Emergency Debris Management Assistance, City of Deerfield Beach, Broward County, Florida. Mr. Ochoa provided debris monitoring services including: data collection for FEMA, daily reports, monitoring of all collection points, and training volunteers from the City to assist in the cleanup effort post Hurricane Wilma. Resident Construction Representative. MacArthur Causeway 20-inch Water Main and Terminal Island Water Booster Station. Mr. Ochoa assisted the project engineer with requests for information (RFIs), attended coordination meetings, and quality control/management. He performed plan interpretation and field observations, maintained quantities and contributed with daily information for the City of Miami Beach. Student Intern. CDM. Mr. Ochoa inspected construction work with the direct oversight of a senior resident. He also served as the document control system administrator handling RFIs, submittals, requests for proposals (RFPs), change orders, pay applications and correspondence. Assistant Project Engineer (Civil Engineer). MOTSA Contractor, Honduras, C.A. Mr. Ochoa designed basic model housing using AutoCAD and scheduled with the Microsoft Project Planner. Student Assistant. FIU Construction Management Department. For almost a year, Mr. Ochoa was a student assistant in the FIU Construction Management Department. Ernergettcy Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Jezebele Alicea-Virella, E.I. Field Inspector Ms. Alicea-Virella is an environmental engineer in CDM's Miami office assisting with project implementation, regulatory review and permitting. Her graduate studies included statistical analysis relative to dispersion of fecal coliform concentration, water distribution system simulation using EPANET, and concentrated animal feedlot wastes, pollutants, wastewater treatment and pollution prevention measures. Additional studies included hazardous wastes, sustainable development, industrial water and wastewater treatment processes, physicochemical treatment process, and biological wastewater treatment. Her computer skills include EPANET, Statistical Analysis Systems, AutoCAD R-14, HEC-RAS, HEC-1, HEC-2, WSPGW, RAS-PLOT, and ArcView GIS. She is fluent in both English and Spanish. Project Engineer, City of Miami Beach, SSES Phase III Flow Monitoring Program, Ongoing. Ms. Alicea-Virella serves as project engineer for the ongoing collection of field flow measurements and analysis at each pump station basin as required by the local regulatory agency, DERM. Once completed, the project will gauge the effectiveness of the sewer rehabilitation program recently completed by the City. Environmental Engineer, Review of Current Water Quality Regulatory Requirements, City of Miami Beach, FL. Ms. Alicea-Virella assisted with the evaluation of current drinking water regulations that affect the City of Miami Beach water system. Some of these regulations include the new Stage 2 Disinfectants/Disinfection By-Products Rule which includes compliance with an Initial Distribution System Evaluation to identify locations with high concentrations of DBPs. Environmental Engineer, Wastewater Pump Stations Upgrades Project, City of Miami Beach, FL. Ms. Alicea-Virella assisted as a project engineer preparing various wastewater pump stations construction permit applications to DERM. Civil Engineer. FEMA Mapping on Demand Team, National Flood Insurance Program, Alexandria, Virginia. Ms. Alicea-Virella reviewed Conditional Letter of Map and Letter of Map Revision requests through hydrologic and hydraulic analysis for Nevada, North Carolina, and California. She assured that they were compiled per FEMA regulations. Transportation Engineer Analyst. Joint Warfare Analysis Center, Department of Defense, Dahlgren, Virginia. Working under a TS/SCI security clearance, Ms. Alicea-Virella supported the Warfighter during Operation Enduring Freedom and Iraqi Freedom. She was a member of the Hispanic Employees Association, NSWC Dahlgren Division, and was awarded the Joint Meritorious Unit Award by General Richard B. Myers, Chairman of the Joint Chiefs of Staff, U.S. Joint Forces Command. Emergency Disaster Debris Mostitoring Services RFP #16-05/06 The City of Miami Beach Adriana R. Bustillos, E.I. Field Inspector Ms. Bustillos is an environmental engineer with over three years of experience working with water and wastewater facilities, unit processes, design, modeling, ionic membranes and projects with monochloride vinyl (MVC), chlorine and caustic soda products. She is skilled with using H2ONet and is fluent in both English and Spanish. Project Engineer. VSCO for the Sanitary Sewer Collection System, City of Miami Beach, FL. As project engineer Ms. Bustillos worked for the City of Miami Beach preparing an Action Plan Report. Her duties included: prepare a plan for conducting flow monitoring to determine current I/I flows, verify if current I/ I flows comply with DERM regulations, and review the CMB sewer system and help in the delineation of the basins. Project Engineer. Biosolids Master Plan, MDWASD. For Miami-Dade Water and Sewer Department, Ms. Bustillos was responsible for reviewing, classifying, and analyzing data for the SDWWTP, CDWWTP, and NDWWTP. She is evaluating the opportunities for Reusing Class AA Biosolids within the South Florida Region, by identifying potential end users, focusing on bulk sales to the agricultural industry and to regional fertilizer blenders. Environmental Engineer. Sincrudos de Oriente (SINCOR), Jose, Venezuela Ms. Bustillos was responsible for control of the wastewater and sanitary treatment unit parameters, follow up and control of the solid waste management operations, and preparing reports for the Environmental Agencies. She prepared environmental plans to standardize operational procedures to maintain a safe operation and assure the environmental parameters to meet environmental regulations. Utilities Process Engineer. Sincrudos de Oriente (SINCOR), Jose, Venezuela. Ms. Bustillos monitored the daily operational variables of the wastewater treatment plant, demineralization unit, boilers, cooling system, and steam generation system at Sincor Upgrader (220,000 b/d capacity). Her duties included: technical assistance, process troubleshooting and performing basic engineering of minor projects. She prepared technical reports regarding the mass balance of total and fecal coliformes, vapor, nitrogen, natural gas and combustion gas mass balances. Distillation Process Engineer. Sincrudos de Oriente (SINCOR), Jose, Venezuela. Ms. Bustillos inspected, supported and provided QA/QC of all the activities performed at the distillation units (1,284,000 b/d atmospheric unit and 1,193,000 b/d vacuum unit) during the Debottlenecking Main Shutdown. She also followed up on the installation of new packing, new distributors, and new trays. Emergency Disaster Debris Monitoring Sewices RFP #26-05/06 The Cihj of Miarni Beach Project Engineer. Treatment Alternatives Report, USACOE. For the Army Corps of Engineers, Ms. Bustillos assisted senior technical staff preparing a report regarding treatment alternatives to achieve high-level disinfection for the South District wastewater treatment plant balancing the client's concerns for project costs with regulatory constraints. Project Engineer. Trenchless Technologies. City of Miami Beach, Florida. Ms. Bustillos was responsible for preparing a report, documenting the different trenchless technologies that can be used to repair three watermains located at the City of Miami Beach. Project Engineer. 25th Street Ground Storage Tanks and Water Booster Pump Station Project, City of Miami Beach, Florida. Ms. Bustillos participated in the design for construction of two water storage tanks with a capacity of 3.0 mg each. The project included preparing plans, specifications, permits and reports to allow the city to demolish a 4.0 mg storage tank and replace it with the two storage tanks. Ms. Bustillos also participated in the design of a potable water booster pump station to serve the City of Miami Beach. Project Engineer. UV Disinfection Treatment of Raw Water, MDWASD. Ms. Bustillos helped with reviewing the plans for constructing an installation to disinfect raw water before it enters an aquifer storage and recovery (ASR) system and into the Floridan Aquifer. Ms. Bustillos also participated in reviewing current regulations regarding drinking water. Research Assistant. University of New Orleans. As research assistant in a Bioflocculation Process of an AFBR effluent project, Ms. Bustillos' responsibilities included performing lab analysis such as TCOD, TBOD, TSS, and VSS to the samples obtained from the pilot plant used for the research project, analyzing experimental data, anaerobic reactors operation, and to construct a bioflocculation system to treat municipal wastewater. Intern. Maracaibo, Venezuela. Ms. Bustillos served as an intern for Petrochemical Complex El Tablazo, in the Chlorine-Soda Plant. Her responsibilities included collecting data, and correlating the data to obtain a model that.represents ionic membranes performance by using the Matlab program. The program helped to determine the operational life of the membranes. She performed lab analyses on the chlorine and caustic soda products obtained in the transformation process. She also gained experience with MGC-30 electrolyzers. Intern. Maracaibo, Venezuela. Ms. Bustillos worked for the Petrochemical Complex El Tablazo, MVC I Plant under the Moisture Content Level Determination of the MVC Product project. Her responsibilities included collecting MVC samples, performing lab experiments to determine MVC solubility, and to determine moisture content in the MVC final product. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miafni Beach Justin M. Gattuso Field Inspector Mr. Gattuso is a qualified technician with extensive experience in landfill gas collection and control systems, landfill gas compliance for both state and federal regulations, landfill gas flaring systems, construction oversight (resident engineering), and field operations associated with several water and solid waste projects. Mr. Gattuso serves as the main engineer technician on a broad spectrum of projects for the West Palm Beach and other Florida offices implementing creative and viable solutions to problems in the field. His responsibilities include landfill gas permit compliance issues, monthly monitoring, landfill gas system maintenance, quarterly surface emission testing, construction oversight and quality assurance, landfill gas permit compliance reporting under Title V permits and the New Source Performance Standards including landfill gas system annual operating report, FDEP electronic annual operating report, annual emission fee, and annual statement of compliance. Technician, Landfill Gas Collection and Control System, Martin County. Mr. Gattuso manages Martin County's landfill gas collection and control system consisting of 52 vertical wells, 6 horizontal gas wells, 231eachate tie- ins, 4 manhole tie-in wellheads, 31ift station connections, and a 2000scfm flaring system. His responsibilities include: monthly monitoring of the gas wells and flaring system, quarterly surface emissions testing, quarterly site physical inspections, gas system upgrades, modifications, conducting or overseeing repairs to the gas system, flaring system, or landfill cap. Mr. Gattuso is also managing all of Martin County's Florida Department of Environmental Protection (FDEP), Title V permit and New Source Performance Standard (NSPS), compliance, testing, and reporting issues. Technician, New Source Performance Standards and Title V Permit Compliance, Solid Waste Authority of Palm Beach County. Mr. Gattuso manages all of the Solid Waste Authority of Palm Beach County, Florida, NSPS and Title V Permit compliance issues for both the Class I and Class III landfills, which consist of quarterly surface emissions testing and reporting. Technician, Landfill Gas Collection and Control System, St. Lucie County. Mr. Gattuso managed the St. Lucie County landfill gas collection and control system consisting of 36 vertical wells, 7 vent collection wells, 8 manhole tie-in well heads, 3 lift station connections, and a 2000scfm flaring system. Resident Engineer, Cells 3 & 4 Closure and Landfill Gas Expansion, Martin County. Mr. Gattuso supervised the contractor and subcontractors during the construction, testing, and start-up of the landfill gas collection system expansion. Construction management responsibilities included supervision of surveyors and field testing laboratory, field engineering Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miaani Beach liaison with the home office, administration and monitoring of unit price contracts, and approval of contractor's pay request. The expansion included 22 vertical collection wells, 9,291 feet of HDPE pipe, 21ift station connections, 4 manhole connections, and 231eachate cleanout connections. The contract amount was $543,279. Resident Engineer, Compost Facility Biofilter Replacement, Solid Waste Authority of Palm Beach County. Mr. Gattuso supervised the contractor and subcontractors intermittently during the construction of three bio-filters at the compost facility. Each biofilter was designed to handle 88,000 cfm of airflow from each compost building. The construction included a single liner, drainage system, humidification, irrigation, and air distribution piping to treat and remove odorous air from the compost buildings. Technician, Beneficial Use Demonstration for the Reuse of Incinerator Ash, Solid Waste Authority of Palm Beach County. Mr. Gattuso's responsibilities included coordination of field activities, sampling ash in grab and composite samples, double ring infiltrometer testing, peculation testing, organizing field equipment, and shipping samples. Resident Engineer/Technician, Wingate Road Landfill Closure and Remediation, Ft. Lauderdale, Florida. Mr. Gattuso's project responsibilities included site exploration, locating monitoring well and mapping, surface emission testing, environmental site assessment, organizing field activities, providing visual soil composition analyses during drilling, gas migration probe sampling, and supervising subcontractors during soil borings and testing. Resident Engineer, Lantana Road Landfill Golf Course Design and Gas System Decommissioning, Solid Waste Authority of Palm Beach County. Mr. Gattuso's project responsibilities included over viewing surface emissions testing, perimeter bore hole probing using a Flame Ionization Detector, flare station testing, wellhead checks, and supervising the contractor and subcontractors in the demolition of the flare system and all wells. Technician, Condition Assessment and Improvement Design for Transfer Station Compactors, Miami-Dade County Department of Solid Waste Management. Mr. Gattuso performed a condition assessment of the compactors at two transfer stations. The compactors were installed in 1980 and were in need of major structural and safety repairs. Technician, Odor Dispersion Modeling, Solid Waste Authority of Palm Beach County. Mr. Gattuso, as part of a four person sampling team, managed a two person crew responsible for collecting various air and grab samples conducted on Class I and Class III landfills, compost facility, compost biofilters, compost exhaust vents, waste-to-energy facility roof fans, material recycling facility roof exhaust fans, and yard waste processing plant. Emergency Disaster Debris Monitoring Services RFP #1b-05/06 The City of Miami Beach Shani H. Bryce Field Inspector Ms. Bryce is an environmental engineer experienced with industrial wastewater compliance, preparing Consent Orders, Non-Compliance Letters, Penalty Authorizations, Warning Letters, and Inspection Reports for non- compliance, and preparing Environmental Impact Assessment reports. She has reviewed wastewater inspection reports, coordinated water quality sampling, and coordinated biological assessments of surface waters. Engineer. Water Facilities Compliance/Enforcement, Industrial Wastewater Section, Florida Department of Environmental Protection, West Palm Beach, Florida. Ms. Bryce performed routine inspections of industrial wastewater treatment/disposal facilities to determine compliance with the Department's rules and permits. Her compliance reviews were in accordance with the National Pollutant Discharge Elimination System (NPDES) program for surface water discharges. She conducted field inspections and complaint investigations received within the jurisdiction of the Industrial Waste Program, and performed appropriate subsequent actions to resolve complaints or achieve compliance. She prepared Consent Orders, Non- compliance Letters, Penalty Authorizations, Warning Letters, and Inspection Reports based upon inspection findings and Department guidelines. She reviewed wastewater monitoring reports as required by permits, and informed facility operators of associated violations, deficiencies or other problems. She coordinated water quality sampling of effluents and receiving waters, and assisted technical personnel with sampling. She assisted in coordinating biological assessments of surface waters and Performance Audit Inspections of laboratories in accordance with 5-year compliance inspection cycles. She reviewed test results and followed up with any additional action as necessary. In addition, she maintained and updated an Oracle database management system for all cases assigned to her. Graduate Teaching Assistant. George Washington University, Washington, D.C. Ms. Bryce provided assistance to students in the Environmental Engineering Laboratory Course and prepared chemicals in the lab for the appropriate experiments. Project Engineer. Environmental Solutions Limited, Kingston, Jamaica. Ms. Bryce attended site visits and assisted with preparing Environmental Impact Assessment reports. In addition she reorganized the firm's library and prepared a catalogue for books and reports. Summer Employee in the Mitigation, Planning and Research Division. Office of Disaster Preparedness and Emergency Management, Kingston, Jamaica. Ms. Bryce attended site visits and prepared appropriate reports. She also collected and organized data from workshop proceedings. Emergency Disaster Debris Monitoa~irtg Services RFP #16-05/06 The City of Miami Beach Summer Employee in the Chemistry and Environmental Laboratory. Petrojam Kingston Refinery, Kingston, Jamaica. Ms. Bryce tested cooling tower water and separator effluent discharged to the Kingston Harbor and prepared analysis of findings in report form. Training Introduction to Arc GIS I Toxicity/ Biology Training Regulatory Interviewing Techniques FDEP Stormwater, Erosion, and Sedimentation Control Inspector Training Program: Certification -Qualified Stormwater Management Inspector OSHA Hazwoper Awareness Level Health and Safety Training FDEP Whole Effluent Toxicity (WET) Training U.S. EPA Flow Measurement Training at Wastewater Treatment Facilities FDEP Basic Inspector Training Workshop FDEP Quality Assurance Training course: "The ABCs of DATA Evaluation' FDEP Compliance and Enforcement Workshop FDEP Division of Law Enforcement: Legal Training U.S. EPA Basic Performance Audit Inspection Training of National Pollutant Discharge Elimination System (NPDES) Facilities FDEP Division of Law Enforcement: Criminal Investigation Training Laboratory Safety Training Hazardous Waste Management Training Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Vandin L. Calitu, P.E. Field Inspector Mr. Calitu is an environmental engineer working primarily with water and wastewater treatment processes. He is also involved with odor control and HVAC systems design. He designs water/ wastewater treatment plants including reverse osmosis membrane, ion exchange and membrane bioreactor systems. He designs pump stations, water, and sewer distribution systems. In addition, he designs odor control and HVAC/IAQ systems. He also performs hydraulic modeling, noise analysis, and energy efficiency analysis. Mr. Calitu is proficient in AutoCAD, Microstation, Primavera (SureTrack), SAS, and Axum. He is also experienced in computer programming and modeling: Basic, FORTRAN, Turbo Pascal, MatLab. Mr. Calitu is very competent in hydraulic modeling using WaterCAD, SewerCAD, AFT- Fathom, AFT-Arrow, Extend, and Hydro. He is conversant in HVAC load calculations and energy efficiency analysis with Elite-CHVAC, FLACOM, and HAP20 software. Project Engineer/Assistant Project Manager. Coral Springs Improvement District WTP, Coral Springs, FL, Ongoing. As a project engineer/assistant project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the water treatment plant expansion project. He designed the 2 mgd softening plant and its corresponding filtration units along with the air-conditioning system for the high service pumps electrical room. As a project engineer/project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the Wells No. 4 and 5 Remediation project. The two water supply wells were completely upgraded to satisfy the increased water demand in the District. Project Engineer/Assistant Project Manager. Coral Springs Improvement District WWTP, Coral Springs, FL, Ongoing. As a project engineer/assistant project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the wastewater treatment plant improvements project. He designed the sodium hypochlorite vacuum feed system (to serve both the water and wastewater treatment plants), one 2.3 mgd package plant (clarifier, aeration basin and digester), two 1.8 mgd clarifiers with aeration basins, fine and coarse air bubble diffuser systems, solids handling system (drum. thickener, aerobic digester, belt filter press), pumping stations. Mr. Calitu spent 6 months studying the on-site performance of a membrane bioreactor pilot plant and designed a proposed full scale MBR plant to replace two of the existing conventional treatment units. Using WaterCAD, Mr. Calitu modeled by dynamic simulation the sewer distribution system for the District to determine the proper sizing and optimal operability for the lift stations. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Project Engineer/Assistant Project Manager. North Springs Improvement District WTP, Coral Springs, FL, Ongoing. As a project engineer/assistant project manager, Mr. Calitu coordinated the design, bidding, permitting and construction activities on the water treatment plant expansion project. He designed the sludge dewatering system (two 30-ft. diameter gravity thickeners, two drum vacuum filters), one 2 mgd softener and the sodium hypochlorite vacuum feed system. Mr. Calitu corrected the design deficiencies of the HVAC system (previously designed by another firm) for the Operations Building. Mr. Calitu was involved in the design and construction of the NSID Booster Pumps Station and the two 2.0 MG ground storage tanks. Consultant Engineer. City of Moore Haven WTP, FL. As the consultant engineer for the city, Mr. Calitu assisted the client in all aspects of design, bidding, permitting, budgeting, risk management and construction. Mr. Calitu designed the anhydrous ammonia vacuum feed system, ferric sulfate, cationic and anionic polymers feed systems. Mr, Calitu had finished the preliminary design fora 1.0 mgd MIEX ion exchange system to replace the existing chemical treatment of the raw water. He also modeled and calculated the associated necessary upgrades for the water distribution system: new pipe addition, new pump station, new 300,000 gallons ground storage tank, new THM control system, new air-scouring filters. Assistant Chief Engineer. F. Wayne Hill WRF, Gwinnett County, GA. As the assistant chief engineer for this state-of-the art 60 mgd water reclamation facility, Mr. Calitu was involved in the design process of the sludge handling system, ozone generation and disinfection, odor control system and HVAC systems. For several months he analyzed on-site the performances of six (6) ultrafiltration membrane pilot plants. Mr. Calitu assisted the client in the equipment pre-selection process (products were evaluated solely on their technical performances regardless the cost), negotiated with the suppliers, reviewed proposals and contracts. Project Engineer. Bonita Springs WTP and WRF, FL. Mr. Calitu worked on site in the last five months of the projects to coordinate the submittal of completion documents to the client. He wrote the SOPS (Standard Operating Procedures) for most of the process equipment for both water and wastewater plants. Project Engineer. Highland Beach RO WTP, FL. Mr. Calitu was involved in the design of the treatment process on this 1.5 mgd reverse osmosis membrane plant. He also designed the plant's HVAC system. Ijrior to joining CDM, Mr. Calitu worked on several other water and wastewater treatment plant projects in Florida, Georgia, Texas, D.C., Kansas, etc. Design Engineer. Changi Water Reclamation Facility, Republic of Singapore. For over nine months, Mr. Calitu worked designing the odor Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach control and sludge dewatering system for this one-of-a-kind water reclamation plant (450 mgd). The unique characteristic of this facility is that it is built on the vertical, underground, on several levels, in a 150 feet deep pit. Visible above ground are only the storage tanks and the operations building. Mr. Calitu was part of the team that designed the HVAC system for this very challenging project (lack of space being a huge issue for all disciplines). University of Miami, Coral Gables, Florida. Mr. Calitu worked for his MS thesis on "Disposal Forecast for CCA-Treated Wood Products and Solvent Extraction for CCA-Treat Wood Ash," as commissioned by the Florida Center for Solid and Hazardous Waste Management. He conducted leaching tests (TCLP and SPLP), which are used for regulatory purposes. He tested different chemicals, including distilled water, magnesium chloride, hydrogen peroxide, hydroxylamine hydrochloride, acetic acid, citric acid, nitric acid, hydrochloric acid, etc., to identify the best solvent to extract metals (chrome, copper and arsenic) from CCA-treated wood ash. He also assisted Dr. Helena Solo-Gabriele in the West Wellfield/L-31N study sponsored by Everglades National Park, the South Florida Water Management District, the United States Geological Survey, and Kendall Properties and Investments Inc. The goals of this project were to determine whether Everglades water is being drawn into the municipal pumping wells of the West Wellfield, to assess whether rock-mining lakes in the area have an effect on site hydrology, to determine if significant seepage under L-31N is occurring and to evaluate the extent to which the L-31N canal acts as a hydrologic boundary between Everglades and urban water. Mr. Calitu performed a hydrologic study using stable isotopes of oxygen-18 and deuterium as tracers as well as a computer modeling using MODBRANCH. Mr. Calitu was a Teaching and Research Assistant at the University of Miami. He tutored students in environmental engineering, water and wastewater treatment, environmental chemistry, and environmental microbiology; initiated and coordinated field trips to landfills, incinerators, and water/wastewater treatment plants; and performed field and lab work for his M.S. project (discussed above). Design Engineer. Climalux Center, Ltd., Bucharest, Romania. Mr. Calitu served as a design engineer for air conditioning installations (Lennox, Daikin, Carrier, Mitsubishi, Tadiran) per ASHRAE standards. He developed computer software for load calculations and equipment selection, studied and applied with good results air conditioning ducts made of ALP (aluminum polyurethane foam), and increased the firms sales by 45 percent. Project Engineer. Romanian Environmental Protection Institute, Bucharest. Mr. Calitu was part of a team assisting with the improvement of existing water and wastewater treatment plants. He also researched retrofitting with ecological refrigerants such as R134a. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Lucas E. Rincon, E.I. Tower Monitor Mr. Rincon is a civil and environmental engineer who has served as a project engineer on various stormwater related projects. In addition to performing field observations of existing stormwater systems, Mr. Rincon has obtained a working knowledge of surface water hydrological and hydraulic models such as NetSTORM and SWMM. His technical experience also includes using computer aided design (CAD) and geographic information systems (GIs) (ArcView) in a variety of arenas, particularly in stormwater infrastructure analysis. Mr. Rincon has also been involved with the design and services during construction of solid waste management facilities. He is bilingual in Spanish and English. Project Manager/Engineer, Preliminary stormwater Management Permitting Considerations, City of Hialeah, Florida. Mr. Rincon performed a stormwater analysis for City of Hialeah's Annexation Area to determine the amount of area that must be reserved for stormwater management to provide effective stormwater retention for land development activities to assure that cumulative impacts associated with increased peak runoff rates and runoff volumes are appropriately considered in the Annexation Area's Master Plan. The analysis also included a review of regulatory requirements for stormwater treatment, information about proposed developments, and review of wetland documents. Project Engineer, Wagner Creek Isolation Survey, Miami River Commission. Mr. Rincon performed a field study of a portion of the stormwater system draining into Wagner Creek to find sources into this tributary of the Miami River. The study involved observing interconnections between the sanitary and storm sewer systems and debris entering the storm sewer system through visual inspection of manholes and catch basins. The study concluded that the system was in need of cleaning, but no sources of pollution into Wagner Creek were found in the study area. Project Engineer, Various stormwater and Environmental Projects, Indian Creek Village, FL. Mr. Rincon conducts annual lead and copper testing for the Village. He has inspected the stormwater system and documented size and quantity of structures and included observations in an interactive map. In addition, he prepared specifications for the rehabilitation of the Village bridge, and prepared an NPDES annual report. Project Engineer, Near-Term Improvements to Solid Waste Transfer Stations, Miami-Dade County Department of Solid Waste, FL. Mr. Rincon is overseeing the construction of the near-term improvements to two transfer stations in Miami-Dade County. The project involves extending the useful life of the transfer stations and improving working conditions for the transfer E~nergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miafni Beach station employees by refurbishing the sacrificial tipping floors and operator's control cabins, and providing overhead protection from solid waste. Project Engineer, Design of Compactor Replacement, Miami-Dade County Department of Solid Waste. Mr. Rincon was the project engineer for the preparation of design drawings and specifications for the replacement of the solid waste compactors at the Central Solid Waste Transfer Station. The design involved replacing six compactors with new units meeting current safety standards and with improved loading capacities. Project Engineer, Pump Station Capacity Analysis, City of Miami Beach, FL. Mr. Rincon is performing an analysis to determine the remaining available capacity of two wastewater pump stations located in South Miami Beach, an area in the City of Miami Beach undergoing significant redevelopment. The study involves determining the capacity of the pump stations to serve additional flow by estimating wastewater flows served by the pump stations and the flows the pump stations are committed to serve, and comparing these to the actual capacity of the pump stations. Project Engineer, Kinlcoh Stormwater Flood Remediation Improvements, City of Miami, FL. The study involves hydraulic and hydrologic modeling of the stormwater system servicing a 320 acre residential area. The purpose of the study is to prepare a Stormwater General Development Plan for the Kinloch area that identifies infrastructure strategies to accommodate runoff for existing land use conditions. Mr. Rincon is responsible for the data collection and review, and is providing support for hydraulic model set-up and calibration. Ven Te Chow Hydrosystems Laboratory. Mr. Rincon made extensive use of Acoustic Doppler Velocimeters (ADVs) as well as Modular Acoustic Velocity Sensors (MANS) and Particle Image Velocimetry (PIN) to obtain velocity measurements in various projects. Mr. Rincon has experience measuring flow fields produced by bubble plumes, processing and analyzing data in order to study turbulence characteristics of bubble plumes and model-to-prototype relationships. He also took water quality samples of test waters to study the effects of bubble plumes in non-potable water. Wastewater Treatment Plant, Decatur, Illinois. Mr. Rincon was part of a research group studying the effects of ultraviolet light systems on the treatment capacity of the plant. Other experience includes measuring flow fields within pool-riffle structures, processing velocity measurements for use in a hydraulic, geomorphologic, and ecological analysis for pool-riffle implementation in urban stream restoration. He also took velocity measurements of flow fields around chute structures. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cihj of Miami Beach Karla P. Martinez Data Entry Ms. Martinez provides administrative support to one of two Client Officers (COs) for the CDM Miami office. Her duties include the day-to-day operations assisting the CO by performing extensive administrative support duties such as preparing correspondence, reports, and records from moderately complex and/ or confidential source documents. She drafts and edits correspondence for management review. She schedules management travel arrangements, internal and external business meetings, and client or third party appointments. Ms. Martinez has more than five years experience in construction document control and financial management. In her capacity managing construction documents, she handles several other functions. Administrative Assistant, CDM, Miami Office. Ms. Martinez maintains thorough knowledge of the firm, its core businesses, structure, and the roles and responsibilities of various senior-level management staff. She uses a high level of judgment to maintain the flow of office activities, field and respond to questions, handle complex details and advanced administrative duties for the CO(s). She handles the document production, including letters, specifications and reports for a number of municipal clients in the South Florida market including: ^ Miami-Dade County (various departments, e.g., MDDERM, MDWASD, MDSWMD, etc.) ^ City of Miami Beach ^ City of Coral Gables ^ Village of Indian Creek ^ Puerto Rico. Ms. Martinez researches, compiles, computes, and analyzes data using PC applications. And she creates presentations using software applications to prepare materials for client presentations. Ms. Martinez is responsible for the Construction Document Control System including meeting minutes, correspondence, and pay estimates. Ms. Martinez is also involved with coordinating shop drawing review, administrative work on submittal tracking, as well as other offices duties. She is also responsible for other company initiatives/project work, as assigned. Her work involves handling multiple tasks simultaneously, usually under tight time constraints, handling confidential data, and the ability to communicate in oral and written form with a wide variety of internal and external audiences, especially senior level staff inside CDM and with senior level clients. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Prior to joining CDM, Ms. Martinez was an instructor who taught basic and advanced courses in cake decorating. She was also involved in developing new courses, as well as preparing class schedules and monthly workshops. Ms. Martinez held several positions in her tenure with the Hamilton Bank. She was responsible for incoming and outgoing Fedwires, input of overnight investments, and operations of an optical computer system. Ms. Martinez participated in staff training as well as introducing and producing new methods of payment, collection, and courier procedures. Skills Excellent computer skills utilizing Microsoft Office Suite (i.e., Word, Excel, Access, PowerPoint). Flexible, able to prioritize work, and manage multiple projects and conflicting priorities. Excellent interpersonal skills. Ability to effectively interact with COs, project managers, and clients at senior levels, exercise exceptional judgment and work with confidential information. Languages English and Spanish, spoken and written. Emergency Disaster Dehris Monitoring Sewices RFP #16-05/06 The Cihj of Miami Beach Patricia V. Donaldson Data Entry Office Service Coordinator (OSC) CDM, Miami Office. Ms. Donaldson works as the OSC for the Miami office. Human resources relies on Ms. Donaldson as the OSC to introduce new hires to the firm and coordinate completion of the needed paperwork to ensure that the employee will be on CDM's payroll. Ms. Donaldson s responsibilities include coordinating all office equipment, telephone, copier, computer, and ordering general supplies and acting as liaison with the building management when needed. Her responsibilities also include indirect cost control, including monitoring of overhead expenses for office supplies. She is also responsible for training of temporary staff for the Miami Office, processing time sheets and signing time cards. Ms. Donaldson serves as the local point person for CDM corporate human resources. Ms. Donaldson welcomes new employees to the Miami office and does orientation for new employees' of first day and provides opportunity for them to learn more about CDM's policies, procedures and programs, so the new employee can feel connected to the firm. She coordinates office social functions such as office meetings, holiday party, etc. Ms. Donaldson is responsible for coding financial data for the Tampa accounting department Administrative Assistant, CDM, Miami Office. Ms. Donaldson has more than 16 years experience working for CDM. She provides administrative support to the Client Officer and also the Vice President/Area Manager for the CDM Miami office. Her duties include the day-to-day operations assisting the CO and Area Manager. Ms. Donaldson worked on major reports for: ^ 1VIDAD ^ DERM ^ Indian Creek Village ^ Kinloch Storm Sewer Improvements ^ Miami River Commission Isolation Study Report ^ Monroe County, Miami Beach ^ Caribbean etc., making sure all dead-lines are met. Ms. Donaldson also performed extensive administrative support duties such as preparing correspondence, reports, and records from moderately complex and/or confidential source documents. She drafts and edits correspondence for management review. She schedules management travel arrangements, internal and external business meetings, and client or third Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cittj of Miami Beach party appointments. Ms. Donaldson also worked as the receptionist for the Miami office, answering incoming and interoffice calls, and greeting visitors. Ms. Donaldson s work involves handling multiple tasks simultaneously, usually under tight time constraints, handling confidential data, and the ability to communicate in oral and written form with a wide variety of internal and external audiences, especially senior level staff inside CDM and with senior level clients. Prior to joining CDM, Ms. Donaldson was an administrative assistant for Canadian Imperial Bank of Commerce (CIBC) in Canada for approximately six years. Skills Excellent interpersonal skills. Ability to effectively interact with COs, project managers, and clients at senior levels, exercise exceptional judgment and work with confidential information. Excellent computer skills utilizing Microsoft Office Suite (i.e., Word, Excel, PowerPoint). Flexible, able to prioritize work, and manage multiple projects and conflicting priorities. Emergency Disaster Deb~~is Monitoring Services RFP #16-05/06 The City of Miami Beach Beatriz Marrero Data Entry Ms. Marrero is responsible for the Construction Document Control System including preparing meeting minutes, correspondence, and pay estimates. She is also involved with coordinating shop drawing review, administrative work on submittal tracking, and other project work, as assigned. She supports the document production, including letters, specifications and reports for a number of municipal clients in the South Florida market including: City of Miami Beach, Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Miami-Dade County, Various Departments (Water and Sewer and Department of Environmental Resources Management), Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Village of Indian Creek, Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Puerto Rico, Document Control Assistance. Ms. Marrero supports the document production process, which includes preparing letters, specifications and reports for the municipality. Software. Skills Ms. Marrero is skilled in operation of Microsoft Office Suite (Word, Excel, Access, PowerPoint). Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Lynn C. Zweifler Data Entry Ms. Zweifler provides administrative support to the Construction Department for the CDM Fort Lauderdale office. Her duties include the day-to-day operations assisting the Project Managers by performing extensive administrative support duties such as preparing correspondence, reports, and records from moderately complex and/or confidential source documents. She drafts and edits correspondence for management review. Ms. Zweifler has more than six years experience in construction document control management. In her capacity managing construction documents, she handles several other functions. Administrative Assistant, CDM, Fort Lauderdale Office. Ms. Zweifler maintains thorough knowledge of the firm, its core businesses, structure, and the roles and responsibilities of various senior-level management staff. She uses a high level of judgment to maintain the flow of office activities, field and respond to questions, handle complex details and advanced administrative duties for the Project Managers. Ms. Zweifler researches, compiles, computes, and analyzes data using PC applications. Ms. Zweifler is responsible for the Construction Document Control System. Ms. Zweifler is also involved with coordinating shop drawing review, administrative work on submittal tracking, as well as other offices duties. She is also responsible for other company initiatives/project work, as assigned. Her work involves handling multiple tasks simultaneously, usually under tight time constraints, handling confidential data, and the ability to communicate in oral and written form with a wide variety of internal and external audiences, especially senior level staff inside CDM and with senior level clients. Prior to joining CDM, Ms. Zweifler was an executive secretary to the Senior Vice President of Loans at TransFlorida Bank. She handled all loan documents, correspondence, scheduled appointments and travel arrangements. Skills Excellent computer skills utilizing Microsoft Office Suite (i.e., Word, Excel and Access). Flexible, able to prioritize work, and manage multiple projects and conflicting priorities. Excellent interpersonal skills. Ability to effectively interact with COs, project managers, and clients at senior levels, exercise exceptional judgment and work with confidential information. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach John C. Carr Field Coordinator Mr. Carr has more than eight years of experience in construction resident inspection with emphasis in plans and specifications, quality control and shop drawing review. Mr. Carr's experience also includes conducting progress meetings, scheduling inspections, logging daily reports and maintaining record drawings. Hurricane Wilma Emergency Debris Management Assistance, City of Deerfield Beach, Broward County, Florida. Mr. Carr provided debris monitoring services including: data collection for FEMA, daily reports, monitoring of all collection points, and training volunteers from the City to assist in the cleanup effort post Hurricane Wilma. Construction Management, Pump Station Upgrades, City of Miami Beach, Florida. Mr. Carr is the lead RPR for the completion of a pump station upgrades project involving 6 standalone electrical/generator buildings and multiple refurbishing of several water and sewer pump stations for the City of Miami Beach. Various Engineering Projects. Mr. Carr is currently assisting with two engineering projects in the Miami area including, a project with two ground storage tanks with an associated pump station, and a project to reduce infiltration and intrusion of ground water into the sanitary system including cured-in-place liners, testing and sealing pipe joints, spot repairs and manhole rehabilitation. Construction Resident Project Representative, CDI -Corporation, Orlando, Florida. Mr. Carr monitored and recorded daily progress of the general contractor and sub-contractors. He also reviewed the contractor's work and products used for compliance with plans and specifications; reviewed construction and shop drawings; held construction progress meetings and recorded meeting minutes; reviewed pay requests for percentages completed; maintained record drawings; and created and logged daily reports. Construction Resident Project Representative, Craven Thompson & Associates, Fort Lauderdale, Florida. Mr. Carr monitored and recorded daily progress of the general contractor and sub-contractors. He also reviewed the contractor's work and products used for compliance with plans and specifications; reviewed construction and shop drawings; held construction progress meetings and recorded meeting minutes; reviewed pay requests for percentages completed; maintained record drawings; and created and logged daily reports. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cittj of Miami Beach Construction General Superintendent, Construction Related Systems, Boca Raton, Florida. Mr. Carr provided oversight and control of all aspects of construction, which included creating schedules and organizing suppliers; coordinating sub-contractors; and setting up inspections and other requirements for client officers. Carpenter Superintendent/Quality Control, Turnberry & Associates, Adventura, Florida. Mr. Carr organized 6 to 8 carpenters and 8 to 10 laborers for construction management projects. He ordered and received supplies; calculated and ordered concrete materials; scheduled inspections; read plans and specifications and performed troubleshooting as needed; provided oversight for sub-contractors' work and prepared daily reports on all sub-contractors. Carpenter Foreman, Form Works, Inc., Davie, Florida. Mr. Carr planned and provided oversight for the building of concrete forms; organized workshops; supervised 12 carpenters; provided layout of control lines and prepared daily time reports. Carpenter Foreman, J.T. Hay Construction Company, North Miami Beach, Florida. Mr. Carr organized 6 to 8 carpenters and 8 to 10 laborers for construction management projects. He ordered and received supplies; calculated and ordered concrete materials; scheduled inspections; read plans and specifications and performed troubleshooting as needed; provided oversight for sub-contractors' work and prepared daily reports on all sub-contractors. Carpenter, Billform Inc., Davie, Florida. Mr. Carr operated industrial equipment and machinery and performed basic carpentry tasks. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Michael W. Lovett DROMS Analyst/GIS Analyst Mr. Lovett has over 34 years of public and private sector experience in information management systems (IMS) for geographic information systems (GIS), land surveying, aerial photography, photogrammetry, and engineering. He was a team member on the first AM/FM project conducted within the United States. Mr. Lovett's management of digital mapping and AM/FM/GIS conversion activities have involved both domestic and international projects on numerous platforms and software including, but not limited to Intergraph (Microstation, IGDS/DMRS, FRAMME, MGE/MGA, GeoMedia), Synercom, ESRI (ARC/INFO*, ArcView, ArcCad, ArcFM, ArcGIS, MOIMS, ArcIMS), Wang (GDMS), AutoDesk (AutoCAD, AutoCAD Map, MapGuide), dBASE, Oracle, SQL Server, SQL Anywhere, FoxPro, Access, Informix, and PROGRESS. Mr. Lovett has provided advice and leadership to over 30 major data conversion projects. His leadership and skills have brought many new digital data capture techniques into the forefront of the data conversion process. As the southern regional production operations manager, Mr. Lovett provides both management and technical leadership in information management services for engineering, design, consulting, and GIS activities throughout the southern United States. In this capacity, he also administers technical reviews of projects as a senior member of the GIS/IMS Technical Review Committee. In addition, Mr. Lovett serves as a technical resource for national and international projects. Information System Integration Services, Asset Management. Mr. Lovett has provided consulting services to DeKalb County, Georgia during the design and integration of the county's Implementation of Strategic Information Systems (ISIS) project, including Laboratory Information Management System (LIMB), geographic information system (GIB), supervisory control and data acquisition (SCADA), Automated Purchasing System (APS) and Computerized Maintenance Management System (CMMS). He has also provided consulting services to Hillsborough County during their developemnt of an enterprise-wide Project Information Management System (PIMS) for managing their capital improvement program (CIP). Mr. Lovett was the senior consultant for the City of Monroe, Louisiana's strategic Information Management System (IMS) needs assessment project. The assessment identified multiple programs for integration into an overall asset management system. These programs included information about real-time operational data, laboratory information, financial data, mapping, and maintenance work management. Mr. Lovett is currently the technical lead during the implementation if the ErnergenciJ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach IMS programs. Mr Lovett was the technical lead in developing an Asset Management Enhancement Implementation Plan for Hillsborough County Water Department. Mr. Lovett is currently the technical lead during the initial phase of the implementation activities. Project Director, Web-Based GIS Application. Mr. Lovett is the project director for the on-going activities that are providing Web-based GIS application programming for Tampa Bay Water. The project is developing a system that effectively integrates and distributes environmental, operational and project related information as well as provides user-friendly GIS capability over the network. It is an interactive GIS tool on the network, which is distinct from those web applications that only support simple search and display of a map, and its main purpose is to provide an Intranet/Internet GIS tool for Tampa Bay Water business use. It is developed to provide information, data and maps (ID&M) to the staff members and board of directors with an easy operating interface. Senior GIS Consultant, Data Model Design. Mr. Lovett was the senior GIS consultant for the City of Miami Beach (Florida) Department of Public Works. He was responsible for the data model design of the water and sewer networks for the Jacksonville Electric Authority. He was the senior GIS consultant to the Secretariat of Planning and General Coordination for the state of Minas Gerias, Brazil for the development of a basin agency for the Rio Das Velhas basin. He provided services and supervision related to a GIS needs assessment, hardware and software selection, GIS data conversion, and application development including an interface to a water quality model Mr. Lovett has performed consulting services for the Vallecitos Water District. These services included specification and RFP preparation for mapping services, and review and selection participation for the RFP. He also performed the quality assurance activities related to the mapping program. Senior GIS Consultant, AM/FM/GIS Projects. As a senior GIS consultant for CDM, Mr. Lovett was part of the consulting consortium providing AM/FM/GIS services over several years on the prestigious South American project for Empresas Publicus de Medellin. The project defined hardware/software platforms and provided training for the initial AM/ FM/GIS pilot development and training. Mr. Lovett also performed an in-depth AM/FM/GIS needs assessment for Bay County, Florida. The needs assessment defined the hardware/software and schedule for afive- year implementation plan. Mr. Lovett subsequently provided Bay County with training and implementation management services. In addition, Mr. Lovett was the senior consultant on the City of Northport GIS needs assessment and implementation planning project. Einergenc~ Disaster Debris Mostitoring Services RFP #16-05/06 The Cihj of Miami Beach GIS Consultant, Database Management Program. Mr. Lovett was responsible for scoping the GIS database management program for the United States Environmental Protection Agency (USEPA) sponsored Sarasota Bay National Estuary Program. The program allows for interfacing the existing Southwest Florida Water Management District's ARC/INFO* system along with downloading information into the USEPA Ocean Data Evaluation System (ODES). Project Consultant, GIS Program Evaluation. Mr. Lovett evaluated the Lee County, Florida GIS program and made recommendations for improvement to the overall program, including the integration of new photogrammetry data capture definition and specifications. In addition, he was responsible for developing a data integration definition into the Lee County GIS for new information developed for the Lee County surface water management master planning. GIS Manager, ARC/INFO Pilot Program. Mr. Lovett assisted with the definition of the innovative data capture techniques for a Southwest Florida Water Management District ARC/INFO* landuse/landcover pilot project. Mr. Lovett was responsible for data preparation activities and digital encoding for amulti-million dollar automation of the FEMA Flood Insurance Program. This project included the digital data capture of the flood zone polygon information merged with existing DIME file database information. Project Manager, Development of AM/FM/GIS Databases. Mr. Lovett has been responsible for developing AM/FM/GIS databases for several utilities (water, sewer, stormwater, electric, telephone) throughout the United States. He also has developed numerous informational databases related to environmental public relations and finances. Project Manager, Data Conversion Project. Mr. Lovett was responsible for field data acquisition and digital conversion for a large portion of the SANTEE COOPER ELECTRIC AM/FM program. In addition, Mr. Lovett led the development of maintenance software and provided training to SANTEE COOPER personnel. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miatni Beach Dora C. Florindo, P.G. Environmental Specialist Ms. Florindo is a registered Professional Geologist and an environmental scientist specializing in hydrogeology, and is also experienced in project management, construction observation, including groundwater/soil sampling and testing, evaluation of hydraulic and water quality data report and permit preparation, effluent injection, landfill leachate interceptor wells, well installations and well rehabilitation programs, water supply, environmental audits, contamination assessments, and site remediation. Task Manager, Industrial Supply Wells Improvements, Solid Waste Authority of Palm Beach County, 2004-Ongoing. Ms. Florindo conducted pilot hole studies for future industrial supply well sites. The pilot hole studies included collecting soil samples, water samples, split spoon samples, interpreting geophysical logs, and ensuring that the work times were on schedule. Ms. Florindo designed the industrial supply wells, and after construction was completed, specific capacity tests were conducted to establish well production efficiency. She has also overseen the abandoning of industrial supply wells and developed a well rehabilitation program. Project Manager, Miami Airport Pre-Construction Assessment, Federal Express Corporation, Miami, FL, 2002-2003. Ms. Florindo conducted soil and water sampling to delineate the contamination plume for site development at the Miami International Airport. A report was developed at the completion of the study and submitted to the applicable regulatory agencies. Project Manager, Prairie Road Site Soil Removal for Palm Beach County Water Utilities Department, Palm Beach County, FL, 2002-2003. Ms. Florindo conducted a site assessment with soil sample collection via split spoon sampling and delineated the contamination plume for remediation at the Prairie Road Site. A report was developed and submitted to the regulatory agencies. Project Manager, Site Closure Assessment for Miamarina, City of Miami, FL, 2002-2003. Ms. Florindo conducted water sampling and a Site Closure Assessment for Miamarina, which was submitted to Miami-Dade Department of Environmental Resources Management for closure. Professional Geologist, South Dade Landfill Production Wells, Miami, FL, 2002-2003. Ms. Florindo conducted pilot hole studies for landfill leachate interceptor well sites. The pilot hole studies included collecting soil samples, water samples, split spoon samples, interpreting geophysical logs, and ensuring that the work times were on schedule. Ms. Florindo designed the wells, and after construction was completed, specific capacity tests were conducted to establish well production efficiency. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The Cittj of Miami Beach Environmental Auditor, ABCO Phase I Audit, Palm Beach County, FL, 2001-2002. Ms. Florindo conducted a Phase I environmental audit for this site. Professional Geologist, South Hutchinson Island Hydrogeological Studies, South Hutchinson Island, FL, 2001-2002. Ms. Florindo conducted pilot hole studies for future supplemental reuse well. The pilot hole studies included collecting soil samples, water samples, split spoon samples, interpreting geophysical logs, and ensuring that the work times were on schedule. Ms. Florindo aided in the design of the wells, and after construction was completed, specific capacity tests were conducted to establish well production efficiency. Environmental Auditor, Environmental Evaluation of Decommissioning the Wastewater Treatment Plant, City of Miramar, FL, 1999-2000. Ms. Florindo conducted an environmental evaluation of a wastewater treatment plant that was decommissioned for health and safety reasons during demolition. Geologist, Hollingsworth Superfund Site, Environmental Protection Agency, Fort Lauderdale, FL, 1999-2000. Ms. Florindo aided in the sampling of monitor wells located at the Hollingsworth Site. Environmental Auditor, Phase I Environmental Audit, City of Sunrise, FL, 1997-1998. Ms. Florindo conducted Phase I environmental audits for a future water and wastewater plant purchase. Geologist, Reuse Irrigation Permitting, St. Lucie County, South Hutchinson Island, FL, 1996-1997. Ms. Florindo monitored groundwater for reuse water irrigation system areas and help obtain a permit from the Florida Department of Environmental Protection to utilize the irrigation system. Geologist, Groundwater Monitoring, Solid Waste Authority of Palm Beach County, West Palm Beach, FL, 1996-1999. Ms. Florindo monitored groundwater for leachate plumes in the areas of existing landfills. Groundwater samples were collected from the monitoring well network and Environmental Auditor, Various Contamination Assessments, Broward County Aviation Department, Fort Lauderdale, FL, 1994-2001. Ms. Florindo conducted Phase I and II environmental audits, as well as contamination assessments and remediation action plans. She supervised the remediation efforts. Geologist, Miami-Dade County Attorney's Office, Miami, FL, 1994-1996. Ms. Florindo assisted with preparing litigation support materials for the Miami-Dade County Water and Sewer Department. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miaani Beach William T. Beeson, P.G. Environmental Specialist Mr. Beeson has 20 years of technical and management experience including 14 years of experience in managing and directing major contamination assessment and remediation projects; environmental permitting at the local, state, and federal levels; hazardous waste management; and hazardous waste site closures. Mr. Beeson has participated in hundreds of environmental projects ranging from Phase I Environmental Site Assessments to response actions at Superfund sites. He has been responsible for the technical quality of many projects involving the Resource Conservation and Recovery Act (RCRA) and Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) regulations. As a senior technical advisor on numerous projects, Mr. Beeson has supervised project managers and project staff in developing technical approaches to projects, evaluating data, and preparing reports. Mr. Beeson also provides expert testimony, routinely represents clients in meetings with regulatory agencies, and assists clients in obtaining and negotiating environmental permits. Some projects that are representative of Mr. Beeson s experience are described in the following paragraphs. Senior Project Manager, Assessment and Interim Remedial Action, West Palm Beach, Florida. Mr. Beeson assisted the client in addressing pesticide contamination at a former mosquito control facility. He assisted in negotiating the consent order between the Florida Department of Environmental Protection and the client, planned and supervised the assessment, and managed the design and construction of the interim remedial action. Upon completion of construction, a groundwater monitoring program was approved and implemented. Senior Project Manager, Contamination Assessment, Gainesville, Florida. Mr. Beeson supervised the preparation of assessment plans and the assessment of a former landfill. Work elements included installation of monitoring wells, collection and analyses of soil and groundwater samples, a ground penetrating radar survey, a landfill gas study, an evaluation of potential receptors, and a focused feasibility analyses of corrective actions. Senior Scientist, RCRA Permitting, Monitoring and Compliance, Orange County Florida. Mr. Beeson assisted the client in negotiating a new RCRA permit for a closed landfill. He also assisted in developing and reviewing monitoring plans and reports and in preparing an Engineering Feasibility Study report of potential corrective action alternatives. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Senior Project Manager, Environmental Site Assessments, Chattanooga, Tennessee. Mr. Beeson supervised the performance of Phase II environmental site assessments of six limestone and sand mines and associated facilities. Phase II investigations were subsequently performed at two of the facilities. Senior Project Manager, Environmental Site Assessments, Lee County, Florida. Mr. Beeson supervised the performance of Phase I and II environmental site assessments of five mining and construction facilities. Additional assessments and remedial actions at two of the facilities were subsequently managed by Mr. Beeson and "No Further Action" determinations were obtained from regulatory agencies. Senior Project Manager, Phase I and Phase II Environmental Assessment, Martin County, Florida. Mr. Beeson supervised the performance of Phase I and Phase II environmental assessments of a 12,000-acre citrus grove. The assessments were performed in accordance with requirements of the South Florida Water Management District and the U.S. Fish and Wildlife Service. Over 1,500 samples of soil and groundwater were collected and analyzed and a Screening Level Ecological Risk Assessment was performed. Senior Scientist, RCRA Facility Investigation Plans, Woodbine, Georgia. Mr. Beeson was responsible for preparing investigation plans for 12 solid waste management units at an agricultural chemical facility that had previously been used to manufacture chemical agents. In addition to identifying sample locations, potential degradation products were determined and special sampling protocols were developed. Project Manager, Phase I RI/FS, Redstone Arsenal, Alabama. He oversaw a remedial investigation/feasibility study for Redstone Arsenal (RSA) which included assessment of RSA's active sanitary landfill and open burn -open detonation area, investigations of 25 solid waste management units in accordance with 3004(u) of HSWA, and developed a computer database for monitoring of RSA's perimeter wells. Senior Scientist, Closure Permit Application for a Hazardous Waste Incinerator, St. Marks, Florida Mr. Beeson was the senior technical advisor for preparing a RCRA closure permit for an incinerator used to treat wastes from the manufacture of explosives. Senior Field Supervisor, Hydrogeologic Investigations, Niagara Falls, New York Ivlr. Beeson supervised drilling and aquifer testing as part of the permitting of an expansion of a hazardous waste landfill. As project scientist, Mr. Beeson participated in preparing and implementing RCRA corrective actions at a pesticide manufacturing facility in Alabama. He performed a hydrogeologic assessment of a pre-RCRA industrial waste landfill near Detroit, Michigan. Emergency Disaster Deba•is Monitoring Services RFP #16-05/06 The City of Miami Beach Project Manager, Environmental Impact Statement for Superfund Remedial Action, Huntsville, Alabama. Mr. Beeson prepared an environmental impact statement for Olin Corporation's remediation of DDT in Huntsville Spring Branch (Wheeler National Wildlife Refuge), which included evaluations of potential impacts to the quality of groundwater and surface water associated with the proposed re-routing of Huntsville Spring Branch. Project Manager, Contamination Assessment and Closure of Surface Impoundment, Tuscumbia, Alabama. Mr. Beeson designed and implemented plans for assessing contamination associated with failure of a surface impoundment at an anode refurbishing facility in Tuscumbia, AL. The surface impoundments were subsequently closed in accordance with RCRA requirements. Project Manager, Feasibility Evaluations Class I Hazardous Waste Injection Well, Louisville, Kentucky. Mr. Beeson managed a project to evaluate the technical and regulatory feasibility of operating a deep injection well (Class I) to dispose liquid waste. The project involved hydrogeologic assessments and evaluation of the compatibility of the waste stream with the receiving formation (Mount Simon Sandstone). Project Manager, Asessment and Remediation of Abandoned Woodtreating Site, Miami, Florida. In anticipation of cost recovery actions, Operable Unit 1, remediation of contaminated soil and hazardous waste, was performed in accordance with CERCLA requirements specified in the NCP. Operable Unit 2, remediation of groundwater, included an addendum to the Remedial Investigation/Feasibility Study, pilot studies and design and implementation of a Remedial Action Plan. Senior Scientist, RCRA Closure Permit, Jacksonville, Florida Mr. Beeson supervised preparation of a closure permit application for closure of two land treatment units for a steel fabrication facility in Jacksonville, FL. Closure was required as part of an enforcement action. The units were allegedly used to dispose paint waste. Results of investigations and negotiations greatly reduced the client's penalty. Senior Scientist, RCRA Closure Permit, Jacksonville, Florida Mr. Beeson supervised preparation of a closure permit application for two (2) waste piles and a hazardous waste storage area at a shipyard in Jacksonville, Florida. Esnergenc~ Disaster Debris Monitoring Services RFP #16-05/06 The City of Miasni Beach MerriBeth Farnham Public Relations Ms. Farnham is an experienced public information specialist qualified in developing and implementing public involvement and education programs. With a background in journalism, city government and management consulting, Ms. Farnham is well versed in tailoring programs to include the key audiences and information tools needed to smoothly move forward with utility projects. Her expertise lends itself to a wide array of issues, from assisting with immediate response to the media and public during a crisis, to long range planning that allows for meaningful public input from project conception through completion. Her technical skills range from simple writing and desktop publishing to developing and presenting highly polished presentations and well edited video productions created using digital non-linear editing tools. Ms. Farnham's duties include public information plan development, staff training, media relations, speaker's bureau/presentation creation, advisory committee facilitation, and business and citizen outreach. Ms. Farnham is adept in creating a host of public information tools ranging from simple, low-cost program FACT sheets and news releases for print and web sites, to educational videotapes, brochures, newspaper inserts, and direct mail campaigns. Her efforts to facilitate discussions with citizen groups, administrators, and elected officials have met with success. Her current clients include the Florida Cities of Cape Coral, Sanibel, Naples, Fort Myers and Collier County Beach, Florida. In addition, she has helped with past public involvement efforts in Lakeland, Jacksonville, Boca Raton, and St. Petersburg, Florida as well as Washington, D.C.; Austin, Texas; Victoria, Texas; Cary, North Carolina; Florence, South Carolina; Greenville, South Carolina; Pittsburgh, Pennsylvania; Fulton County, Georgia, and a joint U.S./Mexico program in Nogales, Arizona/Sonora. Communications Manager, Sanibel Island Hurricane Charley Disaster Recovery Effort, 2003-2004. Ms. Farnham is currently working with the City of Sanibel to provide communications assistance related to the disaster caused in this community from Hurricane Charley. Ms. Farnham is responsible for coordinating all media contacts and providing appropriate interviews/messages, news release development, web site updates, correspondence to citizens, legislators and other target audiences; coordination of site tours, message development, coordination of disaster recovery representatives including FEMA, various insurance representatives and adjusters, utility representatives and others. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Public Information Expert, Project Hotline Development. To improve customer relations related to construction projects, Ms. Farnham worked with CDM programmers to develop auser-friendly computerized project hotline. This program allows customer service representatives to easily track the progress of projects and quickly resolve caller issues. Facilitator, EPA Risk Management Programs. Ms. Farnham is an EPA- certified facilitator, and has worked with a number of clients to develop EPA Risk Management Programs to reduce the potential for accidental releases when handling hazardous chemicals at facilities. Public Information Services Coordinator, Construction Projects. For the construction phase of a project, Ms. Farnham places an emphasis on educating citizens before any heavy construction begins and on coordinating such daily activities as mail delivery, trash pick-up, even redirected school bus stop locations in order to minimize any inconveniences. Simple program fact sheets, neighborhood meetings and project logos are often useful tools at this stage. With any construction effort, she encourages the use of an information phone line for people to call with questions. The computerized customer service hotline allows operators to provide callers with up to the hour updates about their particular request. Public Information Director, City of Cape Coral, Florida. Previously, Ms. Farnham served as public information director for the City of Cape Coral, Florida, where she managed various public information issues ranging from a 14-square-mile sewer expansion program, to Brazilian pepper tree eradication, media relations, community speaking, newsletter preparation and news releases. Ms. Farnham also acted as a liaison for the city administration, staff and council with members of the public. Ms. Farnham has additional experience in the electronic and print media fields, serving as a television reporter for more than 5 years, a radio news director, and a newspaper writer. In addition, she worked with the ABC News television network as a researcher, developing and coordinating the production of national news shows. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miami Beach Tammy L. Hayes Public Relations Ms. Hayes is a technical writer/public information specialist, specializing in the areas of solid waste management and recycling. She has over 20 years of experience in the communications field, most of which have been devoted to solid waste issues. Ms. Hayes coordinates public education program strategies and prepares specific public information documents and materials. These include the production of written materials as well as the creation of audio-visual presentations for clients throughout the country. National Experience. Ms. Hayes assisted in the development of a training video and prepared several PowerPoint presentations for Carnival Corporation. This project was part of their environmental compliance program and encompassed various levels of training for four separate cruise lines. She developed the public education component of a regional solid waste management program CDM prepared for the Lower Colorado River Authority in Texas. Ms. Hayes was also involved in a project to prepare videos and corresponding manuals, publications, and a consumer awareness campaign on source reduction and recycling for the State of Illinois Department of Energy and Natural Resources. This project won the National Recycling Coalition's Annual Public Education Award. Florida Recycling Experience. Ms. Hayes assisted St. Lucie County with the development of their solid waste/recycling public education program. One of her primary responsibilities for this project involved the production of a 15-minute videotaped presentation that was incorporated into the elementary school curriculum. Ms. Hayes assisted Lee County with the development of a public education program to promote the county's recycling activities as well. This project involved the production of a seven-minute videotaped presentation targeting civic groups and commercial interests, along with a 30-second public service announcement aired by local television and radio stations. Written materials such as pamphlets and brochures, presentation handouts, press releases, and advertisements were also prepared for the St. Lucie and Lee County projects. Other Florida Solid Waste Experience. Ms. Hayes assisted Brevard County in developing a public education program to gain acceptance for a new sanitary landfill project. She also assisted Pasco County in preparing utility bill stuffers to educate citizens about the county's resource recovery project, and developed a pamphlet explaining St. Lucie County's planned solid waste rate assessment to affected property owners. For the past 12 years, Ms. Hayes has worked with the Mayor's Beautification Program and the City of Tampa Solid Waste Department on planning the Mayor's Annual Hillsborough River and Waterways Clean-up. Emergency Disaster Debris Monitoring Services RFP #16-05/06 The City of Miasni Beach Additional Project Experience. Ms. Hayes was involved in a program to inform and educate the public about a new water treatment plant being built by Tampa Bay Water in Clearwater, Florida which included two public meetings with very different formats. She previously conducted an end-use recyclable materials market survey for EPA's Region IV, participated in waste composition studies for the City of Tampa and Sarasota County, and assisted with acceptance testing at the Pasco County resource recovery facility. She also helped prepare solid waste and recycling master plans for Lee, Sarasota, Collier, Indian River and Broward Counties, and the City of Tampa, Florida, as well as San Diego County, California and its 18 incorporated cities. Her responsibilities included supervising sampling efforts and testing procedures, conducting materials market surveys, compiling waste quantity and composition data, and report writing and editing. She also provided technical editing services to the Florida Association of Stormwater Utilities on their manual titled, "Establishing a Stormwater Utility in Florida." For three years Ms. Hayes also served as a judge for the Solid Waste Association of North America's public education and school curricula awards, which are presented at their annual international conference. Emergency Disaster Debris Monitoring Services RFP # 16-05/06 The City of Miafni Beach Section G -Risk-Assessment Plan As per the requirements of the Request for Proposals, CDM has included in the Section entitled "Documents to be Submitted (Pages 19-30)" the Risk-Assessment Plan in a sealed, unmarked envelope. REQUEST FOR PROPOSALS N0.16-05/06 Miami Beach Cost Summary for Disaster Debris Monitoring Directions: Respondents must provide this cost evaluation form upon submittal of proposal. Personnel Number Da s Hours Rate Labor Fee Ex enses Field Ins ectors 6 120 6969 $59.81 $416,816 $20,841 Pro'ect Mana er 1 120 121 $132.26 $16,003 $800 Tower Monitor 1 22 774 $85.15 $65,906 $3,295 Data Entr 4 120 1440 $44.05 $63,432 $3,172 Field Coordinator 1 90 324 $75.10 $24,332 $1,217 DROMS Anal st 1 40 $113.43 $4,537 $227 Totals $591,026 $29,552 Total Labor Fee: $591,026 Total Expense Fee: $29,552 Grand Total: $620,578 Note: Rates in effect through June 2006. Anticipate annual increases based on Department of Labor CPI for Miami Fort Lauderdale area. May 12, 2006 RFP No: 16-05/06 ~uv of Miami RNarh 20 of 33 REQUEST FOR PROPOSALS NO. 16-05/06 Risk-Assessment Plan (RAP) All Consultants must submit aRisk-Assessment Plan. The Risk-Assessment Plan must not be longer than two pages, front side of page only. The RAP should be submitted ~in a sealed unmarked envelope and included within the RFP response. The Risk-Assessment Plan should address the following items in a clear and generic language: (1) What risks the project has. (Areas that may cause the Consultant not to finish on time, not finish with budget, cause any change orders, or be a source of dissatisfaction with the owner.) (2) Explanation of how the risks will be avoided/minimized. (3) Propose any options that could increase the value of this project. (4) Explain the benefits of the Risk Assessment Plan. Address the quality and performance differences in terms of risk minimization that the City can understand and what benefits the option will provide to the user. No brochures or marketing pieces. May 12, 2006^ RFP No: 16-05/06 REQUEST FOR PROPOSALS NO. 16-05/06 ACKNOWLEDGMENT OF ADDENDA Directions: Complete Part I or Part II, whichever applies. Part I: Listed below are the dates of issue for each Addendum received in connection with this RFP:03- 05/06 Addendum No. 1, Dated _ Addendum No. 2, Dated _ Addendum No. 3, Dated _ Addendum No. 4, Dated _ Addendum No. 5, Dated _ Addendum No. 6, Dated _ Addendum No. 7, Dated _ Addendum No. 8, Dated _ Addendum No. 9, Dated _ Addendum No. 10, Dated Part II: No adde April 21, 2006 April 24, 2006 April 26, 2006 Mav 12, 2006 Mav 15, 2006 Mav 22, 2006 May 23, 2006 Mav 25, 2006 June 2, 2006 June 5. 2006 ndum was received in connection with this RFP. Verified with Procurement staff June 9, 2006 Date June 9, 2006 (Date) May 12, 2006 RFP No: 16.05/06 City of Miaml Beach 22 of 33 Ignacio Lizama Name of staff DECLARATION TO: City of Miami Beach City Hall 1700 Convention Center Drive Procurement Division Miami Beach, Florida 33139 Submitted this 19th day of May , 2006. The undersigned, as consultant, declares that the only persons interested in this proposal are named herein; that no other person has any interest in this responses or in the Contract to which this response pertains; that this response is made without connection or arrangement with any other person; and that this response is in every respect fair and made in good faith, without collusion or fraud. The consultant agrees if this response is accepted, to execute an appropriate City of Miami Beach document for the purpose of establishing a formal contractual relationship between the consultant and the City of Miami Beach, Florida, for the performance of all requirements to which the response pertains. The consultant states that the response is based upon the documents identified by the following number: RFP No.16-05/06 SIGNATURE Victor J. Puials, P.E., DEE PRINTED NAME Vice President TITLE (IF CORPORATION) May 12, 2006 RFP No: 16-OSI06 23 of 33 City of Miami Beach SWORN. STATEMENT UNDER SECTION 287.133(3)(a), FLORIDA STATUTES, ON PUBLIC ENTITY CRIMES THIS FORM MUST BE SIGNED AND SWORN TO IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO ADMINISTER OATHS. 1. This sworn statement is submitted to Camp Dresser & McKee Inc. [Print name of public entity] gy Victor J. Puials, Vice President [Print individual's name and title] For Camp Dresser & McKee Inc. [Print name of entity submitting sworn statement] Whose business address is 800 Brickell Avenue, Suite 710, Miami, Florida 33131 and (if applicable) its Federal Employer Identification Number (FEIN) is 04-2473650 (If the entity has no FEIN, include the Social Security Number of the individual signing this sworn statement: N/A . ) 4. I understand that a "public entity crime" as defined in Paragraph 287.133(1)(g), Florida Statutes, means a violation of any state or federal law by a person with respect to and directly related to the transaction of business with any business with any public entity or with an agency or political subdivision of any other state or of the United States, including, but not limited to, any bid or contract for goods or services to be provided to any public entity or an agency or political subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material misrepresentation. 5. I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1)(b), Florida Statutes, means a finding of guilt or a conviction of a public entity crime, with or without an adjudication of guilt, in any federal or state trial court of record relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, nonjury trial, or entry of a plea of guilty or nolo contendere. 6. I understand that an "affiliate" as defined in Paragraph 287.133 (1)(a), Florida Statutes, means: 1) A predecessor or successor of a person convicted of a public entity crime; or 2) An entity under the control of any natural person who is active in the management of the entity and who has been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The ownership by one person of shares constituting a controlling interest in another person, or a pooling of equipment or income among persons when not for fair market value under an arm's length agreement, shall be a prima facie case that one person controls another person. A person who knowingly enters into a joint venture with a person who has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. 5) I understand that a "person" as defined in Paragraph 287.133(1)(e), Florida Statutes means any natural person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding contract and which bids or applies to bid on contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "person" includes those officers, directors, executives, May 12, 2006 RFP No: 16-05/06 partners, shareholders, employees, members, and agents who are active in management of an entity. 6) Based on information and belief, the statement which I have marked below is true in relation to the entity submitting this sworn statement. [Indicate which statement applies.] X Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, nor any affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members or agents who are active in management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. However, there has been a subsequent proceeding before a Hearing Officer of the State of Florida, Division of Administrative Hearings and the Final Order entered by the hearing Officer determined that it was not in the public interest to place. the entity submitting this sworn statement on the convicted vendor list. [Attach a copy of the final order] I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH DECEMBER 31 OF THE CALENDAR YEAR IN WHICH IT IS FILED. I ALSO UNDERSTAND THAT I AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHOLD AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES FOR CATEGORY TWO OF Y CHAN E HE INFORMATION CONTAINED IN THIS FORM. ,~%G~~~ [Signat e] Sworn to and subscribed before me this 19t`' day_of(~_ Personally known ~ ~ C- J ~ ~ ~x~O OR Produced identification (Type of Identification) Mav , 2006 Notary Public -State of ~JC.~~~--~, My commission expires O a~ ~ ~, ~ o ~ (Printed typed or stamped Commissioned name of Notary Public) PAT V. DONALDSON COMMISSION # DD175527 EXPIRES 02/0212007 80N^DE0 T_HRpU 1.gag.NOTARYI to ~ .~~ May 12, 2006 RFP No: 16-05/06 City of Miami Beach 25 of 33 QUESTIONNAIRE Consultant's Name: Camp Dresser & McKee Inc. Principal Office Address: One Cambridqe Place 50 Hampshire Street Cambridqe, MA 02139 Tel: 617.452.6000 Fax: 617.452.8000 Official Representative: Victor J. Puials, Vice President Individual Partnership (Circle One) Corporation If a Corporation, answer this: When Incorporated: December 29. 1970 In what State: Massachusetts If a Foreign Corporation: Date of Registration with Florida Secretary of State: April 23, 1974 Name of Resident Agent: CT Corporation System Address of Resident Agent: c/o 1200 South Pine Island Road Plantation, FL 33324 President's Name: Richard D. Fox Senior Vice-President's Name: Paul R. Brown Treasurer's Name: Robert W. McCarthy Members of Board of Directors Thomas D. Furman, Jr., Richard D. Fox, Paul R. Brown. Kellene M. Burn-Roy Paul G. Carrell Jonathan G. Curtis, William S. Howard, John D. Manning William K. O'Brien John L. Roberts Paul R. Shea, Howard H. Stevenson, Gae A. Walters May 12, 2006 RFP No: 16-05/06 City of Miami Beach 26 of 33 (questionnaire (continued) If a Partnership: N/A Date of organization: N/A General or Limited Partnership*: N/A Name and Address of Each Partner: NAME ADDRESS N/A * Designate general partners in a Limited Partnership N/A 1. Number of years of relevant experience in operating A/E business: 59 2. Have any agreements held by Consultant for a project ever been canceled? Yes() No(X) If yes, give details on a separate sheet. 3. Has the Consultant or any principals of the applicant organization failed to qualify as a responsible Bidder, refused to enter into a contract after an award has been made, failed to complete a contract during the past five (5) years, or been declared to be in default in any contract in the last 5 years? If yes, please explain: No May 12, 2006 RFP No: 16-05106 City of Miami Beach 27 of 33 Questionnaire (continued) 4. Has the Consultant or any of its principals ever been declared bankrupt or reorganized under Chapter 11 or put into receivership? Yes () No (XX) If yes, give date, court jurisdiction, action taken, and any other explanation deemed necessary on a separate sheet. 5. Person or persons interested in this bid and Qualification Form #~ave-(-~ have not (XX) been convicted by a Federal, State, County, or Municipal Court of any violation of law, other than traffic violations. To include stockholders over ten percent (10%). (Strike out inappropriate words) Explain any convictions: None 6. Lawsuits (any) pending or completed involving the corporation, partnership or individuals with more than ten percent (10%) interest: A. List all pending lawsuits: Because of its size and volume of business, CDM, over the years it has been in business, and especially in these litigious times, has occasionally been named in litigation. The majority of these claims involved either a contractor or supplier claiming extra costs and/or delay damages against a CDM client, with CDM named as a codefendant or third-party defendant; or, injury to a worker or damage to property. In the last five (5) years, CDM has been involved in a total of thirty five (35) lawsuits. One (1) claim is a subrogation claim by an insurer to recover cost paid to a contractor to reconstruct a portion of its work, one (1) claim is by a property owner for the failure of contractor to construct the project within an easement, five (5) claims are for bodily injury to a construction worker or third parties, fifteen (15) claims are contractor/ construction subcontractor claims against the owner and CDM for delay/extra costs, four (4) claims are for property damage to property owners on CDM designed projects, two (2) claims are related to business interruption/interference by a third party, four (4) claims are related to an owner claim against CDM and the contractor for defective construction, one (1) claim is a collection matter by CDM, one (1) claim is a Qui Tam action by a group of citizens against CDM and its client to recover money spent on a Master Plan that recommended an alternative for wastewater treatment that the group of citizens did not like, and one (1) claim is for economic loss by a third party against CDM and its client. CDM has been dismissed from nineteen (19) of these lawsuits in the last five years. The remaining sixteen (16) lawsuits are in the discovery phase. In the last five years there have never been any awards or judgments against CDM, and all settlements paid by CDM have been within CDM's deductible/self insured retention of its professional liability insurance coverage. CDM will provide responses to specific questions regarding its litigation history upon the execution of a confidentiality agreement by the party requesting the information. B. List all judgments from lawsuits in the last five (5) years: None May 12, 2006 RFP No: 16-05/06 Citv of Miami Beach 28 of 33 C. List any criminal violations and/or convictions of the Consultant and/or any of its principals: None 7. Conflicts of Interest. The following relationships are the only potential, actual, or perceived conflicts of interest in connection with this proposal: (If none, state same.) There is no conflict of interest. May 12, 2006 RFP No: 16-OS/O6 (:it~i ni AAiomi Rc~rh 70 n1 ZQ Questionnaire (continued) 8. Public Disclosure. In order to determine whether the members of the Evaluation Committee for this Request for Proposals have any association or relationships which would constitute a conflict of interest, either actual or perceived, with any Consultant and/or individuals and entities comprising or representing such Consultant, and in an attempt to ensure full and complete disclosure regarding this contract, all Consultants are required to disclose all persons and entities who may be involved with this Proposal. This list shall include public relation firms, lawyers and lobbyists. The Procurement Division shall be notified in writing if any person or entity is added to this list after receipt of proposals. Victor Puials, Ignacio Lizama, Louise Kirkpatrick, Virginia Bonocore, Jason Johnson, Kevin Leo Charles Cook Adan Ochoa Jezebele Alicia-Virella Adriana Bustillos Justin Gatusso, Shani Bryice, Vandin Calitu, Lucas Rincon, Karla Martinez, Patricia Donaldson, Beatriz Marrero, Lynn Zweifler, John Carr, Michael Lovett, Dora Florindo, William Beeson, MerriBeth Farnham, Tammy Hayes May 12, 2006 RFP No: 16-05/06 Citv of Miami Beach an nt a~ Questionnaire (continued) The Consultant understands that information contained in this Questionnaire will be relied upon by the City in awarding the. proposed Agreement and such information is warranted by the Consultant to be true. The undersigned Consultant agrees to furnish such additional information, prior to acceptance of any proposal relating to the qualifications of the Consultant, as may be required by the City Manager. The Consultant further understands that the information contained in this questionnaire may be confirmed through a background investigation conducted by the Miami Beach Police Department. By submitting this questionnaire the Consultant agrees to cooperate with this investigation, including but not necessarily limited to fingerprinting and providing information for credit check. WITNESS: Signature Print Name WITNESS: Signature Print Name IF INDIVIDUAL: IF PARTNERSHIP: By: Address Signature Print Name Print Name of Firm General Partner Print Name WITNESS: IF CORPORATION: i Si ature Meahan Capaldo Print Name {CORPORATE SEAL; Camp Dresser & McKee Inc. Print Name of Corporation 1601 Belvedere Road Suite 211 South West Palm Beach, FL 33406 ddress By: Senior Vice President ~~x- ~- ~ AK ~~ Attest: ~~T Mario Marcaccio Assistant Clerk May 12, 2006 RFP No: 16-05/06 City of Miami Beach 31 of 33 Attachment "F" FEMA Guidelines 19 Debris Management Contracting and Monitoring Applicants may use force account labor and resources to accomplish part or all of the work after a disaster or they may use contractors. If contractors are used to do part or all of the work, the Applicant must follow FEMA contracting guidelines to ensure maximum reimbursement for debris removal and disposal efforts. Acceptable Contract Types 1. Time and Materialc -Cannot be used for more than 70 hours of actual work. This type of contract is usually used immediately after a disaster to mobilize contractors to start emergency removal efforts. These contracts should have a termination clause and snot-to-exceed limit for both time and costs. The contract should be terminated when the first of these limits is reached. 2. Unit Price - Is usually used when the scope of work is hard to define and is based on estimated quantities of debris. Unit price contracts are based on weight (tons) or volume (cubic yards). These contracts require close monitoring during removal, hauling and disposal to ensure accuracy. 3. Lumo Sum -Should only be used when the scope of work is clearly defined and the areas of work can be precisely identified Lump sum contracts establish one price for all work included in the contract. The price is fixed unless the scope of work changes. This type of contract is easy to monitor when the scope is well-defined. A pre-awarded contract for emergency services may be used if the contract was competitively bid and prices are comparable with established rates in the region. The contract issuer may be a jurisdiction or a regional operational authority. "Piggybacking" by using an existing contract established by another jurisdiction is not recognized by FEMA as an acceptable form of contracting. Cost plus a percentage, contingency contracts, and contracts awarded to debarred contractors are not allowed. Contract Monitoring/Debris Monitoring As a condition of the FEMA grant funding program, the Applicant is responsible for ensuring that the contract is properly monitored so that quantities and expenses are documented to substantiate FEMA funding. / Monitors should verify that debris picked up is eligible; measure truck load capacities; verify volumes or weights of debris in trucks; inspect pick-up areas, haul routes, temporary storage sites, and disposal sites; verify the contractor is working in assigned areas; and ensure other contract requirements are met. The Applicant should train and deploy debris monitors to watch and document contractor activities. Debris monitors may come from the Applicant's full-time work force, temporary hires, or contracted services. The Applicant may also request FEMA/State assistance with debris monitoring. The costs of overtime, temporary hires, and contractors performing disaster-related debris removal work are eligible for reimbursement. / For unit price contracts, the Applicant should use load tickets to document weights and volumes of contractor vehicles and loads. / For time and materials contracts, the Applicant should document the times that Contractor manpower and equipment are actively used (limited to 70 hours). The Applicant can request debris monitor training from the State and Contracting Tips: / FEMA does not recommend, pre- approve, or certify any debris contractor. / Only FEMA has the authority to make eligibility decisions; contractors cannot make eligibility determinations. / FEMA does not credential any personnel other than official employees and Technical Assistance Contractor personnel / Contracts should have swell-defined scope of work, specified costs, basis of payment, and delivery schedule. / Contracts must be competitively bid and have "reasonable" costs. / FEMA will participate in uniform practices of reimbursing mutual aid costs if a written agreement was signed prior to the disaster occurring. / Communities cannot guarantee a minimum number of hours for a time and materials contract. / For reimbursement, Applicants must be able to provide FEMA with documentation of competitive bidding, bid tabulation, contract monitoring including field monitoring of debris operations, quantity of debris handled, payment, and force account costs (if applicable). Contracting/Monitoring References FEMA 321, Policy Digest FEMA 322, Public Assistance Guide FEMA 325, Debris Management Guide FEMA 329, Debris Management Brochure FEMA 9580.1, Debris Operations Job Aid FEMA 9580.4, Fact Sheet: Debris Operations Questions? Call the FEMA Debris Hotline, Orlando, FL at 107-858-4951 Attachment "G" Contractor's Risk Assessment and Quality Control Plan Zo ~• City of Miami Beach Emergency Disaster Debris Monitoring Services RFP # 16-05/06 Risk Assessment Plan (RAP) A hurricane is always an event one wants to avoid but must always plan. In South Florida, the last hurricane season was extremely active with Hurricanes Katrina and Wilma causing heavy rain, strong winds and heavy waves that damaged buildings, trees and cars. The City of Miami Beach faced a variety of challenges and associated risks that were ultimately handled in a timely and results-oriented manner. Albeit, the temporary reduction in the level of other services while attending to the cleanup. Currently, the City is effectively planning for the next hurricane season by pre-positioning service contracts that can be activated on short notice. Our firm has the established local presence with over 50 years in South Florida and more than twelve years of continuous service to the City in other infrastructure assignments. We have the depth in local resources, knowledge of your systems and proven commitment to the community. (1) What risks the project has. Risks associated with this project are varied and will change as the situation develops from the initial assessment phases, to mobilization/cleanup phases and leading to the final close-out with after action reports, documentation and assistance with FEMA reimbursement requests and follow-up, if required. Our firm will work under the City's protocols and procedures and assist where needed and when needed. Based on our experience, the major risks associated with this project are: communications, contract compliance, regulatory reimbursement, load and volume disputes and logistics. (2) Explanation of how the risks will be avoided/minimized. Mitigation of risk during emergency situations can be minimized or completely avoided through the implementation of pre-planned procedures and actions. The adoption of clear and consistent lines of communication is essential to the overall response and the ultimate success, as gauged by City residents. Our strong Project Management approach establishes a single point of contact with the City. The Project Manager relies internally on a hierarchical approach to disseminate assignments as necessary to the right team resources. This single point of contact has proven reliable and effective on other past and recent emergency responses with coastal communities of similar size to the City of Miami Beach. Another associated risk with this type of project is ensuring compliance to debris removal contracts and adherence to regulatory reimbursement procedures. One of our objectives is to attain for the City, a high degree of Federal and State cost reimbursement, for debris cleanup activities. This risk can be avoided if the proper mechanisms are followed from beginning to end of the debris cleanup activities. Load and volume disputes can be minimized by establishing a standardized measurement system ahead of time. Standardization of load measurements avoids disputes and contractually allows the City impartial treatment with all debris haulers. Once the system is agreed upon and publicized, no deviations should be allowed unless extraordinary circumstances take place. Our firm can provide the City with various FEMA approved methods that provide proven volume estimates while sustaining an efficient flow of truck traffic. Pngc 1 0(2 Logistical challenges are vastly minimized by having a local presence with staff available on short notice. Our team resides in the community and can effectively mobilize when activated. This quickly augments the City's resources and avoids City staff from being overwhelmed by the event. Your battle is our battle. (3) Propose any options that could increase the value of this project. Based on our past experiences, fundamental options that increase the value or the ease of implementation, and overall project success are: Pre-determined Temporary Debris Storage and Reduction (TDSR) sites TDSR sites provide for an efficient movement of debris from the collection sites to the TDSR to ultimate landfill disposal. Haulers can increase the number of trips dedicated to City right of way cleanup instead of long haul trips to the County's landfill which might waste valuable cleanup time. The main project priority is collecting debris from City streets with sorting at the TDSR sites and eventual hauling to the County's landfills. In-place Contracts with "First Tier" Debris Haulers It is highly recommended that negotiated and executed contracts with debris haulers are in place prior to the emergency. This is good business practice and mitigates risk by only having pre-selected and qualified contractors that have the proper certifications, licenses, past experience and minimum insurance requirements. Otherwise, the City risks employing "second tier" contractors whose performance can potentially lack during a crisis or having to pay premium rates for satisfactory service. Establish a proactive Information Management Plan The cleanup process can be expedited by disseminating key debris management information to the public prior to the storm and shortly thereafter. The City can ask for its resident's cooperation in separating hurricane debris and hazardous household wastes, placing debris piles at the right of way, keeping piles away from hydrants and reporting locations and incidents of illegal dumping. (4) Explain the Benefits of the Risk Assessment Plan. The benefit of the RAP is most evident once it is placed into action. The plan serves as a roadmap where risks have been previously identified and a feasible mitigating approach identified. The RAP reduces the City's exposure by having standardized procedures and protocols in place prior to their implementation during the initial disruption following the hurricane. Emergency response services are initially fluid and planning via a RAP aids in quickly structuring a formal and adequate response. An adopted RAP allows response teams to become familiar with one another and with the roles they play instead of handing out business cards a day after a hurricane. The RAP allows for the identification of resources available, weaknesses in the existing system, pre-positioning of equipment and supplies, control of costs, and activation of TDSR. If selected, this preliminary RAP will be finalized during a workshop meeting with the City as we customarily accomplish with other municipalities. In this meeting, a definite schedule and contract milestones will be established and agreed upon. The final RAP will become part of our contract. Pnge 2 of 2 Attachment "H" Form 1273 21 ~~ US. Department of Transportation t"rederal Highway Administration September 12, 2000 545 John Knox Road, Suite 200 Tallahassee, Florida 32303 (850) 942-9650 n, a~i,ty tz~t~~ T~,: F-IPO-FL M.r. Denver J. Stotler, Jr., P.E. Secretary of Transportation Florida Department of Transportation Tallahassee, Florida Dear Mr. Stotler: Attention: Mr. Ananth Prasad Subject: Emergency Relief (ER) Program Requirements The purpose of this letter is to clarify the FHWA's requirements for emergency and permanent ER projects, and the documentation required for a detailed damage inspection reports (DDIR's). As requested by the FDOT Federal-aid Office we are providing this guidance to expand and clarify the email guidance issued by District 6 on July 11, 2006. We agree there is a statewide need to clarify the application of the ER criteria to emergency repair contracts, permanent restoration projects, and work performed by state or local forces. During 2004 and 2005 Florida was impacted by 8 hurricanes resulting in substantial reimbursement from FHWA's emergency relief program, for both emergency and permanent repairs totaling over $1.5 billion. Due to the unprecedented impact of these stones on the FHWA, the FDOT and local agencies, we were very lenient concerning contracting requirements and the documentation for emergency repairs for these events. As a result of this experience, there is a need to improve both the damage documentation and compliance with basic federal-aid contract requirements. Of particular importance is the need for Loca( Agencies to better understand our requirements. .Ewer~cy Repairs Emergency repairs are those repairs during (meaning after landfall) and immediately following a disaster, which can begin immediately without FI-IWA's prior approval. Permanent repairs require IiHWA review and approval prior to contract advertisement. To be eligible for emergency repair the work performed must always meet one of the following three conditions: 1. To restore essenlia[ traffic 2. To minimize the extent of the damage 3. To protect the remaining facility ,.i.~.~, r.,,~ '"~ }i, _... ~c~~ .. .. `fie, V , ., .,. s ~.. '~~ ~u~c~ uP '~ 'fi'r"~~ ~.~--tr. 2 Mr. Denver J. Stotler, Jr., P.E September 12, 2006 Please note that based on current ER guidance, safety is not a consideration to justify emergency repair work. DDIR Documentation: For fixture eligible ER events, if the performance of the emergency repair work has started, FHWA will require a copy of the contract and prices at the time a DDIR is written. The contract and other back up material should be made available to our Transportation Engineer, and will be attached to the DDIR at that time. Our expectation is that there should not be a request to write a DDIR for ongoing work, without having the contract documents available to FHWA staff. For permanent work the DDIR will be written without this documentation, because the work will not be underway and will be performed following norn~al procedures. Contract Requirements: Listed below are the basic federal-aid requirements that must be followed foi- emergency repair- projects and permanent restoration projects. These requirements apply to all State and Local Agency contracts for both emergency and permanent restoration types of projects. These requirements catulot be waived just because there is a State or FEMA emergency declaration. 1. FHWA Forn 1273, titled Standard Federal-aid Provisions, must be physically incorporated (not referenced) into all prime and subcontractor contracts. Davis-Bacon Wages Act; refer to httn:!/www.fli~~~a.dot.vov/constil~ction/egitr'dbacon htm 3. Buy America 4. Disadvantaged Business Enterprises (DBE) 5. Americans with Disability Act (ADA) 6. Convict Labor Prohibition Additionally, for emergency work it is important to remember to take the following into account: 1. Emergency repair projects under the ER Program must comply with the requirements of the National Environmental Policy Act (NEPA). 2. Negotiated or solicited contracts are allowed for emergency work, but their use should be minimized. Some type of competitive bids are the preferred method. 3. Regardless of the contract method, there should be documentation on how contracts are negotiated, solicited, or ope~.ily bid. 3 Mr. Denver .I. Stotler, Jr., P.E September 12, ?006 Permanent work is handled just like a normal :federal-aid project, but can be expeclitecl so Ions as the requirerneuts are met. Permanent repairs require FI~1A~A review and approval in advance of contract advertisement. A detailed engineer's estimate and competitive bids are required like on normal federal-aid projects, but the use ofabbreviated plans, a shortened advertisement period, etc; are appropriate depending on the scope of the work. State and Local Force Account: The FI~WA .Form 1273 and Davis Bacon provisions do not apply to state and local employees performing ER work by force account (actual cost of labor, equipment and materials). A public interest finding is not required for emergency work, but is required if state or local employees perform permanent work. Use of Joint Participation Agreements (JPA's) or Local A ency Program (LAP) Agreements The FHWA has previously agreed to accept the use of JPA's for the performance of emergency work. Local agencies must be LAP certified to perform permanent work. if you have any questions, please contact NIr. Chris Richter at 942-9650. Sincerely, /s/ J. Chris Richter For: David C. Gibbs Division Administrator Enclosure ec: Mr. James .lobe, FDOT (MS-21) JCR:awa bc: CR, 5G, RG S:TechSysfems\LR regs for contracts ~ DDiR's.doc File: 4UG REQUIRED CONTRACT PROVISIONS FEDERAL-AID CONSTRUCTION CONTRACTS Page I. General .................................. ... 1 II. Nondiscrimination .......................... ... 1 III. Nonsegregated Facilities ........ . ............ ... 3 IV. Payment of Predetermined Minimum Wage ...... ... 3 V. Statements and Payrolls ..................... ... 5 VI. Record of Materials, Supplies, and Labor ........ ... 5 VII. Subletting or Assigning the Contract ............ ... 5 VIII. Safety: Accident Prevention .................. ... 6 IX. False Statements Concerning Highway Projects ... ... 6 X. Implementation of Clean Air Acl and Federal Water Pollution Control Acl ................... ... 6 XI. Certification Regarding Debarment, Suspension, Ineligibility, and Voluntary Exclusion ............ ... 6 XII. Certification Regarding Use of Contract Funds far Lobbying ................................. ... 8 ATTACHMENTS A. Employment Preference for Appalachian Contracts (included in Appalachian contracts only) I. GENERAL 1. These contract provisions shall apply to all work performed on the contract by the contractor's own organization and with the assistance of workers undei the contrector's immediate superinlen- denceand loallwork performed on the contract by piecework, station work, or by subcontreci. 2. Except as otherwise provided for in each section, the contractor shall insert in each subcontract aA of the stipulations contained in these Required Contract Provisions, .and further require their inclusion in any lower tier subcontractor purchase order that may in turn be made. The Required Contract Provisions shall not be incorporated by reference in any case. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with these Required Contract Provisions. 3. A breach of any of the stipulations contained in these Required Contract Provisions shall be sufficient grounds for termination of the contract. 4. A breach of .the following clauses of the Required Contract Provisions may also be grounds for debarment as provided in 29 CFR 5.12: Section I, paragraph 2; Shelton IV, paragraphs 1, 2, .3, 4, and 7; Section V, paragraphs 1 and 2a through 2g. 5. Disputes arising out of the labor standards provisions of Section IV (except paragraph 5) and Section V of these Required Contract Provisions shall not be subject to the general disputes clause of this contract. Such disputes shall be resolved in accordance with the procedures of the U.S. Department of Labor (DOL) asset forth in 29 CFR 5, 6, and 7. Disputes within the meaning of !Eris clause include disputes between the contractor (orany of its subcontractors) and the contracting agency, the DOL, or the contractors employees or their represenlatwes. 6. Selection of Labor: During the performance of this contract, the coniraclor shall not: a. discriminate against taborirom any other Stale, possession, or territory of the United Stales (except for employment preference for Appalachian contracts, when applicable, as specified in Attachment A , or b. employ convict labor for any purpose within the limits of the project unless it is labor performed by convicts who are on parole, supervised release, or probation. Il. NONDISCRIMINATION (Applicable to all Federal-aid construction contracts and to all Form FHWA-1273 (Rev. 3-94) related subcontracts of $10,000 or more.} 1. EqualEmploymentOpportunity: Equalemploymentopportu- nity (EEO) requirements not to discriminate and to take affirmative action to assure equal opportunity as set forth under laws, executive orders, rules, regulations (28 CFR 35, 29 CFR 1630 and 41 CFR 60) and orders of the Secretary of Labor as modified by the provisions prescribed herein, and imposed pursuant l0 23 U.S.C. 140 shall constitute the EEO and specific affirmative action standards for the contractor's project activities under this conlrect. The Equal Opportu- nity Construction Contract Specifications set forth under 41 CFR 60- 4.3 and the provisions of the American Disabilities Act of 1990 (42 U.S.C. 12101 el seg.) sal forth under 28 CFR 35 and 29 CFR 1630 are incorporated by reference in this contract. In the execution of this contract, the contractor agrees to comply with the following minimum specific requirement activities of EEO: a. The coniraclor will work with the State highway agency (SHA) and the Federal Government in carrying out EEO obligations and in their review of his/her activities under the contract ' b. The contractor will accept as his operating policy the following statement: "Il is the policy of this Company to assure that applicants are employed, and that employees are treated during employment, without regard to their race, religion, sex, color, national origin, age or disability. Such action shall include: employment, upgrading, demotion, or transfer; recruitment or recruttment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprentice- ship, preapprenticeship, and/or on-the job training." 2. EEO Officer: The contractor will designate and make known to the SHA contracting officers an EEO Officer who will have the responsibilityforand mustbecapable of effectively administering and promoting an active contractor program of EEO and who must be assigned adequate authority and responsibility to do so. 3. Dissemination of Policy: All members of the contractor's staff who are authorized to hire, supervise, promote, and discharge employees, or who recommend such action, or who are substantially involved in such action, will be made fully cognizant of, and will implement, the contractor's EEO policy and contractual responsibili- ties to provide EEO in each grade and classification of employment. To ensure that the above agreement will be met, the following actions will be taken as a minimum: a. Periodic meetings of supervisory and personnel office employees will be conducted before the start of work and then not less often than once every six months, at which time the contractor's EEO policy and its implementation will be reviewed and explained. The meetings will be conducted by the EEO Officer. b, All new supervisory or personnel office employees will be given a thorough indoctrination by the EE0 Officer, covering all major aspects of the contractor's EEO obligations within thirty days following their reporting for duty with the contractor. c. All personnel who are engaged in direct recruitment for the project will be instructed by the EEO Officer in the conlrector's procedures for locating and hiring minority group employees. d. Notices and posters setting forth the contractor's EEO policy will be placed in areas readily accessible to employees, applicants for employment and potential employees. e. The contractor's EEO policy and the procedures to imple- ment such policy will be brought to the attention of employees by means of meetings, employee handbooks, or other appropriate means. 4. Recruitment: When advertising for employees, the cohlraclor will include in all adverlisemenls for employees the notation: "An Equal Opportunity Employer." All such adverlisemenls will be placed Page 1 in publications having a large circulation among minority groups in the area from which the project work force would normally be derived. a. The contractor will, unless precluded by a valid bargaining agreement, conduct systematic and direct recruitment through public and private employee referral sources likely to yield qualified minority group applicants. To meet this requirement, the contractor will identify sources of potential minority group employees, and establish with such identified sources procedures whereby minority group applicants may be referred to the conlraclorior employment consider- ation. b. In the event the contractor has a valid bargaining agreement providing for exclusive hiring hall referrals, he is expected to observe the provisions of that agreement to the extent that the system permits the contractor's compliance with EEO contract provisions. (The DOL has held that where implementation of such agreements have the effect of discriminating against minorities or women, or obligates the contractor to do the soma, such implementation violates Executive Order 11246, as amended.) c. The contraclorwill encourage his present employees to refer minority group applicants for employment. Information and proce- dures with regard to referring minority group applicants will be discussed with employees. 5. Personnel Actions: Wages, working conditions, and employee benefits shall be established and administered, and personnel actions of every tyype, including hiring, upgrading, promotion, transfer, demotion, layoff, and termination, shall be taken without regard to race, color, religion, sex, national origin, age or disability. The following proce ures shall be followed: a. The contractor will conduct periodic inspections of project sites to insure that working conditions and employee facilities do not indicate discriminatory treatment of project site personnel. b. The contractor wilt periodically evaluate the spread of wages paid within each classification to determine any evidence of discrimi- natory wage practices. c. The contractor will periodically review selected personnel actions in depth to determine whether there is evidence of discrimina- tion. Where evidence is found, the contractor will promptly take con-active action. If the review indicates that the discrimination may extend beyond the actions reviewed, such corrective action shall include all affected persons. d. The contractor will promptly investigate all complaints of alleged discriminatiori-made to the conlraclor in connection with his obligations under this contract, will attempt to resolve such com- plaints,and will take appropriate corrective action within a reasonable time. If the investigation indicates that the discrimination may affect persons other than the complainant, such corrective action shalt include such other persons. Upon completion of each investigation, the contractor will inform every complainant of all of his avenues of appeal. 6. Training and Promotion: a. The conlraclor will assist in locating, qualifying, and increasing the skills of minority group and women employees, and applicants for employment. b. Consistent with the contractor's workforce requirements and as permissible under Federal and State regulations, the contractor shall make full use of training programs, i.e., apprenticeship, and on-the-job training programs for the geographical area of contract performance. Where feasible, 25 percent of apprentices or trainees in each occupation shall be in their first year of apprenticeship or training. In the event a special provision for (raining is provided under this contract, this subparagraph will be superseded as indicated in the special provision. c. The conlraclor will advise employees and applicants for employment of available training programs and entrance require- ments for each. d. The contractor will periodically review the training and promotion potential of minority group and~women employees and will encourage eligible employees to apply for such (raining and promo- tion. 7. Unions: If the conlraclor relies in whole or in part upon unions as a source oT employees, the conlraclor will use his/her best efforts to obtain the cooperation of such unions to increase opportunities for minority groups and women within the unions, and 1o effect referrals by such unions of minority and female employees. Actions by the contractor either directly or through a contractor's association acting as agent will include the procedures sal forth below: a. The contractor will use best efforts to develop, in coopera- tion with the unions, joint training programs aimed toward qualifying more minority group members and women for membership in the unions and increasing the skills of minority group employees and women so that they may qualify for higher paying employment. b. The contractor will use best efforts to incorporate an EEO clause into each union agreement to the end that such union will be contractually bound to refer applicants without regard to their race, color, religion, sex, national origin, age or disability. c. The conlraclor is to obtain information as io the referral practices and policies• of the labor union except that to the extent such information rs within the exclusfve possession of the labor union and such labor union refuses to furnish such information to the contractor, the contractor shall so certify to the SHA and shall sal forth what efforts have been made to obtain such information. d. In the event the union is unable to provide the contractor with a reasonable flowof minority and women referrals within the time limit sal forth in the collective bargaining agreement, the contractor will, through independent recruitment efforts, fill the employment vacancies without regard to race, color, religion, sex, national origin, age or disability; making full efforts to obtain qualified and/or qualifiable minority group persons and women. (the DOL has held that it shall be no excuse that the union with which the contractor has a collective bargaining agreement providing for exclusive referral failed to refer minodty employees.) In the event the union referral practice prevents the contractor from meeting the obligations pursuant to Executive Order 11246, as amended, and these special provisions, such contractor shall immediately notify the SHA. 8. Selection of Subcontractors, Procurement of Materials and Leasing of Equipment: The contractor shall not discdminate on the grounds of race, color, religion, sex, national origin, age or disability in the selection and retention of subcontractors, Including procure- ment of materials and leases of equipment. a. The contractor shall notify all potential subcontractors and suppliers of his/her EEO obligations under this contract. b. Disadvantaged business enterprises (DBE), as defined in49 CFR 23, shall have equal opportunity to compete for and perform subcontracts which the contractor enters info pursuant to this contract. The contractor will use his best efforts to solicit bids from and to utilize DBE subcontractors or subcontractors with meaningful minority group and female representation among [hair employees. Contractors shall obtain lists of DBE construction firms from SHA personnel. c. The conlraclor will use his best efforts to ensure subcontrac- tor compliance wish their EEO obligations. 9. Records and Reports: The contractor shall keep such records as necessary to document compliance with the EEO requirements. Such records shall be retained for a period of three years following completion of the contract work and shall be available at reasonable times and places for inspection by authorized representatives of the SHA and the FHWA. a. The records kept by the contractor shall document the following: (1) The number of minority and non-minority group members and women employed in each work classification on the project; (2) The progress and efforts being made in cooperation with unions, when applicable, to increase employment opportunities for minorities and women; (3) The progress and efforts being made in locating, hiring, training, qualifying, and upgrading minority and female employees; and (4) The progress and efforts being made in securing the services of DBE subcontractors or subcontractors with meaningful minority and female representation among their employees. b. The contractors will submit an annual report to the SHA Pas~z Form FHWA-1273 (Rev. 3-94) each July for the duration of the project, indicating the number of minority, women, and non-minority group employees currently engaged in each work classification required by the contract work. Tlus information is to be reported on Form FHWA-1391. If on-the job training is being required by special provision, the contractor will be required to collect and report training data. III. NONSEGREGATED FACILITIES (Applicable to all Federal-aid construction contracts and to all related subcontracts of $10,000 or more.) a. By submission of this bid, the execution of this contract or subcontract, or the consummation of this material supply agreement or purchase order, as appropriate, the bidder, Federal-aid construc- tion contractor, subcontractor, material supplier, or vendor, as appropriate, certifies that the firm does not maintain or provide for its employees any segregated facllilies at any of its establishments, and that the fine does not permit its employees to perform their services at any location, under its control, where segregated facilities are maintained. The firm agrees that a breach of this certiiicalion is a violation of the EEO provisions of this contract. The firm further certifies that no employee will be denied access to adequate facilities on the basis of sex or disability. ' b. As used in this certification, the term "segregated facilities" means any wailing rooms, work areas, reslrooms and washrooms, restaurants and other eating areas, timeclocks, locker rooms, and other storage or dressing areas, parking tots, drinking fountains, recreation or entertainment areas, transportation, and housing facilities provided for employees which are segregated by explicit directive, or are, in fact, segregated on the basis of race, color, religion, national origin, age or disability, because of habit, local custom, or otherwise, The only exception will be for the disabled when the demands for accessibility override (e.g. disabled parking). c. The contractor agrees that it has obtained or will obtain identical certification from proposed subcontractors or material suppliers prior to award of subcontracts or consummation of material supply agreements of $10,000 or more and that it will retain such certi6cabons in its files. IV. PAYMENT OF PREDETERMINED MINIMUM WAGE (Applicable to all Federal-aid construction contracts exceeding $2,OD0 and to all related subcontracts, except for projects located on roadways classified as local roads or rural minor collectors, which are exempt.) 1. General: a. All mechanics and laborers employed or working upon the site of the work will be paid unconditionally and not less often than once a week and without subsequent deduction or rebate on any account [except such payroll deductions as are permitted by regulations (29 CFR 3) issued by the Secretary of Labor under the Copeland Act (40 U.S.C. 276c)J the full amounts of wages and bona fide fringe benefits (or cash equivalents thereof) due at lime of payment. The payment shall be computed at wage rates not less than those contained in the wage determination of the Secretary of Labor (hereinafter"the wage determination") which is attached'hereto and made a part hereof, regardless of any contractual relationship which may be alleged to exist between the contractor or its subcon- tractorsand such laborers and mechanics. The wage determination (including any additional classifications and wage rates conformed under paragraph 2 of this Section tV and the DOL poster (WH-1321) or Form FHWA-1495) shall be posted al all times by the contractor and its subcontractors at the site of the work in a prominent and accessible place where it can be easily seen by the workers. For the purpose of this Section, contributions made or costs reasonably anticipated for bona fide fringe benefits under Section 1(b)(2) of the Davis-Bacon Acl (40 U.S.C. 276a) on behalf of laborers or mechanics are considered wages paid to such laborers or mechanics, subject to the provisions of Section IV, paragraph 3b, hereof. Also, for the purpose of tilts Section, regular contributions made or costs incurred for more Than a weekly period (but not less often than quarterly) under plans, funds, or programs, which cover the particular weekly period, are deemed to be constructively made or incurred during such weekly period. Such laborers and mechanics shall be paid the appropriate wage rate and fringe benefits on the wage delerminalion for the classification of work actually performed, without regard to skill, except as provided in paragraphs 4 and 5 of Ihis Section IV. b. Laborers or mechanics performing work in more than one classification may be compensated at the rate specified for each classification for the lime actually worked therein, provided, Ihal the employer's payroll records accurately set forth the lime spent in each classdcalion m which work is performed. c. All rulings and interprotalions of the Davis-Bacon Act and related acts contained in 29 CFR 1, 3, and 5 are herein incorporated by reference in this contract. 2. Classification: a. Tfte SHA contracting officer shall require that any class of laborers or mechanics employed under the contract, wluch is not listed in the wage determination, shall be classified in conformance with the wage determination. b. The contracting officershalf approve an additional classifica- tion, wage rate and fringe benefits only when the following criteria have been met: (1) the work to be performed by the additional classifica- tion requested is not performed by a classification in the wage determination; (2) the additional classification is utilized in the area by the construction industry; (3) the proposed wage rate, including any bona fide Fringe benefits, bears a reasonable relationship to the wage rates contained in the wage determination; and (4) with respect to helpers, when such a classification prevails in the area in which the work is performed. c. If the contractor or subcontractors, as appropriate, the laborers and mechanics (it known) to be employed in the additional classification or their representatives, and the contracting officer agree an the classification and wage rate (including the amount designated for fringe benefits where appropnale), a report of the action taken shall be sent by the contracting officer to the DOL, Administrator of the Wage and Hour Division, Employment Standards Administration, Washington, D.C. 20210. The Wage and Hour Administrator, Oran authorized representative, will•approve, modify, or disapprove every additional classification action within 30 days of receipt and so advise the contracting officerorwilt noirfy the contract- ing officer within the 30-day period that additional lime is necessary. d. In the event the contractor or subcontractors, as appropri- ate, the laborers or mechanics to be employed in the additional classification or their representatives, and the contracting officer do not agree on the proposed classification and wage rate (including the amount desi Haled for fringe benefits, where appropriate), the contracting o~cer shall refer the questions, including the views of all interested parties and the recommendation of the contracting officer, to the Wage and Hour Administrator for determination. Said Administrator, oran authorized represenlative,wtll issue a determina- tion within 30 days of receipt and so advise the contracting officer or will notify the contracting officer within the 30-day period that additional lime is necessary e. The wage rate (including fringe benefits where appropriate) determined pursuant to paragraph 2c or 2d of this Section IV shall be paid to all workers performing work in the additional classification from the first dayon which work is performed in the classification. 3. Payment of Fringe Benefits: a. Wheneverthe minimum wage rate prescribed in the contract fora class of laborers or mechanics includes a fringe benefit which is not expressed as an hourly rate, the contractor or subcontractors, as appropriate, shall either pay the benefit as staled in the wage delerminalion or shall pay another bona fide fringe benefit or an hourly case equivalent thereof. b. Ii the contractor or subcontractor, as appropriate, does not make payments to a trustee or other third person, he/she may consider as a part of the wages of any laborer or mechanic the amount of any costs reasonably anticipated in providing bona fide fringe benefits under a plan or program, provided, that the Secretary of Labor has found, upon the written request of the contractor, that the applicable standards of the Davis-Bacon Acl have been met. The Secretary of Labor may require the contractor to sal aside in a separate account assets for tfte meeting of obligations under the plan or program. Form FHWA-1273 (Rev. 3-94) r'~nP 4. Apprentices and Trainees (Programs of the U.S. DOL) and Helpers: a. Apprentices: (1) Apprentices will be permitted io work at less than the predetermined rate for the work they performed when they are employed pursuant to and individually registered in a bona fide apprenticeship program registered with the DOL, Employment and Training Administration, Bureau of Apprenticeship and Training, or with a Slate apprenticeship agency recognized by the Bureau, or if a person is employed in his/her first 90 days of probationary employ- ment as an apprentice in such an apprenticeship program, who is not individually registered in the program, but who has been certified by the Bureau of Apprenticeship and Training or a State apprenticeship agency (where appropriate) to be eligible for probationary employ- ment as an apprentice. (2) The allowable ratio ofapprentices tojourneyman-level employees on the job site in any craft classification shall not be greater than the ratio permilled to the contractor as to the entire work force under the registered program. Any employee listed on a payroll at an apprentice wage rate, who is not registered or otherwise employed as stated above, shall be paid not less than the applicable wage rate listed in the wage delermmation for the classificabon of work actually performed. In addition, any apprentice performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed. Where a contractor or subcontractor is performing construction on a project in a locality other than that in which its program is registeretl, the ratios and wage rates (expressed in percentages of the journeyman-level hourly rate) specified in the contractor s or subcontractor's registered program shall be observed. (3) Every apprentice must be paid at not less than the rate specified in the registered program for the apprentice's level of progress, expressed as a percentage of the journeyman-level hourly rate specked in the applicable wage determination. Apprentices shall be paid fringe benefits in accordance with the provisions of the apprenticeship program. If the apprenticeship program does not specify fringe benefits, apprentices must be paid the full amount of fringe benefits listed on the wage determination for the applicable classification. If the Administrator for the Wage and Hour Division determines that a different practice prevails for the applicable apprentice classification, fringes shall be paid in accordance with that delerminalion. (4) IniheeventtheBureauofApprenliceshipandTraining, or a Stale apprenticeship agency recognized by the Bureau, with- draws approval of an apprenticeship program, the contractor or subcontractor will no longer be permitted to utilize apprentices at less than the applicable predetermmed rate for the comparable work performed by regular employees until an acceptable program is approved. b. Trainees: (1) Except as provided in 29 CFR 5.16, trainees will not be permilled to work at less than the predetermined rate for the work performed unless they are employed pursuant to and individually registered in a program which has received prior approval, evidenced by formal cerlifica[ion by the DOL, Employment and Training Administration. (2) The ratio of trainees tojourneyman-level employees on the job site shall not be greater Ihan pemtitted under the plan approved by the Employment and Training Administration. Any employee listed on the payroll at a trainee rate who is not registered and participating in a irairnng plan approved by the Employment and Training Administration shall be paid not less Ihan the applicable wage rate on the wage delerminalion for the classification of work actually performed. In addition, any trainee performing work on the job site in excess of the ratio permilled under the registered program shall be paid not less than ltie applicable wage rate on the wage determination for the work actually performed. (3) Every trainee must be paid al not less Ihan the rate specified in the approved program for his/her level of progress, expressed as a percentage of the journeyman-level hourly rate specified in the applicable wage delerminalion. Trainees shall be paid fringe benefits in accordance wily the provisions of the trainee program. I( the trainee program does not mention fringe benefits, trainees shall be paid the full amount of fringe benefits listed on the wage delerminalion unless the Administrator of the Wage and Hour Division determines that there is an apprenticeship program associ- ated with the correspondingjourneyman-level wage rate on the wage delerminalion which provides for less than full fringe benefits for apprentices, in which case such trainees shall receive the same fringe benefits as apprentices. (4) In the event the Employment and Training Administra- tion withdraws approval of a training program, the contractor or subcontractor will no longer be permitted to utilize trainees at less than the applicable predetermined rate for the work performed until an acceptable program is approved. c. Helpers: Helpers will be permitted to work on a project if the helper classification is specified and defined on the applicable wage delerminalion or is approved pursuant to the conformance procedure set forth in Section IV.2. Any worker listed on a payroll at a helper wage rate, who is not a helper under a approved definllion, shall be paid no( less than the applicable wage rate on the wage determina- tion for the classification of work actually performed. 5. Apprentices and Trainees (Programs of the U.S. DOT): Apprentices and trainees working under apprenticeship and skill training programs which have been certified by the Secretary of Transportation as promoting EEO in connection with Federal-aid highway construction programs are not subject to the requirements of paragraph 4 of this Section IV. The straight lime hourly wage roles forapprenlices and trainees under such programs will be established by the particular programs. The ratio ofapprentices and trainees to journeymen shall not be greater than permitted by the terms of the . particular program. 6. Withholding: The SHA shall upon its own action or upon written request of an authorized representative of the DOL withhold, or cause to be withheld, from the contractor or subcontractor under this contract or any other Federal contract with the same prime contractor, or any other Federally-assisted contract subject to Davis-Bacon prevailing wage requirements which is held by the same prime contractor, as much of the accrued payments or advances as may be considered necessary to pay laborers and mechanics, including apprentices, trainees, and helpers, employed by the contractor or any subcontrac- torthe full amount of wages required by the contract. In the event of failure to pay any laborer or mechanic, including any apprentice, trainee, or helper, employed or working on the site of the work, all or part of the wages required by the contract, the SHA contracting officer may, after written notice to the contractor, take such action as may be necessary tocause the suspension of anyfuriherpaymenl, advance, or guarantee of funds until such violations have ceased. 7. Overtime Requirements: No contractor or subcontractor contracting for any pars of the contract work which may require or involve the employment of laborers, mechanics, watchmen, or guards (including apprentices, trainees, and helpers described in paragraphs 4 and 5 above) shall require or permit any laborer, mechanic, watchman, or guard in any workweek in which he/she is employed on such work, to work in excess o(4D hours in such workweek unless such laborer, mechanic, watchman, or guard receives compensation al a rate not less than one-and-one-half limes his/her basic rate of pay for all hours worked in excess of 40 hours in such workweek. 8. Violation: Liability for Unpaid Wages; Liquidated Damages: In the even) of any violation of the clause sef forth in paragraph 7 above, the contractor and any subcontractor responsible (hereof shall be liable to the affected employee for his/her unpaid wages. In addition, such contractor and subcontractor shall be liable to the United Stales (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory) Tor liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer, mechanic, watchman, or guard emplo ed in violation of the clause set forth in paragraph 7, in the sum of ~1 D for each calendar day on which such employee was required or permil- led to work in excess of the standard workweek of 40 hours without payment of the overtime wages required by the clause set forth in paragraph 7. 9. Withholding for Unpaid Wages and Liquidated Damages: Pagea ~ Form FHWA-1273 (Rev.3-94) The SHA shall upon its awn action or upon written request of any authorized representative of the DOL withhold, or cause to be wllhheld, from any monies payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same. prime contractor, or any other Federally-assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause sal forth in paragraph 8 above. V. STATEMENTS AND PAYROLLS (Applicable to all Federal-aid construction contracts exceeding $2,000 and to all related subcontracts, except for projects located on roadways classified as local roads or rural collectors, which are exempt.) 1. Compliance with Copeland Regulations (29 CFR 3): The contractor shall comply with the Copeland Regulations of the Secretary of Labor which are herein incorporated by reference. 2. Payrolls and Payroll Records: a. Payrolls and basic records relating thereto shall be maintained by the contractor and each subcontractor during the course of the work and preserved for a period of 3 years from the date of completion of the contract for all laborers, mechanics, apprentices, trainees, watchmen, helpers, and guards working at the site of the work. b. The payroll records shall contain the name, social security number, and address of each such employee; his or her correct classification; hourly rates of wages paid (including rates of contrfbu- iions or costs anticipated for bona fide cringe benefits or cash equivalent thereof the types described in Section 1(b)(2)(B) of the Davis Bacon Acl); daily and weekly number of hours worked; deductions made; and actual wages paid. In addition, for Appala- chiancontracts, the payroll records shall contain a notation indicating whether the employee does, or does not, normally reside ih the labor area as defined in Attachment A, paragraph 1. Whenever the Secretary of Labor, pursuant to Section IV, paragraph 3b, has found that the wages of any laborer or mechanic include the amount of any costs reasonably anticipated in providing benefits under a .plan or program described in Section 1(b)(2)(B) of the Davis Bacon Act, the contractor and each subcontractor shall maintain records which show that the commitment to provide such benefits is enforceable, that the plan or program is financially responsible, that the plan or program has been communicated in wdtmg to the laborers or mechanics affected, and show the wst anticipated or the actual cost incurred in providing benefits. Contractors or subcontractors employing apprentices or trainees under approved programs shall maintain wdtlen evidence of the registration of apprentices and trainees, and ratios and wage rates prescribed in the applicable programs. c. Each conlraclor and subcontractor shall furnish, each week in which any contract work is performed, to the SHA resident engineer a payroll of wages paid each of its employees (including apprentices, trainees, and helpers, described in Section IV, para- graphs 4 and 5, and watchmen and guards engaged on work during the preceding weekly payroll period). The payroll submitted shall set out accurately and completely all of the information required to be maintained under paragraph 2b of this Section V. This information may be submitted in any form desired. Optional Form WH-347 js available for this purpose and may be purchased from the Superin- tendent of Documents (Federal stock number 029-005-0014-1 ), U.S. Government Printing Office, Washington, D.C. 20402. The prime conlraclor is responsible for the submission of copies of payrolls by all subcontractors. d. Each payroll submitted shall be accompanied by a "5tale- menl pf Compliance," signed by the contractor or subconlraclor or his/her agent who pays or supervises the payment of the persons employed under the conlracl and shall certify the following: (1) that the payroll for the payroll period contains the information required to be maintained under paragraph 2b of this Section V and that such information is correct and complete; (2) that such laborer or mechanic (including each helper, apprentice, and trainee) employed on the conlracl during the payroll ' period has been paid the full weekly wages earned, without rebate, either directly or indirectly, and that no deductions have been made either directly or indirectly from the full wages earned, other than permissible deductions as sal forth in the Regulations, 29 CFR 3; (3) that each laborer or mechanic has been paid not less that the applicable wage rate and fringe benefits or cash equivalent for the classification of worked performed, as specified in the applicable wage determination incorporated into the contract. e. The weekly submission of a properly executed certification set forth on the reverse side•of Optional Form WH-347 shall satisfy the requirement for submission of the "Statement of Compliance" required by paragraph 2d of this Section V. f. The falsification of any of the above certifications may subject the contractor to civil or criminal prosecution under 18 U.S.C. 1001 and 31 U.S.C. 231. g. The contractor or subcontractor shall make the records required under paragraph Zb of this Section V available for inspec- tion, copying, or transcription by authorized representatives of the SHA, the FHWA, or the DOL, and shall permit such representatives to interview employees during working hours on the job. If the contractor or subconlraclor faits to submit the required records or to make them available, the SHA, the FHWA, the DOL, or all may, after written notice to the contractor, sponsor, applicant, or owner, take such actions as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds. Furthermore, failure to submit the required records upon request or to make such records available may be grounds for debarment action pursuant to 29 CFR 5.12. Vl. RECORD OF MATERIALS, SUPPLIES, AND LA80R 1. On all Federal-aid contracts on the National Highway System, except those which provide solely for the installation of protective devices at railroad grade crossings, those which are constructed on a force account or direct labor basis, highway beautification contracts, and contracts for which the total final construction cost for roadway and bridge is less than $1,000,000 (23 CFR 635) the contractor shall: a. Become familiar with the list of specific materials and supplies contained in Form FHWA-47, "Statement of Materials and Labor Used by Contractor of Highway Construction Involving Federal Funds," prior to the commencement of work under this contract. b. Maintain a record of the total cost of all materials and supplies purchased for and incorporated in the work, and also of the quantities of those specific matenals and supplies listed on Form FHWA-47, and in the units shown on Form FHtNA-47. c. Furnish, upon the completion of the contract, to the SHA resident engineer on Fonn FHWA-47 together with the data required in paragraph 1b relative to materials and supplies, a final labor summary of all conlracl work indicating the total hours worked and the total amount earned. 2. At the prime contractor's option, either a single report covering all contract work or separate reports for the contractor and for each subcontract shall be submitted. VII. SUBLETTING OR ASSIGNING THE CONTRACT 1. The conlraclor shall perform with its own organization contract work amounting to not less than 30 percent (or a greater percentage if specified elsewhere in the contract) of the total original contract price, excluding any specialty items designated by the Stale. Specially items may be performed by subcontract and the amount of any such specially items performed may be deducted from the total original conlracl price before computing the amount of work required to be performed by the contractor's own organization (23 CFR 635). a. "Its own organization" shall be construed to include only workers employed and paid directly by the prime conlraclor and equipment owned or rented by the prime conlraclor, with or without operators. Such term does not include employees or equipment of Form FHWA-1273 (Rev. 3-94) Page 5 a subcontractor, assignee, or agent of the prime contractor b. "Specially Items" shall be construed to be limited to work that requires highly specialized knowledge, abilities, or equipment not ordinarily available in the type of conlraclmg organizations qualified and expected to bid on the contract as a whole and in general are to be limited to minor components of the overall contract. 2. The contract amount upon which the requirements set forth in paragraph 1 of Section VII is computed includes the cost of material and manufactured products which are to be purchased or produced by the contractor under the contract provisions. 3. The contractor shall furnish (a) a competent superintendent or supervisor who is employed by the firm, has full authority to direct performance of the work in accordance with the contract require- ments, and is in charge of all construction operations (regardless of who performs the work) and (b) such other of its own organizational resources (supervision, management, and engineering services) as the SHA contracting officer determines is necessary to assure the performance of the contract. 4. No portion of the contract shall be sublet, assigned or otherwise disposed of except with the written consent of the SHA contracting officer, or authorized representative, and such consent when given shall not be construed to relieve the contractor of any responsibility for the fulfillment of the contract. Written consent will be given only after the SHA has assured that each subcontract is evidenced in writing and that it contains all pertinent provisions and requirements of the prime contract. VIII. SAFETY: ACCIDENT PREVENTION 1. In the performance of this contract the contractor shall comply with all applicable Federal, State, and local laws governing safety, health, and sanitation (23 CFR 635). The contractor shall provide all safeguards, safely devices and protective equipment and take any other needed actions as it determines, or as the SHA contracting officer may determine, to be reasonably necessary to protect the life and health of employees on the job and the safety of the public and to protect property in connection with the performance of the work covered bythe contract. 2. It is a condition of this contract, and shall be made a condition i ~ of each subcontract, which the contractor enters into pursuant to this contract, that the contractor and any subcontractor shall not permit any employee, in performance of the contract, to work in surround- ings or under conditions which are unsanitary, hazardous or danger- ous to his/her health or safely, as determined under construction safely and health standards (29 CFR 1926) promulgated by the ! Secretary of Labor, in accordance with Section 107 of the Contract Work Hours and Safety Standards Acl (40 U.S.C. 333). 3. Pursuant to 29 CFR 1926.3, it is a condition of this contract that the Secretary of Labor or authorized representative thereof, shall have right of entry to any Bile of contract performance to inspect or investigate the matter of compliance with the construction safety and health standards and to carry out the duties of the Secretary under Section 107 of the Contract Work Hours and Safety Standards Act (40 U.S.C. 333). IX. FALSE STATEMENTS CONCERNING HIGHWAY PROJECTS In order to assure high quality and durable construction in confor- mity with approved plans and specifications and a high degree of reliability on statements and representations made by engineers, contractors, suppliers, and workers on Federal-aid highway projects, it is essential that all persons concerned with the project perform their functions as carefully, thoroughly, and honestly as possible. Willful falsification, distortion, or misrepresenlalion with respect to any facts related to the project is a violation of Federal law. To prevent any misunderstanding regarding the seriousness of These and similar acts, the following notice shall be posted on each Federal-aid highway project (23 CFR 635) in one or more places where it is readily available to all persons concerned with the project: NOTICE TO ALL PERSONNEL ENGAGED ON FEDERAL-AID HIGHWAY PROJECTS 18 U.S.C. 1020 reads as follows "Whoever, being an officer, agen(, or employee of the United States, or of any Sfafe or Territory, or whoever, whether a person, association, firm, or corporation, knowingly metres any false state- ment, false representation, or false report as to the character, qualify, quantity, orcosl of the material used or to be used, or the quantity or quality of the work perlonned or to be performed, or the cost thereof in connection with the submission of plans, maps, specifications, contracts, or costs of construction on any highway or related project submitted /or approval to the Secretary of Transportation; or Whoeverknowingly makes any false statement, false representa- tion, false report or false claim with respect to the character, quality, quantity, or cost of any work performed or to be performed, or materials fumished or to be furnished, in connection with the construction o/ any highway or related project approved by the Secretary of Transportation; or Whoeverknowinglymakesony false statement orfalse representa- tion as to material /act in any statement, certificate, or report submitted pursuant to provisions of the Federal-aid Roads Act approved July 1, 1916, (39 Stat. 355), as amended and supple- mented; Shall be fined riot more that $f 0, 000 br imprisoned not more than 5 years orboth." X. IMPLEMENTATION OF CLEAN AIR ACT AND FEDERAL WATER POLLUTION CONTROL ACT (Applicable to all Federal-aid construction contracts and to all related subcontracts of $100,000 or more.) By submission of this bid or the execution of this contract, or subcontract, as appropriate, the bidder, Federal-aid construction contractor, or subcontractor, as appropriate, will be deemed to have stipulated as follows: 1. Thal any facility that is or will be utilized in the performance of this contract, unless such contract is exempt under the Clean Air Acl, as amended (42 U.S.C. 1857 et se as amended by Pub.L. 91-604j, and under the Federal Water o lotion Control Act, as amended (33 U.S.C. 1251 et se ., as amended by Pub.L. 92-500), Executive Order 11738, and regulations in implementation thereof (40 CFR 15) is not listed, on the dale of contract award, on the U.S. Environmental Protection Agency (EPA) List of Violating Facilities pursuant to 40 CFR 15.20. 2. That the firm agrees to comply and remain in compliance with all the requirements of Secl'wn 114 of the Clean Air Act and Section 308 of the Federal Water Pollution Control Acl and all regulations and guidelines listed thereunder. 3. Thal the firm shalt promptly notify the SHA of the receipt of any communication from the Director, Office of Federal Activities, EPA, indicating that a facility that is or will be utilized for the contract is under consideration to be listed on the EPA Lisl of Violating Facilities. 4. Thal the firm agrees to include or cause to be included the requirements of paragraph 1 through 4 of this Section X in every nonexempt subcontract, and furtheragrees to take such action as the government may direct as a means of enforcing such requirements. XI. CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY AND VOLUNTARY EXCLUSION 1. Instructions for Certification -Primary Covered Transac• tions: (Applicable -o all Federal-aid contracts - 49 CFR 29) a. By signing and submitting this proposal, the prospective primary partiapant is providing the certification set out below. b. The inability of a person io provide the certification set out below will not necessarily result in denial of parlicipalion in this covered lransaclion. The prospective participant shall submit an explanation of why it cannot provide the certification set out below. The certification or explanation will be considered in connection with the department or agency's delerminalion whether to enter into this transaction. However, failure of the prospective primary participant to furnish a certification or an explanation shall disqualify such a person from parlicipalion in this transaction. c. The certification in this clause is a material representation of fact upon which reliance was placed when the department or agency determined to enter into this lransaclion. If it is later deler- mined thafthe prospecliveprimary participaniknowingly rendered an eroneous certification, in addition to other remedies available to the Federal Government, the deparlrnenl or agency may terminate this Paget Form FFIWA-1273 (Rev. 3-94) transaction for cause of default. d. The prospective primary participant shall provide immediate written notice to the department or agency to whom this proposal is submitted if any time the prospective primary participant learns that its certification was erroneous when submitted or has become erroneous by reason ofchanged circumstances. e. The terms "covered Iransaclion," "debarred," "suspended," "ineligible," "lower tier covered transaction," "participant," "person," "primary covered transaction," "principal,""proposal," and "voluntarily excluded," as used in this clause, have the meanings set out in the Definitions and Coverage sections of rules implementing Executive Order 12549. You may contac! the department or agency to which this proposal is submitted for assistance in obtaining a copy of Ihose regulations. t. The prospective primary participant agrees by submitting this proposal that, should the proposed covered transaction be entered info, i! shall not knowingly enter into any lower tier covered transac- tion with a parson who is debarred, suspended, declared ineligible, or voluntarily excluded from pariicipalion in this covered transaction, unless authorized by the department or agency entering into this transaction. g. The prospective primary participant further agrees by submitting this proposal that it will include the clause tilled "Certifica- tion Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transaction;' provided by the department or agency entering into this covered transaction, without modification, in all lower tier covered transactions and in all solicila- tionsfor lower tier covered transactions. h. A participant in a covered transaction may rely upon a certification of a prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered Iransaclion, unless if knows that the certification is erroneous. A participant may decide the method and frequency by which it determines the eligibility of its principals. Each participant may, but is not required to, check the nonprocurement portion of the "Lists of Parties Excluded From Federal Procurement or Nonprocurement Programs" (Nonprocurement Listj which is compiled by the General Services Administration. i. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. j. Except for transactions authorized under paragraph i of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to olherremedies available -o the Federal Government, the department or agency may terminate this transaction for cause or default. Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Primary Covered Transactions 1. The prospective primary participant certifies to the best of its knowledge and belief, that it and lls principals: a. Are not presently debarred, suspended, proposed far debarment, declared ineligible, or voluntarily excluded from covered transactions by any Federal department or agency; 6. Have not within a 3-year period preceding this proposal been convicted of or had a civiljudgement rendered against them for commission o(fraud or a criminal offense in connection with obtain- ing, attempting to obtain, or performing a public (Federal, Slate or local) Iransaclion or contract-under a public transaction; violation of Federal or Slate antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property; c. Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State or local) with commission of any of the offenses enumerated in paragraph 1b of this certification; and d. Have not within a 3-year period preceding this applica- tion/proposal had one or more public transactions (Federal, Stale or local) terminated for cause or default. 2. Where the prospective primary participant is unable to certify to any of the statements in this cerlificabon, such prospective participant shall attach an explanation to this proposal. 2. Instructions for Certification -Lower Tier Covered Transac- tions: (Applicable to all subcontracts, purchase orders and other lower tier transactions of $25,000 or more - 49 CFR 29) a. By signing and submitting this proposal, the prospective lower tier is provrdrng the certification set out below. b. The certification in this clause is a material representation of fact upon which reliance was placed when this transaction was entered into. If it is later determined that the prospective lower tier participant knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the depart- ment, or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment. c. The prospective lower tier participant shall provide immedi- ate•written notice to the person to which this proposal is submitted if at any lime the prospective lower tier participant teams that its certification was erroneous by reason of changed circumstances. d. The terms "covered transaction," "debarred," "suspended," "ineligible," "primary covered transaction," "parlicipanl," "person," "principal," "proposal," and "voluntarily excluded," as used in this clause, have the meanings set out in the Definitions and Coverage sections of rules implementing Executive Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a copy of those regulations. e. The prospective lower tier participant agrees by submitting this proposal that, should the proposed covered lransaclion be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the department or agency with which this transaction originated. f. The prospective lower tier parlicipanl further agrees by submitting this proposal Thal it will include this clause tilled "Certifica- tion Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transaction," without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions. g. A parlicipanl in a covered Iransaclion may rely upon a certification of a prospective participant in a lower tier covered lransaclion that is not debarred, suspended, ineligible, or voluntarily excluded lrom the covered lransaclion, unless it knows Ihal the certification is erroneous. A parlicipanl may decide the method and Form FhIWA-1273 (Rev. 3-94) Pape 7 frequency by which it determines the eligibility of its principals. Each parlicipanl may, but is not required to, check the Nonprocuremenl List. h. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of parlicipanl is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. I. Except for transactions authorized under paragraph a of these instructions, if a parlicipanl in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies available to the Federal Government, the department or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment. Certification Regarding Debarment, Suspension, ineligibility and Voluntary Exclusion-Lower Tier Covered Transactions: 1. The prospective lower tier participant certifies, by submission of this proposal, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or volun- tarilyexcluded from participation in this transaction by any Federal department or agency. 2. Where the prospective lower tier participant is unable to certify to any of the statements in this certification, such prospective parlicipanl shall attach an explanation to this proposal. Page 0 XII. CERTIFICATION REGARDING USE OF CONTRACT FUNDS FOR LOBBYING (Applicable to all Federal-aid construction contracts and to all related subcontracts which exceed $100,000 - 49 CFR 20) 1. The prospective participant certifies, by signing and submitting this bid or proposal, to the best of his or her knowledge and belie(, that: a. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. b. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or en employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, "Disclosure Form io Report Lobbying," in accordance with its instructions. 2. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered info. Submission of this certification is a prerequisite tormaking or entering into this transaction imposed by 31 U.S.C. 1352. Any person who faits to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. 3. The prospective participant also agrees by submitting his or her bid or proposal that he or she shall require that the language of this ceriificaiion be included in all tower tier subcontracts, which exceed $100,000 and that all such recipients shall certify and disclose accordingly. Form FHWA-1273 (Rev. 3-94) ATTACHMENT A - EMPLOYMENT PREFERENCE FOR APPALACHIAN CONTRACTS (Applicable to Appalachian contracts only.) 1. During the performance of this contracl,lhe contractor under- taking to do work which is, or reasonably may be, done as on-site work, shall give preference io qualified persons who regularly reside in the labor area as designated by the DOL wherein the contract work is situated, or the subregion, or the Appalachian counties of the Slate wherein the contract work is situated, except: a. To the extent that qualified persons regularly residing in the area are not available. 6. For the reasonable needs of the contractor to employ supervisory or specially experienced personnel necessary to assure an efficient execution of the contract work. c. For the obligation of the contractor to otter employment to present or former employees as the result of a lawful collective bargaining contract, provided that the number of nonresident persons employed under this subparagraph 1 c shall not exceed 20 percent of the total number of employees employed by the contractor on the conlracl work, except as provided in subparagraph 4 below. 2. The contractor shall place a job order with the Stale Employ- ment Service indicating (a) the ciassificalions of the laborers, mechanics and other employees required to perform the contract work, (b) the number of employees required in each classification, (c) the dale on which he estimates such employees will be required, and (d) any other pertinent information required by the Stale Employ- ment Service to complete the job order form. The job order may be placed with the Stale Employment Service in writing or by telephone. If during the course oithe conlracl work, the information submitted by the contractor in the original job order is substantially modified, he shall promptly notify the State Employment Service. 3. The contractor shall give full consideration to all qualified job applicants referred to hirn by the Stale Employment Service. The contractor is not required to grant employment to anyjob applicants who, in his opinion, are not qualified to perform the classification of work required. 4. If, within 1 week following the placing of a job order by the conlraclorwith the Slate Employment Service, the State Employment Service is unable to refer any qualified job applicants to the contrac- tor, or less than the number requested, the State Employment Service will forward a certificate to the contractor indicating the unavailability of applicants. Such certificate shalt be made a pert of the contractor's permanent project records. Upon receipt of this certificate, the contractor may employ persons who do not normally reside in the labor area to fill positions covered by the certificate, notwithstanding the provisions of subparagraph 1c above. 5. The contractor shall include the provisions of Sections 1 through 4 of this Attachment A in every subcontract for work which is, or reasonably may be, done as on-site work. Form FHWA-1273 (Rev. 3-9~) eagee -- :-~.:_.v: a.~-u:... _-.: : r . _u :x-:-x--: ..- - lF• -^- in~•:-:f.-}?x-l'F-~--t• ~ :iC{;:Lii-:--•:-:-h i _,_ o-..-- ::::ae';~{ -._-:-:.:.,--:,.L.-.}:,x. L•• • •-- - - l ':N ~.- : {_.: }. :: .::{_:?{:M-?v.L{:•:ti;-ii:ii-n~:•i: "~'i.-;~-:}~-.-::=-:;-_•.r_ DATE MM DD WW j - -•---- 10 2008 :.- } >; „~ : : : ~{ h ,,:::-,-,}> x- - {~,..c~v;{- 09 iii?f:0: '? ~:~?L" }-iL"- {-• }- •~ny: -- ~' f- - ' --.-:--'v ----- ------}a~{--- - - -•---- - {.. : - ----- - - • . v -- - y - +S . + : - -- - J - - - rn- - v - - vv?-..~-...v ~-~ . -. --:.w:.--:.r:-1 -.:-::--.---- PRODUCER Aon Risk Services, Inc. of Massachusetts TffiS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY One Federal Street AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER TffiS Boston MA 02110 USA CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. INSURERS AFFORDING COVERAGE NAIC# PHONE- 866 283-7122 FAX- 847 953-5390 INSURED INSUREAA American Zurich Ins Co 40142 F, Camp Dresser & McKee inc. INSURER B: Zurich American ins Co 16535 ONE CAMBRIDGE PLACE 50 HAMPSHIRE STREET INSURER C: Lloyd's of London 0005Fi ~ CAMBRIDGE MA 021390000 USA INSURER D: INSURER E: O x ..:::;~.-;N;:;,n}::: ::~~;<:~.LL}~.:.---:~->:}.:--.Lr;~=;~:.:{v:~_<Lf_}::~:~:;.:;~},:z::: r ....>;:~-;:L:~::;}:<_:t:}}:-:;:;->.r{:~:;s:-<} - v}:~~- - THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THIi INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIltEtvffiNT, TERM OR CONDTTION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY TAE POLICIES DESCRIBED HHREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIIviS. LIMITS SHOWN ARE AS REQUESTED INSR LTR INS TYPE OF INSURANCE POLICY NUMBER POLICY EFFECT POLICY EXPIRATION LIMITS DATE(MM~DD\YY) DATE(MM~DD\YY) B ERALLIABILTTY GLO8 3 766 3 2 12 Ol/Ol/OS 01/01/09 EACH OCCURRENCE 51,000,000 X COMMERCIAL GENERAL LIABILITY ~ DAMAGE TO RENTED S 100, 000 CLAIMS MADE O C PREMISES (Ea occvrmice) ® C UR one Person PERSONAL&ADV INJURY S1, 000,000 ~ a GENERAL AGGREGATE S2 , O00 , O00 r^ri GEN'L AGGREGATE LMIf APPLIES PER : ^ POLICY ® PRO- ~ I.OC PRODUCTS - ODMP/OP AGG S2 , 000 , 000 M p JECC B AUTOMOBILELIABII,ITY BAP837663112 01/01/08 01/01/09 ANY AUTO COMBINED SINGLE LMIf (Ea aaident) 51, 000 , 000 O Z ALL OWNED AUTOS SCHEDULED AUTOS / ////~ ~/' ~~/ r ~ BODILY INJURY C Per Peroon) y u / / HIRED AUTOS NON OWNED AUTOS ~ ' / ~ /' //~~ e// BODILY INJURY (Per acdderd) V ~ PROPERTY DAMAGE (Peracode~) GARAGE LIABILITY AUTO ONLY - EA ACCIDENT ANY AUTO OTHER THAN EA ACC AUTO ONLY AGG EXCESS /UMBRELLA LAAB[LITY EACH OCCURRENCE ^ OCCUR ^ CLAIMS MADE AGGREGATE DEDUCTiBLE e RETENTION WORKERS COMPENSATION AND EMP ' WC X C STATU- OTH- LOYERS LL9B[LTIY E.L. EACH ACCIDENT S1, 000,000 ANY PROPRIETOR/PARTNER/EXECUTIVE OFF[CER/MEMBEREXCLUDED7 E.L. DISEASE-EA EMPLOYEE 51,000,000 Ifyes,de~cribeunderSPECL4LPROVISIONS below E.L. DISEASE-POLICY LIMIT 51,000,000 ~ QK0801367 orHER 01/01/08 Per c aim use 1,000,000 gg g 51 A re ate usD 000 000 - Archit&eng Prof , , ~~ DESCRIPTION OF OPERATIONS/LOCATIONSNEHICLES/EXCLUSIONS ADDED BY ENDORSEMENT/SPECIAL PROVISIONS Sob Description: For Emergency Disaster Debris Monitorin services of Miami Beach is added as an Cit g . y Additional insured in regards to General Liability policy. ~ ic~ f: .: - JF •-"---" \} : - .rl -.2=. v. - C • ~ L}~%~r{-3^fy - ..x -.N.-:'?:: w.. _ _ .....:v.:.:: .:::..::.:::::::::.:..v:•:yv_.vvv::x:X:v::::fi:u:::}}}:_}}:iL-.}}:r-:}i}:;.}'.}}}}}Y•:}^: a}:--::t- --- .... .. - - -..:::::::::::::::::s:: .: o : -{:-: c•:- --`Lw-Ji:-..}.:Lkxv{-2:~ -:-.-' }` City of Miami Beach >~ 1700 Convention Center Drive SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL .. Ml aml Beach FL 33139 USA 30 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO DO SO SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE INSURER ITS AGENTS OR REPRESENTATIVES. '~ ~~"~''~O'0i~"° ~~r" _ AUTHORIZED REPRESENTATNE ~ ------------- :r - v •- •tivi-. r-- ..:... v.:-uw}ri .--rY::i~3 -::}v v{'vt+-:v-•:ti 3}-: xx.: .:.Lv {•:.v.{•: ^:}:..:::}:+-•{.s.s :_li.}}: {r}:{:{i.:• -n: •}:: r-v}i: -----••-- - >s~