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Agreement between City of Miami Beach and Tetra Tech Zo 2� 3 2.1 (o DocuSgn Envelope ID:B 17DF2F2-50F2-420E-BB22-E278DC986511 _ JUN 2 1 2024 • Contract No.24-021-0I PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF MIAMI BEACH • AND TETRA TECH, INC. FOR DISASTER DEBRIS MONITORING SERVICES PURSUANT TO RFP-2024-021-ND iti" -- 1 2024 This Professional Services Agreement("Agreement") is entered into this ..._("Effective Date"), between the CITY OF MIAMI BEACH, FLORIDA, a,municipal corporation organized and existing under the laws of the State of Florida, having its principal offices at 1700 Convention Center Drive, Miami Beach, Florida, 33139 (the "City"), and TETRA TECH, INC., a Delaware Corporation, whose address is 3475 E. Foothill Boulevard, California 91107 ("Contractor"). • SECTION 1 DEFINITIONS Agreement: This Agreement between the City and Contractor, including any exhibits and amendments thereto. • City Manager: The chief administrative officer of the City. City Manager's Designee: The City staff member who is designated by the City Manager to administer this Agreement on behalf of the City. The City Manager's designee shall be the Public Works Department Director. 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. Services: All services, work and actions by the Contractor performed or undertaken pursuant to the Agreement. Fee: Amount paid to the Contractor as compensation for Services. Proposal Documents: Proposal Documents shall mean City of Miami Beach RFP No. 2024-021- ' ND for DISASTER DEBRIS MONITORING SERVICES together with all amendments thereto, issued by the City in contemplation of this Agreement RFP, and the Contractor's proposal in response thereto ("Proposal"), all of which are hereby incorporated and made a part hereof;provided, however, that in the event of an express conflict between the Proposal Documents and this Agreement, the following order of precedent shall prevail: this Agreement; the RFP, and the Proposal.Federal Documents are located in RFP, Appendix E. Citywide Procedure No. 16 06 Procurement Requirements for Federally Funded Grants and • DocuSign Envelope ID:B170F2F2.50F2-420E-8822-E278DC966511 Contract No.24-021-01 Projects, or as amended: and Bid Submittal Questionnaire Sections 9 and 10. 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. 26724; and fax number(305)673-7529. • SECTION 2 SCOPE OF SERVICES 2.1 TETRA TECH, INC (the "Contractor) shall serve as the PRIMARY Contractor and shall provide the work and services described in Exhibit"A" hereto(the"Services"). 2.2 In consideration of the Fee the City will pay.to the Contractor, the Contractor shall provide the work and Services described in Exhibit"A"hereto. Although Contractor may be provided with a schedule of the available hours to provide its Services, the City shall not control nor have the right to control the hours of the Services performed by the Contractor; where the Services are performed (although the City will provide Contractor with the appropriate location to perform the Services); when the Services are performed, including how many days a week the Services are performed; how the Services are performed, or any other aspect of the actual manner and means of accomplishing the Services provided. Notwithstanding the foregoing, all Services provided by the Contractor shall be performed in accordance with the terms and conditions set forth in Exhibit "A" and to the reasonable satisfaction of the City Manager. If there are any questions regarding the Services to be performed, Contractor should contact the following person: Bradford Kaine Public Works Division Director 1700 Convention Center Drive Miami Beach, FL 33139 (305) 673-7000 2.3 Contractor's Services and any deliverables incident thereto shall be completed in accordance with the timeline and/or schedule in Exhibit"A" hereto. SECTION 3 TERM The term of this Agreement ("Term") shall commence upon execution of this Agreement by all parties hereto(the Effective Date set forth on p. 1 hereof)and shall have an initial term of three (3) years with one (1) two-year renewal term, to be exercised at the City Manager's sole option and discretion, by providing Contractor with written notice of same no less than thirty(30) days prior to the expiration of the initial term. 2 DocuSign Envelope!D:B i 7DF2F2-50F2-420E-B822-E278DC986511 • Contract No, 24•021-UI Notwithstanding the Term provided herein, Contractor shall adhere to any specific timelines, schedules, dates, and/or performance milestones for completion and delivery of the Services, as same is/are set forth in the timeline and/or schedule referenced in Exhibit "A" hereto. • SECTION 4 • FEE 4.1 In consideration of the Services to be provided, Contractor shall be compensated in accordance with the Cost Proposal attached hereto as Exhibit "B". Contractor shall be awarded and compensated for all work through individual Contractors Service Order (CSO) (Exhibit "C") issued for a particular project, on a "Lump Sum" or "Not To Exceed" fee for provision of the services, or portions thereof, as may be set forth and described in the CSO subject to negotiation between the,City and Contractor. Notwithstanding the proceeding, the total fee paid to Contractor pursuant to this Agreement shall be subject to funds availability approved through the City's budgeting process. 4.2 Payment for work completed by the Contractor shall be invoiced on a monthly basis, commencing with the first day of the month following the first full month of service. (a) Travel and per diem costs incurred by the Contractor, or any employees/subcontractors of the Contractor, during the term of this Agreement shall be • paid by the Contractor. The City will not pay any travel or per diem costs incurred by the • Contractor. (b) Other than the rates described herein, the Contractor shall not be entitled to payment or expenses, fees, or other costs incurred at any time and in any connection with the performance of work under this Agreement, except for pass-through tipping fees. (c) Any Contractor or subcontractor that is identified on the List of Parties Excluded from Federal Procurement and Non-procurement Programs shall not be authorized to perform services as outlined in the Scope of Services and the said Contractor/subcontractor shall not be paid for any services. 4.3 Any reimbursable expenses must be authorized in advance, in writing by the City Manager or corresponding Department's Director. Invoices or vouchers for reimbursable expenses shall be submitted to the corresponding Department's Director (along with any supporting receipts and other backup material required to support the amount invoiced and as requested by the corresponding Department's Director). Contractor shall certify as to each such invoice and/or voucher that the amounts and items claimed as reimbursable are "true and correct and in accordance with the Agreement." Only actual amounts incurred and paid requiring proof of payment by the Contractor shall be invoiced without any markups and or • additions. Reimbursable shall be approved in accordance with Citywide Procedure 03.02 or as amended. 3 DocuSign Envelope ID:B17DF2F2-5OF2-420E-BB22-E278DC986511 Contract No.24-021-01 4.4 INVOICING All invoices are subject to pre-audit verification and the City's approval prior to payment. Contractor must provide the information described below and any other information reasonably requested by the City to support the work performed. a. The Contractors must sign all invoices, and each type of work must be invoiced separately. b. Releases of lien, if applicable, must be submitted within invoices. c. Contractor must remit all invoices and supporting information to: Accounts Payable: Payables(n),miamibeachfl.gov A paper copy of each invoice must be provided, and electronic copies also may be required. d. Contractor must submit invoices to the City regularly and at least once every thirty (30) days. Each invoice shall include copies of the Operational Reports as indicated in Section A3.5(h) of the RFP and daily logs, if applicable. e. Invoices must be detailed and include information such as employees' position, the employee's hourly rate, the actual work, and the tasks performed. The hourly rates • must not exceed the rates on Exhibit"8" attached hereto. SECTION 5 TERMINATION • 5.1 TERMINATION FOR CAUSE • If the Contractor shall fail to fulfill in a timely manner, or otherwise violates, any of the covenants, agreements, or stipulations material to this Agreement, the City, through its City Manager, shall thereupon have the right to terminate this Agreement for cause. Prior to exercising its option to terminate for cause, the City shall notify the Contractor of its violation of the particular term(s) 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 may terminate this Agreement without further notice to Contractor. Upon termination, the City shall be fully discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. Notwithstanding the above, the 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 be entitled to bring any and all legal/equitable actions that it deems to be in its best interest in order to enforce the City's rights and remedies against Contractor. The City shall be entitled to recover all costs of such actions, including reasonable •. attorneys' fees. 5.2 TERMINATION FOR CONVENIENCE OF THE CITY THE CITY MAY ALSO, THROUGH ITS CITY MANAGER, AND FOR ITS CONVENIENCE AND WITHOUT CAUSE, TERMINATE THE AGREEMENT AT ANY 4 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E2.78DC986511 Contract No.24-021-01 • TIME DURING THE TERM BY GIVING WRITTEN NOTICE TO CONSULTANT OF SUCH TERMINATION; WHICH SHALL BECOME EFFECTIVE WITHIN THIRTY (30) DAYS FOLLOWING RECEIPT BY THE .CONSULTANT OF SUCH NOTICE. ADDITIONALLY, IN THE EVENT OF A PUBLIC HEALTH, WELFARE OR SAFETY CONCERN, AS DETERMINED BY THE CITY MANAGER, IN THE CITY MANAGER'S SOLE DISCRETION, THE CITY MANAGER, PURSUANT TO A VERBAL OR WRITTEN NOTIFICATION TO CONSULTANT, MAY IMMEDIATELY SUSPEND THE SERVICES UNDER THIS AGREEMENT FOR A TIME CERTAIN, OR IN THE ALTERNATIVE, TERMINATE THIS AGREEMENT ON A GIVEN DATE. IF THE AGREEMENT IS TERMINATED FOR CONVENIENCE BY THE CITY, CONSULTANT SHALL BE PAID FOR ANY SERVICES SATISFACTORILY PERFORMED UP TO THE DATE OF TERMINATION; FOLLOWING WHICH THE CITY SHALL BE DISCHARGED FROM ANY AND ALL LIABILITIES, DUTIES,AND TERMS ARISING OUT OF, OR BY VIRTUE OF, THIS AGREEMENT. 5.3 TERMINATION FOR INSOLVENCY The City also reserves the right to terminate the Agreement in the event the 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 5.2. SECTION 6 • INDEMNIFICATION AND INSURANCE REQUIREMENTS 6.1 INDEMNIFICATION Contractor agrees to indemnify, defend and hold harmless the City of Miami Beach and its officers, employees, agents, and contractors, from and against any and all actions (whether at law or in equity), claims, liabilities, losses, and expenses, including, but not limited to, attorneys' fees and costs, for personal, economic or bodily injury, wrongful death, loss of or damage to • property, which may arise or be alleged to have arisen from the negligent acts, errors, omissions or other wrongful conduct of the Contractor, its officers, employees, agents, contractors, or any other person or entity acting under Contractor's control or supervision, in connection with, related to, or as a result of the Contractor's performance of the Services pursuant to this Agreement. 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 Contractor expressly understands and agrees that any insurance protection required by this Agreement or otherwise provided by the Contractor shall in no way limit the Contractor's responsibility to indemnify, keep and save harmless and defend the City or its officers, employees, agents and instrumentalities as herein provided. The parties agree that one percent (1%) of the total compensation to 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. The provisions of this Section 6.1 and of this indemnification shall survive termination or expiration of this Agreement. 5 DocuSign Envelope ID:B17DF2F2-50F2-420F4B822-E278 C985511 Contract No.24-02 1-01 6.2 INSURANCE REQUIREMENTS 6.3 The Contractor shall maintain the below required insurance in effect prior to awarding the agreement and for the duration of the agreement. The maintenance of proper insurance coverage is a material element of the agreement and failure to maintain or renew coverage may be treated as a material breach of the contract, which could result in withholding of payments or termination of the Agreement. A. Workers' Compensation Insurance for all employees of the Contractor as required by Florida Statute Chapter 440 and Employer Liability Insurance with a limit of no less than$1,000,000 per accident for bodily injury or disease. Should the Contractor be exempt from this Statute, the Contractor and each employee shall hold the City harmless from any injury incurred during • performance of the Contract. The exempt contractor shall also submit (i) a written statement detailing the number of employees and that they are not required to carry Workers' Compensation insurance and do not anticipate hiring any additional employees during the term of this contract or(ii)a copy of a Certificate of Exemption. B. Commercial General Liability Insurance on an occurrence basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than$1,000,000 per occurrence,and$2,000,000 general aggregate. C. Automobile Liability Insurance covering any automobile, if Contractor has no owned automobiles, then coverage for hired and non-owned automobiles, with limit no less than $1,000,000 combined per accident for bodily injury and property damage. D. Professional Liability (Errors & Omissions) Insurance appropriate to the Contractor's • profession, with limit no less than $2,000,000. 6.4 Additional Insured — City of Miami Beach must be included by endorsement as an additional insured with respect to all liability policies (except Professional Liability and Workers' Compensation)arising out of work or operations performed on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations and • automobiles owned, leased, hired or borrowed in the form of an endorsement to the Contractor's insurance. 6.5 Notice of Cancellation — Each insurance policy required above shall provide that coverage shall not be cancelled, except with notice to the City of Miami Beach c/o EXIGIS Insurance Compliance Services. 6.6 Waiver of Subrogation — Contractor agrees to obtain any endorsement that may be necessary to affect the waiver of subrogation on the coverages required. However, this provision applies regardless of whether the City has received a waiver of subrogation endorsement from the insurer. 6.7 Acceptability of Insurers — Insurance must be placed with insurers with a current A.M. Best rating of A:VII or higher. If not rated, exceptions may be made for members of the Florida Insurance Funds (i.e. FWCIGA, FAJUA). Carriers may also be considered if they are licensed and authorized to do insurance business in the State of Florida. 6.8 Verification of Coverage—Contractor shall furnish the City with original certificates and amendatory endorsements, or copies of the applicable insurance language, effecting coverage 6 DocuSign Enve!ope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Contract N o. 24-021-0 I required by this contract. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor's obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance =. policies,including endorsements,required by these specifications, at any time. CERTIFICATE HOLDER ON ALL COI MUST READ: CITY OF MIAMI BEACH do EXIGIS Insurance Compliance Services P.O. Box 947 Murrieta, CA 92564 Kindly submit all certificates of insurance, endorsements, exemption letters to our servicing • agent, EXIGIS, at: Certificates-miamibeach(¢?riskworks.com 6.9 Special Risks or Circumstances — The City of Miami Beach reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. Compliance with the foregoing requirements shall not relieve the vendor of his liability and obligation under this section or under any other section of this agreement SECTION 7 LITIGATION JURISDICTIONNENUE/JURY TRIAL WAIVER This Agreement shall be construed in accordance with the laws of the State of Florida. This Agreement shall be enforceable in Miami-Dade County, Florida, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for the enforcement of same shall lie in Miami-Dade County, Florida. By entering into this Agreement, Contractor and the City expressly waive any rights either party may have to a trial by jury of any civil litigation related to or arising out of this Agreement. SECTION S LIMITATION OF CITY'S LIABILITY The City desires to enter into this Agreement only if in so doing the City can place a limit on the City's liability for any cause of action, for money damages due to an alleged breach by the City of this Agreement, so that its liability for any such breach never exceeds the sum of $10,000. Contractor hereby expresses its willingness to enter into this Agreement with Contractor's recovery from the City for any damage action for breach of contract to be limited to a maximum amount of$10,000. • Accordingly, and notwithstanding any other term or condition of this Agreement, Contractor hereby agrees that the City shall not be liable to the Contractor for damages in an amount in • 7 DocuSign Envelope ID:817DF2F2-50F2-420E-B822-E278DC986511 CO tract b.o. 24-021.0 I excess of $10,000 for any action or claim for breach of contract arising out of the performance or non-performance of any obligations imposed upon the City by this Agreement. • Nothing contained in this section or elsewhere in this Agreement is in any way intended to be a waiver of the limitation placed upon the City's liability, as set forth in Section 768.28, Florida Statutes. SECTION 9 DUTY OF CARE/COMPLIANCE WITH APPLICABLE LAWS/PATENT RIGHTS; COPYRIGHT; AND CONFIDENTIAL FINDINGS 9.1 DUTY OF CARE With respect to the performance of the Services contemplated herein, Contractor shall exercise that degree of skill, care, efficiency and diligence normally exercised by reasonable persons and/or recognized professionals with respect to the performance of comparable work and/or services. 9.2 COMPLIANCE WITH APPLICABLE LAWS In its performance of the Services, Contractor shall comply with all applicable laws, ordinances, and regulations of the City, Miami-Dade County, the State of Florida, and the federal • government, as applicable. 9.3 PATENT RIGHTS; COPYRIGHT; CONFIDENTIAL FINDINGS Any work product arising out of this Agreement, as well as all information specifications, processes, data and findings, are intended to be the property of the City and shall not otherwise be made public and/or disseminated by Contractor, without the prior written consent of the City Manager, excepting any information, records etc. which are required to be disclosed pursuant to Court Order and/or Florida Public Records Law. • All reports, documents, articles, devices, and/or work produced in whole or in part under this Agreement are intended to be the sole and exclusive property of the City, and shall not be subject to any application for copyright or patent by or on behalf of the Contractor or its employees or sub-consultants, without the prior written consent of the City Manager. SECTION 10 GENERAL PROVISIONS 10.1 AUDIT AND INSPECTIONS Upon reasonable verbal or written notice to Contractor, and at any time during normal business hours (i.e. 9AM — 5PM, Monday through Fridays, excluding nationally recognized holidays), and as often as the City Manager may, in his/her reasonable discretion and judgment, deem necessary, there shall be made available to the City Manager, and/or such representatives as the City Manager may deem to act on the City's behalf, to audit, examine, 8 DocuSign Envelope ID:B17DF2F2-50F2-420E-81322-E278DC986511 Contract No.24-021.01 and/ or inspect, any and all other documents and/or records relating to all matters covered by • this Agreement. Contractor shall maintain any and all such records at its place of business at the address set forth in the"Notices°section of this Agreement. 10.2 INSPECTOR GENERAL AUDIT RIGHTS (A) Pursuant to Section 2-256 of the Code of the City of Miami Beach, the City has established the Office of the Inspector General which may, on a random basis, perform reviews, audits, inspections and investigations on all City contracts, throughout the duration of said contracts. This random audit is separate and distinct from any other audit performed by or on behalf of the City. (B) The Office of the Inspector General is authorized to investigate City affairs and • • empowered to review past, present and proposed City programs, accounts, records, • contracts and transactions. In addition, the Inspector General has the power to subpoena witnesses, administer oaths, require the production of witnesses and monitor City projects and programs. Monitoring of an existing City project or program may • include a report concerning whether the project is on time, within budget and in • conformance with the contract documents and applicable law.- The Inspector General shall have the power to audit, investigate, monitor, oversee, inspect and review operations, activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal) submittals, activities of the Contractor, its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. Pursuant to Section 2-378 of the City Code, the City is allocating a percentage of its overall annual contract expenditures to fund the activities and operations of the Office of Inspector General. (C) Upon ten (10) days written notice to the Contractor, the Contractor shall make all requested records and documents available to the Inspector General for inspection and copying. The Inspector General is empowered to retain the services of independent private sector auditors to audit, investigate, monitor, oversee, inspect and review operations activities, performance and procurement process including but not limited to project design, bid specifications, (bid/proposal)submittals,activities of the Contractor its officers, agents and employees, lobbyists, City staff and elected officials to ensure compliance with the contract documents and to detect fraud and corruption. (D) The Inspector General shall have the right to inspect and copy all documents and records in the Contractor's possession, custody or control which in the Inspector General's sole judgment, pertain to performance of the contract, including, but not limited to original estimate files, change order estimate files, worksheets, proposals and agreements from and with successful subcontractors and suppliers, all project-related correspondence, memoranda, instructions, financial documents, construction documents, (bid/proposal) and contract documents, back-change documents, all documents and records which involve cash, trade or volume discounts, insurance 9 DocuSign Envelope ID:B170F2F2-50F2-420E-BB22-E278DC986511 Contract No.24-021-01 proceeds, rebates, or dividends received, payroll and personnel records and supporting documentation for the aforesaid documents and records. (E) The Contractor shall make available at its office at ail reasonable times the records, materials, and other evidence regarding the acquisition (bid preparation) and performance of this Agreement, for examination, audit, or reproduction, until three (3) years after final payment under this Agreement or for any longer period required by statute or by other clauses of this Agreement. In addition: If this Agreement is completely or partially terminated, the Contractor shall make available records relating to the work terminated until three (3) years after any resulting final termination settlement; and ii. The Contractor shall make available records relating to appeals or to litigation or the settlement of claims arising under or relating to this Agreement until such appeals, litigation, or claims are finally resolved. (F) The provisions in this section shall apply to the Contractor, its officers, agents, employees, subcontractors and suppliers. The Contractor shall incorporate the provisions in this section in all subcontracts and all other agreements executed by the Contractor in connection with the performance of this Agreement. (G) Nothing in this section shall impair any independent right to the City to conduct audits or investigative activities. The provisions of this section are neither intended nor shall they be construed to impose any liability on the City by the Contractor or third parties. 10.3 ASSIGNMENT,TRANSFER OR SUBCONSULTING Contractor shall not subcontract, assign, or transfer all or any portion of any work and/or service under this Agreement without the prior written consent of the City Manager, which consent, if given at all, shall be in the Manager's.sole judgment and discretion. Neither this Agreement, nor any term or provision hereof, or right hereunder, shall be assignable unless as approved pursuant to this section, and any attempt to make such assignment (unless approved) shall be void. 10.4 PUBLIC ENTITY CRIMES Prior to commencement of the Services, the Contractor shall file a State of Florida Form PUR 7068, Sworn Statement under Section 287.133(3)(a) Florida Statute on Public Entity Crimes with the City's Procurement Division. 10.5 NO DISCRIMINATION In connection with the performance of the Services, the Contractor shall not exclude from participation in, deny the benefits of, or subject to discrimination anyone on the grounds of race, color, national origin, sex, age, disability, religion, income or family status. Additionally, Contractor shall comply fully with the City of Miami Beach Human Rights Ordinance, codified in Chapter 62 of the City Code, as may be amended from time to time, 10 DocuSign Envelope ID:1317DF2F2-50F2-420E-8822-E278DC986511 ff Contract No.24-021-O t prohibiting discrimination in employment, housing, public accommodations, and public services on account of actual or perceived race, color, national origin, religion, sex, intersexuality, gender identity, sexual orientation, marital and familial status, age, disability, ancestry, height, weight, domestic partner status, labor organization membership, familial situation, or political affiliation. 10.6 CONFLICT OF INTEREST Contractor herein agrees to adhere to and be governed by all applicable Miami-Dade County Conflict of Interest Ordinances and Ethics provisions, as set forth in the Miami-Dade County Code, as may be amended from time to time: and by the City of Miami Beach Charter and Code, as may be amended from time to time; both of which are incorporated by reference as if fully set forth herein. Contractor covenants that it presently has no interest and shall not acquire any interest, directly or indirectly, which could conflict in any manner or degree with the performance of the Services. Contractor further covenants that in the performance of this Agreement, Contractor shall not employ any person having any such interest. No member of or delegate to the Congress of the United States shall be admitted to any share or part of this Agreement or to any benefits arising therefrom. 10.7 CONSULTANT'.S COMPLIANCE WITH FLORIDA PUBLIC RECORDS LAW (A) Contractor shall comply with Florida Public Records law under Chapter 119, Florida Statutes, as may be amended from time to time. (B) The term "public records"shall have the meaning set forth in Section 119.011(12), which means all documents, papers, letters, maps, books, tapes, photographs, films, sound recordings, data processing software, or other material, regardless of the physical form, characteristics, or means of transmission, made or received pursuant to law or ordinance or in connection with the transaction of official business of the City. (C) Pursuant to Section 119.0701 of the Florida Statutes, if the Contractor meets the definition of"Contractor' as defined in Section 119.0701(1)(a), the Contractor shall: (1) Keep and maintain public records required by the City to perform the service; (2) Upon request from the City's custodian of public records, provide the City with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes or as otherwise provided by law; (3) Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed, except as authorized by law, for the duration of the contract term and following completion of the Agreement if the Contractor does not transfer the records to the City; (4) Upon completion of the Agreement, transfer, at no cost to the City, all public records in possession of the Contractor or keep and maintain public records required by the City to perform the service. If the Contractor transfers all public records to the City upon completion of the Agreement, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. if the Contractor keeps and maintains public records upon completion of the Agreement, the Contra;i,".or shall 11 • DacuSign Envelope ID:0170F2F2-50F2-420E-B822•E2780C986511 jI 3 ' Contract No.24-021-0 meet all applicable requirements for retaining public records. All records stored electronically must be provided to the City, upon request from the City's custodian of public records, in a format that is compatible with the information technology systems of the City. (D) REQUEST FOR RECORDS; NONCOMPLIANCE. (1) A request to inspect or copy public records relating to the City's contract for services must be made directly to the City. If the City does not possess the requested records, the City shall immediately notify the Contractor of the request, • and the Contractor must provide the records to the City or allow the records to be inspected or copied within a reasonable time. (2) Contractor's failure to comply with the City's request for records shall constitute a breach of this Agreement, and the City, at its sole discretion, may: (1) unilaterally terminate the Agreement; (2) avail itself of the remedies set forth under the Agreement; and/or(3)avail itself of any available remedies at law or in equity. (3) A Contractor who fails to provide the public records to the City within a reasonable time may be subject to penalties under s. 119.10. (E) CIVIL ACTION. (1) If a civil action is filed against a Contractor to compel production of public records relating to the City's contract for services, the court shall assess and award against the Contractor the reasonable costs of enforcement, including reasonable attorneys' fees. if: a. The court determines that the Contractor unlawfully refused to comply with the public records request within a reasonable time; and b. At least 8 business days before filing the action, the plaintiff provided written • • notice of the public records request, including a statement that the Contractor has not complied with the request, to the City and to the • Contractor. (2) A notice complies with subparagraph (1)(b) if it is sent to the City's custodian of public records and to the Contractor at the Contractor's address listed on its contract with the City or to the Contractor's registered agent. Such notices must • be sent by common carrier delivery service or by registered, Global Express Guaranteed, or certified mail, with postage or shipping paid by the sender and with evidence of delivery, which may be in an electronic format. (3) A Contractor who complies with a public records request within 8 business days after the notice is sent is not liable for the reasonable costs of enforcement. (F) IF THE CONSULTANT HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONSULTANT'S DUTY TO PROVIDE PUBLIC RECORDS • RELATING TO THIS AGREEMENT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: CITY OF MIAMI BEACH ATTENTION: RAFAEL E. GRANADO, CITY CLERK 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139 12 DecoSign Envelope ID:B17DF2F2-50F2-420E-B822-E2788C988511 Contract Ntt.24-U21-01 E-MAIL: RAFA LGRANA O I I EACHFL.GOV PHONE: 305-673-7411 10.8 FORCE MAJEURE (A) A"Force Majeure"event is an event that (i) in fact causes a delay in the performance of the Contractor or the City's obligations under the Agreement, and (ii) is beyond the reasonable control of such party unable to perform the obligation, and (iii) is not due to an intentional act, error, omission, or negligence of such party, and (iv) could not have reasonably been foreseen and prepared for by such party at any time prior to the occurrence of the event. Subject to the foregoing criteria, Force Majeure may include events such as war, civil insurrection, riot, fires, epidemics, pandemics, terrorism, sabotage, explosions, embargo restrictions, quarantine restrictions, transportation • accidents, strikes, strong hurricanes or tornadoes, earthquakes, or other acts of God which prevent performance. Force Majeure shall not include technological impossibility, • inclement weather, or failure to secure any of the required permits pursuant to the • Agreement. • (B) If the City or Contractor's performance of its contractual obligations is prevented or • delayed by an event believed by to be Force Majeure, such party shall immediately, upon learning of the occurrence of the event or of the commencement of any such delay, but in any case within fifteen (15) business days thereof, provide notice! (i) of the occurrence of event of Force Majeure, (ii) of the nature of the event and the cause • thereof, (iii)of the anticipated impact on the Agreement, (iv)of the anticipated period of the delay, and (v) of what course of action such party plans to take in order to mitigate the detrimental effects of the event. The timely delivery of the notice of the occurrence of a Force Majeure event is a condition precedent to allowance of any relief pursuant to this section; however, receipt of such notice shall not constitute acceptance that the event claimed to be a Force Majeure event is in fact Force Majeure, and the burden of proof of • the occurrence of a Force Majeure event shall be on the requesting party. (C) No party hereto shall be liable for its failure to carry out its obligations under the Agreement during a period when such party is rendered unable, in whole or in part, by Force Majeure to carry out such obligations. The suspension of any of the obligations under this Agreement due to a Force Majeure event shall be of no greater scope and no • longer duration than is required. The party shall use its reasonable best efforts to continue to perform its obligations hereunder to the extent such obligations are not affected or are only partially affected by the Force Majeure event, and to correct or cure the event or condition excusing performance and otherwise to remedy its inability to perform to the extent its inability to perform is the direct result of the Force Majeure event with all reasonable dispatch. (D) Obligations pursuant to the Agreement that arose before the occurrence of a Force Majeure event, causing the suspension of performance, shall not be excused as a result of such occurrence unless such occurrence makes such performance not reasonably possible. The obligation to pay money in a timely manner for obligations and liabilities which matured prior to the occurrence of a Force Majeure event shall not be subject to the Force Majeure provisions. 13 DocuSign Envelope ID:8170F2F2-50F2-420E-8822-E2780C986511 Contract No.24-021-0 I (E) Notwithstanding any other provision to the contrary herein, in the event of a Force Majeure occurrence, the City may, at the sole discretion of the City Manager, suspend the City's payment obligations under the Agreement, and may take such action without regard to the notice requirements herein. Additionally, in the event that an event of Force Majeure delays a party's performance under the Agreement for a time period • greater than thirty (30) days, the City may, at the sole discretion of the City Manager, terminate the Agreement on a given date, by giving written notice to Contractor of such termination. If the Agreement is terminated pursuant to this section, Contractor shall be paid for any Services satisfactorily performed up to the date of termination; following which the City shall be discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this Agreement. In no event will any condition of Force Majeure extend this Agreement beyond its stated term. 10.9 E-VERIFY (A) Contractor shall comply with Section 448.095, Florida Statutes, "Employment Eligibility" ("E-Verify Statute"), as may be amended from time to time. Pursuant to the E-Verify Statute, commencing on January 1, 2021, Contractor shall register with and use the E- Verify system to verify the work authorization status of all newly hired employees during the Term of the Agreement. Additionally, Contractor shall expressly require any subconsultant performing work or providing services pursuant to the Agreement to likewise utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the subconsultant during the contract Term. If Contractor enters into a contract with an approved subconsultant, the subconsultant must provide the Contractor with an affidavit stating that the subconsultant does not employ, contract with, or subcontract with an unauthorized alien. Contractor shall maintain a copy of such affidavit for the duration of the Agreement or such other extended period as may be required under this Agreement. (B) TERMINATION RIGHTS. (1) If the City has a good faith belief that Contractor has knowingly violated Section 448.09(1), Florida Statutes, the City shall terminate this Agreement with Contractor for cause, and the City shall thereafter have or owe no further obligation or liability to Contractor. (2) If the City has a good faith belief that a subconsultant has knowingly violated the foregoing Subsection 10.9(A), but the Contractor otherwise complied with such subsection, the City will promptly notify the Contractor and order the Contractor to immediately terminate the Agreement with the subconsultant. Contractor's failure to terminate a subconsultant shall be an event of default under this Agreement, entitling City to terminate the Contractor's contract for cause. (3) A contract terminated under the foregoing Subsection (B)(1) or (B)(2) is not in breach of contract and may not be considered as such. (4) The City or Contractor or a subconsultant may file an action with the Circuit or County Court to challenge a termination under the foregoing Subsection (B)(1)or (B)(2) no later than 20 calendar days after the date on which the contract was terminated. (5) If the City terminates the Agreement with Contractor under the foregoing Subsection (B)(1), Contractor may not be awarded a public contract for at least 1 • year after the date of termination of this Agreement. (6) Contractor is liable for any additional costs incurred by the City as a result of the 14 DocuSign Envelope ID:817DF2F2-50F2-420E-8822-E278DC986511 1 • Contract No.24-021-01 termination of this Agreement under this Section 10.9. SECTION 11 NOTICES • Until changed by notice, in writing, all such notices and communications shall be addressed as follows: TO CONSULTANT: TETRA TECH, INC. Att: Jonathan Burgiel 2301 Lucien Way, Suite 120 Maitland, FL 32751 Ph: 321-441-8500 Email: contracts(a�tetratech.com fi TO CITY: Public Works Division Director Attn: Bradford Kaine 1700 Convention Center Miami Beach, FL 33139 Ph: 305-673-7000 Email: BradfordKaineQmiamibeachfl.ciov All notices mailed electronically to either party shall be deemed to be sufficiently transmitted. SECTION 12 MISCELLANEOUS PROVISIONS 12.1 CHANGES AND ADDITIONS This Agreement cannot be modified or amended without the express written consent of the parties. No modification, amendment, or alteration of the terms or conditions contained herein shall be effective unless contained in a written document executed with the same formality and of equal dignity herewith. 12.2 SEVERABILITY If any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement shall not be affected and every other term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law. 12.3 WAIVER OF BREACH A party's failure to enforce any provision of this Agreement shall not be deemed a waiver of such provision or modification of this Agreement. A party's waiver of any breach of a provision 15 DecuSign Envelope ID:817DF2F2-50F2-420E-BB22-E278DC986511 Contract No.24-021-01 of this Agreement shall not be deemed a waiver of any subsequent breach and shall not be construed to be a modification of the terms of this Agreement. 12.4 JOINT PREPARATION The parties hereto acknowledge that they have sought and received whatever competent advice • and counsel as was necessary for them to form a full and complete understanding of all rights and obligations herein and that the preparation of this Agreement has been a joint effort of the parties, the language has been agreed to by parties to express their mutual intent and the resulting document shall not, solely as a matter of judicial construction, be construed more severely against one of the parties than the other. •• 12.5 ENTIRETY OF AGREEMENT The City and Contractor agree that this is the entire agreement between the parties. This Agreement supersedes all prior negotiations, correspondence, conversations, agreements or understandings applicable to the matters contained herein, and there are no commitments, agreements or understandings concerning the subject matter of this Agreement that are not contained in this document. Title and paragraph headings are for convenient reference and are not intended to confer any rights or obligations upon the parties to this Agreement. [REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK] • • 16 DocuSign Envelope ID•1317DF2F2-50F2.420E-aB22-E278DC98651I Contract No.23.021.01 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their appropriate officials,as of the date first entered above. FOR CITY: CITY OF MIAMI BEACH, FLORIDA ATTEST: By: !Med 10111— Rafael . Granado, City Clerk Rickelle Williams, Interim City Manager -UN Date: APPROVED AS TO FORM&LANGUAGE FOR CONSULTANT: &FOR EXECUTION Alttai • 94* TETRA TECH,INC. City Attorney .•• Date Jonathan Burgiel,Business Unit President =e Print Name and Title rrr" =1N(ORP RATED' 5/29/2024 ' c►1 26 Date: _....,—. 17 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 EXHIBIT A SCOPE OF SERVICES The RFP together with Exhibit A hereto, is hereby incorporated as the Scope of the Services. 3.1 Detailed Plan to Accomplish Required Services Project. Urnoel"st.ancing The City of Miami Beach is a coastal hub in Miami-Dade County, spanning just over 15 square miles as a home to more than 82,000 people. Situated on barrier islands between the Atlantic Ocean and Biscayne Bay, Miami Beach is susceptible to hurricanes and tropical storms. We have planned for a comprehensive approach to disaster debris monitoring to plan for, respond to, and recover from the potential of tidal flooding, hurricanes, and other disaster events.Our understanding extends to the City's critical role in regional tourism, accounting for over half of the visitors to Miami-Dade County,and the significance of timely recovery operations to support the City's rapid recovery. Tetra Tech has carefully reviewed the scope of work requested in the request for proposal (RFP) and can assure the City that we have the experience,understanding,and knowledge to successfully perform all aspects of the scope of work.We have been selected as an incumbent provider for disaster debris monitoring services for Miami Beach, and are grateful for the opportunity to continue our partnership. Tetra Tech implements a best practices approach to disaster debris monitoring when planning for and responding to debris-generating events. Our capabilities and methodology to drive a successful project for the City of Miami Beach include: ct..... ri Continuous Coordination and Communication with City Officials and Stakeholders:A dedicated project management team will be appointed to coordinate with the City throughout the year, not just during times of activation. Immediate Response Capabilities:Tetra Tech has disaster recovery personnel and 22 0....) offices throughout the state and utilizes an immediate response staffing and logistics plan that follows the Incident Command System (ICS) structure,allowing the City to return to the business of running day-to-day operations. • Focus on Hiring Locally:Tetra Tech focuses on hiring and training local residents, benefiting the local economy,and reducing mobilization and transportation costs. Ci) Project Transparency and Real-time Reporting:Our proprietary RecoveryTracTM' automated debris management system (ADMS) technology, provides detailed reporting systems and mapping capabilities that are available in real-time to the City and tailored to the City's data needs. Al Maximum Reimbursement for the City:Tetra Tech's stringent quality assurance program and adherence to reimbursement agency requirements for eligibility, documentation,and reimbursement that will help the City receive and retain the maximum reimbursement allowed following a disaster. 't TETRA TECH rab 3 2 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.2 Detailed Plan for Operating Debris Monitoring Projects RecovervTracTM Automatc- c Debris Management System • a Y Y j ; atm.,.. i Our team has spent years on research and development to streamline the debris collection documentation k .. process, with a focus on minimizing the cost to our clients while . • improving the visibility of debris project operations. RecoveryTrac' - �` ADMS is the result of these efforts.RecoveryTrac'"'ADMS is a scalable and fully featured disaster management application designed to address the operational challenges faced during a disaster recovery project. Our proprietary RecoveryTrac'"ADMS technology was validated by the U.S.Army Corps of Engineers(USACE) in 2015 and again in 2023. The system provides real-time collection of data and offers multiple solutions to data management,reporting,invoice reconciliation,and project controls that cannot be achieved with a paper-based program. Tetra Tech has implemented RecoveryTrac'"'ADMS technology on our last 200 FEMA PA-eligible projects.On these projects,our clients and FEMA found this state-of-the-art technology to increase efficiency and improve the management of debris removal efforts. Tetra Tech's RecoveryTracr" ADMS system is regarded as the #1 debris tracking system in the industry for the following reasons: • Most Broadly Tested ADMS in the Industry—RecoveryTrac''ADMS is a proven system that has been used to execute the largest USACE activations involving ADMS technology,including the State of California NORCAL Fire response and the State of Georgia Hurricane Michael statewide activations. During simultaneous response to Hurricanes Harvey and Irma in 2017, Tetra Tech deployed approximately 6,000 ADMS devices to collect and manage data for over 100 projects. No other system has tracked and documented as much debris as RecoveryTrac". • Stable and Secure ADMS System — RecoveryTrac'" ADMS is the industry leader in secure data systems. The RecoveryTrac'""system is securely hosted in the Microsoft Azure Government high-availability,cloud-based data center with restricted access and transaction-level auditing. The database is continually backed up and immediately replicated to an off-site location. The database is geospatially based and is maintained and synchronized with the reporting database in near real-time to maximize system performance, availability, and security. • Unmatched Flexibility to Meet the Needs of Any Client—The system is designed to be fully customizable and allows for multiple data collection methods to streamline the debris collection documentation process with a focus on minimizing the cost to our clients and improving the visibility and transparency of debris project operations. • Unrestricted by Hardware — Because RecoveryTrac'" ADMS utilizes readily available hardware, there are no restrictions to the amount of ADMS units our team can provide. Our team stocks thousands of units and can expand to fit any client's needs,including multiple simultaneous activations. 'b TETRA TECH Tab 3 3 • DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Benefits of RecoveryTa c' ADMS RecoveryTrac`"'ADMS Key Facts Ability to Respond. Combined with the on-hand inventory of thousands of handheld devices and the ability to rapidly procure • Owned and operated by Tetra Tech additional equipment through preferred vendor relationships,the City • Thousands of mobile units on-hand and can rely on our mobilization strategy for zero-day activations in disasters ready for state-wide multi-district covering large areas with little or no-notice. The on-hand inventory mobilizations can be on-site and ready to use within 24 hours of a notice to • Meets USACE specifications for proceed, and additional needs can be met quickly (in most cases, 72 electronic debris monitoring handhelds hours or less). • Real-time situation awareness of field Simple and Intuitive.A key foundation of our mobilization strategy is resources and efficient direction to the ability to quickly hire and train local residents and begin debris support priorities removal operations.The mobile application is simple to understand and • Real-time GIS web services for EOC intuitive, allowing most users to begin using the device once the information and visualization systems standard monitor training is completed. • Capable of collecting data regardless of cellular service Cost-Effective. RecoveryTraci" ADMS combines the advantage of • Automated photograph and GPS automation and the desire of our customers to control costs by utilizing capture widely available commercial equipment and increasing the simplicity of • Provides reports and pass map tracking operations. in real-time Reliable and Stable. Based on the Android operating system, • Minimizes chance of fraud through real- RecoveryTrac' ADMS is secure and reliable. This minimizes the time monitoring interruptions in field operations due to technical difficulties and reduces • Minimizes data entry and human error the number of support personnel required to maintain the system. • Expedites invoice reconciliation Technical Support. RecoveryTrac'"" ADMS is designed to be self- repairing when possible; most support needs are resolved by field supervisors who are able to reach field monitors within 15-30 minutes in most cases. In addition, we have dedicated technicians at disposal sites and provide a field service center to maintain and repair equipment. Truck Tracking.Our system is capable of providing real-time location data for debris hauler assets.This translates into the ability to manage assets to those hardest hit locations or distribute assets more evenly based on issues such as first-pass completion,traffic patterns,and hot spots. Real-Time,Customized Reporting.The key to successful management of a debris project is the timely availability of relevant information needed to make sound decisions and respond to anomalies before they become issues.Our powerful reporting engine allows the user to monitor contractor performance,track damages,track street-by-street debris removal progress, and identify and resolve potential problems as they happen. The geospatial reporting systems within RecoveryTraci'provide real-time information that raises the bar for post-disaster project management. 't TETRA TECH 4 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 The RecoveryTrac7M Process The steps of the RecoveryTracT"ADMS process are as follows: 1. TRUCK CERTIFICATION 2. COLLECTION MONITORING -ahr;hauler truck,are cer# ladtii,A a Field monitors scan the truck Climb using handheld devices.A certification form to open a control certification form is printed with111P4111 ticket.and record waypoints as the unique bar code,and pravided �� truck is loaded. 5. DISPOSAL SITE RECEIVING •�e ..w ' to the driver and debris site/tower manitar. 4, LOAD TICKET DATA t The cantrrl ticket is givrn to the driver and taken to the OlviS,where ' As the truck proceeds to the III it is scanned by the site monitor.The `1 disposal site,collection data is site monitor confirms truck,debris uploaded to the server,and type,and enters the load call. utilizing Look Ahead,the ticket information is sent to the " disposal monitor before the 3. LOAD TICKET CREATION truck arrives. , Once the truck is full,the monitor 0 0 0 . ° ni,:\ .N selects the debris type,and scans • the control ticket to assign a load number. r- II - . , ) ,,,,,_ , .,. - 6. DISPOSAL DATA UPLOAD -"', . " ' The disposal tG K. .s printer',the data is uploaded to the system, where it can be utilized for real-time reporting. .....ram ."..,." Even when there is no cellular connection,the handheld devices continue to operate in connected mode;however,the data is stored on the device until a data connection is restored.The device periodically searches for this connection,and when services are device automatically uploads the stored ticket data. �'b TETRA TECH Tab 3 1 5 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 RecoveryTracT" ADIV1S Features Tetra Tech brings significant experience and understanding in the Our operational and data experience with design and build of disaster debris removal data management disaster debris monitoring, combined with systems that offer data collection, storage, sharing, analysis, and the best GIS and data professionals in the reporting. industry,results in top-shelf solutions to the Because of our previous experience,we have several ready-to- most complicated data and tracking use components already built and ready to deploy. These needs. components can be quickly repurposed saving time and cost while ensuring field work starts quickly.Some examples of these existing capabilities and tools include: Services: • RTIRecoveryTracDeb-isAuditData RT2020(FeatureServer) • K ReccveryTiac DetrIVAKKOata RT2024(MapServer) • RT,'RecoveryTrac DebeisRemova:Data RT2020(FeatureServer) • RTiReccvervTrac DebrisRemava?Data RT2020(MapServer) Industry standard ArcGlS Feature Services delivers • RTrRecovery'rac Monitutt.ocations vl(MapServer) • RTIRT2018 PI-Q.1=BaundaryData vl(FeatureServer) RecoveryTrac'' ADMS data and serves as foundational • RTrRT2o18 Prgital oundaryData vi(MapServer) building block for the applications. • RT/RT2018 PrQJectZoneData vl(FeatureServer) • RTIRT2018 ProjectZoreData vi(MapServer) • RTiRT2018 SiteObservationsincidentData vi(FeatureServer) • RT/RT2018 5iteObservaticnslncidentData vi(MapServer) • RTiRT2020 PrgjectZoreData vi(FeatureServer) • RTIRT2020 PrujectZoneData vl(MapServer) +xr..ans •�cstaw+ev - Initial Work Surveys document results of initial _ surveys to quickly collect,display,and summarize data ' into actionable operations planning. This data, "v ` including photographs, can be used to organize and deploy resources to improve speed and efficiency of =4"— the operation. • Work lists and optimized routes can be generated by • the RecoveryTrac'""system.As the routes are completed, the locations are marked complete. it)TETRA TECH Tab 3 6 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 The Driving Distance Analysis tool is used to calculate estimated distance and drive time based on . � :,• the existing road network.This planning tool is used as a parameter to design the shortest route, work list planning,and other operational factors. Legend 20 we Radius .,., 89 M^e Radius The Standardized ROW Grid Index layout is available -- in several formats,including GIS Mapping applications, mobile data collection apps,and hard copy maps. 1 t Map segment areas are configurable for size and allow attribute modification for tasks, including contractor, quality,and safety review tasks. r i k An automation tool built to validate routes taken to TDSRS/TDMS. When a vehicle enters a checkpoint 't buffer area,the position record is annotated as passing the checkpoint.Route maps can be created,along with custom reporting as specified by operational requirements. •21 Legend • CnecK Rant • TRICK Ruute Cneck Font Buffer • Fleet tracking data provides complete route Legend information.The data can be made available to show • r .3— live tracking or view route history. Transportation l analysis services are available, or data exports can be provided for City of Miami Beach requests. TETRA TECH Tab 3 17 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.3 Plan for Operations Management Project Management Principles Tetra Tech's project management principles include five critical pillars: transparency, resources, compliance, efficiency,and mitigation. Transparency:Maintaining visibility of the project's contractual scope,prioritization,schedule,budget,and cost areas. Real-time data sharing creates a common operating platform and allows the City,its debris removal contractors,and our team to access the same accurate information,which markedly improves their ability to execute efficiently. Resources: Ensuring availability and proper distribution of staff and erui m-nt. We are committed to providing a p: .. consistent and coordinated project team We have never failed to respond to a client, regardless of the size of to perform the scope of work upon activation. the project. Our resources include the largest pool of qualified Our project team will dedicate themselves to environmental and disaster recovery professionals in the nation. the City's needs throughout the year,not just during times of activation. Compliance: Maximizing reimbursement funding as well as documenting and managing potential issues. Tetra Tech's RecoveryTrac'ADMS enables consistency,efficiency,and compliance in the documentation process.Tetra Tech field teams strictly adhere to funding agency requirements with up-to-the-minute awareness of changes in legislation, in-process quality controls, and guidance from our leadership team. As a result, the City benefits from maximum potential for reimbursement. Efficiency:Keeping pace with scheduled goals and milestones throughout project work. We maintain the industry's largest staff of disaster professionals to facilitate immediate mobilization.RecoveryTrac''ADMS reports real-time data,and our QA/QC team checks documentation as work is being completed.The City will have real- time access to data and can geospatially visualize work activities, whether in our system or as an export to your own system. Throughout project execution, Tetra Tech project managers monitor and adhere to project timelines and milestones to ensure pace with the City's expectations. Mitigation:Identifying risks,managing the project risk matrix,and documenting risks encountered. Tetra Tech provides a unique understanding of the various critical functions of debris monitoring (project management, environmental,logistics,data,grant management,etc.).This experience allows our team members to proactively identify risks,appropriately develop and document mitigation measures,and continually improve. TETRA TECH Tab 3 j 8 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Mobilization Response Timeline Based on Tetra Tech's understanding of the City of Miami Beach and their needs,we 1 have developed a draft mobilization schedule with key project management tasks in +_ Pre-Event Planning chronological order.The timeline is based on a typical activation;however,Tetra Tech _ is prepared to work with the City to adjust the timing of the specific elements below 2 (> Incident Planning to meet the City's needs. `t Prior to an event with warning(such as a hurricane),our team will begin monitoring 3 Q the landfall of any tropical system at H-96 and will coordinate via conference call with e Execution the City.Following an event without warning(such as tornadoes or flooding),Tetra 4 Tech will begin response at H-0. G.) Project Closeout Operational Response Timeline for Debris-Generating Events Time Task Deliverables/Milestones Pre-event Meet with the City to • Conduct annual pre-event meeting with the City and debris contractor (normal review plans and • Review the City's disaster recovery contracts for FEMA compliance conditions) documents • Update critical documents and files,including any GIS files • Contact the City and initiate daily conference call H 96 Review capabilities and • Determine resource requirements from debris model resources • Review the City's emergency policies and contracts • Establish contact with the City's debris hauler and ensure Tetra Tech has the most up to date cop of the debris hauler contract ...... ........ . ...... . __. . • Review possible critical areas of concern,hospitals,major transit systems,historic districts,environmental issues,and critical infrastructure H-72 Execute responsibilities • Review protocols for private property,gated communities,and public drop-off sites and activate contracts • Review TDMS locations and follow up with the State on permitting procedures • Estimate equipment requirements and TDMS capacity to haul and stage debris • Prepare ADMS technology for mobilization • Conduct regular meetings with City staff as requested • Confirm staging location and begin mobilization of resources H-48 Monitor storm track • Mobilize project assets and begin base camp coordination and logistics(food,water, and continue housing,etc.)with the City and Tetra Tech headquarters(if necessary) preparations • Review list of priority roads and the operational plan • Obtain GIS files for municipalities that the City will assist with debris removal • Continue to update and gather updates from the City's debris hauler • Save all critical documents and files to the network drive,USB drive,and laptop hard drive H-24 Prepare final reports • Certify emergency road clearance equipment(in coordination with the City's debris hauler) • Determine emergency road clearance priorities H-0 ARRIVAL OF NOTICE EVENT/INITIATE RESPONSE TO NO-NOTICE EVENT • Receive notice to proceed with not to exceed • Begin emergency push • Maintain time and materials(T&M)logs for push equipment H'+24 Emergency push • Coordinate with the City to conduct preliminary damage assessments and road closures(if requested) • Supervisors report to pre-designated locations and prep staff on project • Begin establishing ADMS infrastructure it TETRA TECH 9 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Time Task Deliverables/Milestones • Begin recruiting and training monitors,project coordinators,and data staff • Initiate opening of TDMS locations • Follow up with State-level environmental regulations on debris permits(if required) • Work with the City to establish public information protocols to respond to concerns and comments • Continue emergency push H+48 Emergency push/ • Continue preliminary damage assessment damage assessment • Develop debris cost estimate required for presidential disaster declaration • Develop operational plan for disaster-specific issues • Refine health and safety plan for disaster-specific issues Disaster debris vehicle • Begin hauling truck certification • Install ADMS tower monitor infrastructure H+72 certification/ • Train monitors on policies,ADMS,and safety site preparation • Open public drop-off sites as requested • Assign monitors to trucks H+96 Begin debris collection • Assign supervisors to monitors monitoring • Hold morning and afternoon meeting with City staff and debris hauler • Implement QA/QC procedures • Continue ROW collection • Address household hazardous waste(HHW)issues(if critical) Right-of-way(ROW) • Issue daily reports/GIS maps Week 1+ debris collection • Hold daily meetings with the City,hauler,and/or State/FEMA as required monitoring • Staff citizens debris management hotline(if requested) • Define supplemental programs required(private roads,HHW)and prepare eligibility request • Provide ADMS reports and real-time monitoring access • Establish client GeoPortal to provide insight into project progress Week 1+ Data management and • Review truck metrics provided by RecoveryTrac'"ADMS invoice reconciliation • Initiate weekly reconciliation • Initial payment recommendations with retainage Reimbursement • Prepare damage/cost estimates Week 1+ support/grant • Compile supporting documentation(debris permits,debris contracts,etc.) administration(FEMA, • Liaise with local FEMA region officers,state-level emergency management NRCS) representatives,U.S.Army Corps of Engineers(USACE),etc. • Waterway debris removal • Private property debris removal(PPDR) • Public drop-off sites Week 2+ Special projects(if • HHW required) • Mud/silt/sand removal(from storm drains,ditches,etc.) • Identify areas of operational concern and make disaster-specific recommendations to FEMA to improve efficiency • Facilitate kickoff meetings with primary stakeholders • Draft a PA work plan Financial recovery • Conclude/review preliminary damage assessments Week 3+ assistance staff • Gather documentation for project worksheet(PW)development engaged(if requested) • Identify opportunities for mitigation • Conduct site visits • Final reconciliation • Retainage release • Release hard copy files Project Document • Provide electronic database completion turnover/closeout • Assist with PW development • Assist the City with long-term reimbursement • Audit assistance • Appeal support if necessary ft TETRA TECH 10 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Safety and Health Standards Tetra Tech's employees are the foundation of our business and protecting them at all work sites is our highest priority. The company subscribes to the philosophy that all occupational incidents can be prevented and that no incident is treated as an acceptable event when we execute our work.To achieve i O C this,the company's health and safety processes are a vital and integral part of our work. Health and safety addressed in our operations and management systems is supported by strong leadership.Tetra Tech's leaders understand their responsibility and accountability to plan for safety and to ensure that safety measures are implemented. Preventing incidents also relies on a management system that regularly evaluates performance and identifies necessary adjustments to target continual improvement. The principal objectives of our program are codified in our written health and safety policy,which is endorsed and regularly monitored by the highest levels of our management team. Industry Metrics for 2023 Health and Safety Performance 0.54 0.24 0.08 US Experience Modification Rate 2022 Enterprise-Wide Total 422 Enterprise-Wide Lost Wor dav,, (EMR)-average industry workers' Recordable Injury Rate( compensation claims 1 y TRIR) iOyderit Rate(LW©IP`- Tetra Tech is committed to workplace safety.As such,a project-specific health and safety plan will be developed for the scope of work. Field staff assigned to the project will be trained on the health and safety plan.Additionally,our project managers have completed the Occupational Safety and Health Administration (OSHA) Disaster Site Worker course and have their 10-hour Construction Safety Certification. 3.4 Temporary Debris Management Site Monitoring Tetra Tech has industry-leading experience assisting local and state governments with locating and permitting TDMS before a disaster event as well as post-disaster.Based on State environmental agency guidelines,TDMS typically require baseline soil testing before use.Following the completion of work at the TDMS,the baseline soil testing is used to verify site remediation is , -100 complete. .> '" - As TDMS are activated,Tetra Tech will provide a minimum of two disposal monitors per site,which may scale depending on site layout and operational needs. The disposal monitors will verify that the debris contractor passes I. - ^ through the TDMS and will verify accurate and complete documentation Several daily audits will be performed by project managers and supervisors to verify that load call data is consistent and accurate.Documentation kept by Tetra Tech TDMS disposal monitors incivaes: • Load Ticket.Documents that debris removal complies with all FEMA requirements. • Disposal Monitor Log.Used as backup documentation as required by FEMA. • Scale Manifest Tickets. For weight-based debris hauling contracts,Tetra Tech will digitize and catalog scale tickets. • Incident Report.Tetra Tech will document property damage,arguments,unsafe practices,and injuries. • Photographic Documentation. Tetra Tech disposal supervisors will photograph a TDMS frequently to create a visual timeline of the site. • QA/QC of Field Tickets.Disposal monitors review and verify collection monitors'work in the field. • T TETRA TECH HU 3 1 1 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Load Call Estimate Examples Lk Example A. The mounded portion of the load offsets the areas where the load drops below the fill line. Because the • load includes light and medium debris,the load percentage estimate is 45 percent. e Example B. The mounded portion of the load offsets the areas where the load drops below the fill line. Because the load includes light and medium debris,the load percentage estimate is 70 percent. Example C. The mounded portion at the front of the load offsets the area in the back where the load drops below the • fill line. Because the load includes light and medium debris, the load percentage estimate is 85 percent. D I -1 Example D. The mounded portion of the load offsets the areas where the load drops below the fill line. Because the • load includes light and medium debris,the load percentage estimate is 95 nerrent Residential Drop-Off Sites Residential drop-off sites can be beneficial by allowing residents to address disaster debris on their property.However,to be eligible by FEMA,the City must verify that only their residents are using the drop-off site and prevent commercial debris contractors from disposing of debris at the residential drop-off site.Tetra Tech can assist the City in monitoring residential drop-off sites and verifying City of Miami Beach residence before a resident unloads debris at the site. Right-of-Way Collection Reporting Our RecoveryTracn"ADMS technology allows the City to view debris collection points,truck locations,monitor locations, damage,incidents,and daily metrics at any given time.The additional geospatial reporting capabilities are made possible through the Tetra Tech approach to field monitoring. At each debris collection point,the field collection monitor marks the waypoint or location of the debris pile to collect GPS coordinates.The map on the following page displays the waypoints associated with each collection ticket issued in the field.The waypoint collection report is updated in real time and can be filtered by date. "h TETRA TECH 12 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Waypoint Collection/Hazardous Tree Maps ." k _ sue It TETRA TECH Tab 3 113 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 An additional feature of our ADMS technology is that each handheld device reports back the location of the device regularly.By leveraging this location information,Tetra Tech can view monitor locations and truck locations in real time, as demonstrated below. Truck Locations Legend •"y-.,`! -.---- -�¢t Truk:.ocatany ._._ a Crew lo(a0on, • ProiM Boondary t` e P 82".P / SF T Ct a �.. f 37 4,.:V .4,1 �..• .xa 4 Y Stumps and Leaners/Hangers Guidance established by FEMA requires supporting photo documentation for each ticket issued for hazardous tree or hanger removal services.The previous standard for monitoring firms was to take supporting photographs with a digital camera and manually associate the photos to each tree ticket. Tetra Tech utilizes ADMS technology to automatically associate photographs for all hazardous tree and hanger removal operations,which eliminates the potentially extensive labor associated with this task. Additionally, our ADMS technology and software are designed to manage photo documentation by compressing and securely storing photos for field validations and audits in real-time.The ability to associate photo documentation to unit rate tickets is critical for FEMA reimbursement,QA/QC,and fraud deterrence. lit)TETRA TECH Tab 3 14 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 As work in the field is completed,the information and supporting photos are uploaded directly to our database for QA/QC checks.A QA/QC manager verifies that the photographs comply with FEMA regulations and that all measurements meet the City's contractual agreement with the contractor. Hazardous Tree Mobile Suite 9fl.A cri# iitputty Bhata , re ( iniammo . ' Real-Time Ticket Report . } Nta. RatelIcket 246 t�8,318 t0i'AM CITY OF IY?Yt NAYfN Pwk Cortador S:bCaM,fwr. :t4Rh7L^i•ARBtY„RLO 3epctisa' JD.'6TFAR CCLL:f:S :'1d'd!�nforml.xn ..,asaniTry! -H4:ARDDIFVW4OERS REMOVAL 3.5;tet,1,9. Aey Eli ER/.#ORD C+0.ac CO la-R Cant 1.02 SLvrane E^dr l fry ABf ive. fy!131B fa 5F AV 6k iAPLrne iNl .t0Et1'Y NARYEY iP3l ICmt fra`px�t 7f7`9,Tetn'iv'�12c • .. ..::z' "1b)TETRA TECH T.:c 3 j 15 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 `' .*,, '''\,, \‘' • 0 Spotlight On. Historic Preservation With Miami Beach's rich history, including the iconic - • - Art Deco Historic District, we appreciate the need to /`"'a.r' '-,v ��, , balance recovery with preservation.As we propose our ' , r ' -..<� Vim,- .. services for disaster debris monitoring, we are \ ; committed to aligning our approach with the city's r 1' , ' Baer rr 'I • .4 historical and environmental considerations. ' � '6 y i3 '� -. Understanding the importance of the Art Deco -'' ;� . .JF architecture and the efforts to protect historic i, '4,4,1 a�' , buildings, we aim to contribute to the City`s resilience = r� �� < '�,,� by seamlessly integrating our disaster recovery efforts _ % ,;%1 with the broader context of Miami Beach's unique j a -�" ' -'� identityand ongoing preservation initiatives. .: . . g g r�7� � � ,i :i .; 3'. Unit Rate Ticket Geoportal Report As monitors complete unit rate tickets for hazardous trees or hangers,their locations are logged and collected.The map below displays locations where hazardous tree or hanger removals were documented in the field.Clicking on the marker allows the user to review the data and photos collected by the field monitor (see example below).The unit rate ticket report is updated in real-time. Unit Rate Ticket Map Cly of Matta*,IA ,.,,, + q. w* * 4 H 0 i Y, 4 0 t " 1 0 , , 4 i* t F***as' }e * 4.4* • °' 4,*# 4' . e.., g g 1 # 4 **4: ( 1 t t =' , F -r '1�J TETRA TECH Tab 3116 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.5 Experience in Disaster Projects and Implementation Strategies As Section 2 of our proposal demonstrates,Tetra Tech has performed more debris monitoring services in the State of Florida than any other firm. For the City of Miami Beach,this means that the City will be partnered with a team that has extensive expertise and first hand experience in the response and recovery to disasters in Florida. From our project manager,Wade Greene,who brings 6 years of experience to the table,to our Senior Management Team,all of whom live in the State,Tetra Tech is prepared to support the City and its unique needs. The following highlights showcase our work in Florida.,which aligns closely with the potential needs of the City of Miami Beach.In Section 1.2,Minimum Qualifications Requirements,we provide evidence of our successful execution of projects with similar scopes.71, Trap Bag Installations in Volusia County: To mitigate further shoreline erosion and improve the elevation following the loss of sand,Tetra Tech installed Trap Bags along the coast in Volusia County following Hurricanes Ian and Nicole. Vessel and Vehicle Recovery in Escambia County and Monroe County: Following Hurricane Wilma,Tetra Tech recovered 450 vessels and vehicles that were damaged and wrecked during the t storm. FDEP Parks and Waterways Cleanup and Recovery: Following Hurricane Idalia, Tetra Tech participated in the cleanup of the waterways and parks in several counties in the Big Bend.As the City of Miami Beach has more than 40 parks and facilities that the public enjoys, Tetra Tech would be prepared and ready to support the cleanup of these public locations. • TETRA TECH Tab 3 I 1 7 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.6 Collaboration with the City Tetra Tech is fully committed to providing the City of Miami Beach with the response and recovery resources that they need,when they need it,every time.Tetra Tech commits to providing the City with a dedicated local project manager,dedicated operational team,preseason preparedness and planning assistance,industry-leading data systems.Tetra Tech understands the importance of accessibility,availability,and effective communication throughout the duration of the Agreement. We prioritize open and consistent communication with our clients,and commit to providing the City of Miami Beach with the following: 1. Accessibility and Availability for Meetings and General Communications:We are committed to being accessible and available for meetings, general communications, coordination, and supervision. Our project manager and operational team will maintain regular communication channels with the City.We will promptly respond to inquiries, provide progress updates,and address any concerns or issues that may arise. 2. Attendance at Pre-Scheduled Meetings:To physically attend pre-scheduled meetings,our dedicated local project manager will make the necessary arrangements to be present. We understand the importance of face-to-face interactions and will prioritize attending meetings in person. 3. Ensuring Accessibility and Availability During the Term of the Agreement: Throughout the term of the agreement,we will establish clear lines of communication and maintain accessibility.Our project manager and project team will be available to address any urgent matters or provide updates promptly.We will ensure that communication channels are open and responsive, utilizing various means such as email, phone calls, and project management software. To maintain a high level of accessibility and responsiveness,we will establish mutually agreed-upon response times for communication,ensuring that inquiries or requests are acknowledged and addressed within specified timeframes. 3.7 Communication Plan We recognize the critical importance of communication during emergency response activities. To facilitate efficient communication with response teams,we will establish the following channels: • Dedicated Contacts:We have designated points of contact within our management team who will liaise directly with the City's designated representatives, including Project Management, relevant agencies,contractors,and the entirety of our Senior Management team. • Regular Updates:We will provide regular updates on the progress of response activities. • 24/7 Communication:We will maintain 24/7 communication capabilities to ensure constant availability in case of emergencies or urgent inquiries. • Communication Protocols:We have pre-established communication protocols that account for different disaster scenarios. These protocols outline the chain of command, reporting structures, and communication frequencies, ensuring that information flows efficiently and effectively in rapidly changing situations.We will develop and share detailed City-specific communication protocols to ensure that all parties are aware of how and when information will be exchanged. '�,TETRA TECH Tab 3 118 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Implementing Communication Protocols We understand that standard communication methods are often compromised during the initial response period of emergency and disaster events, and have implemented a comprehensive communication plan to address these challenges: Redundancy and Backup Emergency Response Mobile Command Centers Systems Protocols We maintain mobile command Recognizing that standard Our communication plan includes centers equipped with communication infrastructure can well-defined emergency response communication capabilities that he vulnerable during disasters,we protocols that are activated when can be deployed to disaster- have integrated redundancy and disaster scenarios disrupt standard affected areas.These units serve as backup communication systems, channels.These protocols central hubs for coordinating including alternative methods such establish alternative personnel and relaying information as satellite and mobile communication routes and between the field and management communication units.These backup prioritize information sharing teams.They are equipped with systems help our teams maintain critical to the safety and high-capacity communication communication even when effectiveness of debris monitoring equipment to support traditional means are compromised operations communication transmissions. Cross-Training and Resilient Collaboration with Local Teams Authorities Regular Testing and Drills Our personnel are cross-tramed collabotation with local various communication methods To validate the effectiveness of our and equipped with multiple authorities,including emergency communication channels,we communication devices to ensure management agencies,law conduct regular testing and drills adaptability in disaster scenaios. enforcement and disaster simulating emergency scenarios. This training includes satellite phone response teams,is a key These exercises help identify usage and communication through component or potential weaknesses and refine mobile apps that function offline communication plan.We our emergency response strategies Tetra Tech s resilient teams are coordinate closely with these to ensure seamless entities,to leverage their capable of self-sufficient communication resources ar,d communication. communication during emergencies. expertise in crisis situations. By taking these measures,we aim to establish robust and adaptable communication channels that can withstand the challenges posed by emergency or disaster scenarios.Our commitment is to maintain transparency,timely updates,and effective communication to ensure the success of emergency and disaster response services, even when standard communication may be compromised. olic Information Tetra Tech is prepared to assist with developing a means for the City to manage inquiries from residents regarding the debris removal process.Tetra Tech has staffed debris hotlines for some of the largest disasters that have impacted the United States and can help the City establish and staff a debris hotline(including supplying equipment,phone lines,etc.) to respond to public inquiries and concerns. I'ii-1 TETRA TECH i,: b 3 119 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Public information for debris operations should focus on two components:safety for handling debris and proper set-out procedures. Many hurricane-related injuries and deaths occur after the incident because citizens do not safely address disaster damage and debris.Some of these deaths and injuries could be avoided if residents were provided timely information on how to safely address disaster-related damage to their homes. Public information for residents should include safety precautions for assessing their damaged homes and operating dangerous equipment to remove debris.In addition to safety instructions, proper set-out procedures are critical to ensure that the City can maximize recycling opportunities,reduce impacts to landfill capacity,and maintain efficient debris removal operations. Public information should include instructions for residents to properly separate their debris streams such as HHW,electric waste, construction and demolition debris, vegetative debris, and white goods. Public information should provide residents with specific instructions for separating and bundling their debris and include any information for citizen drop- off locations. Public messages must meet the needs of the community to ensure all populations receive and understand critical information in a culturally appropriate and effective manner.Tetra Tech will coordinate with the City's public information officer to ensure the correct information regarding debris operations is provided to the public in a format that is accessible to the City's diverse population,in a language all can understand. Call Center Operations Emergency events place tremendous stress on public information centers.Tetra Tech routinely provides call center operations to our clients following natural disaster events.We can deploy a remote call center with trained staff if needed by ,: € ; the City.With our experienced team and advanced technical infrastructure,Tetra 4,, °u Tech can quickly assess needs and provide an end-to-end solution that includes a communications plan, toll-free numbers, operator staffing, call documentation, and reporting.Providing this service allows our clients to focus on the problems at hand while staying connected and responsive to the community's need for information.Tetra Tech has provided these services to communities impacted by •' some of the worst disasters of our time. ••=:'4A ::„rt .,4 Tetra Tech successfully operated a call center for Harris County OHSEM following Hurricane Harvey in 2017 and stood it up within 24 hours of a Notice to Prpceed... We have also provided this service to Osceola and Polk County, FL following Hurricane Irma;and the City of Houston,City of Galveston,Galveston County,and Montgomery County,TX following Hurricane Ike. "�}.�TETRA TECH Tab 3 20 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E2780C986511 Public Outreach In situations where power and internet access are unavailable,traditional methods prove effective.Distributing flyers has been a successful approach,particularly at Points of Distribution (PODs)and partnering businesses such as home repair stores and grocery stores that resume operations after a severe event.In rural areas,the American Red Cross often includes flyers with each hot meal distributed. Additionally, providing flyers to first responders during their morning meeting muster in the initial busy days of an event(including fire,law enforcement,and emergency medical services)enables them to pass them on to individuals they encounter.To enhance visibility and prevent outdated information,it is advisable to print the flyers on brightly colored paper and change the color daily.This way,outdated flyers can be easily identified and replaced with current ones when posted on business doors. Public Information Campaigns Separating Your Debris DEBRIS SEPARATION De rtsshald be pad embolic wMMutbkold g the ro y cis storm drains.;:: Separate debris a+to the sbr categories shown bebw. Do NOT STACK OR LEAN .,-ra '� r PIeongdebrisnearor ontrees,poles,or other structures makes removal difficult This irsdudesfire hydrants and meters NOPIC UNSURE WHERETO PLA(E DEEMS' �r ZEE '�! -• Ifyoudon't Finarea sidewalk, or ublrtyline infront ofyoto „W knY def t :�. hones place&Mos at the edle of your prop.ny before the a,m priced#nm 4,1 the sldewalr toward yanr pr, �will e ' . p ffl 1 irked . lh P w � :+n v an esb a iosf.�as es (® � .arr, aa ea+waxa rw w, zox;+acvar o.rr.c«w.w �'�� '. :�+rt e•rnae Revxa ut^rMY,+^'+rs:gt `' nm< dot .ma twx Prog nsi rJ \� � AFFtJAV(4.. G'✓w)- {xre5i[se.xep, rw[M .NWar=y W'#3TE 4GVpr. 'L VA F;acxs Rae+.�ia:.,uw;a wmx aia ee.Q sar�wrl CtWi.TPt..k TtJCit .Aircondttlanen VEKatTArY[p[HR5 -Brd{drq matedak �x .laoan ya rol Wtln -CXpat .AahXrrs J!4it Ch9E elfM Mtia<X e}K l.:ygtnA p'w!xk € dt � Normal Household bpr) prrvAl Stoves <re+�X uu:fo�el an asrrnatcMw>sm ChrYnrtt Wash •togs rrmrve wadKn bycvs er-esreteci rt,.rowara+s. patier+ce ers+s'A Moroi.,,,. okl Warns �yt.. E tfa.Sn and t+a}gad .Tree brambes moments -WXer heaters as'[mif+di+td MwB vmr tx;xsker is:WCOw h,xn debris Vt ar>j kid!Val Pkanbt q tna htretkfne CUM `tbe(txkad Vp w171 x diar,mr dRM S,Yos .ra•xly�smreri°aesss tsosq cor✓lua to - .rau ao..c:..re t<-oewnore j :fotbsv yv,,nna3 rem,al contat oactsCompEeied • Flyer detailing debris separation and placement guidance for residents. E • rw i w•n.eT.X pl<lraa Wb.mb.Plarrt whece a_< dwrW heyeasta MyDOOA.ler Psek Colhemiontmwe+t isb n►t .ntr, 60. ) Public-facing website detailing - collection information,debris removal who do 1 cau for more irformation9 I status,and more. 'R TETRA TECH Tab 3 1 21 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.8 Compliance with Environmental Regulations Tetra Tech has broad-based expertise with hazardous materials and waste management and compliance assurance spanning more than 30 years for both private and public-sector clients.We have a proven record of helping customers address National Environmental Policy Act compliance, Comprehensive Environmental Response, Compensation, and Liability Act(CERCLA)/Superfund Amendments and Reauthorization Act,Resource Conservation and Recovery Act,Toxic Substances Control Act,Occupational Safety and Health Act,and other federal,state,and local regulations in hazardous materials assessment and hazardous waste management. This expertise has been developed through extensive training and hands-on experience at sites across the United States requiring site investigation, analysis of treatment systems, evaluation of storage and transportation methods, development and implementation of remedial measures,and understanding of and compliance with complex federal and state regulatory requirements. Tetra Tech has evaluated hazardous materials, waste streams, and operating practices for a full range of clients and developed or updated standard protocols,compliance procedures,and regulatory requirements specific to the operation and materials used and produced.Tetra Tech staff has performed compliance evaluations of numerous types of facilities and industries; conducted Phase I, II, and III site assessments and investigations; performed feasibility studies and treatability studies; consulted on waste storage and management activities; and developed training materials and performed staff training for clients.Our work has included environmentally compliant and historically sensitive demolition programs. Additionally,the Tetra Tech team has responded to nearly every major disaster debris-generating event that has affected the continental United States.The table below summarizes the largest events that Tetra Tech has responded to,along with representative clients and projects and the environmental issues that we successfully addressed on behalf of our clients.Tetra Tech is familiar with the actions that must be taken to address debris-related environmental issues. Projects and Environmental Issues Successfully Addressed Event Environmental Issues Successfully Addressed • C&D removal and disposal • HHW removal Hurricane Irma • Endangered species • Waterways FEMA-DR-4337 • Freon removal • White goods •Hurricane Harvey C&D removal and disposal • HHW removal FEMA-DR-4332 • Electronic waste management • White goods • Freon removal • Hazardous spills • Air sampling and Monitoring • Lead based testing California Wildfires . Personal Air Sampling FEMA-DR-4344,FM- • Asbestos • Soil Screening using XRF Technology 5145,FM-5131 • Contaminated ash • Soil Sampling • Hazardous Materials Surveys • TDMS Permitting • TDMS Soil Testing,Closure and Hurricane Isaac • Household Hazardous Waste(HHW) Remediation FEMA-4080-DR Removal • Construction&Demolition(C&D) • E-Waste Removal and Disposal • C&D Removal and Disposal Hurricane Sandy Superfund Sites • Asbestos Abatement and Disposal •FEMA-4086-DR • Wetlands • Endangered and Nongame Species • Sediment Testing • Waste Flow Control t TETRA TECH Tab 3 122 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Event Environmental Issues Successfully Addressed Boulder County • Endangered Species • FEMA-4045-DR g p Waterways Hurricane Irene • TDMS Soil Testing,Closure and • TDMS Permitting FEMA-4019-DR,FEMA- 4024 DR Remediation • C&D Removal and Disposal Bastrop Complex • TDMS Permitting • TDMS Soil Testing,Closure and Wildfire FEMA 4029 DR • Endangered Species Remediation Oklahoma Severe Winter Storms and • TDMS Permitting • TDMS Soil Testing,Closure and Tornadoes • Recycling Remediation FEMA-1876-DR,FEMA- 1917-DR,FEMA-1926-DR Arkansas Severe • TDMS Soil Testing,Closure and Winter Storms • TDMS Permitting FEMA-1819-DR Remediation • Asbestos Abatement and Disposal • TDMS Permitting • RACM Demolitions • TDMS Soil Testing,Closure and Hurricane Ike Remediation • Carcass Removal and Disposal FEMA 1791 DR • White Goods and Freon Removal • Spoiled Food Disposal • HHW Removal and Site Management • C&D Removal and Disposal • Sand Quality Testing and Screening Hurricane Gustav • TDMS Permitting • TDMS Soil Testing,Closure and FEMA-1786-DR • Roadside ditch soil testing Remediation • TDMS Permitting • Waterqualitytesting Hurricane Dolly • TDMS Soil Testing,Closure and FEMA-1780-DR • De-watering and mosquito control Remediation Oklahoma Severe Winter Storms • TDMS Permitting • TDMS Soil Testing,Closure and FEMA-1735-DR Remediation Missouri Severe • TDMS Soil Testing,Closure and Winter Storms • TDMS Permitting FEMA-1676-DR Remediation Buffalo Snow Storms • TDMS Permitting • TDMS Soil Testing,Closure and FEMA-1665-DR Remediation • Asbestos Abatement and Disposal • TDMS Permitting • RACM Demolitions •Hurricane Ike TDMS Soil Testing,Closure and • Carcass Removal and Disposal FEMA-1791-DR Remediation • Spoiled Food Disposal • White Goods and Freon Removal • C&D Removal and Disposal • HHW Removal and Site Management • Sand Quality Testing and Screening • TDMS Permitting • White Goods and Freon Removal Hurricane Wilma • TDMS Soil Testing,Closure and • Spoiled Food Disposal FEMA-1609-DR Remediation • C&D Removal and Disposal • HHW Removal and Site Management • Sand Quality Testing and Screening "�.�TETRA TECH Tab 3 123 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.9 Dedicated Team and Process for FEMA Reimbursement Throughout the course of the hundreds of debris management projects that our staff has administered for state and local governments across the United States,our team has developed a unique understanding of the FEMA organization and other regulatory agencies'policies and procedures.Our team maintains strong relationships with many of the lead federal coordinating officers,debris specialists,Public Assistance(PA)coordinators and officers,and other staff. Our efforts allow clients to maintain their focus on continuing daily operations while relying on us to oversee the management of debris removal operations in compliance with programmatic guidelines and procedures.Additionally, we have supported clients across the state and have successfully helped our clients navigate the Florida Department of Emergency Management reimbursement and closeout process. Our understanding of requirements for eligibility, documentation,and reimbursement has helped our clients obtain over$12 billion in reimbursed costs. The flowchart below illustrates Tetra Tech's approach to the FEMA PA Program lifecycle. Our team has developed documentation processes to capture the data at each step along the way. Site Inspections Transmission to FEMA Scoping& Codes& PW Project Obligation for Permanent Costing Standards Development FEMA via FEMA RFI Negotiation Recondliation Repairs GrantsPortal Support Provide Damage DDD Development& 406 Cat A&B Data Rebuilding Inventory FEMA Reconciliation Determinations Collection Obtain Determinations Additional Concurrence& Provide Data 406/428 Approval Specifications/ Reviews and Approval,Decision Making:Alternate/Improved,Mitigation Decision Data on Facility Recommendations,Attend Site Inspections Grant Management Closeout • Eligibility Review • Project Scope Finalization • PW Versioning Documentation Audit&Appeal • Inspections/Monitoring • Invoice Review • Environmental Review Submission and Support •Contractor Reconciliations • FAME Reconciliation • FEMA&State Reporting Data Transfer • Request for Reimbursement • Procurement Scope and Review •2 CFR 200 Eligibility Review Final Project Preliminary Determination& Design Final Design Procurement Construction Secure Funding TETRA TECH Tab 3 24 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Initial Damage Estimates Through our experience working with clients in response to the 2020 hurricane season,FEMA is requiring greater documentation of disaster- The City of Miami Beach is supported by generated damages than ever before in order to receive a disaster debris management consultant Chuck declaration. The proper reporting of damage by the public and McLendon, who has served as principal in inspection of the damage by the City of Miami Beach and charge for 30+ major disaster activations, governmental officials is becoming increasingly important. managing more than 100 million CYs of Tetra Tech will assist the City in a systematic approach of cataloging, debris removed and upwards of$2.5 billion reporting, and documenting disaster-generated debris. We will in FEMA PA reimbursement.Mr.McLendon develop a work plan with the City,ahead of storm season to maximize maintains in-depth knowledge of the FEMA the efficient use of City of Miami Beach and Tetra Tech resources to PA program, including an expert quickly and accurately find and report debris.As detailed in Section 3.2, understanding of Federal Register 2 CFR Part • the use of our proprietary RecoveryTrac'""ADMS technology can assist 200("the Super Circular"). the City in not only documenting this debris but also targeting resources to remove,haul,and monitor those operations. A critical part of painting the picture of the disaster event for FEMA is documentation regarding damage location using mapping and the nature of the damage using photo and descriptive evidence.The visualization of the event provides critical insight into the disaster itself and the required resulting response and recovery.To support the City in conducting initial damage estimates,Tetra Tech maintains a critical focus on compliance from the outset.Tetra Tech will coordinate with the City of Miami Beach and its departments to integrate into the incident response framework by mobilizing staff to designated locations,leveraging local partners in specific jurisdictions,and working with citizen response teams. Tetra Tech has utilized several methods to complete and document damage estimates and will work with the City to identify and deploy the preferred solution.In addition to the assessment conducted on the ground by both the City and Tetra Tech personnel,potential tactics include public-accessible QR codes to report damage,GIS mapping,social media mining to geotag photos of damages,and UAS/drone documentation to identify most heavily impacted areas. Immediate Needs Funding (INF) Immediate Needs Funding(INF),also referred to as Expedited Funding, is intended to meet an applicant's urgent needs in the initial aftermath FEMA is required to disallow all ineligible or of a disaster and is often a critical part of the initial disaster response unsupported costs.To avoid de-obligation of and short-term recovery.In utilizing Expedited Projects for Emergency PA funding, it is critical that applicants Work,FEMA provides expedited funding for Emergency Work Projects. sufficiently document costs by type.Knowing Eligible activities typically include debris removal and emergency which information to capture during protective measures;as such,the funding may be used to cover such emergency work implementation is key and costs as overtime payroll, equipment costs, materials purchases,and Tetra Tech has decades of experience in debris removal and monitoring contracts when these costs are assessing eligibility of and documenting incurred for emergency work compliance for costs. FEMA and the State normally require PA applicants to provide all supporting documentation for reimbursement for completed work,but they can relax this document requirement and provide initial funding to applicants for emergency work required in response to a declared event.Throughout the Expedited Project development process,Tetra Tech will assist the City of Miami Beach in gathering and documenting work undertaken as well as providing a summary of the costs for emergency work not yet completed.We will assist the City with gathering the necessary inputs for completed work and developing and applying a sound methodology to present any projections of costs that are to be used to develop Expedited Projects. (' )TETRA TECH Tab 3 125 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Expedited Projects are obligated at 50% of eligible costs incurred for Debris Removal (Category A) and Emergency Protective Measures (Category B)conducted within the first days following the disaster and provide the necessary cash flow to kick-start recovery and ease the transition to the more traditional reimbursement-based program.Once the initial award of the expedited project is processed at 50%of the eligible costs incurred or projected,the City will need to provide all required documentation prior to the remaining funds being awarded in a project amendment.After the receipt of the initial funding,Tetra Tech will assist the City in documenting the use of the expediting funding for eligible activities and work to develop the next version/amendment of the project,accounting for those funds and presenting any others that may have been incurred. Project Worksheet Completion and Application Process Tetra Tech's experienced grant managers are poised to help the City submit its initial Request for Public Assistance and attend or provide support for State-led Tetra Tech is a nationwide leader applicant briefings, FEMA recovery scoping meetings (formerly known as kickoff in the administration of federal meetings), or any other meetings with FEMA or the State in the development of funding for disaster response projects.With the changes FEMA has made to their PA Delivery Model, eligibility and recovery. Our dedicated staff includes former federal and determinations are no longer made"in the field"and the projects are written at the state level executives with Consolidated Resource Centers.Close and consistent interaction with FEMA staff is decades of experience still crucial,so the City needs an experienced team to augment efforts in presenting working with FEMA Region 4. any and all eligible costs and activities to FEMA for inclusion in projects. Submitting a complete damage inventory is key to presenting disaster-caused damage and costs to FEMA.Experienced Tetra Tech project support staff will help gather all necessary inputs for the best possible outcomes.By timely addressing requests for information and uploading related information and documentation,Tetra Tech facilitates timely obligation of project funding and access to federal dollars for recovery. One of the most often experienced barriers to the timely obligation of projects and reimbursement of funds is the lack of proper documentation.We work hand in hand with our clients to identify,gather,organize,and submit records reflecting any and all eligible activities undertaken. These records are audit-ready for our clients and paint the picture of well documented eligible work and costs to FEMA,the Department of Homeland Security's Office of Inspector General,the City of Miami Beach Inspector General,State Legislative Auditor,or others.We serve as a force multiplier for your staff and recognize the importance of timely responding to any Requests for Information (RFIs) received from federal or state officials.We coordinate with all involved to minimize any"back and forth"on such requests that often result in the loss of precious time.Our team of experts can also be onsite with FEMA's site inspectors to adequately capture, measure,and quantify damages.Time equals money,and our goal is to minimize the length of time the City spends waiting for the return of eligible program dollars. Our team has worked closely with FEMA and FHWA staff in the determination of debris eligibility, data requirements, project worksheet/detailed damage inspection report development, auditing of documentation, and reimbursement requirements. This includes providing step-by-step assistance to clients throughout the FEMA reimbursement process. "As a former Recovery Bureau Chief of the Florida Division of Emergency Management, in Region IV, I advise our team, and yours, on the best approach to documentation and presentation of costs in order to maximize your utilization of PA funding." - Allison McLeary,Esq.,Senior Management Team *TETRA TECH Tab 3 126 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Audit Support Our team has a proven track record of success in helping our clients Tetra Teach uploads documentation and resolve disputes with funding agencies such as FEMA or the Grantee project support with consistent file (State). This includes support post-obligation audit and the appeal naming conventions. This organized, process.Throughout our FEMA-funded disaster response operations, systematic approach enables timely and we have only been involved with a handful of disputed projects over thorough review of documentation presented to FEMA and Florida. documentation. We believe that remaining proactive in preventing further appeals requires frequent meetings with state partners and FEMA regions to avoid situations whenever possible. Furthermore,due to our staffs in-depth knowledge of FEMA reimbursement policies,we are often hired by applicants to assist them after FEMA determination memos and Office of Inspector General (OIG) audits even when we were not involved with the applicant during the recovery period. Recently,there has been a shift in the direction of FEMA to perform audits earlier in the disaster so that corrective actions can be made for the subrecipient or recipient.Tetra Tech has supported clients across disasters from 2016 through today on up-front audits by: 1. Conducting pre-meeting with stakeholders 2. Preparing compliance checklists 3. Developing documentation notebooks 4. Attending meetings and providing subject matter expertise support 5. Responding to for Requests for Information Elements of our audit support strategy include: • Maintain Data Quality:Consistent quality checks are integrated throughout project operations to maintain data integrity from the beginning. • Retain the Data:Maintain the data on our secure,cloud-based storage site to mitigate the risk of data loss. • Respond Quickly:Acknowledge the question within 12 hours and respond to the audits within 48 hours of a request. • Maintain Communication: Establish weekly calls with auditors that provide visibility into the City of Miami Beach activities. • Stay Positive:Maintaining a positive spirit between the parties to foster a solution quickly. Contractor Reconciliation The RecoveryTracTM'system significantly reduces the amount of time needed for a contractor to generate an invoice and for the subsequent invoice reconciliation with Tetra Tech. To expedite contractor invoice reconciliation efforts, Tetra Tech requires copies of contracts for all primary debris contractors. After reviewing the necessary contract(s), Tetra Tech sets up the RecoveryTracTM' database to generate transactions applicable to contract terms for tickets issued to each debris contractor.Prior to the start of debris removal operations,Tetra Tech will meet with the debris contractor(s)to review: • The invoicing processes • Contract services established in our database • Tetra Tech data tools available for their use • Any other accounting needs as tasked by the City TETRA TECH Tab 3 1 27 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 During this meeting, the typical components of the Tetra Tech payment recommendation will be reviewed, the process for adjustment reconciliation will be explained, and the debris Our invoicing process includes several contractor(s) will be trained on how to access Tetra Tech's suite of real-time QA/QC checks throughout the debris hauler reconciliation data reports (including reconciled day, and a final daily comprehensive data transactional and live ticket data). analysis is performed at the close of operations. If RecoveryTraci' ADMS will be used to document the debris contractor's work, Tetra Tech will review the automated reports A final QA/QC check is completed when the generated by the system to verify that the dataset is sufficient to debris contractor sends the invoice dataset to reconcile with that contractor's subcontractors, and to generate Tetra Tech for reconciliation. Incongruencies invoices for payment by the County. If another cost tracking system in the debris contractor's data are flagged for will be used to document the debris contractor's work,Tetra Tech review and must be resolved prior to the will review the work that has to be documented to verify that our issuance of a final invoice. staff will be able to capture the information needed for accounting and invoice review. Whether using RecoveryTrac'ADMS or paper logs,Tetra Tech will use our RecoveryTrac'"database to store and review data generated in the field documenting debris contractor work.Several QA and QC checks of data will occur before the dataset is ready for reconciliation with the contractor.Services related to debris contractor work order or change order charges are also tracked within the system. Tetra Tech will submit invoices within the timeframes determined by the County.The process for contractor invoice reconciliation is as follows: 1. Debris contractor manually enters ticket detail into a contractor database or imports ticket data based on debris contractor reports. 2. Debris contractor generates an invoice for a specified period and submits the invoice and electronic backup to Tetra Tech for review. 3. Tetra Tech reviews the contractor data against RecoveryTrac'database records: a. If no discrepancies are identified, Tetra Tech notifies the debris contractor of no discrepancies in the data set. b. If discrepancies are identified, Tetra Tech generates a discrepancy report noting ticket numbers and differences between the two data sets. 4. If applicable,Tetra Tech will also perform a full reconciliation of end use/disposal facility data corresponding to debris contractor disposed debris. S. Tetra Tech submits the discrepancy report for the debris contractor's review. The debris contractor revises its invoice based on the discrepancies and resubmits to Tetra Tech for review. 6. Once a debris contractor's invoice has been reconciled,Tetra Tech generates a payment recommendation and transmittal letter for each invoice and submits the invoice package for review by the County.Tetra Tech's invoice package includes the following: a. Contractor invoice b. Tetra Tech transmittal letter and payment recommendation c. Cost allocation data,if applicable 7. Electronic copies of supporting documentation(i.e.,load tickets,unit rate tickets,or time and material logs). '�j.�TETRA TECH Tab 3 28 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.10 Supplier Diversity While Tetra Tech is a large,multi-national firm with sufficient resources to complete most any project,we are committed to upholding the requirements for contracting with local businesses and small, minority-owned,and/or women-owned businesses included within 2 CFR 200.321 and within the City's RFP. As evidence of the Tetra Tech Disaster Recovery division's commitment to local and minority participation in our projects,in February 2019,Tetra Tech received the City of Houston Goods and Services Prime Contractor of the Year Award at the 6th Annual Champions of Diversity • — . • r Awards Ceremony.Tetra Tech is honored to be selected _ for such award,and it demonstrates our commitment to „ g 1 , _�`� work with minority, women, small, and disadvantaged business enterprises. Most recently,Tetra Tech Tetra Tech received the 2022 L - Dwight D. Eisenhower Award for Excellence in the •_ . Services Category for our effective small business subcontracting programs. The award recognizes large U.S.prime contractors that have excelled with their small Tetra Tech receiving the City of Houston Goods and Services Prime Contractor of the Year Award at the 6th business subcontracting programs by creating optimal Annual Champions of Diversity Awards Ceremony. opportunities for use of small businesses in all socioeconomic categories.The award was presented during the U.S.Small Business Administration's(SBA)National Small Business Week's virtual award ceremony on May 5,2022. Tetra Tech does not discriminate on the basis of social and economic disadvantage,race,color,sex,gender,disability,or national origin.While Tetra Tech would certainly be open and willing to discuss with the City any local or minority firms that they would like to see involved in a project or recovery effort, given the anticipated scope of work and Tetra Tech's capabilities,Tetra Tech does not anticipate the solicitation of subcontractors for this project. 'rt TETRA TECH Tab 3 129 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Lemaire, Kayla From: Lemaire, Kayla Sent: Tuesday, February 20, 2024 11:22 AM To: TDR Contracts Subject: Request for Bid re: City of Miami Beach, FL RFP for DISASTER DEBRIS MONITORING SERVICES RFP No. 2024-021-ND Attachments: Miami Beach_City of_FL-RFP-Disaster Debris Monitoring_2024-021-ND (1).pdf; Standard Subcontract Ts&Cs.pdf Tracking: Recipient Delivery TDR Contracts MBELL@1STCHOICEGOV.COM PMENDEZ@1 STSOS.COM MSULLIVAN@DISCOVER8SEVEN.COM HUFF.T@ASCS1.COM VI REN@ACESTAFFI NG.COM NISHA@ANIKI NTLCOM KALBRIGHT@THEBESTLLC.COM BLOOMINGTONPARTNERS@GMAIL.COM HORATIO.HAMILTON@GMAIL.COM DARRELL@CHANDLERCAMPBELLE.COM DRODRIGUEZ@COMPEDGELLC.COM DIANE@CRASTAFFING.COM JADEE.SCARVER@CORPORATESOLUTIONSTECH.COM DAVID@DAKRESOURCES.COM PROTEMP@ATT.NET EDDIE@EMPIRECOACHLINE.COM SRGUTTI@ESSNOVA.COM GOVBIZ@GENCARESTAFFINGSOLUTIONS.COM ABROWN@GIDEONTOAL-MS.COM DEBRAUPSHAW @GLOBALDIAGNOSTIC.NET WAYNE@GREENARROWSTAFFING.COM JOLENE@HQDIRECT.COM HUMPHREYTRANSITGROUP@GMAIL.COM SSCHERFEL@ISGWORK.COM DBABIKER@INTELLECTUALCONCEPTS.NET KBISTAFFINGSOLUTIONS@GMAIL.COM BECKY.COKER@KINARDSTONE.COM AKWASI@LEGACYPROFESSIONALSOLUTIONS.COM PETER.MCCREE@LINK2CONSULT.COM JHELMS@LUMBEEGROUP.COM MMAUPIN@MBIUS.NET MICHELLEBLALOCK03@GMAIL.COM 1 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Recipient Delivery JSINKFIELD@MOTENTATE.COM KG@NGII.COM ALEXIS@APRECRUITERS.COM ALBERTWILLIAMS@GET2WORKNOW.COM LIZBETH.WALKER@QWALIFIZE.COM ELIZABETH@RCSGROUPFLORIDA.COM REMSER97@AOL.COM TEFSTAFFINGAGENCYLLC@GMAIL.COM SANDRA@TRT-LLC.COM RFP@TRYFACTA.AI LANI@RAPIDSTAFFING.COM SAMF@SEU-USA.COM CAROLINE.MAURIELLO@tetratech.com Delivered:2/20/2024 11:23 AM Elizabeth.Brooks@tetratech.com Delivered:2/20/2024 11:23 AM GOOD MORNING- Tetra Tech, Inc. (Tetra Tech) is currently working on preparing a proposal in response to the City of Miami Beach, FL REQUEST FOR PROPOSALS for DISASTER DEBRIS MONITORING SERVICES RFP No. 2024-021-ND(attached).Tetra Tech officially invites you to provide a Statement of Qualifications for services relevant to your organization, as described in the attached RFP, including staffing services. The specific requirements for these services can be found in the attached file. This solicitation does not commit Tetra Tech or City of Miami Beach, FL to pay any costs incurred in the preparation and submission of an offer in any form,or to subcontract for said services or supplies. It is also brought to each offeror's attention that the Tetra Tech procurement representative or designee is the only individual who can commit Tetra Tech into expenditure of funds in connection with any subcontract resulting from this solicitation. If you intend to respond to this invitation to bid,the following instructions are required: 1. Please submit a brief company overview and any past history/experience with City of Miami Beach, FL. 2. Please submit resumes for the key positions that apply to your company's service capabilities -- see the RFP for Staffing Requirements and the description of the key personnel and required qualifications. 3. If your company is DBE, WBE, MBE, etc. please provide relevant vendor identification number(s)and certificates. 4. CAREFULLY review the Terms and Conditions contained in the entirety of the RFP and Tetra Tech's General Conditions (Example attached) which would be incorporated into any subcontract/master agreement or purchase order awarded as a result of the solicitation. Tetra Tech will require you to adhere to the terms and conditions described therein. If you are interested in submitting a proposal, it would be helpful for you to please provide your Key Personnel References and Statement of Qualifications as soon as possible! Offeror must e-mail its proposal submission to: TDR.Contracts(a tetratech.com *For your bid to be considered, please send it ONLY to the above email address and include the following subject line in your email submission* 2 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 "YOUR COMPANY NAME—Bid Submission re: City of Miami Beach, FL RFP for DISASTER DEBRIS MONITORING SERVICES RFP No. 2024-021-ND" Award of a Subcontractor/Master Agreement as a result of this solicitation is contingent upon Tetra Tech award of a contract by City of Miami Beach,FL.Tetra Tech may or may not issue Subcontracts/Master Agreements as a result of this solicitation. Offeror agrees and acknowledges that any subcontract awarded shall contain Tetra Tech terms, insurance requirements, health and safety requirements, and any applicable flow-down provision of Tetra Tech's prime contract with City of Miami Beach, FL. Questions regarding this solicitation shall be directed to (TDR.ContractsAtetratech.com). Tetra Tech,Inc.(Leading with Science' Tetra Tech Disaster Recovery TETRA TECH This message,including any attachments,may include privileged,confidential and/or inside information.Any distribution or use of this communication by anyone other than the intended recipient is strictly prohibited and may be unlawful.It you are not the intended recipient,please notify the sender by replying to this message and then delete it from your system. 3 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Contract No. 23-021-01 EXHIBIT B HOURLY RATES POSITIONS 14061LY RATE Emergency Operations Manager $ 68.00 Project Manager $ 75.00 Data Manager $ 60.00 Cost Recovery Specialist $ 95.00 Field Supervisors $ 45.00 Fixed Site Monitors $ 37.00 Billing/Invoice Analysts $ 52.00 Administrative Assistants $ 36.00 Field Monitors $ 37.00 [BALANCE OF PAGE INTENTIONALLY LEFT BLANK] 19 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Contract No.23-021-01 EXHIBIT C CONSULTANT SERVICE ORDER Non ACE Services Contract Expiration: Contract# Dept.CSO>f Change Order# Consultant: Project Title: By acceptrg this CSO C ons.itant aan ee to provide senaces pursuant to the ata, ed Proposal dated and the terms.oonditions,and rates s is wi n:he:above-reverenced contract between the City and:he Consultant Consultant e>pl o by agrees that no other Ittis and Co dtior`s snati apply to the work regardless of whether said other terms and condeons are'inducted herein or in any atachment to this CSC - deviation front:ere s ope or work agreed to herein snail require a change order approved by the City. 1.Estimated calendar days to complete the work: 2.Total amount original C SO 3.Total amount all previous Amendments 4.Total amount this Amendment 5.Total Amount for Engagement 6.Fee for ancillary items for this Service Order Account Code: Approval of New Subconsuitants: It a new subcoasultant is built added.City li naaer approval is requre& Name of New Subconsultant s° Amount Contract Rates ES ) l NO I For City(Name) Signature Date Project Admin. Dept Director: Procurement: A/DCM CM: For Consultant(Name) Signature Date Lead Project Admin er.IJakrlk&cuaaWla.t acemoenserme teat lift C3O Y ramie and as mark rum commence unlit the Cashes ensued a peecbsu arise ler Me CEO. The city task not In Maki.Tar Mumps ntabrag tQ sty mare teai to nut peruser*So a Cdy tsa wa pumas*mem 20 ATTACHMENT A RESOLUTION &COMMISSION AWARD MEMO • RESOLUTION NO. 2024-32976 • A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER, AND AUTHORIZING THE ADMINISTRATION TO ENTER . NEGOTIATIONS PURSUANT TO REQUEST FOR PROPOSALS NO. 2024- 021-ND, FOR DISASTER DEBRIS MONITORING SERVICES WITH TETRA TECH, INC., THE TOP-RANKED PROPOSER, AS THE PRIMARY VENDOR; AND SIMULTANEOUS NEGOTIATIONS WITH DISASTER PROGRAM AND OPERATIONS, INC., AND ROSTAN SOLUTIONS, LLC, THE TIED SECOND- RANKED PROPOSERS, IN ORDER TO ESTABLISH A SECONDARY AND TERTIARY VENDOR; AND FURTHER AUTHORIZING THE CITY MANAGER AND CITY CLERK TO EXECUTE AGREEMENTS WITH EACH OF THE PROPOSERS UPON THE CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION. WHEREAS, on January 31, 2024, the Mayor and City Commission approved the issuance of the Request for Proposals (RFP) No. 2024-021-ND for Disaster Debris Monitoring Services; and WHEREAS, Request for Proposals No. 2024-021-ND (the "RFP") was released on February 1, 2024; and WHEREAS,a voluntary pre-proposal meeting was held on February 8, 2024; and WHEREAS, on March 4, 2024, the City received five (5) proposals from Disaster Program & Operations, Inc., Metric Consulting LLC, Rostan Solutions, LLC, Tetra Tech, Inc., and Tidal Basin Government Consulting, LLC;and WHEREAS, on March 1, 2024, The City Manager, via Letter to Commission No. 075- 2024, appointed an Evaluation Committee consisting of the following individuals: Michael Clark, Superintendent, Sanitation Department, Ariel Guitian, Senior Project Manager, Office of Capital Improvement Projects, Carlos Naumann, Contracts Compliance Administrator, Parks and Recreation Department, Kristina Nunez, Sewer Field Operations Supervisor, Public Works Department, and Ashley Watson, Procurement Coordinator, Public Works Department;and WHEREAS, the Evaluation Committee convened on March 11, 2024, to review and score the proposals; and WHEREAS, the Evaluation Committee received an overview of the project, information relative to the City's Cone of Silence Ordinance and the Government Sunshine Law, general information on the scope of services, and a copy of each proposal; and WHEREAS, the Evaluation Committee was instructed to score and rank each proposal under the evaluation criteria established in the RFP; and WHEREAS, the Evaluation Committee process resulted in the ranking of proposers as follows: Tetra Tech, Inc., as the top-ranked proposer; Disaster Program and Operations, Inc. and Rostan Solutions, LLC, as the tied second-ranked proposers Tidal Basin Government Consulting, LLC, as the fourth-ranked proposer, and Metric Consulting, LLC, as the fifth-ranked proposer; and • • WHEREAS, after reviewing all of the submissions and the Evaluation Committee's rankings and analysis, the City Manager, for the reasons set forth in the accompanying commission memorandum, recommends that the Mayor and City Commission authorize the Administration to enter into negotiations with Tetra Tech, Inc., the top-ranked proposer, as the primary vendor, and simultaneous negotiations with Disaster Program and Operations, Inc., and Rostan Solutions, LLC, the tied second ranked proposers, in order to establish secondary and tertiary vendors; and further authorize the City Manager and City Clerk to execute agreements with each of the proposers upon conclusion of successful negotiations by the Administration. NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY • COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby accept the recommendation of the City Manager and authorize negotiations pursuant to Request for Proposals No. 2024-021-ND for Disaster Debris Monitoring Services with Tetra Tech, Inc., the top-ranked proposer, as the primary vendor, and simultaneous negotiations with Disaster Program and Operations, Inc., and Rostan Solutions, LLC, the tied second ranked proposers, in order to establish secondary and tertiary vendors; and further authorize the City Manager and City Clerk to execute agreements with each of the proposers upon the conclusion of successful negotiations by the Administration. PASSED AND ADOPTED this day of APr�� 2024. • S even Meiner, Mayor ATTEST: 7 APR 82024 Rafael E. Granado, City Clerk APPROVED AS TO FORM& LANGUAGE foi,aA . &FOR EXECUTION ; 3, ,z.. 1.1-1 VHCORP ORUED0. %, � :A. City Attorney -' Date Competitive Bid Reports-C2 B MIAMI BEACH COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: Aline T. Hudak, City Manager DATE: April 3,2024 SUBJECT:A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE CITY MANAGER, AND AUTHORIZING THE ADMINISTRATION TO ENTER NEGOTIATIONS PURSUANT TO REQUEST FOR PROPOSALS NO. 2024-021-ND, FOR DISASTER DEBRIS MONITORING SERVICES WITH TETRATECH, INC., THE TOP-RANKED PROPOSER, AS THE PRIMARY VENDOR; AND SIMULTANEOUS NEGOTIATIONS WITH DISASTER PROGRAM AND OPERATIONS, INC., AND ROSTAN SOLUTIONS, LLC, THE TIED SECOND RANKED PROPOSERS, IN ORDER TO ESTABLISH A SECONDARY AND TERTIARY VENDOR; AND FURTHER AUTHORIZING THE CITY MANAGER AND CITY CLERK TO EXECUTE AGREEMENTS WITH EACH OF THE PROPOSERS UPON THE CONCLUSION OF SUCCESSFUL NEGOTIATIONS BY THE ADMINISTRATION. • RECOMMENDATION It is recommended that the Mayor and City Commission of the City of Miami Beach, Florida approve the Resolution accepting the City Manager's recommendation pertaining to the proposals received, pursuant to RFP 2024-021-ND, for disaster debris monitoring services, authorizing the Administration to enter into negotiations with Tetra Tech, Inc., the top-ranked proposer, as primary vendor. The Resolution also authorizes simultaneous negotiations with Disaster Program and Operations, Inc., and Rostan Solutions, LLC, the tied second-ranked proposers, in order to break the tie and establish secondary and tertiary vendors. Finally, the Resolution also authorizes the City Manager and City Clerk to execute agreements with each of the recommended proposers upon the conclusion of successful negotiations. The solicitation is currently under the cone of silence. BACKGROUND/HISTORY In responding to weather-related emergencies, such as hurricanes, the City uses various contractors and consultants to assist in the recovery and ensure that the expenses incurred align • with the.Federal Emergency Management Agency (FEMA) requirements. Compliance with FEMA requirements is a prerequisite to the City receiving reimbursement for these expenses. Page 33 of 1445 The services provided by the debris monitoring contract include monitoring the measuring, movement,and disposal of the debris collected by the debris removal contractor. In accordance with FEMA regulations, the monitoring services must be performed by a contractor other than the debris removal contractor. In the event of an emergency, such as a hurricane, the City would lack sufficient resources to undertake disaster debris monitoring operations. While some monitoring assistance is available from the County, State, and Federal Government, it is often not sufficient to restore a community that has suffered a catastrophic disaster. Also, the resources of the various governments are spread thin over the affected areas, necessitating contracted private-sector assistance. The Federal Emergency Management Agency (FEMA) provides public assistance funds for debris clearance and removal and disposal operations to state and local governments. However, FEMA has strict requirements relative to the procurement of debris removal and disaster recovery, which must be incorporated into any solicitation and contract for the services. Therefore, monitoring debris removal and disposal contractor activities is a critical component in successful debris management operations and in the justification and documentation of any application for FEMA Public Assistance funding. As such, it is in the City's best interest to enter into pre-need agreements with firms that can provide disaster debris monitoring services in the event of an emergency requiring contractor resources. Accordingly, this item seeks approval to award the RFP for disaster debris monitoring services to establish a replacement contract once the current contract expires on June 26,2024.As a result of the expiring contract, the RFP was developed seeking proposals for a replacement agreement ANALYSIS On January 31, 2024, the Mayor and the City Commission authorized the issuance of Request for Proposals (RFP) No. 2024-021-ND for disaster debris monitoring services. On February 1, 2024, the RFP was issued. Bid notices were issued to 1,515 companies, with 52 prospective bidders accessing the advertised solicitation. A voluntary pre-proposal conference to provide information to proposers submitting a response was held on February 8, 2024. One (1) . addendum was issued. RFP responses were due and received on March 4, 2024. The City received a total of five(5)proposals from the following firms: Disaster Program&Operations, Inc. Metric Consulting LLC Roston Solutions, LLC Tetra Tech, Inc. Tidal Basin Government Consulting, LLC On March 1, 2024, the City Manager appointed an Evaluation Committee via LTC#075-2024. The Evaluation Committee convened on March 11, 2024, to consider the proposals received. The Committee was comprised of Michael Clark, Superintendent, Sanitation Department,Ariel Guitian, Senior Project Manager, Office of Capital Improvement Projects, Carlos Naumann, Contracts Compliance Administrator, Parks and Recreation Department, and Kristina Nunez, Sewer Field Operations Supervisor, Public Works Department. The Committee was provided an overview of the project, information relative to the City's Cone of Silence Ordinance, and the Government Sunshine Law. The Committee was also provided with general information on the scope of services and a copy of each proposal. The Committee was instructed to score and Page 34 of 1445 rank each proposal pursuant to the evaluation criteria established in the RFP. The evaluation process resulted in the ranking of proposers as indicated in Attachment A. The Evaluation Committee deemed Tetra Tech, Inc. the best-qualified firm to provide disaster debris monitoring services. The Evaluation Committee noted that Tetra Tech, Inc. is a national leader in debris-monitoring and has assisted--over 350 local and state government clients. Tetra's extensive experience includes but is not limited to having monitored the collection and removal of almost 72 million cubic yards of debris in Florida. The Evaluation Committee noted that Tetra Tech's operational team experience with FEMA, Federal Highway Administration (FHWA), and other reimbursement agencies' requirements for eligibility, documentation, and reimbursement helps clients receive the maximum reimbursement allowed. Tetra Tech, Inc. (Tetra Tech)is a leading provider of consulting, engineering, environmental, and technical services worldwide. Founded in 1966, Tetra Tech is one of the leading firms in the nation in the field of disaster management and homeland security, with millions of dollars in revenue coming from contracts in such diverse areas as infrastructure hardening and protection, disaster recovery,emergency management, planning, and preparedness; community resilience; environmental services, and grant management. Tetra Tech supports government and commercial clients by providing innovative solutions to complex problems focused on water, environment, energy, infrastructure, and natural resources. Though an incumbent, Tetra Tech has not provided services to the City. It has provided services to Okaloosa County, the City of Melbourne,and the City of Gulfport, Mississippi. All references provided positive feedback. The evaluation committee process also resulted in Disaster Program & Operations, Inc. and Rostan Solutions, LLC being tied for second place. After reviewing the submissions, the Evaluation Committee's rankings and commentary,the Administration recommends entering into simultaneous negotiations with Disaster Program& Operations, Inc.and Rostan Solutions, LLC in order to break the tie in order to establish secondary and tertiary vendors. Given the City's potential needs based on past deployments, it is prudent, in addition to having a primary service provider,to have secondary and tertiary firms awarded in the event of a performance or capacity issue with the primary firm. Below is a brief synopsis of the tied second-ranked firms. Disaster Program and Operations, Inc. Disaster Program and Operations, Inc. (DP&O) is headquartered in Ponte Vedra, Florida, and maintains a local branch in Florida City. DP&O is committed to providing a successful, time- tested technical approach for debris monitoring of field operations regarding all storm-generated debris;debris pickup,debris hauling,debris staging and reduction, debris site management,and the final disposal of debris to an approved facility. DP&O is vastly familiar with Florida as it has provided services to The City of Homestead, Florida City, and Miami Dade County Public Schools.All references provided positive feedback. Rostan Solutions, LLC Rostan Solutions, LLC (Rostan)is a Florida-domiciled disaster consulting.firm that started in the late 1990's. In more than 20 years of serving in the Florida marketplace, Rostan has held contracts with clients in 24 counties and has been activated by multiple Florida communities following every declared disaster since 2004. Its personnel represents career industry professionals, technical experts, former FEMA and state emergency management employees, attorneys and legal/policy experts, engineers and facilities professionals, and a veteran debris Page 35 of 1445 operations team. Rostan though an incumbent, has not provided services to the City. It has provided services to the City of Coconut Creek, St. Pete Beach, and the Village of Estero. All references provided positive feedback. SUPPORTING SURVEY DATA The--2022 resident.survey-results show that-87:3% are satisfied with the City's emergency hurricane preparedness efforts. Of the 87.3%, only 32% rated their satisfaction as excellent. In order to continue to improve the satisfaction of these residents and increase the excellent rating, the City intends to contract with qualified disaster debris monitoring contractor(s) to provide technical expertise and guidance to support the City during emergency recovery efforts following declared disaster event(s)s. . FINANCIAL INFORM TION The RFP contained a listing of anticipated debris monitoring team positions should the City need to deploy disaster debris monitoring contractors. Based on the proposal submitted by Tetra Tech, the top-ranked firm, Staff performed a cost analysis to determine whether the fiscal impact was in the City's best interest. The cost analysis compared the costs submitted under the RFP to similar line items in the current contract. For the items compared, it has been determined that Tetra Tech provided an hourly rate with an approximate increase of 7% compared to the City's current hourly rate costs for these services. The Consumer Price Index (CPI) change since the current contract was awarded in June 2019 is approximately 23%. Accordingly, the proposed increase is much less than the historical increase since the inception of the most current contract. Therefore,the Administration believes proceeding with an award is in the City's best interest. Amount(s)/Account(s): • -435-0430-000343-29-421-511-00-00-00- -435-0430-000325-29-413-511-00-00-00- The City doesn't budget for these services. At time of need a budget amendment and/or budget transfer to these accounts will be needed. If the services are related to a natural emergency, the costs are typically eligible for reimbursement by FEMA CONCLUSION Based on the foregoing, it is recommended that the Mayor and City Commission approve the Resolution authorizing the Administration to enter into negotiations with Tetra Tech, Inc., the top- ranked proposer, as the primary vendor, and simultaneous negotiations with Disaster Program and Operations, Inc.,and Rostan Solutions, LLC,the tied second-ranked proposers, in order to establish secondary and tertiary vendors. Finally, the Resolution also authorizes the City Manager and City Clerk to execute agreements with each of the proposers upon conclusion of successful negotiations by the Administration. LOBBYIST DISCLOSURE In accordance with Resolution No. 2023-32857, adopted by the City Commission on December 13,2023,the following information has been provided by the Administration: 1. Was the Agenda Item initially requested by a lobbyist which, as defined in Code Sec. 2-481, includes a principal engaged in lobbying? No. 2. If so,specify name of lobbyist(s)and principal(s): Not applicable. Page 36 of 1445 Applicable Area Citywide Is this a"Residents Right Does this item utilize G.O. to Know" item,pursuant-to Bond Funds? City Code Section 2-14? No No Legislative Tracking Public Works/Procurement ATTACHMENTS: Description • ❑ Attachment A ❑ Resolution • Page 37 of 1445 Disaster Unit 1s Mon9oring ilkchaat ClareArtit Gt#tarr Codas Natanarsn r Krtettaa Nuersa 2 Cow I aii4iT tars to c alVtM is °,00Ra raly ttxa i Yk (4,'M i swawt* , C**4 1... 4k*. NIAAEi1va *ob.** 0xa:Mafli@ €tuant+teftvb Sat/tele, QxarxNatra SetataEat 1, }Tetra Toth, 66 2.3 00 43 T3 1 26 96 1' la_ 25 W .,,l.t ...... so ...._} ?fi _fit. so ._.„? .1 Dtsaua Pfagromt ._. ,Oparrattemt,Inc 70 25 v 65 _ 26 1 4G A. 10 , .—* "45 12 . 25 100 p 24 Rastas 11C75 .,.._..... _.....f111 77 24,..„, 49 2 66 ... 4.. sZ9 J qG W 24 Tidal Basal Oavernmall1 ( j i .... CrnSS ounrn9llC OD 33 _.. « 4 99 t 23 4 _ . _e 3 d2 ?2. 1 3 "`' 23 .<_, IS .1 Mork Carisrdtt*g LLG _ ea77 5i 6'T 12 7g S£ 12 ... N°M'► ._.._..r.>,.�.............Mw.tYatM.* ....... _ gill ............sawaal. (4A01.4.M44,4t .._ a7****A ***0co*** .. o s atc.•aaw, a FOR{DISPLAY PURPQ3EA ONLY.SSW.RANKING DOES NOT CONSTITUTE AM AWARD RECOMMENDATION. Page 38 of 1445 ATTACHMENT B ADDENDUM AND RFP SOLICITATION MMIMAIBEACH PROCUREMENT DEPARTMENT 1755 Meridian Avenue,3b Floor Miami Beach,Florida 33139 www.miamibeachfl.gov ADDENDUM NO. 1 REQUEST FOR PROPOSALS NO.2024-021-ND FOR DISASTER DEBRIS MONITORING SERVICES February 23,2024 This Addendum to the above-referenced RFP is issued in response to questions from prospective proposers, or other clarifications and revisions issued by the City. The RFP is amended in the following particulars only (deletions are shown by strikethrough and additions are underlined). I. ATTACHMENTS. Exhibit A: 2CFR Appendix II to Part 200 II. RESPONSES TO QUESTIONS RECEIVED: Q1: Page 52 of 65 refers to bond requirements. This is a services contract, not a construction contract. Is the bond a requirement, or was it included by mistake? Al:A bond will be required pursuant to federal regulations, if applicable. Q2: The manual process of filling out load tickets can jeopardize proper FEMA reimbursement if human error occurs. Utilizing electronic load tickets,computer tablets,and systems employing electronic contractor IDs with an Automated Debris Management System (ADMS) has become the industry standard and is critical for any successful debris operation in 2023. Because of the factors listed, we would like to confirm that any charges for the use of an ADMS will be included in the hourly rates provided and not as a separate hourly rate,separate flat rate, or substitutional charge for any listed position. A2: See Appendix A Section A3.6 of the RFP. Selected contractor shall comply with all FEMA requirements regardless of the ticketing system utilized. The method utilized by the contractor for ticket management shall be included in the hourly rates. Any questions regarding this Addendum should be submitted in writing to the Procurement Department to the attention of the individual named below,with a copy to the City Clerk's Office at RafaelGranado@miamibeachfl.gov Contact: Telephone: Email: Natalia Delgado 305-673-7000 ext. 26263 , NataliaDelgado@miamibeachfl.gov Proposers are reminded to acknowledge receipt of this addendum as part of your ITN submission. qice ly, s da ement Contracting Manager 1 ADDENDUM NO.1 INVITATION TO NEGOTIATE NO.2024-021-ND FOR DISASTER DEBRIS MONITORING SERVICES PROCUREMENT DEPARTMENT AA I AmizEAcH1755 Meridian Avenue,3rd Floor Miami Beach,Florida 33139 www.miamibeachfl.gov EXHIBIT A 2CFR Appendix II to Part 200 2 ADDENDUM NO.1 INVITATION TO NEGOTIATE NO.2024-021-ND FOR DISASTER DEBRIS MONITORING SERVICES Appendix II to Part 200,Title 2(up to date as of 5/02/2023) Appendix II to Part 200,Title 2 Contract Provisions for Non-Federal Entity Contracts Under Fe... This content is from the eCFR and is authoritative but unofficial. Title 2—Grants and Agreements Subtitle A—Office of Management and Budget Guidance for Grants and Agreements Chapter II—Office of Management and Budget Guidance Part 200—Uniform Administrative Requirements,Cost Principles,and Audit Requirements for Federal Awards Source: 85 FR 49543,Aug.13,2020,unless otherwise noted. ................................. Source: 85 FR 49539,Aug.13,2020,unless otherwise noted. ................................. Authority: 31 U.S.C.503 ................................... Source: 78 FR 78608,Dec.26,2013,unless otherwise noted. Appendix II to Part 200—Contract Provisions for Non-Federal Entity Contracts Under Federal Awards In addition to other provisions required by the Federal agency or non-Federal entity,all contracts made by the non- Federal entity under the Federal award must contain provisions covering the following,as applicable. (A) Contracts for more than the simplified acquisition threshold,which is the inflation adjusted amount determined by the Civilian Agency Acquisition Council and the Defense Acquisition Regulations Council (Councils) as authorized by 41 U.S.C. 1908,must address administrative,contractual,or legal remedies in instances where contractors violate or breach contract terms, and provide for such sanctions and penalties as appropriate. (B)";`All contracts in excess of$10,000 must address termination for cause and for convenience by the non- Federal entity including the manner by which it will be effected and the basis for settlement. (C) Equal Employment Opportunity. Except as otherwise provided under 41 CFR Part 60, all contracts that meet the definition of"federally assisted construction contract"in 41 CFR Part 60-1.3 must include the equal opportunity clause provided under 41 CFR 60-1.4(b),in accordance with Executive Order 11246, "Equal Employment Opportunity" (30 FR 12319,12935,3 CFR Part,1964-1965 Comp.,p. 339),as amended by Executive Order 11375,"Amending Executive Order 11246 Relating to Equal Employment Opportunity,"and implementing regulations at 41 CFR part 60,"Office of Federal Contract Compliance .:..................................... Programs,Equal Employment Opportunity,Department of Labor." D Davis-Bacon Act,as amended (40 U.S.C. 3141-3148 .When required by Federal program legislation, all prime construction contracts in excess of$2,000 awarded by non-Federal entities must include a provision for compliance with the Davis-Bacon Act(40 U.S.C. 3141-3144,and 3146-3148) as supplemented by Department of Labor regulations(29 CFR Part 5,"Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction"). In accordance with the statute,contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week.The non-Federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation.The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination.The non-Federal entity must report all suspected or reported violations to the Federal awarding agency.The contracts must also include a provision for compliance with the Copeland "Anti-Kickback"Act(40 U.S.C. 3145),as supplemented by Department of Labor regulations (29 CFR Part 2 CFR Appendix-II-to-Part-200(D)(enhanced display) page 1 of 3 Appendix II to Part 200,Title 2(up to date as of 5/02/2023) Contract Provisions for Non-Federal Entity Contracts Under Fe... 2 CFR Appendix-II-to-Part-200(E) 3,"Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States").The Act provides that each contractor or subrecipient must be prohibited from inducing,by any means,any person employed in the construction,completion,or repair of public work,to give up any part of the compensation to which he or she is otherwise entitled.The non- Federal entity must report all suspected or reported violations to the Federal awarding agency. {E) Contract Work Hours and Safety Standards Act(40 U.S.C.3701-3708).Where applicable,all contracts awarded by the non-Federal entity in excess of$100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704,as supplemented by Department of Labor regulations (29 CFR Part 5). Under 40 U.S.C. 3702 of the Act,each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours.Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week.The requirements of 40 U.S.C. 3704 are applicable to construction ............................................ work and provide that no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary,hazardous or dangerous.These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market,or contracts for transportation or transmission of intelligence. (F) .Rights to Inventions Made Under a Contract or Agreement. If the Federal award meets the definition of "funding agreement"under 37 CFR§401.2(a) and the recipient or subrecipient wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental,developmental,or research work under that"funding agreement,"the recipient or subrecipient must comply with the requirements of 37 CFR Part 401,"Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,"and any implementing regulations issued by the awarding agency. (G)<Clean Air Act(42 U.S.C.7401-7671 q.) and the Federal Water Pollution Control Act(33 U.S.C. 1251-1387), as amended—Contracts and subgrants of amounts in excess of$150,000 must contain a provision that requires the non-Federal award to agree to comply with all applicable standards,orders or regulations issued pursuant to the Clean Air Act(42 U.S.C.7401-7671 q) and the Federal Water Pollution Control Act ... ..................................... as amended (33 U.S.C. 1251-1387).Violations must be reported to the Federal awarding agency and the Regional Office of the Environmental Protection Agency(EPA). (H), Debarment and Suspension (Executive Orders 12549 and 12689)—A contract award (see 2 CFR 180.220) ........................................ must not be made to parties listed on the governmentwide exclusions in the System for Award Management(SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive ........................... Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp.,p. 235),"Debarment and Suspension."SAM Exclusions contains the names of parties debarred,suspended,or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. ;(I) Byrd Anti-Lobbying Amendment (31 U.S.C. 1352)—Contractors that apply or bid for an award exceeding $100,000 must file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency,a member of Congress,officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract,grant or any 2 CFR Appendix-Il-to-Part-200(I)(enhanced display) page 2 of 3 Appendix II to Part 200,Title 2(up to date as of 5/02/2023) Contract Provisions for Non-Federal Entity Contracts Under Fe... 2 CFR Appendix-II-to-Part-200(J) other award covered by 31 U.S.C. 1352. Each tier must also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award.Such disclosures are forwarded from tier to tier up to the non-Federal award. (J)"=See§ 200.323. (K) _See§ 200.216. (L) See§ 200.322. 178 FR 78608,Dec.26,2013,as amended at 79 FR 75888,Dec. 19,2014;85 FR 49577,Aug. 13,2020] • 2 CFR Appendix-II-to-Part-200(L)(enhanced display) page 3 of 3 Appendix II to Part 200,Title 2(up to date as of 5/02/2023) Appendix II to Part 200,Title 2 Contract Provisions for Non-Federal Entity Contracts Under Fe... This content is from the eCFR and is authoritative but unofficial. Title 2—Grants and Agreements Subtitle A—Office of Management and Budget Guidance for Grants and Agreements Chapter II—Office of Management and Budget Guidance Part 200—Uniform Administrative Requirements,Cost Principles,and Audit Requirements for Federal Awards Source: 85 FR 49543,Aug.13,2020,unless otherwise noted. ................................. Source: 85 FR 49539,Aug.13,2020,unless otherwise noted. ................................ Authority: 31 U.S.C.503 Source: 78 FR 78608,Dec.26,2013,unless otherwise noted. Appendix II to Part 200—Contract Provisions for Non-Federal Entity Contracts Under Federal Awards In addition to other provisions required by the Federal agency or non-Federal entity, all contracts made by the non- Federal entity under the Federal award must contain provisions covering the following,as applicable. (A) Contracts for more than the simplified acquisition threshold,which is the inflation adjusted amount determined by the Civilian Agency Acquisition Council and the Defense Acquisition Regulations Council (Councils) as authorized by 41 U.S.C. 1908,must address administrative,contractual,or legal remedies in instances where contractors violate or breach contract terms,and provide for such sanctions and penalties as appropriate. (B)'`.=All contracts in excess of$10,000 must address termination for cause and for convenience by the non- Federal entity including the manner by which it will be effected and the basis for settlement. (C)_" Equal Employment Opportunity. Except as otherwise provided under 41 CFR Part 60,all contracts that .......................................... meet the definition of"federally assisted construction contract"in 41 CFR Part 60-1.3 must include the equal opportunity clause provided under 41 CFR 60-1.4(b),in accordance with Executive Order 11246, "Equal Employment Opportunity" (30 FR 12319,12935,3 CFR Part, 1964-1965 Comp.,p. 339),as ....................................... ................... ......:............................................. amended by Executive Order 11375,"Amending Executive Order 11246 Relating to Equal Employment Opportunity,"and implementing regulations at 41 CFR part 60,"Office of Federal Contract Compliance ........................................... Programs,Equal Employment Opportunity, Department of Labor" Davis-Bacon Act,as amended (40 U.S.C. 3141-3148).When required by Federal program legislation,all prime construction contracts in excess of$2,000 awarded by non-Federal entities must include a provision for compliance with the Davis-Bacon Act(40 U.S.C.3141-3144,and 3146-3148) as supplemented by Department of Labor regulations (29 CFR Part 5,"Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction"). In accordance with the statute,contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week.The non-Federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation.The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination.The non-Federal entity must report all suspected or reported violations to the Federal awarding agency.The contracts must also include a provision for compliance with the Copeland "Anti-Kickback"Act(40 U.S.C. 3145), as supplemented by Department of Labor regulations (29 CFR Part 2 CFR Appendix-II-to-Part-200(D)(enhanced display) page 1 of 3 Appendix II to Part 200,Title 2(up to date as of 5/02/2023) 2 CFR Appendix-II-to-Part-200(E) Contract Provisions for Non-Federal Entity Contracts Under Fe... 3,"Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States").The Act provides that each contractor or subrecipient must be prohibited from inducing,by any means,any person employed in the construction,completion,or repair of public work,to give up any part of the compensation to which he or she is otherwise entitled.The non- Federal entity must report all suspected or reported violations to the Federal awarding agency. rv(E) Contract Work Hours and Safety Standards Act(40 U.S.C. 3701-3708).Where applicable,all contracts awarded by the non-Federal entity in excess of$100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). Under 40 U.S.C. 3702 of the Act,each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours.Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week.The requirements of 40 U.S.C. 3704 are applicable to construction ............................................. work and provide that no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous.These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market,or contracts for transportation or transmission of intelligence. (F)>'Rights to Inventions Made Under a Contract or Agreement. If the Federal award meets the definition of "funding agreement"under 37 CFR§401.2(a) and the recipient or subrecipient wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental,developmental,or research work under that"funding agreement,"the recipient or subrecipient must comply with the requirements of 37 CFR Part 401,"Rights ............................................... to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,"and any implementing regulations issued by the awarding agency. (G) Clean Air Act(42 U.S.C.7401-7671 q.) and the Federal Water Pollution Control Act(33 U.S.C. 1251-1387), as amended—Contracts and subgrants of amounts in excess of$150,000 must contain a provision that requires the non-Federal award to agree to comply with all applicable standards,orders or regulations issued pursuant to the Clean Air Act(42 U.S.C.7401-7671 q) and the Federal Water Pollution Control Act .............................................. as amended (33 U.S.C. 1251-1387).Violations must be reported to the Federal awarding agency and the ......................................... Regional Office of the Environmental Protection Agency(EPA). ,(H) Debarment and Suspension (Executive Orders 12549 and 12689)—A contract award (see 2 CFR 180..220) must not be made to parties listed on the governmentwide exclusions in the System for Award Management(SAM),in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp.,p. 189) and 12689 (3 CFR part 1989 Comp.,p. 235),"Debarment and Suspension."SAM Exclusions contains the names of parties debarred,suspended,or otherwise excluded by agencies,as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. r'(I) Byrd Anti-Lobbying Amendment (31 U.S.C. 1352)—Contractors that apply or bid for an award exceeding $100,000 must file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress,officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract,grant or any 2 CFR Appendix-II-to-Part-200(I)(enhanced display) page 2 of 3 Appendix II to Part 200,Title 2(up to date as of 5/02/2023) 2 CFRAppendix-II-to-Part-200(J) Contract Provisions for Non-Federal Entity Contracts Under Fe... other award covered by 31 U.S.C. 1352. Each tier must also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the non-Federal award. See§200.323. (K) =F See§ 200.216. (L) a See§200.322. ...... ........ 1.78 FR 78608,Dec.26,2013,as amended at 79 FR 75888,Dec. 19,2014;85 FR 49577,Aug. 13,2020] 2 CFR Appendix-II-to-Part-200(L)(enhanced display) page 3 of 3 MIAMI BEACH Request for Proposals (RFP) 2024-021 -ND Disaster Debris Monitoring Services TABLE OF CONTENTS SOLICITATION SECTIONS: 0100 INSTRUCTIONS TO BIDDERS 0200 GENERAL CONDITIONS 0300 PROPOSAL SUBMITTAL INSTRUCTIONS & FORMAT 0400 PROPOSAL EVALUATION APPENDICES: APPENDIX A MINIMUM REQUIREMENTS & SPECIFICATIONS APPENDIX B COST PROPOSAL FORM APPENDIX C INSURANCE REQUIREMENTS APPENDIX D CONSULTANT SERVICE ORDER APPENDIX E CITYWIDE PROCEDURE NO. 16.06 PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS MIAMIBEACH SECTION 0100 INSTRUCTIONS TO BIDDERS 1. GENERAL. This Request for Proposals (RFP) is issued by the City of Miami Beach, Florida (the "City"), as the means for prospective Bidders to submit their qualifications, proposed scopes of work, and cost proposals (the "proposal") to the City for the City's consideration as an option in achieving the required scope of services and requirements as noted herein.All documents released in connection with this solicitation, including all appendixes and addenda,whether included herein or released under separate cover,comprise the solicitation and are complementary to one another and together establish the complete terms,conditions and obligations of the Bidders and,subsequently, the successful Bidder(s) (the"contractor[s]") if this RFP results in an award. The City utilizes Periscope S2G (formally known as BidSync) (www.periscopeholdings.com or www.bidsync.com) for automatic notification of competitive solicitation opportunities and document fulfillment, including the issuance of any addendum to this RFP.Any prospective Bidder who has received this RFP by any means other than through Periscope S2G must register immediately with Periscope S2G to assure it receives any addendum issued to this REP. Failure to receive an addendum may result in disqualification of proposal submitted. 2. PURPOSE AND BACKGROUND. In an emergency, such as a hurricane, the City requires resources to undertake disaster debris monitoring operations. Disaster debris monitoring is assessing and managing debris generated in the aftermath of a disaster. Disaster debris monitoring involves coordinating various stakeholders, including emergency management agencies, environmental agencies, local governments, and private contractors. Keeping track of the types and quantities of debris generated is essential for documentation, reporting, and obtaining financial assistance for recovery efforts. Adhering to local, state,and federal regulations regarding the proper disposal of debris is crucial,and disaster debris monitoring ensures compliance. For approximately five years,the City of Miami Beach (the City)has had an agreement for disaster debris monitoring. The current term of the agreement expires on June 26, 2024. To consider a replacement agreement, this Request for Proposals (REP) seeks proposals from qualified disaster debris monitoring contractor(s) to provide technical expertise and guidance to support the City during emergency recovery efforts following declared disaster event(s). Such services include but are not limited to supporting the City during a disaster recovery effort and monitoring debris collections performed by the city's disaster recovery contractor (s) per the Stafford Act and FEMA policies and guidelines. The contractor(s) shall coordinate with the City and the Disaster Recovery Collector(s) to ensure a compliant, well-managed, and organized approach to debris collection and disposal within FEMA guidelines and Federal regulations(See Section 0200).Services include monitoring debris collections in the field, Temporary Debris Management Sites (TDMS), and residential debris drop-off sites, as well as data reporting, and other related services. Contractor(s) shall monitor the City's Disaster Recovery Contractor(s) performance, including suggestions and assistance with implementing recommendations to improve efficiency. 2.2. Interested Parties. Interested parties are invited to submit proposals in accordance with Section 0300. In accordance with the instructions of Section 0300, interested parties should provide detailed information that demonstrates their experience in disaster debris monitoring. A Pre-proposal conference will the held in accordance with Section 0100, Sub-sections 3 and 5. All proposals will be evaluated in accordance with the qualitative criteria found in Section 0400. 3.ANTICIPATED RFP TIMETABLE.The tentative schedule for this solicitation is as follows: RFP Issued February 1, 2024 Pre-Proposal.Meeting : °February 8, 2024 at130pm ET - ;'Join on your computer or mobile app • • Click here to join the meeting Or call in(audio ohly) RAIAI BEACH +1786-636-1480.-United States, Miami Phone:Conference°ID:607.559.887# Deadline for Receipt of Questions February 14, 2024 at 5:00 pm ET Responses Due March 4 ,2024, at 3:00 pm ET Join on your computer or mobile app ;,Click hereto join the meeting Or:call in(audio only). +1 786-636-1480 United States, Miami Phone Conference IDf'261 066 255#' • Evaluation Committee Review TBD Tentative°Commission Approval ' TBD Contract Negotiations Following Commission Approval 4. PROCUREMENT CONTACT.Any questions or clarifications concerning this solicitation shall be submitted to the Procurement Contact noted below: Procurement Contact: Telephone: Email: Natalia Deliado 305-673-7000 x26263 NataliaDel•ado@miamibeachfl.Iov Additionally, the City Clerk is to be co lied on all communications via e-mail at: RafaelGranado@miamibeachfl.sov; or via facsimile: 786-394-4188. The Bid title/number shall be referenced on all correspondence. All questions or requests for clarification must be received no later than ten (10) calendar days prior to the date proposals are due as scheduled in Section 0100-3. All responses to questions/clarifications will be sent to all prospective Bidders in the form of an addendum. 5. PRE-PROPOSAL MEETING OR SITE VISIT(S). A pre-proposal meeting or site visit(s) may be scheduled. Attendance for the pre-proposal meeting shall be via web conference and recommended as a source of information but is not mandatory. Bidders interested in participating in the Pre-Proposal Meeting must follow these steps: Join on your computer or mobile app Click here to join the meeting, Or call in (audio only) +1 786-636-1480 United States, Miami Phone Conference ID: 607 559 887# Bidders who are participating should send an e-mail to the contact person listed in this RFP expressing their intent to participate. 6. PRE-PROPOSAL INTERPRETATIONS. Oral information or responses to questions received by prospective Bidders are not binding on the City and will be without legal effect, including any information received at pre-submittal meeting or site visit(s). The City by means of Addenda will issue interpretations or written addenda clarifications considered necessary by the City in response to questions. Only questions answered by written addenda will be binding and may supersede terms noted in this solicitation. Addendum will be released through Periscope S2G. Any prospective Bidder who has received this RFP by any means other than through Periscope S2G must register immediately with Periscope S2G to assure it receives any addendum issued to this RFP. Failure to receive an addendum may result in disqualification of proposal. Written questions should be received no later than the date outlined in the Anticipated RFP Timetable section. 7. CONE OF SILENCE.This RFP is subject to, and all Bidders are expected to be or become familiar with, the City's Cone of Silence Requirements, as codified in.Section 2-486 of the City Code. Bidders shall be solely responsible for MOM BEACH ensuring that all applicable provisions of the City's Cone of Silence are complied with, and shall be subject to any and all sanctions,as prescribed therein, including rendering their response voidable, in the event of such non-compliance. Communications regarding this solicitation are to be submitted in writing to the Procurement Contact named herein with a copy to the City Clerk at rafaelgranado@miamibeachfl.gov 8.ADDITIONAL INFORMATION OR CLARIFICATION. After proposal submittal,the City reserves the right to require additional information from Bidders (or Bidder team members or sub-consultants) to determine: qualifications (including, but not limited to, litigation history, regulatory action, or additional references); and financial capability (including, but not limited to,annual reviewed/audited financial statements with the auditors notes for each of their last two complete fiscal years). 9. BIDDER'S RESPONSIBILITY. Before submitting a response, each Bidder shall be solely responsible for making any and all investigations, evaluations, and examinations, as it deems necessary, to ascertain all conditions and requirement,, affecting the full performance of the contract. Ignorance of such conditions and requirements, and/or failure to make such evaluations, investigations, and examinations, will not relieve the Bidder from any obligation to comply with every detail and with all provisions and requirements of the contract, and will not be accepted as a basis for any subsequent claim whatsoever for any monetary consideration on the part oif the Bidder. 10.DETERMINATION OF AWARD.The City Manager may appoint an evaluation committee to assist in the evaluation of proposals received.The evaluation committee is advisory only to the city manager. The city manager may consider the information provided by the evaluation committee process and/or may utilize other information deemed relevant. The City Manager's recommendation need not be consistent with the information provided by the evaluation committee process and takes into consideration Miami Beach City Code Section 2-369, including the following considerations: (1)The ability, capacity and skill of the Bidder to perform the contract. (2)Whether the Bidder can perform the contract within the time specified, without delay or interference. (3)The character, integrity, reputation,judgment, experience and efficiency of the Bidder. (4)The quality of performance of previous contracts. (5)The previous and existing compliance by the Bidder with laws and ordinances relating to the contract. The City Manager may recommend to the City Commission the Bidder(s) s/he deems to be in the best interest of the City or may recommend rejection of all proposals. The City Commission shall consider the City Manager's recommendation and may approve such recommendation. The City Commission may also, at its option, reject the City Manager's recommendation and select another Proposal or Proposals which it deems to be in the best interest of the City, or it may also reject all Proposals. 11.NEGOTIATIONS. Following selection,the City reserves the right to enter into further negotiations with the selected Bidder(s). Notwithstanding the preceding, the City is in no way obligated to enter1into a contract with the selected Bidder(s)in the event the parties are unable to negotiate a contract.It is also understood and acknowledged by Bidders that no property, contract or legal rights of any kind shall be created at any time until and unless an Agreement has been agreed to; approved by the City; and executed by the parties. 12. E-VERIFY. As a contractor you are obligated to comply with the provisions of Section 448.095, Fla. Stat., "Employment Eligibility."Therefore, you shall utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the Contractor during the term of the Contract and shall expressly require any subcontractors performing work or providing services pursuant to the Contract to likewise utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the subcontractor during the Contract term. MI MI BEACH 13. PERISCOPE S2G (FORMERLY BIDSYNC). The Procurement Department utilizes Periscope S2G, Supplier-to- Government electronic bidding (e-Bid) platform. If you would like to be notified of available competitive solicitations released by the City you must register and complete your vendor qualifications through Periscope S2G, Supplier-to- Government www.bidsync.com/Miami-Beach. Registration is easy and will only take a few minutes. For detailed instructions on how to register, complete vendor qualifications and submit electronic bids visit https://www.miamibeachfl.gov/city-hall/procurement/for-approval-how-to-become-a-vendor/. Should you have any questions regarding this system or registration, please visit the above link or contact Periscope S2G, Supplier-to-Government at support@bidsync.com or 800.990.9339, option 11,option 1. 14. HOW TO MANAGE OR CREATE A VENDOR PROFILE ON VENDOR SELF SERVICE (VSS). In addition to registering with Periscope S2G, the City encourages vendors to register with ou;r online Vendor Self- Service web page, allowing City vendors to easily update contacts, attachments (W-9), and commodity information. The Vendor Self-Service(VSS)webpage(https://selfservice.miamibeachfl.gov/vss/Vendors/default,aspx)will also provide you with purchase orders and payment information. Should you have any questions and/or comments, do not hesitate to submit them to vendorsupport@miamibeachfl.gov. 15. SUPPLIER DIVERSITY. In an effort to increase the number and diversity of siupplier options in the procurement of goods and services, the City has established a registry of LGBT-owned businesses, as certified by the National LGBT Chamber of Commerce(NGLCC)and small and disadvantaged businesses,as certified by Miami-Dade County. See authorizing resolutions here. If your company is certified as an LGBT-owned business by NGLCC, or as a small or disadvantaged business by Miami-Dade County, click on the link below to be added to the City's supplier registry (Vendor Self-Service) and bid system (Periscope S2G,Supplier-to-Government).These are two different systems!and it is important that you register for both. Click to see acceptable certification and to register: https://www,miamibeachfl.gov/city-halI/procurement/how-to- become-a-vendor/. F 16. INDEMNIFICATION Contractor agrees that it will indemnify and hold the Federal Government, its employees and/or their contractors, the State of Florida, its employees and/or their contractors, the County, its employees and/or their contractors, and the Municipality and its employees and/or their contractors harmless from liability to third parties for claims asserted under such contract for any work performed. SECTION 0200 GENERAL CONDITIONS FORMAL SOLICITATIONS TERMS &CONDITIONS -GOODS AND SERVICES. By virtue of submitting a proposal in response to this solicitation, Bidder agrees to be bound by and in compliance with the Terms and Conditions for Services (dated 10.27.2022), incorporated herein,which may be found at the following link: https://www,miamibeachfl.gov/city-hall/procurement/standard-terms-and-conditions/ SOLICITATION TERMS & CONDITIONS — GRANTS AND FEDERAL REQUIREMENTS. By virtue of submitting a bid in response to this ITB, Bidder agrees to be bound by and in compliance with the Contract Provisions for Federal Awards (dated 8/20/20), incorporated herein, located at: https://www,miamibeachfl.gov/city-hall/procurement/standard-terms-and-conditions/ Balance of Page Intentionally Left Blank SECTION 0300 PROPOSAL SUBMITTAL INSTRUCTIONS AND FORMAT 1. ELECTRONIC RESPONSES(ONLY). Proposals must be submitted electronically through Periscope S2G (formerly BidSync) on or before the date and time indicated. Hard copy proposals or proposals received through email or facsimile are not acceptable and will be rejected. A Bidder may submit a modified proposal to replace all or any portion of a previously submitted proposal until the deadline for proposal submittals. The City will only consider the latest version of the bid. Electronic proposal submissions may require the uploading of attachments. All documents should be attached as separate files in accordance with the instructions included in Section 4, below. Attachments containing embedded documents or proprietary file extensions are prohibited. It is the Bidder's responsibility to assure that its bid, including all attachments, is uploaded successfully. Only proposal submittals received, and time stamped by Periscope S2G (formerly BidSync) prior to the proposal submittal deadline shall be accepted as timely submitted. Late bids cannot be submitted and will not be accepted. Bidders are cautioned to allow sufficient time for the submittal of bids and uploading of attachments. Any technical issues must be submitted to Periscope S2G (formerly BidSync) by contacting (800) 990-9339 (toll free) or S2G@periscopeholdings.com.The City cannot assist with technical issues regarding submittals and will in no way be responsible for delays caused by any technical or other issue. It is the sole responsibility of each Bidder to ensure its proposal is successfully submitted in BidSync prior to the deadline for proposal submittals. 2. NON-RESPONSIVENESS. Failure to submit the following requirements shall result in a determination of non- responsiveness. Non-responsive proposals will not be considered. 1. Bid Submittal Questionnaire 2. Failure to comply with Minimum Eligibility Requirement(See Appendix A, Section Al). 3. Cost Proposal (See Appendix B). 3.OMITTED OR ADDITIONAL INFORMATION. Failure to complete and submit the Bid Submittal Questionnaire (submitted electronically) and the Cost Proposal with the bid and by the deadline for submittals shall render a proposal non-responsive. Non-Responsive proposals will not be considered. With the exception of the Bid Submittal Questionnaire (completed and submitted electronically) and the Cost Proposal, the City reserves the right to seek any omitted information/documentation or any additional information from Bidder or other source(s), including but not limited to: any firm or principal information, applicable licensure, resumes of relevant individuals, client information, financial information, or any information the City deems necessary to evaluate the capacity of the Bidder to perform in accordance with contract requirements. Failure to submit any omitted or additional information in accordance with the City's request shall result in proposal being deemed non-responsive. 4. ELECTRONIC PROPOSAL FORMAT. In order to maintain comparability, facilitate the review process and assist the Evaluation Committee in review of proposals, it is strongly recommended that propAals be organized and tabbed in accordance with the tabs,and sections as specified below.The electronic submittal should be tabbed as enumerated below and contain a table of contents with page references. The electronic proposal shall be submitted through the "Line Items"attachment tab in Periscope S2G, TAB 1 Cover Letter& Minimum Qualifications Requirements 1.1 Cover Letter and Table of Contents. The table of contents should indicate the tabs, sections with tabs, and page numbers to facilitate the evaluation committee's review.The cover letter must be signed by a principal or agent able to bind the firm and contain the following: 1.2 Minimum Qualifications Requirements. Submit verifiable information documenting compliance with the minimum qualifications requirements established in Appendix A, Minimum Requirements and Specifications. TAB 2 Experience& Qualifications 2.1 Qualifications of Bidder. Submit detailed information regarding the relevant experience and proven track record of the firm and/or its principals in providing the scope of services similar as identified in this solicitation, including experience in providing similar scope of services to public sector agencies. For each project that the Bidder submits as evidence of similar experience for the firm and/or any principal, the following is required: project description, agency name, agency contact, contact telephone & email, and year(s) and term of engagement. For each project, identify whether the experience is for the firm or for a principal (include name of principal). 2.2 Qualifications of Bidder's Team. Provide an organizational chart of all personnel (including the project manager and EOC manager) to be used for this project if awarded, the role that each team member will play in providing the disaster debris monitoring services detailed herein, and each team members' qualifications for performing, managing, directing, or documenting disaster debris monitoring work. A resume of each individual, including education, experience, and any other pertinent information, shall be included for each Proposal team member to be assigned to this contract. TAB 3 Approach and Methodology 3.1 Submit detailed information on how Bidder plans to accomplish the required scope of services as detailed in Appendix A. 3.2 Submit a detailed plan for operating debris monitoring project(s) for the City of Miami Beach, addressing any applicable state and federal laws and regulations. 3.3 Submit a detailed plan for operations management, including the proposer's approach to mobilization, a proposed schedule/timeline for operations, safety procedures, and a project management approach. 3.4 Submit a detailed plan for monitoring oversight of TDMS. 3.5 Submit proposer's experience on past disaster projects, with attention to how such experience would be implemented for the City of Miami Beach. 3.6 Submit a narrative on how the proposer intends to collaborate with City of Miami Beach agencies,departments, and other agencies before, during, and following a disaster event. 3.7 Submit a detailed communication plan for disseminating information to the public, contractors, and relevant agencies regarding debris removal schedules, safety guidelines, and other critical information. 3.8 Submit a narrative on how the proposer intends to comply with environmental regulations that will minimize the impact of debris removal on natural resources 3.9 Submit a narrative on how the proposer intends to comply with all FEMA requirements in performing the work in order to mitigate any issues with reimbursements. 3.10 Supplier Diversity.Submit details on plans to contract with small and minority businesses,women's business enterprises, and labor surplus area firms. TAB 4 Cost Proposal Submit a completed Cost Proposal Form (Appendix B). SECTION 0400 PROPOSAL EVALUATION 1. EVALUATION COMMITTEE.An Evaluation Committee, appointed by the City Manager,may meet to evaluate each Proposal in accordance with the qualitative criteria set forth below. In doing so, the Evaluation Committee may review and score all proposals received, with or without requiring presentations. It is important to note that the Evaluation Committee is advisory only and does not make an award recommendation to the City Manager or the City Commission. The City Manager will utilize the results to take one of the following actions: a. In the event that only one responsive proposal is received,the City Manager, after determination that the sole responsive proposal materially meets the requirements of the RFP, may, without an evaluation committee, recommend to the City Commission that the Administration enter into negotiations; or b. The City Manager may recommend that the City Commission authorize negotiations or award a contract to one or more firms in accordance with Section 0100, Sub-section 10; or c. The City Manager may Recommend that the City Commission short-list one or more firms for further consideration by the Evaluation Committee; or d. The City Manager may recommend to the City Commission that all firms, if more than one (1) responsive submittal is received, be rejected. 2. PRESENTATIONS BY SHORT-LISTED FIRMS. If a short-listing of firms responding to this RFP is approved, the short-listed firms may be required to make presentations to and be interviewed by the Evaluation Committee. In further considering the short-listed firms,the Evaluation Committee will utilize the criteria set forth in Sub-section 4 below. 3.TECHNICAL ADVISORS.The City, at its discretion, may utilize technical or other advisers to assist the evaluation committee or the City Manager in evaluating proposals. 4. EVALUATION CRITERIA. Responsive, responsible proposals will be evaluated in accordance with the following criteria. Qualitative Criteria Maximum Points (Points Assigned by Evaluation Committee for the Bidder) Exierience& Qualifications (Tab 2) 40 Approach & Methodology (Tab 3) 35 TOTAL AVAILABLE POINTS for Qualitative Criteria 75 Quantitative Criteria Maximum Points (Points Assigned by Procurement Department) Cost Proposal 25 Veteran's Preference Points for the Bidder) 5 TOTAL AVAILABLE POINTS for Qualitative and 105 Quantitative 5. QUALITATIVE CRITERIA. The Evaluation Committee shall review responsive, responsible proposals and assign points for the qualitative factors only. The Evaluation Committee shall not consider quantitative factors (e.g.veteran's preference) in its review of proposals. The Evaluation Committee shall act solely in an advisory capacity to the City Manager. The results of the Evaluation Committee process do not constitute an award recommendation. The City Manager may utilize, but is not bound by, the results of the Evaluation Committee process, as well as consider any feedback or information provided by staff,consultants or any other third-party in developing an award recommendation in accordance with Section 0100, Sub-section 10. In its review of proposals received, the Evaluation Committee may review and score all proposals, with or without conducting interview sessions, in accordance with the evaluation criteria. 6. QUANTITATIVE CRITERIA. Quantitative factors shall not be considered by the Evaluation Committee. Quantitative factors will be considered by the City Manager in preparing a recommendation to the City Commission. In considering quantitative factors,the City Manager may also consider any feedback or information provided by staff, consultants or any other third-party in developing an award recommendation in accordance with Section 0100, Sub- section 10. Procurement Department staff will assign points for the quantitative criteria. Veterans' Preference points will be assigned in accordance with Section 2-374 of the City Code. Cost Proposal Evaluation. The cost proposal points shall be developed in accordance with the following formula: Sample Objective Formula for Cost Example Maximum Formula for Calculating Points Vendor Allowable Points (lowest cost/cost of proposal being Total Points Vendor Cost (Points noted are for illustrative evaluated X maximum allowable Proposal purposes only.Actual points are points=awarded points) Awarded noted above.) Round to Vendor A $100.00 20 $1001$100 X 20=20 20 Vendor $150.00 20 $100/$150X20=13 13 Vendor C $200.00 20 $100/$200 X 20=10 10 7. DETERMINATION OF FINAL RANKING. The sum of the evaluation criteria points will be converted to rankings in accordance with the example below: Bidder A Bidder B Bidder C Qualitative Points 82 76 80 Committee Quantitative Points 22 15 12 Member 1 Total 104 91 92 Rank 1 3 2 Qualitative Points 79 85 72 Committee Quantitative Points 22 15 12 Member 2 Total 101 100 84 Rank 1 2 3 Qualitative Points 80 74 66 Committee Quantitative Points 22 15 12 Member 2 Total 102 89 78 Rank 1 2 3 Low Aggregate Score 3 7 8 Final Ranking' 1 2 3 It is important to note that the results of the proposal evaluation process in accordance with Section 0400 does not represent an award recommendation. The City Manager will utilize the results of the proposal evaluation process, and any other information he deems appropriate, to develop an award recommendation to the City Commission, which may differ from the results of the proposal evaluation process and final rankings. APPENDIX A • A A -"- 3 ./4 k!,7,7,7j ^ ‘11v #( Minimum Requirements & Specifications 2024-021 -ND Disaster Debris Monitoring Services PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 Al. Minimum Eligibility Requirements. The Minimum Eligibility Requirements for this solicitation are listed below. Bidder shall submit the required submittal(s) documenting compliance with each minimum requirement. Proposers that fail to comply with minimum requirements shall be deemed non-responsive and shall not have their bid considered. 1. Bidder shall demonstrate that it has performed at least three (3) disaster debris monitoring projects, as prime contractor, in the last 15 years, resulting in 250,000 cumulative cubic yards of debris. Required Submittals: For each client/project reference the following information is required: 1)client name,2)contact individual name&title,3)address,4)telephone,5)contact's email, 6) narrative on scope of services provided; 7)contract dates of services;8)total cubic yards of debris monitored. A2. Specifications. The Contractor shall provide its services under this agreement if and when the City needs assistance with disaster debris monitoring services. The Contractor shall not be required to provide its services to the City until the City issues a purchase order based on a fully executed Consultant Service Order (CSO). Upon the issuance of a purchase order, the Contractor shall promptly provide the City with the Certificate of Insurance required herein. After the City receives and approves the Contractor's Certificate of Insurance,the Contractor shall provide all labor, supervision, materials, equipment, facilities, power, communications, and other services and supplies necessary for, or incidental to, the performance of the Contractor's work. All services provided by the Contractor, and all labor, materials, and equipment used by the Contractor and its subcontractors must comply fully with all Applicable Laws, including the requirements established by FEMA. All of the Contractor's duties and obligations shall be performed at the Contractor's expense in exchange for the City's payment of the hourly rates identified in the Cost Proposal Form, Appendix B. The City makes no warranty or guarantee concerning the number of hours or category of employees that will be employed to perform the required services. The number of hours included in Appendix B is not intended to represent the actual contract amount but an estimated representation of a typical work week. The employment by Contractor of any staff or personnel for whom an hourly rate has not been set in Appendix B shall be approved in writing by the City prior to their hiring. A3. Scope of Work. The Contractor shall provide all labor (including, but not limited to, designation of a project manager), supervision, materials, equipment, power, communications, and other services and supplies necessary for, or incidental to, the performance of the debris monitoring services described herein. Generally,the services to be provided by the Contractor involve the monitoring and supervision of the removal,processing,and disposal of debris by the Debris Management Contractor(the"DMC") to (1) ascertain whether the DMC has fully performed under the agreement, then in effect, for debris removal and disaster recovery services between the DMC and the City, and (2) maximize reimbursements from FEMA and other federal, state and local agencies for disaster recovery expenses incurred by the City, such as ensuring that only eligible debris is collected, processed and properly disposed by the DMC. The Contractor shall observe, monitor, and document the DMC's removal, processing, and disposal operations, including debris types, quantities, reduction methods, and pick- up and disposal locations to ensure that the DMC complies with all Applicable Laws, including FEMA regulations, policies, and guidelines. Monitoring the DMC's contracted removal operations includes field supervisory oversight, monitoring of debris removal at the loading, staging,and final disposal sites, monitoring debris removal, segregation, processing, and final disposal, and compiling copious and detailed records (e.g. load tickets and monitor reports) to document and verify the DMC's contracted Debris removal operations. For example, Contractor shall track each load of eligible debris removed, processed, and disposed of by the DMC, using a load ticket, which shall be inventoried and logged. The Contractor shall be thoroughly familiar with the rights and responsibilities assigned to the DMC under the agreement, then in effect, for debris removal and disaster recovery services between DMC and the City. Contractor must conduct its work in a manner that does not interfere with disaster response and recovery activities of the DMC and the federal, state, and county governments and agencies or public utilities. The City may use other contractors to work in other zones within the City; therefore, the Contractor must coordinate with any such contractor(s) as needed by the City. Contractor shall verify and document that all equipment,vehicles,and manpower used by the DMC in its performance under the agreement, then in effect, for debris removal and disaster recovery services between the DMC and the City meets the criteria set forth in said agreement, including that all load volumes of debris and each piece of equipment are adequately measured, the measured volume is accurately reflected on the signs fixed to each piece of equipment for the duration of the disaster work, the proper signage and markings are affixed to each piece of equipment, and each piece of equipment and vehicle is certified and in compliance with the proposal specifications and all Applicable Laws. Services required from the Contractor may include the following: (1) Monitoring during Emergency Push/Road Clearance: During the first seventy (70) hours after a declared disaster, Contractor shall observe, monitor, supervise, and document the debris clearance operations of the DMC, including, but not limited to the number, hours, and actual output of manpower and equipment used by the DMC, unless otherwise agreed in writing by the City. (2) Monitoring Debris Removal from Private Property: Contractor shall observe, monitor, supervise, and document the DMC's debris removal operations from private property, as authorized by the City, including, but not limited to, the collection, removal, processing, and disposal of debris,to ascertain compliance with all applicable current FEMA regulations and policies including the FEMA Public Assistance Program and Policy Guide, FP 104-009-2 (June 2020). Contractor shall ascertain that all debris removed from private property meets the criteria and requirements set forth in the agreement, then in effect,for debris removal and disaster recovery services between the DMC and the City. (3) Monitoring Debris Removal from Public Rights-of-Way (ROW): Contractor shall observe, monitor, supervise, and document the removal, processing, and disposal operations of the DMC of vegetative debris, mixed debris, non-burnable debris, and construction and demolition removal(C&D) debris from the City's Rights-of-Way and public property. The Contractor shall ensure only eligible debris is collected for loading and hauling. Contractor shall ascertain that all debris removed from the City's Rights-of-Way and public property meets the criteria and requirements set forth in the agreement, then in effect, for debris removal and disaster recovery services between the DMC and the City. Monitoring Removal, Processing, and Disposal of Debris by Types of Debris: a. Vegetative Debris: The Contractor shall observe, monitor, supervise, and document the DMC's operations related to the removal, processing, and disposal of stumps, hazardous stumps, leaning trees, hanging limbs, and trees. Specifically, the Contractor shall inspect and document the size, location, root-ball exposure, payment category, and method of removal used by the DMC,which may include grinding,removal,extraction,or flush cut.The Contractor shall ascertain compliance with all applicable FEMA guidelines regarding the removal, processing, and disposal of stumps, hazardous stumps,leaning trees,hanging limbs,and trees as outlined in the FEMA Public Assistance Program and Policy Guide, FP 104-009-2 (June 2020). b. C&D Debris: The Contractor shall observe, monitor, supervise and document DMC's operations related to the removal, processing and disposal of C&D Debris. The Contractor must ensure and when applicable document that the C&D Debris removed by the DMC presented an immediate threat to the safety, welfare, and well-being of the community,or obstructed a public Right-of-Way or other recovery efforts, and is generated by a declared disaster in compliance with all applicable FEMA guidelines as outlined in the FEMA Public Assistance Program and Policy Guide, FP 104-009-2 (June 2020). c. Hazardous Waste (HW) Debris: Contractor shall observe, monitor,supervise, and document the collection, segregation, transportation, processing, and disposal of HW to verify and ensure that DMC took proper precautions and followed established policies and procedures, including notification of appropriate authorities in case of an accident or if unsafe practices are observed. Contractor shall ensure that DMC has obtained and maintained the required certification for the collection, segregation, transportation, processing, and disposal of HW and has employed the appropriate certified specialists to perform such tasks. The Contractor shall ensure the DMC has performed all cleanup operations in accordance with Applicable Laws. The Contractor shall report spills and other incidents to the City immediately following the discovery of the spill, separately and independently from the DMC. The Contractor shall ascertain compliance with all applicable FEMA guidelines as outlined in the FEMA Public Assistance Program and Policy Guide, FP 104-009-2 (June 2020). d. Other Types of Debris: Contractor shall observe, monitor, supervise, and document the collection,removal,transportation,and disposal of vehicles and vessels, putrescent debris, and storm-generated debris in waterways and drainage systems to ascertain compliance with all applicable FEMA guidelines as outlined in the FEMA Public Assistance Program and Policy Guide, FP 104- 009-2 (June 2020). e. On-Site Chipping:Contractor shall observe,monitor,supervise,and document the collection, removal, processing, and disposal of debris chipped on-site by the DMC. Contractor shall document the conditions and location of the debris to verify that on-site chipping, hauling of chipped debris, and area restoration were performed in compliance with the agreement, then in effect, for debris removal and disaster recovery services between the DMC and the City. (4) Temporary Debris Staging and Reduction Sites(TDSRS):The Contractor shall observe, monitor,supervise,and document DMC's staging,reduction,and processing operations at a TDSRS, including the staging, processing,reduction, and disposal of all debris,site security, site preparation, and maintenance. Contractor shall inspect and properly document every load entering and leaving the TDSRS, including all load tickets completed for each load,to verify and document the contents and quantity of each load. Contractor shall accurately measure, document load hauling compartments, and compute volume capacity in cubic yards of every vehicle used by the DMC. Contractor shall ascertain compliance with all applicable licensure and environmental requirements, as well as all applicable FEMA guidelines as outlined in the FEMA Public Assistance Program and Policy Guide, FP 104-009-2 (June 2020). (5) Comingling of Debris: The Contractor shall ensure that there is no comingling of debris and shall inform the City on its Operational Reports as described in Section 3.6.10 if commingling of debris occurs. Contractor shall ascertain compliance with all applicable FEMA guidelines as outlined in the FEMA Public Assistance Program and Policy Guide, FP 104-009-2 (June 2020). A3.1 Required Staff and Personnel.The Contractor shall provide the City the necessary personnel with the training, skills, knowledge, experience, and know-how to efficiently and effectively observe, monitor, supervise, and document the DMC's collection, removal, processing, and disposal operations set forth in the agreement, then in effect, for debris removal and disaster recovery services between the DMC and the City. The City will determine the number and types of personnel needed, and this determination will be included in the appropriate CSO. Contractor shall provide its personnel with all logistical support, including mobile communications equipment, computer equipment, safety equipment, digital cameras, video cameras, and other equipment necessary to perform the work. Mobile communications equipment shall be sufficient to allow all monitors to remain in contact with the Contractor, DMC, and the City at all times. Contractor shall ensure that a sufficient number of trained personnel are available to (1) monitor the "First Push"operations; (2)observe and record all debris loads entering and leaving the TDSRS; (3) provide data entry, (4)conduct safety meetings with field staff to ensure that all personnel adhere to all appropriate safety requirements; (5) respond and document issues regarding complaints, damages, accidents or incidents involving the DMC and ensure that are fully documented and reported; (6) coordinate daily briefings with the City; (7) ensure and reconcile DMC's invoices and supporting documentation submitted to the City; and ) prepare Operational Reports and any other required documentation as required by the City. Accordingly,the Contractor shall establish a debris monitoring team to perform the work required consisting of the following positions, at a minimum, as included in Appendix B, Cost Proposal Form and more particularly described below: a. Emergency Operations Manager b. Project Manager c. Data Manager d. Cost Recovery Specialist e. Field Supervisors f. Fixed Site Monitors g. Billing/Invoice Analysts h. Administrative Assistants i. Field Monitors The Debris monitoring team's responsibilities and obligations include, but are not limited to the following: a. Emergency Operations Manager: The primary functions of the emergency operation manager shall be to manage and supervise the Debris monitoring services provided by the Contractor and to serve as liaison between the City and the Contractor. The emergency operations manager shall be paid at the hourly rate in Appendix B,Cost Proposal Form.The emergency operations manager's responsibilities shall include, without limitation: i. Coordinate daily briefings,work progress, staffing,and other key items with the City; ii. Schedule work for all team members and subcontractors on a daily basis; iii. Schedule and manage field staff; iv. Monitor the DMC's progress and make and implement recommendations to improve efficiency and speed up the recovery work; v. Conduct safety inspections; vi. Ensure compliance with contracts by all subcontractors; vii. Prepare Operational Reports and other required documentation; viii. Schedule periodic meetings with field staff and subcontractors; ix. Review and reconcile DMC's documentation supporting invoices for payment and prepare FEMA worksheets for reimbursement for debris hauling efforts; x. Review and reconcile Contractor's invoices for payment and prepare FEMA worksheets for reimbursement for debris monitoring efforts; xi. Establish a data center where project documents are stored, sorted, and reconciled; xii. Be accessible to the City at all times and shall have full authority to act on behalf of the Contractor to address and resolve issues that may arise during the course of the work. All communications given to the Emergency Operations Manager shall be binding on the Contractor; xiii. Be on-call twenty-four(24) hours per day, seven (7) days per week, and be available by cell phone. In the event normal communication channels are unavailable, Contractor shall provide the Emergency Operations Manager with reliable means of communication with the City; xiv. Coordinate daily with the City and DMC,and shall comply with all directions and guidance provided by federal and state representatives; and xv. Attend any and all meetings required by the City to evaluate the Debris removal and disposal operations. b. Project Manager: The project manager's responsibilities shall include,without limitation: i. Obtaining and becoming familiar with all debris removal contracts for which they are providing monitoring services. ii. Documenting daily and weekly debris removal work and ensuring proper records are maintained for load tickets and recovery costs. iii. Inspecting means and methods to measure and record work and recommending changes that may be needed. iv. Stopping work in progress that is not being performed or documented appropriately. v. Inspecting work in progress to ensure removal efforts include debris of the proper type in the proper areas. vi. Checking work in progress to ensure that the proper work authorizations, permits, and other prerequisites are in place. vii. Reporting on any improvements in work assignments, efficiency, or productivity. viii. Reporting damage within 24 hours of knowledge of the occurrence. ix. Ensuring work is performed in accordance with all applicable federal,state, and local laws and regulations. c. Data Manager: The primary function of the data manager is to oversee the processing of load ticket information, including Quality Assurance and Quality Control (QA/QC) aspects, that ensure documentation is maintained in accordance with all Federal, State, County, and local requirements. This may involve using electronic monitoring equipment or other approaches as approved by the City. The data manager shall be FEMA-trained and will work under the supervision of the emergency operations manager. The data manager shall be paid at the hourly rate included in Appendix B, Cost Proposal Form. d. Cost Recovery Specialist: The cost recovery specialist is an experienced, FEMA-trained • professional who may assist the City in operating and coordinating activities during a declared disaster.The qualified individual must have direct debris management experience, including the management of debris removal operations, the oversight of TDSRS, debris recycling,and debris disposal. Emphasis on management and coordination of disaster event and FEMA recovery guidelines are required. The Cost Recovery Specialist shall work hand- in-hand with City personnel or their designee to develop project worksheets for all Category A expenses and documentation.The cost recovery specialist shall be paid at the hourly rate included in Appendix B, Cost Proposal Form. e. Field Supervisors: The primary function of the field supervisors shall be to oversee the field operations, compile Operational Reports,recommend approaches that maximize efficiency, and ensure that safety measures are followed. The Field Supervisors shall be paid at the hourly rate included in Appendix B, Cost Proposal Form. The Field Supervisors' responsibilities shall include,without limitation: i. Oversee and supervise field activity; ii. Coordinate efforts with City personnel to maximize efficient use of all available resources; iii. Make suggestions to improve the efficiency of the collection and removal of debris; iv. Coordinate daily activities and future planning with staff; v. Identify, address, and troubleshoot any questions or problems that could impact work area safety and eligibility; and vi. Accurately measure load hauling compartments and accurately compute volume capacity in cubic yards; document and record measurements and computations. f. Fixed Site Monitors:The primary functions of the fixed site monitors shall be to complete the load ticket and estimate volumes that have been transported to the TDSRS or final disposal site for processing, reduction, segregation, storage, and disposal. The fixed site monitors shall be paid at the hourly rate included in Appendix B, Cost Proposal Form. The fixed site monitors'responsibilities shall include,without limitation: i. Create and maintain a complete and accurate record of the size of each load of debris and other information about each load as may be needed on the load ticket; ii. Initial each load ticket before allowing trucks to proceed from the check-in area to the tipping area at the final disposal site; iii. Initial each load ticket for every load entering and leaving a TDSRS; iv. Ensure that debris is properly segregated,processed,and secured and that comingling of debris does not occur; v. Coordinate efforts with the City and the DMC/dispatch center or supervisor to maximize efficient and effective use of all available resources; vi. Perform other duties as directed by the City and designated City personnel; vii. Accurately measure load hauling compartments,compute volume capacity in cubic yards,and document and record measurements and computations. g. Billing/Invoice Analysts: The primary function of the billing/invoice analyst is to inspect and audit contractor's invoices,reconcile invoices with standardized tickets/logs summary,verify the accuracy of invoices, coordinate with DHCs to rectify errors, approve invoices and authorize payment, produce summary reports for each invoice including backup data and documents. h. Administrative Assistants:The primary function of the administrative assistant is to manage and organize all project documentation, scan all project cost documents, track monitoring costs, compile time sheets, and support the project manager. i. Field Monitors: The primary function of the field monitors shall be to perform roving on-site, street-level work area inspections of debris cleanup and collection and verify that only eligible debris is being removed from an eligible property within assigned debris pick-up locations in the City. The field monitors shall complete and issue load tickets for eligible debris cleared and removed at locations designated by the City.The field monitors shall be paid at the hourly rate included in Appendix B, Cost Proposal Form. The field monitors' responsibilities shall include,without limitation: i. Utilize photographs and GPS coordinates of debris to verify the source and type of debris collected; ii. Monitor truck collection activity; iii. Issue manifest load tickets at loading sites for each load; iv. Check the area for safety considerations such as downed power lines, children playing in the area, need or availability of traffic control devices, and trucks and equipment are being operated safely; v. Ensure freon-containing appliances are sorted and ready for freon removal on-site or separate transport for freon removal before final disposal; vi. Perform a pre-work inspection of areas and debris piles to help prevent damage caused by loading equipment used in operations; identify covered utility meters, transformers, fire hydrants, and mailboxes, and look for and document potential debris remedial issues; vii. Document damage occurring during debris removal to utilities, driveways, road surfaces,vehicles,or any other property,using photography whenever feasible, including identifying owners, circumstances of the damage (who, what,when,where)and filing a report with authorities with jurisdiction; viii. Ensure the work area is clear of debris to the specified level before equipment moves to a new loading area; ix. Accurately measure load hauling compartments and accurately compute volume capacity in cubic yards; document and record measurements and computations; x. Properly monitor and record the performance and productivity of the debris removal crew; xi. Coordinate field inspection work and all other efforts with the City, and DMC/dispatch center or supervisor to maximize'efficient and effective use of all available resources; xii. Ensure that loads are properly contained before leaving the loading area; xiii. Ensure only eligible debris is collected for loading and hauling; xiv. Ensure only debris from approved public areas is loaded for removal; xv. Document photographically trees and stumps that are considered hazardous; xvi. Verify that all trucks leaving the site have been completely emptied; and xvii. Perform other duties from time to time as directed by the City and emergency operations manager. A3.2 Pre-event Services.The pre-event services performed by the Contractor may include: a. The coordinated creation, implementation, and modification, as necessary, of the City's Debris Management Plans and Standard Operating Procedures; b. Inter-agency cooperative exercises and training; c. FEMA guidance and policy yearly updates; and d. Inspection of TDSRS. A3.3 Post-event Services.The post-event services performed by the Contractor may include: a. Contract administration; b. Debris estimates; c. Performing oversight of road clearance and debris loading by DMCs; d. Providing TDSRS monitoring at various locations, including sites that handle materials from multiple contractors and monitoring firms; e. Environmental assessment of TDSRS; f. Truck and equipment certification; g. TDSRS monitoring accommodating multiple municipalities/agencies; h. QA/QC of all documentation pertaining to debris management monitoring; i. Monitoring and documenting compliance with all safety procedures; j. Assisting the City in responding to public inquiries; k. Providing technical advice to the City; I. Being available to address questions from FEMA during and after services have been performed; m. Providing assistance with FEMA Category A expense worksheets and other submittals, audits, appeals, and associated processes, as needed, until final file closeout regarding each disaster event; and n. Reviewing and validating debris removal contracting firm(s) invoices prior to submission to the City for processing. A3.4 Mobilization and Notice to Proceed. The Contractor shall have a maximum of 24 hours from confirmed delivery of the City's to mobilize and begin their response. Notification will be made in writing via email. Failure to mobilize in the allotted timeframe may result in selecting another contractor, relinquishing the right for future consideration, and breach of contract. Upon activation, the Contractor will begin coordinating with the DMC and the City's emergency management personnel. A3.5 Deliverables and Reports.At a minimum,the following deliverables must be provided to the City at the completion of the event response effort. However, deliverables shall in no way be limited to the following list. At its sole discretion,the City may add or delete deliverables to meet the needs of the City, State, or FEMA. All deliverables will be submitted electronically, in a format specified by the City and on paper.The minimum deliverables to be provided include: a. A log of complaints, damages reported, correction or remedial measures, and releases for remedial work performed from the property owner or the City as appropriate, in paper form and electronically; b. Original load tickets, boxed, bound by date, and sorted by ticket number; c. Electronic load ticket logs detailing information from all paper load tickets; d. Daily activity logs maintained by all personnel with individual signatures and initials, which shall identify issues addressed by all personnel and final resolution; e. Map books boxed by pass with daily logs; f. List of load tickets issued by monitors and list of lost/voided load tickets; g. Each ineligible debris pile will be tagged in a format approved by the City, and a log of all ineligible debris identified shall be compiled and submitted to the City; h. Daily operational reports ("Operational Reports") shall be prepared by the Contractor and submitted to the City throughout the duration of the recovery operations. Daily reports shall document the DMC's activities and progress from the previous day and shall be submitted at 10:30 a.m. to the City or designee. Each report shall contain the following minimum information: i. Review and accurately complete load tickets, verifying that they are consistent with all reporting documents; ii. The times of operation of all debris-loading trucks; and iii. Reports, maps,and graphs to delineate production rates of crews and their equipment, progress by area and estimations of total quantities remaining, time to completion, and daily cumulative cubic yards of debris removed, processed, and hauled. i. A final report ("Final Report") shall be prepared by the Contractor and submitted to the City within thirty(30)days of completion of the recovery operations(Recovery Operations include closure and remediation of TDSRS and conclusions of all related operations.)At a minimum; this report will include a discussion of disaster response requirements and results and recommendations for future disaster responses. A3.6 Document Management and Support. Contractor shall create and monitor load tickets to track and document the removal,processing,and disposal of eligible debris. Contractor shall ensure that all load tickets comply with the requirements of FEMA and other federal, state, and local reimbursement agencies. Each load ticket shall contain, at a minimum,the following information: a. DMC's name; b. City's identification or contract number for the Contractor; c. Load Ticket number; d. Date and time of pick up; e. Date and time of delivery; f. Pick up location (by street address or block); g. Total cubic yards picked up; h. Debris classification; i. Truck ID number and capacity; j. If applicable,truck operator or employee name; k. Description of manpower and equipment used; I. Delivery site; m. Signature of the City's designated representative; n. Signature of the DMC's designated representative; and o. Signature of the Contractor's designated representative. A3.7 Records Keeping and Audits. Contractor will be subject to audit by federal, state and local agencies. Accordingly, Contractor shall keep throughout the term of the resulting agreement, all books of accounts and records customarily used in this type of operation, and as from time to time may be required by the City,in accordance with generally accepted accounting principles prescribed by the American Institute of Certified Public Accountants or any successor agency. In addition, Contractor must maintain copies of all reports,records, debris reporting tickets,and correspondence concerning the work performed under the resulting agreement. Such books of accounts, records, reports, logs, debris reporting load tickets, and correspondence shall be kept for at least three (3) years after project closeout by FEMA or eight (8) years following the termination of the resulting • agreement, whichever is later unless the Contractor is notified in writing by the City of the need to extend the retention period. Upon the City's request,the Contractor shall scan all reports, logs, load tickets, invoices, correspondence, and related records concerning the Contractor's work under the resulting agreement and provide electronic copies to the City. The City shall have the right to inspect, audit, and examine all such customary books of accounts, records, and reports created and maintained relating to Contractor's operations in performance of the resulting agreement during normal business hours. If the books of accounts and records are kept in a location outside the State of Florida, Contractor shall, at its sole cost and expense, arrange for them to be brought to a location convenient to the auditors for the City to be audited and inspected as set forth in the resulting agreement. Failure to maintain books of accounts and records as required shall be deemed a material breach of the resulting agreement. The City or its representatives shall make available to the Contractor a copy of any audit report prepared by or on behalf of the City. Contractor shall have thirty (30) days from receipt of the audit report from the City or its representatives to provide a written response to the City regarding the audit report.Contractor agrees that failure to submit a written response to the audit report in accordance with the requirements of this section shall constitute acceptance of the audit report as issued. The obligations arising out of this section shall survive the expiration or earlier termination of the resulting agreement. Florida's Public Records Law (Chapter 119, F.S.) requires that all records must be made available upon request by the public unless they are exempt. The City may unilaterally cancel the resulting agreement if Contractor refuses to comply with the requirements of Florida's Public Records Law. A3.8 Other Operational Considerations. All emergency Debris operations, including all Contractor's operations in performance of this Agreement, shall be subject to inspection by the City and other Governmental Authorities to ensure compliance with the Agreement and Applicable Law. A3.9 Technical Assistance. The City may request Contractor to provide technical expertise and guidance to support the City during the emergency recovery effort, including the following: a. Assist in determining and assessing the impact and magnitude of the disaster event before federal assistance is requested, identifying damaged locations and facilities, assessing and preparing initial estimates of debris volumes, distinguishing between pre-emergency damage and emergency-generated damage,documenting eligible costs,and describing the physical and financial impact of the emergency. b. Provide training sessions for key City personnel. c. Assist with developing, producing, and distributing public information bulletins or press releases concerning the disaster event and recovery efforts. A3.10 Invoice and Payment. All invoices are subject to pre-audit verification and the City's approval prior to payment. Contractor must provide the information described below and any other information reasonably requested by the City to support the work performed. a. The Contractor must sign all invoices, and each type of work must be invoiced separately. b. Releases of lien, if applicable, must be submitted with invoices. c. Contractor must remit all invoices and supporting information to: Accounts Payable Division Finance Department City of Miami Beach 1700 Convention Center Drive, 3rd Floor Miami Beach, FL 33139 A paper copy of each invoice must be provided, and electronic copies also may be required. d. Contractor must submit invoices to the City regularly and at least once every 30 days. Each invoice shall include copies of the Operational Reports as indicated in Section A3.5(h) and daily logs, if applicable. e. Invoices must be detailed and include information such as employee position, the employee's hourly rate,the actual hours worked, and the tasks performed.The hourly rates must not exceed the prices included in Appendix B, Cost Proposal Form. • A3.11 City's Obligations for Mobilization. The City shall notify Contractor when a hurricane watch or warning has been established for the City so that Contractor can plan for its mobilization. The City shall furnish all information and documents reasonably necessary for the commencement of work, including a valid purchase order. Contractor shall be fully operational within twenty-four (24) hours after receiving a purchase order from the City. A4.Special Conditions 1. TERM OF CONTRACT. The term of the Agreement resulting from this RFP shall be for an initial term of three (3)years. 2. OPTION TO RENEW. The City,through its City Manager,will have the option to extend for one (1)two-year renewal term at the City Manager's sole discretion.The successful contractor shall maintain, for the entirety of any renewal period, the same cost, terms, and conditions included within the originally awarded contract. Continuation of the contract beyond the initial period,and any option subsequently exercised, is a City prerogative and not a right of the successful contractor. 3. COST ADJUSTMENTS. On or about the anniversary of each contract year, the contractor may request, and the city manager may approve, a cost adjustment based on documented cost increases for the following contract year. Cost adjustments should be limited to changes in the applicable Bureau of Labor Statistics index for the local region or other verifiable evidence of price increases.The Contractor's adjustment request must substantiate the requested increase. The City of Miami Beach, through its city manager, reserves the right to approve a requested adjustment or may terminate the agreement and readvertise for bids for the goods or services. 4. BACKGROUND CHECKS/CONTRACTOR'S PERSONNEL. The Contractor shall conduct a full criminal background check at its own expense on each of its employees engaged in providing services under this RFP or any resulting agreement prior to the commencement of said services. No employee of the Contractor shall be eligible to perform services, pursuant to this RFP or resulting agreement if he or she: (1) has been convicted of or was placed in a pre-trial diversion program for any crime involving dishonesty or breach of trust; embezzlement; drug trafficking; forgery; burglary; robbery; theft; perjury; possession of stolen property; identity theft; fraud; money laundering; shoplifting; larceny;falsification of documents and/or (2) has been convicted of any sex,weapons,or violent crime including but not limited to homicide; attempted homicide; rape; child molestation; extortion;terrorism or terrorist threats; kidnapping; assault; battery; and illegal weapon possession, sale or use. The Contractor shall defend, indemnify and hold the City, its officers, employees, and agents harmless from and against any and all liability, loss, expense (including reasonable attorney's fees) or claims for injury or damages arising out of its failure to comply with this requirement. 5. SUB-CONTRACTORS. The Contractor shall not retain, add, or replace any sub-contractor without the prior written approval of the City Manager, in response to a written request from the Contractor stating the reasons for any proposed substitution. Any approval of a sub-contractor by the City Manager shall not in any way shift the responsibility for the quality and acceptability by the City of the services performed by the sub-contractor from the Contractor to the City. The quality of services and acceptability to the City of the services performed by sub-contractors shall be the sole responsibility of the Contractor. Balance of Page Intentionally Left Blank APPENDIX B ri 77'L [1,„„,1 , „ fit_Av Cost Proposal Form • 2024-021 -ND Disaster Debris Monitoring Services PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 APPENDIX B COST PROPOSAL FORM Failure to submit Appendix B,Cost Proposal Form,in its entirety by the deadline established for the receipt of .ro I osals will result in fro s osal bein I deemed non-res s onsive and bein I re.ected. Bidder affirms that the prices stated on the cost proposal form below represent the entire cost of the items in full accordance with the requirements of this RFP, inclusive of its terms,conditions,specifications and other requirements stated herein, and that no claim will be made on account of any increase in wage scales, material prices, delivery delays,taxes, insurance, cost indexes or any other unless a cost escalation provision is allowed herein and has been exercised by the City Manager in advance. The Cost Proposal Form (Appendix B) shall be completed in its entirety. All corrections on the Cost Proposal Form (Appendix B) shall be initialed. The hourly rates shall include all costs, including applicable overhead and profit, lodging, meals, transportation, rentals, safety gear, telephone costs, cameras, GPS devices, and other incidentals. Bidders must bid on all line items in Appendix B, Cost Proposal Form, in order to be considered for award. (A) (B) (C) POSITIONS HOURLY RATES EST. HOURS TOTAL (A x B =C) 1. Emergency Operations Manager $ 112 $ 2. Project Manager $ 112 $ 3. Data Manager $ 40 $ 4. Cost Recovery Specialist $ 40 $ 5. Field Supervisors $ 336 $ 6. Fixed Site Monitors $ 840 $ 7. Billing/Invoice Analysts $ 40 $ 8. Administrative Assistants $ 40 $ 9. Field Monitors $ 4,200 $ GRAND TOTAL(Items 1-9)1 $ 1 The Grand Total shall be utilized to allocate Cost Points in the Evaluation of Proposals APPENDIX C /-"A - L61-„, Insurance Requirements 2024-021 -ND Disaster Debris Monitoring Services PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 IA Is INSURANCE REQUIREMENTS The Contractor shall maintain the below required insurance in effect prior to awarding the contract and for the duration of the contract. The maintenance of proper insurance coverage is a material element of the contract and failure'to maintain or renew coverage may be treated as a material breach of the contract, which could result in withholding of payments or termination of the contract. A. Workers' Compensation Insurance for all employees of the Contractor as required by Florida Statute Chapter 440 and Employer Liability Insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease. Should the Contractor be exempt from this Statute, the Contractor and each employee shall hold the City harmless from any injury incurred during performance of the Contract. The exempt contractor shall also submit(i)a written statement detailing the number of employees and that they are not required to carry Workers' Compensation insurance and do not anticipate hiring any additional employees during the term of this contract or(ii)a copy of a Certificate of Exemption. B. Commercial General Liability Insurance on an occurrence basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence, and$2,000,000 general aggregate. C. Automobile Liability Insurance covering any automobile,if Contractor has no owned automobiles,then coverage for hired and non-owned automobiles, with limit no less than $1,000,000 combined per accident for bodily injury and property damage. D. Professional Liability (Errors & Omissions) Insurance appropriate to the Contractor's profession, with limit no less than $2,000,000. Additional Insured - City of Miami Beach must be included by endorsement as an additional insured with respect to all liability policies (except Professional Liability and Workers' Compensation) arising out of work or operations performed on behalf of the contractor including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired or borrowed in the form of an endorsement to the Contractor's insurance. Notice of Cancellation - Each insurance policy required above shall provide that coverage shall not be cancelled, except with notice to the City of Miami Beach do EXIGIS Insurance Compliance Services. Waiver of Subrogation—Contractor agrees to obtain any endorsement that may be necessary to affect the waiver of subrogation on the coverages required. However,this provision applies regardless of whether the City has received a waiver of subrogation endorsement from the insurer. Acceptability of Insurers— Insurance must be placed with insurers with a current A.M. Best rating of A:VII or higher. If not rated, exceptions may be made for members of the Florida Insurance Funds (i.e. FWCIGA, FAJUA). Carriers may also be considered if they are licensed and authorized to do insurance business in the State of Florida. Verification of Coverage—Contractor shall furnish the City with original certificates and amendatory endorsements, or copies of the applicable insurance language, effecting coverage required by this contract. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor's obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time. CERTIFICATE HOLDER MUST READ: City of Miami Beach do Exigis Insurance Compliance Services P.O. Box 947 Murrieta, CA 92564 Kindly submit all certificates of insurance, endorsements, exemption letters to our servicing agent, EXIGIS, at: Certificates-miamibeach@riskworks.com Special Risks or Circumstances-The City of Miami Beach reserves the right to modify these requirements,including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. Compliance with the foregoing requirements shall not relieve the Contractor of his liability and obligation under this section or under any other section of this agreement. Balance of Page Intentionally Left Blank APPENDIX D t , i --,-;;ZZN L i \ , Cx -..= fi _ 1 Ii,, ,, sirA '',4„),' \'‘.. ;:1,„2-1).,„,, :',..,.., ir - ''', '''z,\,,,,,T.,1,1 Consultant Service Order 2024-021 -ND Disaster Debris Monitoring Services PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 CONSULTANT SERVICE ORDER Non A/E Services Contract Expiration: Contract# Dept.CSO# Change Order# Consultant: Project Title: By accepting this CSO, Consultant agrees to provide services pursuant to the attached proposal dated and the terms,conditions, and rates established in the above-referenced contract between the City and the Consultant.Consultant explicitly agrees that no other terms and conditions shall apply to the work regardless of whether said other terms and conditions are included herein or in any attachment to this CSO.Any deviation from the scope of work agreed to herein shall require a change order approved by the City. 1. Estimated calendar days to complete the work: 2. Total amount original CSO 3.Total amount all previous Amendments 4. Total amount this Amendment 5. Total Amount for Engagement 6. Fee for ancillary items for this Service Order Account Code: Approval of New Subconsultants: If a new subconsultant is bein• added,City Manager approval is required. Name of New Subconsultant(s) Amount Contract Rates YES NO Notes For City (Name) Signature Date Project Admin: Dept Director: Procurement: A/DCM: CM: For Consultant(Name) Signature Date Lead Project Admin: By signing,consultant acknowledges that this CSO is not valid and no work may commence until the City has issued a purchase order for the CSO. The Cit shall not be liable for char.es relatin.to an work that is not•ursuant to a Cit issued•urchase order. Page 1 of 1 APPENDIX E r a Citywide Procedure No . 16 . 06 Procurement Requirements for Federally Funded Grants and Projects 2024-021 -ND Disaster Debris Monitoring Services PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 1 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: P0.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT I.PURPOSE.The purpose of this procedure is to comply with the procurement requirements of the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR Part 200) adopted by the United States Office of Management and Budget. Compliance with 2 CFR Part 200 is a requirement of federally funded grants.This Procedure includes the following exhibit: • Exhibit A—Contract Provisions for Non-Federal Entity Contracts Under Federal Awards II.APPLICABILITY.This procedure is applicable to the expenditure of any funds,typically generated through federal grants or reimbursements, to which the 2 CFR, Part 200, requirements are applicable. The requirements stated herein shall be strictly adhered to by all employees,regardless of department,who are involved in the procurement of goods and services to which the aforementioned regulations are applicable, including but not limited to: all employees involved in procurement activities (e.g. seeking quotes, submitting requisitions, receiving materials, processing invoices) or the administration of a City contract (e.g., contract or project managers); evaluation committee members; and consultants and technical advisors. A. City's Procurement Regulations. In addition to any requirement stipulated herein, purchases funded by federal grants shall be in compliance with the City's own procurement regulations, including the requirements of Procedure P0.16.02. III. CODE OF ETHICS. All employees shall strictly adhere to City Procedure P0.03.01, Code of Ethics for Employees with Procurement Responsibilities, and the Miami-Dade County Conflict of Interest and Code of Ethics Ordinance(Section 2-11.1). IV.ALLOWABLE FEDERAL PROCUREMENT METHODS(2 CFR§200.320). Absent specific approval from the awarding federal agency (which may also be in the financial assistance agreement or funding agency program regulations), only the following five (5) methods of procurement may be used. Note that the methods and thresholds included herein may vary from the City's regular procurement regulations. 1. Micro Purchase. Micro purchases are small purchases made without the need for competition where the purchase price does not exceed$3,000 in the aggregate(or$2,000 for construction services covered by the Davis-Bacon Act). 2. Small Purchase Procedures (Quotes). Quotes are normally allowed for purchases of goods and services, and construction services under $100,000. Federal regulation requires an "adequate" number of quotes, but as guidance, it is recommended that a minimum of three (3) quotes should be obtained. A no-bid or no-response does not count as a quote for obtaining multiple competitive quotes. a. For construction-related projects in excess of$3,000,the applicability of the Davis-Bacon Act must be confirmed prior to seeking quotes. Construction services is defined by the Davis Bacon Act as the construction, alteration, or repair (including painting and decorating)of public buildings or public works. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 2 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: PO.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT 3. Formal Sealed Invitations to Bid (ITB). For the purchase of goods and services, and construction services greater than$100,000 where cost is the primary determinant for award, an ITB may be used. City ITB procedures and standard practices apply. Cost analysis required when greater than$150,000. 4. Requests for Proposals (RFP). For the purchase of goods and services, and construction services greater than $100,000 where a combination of qualifications, proposed scope and cost are the determinants for the award, an RFP may be utilized. City RFP procedures and standard practices apply. Cost analysis required when greater than$150,000. 5. Requests for Qualifications (RFQ). An RFQ may only be used for architectural, engineering, landscape architectural, and surveying services, or services performed by any architect, professional engineer, landscape architect, or registered surveyor and mapper in connection with his or her professional employment or practice (See Section 287.055, Florida Statutes) where qualifications is primary the determinant for the award. City RFQ procedures and practices apply.Typically,the RFQ is used for awards in excess of$35,000. For other goods or services, an RFQ may not be utilized. Cost analysis required when greater than$150,000. a. The use of continuing contracts must be approved by the awarding agency prior to use. 6. Non-Competitive Proposals. Non-competitive proposals are discouraged and are only be allowed only where: (i)the item is available from only one source, (ii) public exigency (urgency) or emergency will not allow the delay for a competitive solicitation, (iii)the federal awarding agency approves a written request,or (iv)after solicitation of a number of sources, competition is not obtained. The awarding agency should be notified for approval any time the City intends to enter into a non-competitive contract. 7. Purchases Pursuant to Piggyback Contracts are Discouraged.The use of piggyback contracts is strongly discouraged by FEMA and should be avoided. Piggybacking requires prior approval of the Procurement Department after confirming the following: a. The original contract contains appropriate assignability provisions that permit the assignment of all or a portion of the specified deliverables under the terms originally advertised, competed, evaluated, and awarded, or contains other appropriate assignment provisions. b. The vendor has, in writing,agreed to transfer all contractual rights of the contract to the City through assignment. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 3 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: PO.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT c. The original contract was procured in compliance with 2 C.F.R. §§200.318-200.326. d. The contract price has been analyzed and determined to be fair and reasonable. e. The contract contains all the federally required contract provisions. f. The scope of work to be performed falls within the scope of work under the original contract and there are no changes to the contract that fall outside of what was reasonably considered by the parties when they entered into the contract. g. The scope of the assigned contract originally procured by the assigning party does not exceed the amount of property and services required to meet the assigning party's original, reasonably expected needs. The federal regulations require the recipient or subrecipient to have procurement procedures that preclude it from acquiring property or services it does not need.Therefore, a contract would have an improper original scope if the original party added excess capacity in the original procurement primarily to permit assignment of those contract rights to another entity. Moreover, an assignable contract with an overbroad scope of work may lead to unreasonable pricing and thus should not be used. h. The quantities the assigning party acquired,coupled with the quantities the acquiring grantee or subgrantee seeks, do not exceed the amounts available under the assigning entity's contract. V. ADVERTISEMENT (2 CFR §200.320). Formal solicitations (i.e., ITB, RFP, RFQ) issued pursuant to this procedure, not exceeding an estimated value of$500,000, shall be publically advertised at least once in a newspaper of general circulation at least 21 days prior to the deadline for receipt of bids or proposals. Formal solicitations(i.e.,ITB, RFP,RFQ) issued pursuant to this procedure,exceeding an estimated value greater than$500,000,shall be publicly advertised at least once in a newspaper of general circulation at least 30 days prior to the deadline for receipt of bids or proposals. VI. GEOGRAPHICAL PREFERENCES PROHIBITED (2 CFR §200.320). The use of statutorily or administratively imposed state or local geographical preferences in the evaluation of bids or proposals is prohibited except where applicable federal statutes expressly mandate or encourage such a preference. VII.COST PLUS A PERCENTAGE OF COST METHOD OF CONTRACTING PROHIBITED (2 CFR 200.323).The cost plus a percentage of cost and percentage of construction cost methods of contracting may not be used. VIII.TIME AND MATERIALS METHOD OF CONTRACTING DISCOURAGED (2 CFR 200.318(j)(1)). The City may only use time and material type contracts after a determination that no other contract is suitable. When such a determination has been made,the contract must include a ceiling price that the contractor exceeds at its own risk. Additionally, no time or material reimbursement may be based on a cost plus method (See Sec.VII). DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 4 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: PO.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT IX.BOND REQUIREMENTS(2 CFR§200.325). Notwithstanding Florida law or City practice,at a minimum for construction or facility improvement contracts or subcontracts exceeding the Simplified Acquisition Threshold (currently$150,000),the following requirements must be met: A. A bid guarantee from each bidder equivalent to five percent (5%) of the bid price. The "bid guarantee" must consist of a firm commitment such as a bid bond, certified check, or other negotiable instrument accompanying a bid as assurance that the bidder will, upon acceptance of the bid, execute such contractual documents as may be required within the time specified. B. A performance bond on the part of the contractor for 100 percent of the contract price. C. A payment bond on the part of the contractor for 100 percent of the contract price. X. FULL AND OPEN COMPETITION (2 CFR §200.319). Federal regulations regarding procurement transactions funded with federal financial assistance require such transactions to be conducted in a manner that provides full and open competition.This means: A. In order to ensure objective contractor performance and eliminate unfair competitive advantage, contractors that develop or draft specifications, requirements, statements of work, and invitations for bids or requests for proposals shall be excluded from being considered for award of such procurements. B. Solicitations shall incorporate a clear and accurate description of the technical requirements for the material, product, or service to be procured. Such description must not, in competitive procurements, contain features which unduly restrict competition. The following situations are specifically listed in federal regulations as situations considered to be restrictive of competition and must be avoided: 1. Placing unreasonable requirements on firms in order for them to qualify to do business; 2. Requiring unnecessary experience and excessive bonding; 3. Noncompetitive pricing practices between firms or between affiliated companies; 4. Noncompetitive contracts to consultants that are on retainer contracts; 5. Organizational conflicts of interest; 6. Specifying only a "brand name" product instead of allowing "an equal" product to be offered and describing the performance or other relevant requirements of the procurement;and 7. Any other arbitrary action in the procurement process. C. The solicitation shall identify all requirements which the offerors must fulfill and all other factors to be used in evaluating bids or proposals. D. When a Request for Proposals (RFP) method of solicitation is used, the RFP must identify all evaluation factors and their relative importance.The RFP solicitation shall contain in writing the method for conducting the technical evaluation and any other necessary evaluations of the proposals received.These evaluations may be conducted by the advisory committee appointed to review the proposals (or by a subcommittee thereof) or by a separate technical committee, as set forth in the RFP. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 5 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: P0.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT Xl. SPECIFICATION REVIEW. Specifications for the purchase of materials, supplies, equipment and services should permit open and competitive bidding. Requestors are responsible for assuring that the purchase of unnecessary or duplicative items is avoided. Consideration will be given to consolidating or breaking out procurements to obtain a more economical purchase. Where appropriate, an analysis will be made of lease versus purchase alternatives,and any other appropriate analysis to determine the most economical approach. XII. CONTRACTING WITH SMALL AND MINORITY BUSINESSES, WOMEN'S BUSINESS ENTERPRISES, AND LABOR SURPLUS AREA FIRMS. (2 CFR §200.321). The City must take all necessary affirmative steps to assure that minority businesses,women's business enterprises,and labor surplus area firms are used when possible.Affirmative steps must include: A. Placing qualified small and minority businesses and women's business enterprises on solicitation lists; B. Assuring that small and minority businesses, and women's business enterprises are solicited whenever they are potential sources; C. Dividing total requirements,when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses,and women's business enterprises; D. Establishing delivery schedules,where the requirement permits,which encourage participation by small and minority businesses, and women's business enterprises; E. Using the services and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce; and F. Requiring the prime contractor, if subcontracts are to be let,to take the affirmative steps listed in paragraphs(1)through (5)of this section. XIII.RESOURCE CONSERVATION AND RECOVERY ACT(2 CFR§200.322).The City and its contractors shall comply with section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 CFR part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition,where the purchase price of the item exceeds$10,000 or the value of the quantity acquired by the preceding fiscal year exceeded$10,000; procuring solid waste management services in a manner that maximizes energy and resource recovery;and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 6 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: P0.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT The United States Environmental Protection Agency(EPA) maintains a list of items which can be made with or use recovered (recycled) materials. (40 CFR, Part 247). For solicitations regarding the purchase or acquisition of those items for which guidelines have been adopted by the EPA, the requesting City department or division shall specify in its specifications the use of recovered materials and the highest percentage of recovered materials that reasonably may be required consistent with maintaining a satisfactory level of competition. Federal law does not require the procurement of goods that(i)are not reasonably available within a reasonable amount of time, (ii) fail to meet reasonable performance standards, or (iii) are only available at an unreasonable price. Upon the conclusion of any contract requiring the use of recovered materials of an EPA listed item,the project manager from the requesting City department or division shall obtain a statement from the Contractor regarding the actual percentage of recovered materials utilized in the completion of the contract. XIV.CONTRACT COST AND PRICE (2 CFR§200.323). A. Cost or Price Analysis is Required.A cost or price analysis in connection with every procurement action in excess of the federal Simplified Acquisition Threshold (currently $150,000) shall be completed. The method and degree of analysis is dependent on the facts surrounding the particular procurement situation, but as a starting point,the requesting department must make or receive independent estimates before receiving bids or proposals. B. Negotiation of Profit Requirement.The City must negotiate profit as a separate element of the price for each contract in which there is no price competition and in all cases where cost analysis is performed. To establish a fair and reasonable profit, consideration must be given to the complexity of the work to be performed, the risk borne by the contractor, the contractor's investment, the amount of subcontracting, the quality of its record of past performance, and industry profit rates in the surrounding geographical area for similar work. XV.AWARD TO RESPONSIBLE CONTRACTORS (2 CFR§200.318). Consistent with Section 2-369 of the City Code, the City may only award contracts to responsible contractors possessing the ability to perform successfully under the terms and conditions of the proposed procurement. In determining whether a contractor is responsible, consideration will be given to such matters as contractor integrity, compliance with public policy, record of past performance, and financial and technical resources. A contract may not be awarded to a party listed on the government-wide Excluded Parties List System in the System for Award Management(SAM)or to a party listed on the State of Florida's or City's suspended or debarred lists. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 7 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: PO.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT XVI.CONTRACT PROVISIONS. All agreements awarded pursuant to this procedure shall, at a minimum, contain the contract provisions in Exhibit A entitled Contract Provisions for Non-Federal Entity Contracts under Federal Awards. The requesting City department or division shall provide the Procurement Department with any additionally required State or federal terms and conditions that must be included in the solicitation and the contract pursuant to a particular grant or award. In addition, the Byrd Anti- Lobbying Amendment Certification and Suspension and Debarment Certification are required as part of the solicitation or the contract. XVII.CONTRACT OVERSIGHT.The City department or division which requested a solicitation or contract be issued or entered into by the Procurement Department shall be primarily responsible for maintaining diligent oversight over the contract and the contractor to ensure that the contractor performs in accordance with the terms, conditions, and specifications of its contract or purchase order. Written notice shall be provided to the Procurement Department of any situation in which a contractor is not performing in accordance with the terms,conditions,and specifications of its contract or purchase order for appropriate action,which action may be up to and include contract termination. XVIII. PROCUREMENT FILE (2 CFR §200.318). For contracts awarded which are funded in part or in whole by State or federal financial assistance, the Procurement and Contracts Division project file shall contain the history of the procurement to include: A. A copy of the solicitation and all addenda thereto, if any; B. A copy of the publication or advertisement of the solicitation (if applicable); C. Copies of the quotes, bids, proposals or responses received; D. A copy of the Quote/Bid tabulation or selection committee meeting minutes; E. A copy of the Council Agenda item approving the contract(if required); F. A copy of the resulting contract and/or purchase order; G. Copies of any required bonds and/or certificates of insurance; and H. For federally funded procurements and contracts, the rationale for the method of procurement, selection of contract type, contractor selection or rejection, and the basis for the contract price. I. A screenshot or other documentation reflecting that the party awarded a contract was not listed on the government-wide Excluded Parties List System in the System for Award Management(SAM) or on the State of Florida's or City's suspended or debarred lists. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 8 SEQUENCE MARCH 2O18 Of: 8 NUMBER: DATE UPDATED: P0.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT XVIIII. REFERENCE. This procedure is based on the requirements of the "Procurement Standards" (2 CFR §200.317 through §200.326, and Appendix II) of the "Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards" (2 CFR Part 200) adopted by the Office of Management and Budget,available via the following link: https://www.ecfr.Rov/cgi-bin/text-idx?tpl=/ecfrbrowse/TitIe02/2cfr200 main 02.tpl In the event of any conflict between standard City policy or practice and the federal Procurement Standards (now or as may be amended in the future), the federal Procurement Standards shall supersede for any procurement involving federal funds. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 DATE ISSUED: Page: 9 SEQUENCE MARCH 2018 Of: 8 NUMBER: DATE UPDATED: P0.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT Prepared by: r—DocuSigned by: Ale. DeAl3 Procurement Director Reviewed by: CJ(�D�occuuSSigned by: %417 FM 'E43 7220D Grants and Intergovernmental Affairs Director p—DocuSigned by: ...._...1gAg2AccglpinAc Chief Learning and Development Officer r DocuSigned by: h1...t.k.. r244,o. `—E9AC0518F2AA41 A... Assistant City Manager Approved by: /—DocuSigned by: �ytitbrS 8/31/2020 1 1:43 PM EDT J� City Manage CA1819407r0496_. Date DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 1 EXHIBIT A Contract Provisions for Non-Federal Entity Contracts Under Federal Awards The following provisions shall be applicable to the Contract and shall supersede any conflicting provisions contained elsewhere in the Contract. A.BREACHES AND DISPUTE RESOLUTION. For all purchases in excess of the simplified acquisition threshold,currently$150,000,the following provisions shall apply: (1) Disputes and Remedies-Disputes arising in the performance of this Contract which are not resolved by the Contractor and the City's project manager or contractor manager,shall be referred,in writing,to the authorized representative of the City Mayor for a decision. If there is a disagreement among the parties regarding the decision of the City Mayor's representative, then either party may submit any claim,counterclaim,dispute and other matters in question between the City and the Contractor arising out of or relating to this Contract or its breach to a court of competent jurisdiction within The City of Miami Beach. (2) Performance During Dispute-Unless otherwise directed by the City,Contractor shall continue performance under this Contract while matters in dispute are being resolved. (3) Claims for Damages-Should either party to the Contract suffer injury or damage to person or property because of any act or omission of the party or of any of his employees,agents or others for whose acts he is legally liable,a claim for damages therefore shall be made in writing to such other party within a reasonable time after the first observance of such injury of damage. B.TERMINATION FOR CONVENIENCE The City,at its sole discretion, reserves the right to terminate this Contract without cause upon thirty (30)days written notice. Upon receipt of such notice,the Contractor shall not incur any additional costs under this Contract.The City shall be liable only for reasonable costs incurred by the Contractor prior to notice of termination.The City shall be the sole judge of"reasonable costs." C.DEFAULT;REMEDIES;TERMINATION FOR CAUSE The City reserves the right to terminate this Contract, in part or in whole,or place the Contractor on probation,or to avail itself of all other remedies available at law and equity, inclusive injunctive relief and specific performance, in the event the Contractor fails to perform in accordance with the terms and conditions stated herein. Following breach of the Contract by the Contractor,the City shall provide written notice specifying the breach to the Contractor and advising the Contractor that the breach must be cured immediately or this Agreement may be terminated by the City.The City reserves the right to avail itself of any and all remedies available at law or at equity,including claims for damages and injunctive relief.The City further reserves the right to suspend or debar the Contractor in accordance with the appropriate City ordinances, resolutions and/or administrative/implementing orders.The vendor will be notified by letter of the City's intent to terminate if,following the initial notice of breach, the Contractor fails to timely or adequately and to the satisfaction of the City cure said breach. In the event of termination for default,the City may procure the required goods and/or services from any source and use any method deemed in its best interest.All re-procurement costs shall be borne by the terminated Contractor. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 2 EXHIBIT A D. EQUAL EMPLOYMENT OPPORTUNITY (1) In connection with the performance of this Contract,the Contractor shall not discriminate against any employee or applicant for employment because of race, religion,color,sex,age,disability,ancestry, marital status, pregnancy,sexual orientation,veteran's status,or national origin.The Contractor shall take affirmative action to ensure that applicants are employed,and that employees are treated during employment,without regard to their race, religion,color,sex,age,disability,ancestry, marital status, pregnancy,sexual orientation,veteran's status, or national origin.Such action shall include, but not be limited to,the following:employment, upgrading,promotion,demotion or transfer, recruitment or recruitment advertising, layoff or termination, rates of pay or other forms of compensation,and selection for training, including apprenticeships.Contractor further agrees to insert a similar provision in all subcontracts,except subcontracts for standard commercial supplies or raw materials.The Contractor agrees to post in conspicuous places,available to employees and applicants for employment, notices to be provided by MDC setting forth the provisions of this Equal Opportunity clause. (2) The Contractor shall, in all solicitations or advertisements for employees placed by or on behalf of the Contractor,state that all qualified applicants will receive consideration for employment without regard to race,color, religion,sex,sexual orientation,gender identity,or national origin. (3) The Contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about,discussed,or disclosed the compensation of the employee or applicant or another employee or applicant.This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation,proceeding, hearing,or action, including an investigation conducted by the employer,or is consistent with the Contractor's legal duty to furnish information. (4) The Contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding,a notice to be provided advising the said labor union or workers' representatives of the Contractor's commitments under this section,and shall post copies of the notice in conspicuous places available to employees and applicants for employment. (5) The Contractor will comply with all provisions of Executive Order 11246 of September 24, 1965,and of the rules,regulations,and relevant orders of the Secretary of Labor. (6) The Contractor will furnish all information and reports required by Executive Order 11246 of September 24,1965,and by rules,regulations,and orders of the Secretary of Labor,or pursuant thereto,and will permit access to his books, records,and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 3 EXHIBIT A (7) In the event of the Contractor's noncompliance with the Equal Opportunity clauses of this Contract or with any of the said rules, regulations,or orders,this contract may be canceled,terminated,or suspended in whole or in part and the Contractor may be declared ineligible for further government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965,and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965,or by rule, regulation,or order of the Secretary of Labor,or as otherwise provided by law. (8) The Contractor will include the provisions of this Equal Opportunity clause in every subcontract or purchase order unless exempted by rules, regulations,or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24,1965,so that such provisions will be binding upon each of Contractor's vendors and subcontractors.The Contractor will take such action with respect to any subcontract or purchase order as the City may direct as a means of enforcing such provisions, including sanctions for noncompliance. E. DAVIS-BACON ACT,AS AMENDED(40 U.S.C.§3141-3148)and COPELAND"ANTI-KICKBACK"ACT(18 USC§40 U.S.C.3145).The Davis-Bacon Act and the Copeland Anti-Kickback Act only apply to the emergency Management Preparedness Grant Program, Homeland Security Grant Program, Nonprofit Security Grant Program,Tribal Homeland Security Grant Program, Port Security Grant Program,and Transit Security Grant Program.They do not apply to other FEMA grant and cooperative agreement programs, including the Public Assistance Program.Accordingly, if applicable to this Contract: (1)All prime construction contracts in excess of$2,000 awarded by non-Federal entities must include a provision for compliance with the Davis-Bacon Act(40 U.S.C. §§3141-3144,and 3146-3148)as supplemented by Department of Labor regulations(29 CFR Part 5,"Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction"). a) In accordance with the statute,and if applicable,the Contractor must pay all laborers and mechanics employed or working upon the site of the work, 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 issued by the Secretary of Labor pursuant to 29 CFR part 3),the full amount of wages and bona fide fringe benefits(or cash equivalents thereof)at rates not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition,contractors must be required to pay wages not less than once a week.The City will attach a copy of the current prevailing wage determination issued by the Department of Labor to this form. b) Contributions made or costs reasonably anticipated for bona fide fringe benefits under section 1(b)(2)of the Davis—Bacon Act on behalf of laborers or mechanics are considered wages paid to such laborers or mechanics,subject to the provisions of paragraph (a)(1)(iv)of 29 CFR §5.5; also, 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 determination for the classification of work actually performed,without regard to skill,except as provided in 29 CFR§5.5(a)(4). c) Laborers or mechanics performing work in more than one classification may be compensated at the rate specified for each classification for the time actually worked therein:Provided,that the employer's payroll records accurately set forth the time spent in each classification in which work is performed.The wage determination (including any additional classification and wage rates conformed under paragraph (a)(1)(ii)of 29 CFR§5.5)and the Davis—Bacon poster(WH- 1321)shall be posted at 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. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 4 EXHIBIT A (2)The Contractor shall comply with 18 U.S.C. §874,40 U.S.C. §3145,and the requirements of 29 C.F.R. pt.3 as may be applicable,which are incorporated by reference into this Contract. Contractors and Subcontractors are prohibited from inducing, by any means,any person employed in the construction,completion,or repair of public work,to give up any part of the compensation to which he or she is otherwise entitled.The Contractor or subcontractor shall insert in any subcontracts the clause in these subparagraphs (G)(1)and (2),and also a clause requiring the subcontractors to include this clause in any lower tier subcontracts.The Contractor shall be responsible for the compliance by any subcontractor or lower tier subcontractor with this clause.A breach of this clause may be grounds for termination of the Contract,and for debarment as a contractor and subcontractor as provided in 29 C.F.R. §5.12. F.CONTRACT WORK HOURS AND SAFETY STANDARDS ACT OF 1962,40 U.S.C.§§3702 AND 3704. • If applicable,the Contractor and all of its subcontractors shall comply with the Contract Work Hours and Safety Standards Act of 1962,40 U.S.C. §§3702 and 3704, requiring that mechanics and laborers (including watchmen and guards)employed on federally assisted contracts be paid wages of not less than one and one-half times their basic wage rates for all hours worked in excess of forty hours in a workweek. In the event of any violation of the preceding clause,the Contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition,the Contractor and subcontractor shall be liable to the City for liquidated damages.Such liquidated damages shall be computed with respect to each individual laborer or mechanic,including watchmen and guards,employed in violation of the clause set forth herein, in the sum of$10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required.The City shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld,from any moneys 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 herein.The Contractor or subcontractor shall insert in any subcontracts this clause set forth in subsection(F) herein also a clause requiring the subcontractors to include this clause in any lower tier subcontracts.The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in herein. G. RIGHTS TO INVENTIONS MADE UNDER A CONTRACT OR AWARD. If the Federal award meets the definition of"funding agreement" under 37 CFR§401.2 (a)and the City wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties,assignment or performance of experimental,developmental,or research work under that"funding agreement,"the City must comply with the requirements of 37 CFR Part 401, "Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,"and any implementing regulations issued by the awarding agency. DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 5 EXHIBIT A H.THE CLEAN AIR ACT OF 1955,as amended,42 U.S.C.§§7401-7671q and the FEDERAL WATER POLLUTION CONTROL ACT,as amended,33 U.S.C. §§1251-1387. (1) The Contractor agrees to comply with all applicable standards,orders or regulations issued pursuant to the Clean Air Act,as amended,42 U.S.C. §7401 et seq. and issued pursuant to the Federal Water Pollution Control Act,as amended,33 USC§1251 et.seq. (2) The Contractor agrees to report each violation to the City and understands and agrees that the City will,in turn, report each violation as required to assure notification to the City, Federal Emergency Management Agency,and the appropriate Environmental Protection Agency Regional Office. (3) The Contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. I. ENERGY CONSERVATION. Contractor agrees to comply with mandatory standards and policies relating to energy efficiency which are contained in the State energy conservation plan issued in compliance with the Energy Policy and Conservation Act(42 U.S.C.Section 6321 et seq.)and (42 U.S.C. 6201). J.CERTIFICATION REGARDING DEBARMENT,SUSPENSION,INELIGIBILITY AND VOLUNTARY EXCLUSION. (1) This Contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt.3000. As such the Contractor is required to verify that none of the Contractor,its principals (defined at 2 C.F.R.§ 180.995),or its affiliates(defined at 2 C.F.R. §180.905)are excluded (defined at 2 C.F.R.§ 180.940)or disqualified (defined at 2 C.F.R. § 180.935).The Contractor must comply with 2 C.F.R. pt. 180,subpart C and 2 C.F.R. pt.3000,subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into.This certification is a material representation of fact relied upon by the City. If it is later determined that the Contractor did not comply with 2 C.F.R. pt. 180,subpart C and 2 C.F.R. pt.3000,subpart C,in addition to remedies available to the City,the Federal Government may pursue available remedies,including but not limited to suspension and/or debarment.The Contractor agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt.3000,subpart C and shall include a provision requiring such compliance in its lower tier covered transactions. (2) By signing and submitting this form,the Contractor shall also execute and provide the City with,and require all lower tiered contractors to also execute,the certification set out in "Certification Regarding Debarment,Suspension, Ineligibility and Voluntary Exclusion Lower tier Covered Transaction"attached hereto.The Contractor shall require all lower tier participants to agree that they:a.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 in writing by the City;and ii.they will include this clause titled "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion",and the certification form,without modification,in all lower tier covered transactions and in all solicitations for lower tier covered transactions.The Contractor may rely upon a certification of a prospective participant in a lower tier covered transaction that it is not debarred,suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous.The Contractor may decide the method and frequency by which it determines the eligibility of its principals.The Contractor may, but is not required to check the Non- procurement List issued by U.S.General Service Administration. Nothing contained in the foregoing shall be construed to require establishment of system of records in order to render DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 6 EXHIBIT A in good faith the certification required by this clause.The knowledge and information of the Contractor and any other participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. If the Contractor or any other lower tier 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 all remedies available to the Federal Government,the City may pursue available remedies including suspension and/or debarment. K. BYRD ANTI-LOBBYING CERTIFICATION AND DISCLOSURE STATEMENTS. Contractors who apply or bid for or have received an award of$100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency,a member of Congress,officer or employee of Congress,or an employee of a member of Congress in connection with obtaining any Federal contract,grant,or any other award covered by 31 U.S.C. §1352. Each tier shall also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award.Such disclosures are forwarded from tier to tier up to the recipient. L.RECYCLEDPRODUCTS/RECOVERED MATERIALS The Contractor agrees to comply with all the requirements of Section 6002 of the Solid Waste Disposal Act,as amended by the Resource Conservation and Recovery Act(42 U.S.C.§6962),including but not limited to,the regulatory provisions of 40 CFR Part 247,and Executive Order 12873,as they apply to the procurement of the items designated in Subpart B of 40 CFR Part 247.AII goods and/or services to be purchased as a result of any award under this Contract shall be in accordance with all applicable governmental standards, including, but not limited to those issued by the Occupation Safety and Health Administration (OSHA),the National Institute of Safety Hazards(NIOSH),and the National Fire Protection Association (NFPA). It shall be the responsibility of the Contractor and vendors to be regularly informed to conform to any changes in standards issued by any regulatory agencies that govern the commodities or services applicable to this solicitation,during the term of any contract resulting from this solicitation. In the performance of this Contract,the Contractor shall make maximum use of products containing recovered materials that are EPA-designated items unless the product cannot be acquired: (1) Competitively within a timeframe providing for compliance with the contract performance schedule; (2) Meeting Contract performance requirements;or(3)At a reasonable price. Information about this requirement,along with the list of EPA-designated items, is available at EPA's Comprehensive Procurement Guidelines web site, https://www.epa.gov/smm/regulatory- background-comprehensive-procurement-guideline-program-cpg. M.CONTRACTING WITH SMALL AND MINORITY BUSINESS,WOMEN'S BUSINESS ENTERPRISES,AND LABOR SURPLUS AREA FIRMS,C.F.R.§200.321(G). Pursuant to C.F.R.200.321(g),the City will take all necessary affirmative steps to assure that minority businesses,women's business enterprises,and labor surplus area firms are used when possible. Affirmative steps must include: (1) Placing qualified small and minority businesses and women's business enterprises on solicitation lists; (2)Assuring that small and minority businesses,and women's business enterprises are solicited whenever they are potential sources; (3) Dividing total requirements,when economically feasible, into smaller tasks or quantities to permit maximum participation by small and minority businesses,and women's business enterprises; DocuSign Envelope ID:AB30225D-FDEF-4660-B6C5-14708A233969 7 EXHIBIT A (4) Establishing delivery schedules,where the requirement permits,which encourage participation by small and minority businesses,and women's business enterprises; (5) Using the services and assistance,as appropriate,of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce;an (6) Requiring the prime contractor, if subcontracts are to be let,to take the affirmative steps listed in paragraphs(1)through (5)above. N.ACCESS TO RECORDS. In addition to the provisions contained in the Contract,the following access to records requirements apply to this Contract: (1)The Contractor agrees to provide the City,the FEMA Administrator,the Comptroller General of the United States,or any of their authorized representatives access to any books, documents, papers,and records of the Contractor which are directly pertinent to this Contract for the purposes of making audits,examinations,excerpts,and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The Contractor agrees to provide the FEMA Administrator or his authorized representatives access to construction or other work sites pertaining to the work being completed under the Contract. O. PROGRAM FRAUD AND FALSE OF FRAUDULENT STATEMENTS OF RELATED ACTS.The Contractor hereby acknowledges that 31 U.S.C.Chap.38(Administrative Remedies for False Claims and Statements)applies to the Contractor's actions pertaining to the Contract. P. DHS SEAL,LOGO,AND FLAGS.The Contractor shall not use the DHS seal(s), logos, crests,or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre-approval. Q.COMPLIANCE WITH FEDERAL LAW,REGULATIONS,AND EXECUTIVE ORDERS.This is an acknowledgement that FEMA financial assistance may be used to fund all or a portion of the Contract. The Contractor will comply with all applicable Federal law, regulations,executive orders, FEMA policies, procedures,and directives. R.NO OBLIGATION BY FEDERAL GOVERNMENT The Federal Government is not a party to this Contract and is not subject to any obligations or liabilities to the non-Federal entity,Contractor,or any other party pertaining to any matter resulting from the Contract. S.CHANGES The Contract may be modified by mutual consent, in writing through the issuance of a modification to the Contract. T. INDEMNIFICATION For any work performed on Federally funded projects,the Contractor agrees to indemnify and hold harmless the Federal Government,its employees and/or contractors,the County, its employees and/or contractors,and the City and its employees and/or contractors from liability to third parties for claims asserted under the contract. U. E-VERIFY.The Contractor shall utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the Contractor during the term of the Contract and shall expressly require any subcontractors performing work or providing services pursuant to the Contract to likewise utilize the U.S. Department of Homeland Security's E-Verify system to verify the employment eligibility of all new employees hired by the subcontractor during the Contract term. ATTACHMENT C SUNBIZ & PROPOSAL RESPONSE TO RFP o/wmuwo, con"on^no*n 01 �'111"od"Wate qj Fiwidit weivim, D&p*rtmommutam / owswnmcorporaoon* / noun*nvcom« / / Detail by MON6 Number Foreign Profit Corporation TETRA TECH, INC. Filing Information Document Number P19034 FEKE|NNumher 954148514 Date Filed 04/28n988 State DE Status ACTIVE Last Event CORPORATE MERGER Event Date Filed 1280/2003 Event Effective Date 01/02/2004 Principal Address 3475 E. FO0TH|LLBLVD. PASADENA, CA911O7 Changad: O7/14/2003 Mailing Address 3475 E. FOOTH|LL8UJD. RASADENA, CAS11O7 Changod: O7/14/2003 R &oiote,vu Agent Name&Address CT CORPORATION SYSTEM 1200 S. PINE ISLAND ROAD PLANTATION, FL58324 Name Changed: 03/18/1892 Address Changed: O3/1O/1892 mmoor/oimmo,nomi| Nome&Add,euo Tldo Senior Vice President, Chief Engineer BROWNLIE, WILLIAM R 3475 E. Foothill Blvd. Pasadena, CA 91107 Title Senior Vice President, Corporate Administration LEMMON, RICHARD A 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Executive Vice President, CFO and Assistant Secretary BURDICK, STEVEN M 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Chairman of the Board, CEO Batrack, Dan L. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title EVP, Chief Sustainability and Leadership Development Officer Shoemaker, Leslie L 3475 E. Foothill Blvd. Pasadena, CA 91107 Title Senior Vice President, Corporate Controller, Chief Accounting Officer Carter, Brian N 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director Thompson, J. Kenneth 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director Ritrievi, Kimberly E 3475 E FOOTHILL BLVD PASADENA, CA 91107 Title SVP BIAGI , JAMES Q, Jr. 4967 U.S. Hwy 42 Ste. 210 Louisville, KY 40222 Title Director Maguire, Joanne M. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title President, Global Development Services Division Argus, Roger R. 1230 Columbia Street Suite 1000 San Diego, CA 92101 Title Secretary Hopson, Preston 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title VPFS JENKINS, LAWRENCE E 201 E. PINE ST. ORLANDO, FL 32801 Title Director Birkenbeuel, Gary R. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title President Hudkins, Jill M 3475 E. FOOTHILL BLVD PASADENA, CA 91107 Title Treasurer Wu,Jim 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director GANDHI, PRASHANT 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director Obiaya, CHRISTIANA 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director Volpi, Kirsten M 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Senior Vice President, Chief Information Officer Christensen, Craig L. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Senior Vice President of Human Resources and Leadership Development McDonald, Kevin P. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Senior Vice President, Enterprise Risk Management O'Rourke, Brendan 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Senior Vice President and President of the Canada and South America Division Teufele, Bernie 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title President, High Performance Buildings Division Fowler, Stuart 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title President, Federal Information Technology Division Jeannot, Olivier H 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title President, Energy Engineering Division Weiss, Jonathan 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Annual Reports Report Year Filed Date 2022 01/03/2022 2023 01/12/2023 2024 01/10/2024 Document Images 01/10/2024--ANNUAL REPORT View image in PDF format 01/12/2023--ANNUAL REPORT View image in PDF format 01/03/2022--ANNUAL REPORT View image in PDF format 01/04/2021--ANNUAL REPORT View image in PDF format 01/02/2020--ANNUAL REPORT View image in PDF format 01/02/2019--ANNUAL REPORT View image in PDF format 05/18/2018--AMENDED ANNUAL REPORT View image in PDF format 0'1/03r201$--ANNUAL REPORT View image in PDF format [. 11/21/2017--AMENDED ANNUAL REPORT View image in PDF format 01/05120/7--ANNUAL REPORT View image in PDF format 01/12/2016--ANNUAL REPORT View image in PDF format 01/07/2015--ANNUAL REPORT View image in PDF format 04/2412014--AMENDED ANNUAL REPORT View image in PDF format 01/10/2014--ANNUAL REPORT View image in PDF format 01/03/2013--ANNUAL REPORT View image in PDF format 02/09/2012--ANNUAL REPORT View image in PDF format 01/18/2012--ANNUAL REPORT View image in PDF format 02/15/2911--ANNUAL REPORT View image in PDF format 01/29/2011--ANNUAL REPORT View image in PDF format 01/28/2010--ANNUAL REPORT View image in PDF format 01/14/2009--ANNUAL REPORT View image in PDF format 02/15/2008--ANNUAL REPORT View image in PDF format 03/12/2007--ANNUAL REPORT View image in PDF format 02/08/2006--ANNUAL REPORT View image in PDF format 02/23112005--ANNUAL..REPORT View image in PDF format 01/31/2005--ANNUAL REPORT View image in PDF format 05/13/2004--ANNUAL REPORT View image in PDF format 05/05/2004--ANNUAL REPORT View image in PDF format 03/01/2004--ANNUAL REPORT View image in PDF format 12/30/2003--Merges View image in PDF formal 07/14/2003--ANNUAL REPORT View image in PDF format 03/03/2002--ANNUAL REPORT View image in PDF format 05/15/2001--ANNUAL REPORT View image in PDF format 05/04/2000--ANNUAL REPORT View image in PDF format 04/07/1999--ANNUAL REPORT View image in PDF format 07/29/1998--ANNUAL REPORT View image in PDF format 04/09/1997--ANNUAL REPORT View image in PDF format 02/09/1996--ANNUAL REPORT View image in PDF format 04114/1995--ANNUAL REPORT View image in PDF format TAB 1 : Cover Letter & Minimum Qualifications Requirements taZ 1'1i- TETRA TECH Tab 1 1 1 .1 Cover Letter and Table of Contents Table of Contents TAB 1:Cover Letter&Minimum Qualifications Requirements Tab 1 1 1 1.1 Cover Letter and Table of Contents 2 1.2 Minimum Qualifications Requirements 4 TAB 2:Experience&Qualifications Tab 2 1 1 2.1 Qualifications of Bidder 2 2.2 Qualifications of Bidder's Team 19 TAB 3:Approach and Methodology Tab 3 1 1 3.1 Detailed Plan to Accomplish Required Services 2 3.2 Detailed Plan for Operating Debris Monitoring Projects 3 3.3 Plan for Operations Management 8 3.4 Temporary Debris Management Site Monitoring 11 3.5 Experience in Disaster Projects and Implementation Strategies 16 3.6 Collaboration with the City 18 3.7 Communication Plan 18 3.8 Compliance with Environmental Regulations 22 3.9 Dedicated Team and Process for FEMA Reimbursement 24 3.10 Supplier Diversity 29 TAB 4:Cost Proposal Tab 4 1 1 UTETRA TECH Tab 112 Cover Letter City of Miami Beach March 4,2024 1755 Meridian Avenue,3rd Floor Miami Beach,Florida 33139 Subject: Request for Proposals(RFP)2024-021-ND Disaster Debris Monitoring Services Dear Ms.Delgado and Members of the Evaluation Committee, Tetra Tech, Inc. (Tetra Tech) submits the enclosed proposal in response to the City of Miami Beach (City) request for proposals for Disaster Debris Monitoring Services. Our proposal describes our technical expertise in disaster debris management and our approach to delivering unmatched services to the City: • National Leadership in Debris Monitoring. Our team has successfully assisted over 350 local and state government clients with planning for and recovering from disasters. With extensive experience successfully managing multiple disaster response and recovery operations across the U.S.simultaneously,we have overseen and managed the removal of over 179 million cubic yards (CYs) of debris, resulting in excess of$12 billion in reimbursable costs to our clients.We have served as the ground-zero debris monitoring consultant for hundreds of clients affected by our nation's most catastrophic natural disasters, including Hurricanes Laura, Sally, Michael, Irma, Matthew,Florence,and Harvey;over a dozen wildfires;and numerous severe storm,tornado,and flooding events. • Extensive Experience Throughout the State of Florida.Since 2004,our team has monitored the collection and removal of almost 72 million CY of debris in Florida and has assisted numerous communities in Florida with response and recovery efforts after Hurricanes Charley, Frances, Jeanne, Ivan, Dennis, Katrina, Wilma, and most recently,Matthew,Irma,Michael,Sally,Ian,and Nicole.In addition,our team has assisted communities after a variety of other disasters, including tropical storms, tornadoes, fires, and floods. Tetra Tech is proud of our experience in Florida and is committed to successfully managing all phases of debris monitoring for our clients after a debris- generating event.We have over 1,000 staff across 22 offices throughout Florida,including our Response and Recovery Division headquarters in Maitland. Tetra Tech is available to Miami Beach before, during, and after a disaster. • Deeply Experienced Project Management Team. The team of disaster debris experts who were specifically selected for this engagement were chosen based on their experience, programmatic expertise, and availability to respond to Miami Beach's needs. Leading the Tetra Tech Disaster Recovery division is Mr.Jonathan Burgiel,a 35- year veteran of the industry who is a leading expert in disaster debris monitoring and Federal Emergency Management Agency(FEMA) reimbursement.Additionally proposed project manager Wade Greene is an expert in large-scale mobilizations, project staffing, and debris monitoring operations, and has extensive experience in disaster debris project management support under the FEMA Public Assistance(PA)Grant Program. • Proprietary, Best-in-Class Automated Debris Management System (ADMS) Technology. Via RecoveryTracr' ADMS, our staff can monitor and manage a recovery effort electronically, increasing productivity while decreasing fraud, human error,and cost to Miami Beach. RecoveryTrac'"ADMS enables real-time collection data and furnishes accurate and timely reporting to City stakeholders.RecoveryTrac"ADMS has been validated by the United States Army Corps of Engineers(USACE)twice(in 2015 and 2023)and is the ADMS preferred by USACE debris contractors. • Cost-effective Solution for Recovering Communities. Our team of disaster recovery experts remains on the forefront of the debris monitoring industry, and we are committed to providing the latest technological advancements,which increase efficiency and result in significant cost savings to our clients.Tetra Tech provides the best value by arming recovering communities with unmatched expertise and reasonably priced hourly rates thanks to advancements in our proprietary ADMS technological capabilities. TETRA TECH l- i Tetra Tech acknowledges receipt of Addendum 1 and has completed the Supplier Response form within the upload portal. For questions regarding this response, please contact the representatives listed below. As an authorized representative of the firm, I am authorized and empowered to sign this proposal and bind the firm in contractual commitments. Technical Representative:Mr.Ralph Notate Contractual Representative:Ms.Betty Kamara 2301 Lucien Way,Suite 120,Maitland,FL 32751 2301 Lucien Way,Suite 120,Maitland,FL 32751 Phone:321-441-8511 I Fax:321-441-8501 Phone:321-441-8511 I Fax:321-441-8501 ralph.natale@tetratech.com TDR.contracts@tetratech.com Sincerely, Tetra Tech,Inc. Jonathan Burgiel Business Unit President—Tetra Tech Disaster Recovery 1 .2 Minimum Qualifications Requirements Please see the following pages for examples of our previous work that is applicable to the City of Miami Beach's scope of work. In the last 15 years, Tetra Tech has managed... 60037K179M 95 + Debris Projects Field Staff CYs of Debris Disaster Events Tetra Tech the City's minimum requirements. CTETRA TECH Tab 1 14 i�l l a •.e • yp Okaloosa County, Florida Client Okaloosa County, Florida, is located in the Florida Panhandle along the Emerald Coast.The County is split between the coastal tourism areas in the south,with one Period of Performance of the largest military installations (Eglin Air Force Base)in the central sections of „f _ N;,,.;,ri,i,F_r 2020 the County,as well as a largely rural area in the northern section of the County. On September 16, 2020, Hurricane Sally made landfall near the Florida/Alabama Project Size border as a Category 2 hurricane.The storm resulted in substantial damage to "'' ' ' Baldwin County, AL, Escambia County, FI, and Santa Rosa County, FL. Being approximately 75 miles to the east of the landfall location,Okaloosa County was Project Cost largely spared from major damage.However,the storm did generate a significant amount of debris,considering the distance from landfall. Reference Contact After an initial damage assessment,the County was unsure whether they would ' !:_i activate its debris contractor. However, after approximately a week of residents bringing their debris to the right of way,it became apparent that the quantity of ?a keadv avenue debris that had been generated was too extensive for its contract waste hauler to )n reach 32548 handle.As a result,the County activated its contract disaster debris hauler as well o, as Tetra Tech to provide debris monitoring services. r��_;�:�,:�;��kulo;' .`1us Hurricane Sally generated approximately 30,000 cubic yards of debris in Okaloosa County.Tetra Tech began our work by assisting the County to conduct a debris damage assessment to eliminate areas of the County that were not significantly impacted and did not require debris management services. Several survey teams covered the entire County and were able to isolate various areas of the County that would require debris collection.Tetra Tech's geoportal was a highly utilized tool throughout this fringe storm event.The survey Tetra Tech provided was also placed on the geoportal with each pin containing a picture for every single debris pile throughout the county. As the trucks made their way throughout the county,the ability to visualize the cleanup effort and its path through the city was an invaluable tool. Tetra Tech certified several debris contractors and waste hauler collection vehicles and assisted in directing crews to the areas of the County with concentrated debris.Tetra Tech provided collection debris monitors for the debris hauling crews, as well as debris management site monitors for one vegetative site.One obstacle that slowed down the progress was that all the construction and demolition material had to be directly hauled to the Santa Rosa County Landfill,which was over UTETRA TECH TJh 1 15 two hours round trip. Following this,Tetra Tech worked with Okaloosa County to ensure that they had multiple debris management sites throughout the County that could also accept construction and demolition material temporarily in the event of future storms. Throughout the cleanup efforts,Tetra Tech set up and managed a citizens'debris hotline where residents could call to inquire about disaster debris management services.Tetra Tech provided the County as well as the complainant with updates and resolutions to each of the citizen complaints through an extensive spreadsheet that followed every call to its conclusion.This proved to be very helpful to the County to help mitigate complaints. Tetra Tech was able to assist the County through the conclusion of cleanup efforts in Okaloosa.Through very coordinated teamwork with the County,the debris contractor and the citizens daily,the cleanup was completed in a successful and timely manner. �' 'TETRA TECH Tab 1 (6 , • k 'Rta M�3 x' „ ✓ k.e T;may r r P`6 A � aye b R�e_rss - '- - - ' $ * \ '• '''.,-,:,".'!f;:' .,:.; ' ''.*- ...'''-:4"—'",,' :-..., • :"ft,oir•t,,,';-.-,,,, , .t.'".,Th-, ,,„,,c,'..10,----= .„ ...tea _. "°� , N.; t`:` r<+ City of Melbourne, Forida Client ' r✓I�;b.xurn'',FI The City of Melbourne is in southern Brevard County, southeast of Orlando on Florida's east coast,and covers 44.92 square miles.The City of Melbourne borders Period of Performance the Indian River Lagoon and includes a small section on a barrier island. Hurricane Irma:September Hurricane Irma hit the City in September 2017 with 42 mph sustained winds, 75 2017 January 2018 mph wind gusts, and 11.82 inches of rain. Upon notice to proceed, Tetra Tech Hurricane lan:October 2022 began working with the City and the City's debris hauler to prepare for operations. December 2022 Our project management team hired more than 60 local debris monitors to document the removal of disaster debris throughout the City's rights-of-way. In Project Size total,Tetra Tech monitored the removal of more than 111,170 cubic yards of Hurricane Irma: I 1 1,176 CYs disaster debris. Hurricane Ian:25,852 CYs and 1,405 Tons Hurricane Ian hit Melbourne at the end of the hurricane season in 2022.Tetra Tech mobilized to assist in the response and removal for the City. In total,Tetra Tech Project Cost monitored the removal of more than 25,000 CYs of debris from the City's Right Hui ricane Irma:S1,940,0/2 of Way. Hurricane lair S3 I7,696 Reference Contact Fnvir o nun'ai Cur/II-nun' ., )ulreactl Siana(jer -)00 1 . 1,ravy bridge A. _, wlelbourne,FI >2901 •'>?I,0)ur; -•n?0 (' TETRA TECH Tab 1 17 ''''' , ' , ,,,, Li #f -::3: ' N '::: st s. ,n ix Y "++ _ a . 2 » tom,. • \ , 4. ;4 rust..°,,„„ &v v, ,.3 4 sir gwhi', _ : ��ro , ++.� , 4 r 4 aFy' 'bv $i ig it# J ^n y City of Gulfport, Mississippi c. The City of Gulfport is the second largest city in the State of Mississippi,with a population of approximately 68,000.Like all communities along the Gulf Coast,the Period of Performance City is highly susceptible to tropical weather impacts.The City-and the greater Hurricane 7cia:Novernl.),r State of Mississippi-were severely impacted by Hurricane Zeta. Hurricane Zeta ;0;0 Febrriary '0)1 was the 27th named storm and 11th hurricane of the exceptionally active 2020 Hurricane ida:Cook--: r Atlantic Ocean hurricane season. November 7 of 1 Hurricane Zeta caused power outages and significant quantities of debris throughout the City.Tetra Tech responded within hours after the storm's impact Project Size to begin damage assessments and formulate debris management mobilization. Hurricane zeta: 18.1.1 a; Cr' Hurricane Ida :I- '01 C 1':, As part of the debris monitoring mobilization, Tetra Tech hired and trained more than 25 debris monitors within 72 hours and as many as 75 monitors Project Cost at the peak of project operations.Tetra Tech monitored the collection of more Hurrcane;'t_t,, s-<': I,= than 400,000 CYs and over 11,500 hazardous limbs and trees. Our work H < <an. I i-, included monitoring disposal at two debris management sites and one final disposal site. Tetra Tech also assisted in properly documenting the City's force Reference Contact account labor and equipment usage. Wayne i'vliller,Director o Pur,11c v,oir,' The following year,the City was impacted by Hurricane Ida,which made landfall i 0 rto 1,8i1 106 miles to the southwest of the City.Tetra Tech staff responded quickly to the c,ulipor,,fete ,q), ;' City to coordinate with the debris hauler to certify trucks;hire and train monitoring k;,4i n(,r - ,) staff to document the debris types,quantities,and disposal;and facilitate the City's r:;rriiller(aqul pork-ru.,.z.., reimbursement for eligible expenses from the hurricane. Nearly a dozen debris monitors were hired and trained to document debris operations. Tetra Tech monitored the collection of more than 29,200 CYs of debris and disposal at two different disposal sites. UTETRA TECH Tab 1 18 x r ... • , :.i" I ✓ -ems, a. r • Client Volusia County, Florida Volusia Count,,,Flori a Hurricanes Ian and Nicole:Hurricane Ian,one of the strongest hurricanes to strike Florida, hit Volusia County in 2022. During the cleanup efforts for Period of Performance Hurricane Ian,Hurricane Nicole swept through Florida as a late-season storm. Hurt canes lar and PO Tetra Tech assisted the County in debris removal from right of way,hazardous ctober 2022 present trees,beaches,and from gated communities during the recovery effort.Tetra Hurricane Ma.:he Uuob2r 201 Tech monitored more than 500,000 cubic yards (CYs) of debris with both February 2017 the Ian and Nicole cleanup efforts. Tornadoes.February 007 April 2 or)' Hurricane Matthew: In 2016, Hurricane Matthew skimmed Florida's eastern coastline as a Category 3 and 2 storm.The storm left the County with downed Project Size powerlines,toppled trees,and flooded homes.Our team was available to the Hurricanes Ian and Nicole: County prior to landfall and in the immediate aftermath of Hurricane Matthew. 539,066 CYs Tetra Tech was a crucial part of the operations planning team, providing Hurricane Maohesv: 1,058,96>CY. consulting in the Emergency Operations Center while initial operations were Tornado: 136,411 CYs unfolding and helping with special tasks like securing temporary debris sites permits and compiling the documentation to request FEMA approval of debris Project Cost collection on private roads. In total, our team monitored 1,058,962 CYs of Hurricanes Ian and Nicol, debris. Additionally, our team of grant management specialists assisted in $8,000,010 administering FEMA federal grant funding services and grant administration. Hurricane Ma:Thew:3 l 3,1 79.30 Tornado:$531,4'? Groundhog Day Tornadoes:In 2007,our firm was retained by Volusia County to assist with monitoring cleanup efforts following the Groundhog Day Reference Contact tornadoes that swept through Central Florida during the early morning hours At 1.-r,F_.n_� ii of February 2, 2007, leaving 20 people dead and many others injured and without homes. Our team monitored the collection and disposal of , approximately 135,000 CYs of debris and provided program management services to monitor and document data used to secure reimbursement from FEMA. 1 TETRA TECH Tab 1 1 9 17 f : ts. a — . A ., :.-} i .�_". yr, N filli/II/C ,, I City of Alexandria, Louisiana Client Hurricane Laura was a destructive,Category 4 hurricane,which made landfall in Louisiana on August 27, 2020. Approximately $14 billion in damages were Period of Performance accrued in affected areas across Louisiana and Texas.Following Hurricane Laura, the City of Alexandria was faced with significant power outages and large quantities of disaster debris throughout the City. Project Size Tetra Tech's team was on site less than 24 hours after impact to assess the damage and meet with City officials. Under a pre-positioned contract, Tetra Tech was activated by the City of Alexandria to assist with disaster debris Project Cost removal monitoring services.Tetra Tech promptly responded by deploying our >3,2 `" RecoveryTrac""ADMS system.Our team also hired and trained a team comprised of local field monitors. Reference Contact Darren Green- 1r As initial debris estimates changed, Tetra Tech increased our deployed resources at the same pace of the City's debris hauler's need. Our ability to tile;,,irUria.LI quickly adjust staffing and equipment levels prevented potential slow-down in r 1 R .41,_ ;,1 operations.Tetra Tech monitored the debris removal of over 228,000 cubic i yards of debris CTETRA TECH Tab 1 110 { �� I , ,3 v /" , ti,,,, 3 ' t r' ip z '','4 " ( 10 T; i �. ,, ,. w yea „y, ° .dp City of Callaway, Florida Client Ciiv of CrIlLa ;dV,F ioii,ia The City of Callaway, Florida, is located in Bay County,which sits in the Florida Panhandle.The City is comprised of 9.6 square miles,including 0.58 square miles Period of Performance of water. Located just miles from the Gulf of Mexico, the City of Callaway is f or, r,Tl h-,>,,yoIn ; especially susceptible to natural disasters, including tropical storms, hurricanes, and flooding. Project Size 1,1 3C,901 Y:, On October 10,2018,Hurricane Michael ripped across the Florida Panhandle as a ,;F le�nrr; ,n,_1 hr)nner, Category 5 Hurricane with maximum sustained speeds of 161 miles per hour, making it the most powerful storm in recorded history to impact the area.The eye Project Cost of the storm made landfall near the Tyndall Air Force Base,which is less than 10 >7(i,9 1 i,1'.i miles from the City.Hurricane Michael left the area completely devastated.Most homes and businesses in the City of Callaway were severely damaged or Reference Contact destroyed,and almost all residents were left without power for several days. i i''`'` "'' `.i ,n,_:_�`; (,c,u1 i ,i,. r11,..,1 ,;,;, Upon notice to proceed, the Tetra Tech team responded in the aftermath of C011av13v,H1 3>>'4)1 Hurricane Michael and performed initial debris survey estimates across the County. (8'3 4'1 Ct)oo Our team hired and trained nearly 100 monitors.In total,our team documented ''8-''D''1' ''''-'1 'ni ' ' and managed the removal, reduction, and disposal of over 1,100,000 cubic I "' ''' ` ''l' ````'''n yards of debris and over 8,600 leaners and hangers following Hurricane Michael. ("i}. TETRA TECH Tab I 1 1 1 S. apt• i r, Y a „}o-�}+@y,� '�•, ,__7a.\RL 1 ��.-,.^""�. a,-} '''".•�`k` j X �4' s�• �• 3 'Y +�: ` ,Y d ' '.r , , , .t'N 3+' ar risk{ 01-L,4" `y." y .yp ) t ° �1 r. • q 5 x City of Doral, Florida Client Tetra Tech has had a long-term contract with the City of Doral and worked with the Decal.Flow], City on an annual basis to prepare for a potential disaster debris operation. Immediately following Hurricane Irma,Tetra Tech was given a notice to proceed by Period of Performance the City to provide Florida Emergency Management Agency(FEMA) required disaster -,c_ntember 2017 -June 2013 debris monitoring services. Project Size Within hours of the storm's passing,our team had deployed a full support team to 0, Cr- assist with staging operations, project staffing and scheduling. Specific tasks of the project team included: Project Cost • Certification of trucks for the City's debris hauler • Monitoring right-of-way(ROW)debris removal efforts Reference Contact • Providing tower monitors at temporary debris disposal sites , rvrrovo u„,n1 • Surveying and monitoring the City's stump and leaner/hanger removal tali:_ r ah, Cnt�;er; hie` program �on�,.ruc�_ion • Management of debris removal efforts in City parks Ci.;-:;`Dcra! • Data management,quality assurance/quality control,and contractor invoice 101 ['IV; 53r0 Tetra e reconciliation and approval Dotal,f-5 331 h6 After operations ceased, Tetra Tech participated in an event for City Managers in �'''1`; L. "10`' Miami-Dade County that was organized by the City of Doral. This event reviewed lessons learned from the Hurricane Irma will continuing working with the City of Doral L°"' to help them refine plans and be even better prepared for a future event. 1:11.1t TETRA TECH Tab 12 r f 1 ; j *�. .r > r — � .� t $111.✓ .7* i/" ;t om, �� •.•fir MAR. >"N,. r Y v. lM try � ' . 1,0 p�tr > „ • ,f $. r �+ i;n fr Mt: `. rr 4,111 es f. . 3 .! is 4 , City of Lake Charles, Louisiana 4 Client City of Lake.varies,uuisiana Hurricane Laura caused devastating damage to the City of Lake Charles.The Tetra Tech team responded immediately to the City and began project ramp-up within Period of Performance 24 hours of the storm's passing. After identifying five local debris management September 2020-Ongoing sites, our project management team hired and trained over 250 locally hired debris monitors, providing extensive safety training,which included COVID-19 Project Size protocols. In total, our team monitored the removal of over 4,000,000 cubic Hurricane Laura:4,314,378 CYs yards of debris and nearly 20,000 hangers and hazardous trees. Project Cost Six weeks into its recovery from Hurricane Laura,Lake Charles was again subjected Hurricane Laura:SII5,735,146 to additional damage with the impact of Hurricane Delta.The Tetra Tech team continued to assist the City with disaster debris monitoring.By May 2022,the right- Reference Contact of-way work was completed,with a total of 4,314,831 CYs having been collected. aLC ' Dov,den, i-ublic `works The PPDR work continues, with current totals of 20,568 CYs and 3,861 tons Cireuor collected. 'h Puic: 5lrecl In September of 2005, Hurricane Rita impacted the City of Lake Charles,causing 11 devastating wind damage.Rita was the most intense tropical cyclone on record in the Gulf of Mexico and the fourth-most intense Atlantic hurricane ever recorded. , ', Cowden@)ciryoflc.0 Fifteen years later in 2020, Hurricanes Laura and Delta followed a near identical path to Rita and made a similar impact in terms of damage.Despite these similarities,the speed and efficiency of disaster response has vastly improved over the last 10+years.With the advent of RecoveryTracn"automated debris management systems, technology has dramatically changed project operations and aided in both quality control and data management. �' . TETRA TECH Tab 1 1 13 TAB 2 : Experience & Qualifications 'h TETRA TECH Tab? 11 2.1 Qualifications of Bidder Tetra Tech is a leading provider of consulting,engineering,environmental,and technical services worldwide.Founded in 1966,Tetra Tech is one of the leading firms in the nation in the field of disaster management and homeland security,with millions of dollars in revenue coming from contracts in such diverse areas as infrastructure hardening and protection; disaster recovery;emergency management,planning,and preparedness;community resilience;environmental services, and grant management.Tetra Tech supports government and commercial clients by providing innovative solutions to complex problems focused on water,environment,energy,infrastructure,and natural resources.We are a global company with over 27,000 employees that is Leading with Science'to provide innovative solutions to complex problems for our public and private clients. 90+ 25 179M $ 12B MAJOR DISASTERS YEARS IN CUBIC YARDS OF REIMBURSED RESPONSES DISASTER RECOVERY DEBRIS MONITORED TO CLIENTS WORKS IN ENR RANKINGS billion #1 Environmental Management 1 0 0 + #1 Hydro Plants ANNUAL REVENUE In water COUNTRIES #1 Water Treatment/Desalination WORKS ON #1 Wind Power 100,000 CONTINENTS PROJECTS OFFICES Pul; ly tral> ANNUALLY WORLDWIDE on NASDAQ asArift ASSOCIATES _ ..1 TTEK 27 Nasdaq MA; ± IL 111 ± 1 ± 1 Dedicated to helping state and local governments plan for and recover from natural and human-caused disasters,our staff members offer a field-tested and proven methodology for emergency readiness,continuity planning,and disaster recovery.Our team is recognized for its ability to quickly respond to a broad range of emergencies,allowing our clients to return to the business of running their day-to-day operations. Likewise, our team's understanding of the Federal Emergency Management Agency (FEMA), the Federal Highway Administration (FHWA) (including recent changes), and other reimbursement agencies' requirements for eligibility, documentation,and reimbursement helps clients receive the maximum reimbursement allowed.Our team has obtained over$12 billion in reimbursement funds for our clients from federal agencies such as FEMA,FHWA,and the Natural Resources Conservation Service(NRCS).In total,our team has successfully managed the removal of and reimbursement (71}. TETRA TECH Tab 2 l 2 for over 179 million cubic yards(CYs)of debris as well as the demolition of over 22,000 uninhabitable residential and commercial structures. In addition to disaster recovery,Tetra Tech offers a diverse suite of solutions to complex problems in water,environment, infrastructure,resource management,energy,advanced data analytics,and more.In all,Tetra Tech has dedicated problem solvers and innovators from 60 disciplines collaborating on innovative projects worldwide. Energy gym Water Power,wind,and Ranked#1 in ' solar solutions �" 'z• waterfor 17 years —"� f' Infrastructure Environment Engineering and Ranked as top architecture environmental design \ services firm • Asset e 'S Management Piannirq fr.r. anr3 ;mod p marsac ir.g asset iifecycle ""� ` i' , Knowledge and Expertise 57+ 25 179M $12{� Years in Business Years in CYs of Debris Reimbursed to Disaster Recovery Monitored Clients Tetra Tech Disaster Recovery is at national leader in the field of disaster management.Our contracts with federal agencies and state and local governments are in diverse areas such as disaster recovery consulting and technical assistance;staff augmentation;community resilience;grant management;and disaster debris planning and preparedness.Our team offers deep understanding of the FEMA,FHWA,and other regulatory agencies'policies and procedures.We have worked closely with these agencies,recipients,and subrecipients on billions of dollars'worth of projects to determine project eligibility and to provide technical assistance, detailed damage inspection reports, cost estimates, validation and testing, audit documentation,and process reimbursements.Our team also maintains strong relationships with many of the lead federal officers,state agency leadership,local governments,and other staff. t TETRA TECH T7i�2 3 Unmatched Debris Monitoring Experience Our team has provided disaster management, recovery, and consulting services to hundreds of state and local government agencies since 2001.These services have included environmental permitting;monitoring of debris collection, hazardous tree programs, temporary debris management sites (TDMS), and specialized debris missions; fire damage restoration;contractor invoice reconciliation;and federal grant reimbursement support. Profiles and references from specific projects are featured above in Section 1.2:Minimum Qualification Requirement.Tetra Tech can provide additional projects and information upon request. Exhibit 1. Experience Matrix(2001 -Present) OVER 95 EVENTS SINCE 2001 2023 2019 HURRICANE IDAUA-2Clients TROPICAL STORM IMELDA-3Clients 320 TYPHOON MAWAR(C,uam)-1Client HURRICANE DORIAN-4 Clients MAUI FIRE-1 Client TORNADOES-2 Clients ei OK STRAIGHT-LINE WIND EVENT-1 Client 2018 VT Flooding-5 Clients HURRICANE MICHAEL-13 Clients •; , OH TRAIN DERAILMENT-1 Client HURRICANE FLORENCE-12 Clients WINTER STORM MARA-S Clients WILDFIRES-1 Client IN• 25 STATE✓ CA FLOODING EVENTS-3 Clients {( ARKANSASTORNADO-5Clients W21tODPoRES-2Clients &3 TERRITORIES: MISSISSIPPI TORNADO-I Client i HURRICANE MARIA-1Client A ��111 20RICANENICOLE-4Clients 22 1 HURRICANEIRMA-67T CI,es � � HURRICANEHARVEY-38CUents p HURRICANE IAN-31Clients i TX&GA TORNADOES-2Clients CUBIC YARDS OF --- CA WILDFIRES•4 Clients i] NM WILDFIRE(USACE)-1 Client 2016 DISASTER DEBRIS ,,,,. WINTER STORM VA-1 Client HURRICANE MATTHEW-34 Clients KY STORMS/TORNADOES-2 Clients HURRICANE HERMINE-1 Client ,STORMS&FLOODING-2 Clients 2021 DIXIE FIRE-1 Client WILDFIRES•2Clients 2011 2007 FLOODING-6 Clients HURRICANE IDA-9 Clients WINTER STORMS-19 Clients MIDWEST ICE STORM-3 Clients BUILDING COLLAPSE-1 Client 201 5 TEXAS DROUGHT-1 Client TORNADOES-2 Clients STORMS/TORNADOES AL-1 Client WILDFIRES-2 Clients i TEXAS WILDFIRES-1 Client MIDWEST SNOW STORMS-3 Clients WINTER STORM TX-3 Clients SEVERE STORMS-3 Clients i HURRICANE IRENE-22 Clients 2006 STORMS/FLOODING TN-1 Client FLOODING-10 Clients TORNADOES-4 Clients BUFFALO SNOW STORMS-6Clients WINTER STORM VA-1 Client 12014 - 2010 2005 2020 FLOODING-1 Client FLOODING-2 Clients WILHURRICANE ZETA-6 Clients TORNADOES-2 Clients TORNADOES-1 Client HURRICANE RITA -17 Clients HURRICANE DELTA-4 Clients ICE STORM-7 Clients . ICE STORMS-1 Client HURRICANE RA 3 Clients WILDFIRES-2 Clients TROPICAL STORM ALEX-1 Client HURRICANE KATRINA-11 Clients 201 HURRICANE DENNIS•5 Client HURRICANE SALLY-4 Clients ICE STORM-2 Clients 2009 HURRICANE LAURA-18 Clients FLOODING-I Client ICE STORMS-I Client 2004 HURRICANE ISAIAS-2 Clients SNOW STORMS-2 Clients HURRICANE JEANNE-2 Clients HURRICANE HANNA-3 Clients 2012 TROPICAL STORM IDA HURRICANE IVAN-3 Clients TORNADOES-3 Clients ;HURRICANE SANDY-13 Clients f HURRICANE FRANCES-2Clients IOWA DERECHO-1 Client HURRICANE ISAAC-S Clients 2008 HURRICANE CHARLEY-2 Clients TROPICAL STORM DERBY•3 Clients HURRICANE IKE-78 Clients 2002 HURRICANE GUSTAV-7 Clients HUIIRICANE.LILI-1 Client TROPICAL STORM FAY-3 Clients HURRICANE DOLLY-30 Clients 2001 MIDWEST FLOODING-2 Clients TROPICAL STORM GABRIELLE-1 Client ill TETRA TECH Tab 2 4 Florida Debris Monitoring Experience Tetra Tech has performed more debris monitoring services in the state of Florida than any other firm. Our team has responded to every major disaster in Florida since 2001.In response to these events,our team has overseen 141 projects amounting to over 72 million CYs of debris across the State. Due to our vast experience,we have become experts in Florida's unique needs disaster recovery needs,including PPDR,waterways,and beach projects.Florida is also our home state,where many of our principal and senior staff reside.We are proud of our work in Florida,and we want to be known in our hometowns for providing excellent service to our communities.With 22 offices throughout the state,including our disaster recovery headquarters and fully stocked warehouse in Central Florida,Tetra Tech is mere hours away to mobilize rapidly to our clients throughout the state. Exhibit 2.Florida Debris Monitoring Experience 0?3 Hurricane ldaha 12 clients Desoto County Watershed Protection I 1 client Florida Debris 2u22 Hurricane Ian 131 clients Monitoring Projects Hurricane Nicolelaclients 2021 Surfside Condo Collapse 110,264 tons l t client 2020 sou Hurricane Sally 11,652,200 CYs 12 clients `1I ;-.� 2018Hurricane Michael 19,248,830 CYs 113 clients '. 2017 s� -Hurri[ane ulna1 21,442,478 cubic yards 159 clients 1 sk. 2016 Hurricane Matthew 12,738,106 cubic yards 1'4 clients + t Hurricane Debby 17,253 cubic yards 13 clients 20+ Disasters 2008 Tropical Storm Fay 1 50,000 cubic yards 13 clients >60M Cubic Yards of + + Debris Groundhog Day Tornadoes I zal,000 cubic yards 12 clients 1 40+ 13rojeCts 2005 Hurricane Dennis I3,917.267 cubic yards 15clients Hurricane Katrina 19,942,000 cubic yards 111 dents 2 Offices and Hurricane Rita 14,eto,000cubic yards 13 clients Hurricane Wilma 1 8,914,020 cubic yards 117 clients >1 00 Personnel 2004 Hurricane Charley 11,652,2o0cubic yards 12 clients throughout the State Hurricane Frances 1500,000 cubic yards 12 clients Hurricane Ivan 17,475,554 cubic yards 13 clients Hurricane Jeanne)350,000 cubic yards 12dients 201 Tropical Storm Gabrielle I t dent On June 24,2021 Champlain Towers South,a twelve story condominium in Miami-Dade County,collapsed.Tetra Tech was onsite within hours of the catastrophic event and Miami-Dade County activation to assess the resources needed to assist the county with emergency response and recovery efforts.Over the next several days,our team assisted the County with contractor procurement efforts in addition to developing and executing a plan to monitor debris removal both from a FEMA reimbursement and evidentiary debris removal perspective. E- Our team operated around the clock to monitor the removal of more t , r_w. ,;debris and 16k CYs of demo debris. ,. . ' . ilk TETRA TECH Tab 2 5 Geographic Large-Scale Debris (Vonitoring Experience Clients count on us to respond in their time of need,and we have never failed to deliver.Our team of debris experts and vast resources allow us to respond to our clients'deployment and mobilization needs,regardless of size,location,or type of disaster. More than 6,000 Tetra Tech field staff were deployed in concurrent responses to Hurricanes Harvey, Irma, Maria, and the California wildfires in 2017-2018. Tetra Tech understands the unique aspects and special considerations related to large-scale operations. Exhibit 3.Large Project Experience 'r ' 'ie, 'IttfpfferrrrrAlrAi.111111if*„,,NH-AfIllEteLL,-0.-41-..rr)c -r, s's-'-';',::" .siiir,i±.1-f--k;IV '`VI".41Wi - ,..‘1,'Y'rgq--";',±:-; ENE 3'T £te J ? r. 'i -4'r.r 3 al, 8 y , A , 4' _ 1 1g t - --'`' n ,,k,..� - rt t�;'�,k 'O +fix :' . ,- . : :0t� 0 : cz, r . i e_ , N' • 500K- 999K CY . **4.�jrir lit- i' air * Over 1 Million CY * • ,,iir*4 Top 20 Debris Monitoring Projects by Cubic Yard (CY) 8.27M :, "c 6.81M 5.47M 5 38M 4.60M . ., , ,,, .....„: i .:,.. !..i,„..f.,.„. ._,,,,,,,,„J.„,.___. ...... ..,.., .. . .,„....,„,..,„ __ . , , :„. CaiRecyde Calcasieu Parish,LA Houston,TX Escambia County,FL Charlotte County,FL Camp Wildfire,2018 Hurricane Laura,2020 Hurricane Ike,2008 Hurricane Ivan,2004 Hurricane Ian,2022 r e.4.42M fi .; 4 0 3.90M '3.56M r 3.14M ,.' 1 Y , a Baldwin County,AL Lake Charles,LA Miami Dade County,FL Miami-Dade County,FL Collier County,FL Hurricane Sally,2020 Hurricane Laura,2020 Hurricane Katrina,2005 Hurricane Irma,2017 Hurricane Irma,2017 2.69M .. 2.49M _ 2.39M r'::..12.30M v°��"=' `2.89M U '' tQ /Yi ii Xe'.aV Bolivar Peninsula,TX Harrison County,MS Harris County,TX Miami-Dade County,FL Gulfport,MS Hurricane Ike,2008 Hurricane Katrina,2005 Hurricane Ike,2008 Hurricane Wilma,2005 hurn_ar e Katrina,2005 f11, 2.27M .4 ', 2.18M . ,: 181M %1.70M - - 1.60M >-; '''''. .••:,..,-:-', --"''''.1;i1:'• eti.,, 'r*-,.*' -7'4.. •-.,*: ': -,.,-- '' '':.. - :,'r-'.' ,. - , Polk County,FL Hilton Head Island,SC Galveston,TX Santa Rosa County,FL Beaufort County,SC Hurricane Irma,2017 Hurricane Matthew,2016 Hurricane Ike,2008 Hurricane Dennis,2005 Hurricane Matthew,2016 CTETRA TECH Tab 1 6 Ability to Respond Clients count on us to respond in their time of need,and we have never failed to deliver.Our ability to respond rapidly is accelerated by utilizing the following: • Incident Command System (ICS)Structure:Our projects are operated under the ICS structure and have a proven track record of meeting even the most challenging staffing level requirements.ICS allows the Tetra Tech project team to scale as needed, coordinate response,establish common processes for planning and managing resources,and adapt organizational structure to match the needs and complexities of projects.Tetra Tech's emergency management professionals,many of whom are certified ICS instructors,provide guidance to our disaster recovery staff on how to effectively organize and respond to disasters. Our debris project managers have spent many hours in emergency operations centers across the country and understand how ICS works at the local and state level.Our debris project managers know how to apply IC-100, 200, 700, and 800 training in the field.We understand the value ICS has in organizing for disaster activations and strive to implement these principles into our business processes.Per ICS,during disaster response operations, our structure includes an incident commander and section chiefs for operations, logistics,action planning,and finance and administration.We establish twice daily calls using Microsoft Teams with the incident command team and section chiefs to establish our incident action plan,identify resources needs,and plan for any deficiencies.We have a dedicated health and safety officer who oversees the operation and coordinates with health and safety personnel at each project location.The proposed organization structure below is based on industry best practices and an understanding of geography and the distinct management responsibilities of each position. • Ability to Hire Rapidly: Tetra Tech's immediate response staffing plan �'` utilizes our vast network of disaster recovery professionals,including full-time employees, reserve staff from the Tetra Tech Disaster Hurricane Harvey Hurricane Ian 1,4001 10 1,300 10 Recovery Operations, and local hires. Our staffing process has staff,days staff days rapidly mobilized project teams for major disaster recovery Tetra Tech's depth projects nationwide.We prioritize deploying local staff,which and breadth of nationwide `4. benefits the local post-disaster economy and reduces in-house resources ;a mobilization and transportation costs. In addition to Hurricane Laura enabled us to deploy more Hurricane Irma ed maintaining an extensive field staff database,Tetra Tech can so© s than 6,OOspons0 e staff 2,400 110 staff days disaster response staff 'staff days deploy our Field Human Resources(HR)Hiring Center,which is in a single year. designed to be quickly mobilized,transported,and set up to allow near immediate response for field staffing needs.The number of trained HR representatives can scale up to 20 at a moment's notice, ~ with the ability to hire 200+ staff per day. Under this process, local Hurricane Matthew California Wildfires teams can be hired,trained,and deployed within 24 hours. g°t° days 'c days • Depth of Resources and Supplies:Tetra Tech maintains a fully stocked warehouse located in Orlando, Florida with over 120 fully stocked bays of debris monitoring supplies capable of supporting over 50 simultaneous recovery operations for over 90 days. We also have dedicated logistics staff that manages resources and supplies and can have a fully functioning field office in a matter of days,and often several simultaneous offices at once.Tetra Tech has consistently deployed large-scale mobilizations of hundreds of staff and thousands of dollars'worth of equipment to multiple clients in a matter of days and on very short notice. We Set the Standard. No firm has responded to more disaster events with more personnel in a shorter amount of time than Tetra Tech. CTETRA TECH Tab? 7 Recent Debris Monitoring Experience The exhibit below provides an abbreviated experience matrix for projects conducted since 2017.Tetra Tech can provide specific references and additional information upon request. As demonstrated below, Tetra Tech supports numerous clients each year and maintains a constant state of readiness to respond to multiple activations. Exhibit 4.Experience Matrix(2017-Present) d _ `a,. _c` a ,...- c_ a ai s D+ a 'I'. 0 O +�7: C Q. 2 D r N 1 L Q .i Y o 3 o C D 2 Year Representative Client(s) Size(in CYs,unless _y.c- - D t, o Disaster *Work in Progress noted) ,°g° i a i °= w u_ :"' . F ` Florida Department of Environmental Protection(FDEP)- 92,232 ■ ■ ■ Hurricane Idalia Waterways* Florida Department of Environmental Protection(FDEP)- 70,792 ■ ■ Parks* Guam Typhoon Mawar USACE 125,591(plus 14ons) ■ ■ tons) Oklahoma Tornado Tulsa,City of* 541,850 ■ ■ Vermont Floods Vermont,State of 1,315 ■ Cammack Village 9,874 ■ N Arkansas Tornados City of Little Rock 470,661 ■ ■ n Clients Served 4 City of North Little Rock 599,676 ■ ■ ■ City of Sherwood 50,805 ■ ■ ■ Mississippi Tornadoes Sharkey County* 355,388(plus 832,665 ■ ■ Clients Served:2 tons) City of Rolling Fork* 223,150 California Floods Merced County,CA 55,430(plus 2,824 tons) ■ ■ Clients Served 2 Santa Barbara County,CA* 53,074 • ■ City of Austin,TX 1,349,026 ■ ■ ■ 2023 Texas Ice Storm Travis County,TX 343,768 ■ ■ Clients Served:4 City of Georgetown,TX 149,347 ■ Williamson County 95,550 • • Mosquito Fire Placer County,CA 4,932 tons ■ ■ ■ ■ Florida Department of 188,073(plus 6,059 ■ ■ Environmental Protection,FL tons) Brevard County,FL 172,181 • ■ City of Cape Coral,FL 2,717,941 • ■ • Charlotte County,FL 4,674,284 ■ ■ ■ Collier County,FL 1,384,073 • ■ • Hurricane Ian Highlands County,FL 459,964 ■ ■ Clients Served:30 City of New Smyrna Beach,FL 130,600 ■ • City of Key West,FL 22,380 ■ ■ Manatee County,FL 743,966 • ■ City of Melbourne,FL 20,350 ■ ■ cv Osceola County,FL 10,143 ■ ■ p Polk County,FL 1,107,864 ■ ■ IN St.Johns County,FL 46,368 ■ ■ Volusia County,FL 526,227 • • McKinney Fire Siskiyou County,CA 47,561 tons ■ ■ ■ ■ New Mexico Wildfires New Mexico USACE 31,933 tons ■ ■ ■ • • Oak Fire Mariposa County,CA 39,948 tons ■ • • ■ Winter Storms Virginia Department of 4,349,978 ■ ■ ■ Clients Served 1 Transportation Severe Storms and City of Bowling Green,KY 174,346 ■ ■ ■ Tornadoes Warren County,KY 47,402 ■ ■ ■ Clients See 2 Dixie Fire CalRecycle(State Contract)* 552,821 tons ■ ■ ■ ■ ■ ■ Clients served. I CTETRA TECH Tab 2 18 ' Os = o - lT 6 a ° s 2 r C. v tT' R 2 FE o' Q O ` C� E. o �_o o. 2E 52) a a� ro> Ec C Year Representative Client(s) Size(in CYs,unless c.� 7, 'o ti Disaster ° ? > Z. *Work in Progress noted) .°g = e ,L ti LL ' "-' ''" 1'` ` City of Central,LA 62,878 ■ ■ ■ ■ ■ Hurricane Ida Iberville Parish,LA 10,846 • • ■ • ■ Clients Served:11 Tangipahoa Parish,LA* 3,092,064 ■ • • ■ ■ Surfside Condo Collapse Miami-Dade County,FL 10,265 tons ■ ■ ■ ■ ■ Clicrt, :ct„:1 N Tennessee Severe Storms and Floods Metro Nashville and Davidson 804 tons ■ ■ ■ ■ ■ N County,TN Clients Served 1 Alabama Tornado Calhoun County,AL 228,276 ■ ■ • ■ ■ Clients Served 3 Winter Storms Virginia Department of Clients Served:1 Transportation 462,192 ■ ■ ■ ■ ■ California Wildfire CalRecycle Northern Branch* 501,097 tons • ■ ■ ■ ■ ■ Clients Served:1 Audubon Society of LA 9,668 • • City of Diamondhead,MS 200,556 ■ ■ Hurricane Zeta City of Gulfport,MS 483,147 ■ ■ Clients Served 7 City of Waveland,MS 216,681 ■ ■ City of Slidell,LA 337 hazardous trees ! • ■ Dallas County,AL 222,732 ■ ■ Hancock County,MS 64,520 • ■ Hurricane Delta City of Youngsville,LA 7,646 ■ ■ Clients Served:3 St.Martin Parish,LA 30,600 ■ • Hurricane Sally Baldwin County,AL 4,449,278 ■ ■ Clients Served:4 City of Pensacola,FL 574,580 • • Okaloosa County,FL 30,802 • ■ Acadia Parish,LA 105,716 ■ ■ Calcasieu Parish,LA 9,309,837 ■ ■ o Hurricane Laura City of Lake Charles,LA 4,335,400 • ■ No Clients S ed:17 City of Sulphur,LA 838,412 • ■ Jefferson Davis Parish,LA 140,874 • • Orange County,TX 723,064 , ■ ■ Hurricane Isaias Town of Holden Beach,NC 2,150 • ■ Clients Served:6 Town of Ocean Isle Beach,NC 6,967 ■ ■ Town of Oak Island,NC 62,394 • ■ Hurricane Hanna Total CYs:327,035 Hidalgo County,TX 187,135 ■ ■ Clients Served.4 South Carolina Severe Storms and Tornadoes Total CYs:783 Barnwell County,SC 783 : ■ • Clients Served:1 Tennessee Severe Storms City of Chattanooga,TN 322,200 ■ ■ and Tornadoes Hamilton County,TN 408,305 ■ ■ Tot<d C's's:1,039,455 Metro Nashville and Davidson 308,949 ■ ■ Clients Senec:3 County,TN Tropical Storm Imelda Harris County,TX 15,907 ■ ■ Total CYs:73,336 Jefferson County,TX 57,429 ■ ■ Clients Served:3 Hurricane Dorian Colleton County,SC 4,272 ■ ■ ci' Total CYs:63,719 p Dorchester County,SC 31,294 '. in ■ a Clients Served:5 Louisiana Severe Storms and Tornadoes total Ct's 30,516 City of Ruston,LA 30,516 : ■ ■ Clients Served:5 TETRA TECH Tab 2 1 9 8 o o 7 o G a, . a: E o c" C C v r a V' 2) o ° 0 n Y o a a vim. � 2 a o a� `° > c o g- Year . Representative Client(s) Size(in CYs,unless .c > o E .�a < s ', ,,, ,a *Work in Pro•ress noted) ° ° z a °cc w = u_ Alabama Severe Storms and Tornadoes Total Ca's:176,780 Lee County,AL 176,780(and 7,262 tons) ■ ■ Total Tons:7,262 Clients Served.1 City of Lynn Haven,FL 1,297,022 • • City of Callaway,FL 1,160,901 ■ ■ Hurricane Michael City of Parker,FL 548,766 ■ ■ Total CYs 10,618,496 Wakulla County,FL 38,085 • • Clients Served 13 Franklin County,FL 126,087(and 5,155 tons) ■ ■ co City of Albany,GA 572,541 ■ ■ p Dougherty County,GA 257,113 ■ ■ N 165,226(and 19,806 Hurricane Florence City of New Bern,NC ■ ■ Total CYs 1,365,327 tons) Total Tons:19,889 Craven County,NC 59,801 ■ ■ Lenoir County,NC 34,662 ■ ■ Clients Server 15 City of Fayetteville,NC 134,282 ■ ■ Connecticut Tornadoes Town of Brookfield,CT 47,396 ■ ■ Total CYs:193,222 Clients Serer 4 Town of New Fairfield,CT 86,692 ■ ■ California Wildfires(2017- 18) CalRecycle,CA 4,553,068 tons ■ ■ ■ Total Tons:2,278,740 Clients Served.4(6 Wildfires) Miami-Dade County,FL 4,041,978 • ■ Polk County,FL 2,270,031 • ■ Collier County,FL 3,195,533 • ■ Hurricane Irma City of Miami,FL 547,503 • ■ Total CYs:20,113,657 Seminole County,FL 824,534 ■ ■ Lake County,FL 355,221 • ■ Clients der se s 67 Brevard County,FL 655,842 • • Pinellas County,FL 382,167 • ■ City of Holly Hill,FL 46,876 ■ ■ City of South Daytona,FL 27,908 ■ ■ n City of Corpus Christi,TX 536,451 • ■ N City of Dickinson,TX 198,791 ■ ■ Fort Bend County,TX 615,498 ■ ■ City of Friendswood,TX 139,575 ■ • Harris County,TX 1,211,023 ■ ■ Hurricane Harvey City of Houston,TX 2,780,123 ■ ■ total CYs:5,445,225 City of Humble,TX 22,737 • ■ Clients Served:31 City of Katy,TX 24,137 • ■ City of League City,TX 116,461 • ■ Montgomery County,TX 131,932 • ■ City of Nassau Bay,TX 6,323 • ■ City of Pasadena,TX 30,164 • ■ City of Seabrook,TX 1,592 ■ ■ Georgia Tornadoes City of County,GA 378,548 • ■ total CYs:920,000 613,868(and 14,751 Dougherty County,GA ■ ■ Cite],is Servt, :2 tons) ,'t- [lib TETRA TECH Tab 2110 • • • Our program is designec to maximize feceral grant reimbursement. Over the course of working with hundreds of local and state governments on disaster debris management projects,our team has developed a deep understanding of FEMA, FHWA, NRCS,and other reimbursement and regulatory agencies' policies and procedures.Our efforts allow clients to maintain their focus on continuing daily operations while relying on us to oversee the management of debris removal operations in compliance with programmatic guidelines and procedures.Additionally,we have supported clients across the state and have successfully helping our clients navigate Florida Division of Emergency Management reimbursement and closeout process.Our understanding of requirements for eligibility,documentation,and reimbursement has helped our clients obtain over$12 billion in reimbursed costs. Our team has direct experience with federal grant programs,including: • FEMA PA Program(including Section 406 mitigation and Section 428 alternative procedures program) • FEMA Hazard Mitigation Grant Program(HMGP,Section 404 mitigation) • FEMA Hazard Mitigation Assistance(HMA) • FEMA Individual Assistance(IA)Program • FHWA-Emergency Relief(FHWA-ER)Program • FHWA Transportation Investment Generating Economic Recovery Grant • Natural Resources Conservation Service(NRCS)Emergency Watershed Protection • U.S.Department of Housing and Urban Development(HUD)Community Development Block Grant Program(CDBG) • U.S.Treasury Coronavirus Aid,Relief,and Economic Security(CARES)Act and COVID-related funds For this engagement, Tetra Tech anticipates that majority of reimbursement will be pursued through the FEMA PA Program. Our team holds comprehensive qualifications in working both for and with FEMA. Tetra Tech maintains six current contracts directly supporting FEMA,in addition to our routine work with FEMA as part of state and local projects seeking FEMA reimbursement. Spotlight On:Commitment from Blue Skies through Reimbursement "Tetra Tech proved itself to be a reliable partner for the City and executed all its obligations under our continuing services agreement.On top of that,they provided excellent communication throughout the whole process and efficiently assisted in the cleanup of the City [after Hurricanes Irma and Ian]. Their diligence and precision in detail ensured proper reimbursement from FEMA on all occasions.In our experience working with Tetra Tech,they have always come to the City of St. Petersburg's assistance when they are needed most for our residents and greater community. We would happily recommend their services to other communities and plan to continue our relationship with them into the future.' -Mr.Bryan M.Eichler,Assistant Director,City of St. Petersburg,FL Tetra Tech is able to maximize FEMA PA disaster debris reimbursement funding for the City of Miami Beach based on the following: • Procedures Tailored to FEMA:Our data management and document storage procedures are tailored to facilitate FEMA review and the generation of project worksheet versions throughout the entire project. We incorporate changes or updates to the FEMA PA Program and Policy Guide(PAPPG)into our procedures for field documentation and data management as they occur.Our software systems,RecoveryTracT" and RecoveryTracT"Grants Management were designed with FEMA programs in mind and were built to interface with FEMA Grants Portal/Grants Manager. • Comprehensive Understanding of FEMA Regulations: Our management team and field staff fully understand FEMA rules and regulations for hand-loaded vehicles;stump,limb,and tree removal at unit rates;volumetric load calls at temporary disposal site locations; and right-of-way (ROW) debris removal eligibility. This allows us to monitor contracts to the smallest detail while concurrently managing and documenting the operation using proven methodologies that maximize FEMA reimbursement. tit TETRA TECH Tab 2 111 • Direct Relationships with FEMA Regional Representatives:Our team maintains strong relationships with many of the lead federal coordinating officers,debris specialists,Public Assistance (PA) coordinators and officers,and other staff.Regular interface and communication with FEMA at the headquarters,regional,and local levels allow our team to obtain quick responses on disaster-specific guidance and issues. Having been former State and Federal officials, our employees know how to successfully navigate FEMA PA and should issues arise,who to call upon to get quick remedies. • Team of Grant Experts to Assist with Funding and Audits:Our grant management experts have assisted the City of Miami Beach with applying for and retaining grant funds, even after closeout and audit processes. Our FEMA appeals and funding specialists have worked with FEMA closeout officers to obtain millions of previously deobligated dollars for communities.While the best course of action is to avoid audits or appeals,there are sometimes unavoidable disagreements with program administrators.We have a bench of accountants,attorneys and program experts to draw upon to try and come to a resolution outside of the audit or appeals process,or when all else fails,appeal or arbitrate certain unacceptable decisions. REGION 4 The nuances presented in each Region's administration of the FEMA PA program provide their own challenges.We know Region approach to administering FEMA PA and have helped clients successfully navigate it for years. FDEM's Florida Recovery Obligation Calculation (F-ROC) System The Florida Division of Emergency Management (FDEM) developed a program to standardize the forms and documentation associated with the FEMA PA reimbursement process.As a state managed and federally funded program, the program aims to make the recovery process simpler and more streamlined,evaluating and reducing risk for applicants. The new Florida Recovery Obligation Calculation(F-ROC)system has an applicant-first approach,in which the F-ROC team assists applicants in identifying risk and develops a clear action plan that will abate those risks.This program is designed to build equal access to PA funds and make the recovery process more proactive. Tetra Tech's Disaster Recovery unit has been involved in F-ROC since day one of the trial period. Our team regularly provided feedback and participated in the development of these forms,both with our clients and as a representative of the disaster response and recovery industry.Recently,Tetra Tech worked with Sarasota County,an F-ROC Pilot Community, to participate in the F-ROC program following Hurricane Ian.It is key to the success of F-ROC that the program is supported locally,and Tetra Tech is prepared to make this adjustment alongside our clients. Ultimately,the F-ROC program's four pillars of standardization,procurement,procedures,and assessment mean that the Tetra Tech team has seen the new methods of completing these FEMA PA reimbursement requests and is ready to replicate these efforts for the City of Miami Beach.We look forward to helping the city of Miami Beach navigate the new F-ROC system for reimbursement. The Tetra Tech team collaborated with St.Johns County Public Works to create their Debris Plan.Upon review of the submittal,the State of Florida remarked that it was one of the best plans they had received and approved the Debris Plan to be included in the County's FROC documentation. LITETRA TECH Tab 2 112 Focus On Recent Sample Projects V , C FEMA Programs v., ,-- n- Cl., c O o do, c o v u E. oAY oa w a , aY 'a E .. T Co ]GCO Q/ ` $12 billion+ Managed . a " 3vQ ~d •� amma . aoo -•• Year Client Pro ram ;' : r °- i a - : ° - 2023 Pensacola,FL PA ■ ■ ■ ■ Experience Summary 2023 Collier County,FL PA • • • ■ ■ ■ ■ 2022 Fort Myers,FL PA ■ ■ ■ ■ • • • • • • Our team holds Comprehensive qualifications in working both for and 2022 South Daytona,FL PA ■ ■ ■ ■ • ■ with State/Recipient agencies and FEMA. Tetra Tech maintains six 2022 Philadelphia,PA PA • ■ ■ ■ ■ • • • ■ current contracts directly supporting FEMA,in addition to our routine 2020 Hamilton County,TN PA ■ . . . ■ 2020 Commonwealth of Massachusetts PA ■ ■ ■ • ■ ■ a work with FEMASubrecipients as partstate and Recipients and of 2020 Harris County,TX PA ■ local projects seeking reimbursement. Our experience supporting 2020 Houston,TX PA ■ ■ t,clients with FEMA programs includes: 2020 LA GOHSEP SAL PA • • • • • ■ • • FEMA PA Program 2020 State of Connecticut PA • ■ • 2020 Dunedin,FL PA ■ ■ ■ ■ ■ • • ■ ■ • Section 406 mitigation and Section 428 alternative procedures 2019 State of Missouri PA ■ ■ program 2019 Commonwealth of Puerto Rico PA ■ • ■ • • ■ ■ ■ • • FEMA Hazard Mitigation Grant Program(HMGP) 2018 Callaway,FL PA ■ • ■ ■ 2018 Lynn Haven,FL PA ■ ■ • ■ • ■ ■ ■ ■ ■ • Section 404 mitigation 2018 Dougherty County,GA PA ■ • • FEMA Individual Assistance(IA)Program 2018 Albany,GA PA • ■ • FEMA Flood Mitigation Assistance Program(FMA) • FEMA Building Resilient Infrastructure and Communities(BRIC) FEMA Focus Areas i !•1 (' t:, x •� ..■. Tailored Procedures Understanding of FEMA Regulations Relationships Regional Reps Audits and Appeals Our procedures are tailored to facilitate Our management team and field staff fully Our team maintains strong relationships Our grant management experts have FEMA review and generation of Project understand rules and regulations across with many of the lead federal coordinating assisted clients with applying for and Worksheet versions. Tetra Tech FEMA programs.This allows us to monitor officers, PA/IA officers, and other staff. retaining grant funds, even after closeout incorporates changes and/or updates to contracts in detail while managing and Regular interface and communication and audit processes. Our FEMA appeals the PAPPG, IAPPG, FEMA IHP Unified documenting the operation using proven with FEMA at the headquarters, regional, and funding specialists have worked with Guidance, and Hazard Mitigation methodologies to allow the maximum and local levels allow our team to obtain FEMA closeout officers to obtain millions Assistance Guidance into our procedures. reimbursement. quick responses on guidance and issues. of previously deobligated dollars. [ ]TETRA TECH I,II)i 13 Disaster Recovery Program Management Services Our team is a national leader in providing management and support documentation for all facets of the debris removal monitoring industry,including special disaster recovery program management services. Exhibit 5.Disaster Recovery and Special Program Management Capabilities Disaster Recovery Program Management Emergency road clearance Final debris disposal at a landfill or other end use Curbside debris collection Conflict and damage resolution Operation of citizen drop-off sites Truck certification Data management and invoice reconciliation Right-of-entry administration Oversi.ht of debris management sites Special Programs Management Animal carcass removal and disposal Marine and waterway debris removal Asbestos abatement Private property demolition and debris removal Beach remediation and restoration Nuisance abatement ordinance administration Construction and demolition debris removal Saltwater killed tree removal Creosote piling removal Sediment dredging and removal Drainage and canal debris removal Subsurface storm drain debris removal E-waste debris removal Vessel and vehicle recovery Hazardous waste debris removal Wetland and parkland debris Hazardous tree and stump removal White goods and putrescent waste removal Private Property/Right-of-Entry Debris Removal Our team has administered many of the largest private property debris removal(PPDR)programs in U.S.history.Tetra Tech assists communities with ensuring they have the legal authority via local and state ordinances to enter onto private property.We also assist with preparing submittal packages for FEMA to approve the program, promoting the Right-of- Entry(ROE)program with residents,and ensuring the program is properly documented.Included below is a representative sample of our PPDR projects. PRIVATE PROPERTY DEBRIS REMOVAL PROJECTS MANAGED n SCOPE TASKS Surfside Condo Collapse(2021)1 client Flooding(2016)1 client Wildfires(2021)15 clients Erskine Wildfire(2016)1 client Application AdministrationHurricane Laura(202011 dient Clayton Wildfire(2016)1 client North Branch Wildfires(2020)9 clients Butte Wildfire(2015)1 client Data Management Hurricane Michael(2018)2 clients Valley Wildfire(201S)1 diem Debris Removal Monitoring Hurricane Florence(2018)1 client ,Flooding(2014)1 client Demolition Program Management Hurricane Michael(2018)l clients Flooding(2013)1 client Historical/Environmental Review Camp Wildfire(2018)1 client Hurricane Sandy(2012)1 client Mendocino•ComplexFire(2018)1-:ien'. Hurricane Isaac(2012)1 dient Individual Property Debris Tracking Carr Wildfire(2018)I client Wildfires(2011)1 client Property Close Out Severe Storms/Tornadoes(2017)1 client Ice Storm(2009)i client Property Survey Hurricane Harvey(2017)2ciients Flooding(2008) clients Public Advertisement NorCal Wildfires(2017)4 clients. Hurricane Ike(2008)?clients Thomas Wildfire(2017)1 client Hurricane Gustav(2008)1c:lient Reduction/Disposal Monitoring Detwiler Wildfire(2017)1 client Ti,- Hurricane Katrina(2005)2 clients Scheduling Helena Wildfire(2017)1 client Hurricane Wilma(2005)1 client Flooding&Severe Storms(2016)1 client t'ii- TETRA TECH Tab 2 114 Waterways Debris Removal No other firm in the United States has monitored more projects to remove physical and environmental hazards and debris from Spotlight on: Successful Waterways navigable and non-navigable waterways than Tetra Tech.From large Debris Removal vessel and lobster trap removal programs in the Florida Keys "Upon inspection by the National Resources following a series of hurricanes to assisting local and state agencies Conservation Service, the inspectors along the northern Gulf Coast with response and recovery efforts for [surveying the Gordon River project] were the BP oil spill to cleaning dozens of miles of ditches in Calcasieu impressed by the attention to detail in Parish, Louisiana following Hurricane Laura — Tetra Tech has preserving native vegetation and avoiding comprehensive experience in planning and executing complex the creation of erosion issues. The results waterway and drainage system debris removal programs. accomplished along the water are near Tetra Tech can provide comprehensive services for waterway and perfect... The success of the project is drainage system debris removal programs including assisting with measured by the visible impact of the documenting maintenance programs, determination of legal completed work.Completing the scope and responsibility and scope eligibility, performing post-disaster only the scope must strike a balance damage assessment (including drone surveys), managing right of between remediation and deferred entry/access programs, and field monitoring and storage site maintenance that is inevitably a fine line.The management. We have comprehensive expertise in documenting feedback received yesterday is that the navigable and non-navigable debris removal programs funded by balance was well struck and that your team numerous agencies including FEMA, the Natural Resource is managing the individual sites well.We are Conservation Service(NRCS),U.S.Army Corps of Engineers,and state grateful for the efforts of your team, please agency programs. Specific marine and drainage system debris keep up the great work and high standards." removal programs executed by Tetra Tech include: -Pawel "Pay" Brzeski, Project Manager, Derelict Vessel Programs Stormwater Management,Collier County,FL • Escambia County,Florida(Hurricane Ivan) • Monroe County,Florida(Hurricanes Katrina,Gustav,Ike,and Wilma) • New Jersey Department of Environmental Projection(Hurricane Sandy) • Florida Department of Environmental Protection(Hurricanes Michael,Matthew,and Irma) Marine Debris Removal Programs • Florida Department of Environmental Protection(Hurricane Idalia) Exhibit 6.Marine Debris Removal following Hurricane • City of Cape Coral,Florida(Hurricane Ian) r° ' • Bay County,Florida(Hurricane Michael) '� �� x ' C s • Brevard County,Florida(Hurricane Matthew) ; ,� • Monroe County,FL(Hurricanes Katrina, ' '' '`� .. �. Gustav,Ike,and Wilma) �•„-- , ° a 4., • Beaufort County,SC(Hurricane Matthew) rti, 4 j �" - T • Ditch and Drainage System Debris Removallp- : " ;r Programs �r • Collier County,FL(Hurricane Ian) • Calcasieu Parish,LA(Hurricane Laura) • Terrebonne Parish,LA(Hurricane Gustav) • City of Galveston,TX(Hurricane Ike) 'Th, TETRA TECH Tab 2 15 • Harris County Flood Control District,TX(Hurricane Ike) • Collier County,FL(Hurricane Wilma) • Jefferson County Drainage District#7(Hurricane Ike) • City of Lauderdale Lakes,FL(Hurricane Wilma) Beach Debris Removal and Coastal Restoration/Resiliency For coastal communities,beaches are economic drivers that require immediate attention following a disaster.Beaches are often a primary reason why tourist visit communities;thus,getting beaches re-opened rapidly following disaster events is of paramount importance.Removing hazards,including pressure-treated wood from beach walkovers,is vital to getting beaches re-opened to the public. Tetra Tech has a long history of supporting coastal communities in monitoring beach debris removal and sand screening/replacement operations that are eligible for reimbursement under the FEMA Public Assistance program. Stemming back to 2004 when the pristine white sand beaches of Pensacola Beach and Perdido Key in Escambia County, Florida,were ravaged by Hurricane Ivan to some of our more recent projects including supporting debris removal and trap bag installation operations for Volusia County, Florida,Tetra Tech has gained valuable experience in formulating successful beach recovery operations.Relevant examples of Tetra Tech's beach debris removal operations include: • Escambia County,FL(Hurricanes Ivan and Dennis) • City of Ft.Lauderdale,FL(Hurricane Wilma) • Harrison County,MS(Hurricane Katrina) • St.Johns County,FL(Hurricanes Matthew and Irma) • Volusia County,FL(Hurricanes Ian and Nicole) Tetra Tech's debris monitoring teams are supported by one of the largest coastal engineering and resiliency practices in the United States.Tetra Tech delivers innovative,nature-based solutions and structural design for coastal communities seeking climate-resilient flood risk reduction and marine habitat restoration.Our interdisciplinary team is Leading with Science•to create industry-leading design solutions for some of the most complex issues facing coastal communities and ecosystems around the world.With climate change driving sea level rise,stressing marine life,and creating more frequent and intense weather events,we support our clients with sustainable and scalable solutions to protect and restore coastal environments. Exhibit 7.Trap Bag Installation in Volusia County,FL Following Hurricanes Ian and Nicole, Tetra Tech supported Volusia County, Florida, in monitoring debris removal from County-maintained beaches and installing Trap Bags to provide shoreline protection to improved public and private property. Due to these I . disasters, Florida's coastline suffered the loss of sand and, therefore, much needed elevation. These Trap Bags are a temporary solution to protect beachfront properties before another storm hits the coast as the County continues to work on resiliency projects. mini TETRA TECH Tab 2 116 Vessel and Vehicle Recovery Tetra Tech is able to assist the City of Miami Beach in documenting the locations and quantities of vessel Tetra Tech has monitored vessel recovery for several clients, and vehicle debris in the City of Miami Beach and including: presenting a case to FEMA to approve and fund the • NJDEP Hurricane Sandy I 80 vessels program. The City of Miami Beach must first show • Escambia County,FL and Monroe County,FL(Florida Keys) that they have a legal responsibility to remove the debris and that the debris is not the responsibility of —Hurricane Wilma 450 vessels another state or federal agency such as the USACE or • Beaufort County,SC—Hurricane Matthew 150+vessels the NRCS.Vessel and vehicle debris on private land • FDEP—i lurricanes Matthew,Michael,and Irma 164 vessels may present unique ingress/egress challenges and • Miami-Dade County—Surfside Condo Collapse 1100 vehicles require ROE agreements for access. Leaning Trees, Hanging Limbs, and Stump Removal Tetra Tech offers expertise in reimbursement for the removal of leaning trees, hanging limbs,and stumps.Our team has extensive experience helping communities avoid the de-obligation of funds or non-reimbursement for these activities due to ineligible work. Following Hurricane Ian, our team monitored the removal and disposal of more than 111,850 hazardous trees and hangers in the State of Florida. 2 • M i ' l' "oh -',,---- --, - . '''''''P - HAZARDOUS TREES AND LIMBS REMOVED t � 1 ,738,389 FEATURED EVENTS CA Wildfires(2015-2022) 3,777 Limbs 1246,140 Trees HANGING LIMBS Hurricane Sally(2020) 43,692 Limbs 15,888 Trees Hurricane Laura(2020) 120,198 Limbs 113,160Trees J - 245, 122 Hurricane Zeta(2020) 34,245 Limbs � 4,902 Trees ,, Hurricane Michael(2018) 27,562 Limbs i 9,949 Trees r LEANING TREES Hurricane Florence(2018) 14,609 Limbs 259Trees Hurricane Irma(2017) 316,108 Limbs 194,030 Stumps Hurricane Matthew(2016) 183,214 Limbs 112,769 Trees 162� 165 Winter Storm Alfred(2011) 84,135 Limbs 112,355 Trees ,,., Hurricane Ike(2008) 364,860 Limbs 129,489 Trees ;11� STUMPS Midwest Winter Storm(2007) 99,382 Limbs 12.682 Trees . l ", ' �'"t4y,. ... ...... rib TETRA TECH Tab 2 117 Hazardous Material Removal Major disasters,particularly those that involve significant flooding,will result in the need to address hazardous materials. Typically,the U.S.Environmental Protection Agency(EPA)is responsible for identifying and removing large quantities of household hazardous waste(HHW)(containers over 5 gallons such as large commercial/industrial storage tanks,propane tanks,55-gallon drums,etc.).Local governments are charged with implementing collection programs for HHW,including but not limited to containers with paints, pesticides, household cleaners, oils/solvents, and fuels. Our team has broad experience helping local governments plan,procure,implement,and track disaster-related HHW collection programs at curbside or drop-off locations.Following Hurricane Ike,a storm surge covered almost all of Galveston Island,Texas.Our team helped the City of Galveston implement one of the largest post-disaster HHW programs in U.S.history,in addition to working cooperatively with the EPA on large quantity HHW recovery. Data Management Tetra Tech minimizes client costs and maintains consistent visibility of debris project operations by implementing our streamlined processes and utilizing our RecoveryTracTM'ADMS.RecoveryTrac""ADMS is a scalable and fully featured disaster management application designed specifically to address the operational challenges faced during a disaster recovery project. Managing the enormous volume of documentation generated during a debris monitoring operation was paramount to the design of our ADMS.This state-of-the-art technology has already shown to increase the efficiency and improve the management of debris removal efforts for hundreds of clients. Experience Defending Client's Interests During an Audit A representative example of past clients we have supported during dispute resolution includes,but is not limited to: • Our team is currently retained by the Louisiana Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP)to assist on hundreds of appeals related to 11 disasters dating back to Hurricane Katrina in 2005. • Our team is currently working with FEMA's new VAYGo process for clients in Texas such as Fort Bend County and the City of Houston along with the Commonwealth of Puerto Rico. • During our work with the State of Vermont,Tetra Tech worked on five(5)appeals for PWs related to Tropical Storm Irene.As a result,four appeals were overturned,and one appeal upheld. • During our work with the Port of Galveston,our team has been involved in appeals related to storm-induced erosion and 705(c)claims.At this time,we have been successful on the appeals,with many remaining to be decided by FEMA region during first appeal. • Our team supported the successful appeal of over$400,000 of previously deobligated funds in response to the 2004 Hurricanes Charley,Frances,and Jeanne for Lake County,Florida.These funds were associated with debris collected on private roads and gated communities. Our team did a comprehensive GIS analysis of the debris collected in question and was able to appeal the decision and obtain reimbursement from FEMA. IZi- ITETRATECH iab2118 2.2 Qualifications of Bidder's Team Tetra Tech has assembled a team of debris removal monitoring experts with direct experience responding to recent disasters. Our dedicated project management team is deeply familiar with the policies, procedures, and requirements associated with delivering successful disaster debris monitoring services. Our staff members have managed the removal of and reimbursement for over 179 million cubic yards (CYs) of debris as well as the demolition of over 22,000 uninhabitable residential and commercial structures.Our team has monitored and obtained FEMA,FHWA,and NRCS reimbursement on over 30 debris removal projects in excess of 1 million CYs of debris and understands the significant resource commitment and effort that is necessary to manage and monitor large-scale debris removal operations for local governments. Our record of success includes serving over 300 state and local government clients in response to over 95 presidential disaster declarations over the last decade. Our team has obtained over $12 billion in reimbursement funds for our clients from federal agencies. Tetra Tech is committed to providing the City of Miami Beach an experienced project manager and consistent project management team that will expedite recovery efforts by establishing a coordinated and organized approach to debris removal.Our dedicated team is available to the City of Miami Beach 365 days per year. Proposed Team Tetra Tech has assembled a project team with the qualifications and expertise necessary to support the City of Miami Beach following a disaster.The individuals selected for this project not only have national expertise from having worked on every major disaster in the past decade,but also have hands-on experience working on prior(or current)Florida-based projects.As a result,our staff has an in-depth understanding of how disaster response and recovery works in Florida. Senior Management and Advisory Team Our senior management and advisory team will provide expert oversight and assistance at critical junctures.This team is prepared to provide both tactical and strategic guidance for the duration of any disaster recovery operation. These individuals bring decades of disaster debris monitoring and reimbursement expertise. Résumés for project management and advisory staff have been provided at the end of this section. Mr.Jonathan Burgiel,President and Senior Advisor.As business unit president of Tetra Tech Disaster Recovery,Mr. Burgiel provides executive-level oversight to help our team meet the City of Miami Beach's needs and expectations and serves as an executive sponsor to overcome challenges faced in operation. Mr. Burgiel's disaster-related work has included serving as principal in charge of ` r over 100 projects and helping clients throughout the country prepare for,respond to,and recover from natural and human-caused disasters.Mr.Burgiel has overseen operations for teams in communities in Puerto Rico(Hurricane Maria);Miami-Dade County and the City of Miami (Hurricane Irma); Richland County, South Carolina (Historic 1,000 Flooding Event); the New Jersey Department of Environmental Protection (NJDEP) (Hurricane Sandy); State of Connecticut (Hurricane Sandy); � ht State of Louisiana (Hurricane Isaac); City of New Orleans, LA (Hurricane Katrina Residential Demolition Program);and Harris County,Texas(Hurricane Ike),to name a few. NiTETRA TECH Tab 2( 19 Mr. Chuck McLendon, Deputy Business Unit Leader, has provided consulting engineering services to federal, state, and local governments across the U.S.for F � r more than 30 years. His extensive experience in solid and hazardous waste management has propelled him to the forefront of national expertise in executing I extensive post-disaster debris removal initiatives.He leads large teams to support major infrastructure and emergency response efforts, including most recently to AMMON Miami Dade County's response to the Surfside condo collapse.Mr.McLendon has served as principal in charge for upwards of 30 major disaster activations,including ro ects totalingmore than 150 million CYs of debris and ap proximately j $2.5 billion in FEMA PA reimbursement. He lends this expert-level insight to help overcome any obstacles the City of Miami Beach may encounter in recovery. Mr.Ralph Natale is the Director of Post-Disaster Programs for Tetra Tech.He leads the practice by developing programs, providing daily project support, and ..` , K providing oversight and guidance to his team of project managers and projects. ` Mr.Natale is an expert in FEMA-PA Grant Program reimbursement policies and has ` administered nearly 70 projects in his 15-year career. Mr. Natale has served as a principal in charge, project manager,data manager,and operations manager in response to some of the country's largest debris-generating disasters, including Hurricanes Matthew, Katrina, Ike, and Sandy. Mr. Natale has led operations that F. resulted in the removal of over 66 million CYs of debris and over 1.7 million hazardous trees,the program management of over 35,000 demolitions,and over $4.5 billion of reimbursed invoices. ',,. Ms. Allison McLeary, Esq., Senior Policy Advisor, will apply her program y administration and policy expertise to facilitate procedural and data compliance 4 s with FEMA requirements.Ms.McLeary is an Attorney and experienced emergency response and recovery executive with a demonstrated history of building meaningful relationships across all levels of government.As the former Recovery & Bureau Chief of FDEM,Allison McLeary understands the points of friction many 3 PA grant projects can encounter through the submittal and review process.She 1 will advocate for the City of Miami Beach projects and help to ensure the City of Miami Beach priorities are addressed. Project Fielc Operations Team Tetra Tech has identified a team of field staff to support the City of Miami Beach.We have selected team members who have previous experience in similar operations.Brief summaries of each team member's experience are provided below. Résumés for project field operations staff have been provided at the end of this section. Proposed Staff Summar of Qualifications Ke Areas of Expertise Ms.O'Dell serves as high-level project and financial manager • Project Management for Tetra Tech and possesses more than two decades of disaster response and recovery, as well as disaster • Financial Management preparedness and emergency planning experience.Ms.O'Dell • FEMA Compliance Kern O'Dell, excels in delivering projects on time and within budget. She Monitoring and Oversight Regional Project has assisted numerous local, state and private sector • Auditing Manager businesses in providingdisaster debris monitoringservices, • Recovery Planning including mobilizing support teams; assisting with staging • Disaster Recovery and operations; and managing the scheduling, dispatching and Response Operations logistics operations of debris cleanup for some of the nation's (It)TETRA TECH Tab 2120 worst natural disasters. Ms. O'Dell is also a South Florida • Disaster Management resident and understands the unique characteristics of the Planning region. In addition, Ms. O'Dell is highly knowledgeable of federal,state,and local emergency agencies and programs,as well as funding sources and reimbursement procedures, having served as project manager on several of the firm's debris monitoring and emergency management planning projects.She has also been responsible for the development of numerous disaster debris management plans(DMPs)that have been approved for the Federal Emergency Management Agency(FEMA)Public Assistance(PA)Pilot Program Mr. Greene is a management professional with 6 years of experience spent working on debris-related projects for Tetra Tech clients across the nation. He is adept in all aspects of • Disaster Debris debris monitoring and is knowledgeable on the required Management documentation to satisfy the requirements of multiple funding • Right-of-Way/Right-of- Wade Greene, sources. Mr.Greene is responsible for the implementation of Entry Debris Removal Project Manger Tetra Tech's work plans,dispatching field personnel, staffing, safety procedures,field logistics,and training of personnel.He • Private Property Programs verifies eligibility and compliance; oversees collection and • Leaner/Hanger Programs disposal operations; and coordinates directly with debris • FEMA Reimbursement contractors,data managers,and project managers to meet the goals of each client. As an operations and project manager,Mr.Ezelle has overseen some of Tetra Tech's largest and technically challenging • Eligibility and projects in recent history, including the management and Reimbursement Rob Ezelle, oversight of field operations for Hurricanes Ida,Laura,Mathew, • Project Staffing and Emergency Harvey and Irma along with multiple wildfire remediation Training Operations Manager projects. Mr. Ezelle is familiar with all aspect of debris • Coordination of multiple monitoring and reimbursement including staff training, funding/reimbursement documentation, eligibility, truck certification, and data agencies management. Norma Ortiz is an experienced professional in disaster response and management.With a focus on hazardous tree and debris removal, she has served in various roles such as task force leader, field supervisor, operations manager, and project • Supervision of Field manager.Her experience spans across multiple disasters such Operations Norma Ortiz, as hurricanes and wildfires in different states including Texas, . Debris Removal Field Supervisor Louisiana,California,and Florida.She has trained and overseen Monitoring teams of field monitors, provided quality assurance, and ensured compliance with health and safety guidelines. Her • Scheduling and Dispatch previous roles also include serving as a disposal monitor in the • Project Management aftermath of the Carr Fire. Norma Ortiz's experience and expertise in disaster response and management make her a valuable asset to any disaster response team. Mr. Bosques is a data and automated debris management system(ADMS)technology specialist for Tetra Tech,where his • Disaster Debris understanding of Federal Emergency Management Agency Management Ricardo Bosques, (FEMA)eligibility and documentation requirements for public • Data Collection, Data Manger assistance debris removal programs have aided him in quality Utilization,and Validation control and oversight of multiple projects. Mr. Bosques is • Data Management responsible for the implementation of Tetra Tech's • Report Designs RecoveryTracTM ADMS technology as well as oversight and riTETRA TECH Tab 2 121 management of field data managers and invoice analysts. He • Reimbursement Policies supports the implementation of ADMS in the field,as well as and Procedures establishing quality assurance and project reporting standards • Public Relations for disaster debris monitoring operations. Mr.Bosques has • Invoice Reconciliation focused on providing complete auditable datasets that maximize reimbursement and are project worksheet ready. Ms. Whitehair is a seasoned program manager with over 17 • EOC Operations years of disaster and homeland security experience with 28 • FEMA PA years in Public Sae Shehas managed incidents Safety. large-scale • FHWA Rose Whitehair, including wildfires, hazardous chemical response, droughts, • Grant/Project Closeout Cost Recovery floods, and the current COVID-19 pandemic response. Her Specialist experience includes managing and closing out multi-million- • Large Scale Incident dollar federal projects.She assists Tetra Tech with deciphering Response federal guidance, helping to clarify, interpret and lead • State Coordinating Officer discussions and updates in federal grant compliance. (SCO) Mr.Geoff Reinhart is an experienced CPA with both public and private sector experience. As a billing and invoice analyst at Tetra Tech, Mr. Reinhart is responsible for reconciling contractor invoices and performing quality control on data to • Accounting Geoff Reinhart, ensure that all FEMA guidelines for debris removal monitoring • Fixed Assets Billing/Invoice are successfully fulfilled. Most recently, Mr. Reinhart has been • Oracle Analyst providing billing and invoicing analysis services to all Tetra Tech's projects related to Hurricane lan.Following the disaster, • Peoplesoft Tetra Tech was activated by more than 40 clients.Mr.Reinhart has been performing cost/budget and margin analyses and reviewing invoices and accruals. Macy Moore is an accomplished Regional Operations • Project Coordination Coordinator with five years of experience in the disaster • Project Setup recovery industry. Since joining Tetra Tech in 2017, she has • Staff Training Macy Moore, ' supported project in multiple states along the Gulf and East •Organization Administrative coasts following hurricanes,tornadoes,and wildfires,as well as • QA/QC Assistant she has supported projects in California. Ms. Moore is responsible for onboarding, training, and assisting with the • Scheduling and Dispatch oversight of OC teams to ensure that projects run smoothly • Adherence to State Labor and efficiently. Laws Mr. Casey Ogden has more than 20 years of experience in • GIS programming Geographic Information Systems (GIS), with experience with • ESRI Enterprise the ESRI suite of products.He holds a Master's degree from the Geodatabase and Services Florida State University with a Certificate of Emergency •GNSS Survey Grade Data Casey Ogden, Management, as well as, a Bachelor's Degree from Louisiana Collection GIS Analyst State University in the field of Geography. As the geospatial • ArcGIS Pro/ArcMap applications manager, Mr.Ogden manages a team of five GIS Operation and Support personnel and is responsible for developing GIS applications • ArcGIS Server and AGOL that are efficient,accurate,and cutting edge. Administration Mr. MacNeill's responsibilities have included all field and management aspects of hazardous waste projects including • Project/Program Steve MacNeil, fire debris cleanup, remedial investigations,feasibility studies, Management Environmental removal actions, expanded site inspections, site inspections, • Disaster Response/Debris Specialist preliminary assessments, site reassessments, hazard ranking Cleanup Management system packages, engineering evaluations and cost analyses • Document Quality Control and restoration efforts. Mr. MacNeill has prepared numerous [Mb)TETRA TECH Tab 2 122 Federal,State,and local grant applications totaling millions of • Naturally Occurring dollars, has administered the grant funding for watershed Asbestos Assessments groups and local conservation districts. Mr. MacNeill's • Watershed Management environmental experience includes soils, surface water, • Fisheries Enhancement groundwater, upland vegetation and wetlands related projects, phase I TMDL reporting and TMDL development, •TMDL Development phase I and phase II environmental site assessments. He has • Clean Water Act Support prepared quality assurance project plans,work plans,and soil • Water Quality Assessment and groundwater sampling and analysis plans and has served • Hazardous Wase as the primary author on hundreds of environmental Investigation and documents and reports. Remediation Professional Certifications, Training, and Licensing Tetra Tech remains abreast of the latest guidance,issues being debated,and current best practices through participation in expert groups,attendance in training and conference sessions,and working with national experts in disaster recovery operations,emergency management,national security,information technology,public health,transportation,and critical infrastructure protection.Our proposed team possesses key certifications that help them provide quality technical services and have attended numerous training courses related to debris operations and emergency management.Some of these include: • Occupational Safety and Health Administration • IS-230:Fundamentals of Emergency Management (OSHA)Disaster Site Worker Course • IS-547:Introduction to Continuity of Operations • OSHA 10-Hour Construction Safety Certification (COOP) • OSHA 40-Hour HAZWOPER Certification • IS-631:Public Assistance Operations I • G-202:Debris Management • IS-632:Introduction to Debris Operations • IS 100:Introduction to Incident Command System • IS-634:Introduction to FEMA's Public Assistance • IS-120:Introduction to Exercises Program • IS 191:ICS/EOC Interface • IS-700:National Incident Management System • IS-200:Basic Incident Command • IS-800:National Response Program • IS 242:Effective Communication • ICS 300:Intermediate ICS for Expanding Incidents • IS-288:Local Volunteer and Donations Management • Intermediate Workzone Traffic Control(FDOT) Additionally,all collection and disposal monitors and field supervisors must attend a debris monitoring training session prior to working.In addition,our environmental health and safety training program helps our business operate in a manner that protects the health and safety of our employees, customers, business partners, community neighbors, and the environment.Our field teams attend daily safety sessions with field employees to discuss potential hazards and review safe work practices. Scalability and Additional Resources Our scalable disaster recovery operations are staffed by a deep bench of experienced disaster recovery professionals that includes: 9 88 82 155 35 Project Principals Project Managers Operations Managers Field Supervisors Project Coordinators This core team provides management and oversight to our disaster response and recovery operations.They are seasoned experts in their field,with experience managing disaster recovery projects in response to hurricanes,floods,tornadoes, fires,ice storms,and straight-line wind events in 20 states and simultaneous activations in nine states. It TETRA TECH Tab 2 23 Organizational Chart The proposed organization structure is based on industry best practices and an understanding of geography and the distinct management responsibilities of each position.Our proposed organizational structure ensures orderly communication,distribution of information,effective coordination of activities,and accountability. Tetra Tech's project team can scale as needed,coordinate response,establish common processes for planning and managing resources,and adapt organizational structure to match the needs and complexities of projects. Organizational Chart City of Miami Beach I Kerri O'Dell �! Wade Greene Jonathan Burgiel Regional Manager Project Manager Ralph Natale Chuck McLendon ammoomommilm' Allison McLeary Senior Management Team Rob Ezelle Emergency Operations Manager Steve M ac;ieil Macy Moore Rose Whitehair Ricardo Boscities Geoff Reinhart Norma Ortiz Environmental Specialist Administrative Assistant Cost Recovery Specialist Data Manager Billing/Invoice Analyst Field Supervisor Casey Ogden Fixed Site Monitors GIS Analyst Field Monitors Locally Hired Personnel r j TETRA TECH 24 Incident Command Structure Tetra Tech's emergency management professionals,many of whom are certified ICS instructors,provide guidance to our disaster recovery staff on how to effectively organize and respond to disasters.Our debris project managers have spent many hours in emergency operations centers across the country and understand how ICS works at the local and state level.Our debris project managers know how to apply IC-100,200,700,and 800 training in the field. We understand the value ICS has in organizing for disasters,so we strive to implement these principles into our business processes.Per ICS,during disaster response operations,our structure includes an incident commander and section chiefs for operations, logistics,action planning,and finance and administration.We establish twice daily calls using Microsoft Teams with the incident command team and section chiefs to establish our incident action plan,identify resources needs, and plan for any deficiencies.We have a dedicated health and safety officer who oversees the operation and coordinates with health and safety personnel at each project location. Staffing Numbers Tetra Tech will comply with the City of Miami Beach's staffing requirements and coordinate with the City of Miami Beach and the debris removal contractor's project manager to estimate the number of field monitors that will be required for the following day.To be responsive and mitigate overstaffing,Tetra Tech requests that the debris removal contractor release the next day's schedule by 5 p.m. so that our project manager can dispatch the appropriate number of field monitors. Roles and Responsibilities The following pages provide a brief overview of the responsibilities for key positions in our project structure. Detailed information about the staff selected for these positions can be found in at the end of this section Project Leadership • Project Manager.Our project manager, Wade Greene, will be responsible for managing and supervising debris monitoring services as tasked by the City of Miami Beach. He is also responsible for program oversight,task order preparation,forecasting,and quality assurance.The project manager will serve as a consistent point of contact for the City of Miami Beach's debris managers and will provide a bridge between any preparedness and post-disaster response activities. • Emergency Operations Manager.As emergency operations manager for the City of Miami Beach,Rob Ezelle will be responsible for the implementation of Tetra Tech's work plans, dispatching field personnel, staffing, safety, field logistics,and training.She/He will verify eligibility,compliance,and collection and disposal operations oversight and coordinate directly with our project manager daily with progress reports and on specific issues. • Field Supervisor.During debris removal operations,our field supervisor, Norma Ortiz,is responsible for the quality control of supervising monitors,debris site/tower monitors,field coordinators,and project inspectors and verifying that documentation that is being captured is FEMA-compliant.She will verify that monitors retain their training and will respond to issues as they occur in the field. Project Administration • Cost Recovery Specialist.As Cost Recovery Specialist,Rose Whitehair will act as a subject matter expert providing working knowledge of federal grant programs, specifically FEMA or FHWA programs, including related statues, [ThJ TETRA TECH 25 regulations, policies, and processes. She is available to help analyze policies and documentation to help the City receive proper reimbursements through federal grant programs. • Billing/Invoice Analyst.Geoff Reinhart will work with our data manager to enter,tabulate,and organize collection and disposal data into FEMA-required formats.He will develop regular updates on the quantities and types of debris collected and will provide QA/QC processes for the review and verification of field and debris contractor-provided data in support of invoices. • Data Manager.Tetra Tech data managers are responsible for multiple functions during debris removal activities, including reporting and quality assurance/quality control of all ADMS documentation in the field along with storing the documentation in preparation for future audits.Data managers will validate documentation and metrics being reported as accurate and on-schedule. • Administrative Assistant.Tetra Tech administrative assistants are responsible for proper timekeeping for all project employees,which includes time sheets and monitor log management. They also aid in project scheduling, assist home owners with inquiries regarding the private property debris removal program,and facilitate the homeowner application process. Field Operations • Fixed Site Monitors.Debris site/tower monitors are responsible for tracking and documenting debris as it enters a TDMS or final disposal site using RecoveryTrac''.They will be making volumetric load calls using the methodology provided in our proposal. Debris site/tower monitors will also be required to keep backup logs and assist in truck certification as needed. • Field Monitors.Roving monitors are responsible for verifying that only eligible debris is being removed from eligible property within assigned debris pick-up zones. In addition, roving monitors support the hazardous tree documentation and removal processes throughout the three zones. Additional Positions • Environmental Specialist.As environmental specialist for the city of Miami Beach,Steve MacNeil has responsibility for environmental permitting, the recommendation and selection of debris management sites (DMS), and related issues,reports to the project manager and works closely with City/County's Solid Waste staff to address and resolve environmentally sensitive issues. • GIS Analyst.GIS operators are responsible for managing customized GIS applications within RecoveryTrac""ADMS and manipulating data to achieve the City of Miami Beach's programmatic goals.GIS operators compile and integrate cartographic data,as well as providing necessary support to integrate collected data into geospatial reports. Staff Resumes Resumes for our proposed project staff have been provided in the following pages. 1' TETRA TECH 26 la TETRA TECH Jonathan Burgiel Senior Management Team EXPERIENCE SUMMARY As President of Tetra Tech's Disaster Recovery Business Unit,Mr.Burgiel manages the business operations of all disaster recovery efforts,including preparedness planning, project staffing, logistics, grant administration and agency reimbursement support, program accounting/auditing oversight, and contract negotiations. Mr. Burgiel is dedicated to helping communities plan for and recover from disasters and provide . - the necessary documentation to receive the maximum allowable reimbursement from federal and state emergency management agencies. 3 oYEARS OF -F- EXPERIENCE Mr.Burgiel has 30+years of solid waste and disaster recovery experience.His disaster- related work has included serving as principal in charge of over 100 projects,helping 1 00+ PROJECTS clients throughout the country prepare for,respond to,and recover from natural and human-caused disasters. 8 B GRANT UNDING Mr.Burgiel is intimately familiar with local,state,and federal solid waste and hazardous D f waste regulations,as well as U.S. Department of Housing and Urban Development (HUD), Federal Emergency Management Agency (FEMA), and Federal Highway Areas of Expertise Administration (FHWA) policies and reimbursement procedures as they relate to Disaster Recovery Program Design disaster management and recovery. and Management Federal Grant Management RELEVANT EXPERIENCE Solid and Hazardous Waste Mr.Burgiel has provided senior management oversight to the following projects: Management • 30 communities and over 1,500 staff in Florida—Hurricane Ian Grant Experience • Rental and Mortgage Assistance-rental assistance to 120k homeowners across 5 FEMA PA states; and mortgage assistance in Florida and Maryland resulting from COVID CDBG-DR pandemic • Hurricane Maria debris mission supporting the Commonwealth of Puerto Rico HMGP Department of Transportation,comprehensive support including environmental; Disasters grant management;homeowner and infrastructure support w/HUD funding 4332 FL HURRICANE IRMA 4332 TX HURRICANE HARVEY • 67 communities and over 2,400 staff in Florida—Hurricane Irma 4286 SC HURRICANE MATTHEW • 38 communities and over 1,400 staff in Texas—Hurricane Harvey 4344 CA WILDIRES • CalRecycle/CalOES-State of California Camp Fire Response 4084 HURRICANE ISAAC . Multiple communities in South and North Carolina—Hurricane Matthew 4029 TX WILDFIRES p 4024 HURRICANE IRENE • Richland County&Lexington County,South Carolina-South Carolina 1,000-year 4106 CT WINTER STORM Flooding Event- Comprehensive Disaster Recovery Services 1791 HURRICANE IKE • Hays County/City of Wimberley, Texas — Severe Flooding Disaster Recovery 1679 FL TORNADOS 1602 HURRICANE KATRINA Assistance 1539 HURRICANE CHARLEY • New Jersey Department of Environmental Protection(NJDEP)—Hurricane Sandy &SEVERAL MORE Disaster Vessel Recovery Program Education • State of Connecticut—Hurricane Sandy Disaster Debris Program University of Central Florida,Master of • State of Louisiana—Hurricane Isaac Disaster Debris Program Management Business Administration,1989 • City of New Orleans,Louisiana—Hurricane Katrina Residential Demolitions Tufts University,Bachelor of Arts, • Bastrop County,Texas—Wildfires Economics,1984 • City of Cedar Rapids,Iowa—Severe Flooding 1 Resume Jonathan Burgiel Principal in Charge(2018-Present) Camp Fire Response Mr. Burgiel is responsible for oversight of debris and environmental work related to the hazardous material removal of over 12,000 parcels located in the County of Butte. This is possibly the largest debris operation in history. Principal in Charge(2017) Numerous Florida Jurisdictions I Hurricane Irma Following Hurricane Irma in September of 2017,Mr.Burgiel oversaw debris monitoring operations for over 67 communities and 2,400 personnel across Florida. This included Miami Dade County,where at peak Tetra Tech had nearly 900 monitors working in the field.Documentation was created for almost 110,000 load tickets and over 78,000 unit rate tickets.In total,Tetra Tech monitored over 4,000,000 cubic yards of debris for the County. Principal in Charge(October 2019-Present) St.Johns County,Florida I HUD CDBG-DR Housing Rehabilitation Program Management Mr.Burgiel was engaged with the County immediately following contract execution to assist with managing the CDBG-DR funds for St.John's Housing Rehabilitation and Reconstruction Program. To support the long-term recovery and restoration of the impacted areas,Mr.Burgiel managed the grant allocated to the recovery activities for over 300 properties including repair and elevation;reconstruction of properties, repair/replacement of damaged manufactured homes or mobile home units(MHUs), relocation of homeowners,and mortgage payment assistance. Principal in Charge(October 2018-Present) North Carolina Department of Public Safety I Hurricane Matthew HUD CDBG-DR Program Management Serving as Principal-in-Charge for all environmental services for this$400 million CDBG-DR program addressing 3,400 homes for rehabilitation. Tetra Tech will be performing an estimated 3,400 Tier 2 Reviews,25 Tier 1 Reviews,1,700 lead and asbestos risk assessments,and other required specialized environmental services(e.g.,CESTs,EAs,etc.)as subcontractor to IEM Inc. Principal in Charge(November 2018-Present) Florida Department of Economic Opportunity I HUD CBDG-DR Rehab/Reconstruction Program Mr. Burgiel serves as program manager for Tetra Tech's performance of housing rehabilitation and reconstruction related environmental services associated with the State of Florida's$615.9 million HUD CDBG-DR grant associated with Hurricane Irma. • Overseeing Tetra Tech staffs development of approximately 6,000 Tier 2s. • 3,000 lead risk assessments. • Review of 8 Tier 1 s,and other specialized environmental services(e.g.,CESTs,EAs,etc.)as a subcontractor to IEM,Inc. Senior Project Manager(June 2017-Present) Restore Louisiana I HUD CDBG-DR Housing Rehabilitation Served as Project Manager over the preparation of over 25,500 Tier 2 environmental reviews and over 6,000 lead risk assessment and clearance inspections.This$20 million project performed by Tetra Tech utilized state of the art technology and cloud based technology to decrease the cost of performing a Tier 2 review by over 50%from prior state led residential rehab projects. Principal in Charge(October 2018-Present) Texas General Land Office I HUD CBDG-DR Housing Rehab/Reconstruction Program Mr.Burgiel is currently serving as program manager for Tetra Tech's performance of housing rehab and reconstruction related environmental services associated with the State of Texas'$5.024 billion HUD CDBG-DR grant associated with Hurricane Harvey. Overseeing Tetra Tech staff's development of approximately 3,500 Tier 2s, 1,700 lead risk assessments,and other specialized environmental services(CESTs,EAs,etc.)as a subcontractor to IEM,Inc. Principal-in-Charge(October 2015-Present) Richland County South Carolina I Comprehensive Post-Disaster Flood Support Services Following the State of South Carolina's 1,000-year flooding event that took place from October 1-5,2015,Mr.Burgiel led a team of Tetra Tech staff to provide comprehensive disaster recovery services to Richland County immediately following the historic TETRA TECH - Resume Jonathan Burgiel flooding event.Services included but were not limited to FEMA PA reimbursement support,procurement package development for over 270 road and bridge repairs,well testing and disinfection program management,a post-disaster outstanding needs assessment, flood mitigation planning support, grant funding strategic plan development, and coordination and technical support activities among the County,State and FEMA agencies. Principal-in-Charge(October 2015—October 2016) Lexington County,South Carolina I HUD CDBG-DR Residential Buyout Programs Mr.Burgiel served as principal-in-charge of Lexington County's residential buyout programs funded by HUD CDBG-DR grant funds. As part of this effort, Tetra Tech is providing comprehensive housing buyout activity services including applicant outreach, buy-out packet preparation and demolition cost estimating, oversite of demolition contractor activities, payment recommendation and project close out on over 100 homes. The work involves management of over$16 million of HUD CDBG- DR grants. Principal-in-Charge(May 2015—October 2015) Hays County/City of Wimberley Texas I Post-Disaster Flood Support Services Following the historic flooding event along the Blanco River where over 20 people perished, Mr. Burgiel provided technical support in the Hays County,Texas Emergency Operations Center(EOC)during and immediately following the flooding disaster. As part of these services,Mr.Burgiel supported the County and City of Wimberley in providing expert technical advice associated with providing the County/City appropriate measure for responding to the event and methods for best tracking the County's disaster-related costs to maximize the County's/City's FEMA reimbursement post-disaster. Mr. Burgiel was instrumental in standing up the County right-of-way debris removal program and subsequently obtaining approval for a private property debris removal(PPDR)program from FEMA to cover the extensive debris that remained along and in the Blanco River,which created a future health and safety hazard to the County and City. Senior Management(April 2012-May 2013) State of Vermont I Federal Grant Management Services Following Hurricane Irene,the State of Vermont faced the daunting task of maintaining critical operations.Under Mr.Burgiel's direction,within 48 hours our team deployed a team of experts to the state emergency operations center(EOC).Mr.Burgiel and our grant management team provided consulting services and managed the recovery process.Our team collected,reviewed, and offered technical assistance to applicants on their Hazard Mitigation Grant Program(HMGP)applications. Senior Management(September 2008-January 2009) Harris County,Texas I Hurricane Ike Disaster Debris Program Management In 2008,Hurricane Ike made landfall in Texas,causing extensive damage to Harris County,the fourth largest county in the United States.Mr.Burgiel rode out the storm in Harris County's EOC and assisted with the deployment of our response team following the storm.Our team assisted with monitoring and cost reimbursement for over 2.5 million cubic yards of debris from the public right-of-way(ROW)in response to Hurricane Ike. Senior Management(September 2004-September 2009) City of Orlando,Florida I Disaster Debris Program Management Mr.Burgiel served in a senior leadership role and assisted the City of Orlando with a range of storm recovery monitoring and management activities. Mr. Burgiel was responsible for managing a full support team involved with staging operations,load inspections for storm debris cleanup performed by contract haulers,scheduling,dispatching,and logistics operations for the field inspectors assigned to storm debris cleanup.Our team's assistance enabled the City of Orlando to promptly apply for and receive reimbursement for the total cleanup cost from state and federal emergency management agencies. Senior Management(February-April 2007) Volusia County,Florida I Groundhog Day Tornado Disaster Recovery and Storm Debris Removal Our team was retained by Volusia to assist with monitoring of cleanup efforts following the Groundhog Day tornadoes that swept through Central Florida during the early morning hours,leaving 20 people dead and many others injured and without homes.Under Mr.Burgiel's direction,our team mobilized a response team to the area to help identify critical debris removal TETRA TECH Resume Jonathan Burgiel areas and initiate its ROW debris removal operation.Mr.Burgiel oversaw the management of a full support team involved with staging operations,load inspections for storm debris cleanup,and logistics operations for the field inspectors. Senior Management(August 2004-2005) City of Boca Raton,Florida I Hurricane Frances Disaster Recovery and Debris Cleanup Management Following Hurricane Frances, Mr. Burgiel supervised the responsive deployment of support teams, assisted with staging operations,and managed scheduling,dispatching,and logistics operations for the field inspectors assigned to storm debris cleanup. Senior Management(August 2005-October 2006) Miami-Dade County,Florida I Hurricanes Katrina and Wilma Disaster Recovery and Debris Management After Hurricanes Katrina and Wilma struck Miami-Dade County,our team provided immediate on-site assistance and a wide range of disaster recovery management and storm debris cleanup monitoring services to help Miami-Dade County make a quick recovery. Under Mr.Burgiel's direction,our team assembled and deployed a full disaster recovery team to assist Miami-Dade County with removal of approximately 5.5 million cubic yards of debris.Mr.Burgiel oversaw the data management process and assisted Miami-Dade County with FEMA project worksheets and appeals. Senior Management(August 2004) Polk County,Florida I Hurricane Charley Program Management and Disposal Site Monitoring Assistance In the weeks following Hurricane Charley,Mr.Burgiel assisted Polk County with planning and managing disposal site monitoring activities.He was responsible for overseeing disposal site monitors,as well as spotters at Polk County's northeast,north central, and southeast landfills. Mr. Burgiel managed documentation efforts to help Polk County promptly apply for and receive reimbursement for the total cleanup cost from state and federal emergency management agencies. Senior Management(August 2004-2005) Lake County,Florida I Hurricanes Charley and Frances Disaster Recovery and Debris Management Following Hurricanes Charley and Frances,Mr.Burgiel helped Lake County perform a range of storm debris cleanup monitoring and management activities.He supervised staging operations,load inspections for storm debris cleanup performed by contract haulers,scheduling,dispatching,and logistics operations for the field inspectors assigned to storm debris cleanup. Senior Management(September 2005-September 2008) City of Pensacola,Florida I Hurricane Ivan Disaster Debris Program Management Mr. Burgiel provided assistance to the City of Pensacola in performing a range of storm debris removal monitoring and management activities for this $30 million debris removal process. Mr. Burgiel supervised debris removal efforts, including permitting of debris processing sites, collection and disposal site monitoring as required by FEMA, review and approval of contractor invoices,and the preparation of project worksheets required by FEMA for federal funding. Project Management(September—October 2001) Sarasota County,Florida I Tropical Storm Gabrielle Disaster Debris Program Management As a result of Tropical Storm Gabrielle in 2001,Sarasota County required assistance with logistics,staging operations,and load inspections for storm debris cleanup performed by contract haulers.As project manager for the project, Mr. Burgiel assisted Sarasota County with scheduling,dispatching,and logistics operations for the field inspectors assigned for storm debris cleanup. • [ TETRA TECH Ezi TETRA TECH Chuck McLendon Senior Management Team EXPERIENCE SUMMARY Mr.McLendon has been providing consulting engineering services to federal,state, 01.06, and local governments across the U.S.for more than 30 years. His background in solid and hazardous waste management has led him to become one of the leading experts in the country on the implementation of large-scale post-disaster debris removal programs. He has routinely assembled large teams to support major infrastructure and emergency response efforts. Career highlights include: • Experienced Executive Program Manager with over 32 years of experience working YEARS OF with federal, state, and local government agencies on the finance, design, 32+ EXPERIENCE permitting, procurement, construction, and operations of major infrastructure 1projects. 2 5 M CYS OF DEBRIS • Served as Principal in Charge for upwards of 30 major disaster activations including projects totaling more than 125 million cubic yards of debris and upwards of$3 $3 B FEMA PA REIMBURSEMEF 1 billion in FEMA PA reimbursement. • Major experience in the legal substantiation and implementation of complex Areas of Expertise debris removal programs including PPDR,waterways,beaches,selective salvage, • Solid and Haz.Waste Management etc. • Disaster Debris Monitoring • In depth knowledge of the FEMA Public Assistance program including a strong • Solid Waste Routing and Efficiency understanding of Federal Register 2 CFR Part 200("the Super Circular") • Private Property Debris Removal • Emergency Management RELEVANT EXPERIENCE • Damage Assessment • Utility Engineering/Consulting Hurricanes Ian and Nicole(2022) • Cost of Service Evaluations Numerous Florida Jurisdictions • Program Management Folllowing Hurricanes Ian and Nicole, Mr. McLendon served as regional program • Public Outreach/Communications manager supporting over 15 Tetra Tech clients— including Orange County,Volusia • Procurement(2CFR) County,Seminole County,and the Florida Park Service-in standing up and operating • Environmental Permitting debris removal programs. Mr.McLendon served as a senior subject matter expert and • Grant Management assisted Tetra Tech's clients and project managers in maintaining FEMA-compliant Disasters programs and resolving various challenging issues. • DR4673,Hurricane Ian Surfside Condominium Collapse(2021) • DR4564FL Hurricane Sally Miami-Dade County,Florida • DR-4559LA,Hurricane Laura The collapse of the twelve story Champlain Towers South condominium was a high- • DR-4393NC,Hurricane Florence • DR 4337FL,Hurricane Irma profile,catastrophic event. Mr.McLendon served as Principal in Charge for Tetra Tech • DR-4283FL,Hurricane Matthew to Miami-Dade County following the collapse on June 24,2021. Mr.McLendon was • DR 42415C,Severe Flooding on the ground at the collapse site within hours of the building collapse and County • OR 4138FL,Severe Flooding activation in order to assess the resources needed to assist the County with • DR-1971AL,Tornado Outbreak emergency debris removal. Over the next several days,he assisted the County with • DR-4024VA,Hurricane Irene contractor procurement efforts in addition to developing and executing a plan to • DR-1603LA,Hurricane Katrina monitor debris removal both from a FEMA reimbursement and evidentiary debris • BP Deepwater Horizon Oil Spill removal perspective. Education Florida State University Bachelor of Science, Business Marketing,1991 1 Resume Chuck McLendon,Senior Management Team Hurricane Sally(2020) City of Pensacola,FL and Okaloosa County,FL The City of Pensacola and Okaloosa County, FL have been long-standing clients of Mr. McLendon. Following the impact of Hurricane Sally,Mr.McLendon provided senior advisory services to include explanations of the FEMA Category A program as well as procurement assistance. Chuck has also provided senior level oversight to ensure that our response crews are meeting client expectations. Hurricane Laura (2020) Calcasieu Parish,LA Mr.McLendon mobilized immediately to the Lake Charles,LA area in the aftermath of Category 4 Hurricane Laura. He facilitated the initial kick-off meeting with the Parish and debris contractor and developed an immediate staffing and logistics plan for the Parish. He worked closely with our on-site project manager and senior staff from the debris contractor to ensure that emergency roadway clearance (push) crews were dispatched with their work times and locations tracked. Mr. McLendon worked throughout the project with Tetra Tech project management staff to ensure that all of the parish's needs met. Hurricane Florence(2018) Boiling Spring Lakes,NC and Briarcliff Acres,SC Following Hurricane Florence,Mr.McLendon provided disaster debris monitoring and FEMA grant management related services to the City of Boiling Spring Lakes, NC and the Town of Briarcliffe Acres,SC(through a contract with the Horry County Solid Waste Authority). Monitoring work including debris management site permitting, right of way collection, hazardous tree removal,and household hazardous waste collection. Hurricane Irma (2017) Numerous Central Florida Jurisdictions Following Hurricane Irma in September of 2017,Mr.McLendon provided senior oversight of debris monitoring operations across seven counties—including Seminole,Lake,and Volusia counties in Central Florida. Chuck was responsible for assembling project management and support teams to include policy and field operations expertise. In total, he oversaw a team of over 1,000 personnel that accounted for nearly 6 million cubic yards of debris removal. This work included implementation and tracking of Private Property Debris Removal(PPDR)programs within each of the seven counties managed. Severe Flooding (2017) South Carolina Emergency Management Division Mr. McLendon was retained by the SCEMD to serve as a Senior FEMA PA Policy Advisor in support of project worksheet formulation for the October 2015 flooding event that impacted much of central South Carolina. Mr.McLendon oversaw a team of Project Specialists in drafting and versioning project worksheets. Hurricane Matthew(2016) St.Johns and Flagler Counties,Florida Mr.McLendon served as Principal in Charge for the debris monitoring mission in St.Johns County and Flagler County,Florida following Hurricane Matthew. Chuck oversaw the removal of more than 1.1 million cubic yards of debris from public and private roads as well as debris removal efforts along nearly 27 miles of county-maintained beach. In addition to providing daily oversight of the debris removal mission, Mr. McLendon was regularly relied upon by County staff for policy guidance related to the County's overall recovery effort. Severe Flooding(2015) Clarendon County,South Carolina Mr. McLendon provided on-site technical assistance to Clarendon County following a catastrophic flooding event in 2015. Chuck assisted the County with coordination and communications with the South Carolina National Guard in the repair of County-maintained roadways. Mr. McLendon also assisted with various procurements associated with temporary and permanent repairs while helping the County to develop a system to track materials used for roadway stabilization/repair. CTETRA TECH Resume Chuck McLendon,Senior Management Team Severe Flooding(2014) Escambia County,Florida Mr.McLendon served as the Recovery Program Manager for Escambia County,Florida following a 500-year flooding event that resulted in upwards of$100 million in damages to Escambia County. Mr. McLendon assisted with the damage assessment documentation process,procured engineers and contractors for both temporary and permanent repairs,and helped the County Public Works Dept.with overall reimbursement efforts. Hurricane Isaac(2012) Jefferson Parish,Louisiana Mr.McLendon served as Principal in Charge and Project Manager to Jefferson Parish following Hurricane Isaac in 2012. A very minor hit in comparison to Hurricane Katrina,the County still had very high expectations for a rapid debris removal program. Mr.McLendon organized a strong team that the provided right of way debris removal as well as staffing at citizens convenience sites. Northern Alabama Tornados Debris Monitoring (2011) U.S.Army Corps of Engineers Mr.McLendon served as Principal in Charge in supporting a QC team activated to support the debris management mission in Tuscaloosa,AL following the 2011 northern Alabama tornado outbreak. Mr.McLendon was essential in ensuring that the project was properly staffed with trained individuals to support the USACE mission. Hurricane Irene(2010) Virginia Department of Transportation Mr. McLendon served as Principal in Charge for recovery efforts on behalf of the Hampton Roads District of the Virginia Department of Transportation following Hurricane Irene. Mr.McLendon provided senior advisory services and oversight of a team to provide FEMA PA/FHWA ER reimbursement services for the District. Deepwater Horizon Oil Spill(2010) Escambia and Santa Rosa Counties,Florida Mr.McLendon provided comprehensive field environmental and reimbursement services to Escambia and Santa Rosa Counties, Florida (located in the Florida Panhandle) following the Deepwater Horizon Oil Spill. Mr. McLendon led efforts to procure containment boom contractors as well the program management of daily containment boom operations. Mr.McLendon was also responsible for implementing a large-scale training program for County staff and volunteers on OSHA's Hazardous Waste Operations and Emergency Response Standard(HAZWOPER). Hurricane Ike(2008) Galveston County and City of Galveston,TX Mr.McLendon oversaw the debris removal effort for Galveston County and the City of Galveston,Texas following Hurricane Ike in 2008. Upwards of 10 million cubic yards of debris was removed County-wide under Chuck's direction. Debris removal programs included right of way, private property debris removal (PPDR),commercial debris removal,dead animal carcasses, hazardous waste,and white goods. Hurricane Ike(2008) Texas Department of Transportation Mr.McLendon served as Principal in Charge for disaster recovery services to the Beaumont District of TXDOT following Hurricane Ike. Mr. McLendon oversaw a team to assist the District with debris monitoring as well as overall FEMA PA reimbursement services. Hurricanes Katrina and Gustav(2007-2009) City of New Orleans,Louisiana Mr.McLendon served as Principal in Charge for several recovery efforts for the City of New Orleans including the City's residential demolition program following Hurricane Katrina as well the overall response effort following Hurricane Gustay. Mr.McLendon Resume Chuck McLendon,Senior Management Team assisted project management staff in the development of a complex legal and environmental process to allow for the demolition of flood-damaged structures to occur within the City and oversaw the demolition of some 2,000 residential structures. This work included a complex legal condemnation process,selective salvage of historically significant architectural items,environmental testing, utility disconnects, and environmental monitoring. Later, Mr. McLendon served as Principal in Charge for debris management efforts in the City following Hurricane Gustay. Hurricane Ivan (2004) Escambia County,City of Pensacola,and FDOT District 3,Florida(2004) Hurricane Ivan devastated northwest Florida. Mr. McLendon served as Principal in Charge for recovery efforts to Escambia County,the City of Pensacola, and Florida DOT District 3. Mr. McLendon assisted the County in putting together the legal substantiation for the County to receive approval for a major private property debris removal program including both vegetative debris and sand removal from residential structures on the beach. Upwards of 8 million cubic yards of debris was removed from County and City right of ways,private property,and county beaches. Hurricanes Charley,Frances,and Jeanne City of Orlando,FL(2004) Prior to Hurricane Charley impacting the City of Orlando,Mr.McLendon was assisting the City with its transition from manual garbage collection to automated collection. Given the urgency of the debris removal effort,Mr.McLendon was requested by the City to assume debris monitoring efforts after an initial period of force account debris monitoring. Within 48 hours of the request,Mr.McLendon assembled a team to provide truck certification,right of way monitoring,and debris management site monitoring. He also assisted the City in staffing multiple citizens convenience sites that were rapidly opened over concerns of flying debris from multiple subsequent hurricane events that same year. fir - TETRA TECH n TETRA TECH `` ■■��'',, Ralph Natale Senior Management Team • Nr‘ EXPERIENCE SUMMARY Mr.Ralph Natale is the director of post-disaster programs for Tetra Tech.He leads the response practice by developing programs, providing daily project support, and providing oversight and guidance to his team of project managers and projects.Mr. Natale is an expert in Federal Emergency Management Agency-Public Assistance (FEMA-PA) Grant Program reimbursement policies and has administered over 250 YEARS or projects in his 15-year-plus career. 15+ EXPERIENCE Mr.Natale specializes in large-scale responses and has served as a principal in charge 250+ PROJECTS or project manager in response to some of the country's largest debris-generating disasters, including 19 state-level responses after major hurricanes, floods, and fire $4.5B REIMBURSED events. This includes managing and documenting the removal of over 66 million INvoicrs cubic yards(CYs)of debris, 1.7M hazardous trees,and the program management of debris collection and demolition of over 35,000 parcels on fire removal projects and over 200,000 environmental samples.These programs equate to over$4.5B dollars of Areas of Expertise reimbursed invoices. Program Development Documentation Management RELEVANT EXPERIENCE Private Property Debris Removal Debris Removal Planning Senior Management Team I Grant Management,Case Management, Debris Removal Monitoring and Debris Monitoring Packet Management As the Operations oversight for all Grant Management,Case Management,and Debris Geospatial Reporting Monitoring projects, Mr. Natale is responsible for developing and implementing Grant Experience strategic plans to help Tetra Tech's clients receive as much grant funding as possible FEMA-PA in the wake of disasters.He works with the leaders in each of these practices to ensure NRCS-EWP the teams are compliant in funding requests and that they optimize resource FHWA-ER allocation.He plays a pivotal role in administering FEMA Public Assistance and HUD CDBG-DR CDBG programs,liaising with government agencies,and ensuring eligibility criteria are Disasters met.He oversees operational functions,streamlines processes to help the staff spend 4240 Valley and Butte Fires more of their time focused on their projects,and fosters a cohesive work environment. 4084 Hurricane Isaac Overall,Mr.Natale oversees a broad spectrum of responsibilities and tasks that makes 1971 AL Tornadoes Tetra Tech effective at being a full-spectrum recovery provider. 1791 Hurricane Ike 1763 IA Flooding Subject Matter Expert I Public Assistance,Case Management,Program 1609 Hurricane Wilma Management,and Debris Monitoring Services 1602 Hurricane Katrina Mr.Natale has served as a program manager and grant consultant for state and local &Several More governments during his extensive career in disaster debris industry.This includes the Certifications largest debris projects since Hurricane Katrina for federal,State,and local government OSHA 40-Hour Asbestos Training work.Mr.Natale also supports missions as a senior consultant serving as a member of IS-632:Debris Operations the State of Connecticut Emergency Operations Debris Task Force, where he was HSEEP-Certified activated during the recovery operations following Hurricane Irene and Winter Storm OSHA Asbestos Health and Safety Alfred. IS-30:Mitigation Grants System IS-100,200,and 700:ICS and NIMS IS-630:Intro to the PA Process 1 Resume Ralph Natale Mr.Natale has also served on the following projects: • Hurricane Ian(2022-Current) • State of California Dixie Fire Response(2021 -current) • Hurricane Ida(2021 -current) • Hurricane Laura(2021 -current) • State of California Camp Fire Response(2018-2020) • Hurricane Michael local and USACE response(2018-2019) • NorCal Wildfires I USACE(2017-2018) • Hurricane Harvey(2017-2018) • Hurricane Ike,Severe Droughts,Floods I City of Houston,Texas(June 2009-Present) • Winter Storms I State of Connecticut,Interagency Debris Management Task Force(August 2010-Present) Principal in Charge/Senior Program Manager As director of post-disaster programs for Tetra Tech,Mr.Natale has focused on developing and improving program management processes.These processes ensure the most efficient methods of managing debris removal programs to maximize federal reimbursement via the FEMA 325 and 327 guidelines. As a senior program manager, Mr. Natale ensures quality control and quality assurance of project managers'deliverables on all Tetra Tech projects.A representative list of projects he has worked on is included below. Hurricane Ian Following Hurricane Laura in September of 2022,Mr.Natale oversaw debris monitoring operations for many of Tetra Tech's Gulf Coast clients, including Collier County and associated cities with over 3,000 damaged homes and $2 billion in damage. Documentation required simultaneous tracking of right-of-way (ROW), leaner/hanger/stumps (LHS), parks,and private road debris streams from multiple applicants,with the County alone generating over 1.3 billion cubic yards of storm debris. Hurricane Laura Following Hurricane Laura in August of 2020,Mr.Natale oversaw debris monitoring operations for over 11 communities and 1,000 personnel across Louisiana. This included the Calcasieu Parish/Lake Charles area,where at peak Tetra Tech had nearly 600 monitors working in conditions typical of a category 4 hurricane.Without power or infrastructure,the operational response plan was implemented,and our team had to mobilize and establish power and infrastructure for all the projects. This was completed successfully without any debris haulers having to wait on monitoring resources. Hurricane Michael Following Hurricane Michael in September of 2018,Mr.Natale oversaw debris monitoring operations for several communities in the Florida Panhandle and a USACE response in Georgia that covered 12 counties. The devastation was 250 miles wide for this category 5 storm,which included working in areas that had no power or electricity for well over a month.At peak,Tetra Tech had nearly 600 monitors working in the field.Documentation was created for almost 10 million cubic yards of debris. Work also included NRCS funding of nearly 25 miles of waterways through Bay County,FL. Camp Fire Response Mr.Natale serves as project manager and is responsible for oversight of debris and environmental work related to the hazardous material removal of over 12,000 parcels located in the County of Butte. This is possibly the largest debris operation in history with over 2 billion dollars in costs. Northern California(NORCAL)Wildfire Response(November 2017-Present) Mr.Natale serves as principal in charge for USACE ADMS services for all the work completed after the Northern California wildfires in 2015. This included debris and environmental services of over 8,000 homes and over 1 billion dollars in costs. Mr. Natale oversees the overall project management team and assists with staffing and logistics for this four-county response. It TETRA TECH Resume Ralph Natale Florida Department of Environmental Protection(2016-2018) Mr.Natale serves as principal in charge for FDEP waterways debris removal programs(wet debris).Unlike conventional debris removal programs that are well established,every waterway program needs a level of customization.Mr.Natale has provided this oversight working with the State of Florida, FEMA, and the local counties that recovery was being conducted.Counties worked post Matthews and Irma include Nassau,St.Johns,Ventura,Brevard,Monroe,Collier,and Lee. California I Valley and Butte Fire(October 2015-2016) Mr.Natale helped create and implement programs for several projects after the Valley and Butte fires of 2015,which burned over 150,000 acers of forests and destroyed over 2,000 homes,with recovery costs of over$300 million.Each program developed was unique but necessary for the community as a whole to recover. Programs included geospatial live tracking of work completed and equipment deployed; mitigation of hazardous trees from rights of ways and private property that was fully funded by CalOES and FEMA;private property debris removal packet management and database support;and management of a unique mix of environmental scientists and debris specialists to provide documentation for remediation of asbestos and other contaminants left behind,including debris quantities.These clients included Lake County Public Works,CalRecycle(AJ Diani), CalRecycle(Sukut),and PG&E. Project Management On large debris projects,Mr.Natale will be temporally relieved of his director duties by senior management support and focus on the management of a single project.As a result,Mr.Natale has managed some of the largest debris-generating projects in the country with great success. City of Houston,Texas I Hurricane Harvey(August 2017-Present) Hurricane Harvey caused an unprecedented Citywide flooding event with a total of 13 primary debris haulers responding. Mr. Natale helped create new systems and reports were developed to manage the debris haulers and support a live web feed on the Houston recovery webpage.To date the City and its debris haulers collected over 2.5 million cubic yards of flood debris. The project is expected to continue through the end of this year as residents continue to recover from this catastrophic event. Town of Hilton Head Island,South Carolina I Hurricane Matthew(October 2016-June 2017) Mr. Natale provided project management and oversight for the popular tourist destination, Hilton Head Island, following extensive damage caused by Hurricane Matthew.Within hours of the disaster,Mr.Natale was on-site to assess the damage and meet with Town officials.Mr.Natale managed the mobilization of a local team of debris monitors and established our automated debris management system (ADMS)for the City to provide real-time updates on the debris removal operations.In total,our team monitored the removal of 2,187,080 cubic yards of debris. New Jersey Department of Environmental Protection (NJDEP) I Hurricane Sandy Waterway Debris Removal Project (February 2013-January 2014) Mr.Natale developed and implemented many of the protocols and procedures to effectively manage the wet debris removal process.This has included the implementation of our proprietary automated debris management system(ADMS)technology, which has increased NJDEP's visibility to the day-to-day operations and provided real-time reporting of debris quantities.Due to Mr.Natale's excellent project management,NJDEP then tasked our team with monitoring the sediment removal process in the northern and southern region. City of Houston,Texas I Hurricane Ike Disaster Debris Program Management(October 2008-July 2010) Our response to the City of Houston following Hurricane Ike included the collection of over 5.5 million CYs of debris in 256 zones throughout the City.This also included 300 parks and open spaces.Mr.Natale also was tasked with managing the firm's largest hazardous tree removal program,involving the removal of over 214,000 hazardous trees accompanied by 630,000 photographs to document eligibility.Mr.Natale worked closely with the City of Houston to reconcile and provide detailed information of over $110 million in invoices and over$3 million in FHWA funds.Mr.Natale also helped reconcile and submit over$9 million in force account labor. It7 TETRA TECH • ,Th TETRA TECH Allison McLeary, Esq. Senior Management Team ,.- EXPERIENCE SUMMARY f Ms. Allison McLeary is an experienced emergency response and recovery executive with a demonstrated history of building meaningful relationships across all levels of ,i), government. As former Recovery Bureau Chief of the Florida Division of Emergency Management, she offers more than three years of direct experience administering grant programming throughout the State of Florida.She also served as 2 YEARS OF EXPERIENCE Recovery Counsel for the Louisiana Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP). She is a steadfast advisor in planning for, responding to,and recovering from challenges and disasters. Areas of Expertise RELEVANT EXPERIENCE Disaster Response&Recovery Director, Disaster Recovery Programs(March 2021 - Present) Grant Administration Tetra Tech,Inc. Stafford Act Compliance Ms. McLeary serves as Director of Disaster Recovery Programs, providing policy Alternative Procedures guidance and program support.Ms.McLeary is an expert in FEMA policies,building and Grant Experience maintaining relationships with State and FEMA representatives.She analyzes policy and FEMA Public Assistance provides policy guidance to clients. She supports the Tetra Tech team to build CARES Act programs that align with federal expectations and comply with client/federal USDA Agriculture Recovery Block requirements.She maximizes operational efficiencies by analyzing individual projects Grants with a holistic lens,leveraging best practices from Tetra Tech management operations HUD CDBG throughout the nation. Additionally, Ms. McLeary coordinates relationships with ARPA funding agencies and local partners to streamline project operations. Education During Ms. McLeary's tenure at Tetra Tech, she has worked on several high-profile Auburn University,Bachelor of Arts, projects,inclusive of the following: March 2000 State of Iowa Louisiana State University- Paul M. Ms.McLeary is actively involved in supporting Iowa's Department of Homeland Security Hebert Law Center,Juris Doctorate, and Emergency Management(HSEMD)with arbitrations and appeals of FEMA Public May 2004 Assistance determinations.Additionally,she has been involved in Iowa's Mitigation and Louisiana State University- Paul M. Building Resilient Infrastructure and Communities(BRIC)programs as a subject matter Hebert Law Center,Bachelor of Civil expert.Iowa HSEMD has also contracted with Tetra Tech to facilitate an assessment of Law,May 2004 Iowa's equity and diversity in disaster management plans,policies,and procedures.The multi-phase effort is designed to improve how Iowa prepares for, responds to, and assists underserved communities and historically marginalized populations with recovering from all types of disasters.The project focuses on identifying activities to improve Iowa's emergency management process and accessibility.Tetra Tech's"Equity Assessment in Emergency Management Tool" was utilized to provide consistent assessment of the State's programs and plans. Florida Department of Emergency Management - Water and Infrastructure Response and Recovery In response to the devastation from Hurricane Ian in Lee County,fDEM took an active approach and utilized Tetra Tech to directly support the water utilities throughout the County.In less than four days,the whole of Tetra Tech's leadership had committed to supporting the recovery efforts in Florida,including Tetra Tech President Jill M.Hudkins. 1 Resume Allison McLeary,Esq. Ms.McLeary served as Senior Project Manager for this project,as well as the liaison to the FDEM Director and senior leadership at the State's Emergency Operations Center.The initial scope covered the assessment of 13 County water plants and wastewater plants. Once the County witnessed the value that Tetra Tech brought to the project, the scope expanded to 48 plants throughout the County, not just the original ones that were County-owned.These 48 water and wastewater facilities were assessed for safety and operability, and service was restored within the first week to all facilities capable of receiving and pumping water.An additional 323 wastewater lift stations were assessed through these efforts. Maui County Tetra Tech is supporting Maui County's long-term recovery following the Maui Wildfires in 2023.Ms.McLeary is serving as the program lead,overseeing operations that occur in the recovery efforts.Tetra Tech is aiding individuals throughout the County as they engage with FEMA's full suite of response and recovery programs.These efforts from Tetra Tech include repairing critical infrastructure,rebuilding housing,restoring natural resources,and supporting local businesses.Additionally,efforts encompass community services such as mental health support and emergency preparedness initiatives.Ms.McLeary is also active in the collaborative planning and advocacy for policy reforms,which will be essential to enhance resilience and mitigate future wildfire risks in the State of Hawaii. State of Connecticut Ms. McLeary supports the Tetra Tech team that is supporting the State of Connecticut's FEMA PA program.This state-level contract involves comprehensive coordination from initial assessment to closeout at the Recipient level. This includes meticulous documentation of disaster-related damages,efficient processing of grant applications,and transparent allocation of funds to eligible projects.Throughout the process, effective communication between the State, FEMA representatives,and applicants ensures smooth implementation and compliance with federal guidelines, ultimately leading to successful project completion and grant closeout. Recovery Bureau Chief(March 2020-February 2021) Compliance and Appeals Officer(December 2018-February 2020) Florida Division of Emergency Management • Administered all FEMA Stafford Act programs for the State of Florida($9.8+Billion over 26 federally declared events under management) • Validated and Paid through FDEM an unprecedented $4.1 Billion in Recovery funds in the period January 2019-February 2021,including$2.7 Billion in PA and over$300 Million in USDA Agriculture Recovery Block Grants • Developed and implemented the State strategy for$1.275 Billion in CARES-Coronavirus Relief Fund payments to SS medium and small counties.($1.07 Billion validated and paid June 2020-February 2021) • Served as Alternate Governor's Authorized Representative and Deputy State Coordinating Officer for all FEMA declared events in Florida • Created a comprehensive FEMA PA Compliance program,including risk assessments,monitoring,and technical assistance and programmatic guidance tailored to address specific compliance risks Recovery Legal Counsel (January 2017-November 2018) Louisiana Governor's Office of Homeland Security and Emergency Preparedness • Served as Recovery counsel advising on all matters of emergency management and whole community recovery,covering programs such as FEMA/Stafford Act programs and HUD-Community Development Block Grants(CDBG-DR) • Audit liaison to US Department of Homeland Security-Office of Inspector General and FEMA • Developed and delivered a comprehensive outreach and education technical assistance strategy to grant subrecipients in Louisiana FirstNet Program Manager(February 2015-January 2017) Louisiana Division of Administration,Office of Technology Services • Oversaw a team effort to identify needs, preform gap analyses,and plan for the buildout of the State's portion of the Nationwide Broadband network,known as FirstNet Resume Allison McLeary,Esq. • Identified the needs and expectations of the State's 62,000+first responders and worked with the U.S. Department of Commerce and the FirstNet Authority to include those inputs in the $7 billion RFP for the buildout and operation of the FirstNet network State Police Legal Counsel(August 2003—May 2013) Louisiana Department of Public Safety and Corrections,Louisiana State Police,Office of Legal Affairs • Counseled to State Police on matters of policy, operations, public records law, personnel management, emergency management/crisis response,and investigations • Served as legislative liaison and helped draft numerous bills and testified in committee on several measures, including revisions to the electronic surveillance framework and the regulation of private security, and the role of volunteers in emergency response • Represented the Louisiana Oil Spill Coordinator's Office and was assigned Attorney Supervisor throughout the response to the Deepwater Horizon event o Led a multi-agency team of in house,state agency lawyers in the early days of the disaster o Coordinated efforts among state agency counsel to ensure that necessary inputs needed for the response,damage assessment and claims under the Oil Pollution Act of 1990,Clean Water Act and other applicable federal and state laws were supported. 'rt TETRA TECH 3 Elb TETRA TECH Kerri O'Dell regional Manager , EXPERIENCE SUMMARY Ms.O'Dell serves as regional manager for Tetra Tech and possesses nearly two decades of disaster response and recovery,as well as disaster preparedness and emergency planning experience. Ms. O'Dell excels in delivering projects on time and within budget. She has assisted numerous local, state and private sector businesses in providing disaster debris monitoring services, including mobilizing support teams; assisting with staging operations; and managing the scheduling, dispatching and 18 )'EARS of logistics operations of debris cleanup for some of the nation's worst natural disasters. O EXPERIENCE In addition,Ms.O'Dell is highly knowledgeable of federal,state,and local emergency 77 DISASTERS agencies and programs,as well as funding sources and reimbursement procedures, having served as project manager on several of the firm's debris monitoring and G B GRANT emergency management planning projects. She has also been responsible for the V FUNDING development of numerous disaster debris management plans(DMPs)that have been approved for the Federal Emergency Management Agency(FEMA) Public Assistance Areas of Expertise (PA)Pilot Program. Project Management Financial Management RELEVANT EXPERIENCE FEMA Compliance Monitoring and Hurricane Ian (October 2022—Ongoing) Oversight Communities in the State of Florida Auditing Ms. O'Dell is responsible for oversight for multiple response and recovery projects Recovery Planning throughout the State of Florida following the devastating effects of Hurricane Ian.She is responsible for regional coordination,including staffing,training,and coordination Disaster Response and Recovery between all parties involved. Operations 2021 Wildfire Disaster(September 2021 —Ongoing) Disaster Management Planning State of California,CalRecycle I Disaster Recovery Services Key Training/Certifications Ms.O'Dell is the Finance Section Chief responsible for the for the 2021 Fires project. ICS I oo:Introduction to the Incident Ms.O'Dell's supports project management with financial management and contract Command System compliance of this project. This project covers 8 County's under 7 fires, requiring extensive tracking to ensure costs are allocated to the correct funding source. Ms. ICS-200:Basic Incident Command O'Dell and the finance team is responsible for submitting invoices,reviewing contract System for Initial Response invoices,ensuring contract compliance with personnel credential verification,staffing IS-00700:NIMS and Introduction level control, key staff approval, and identifying potential conflicts of interest. In addition,Ms.O'Dell set up a tracking system to ensure all training requirements are TS-13:Intro to the Federal Highway compliant. Administration Emergency Relief Camp Trees Wildfire Disaster—Finance and Administration (December Program 2018—Ongoing) TS-12:Intro to the USDA-NRCS State of California,CalRecycle I Disaster Recovery Services Watership Protection Program Ms.O'Dell was the project manager responsible for overall project management of the Education Finance and Administration section for the Camp Tree project. Under Ms.O'Dell's University of Central Florida management, the team reconciled more than 600 invoices between eight Bachelor of Science,Finance,2002 contractors. These invoices totaled more than $300 million. Ms.O'Dell developed a daily and monthly status report that was utilized for all contractors on this project.She also developed a robust integrity control process that focused on contract compliance including the following: • Personnel credential verification • Staffing Level Control and key staff approval 1 Resume Kerri O'Dell • Identify potential conflicts of interest • Fraud prevention and detection measures in labor and in environmental laboratory testing • APN Review and address verification Camp Wildfire Disaster(December 2018—Ongoing) State of California,CalRecycle I Disaster Recovery Services Ms.O'Dell was responsible for the auditing process of all labor costs including reconciling ICS-214 Forms. She tracked cost expenditures and prepared financial reports throughout the project.She complied invoices of up to$25,000,000 per month.Ms. O'Dell worked directly with subcontractors to ensure prompt payment.She established process to reconcile tribal invoices as well as tracked change order spending.Ms.O'Dell led financial tracking of all project activities to remain in compliance with Federal and contractual requirements. Hurricanes Maria&Irma Housing (January 2020—Ongoing) United States Virgin Islands I CDBG-DR Program Management Ms. O'Dell served as a Financial Manager, providing analysis of financial and operating results, with preparation of financial reports for management.She tracked cost expenditures and prepared financial reports as necessary for each contract.Ms.O'Dell prepared and reviewed both vendor and subcontractor invoices, monthly status reports, and any other supporting documentation dependent on contract terms.She ensured compliance with company financial policies and procedures. Hurricane Irma Housing Recovery(October 2016—Ongoing) St.John's County,FL(CDBG-DR Program Management Ms.O'Dell and her team engaged with the County immediately following contract execution to assist with managing the CDBG- DR funds for St.John's Housing Rehabilitation and Reconstruction Program.To support the long-term recovery and restoration of the impacted areas,Ms.O'Dell managed the grant allocated to the recovery activities for over 300 properties including repair and elevation; reconstruction of properties, repair/replacement of damaged manufactured homes or mobile home units (MHUs),relocation of homeowners,and mortgage payment assistance. Hurricane Irma Debris Monitoring Services(2017—2018) Multiple Clients I Disaster Recovery Program Management Ms.O'Dell managed nine South Florida clients including the following municipalities: Broward County City of Miramar City of Boca Raton City of Hollywood City of Tamarac City of West Palm Beach City of Pembroke Pines City of Sunrise Town of Jupiter City of Deerfield Beach Wilton Manors Ms.O'Dell was responsible for the regional coordination of all projects. This involved: • Client Management • Hiring and Training of more than 500 employees • Tracking time for all employees • Working with Tetra Tech payroll to ensure all employees are paid correctly • Oversight of all data collected at the debris site • FEMA coordination • Subcontractor coordination • Ensuring subcontractor invoices are submitted timely and accurately • Review of Tetra Tech invoices,ensuring time was allocated to the appropriate community • Ensure reimbursement to clients Project Manager City of Fort Lauderdale,Florida I Hurricanes Katrina and Wilma Disaster Recovery and Debris Clean-up Management Following Hurricanes Katrina and Wilma,Ms.O'Dell immediately responded to the City of Fort Lauderdale and served as the project manager for the debris management effort. Ms.O'Dell was responsible for the coordination and training of over 200 collection and disposal monitors,ten supervisors and all administrative staff. Ms.O'Dell was also responsible for the oversight of 12 contractors. CTETRA TECH TETRA TECH Robert Ezelle Emergency Operations Manager EXPERIENCE SUMMARY 6 YEARS OF EXPERIENCE As an operations and project manager,Mr.Ezelle has overseen some of Tetra Tech's largest and technically challenging projects in recent history, including the 18 DISASTERS management and oversight of field operations for Hurricanes Ida, Laura, Mathew, Harvey and Irma along with multiple wildfire remediation projects.Mr.Ezelle is familiar COUNTIES with all aspect of debris monitoring and reimbursement including staff training, 2�7- ASSISTED documentation,eligibility,truck certification,and data management. In October 2018,Mr.Ezelle oversaw field operations following Hurricane Michael in Areas of Expertise Southwest Georgia,where he responded to the City of Albany,Georgia and Eligibility and Reimbursement Dougherty County,Georgia,as well as 12 other counties that assigned by the United Project Staffing and Training States Army Corps of Engineers(USACE). Coordination of multiple RELEVANT EXPERIENCE funding/reimbursement agencies Grant Experience Project Manager FEMA Public Assistance Mr.Ezelle coordinates debris removal efforts with the clients,contractors and program NRCS-ER management across multiple Tetra Tech projects.He served as as a Project Manager for the following projects. Key Training/Certifications FEMA ICS 100 • Florida Department of Environmental Protection (September 2023- February 2024)-Hurricane Idalia,Forest Capital Museum State Park 14,699 CYs FEMA ICS 101 • Collier County, FL (October 2023 — Ongoing) — Hurricane Ian Waterways FEMA ICS 102 12,079 CYs FEMA ICS 200 • City of Wharton,TX(September 2017-October 2017)—Hurricane Harvey,TX FEMA CS 230 DR-4332 1 35,000 CYs • City of Albany, GA (October 2018-May 2019)— Hurricane Michael DR-4400 Education 350,000 CYs Auburn University Materials • Dougherty County,GA(October 2018-May 2019)-Hurricane Michael DR-4400 Engineering,1991 200,000 CYs • McAllen,TX- 1055015801-August 2020 • Lake Charles LA(August 2020-January 2021)-Hurricane Laura and Hurricane Delta • City of Deltona,FL(October 2022-January 2023)-Hurricane Ian DR-4673 • New Smyrna Beach, FL (October 2022- December 2022)- Hurricane Ian DR- 4673 • FDEP-Washington Oaks Garden,FL(December 2022)-Hurricane Ian DR-4673 • Georgetown,TX(February 2023-March 2023)-Texas Severe Storms DR-4586 • Volusia County,FL(January 2023-July 2023)-Hurricane Nicole EM-3587 • Volusia County,FL-PPDR(April 2023-July 2023)-Hurricane Nicole EM-3587 • FDEP(Forest Capital Park),FL(September 2023-present)-Hurricane Idalia DR 3596 1 Resume Robert Ezelle Deputy Project Manager Mr.Ezelle was responsible for client communications,supervised all aspects of operations, dispatch and time verification. He worked closely with office staff as a Deputy Project Manager for the folowing projects: • Petersburg,VA(Feb 2021 to June 2021)-VDOT Ice Storm • St.James Parrish,LA(August 2021-October 2021)-Grammercy and Lutcher LA-Hurricane IDA Operations Manager In this role, Mr.Ezelle is responsible for training,field supervision, scheduling and oversight of all operational staff. Mr Ezelle worked as Operations Manger for the following projects: • City of of Albany,GA(February 2017 to August 2017)-GA Tornadoes DR-4297 1700,000 CYs • City of Victoria,TX(August 2017 to September 2017)-Hurricane Harvey DR-4332 116,436.45 CYs • Volusia County,FL(October 2016 to January 2017)-Hurricane Matthew DR-4283 11.6M CYs • Chehaw Park Authority(April 2019)to Hurricane Michael DR-4400 123,000 CYs • Miami-Dade,FL(June 2021 to July 2021)Surfside Tower Collapse • Holly Hill,FL(October 2022)Hurricane Ian DR-4673 • Manatee County,FL(October 2022)Hurricane Ian DR-4673 • Orange City,FL(October 2022)Hurricane Ian DR-4673 • South Daytona,FL(October 2022)Hurricane Ian DR-4673 • Volusia County,FL-(September 2022-January 2023)Hurricane Ian DR-4673 • Austin,TX(February 2023-March 2023)Texas Severe Storms DR-4586 Field Supervisor Mr.Ezelle supervised monitors in field monitoring of hazardous debris and tree removal.He served as a Field Supervisor on the following projects: • Nassau County Waterways Survey-Hurricane Matthew DR-4283 18,407.55 CYs(January 2017). • USACE -Hurricane Michael DR-4400 14M CYs(Oct 2018-May 2019) • Camp Fire,Paradise,CA-May 2019-Nov 2019 • Dixie Fire,Redding,CA-November 2021 -June 2022 Task Force Leader Mr.Ezelle was responsible for hazadous tree assessment and removal where he served as a Task Force Leader for the following projects: • Thomas Fire,Ventura CA-Feb 2018-July 2018. • Carr Fire,Redding,CA-Sep 2018-Oct 2018. [ I TETRA TECH -' 111"Tbs TETRA TECH Edward (Wade) Greene Project Manager EXPERIENCE SUMMARY Mr.Greene is a management professional with 6 years of experience spent working on debris-related projects for Tetra Tech clients across the nation. He is adept in all aspects of debris monitoring and is knowledgable on the required documentation to satisfy the requirements of multiple funding sources.Mr.Greene is responsible for the implementation of Tetra Tech's work plans,dispatching field personnel,staffing,safety procedures, field logistics, and training of personnel. He verifies eligibility and 6 YEARS OF compliance; oversees collection and disposal operations; and coordinates directly EXPERIENCE with debris contractors,data managers,and project managers to meet the goals of each client. 16 DISASTERS CYSOF RELEVANT EXPERIENCE 8.5M+ '"Ris Project Manager(September 2023 - February 2024) Florida Department of Environmental Protection-State Parks I Hurricane Idalia Areas of Expertise Mr. Greene most recently supported the Florida Department of Environmental Protection following Hurricane Idalia's turn through Florida's Big Bend region. Disaster Debris Program Management Following the Governor's request for the Florida Department of Environment Right-of-Way/Right-of-Entry Debris Protection(FDEP)to clear the waterways in the State parks,the attention then moved Removal to clearing the parks so they could reopen. Mr.Greene oversaw the debris monitoring Private Property Programs and collection teams at the following State parks: Dowling River Camp Park, Leaner/Hanger Programs Honeymoon Island State Park,Lafayette Blue Springs State Park,Madison Blue Springs State Park, Stephen Foster State Park, Suwannee River State Park, and Wes Skiles FEMA Reimbursement Peacock Springs State Park. Grant Experience FEMA PA Project Manager(July-September 2023) State of Vermont(Severe Storms and Flooding NRCS Mr.Greene served as the Project Manager for the State of Vermont following severe Disasters storms and floods that affected the State in July.After having secured a statewide Central Texas Winter Storm contract with Vermont,Tetra Tech was poised to help local municipalities should they Hurricane Ian execute any task orders. Fifteen (15) separate municipalities requested Tetra Tech's support through the State of Vermont's contract and were issued with a Notice to Hurricane Laura Proceed from the State. Easter Tornados Project Manager(April-August 2023) Hurricane Dorian City of Little Rock,AR Severe Storms and Tornadoes Hurricane Irma Mr. Greene served as the Project Manager for the City of Little Rock following the severe storms and tornadoes at the end of March 2023.Throughout this project,Mr. California Wildfires Greene oversaw 61 staff and the team ultimately monitored the collection of over Hurricane Matthew 47,000 CYs of debris. Key Training/Certifications Project Manager(February-April 2023) HAZWOPR 40-hour City of Austin,TX I Winter Storm Mr.Greene served as the Project Manager for the City of Austin following the Central Education Texas Winter Storm in January of 2023. The project for the City is ongoing with three Technical College of the Low County, separate temporary debris sites,over 158 unique hauling units,and over 900,000 cubic Degree in Progress yards of debris to date. Mr. Greene provides project oversight, training, and scheduling for both ROW collection and the Parks program, 1 Resume Wade Greene Project Manager(September 2022—February 2023) Manatee County,FL I Hurricane Ian Hurricane Ian struck Florida in September of 2022 and generated exensive damage as well as flooding as it crossed Central Florida. Manatee County activated Tetra Tech to assist as the monitoring firm for the clean up response that culminated in over 740,000 cubic yards of debris,with over 106 unique hauling units and five separate temporary disposal sites. Mr.Green worked as the Project Manager for the endeavor and oversaw the collection of of vegetative debris,construction and demolition debris, as well as hazardou tree and limb removal. Division Leader(October 2021 —September 2022) CalRecycle Fire,CA I Central Division of the Dixie/Caldor Fire Mr.Greene is serving as the division lead for 9 different counties in central California in response to the Dixie and Caldor fires.His responsibilities include the day to day coordination of approximately 100+onsite staff, 18 debris task forces, 12 hazard tree removal teams,and 25 active disposal sites. Project Manager(August 2021 —October 2021) Audubon Nature Instititue,LA I Hurricane Ida Hurricane Ida swept through the Auduobon Nature Institute in August of 2021 and Mr.Greene returned to assist in the recovery effort. He oversaw the collection of debris and hazardous trees for the Institute's golf course,park,and endangered species center. Operations Manager(February 2021 —August 2021) Department of Transportaion,VA I Winter Storm Mr. Greene managed field operations for hazardous tree surveys along with the quality assurance and quality control of associated tree data. Project Manager(October 2020—January 2021) Audubon Nature Instititue,LA I Hurricane Zeta In the aftermath of Hurricane Zeta,Mr.Greene was mobilized to assist the institute with their clean up of the park,zoo,nature center,and endangered species center. Mr.Greene was responsible for staff training, logistics,and project oversight for the collection of 10,000 CYs of debris and 2,500 hazardous leaners and hangers. Project Manager(September 2020 to October 2020) Cities of DeQuincy and Vinton,LA!Hurricane Laura Making landfall as a Category 4 storm,Hurricane Laura had a devastating impact throughout the State of Louisiana.Mr.Green served as project manager for the cities of DeQuincy and Vinton. Responsibilities included: • Establishing a staffing structure • Hiring and training local field monitors • Logistics,field oversight,and daily reporting Project Manager(July 2020) Colleton County,SC I Easter Tornado On the Monday after Easter a chain of severe storms swept across South Carolina,damaging over 1,500 homes.Colleton County activated Tetra Tech,under a pre-positioned contract to provide disaster debris monitoring services. As Project Manager,Mr.Greene's project responsibilities included: • Coordinating with City officials and debris removal contractors throughout operations. • Managing staffing,project oversight,logistics and reporting. Resume Wade Greene Project Manager(November 2019 to December 2020) City of New Bern,NC I Hurricane Dorian Following the exhaustive efforts of the City of New Bern,North Carolina's(City)force account team to clear roadways and public use areas of debris generated by Hurricane Dorian,Tetra Tech was engaged to oversee,monitor and reconcile the final reduction and disposal of debris. Mr.Greene led our team's efforts to assist the City with post-disaster recovery which included daily project scheduling,tracking debris to final disposal,and documenting site remediation. Project Manager(October 2019 to November 2019) Colleton County,SC I Hurricane Dorian Mr.Greene managed Tetra Tech's engagement with Colleton County,SC following Hurricane Dorian. He was responsible for staff training and scheduling,logistics,field oversight and daily reporting. Project Manager(September 2019 to October 2019) Town of Summerville,SC I Hurricane Dorian Following Hurricane Dorian in September of 2019,Tetra Tech was tasked with oversight and documentation of the Town of Summerville's force account debris removal operation. Mr.Greene worked closely with Town officials to coordinate debris removal and disposal activities by Town staff. He was directly responsible for providing daily progress reports and cumulative quantities of debris removal. Branch Director(January 2019 to September 2019) CalRecycle Fire,CA I Camp Fire Mr.Greene served as Branch Director during Tetra Tech's engagement with Cal Recycle following the most destructive wildfire in California State History. Responsibilities included: • Day-to-day coordination of approximately 40 field staff. • Managing conflict resolution in the field,coordination with property owners,and ensuring the that the projects'Debris Removal Operations Plan(DROP)was adhered to. Division Supervisor—(September 2018 to January 2019) CalRecycle Fire,CA I Carr Fire Mr.Greene served as the Division Supervisor following the Carr Fire that destroyed more than 1,600 structures across 229,000 acres Northern California in July and August of 2018.He was responsible for oversight of field staff,ensuring that Tetra Tech's Health and Safety Plan was executed and followed,maintaining the integrity of field documentation and upward daily reporting of field activities in his assigned area with his direct reports. Operations Manager(June 2018 to August 2018) Danbury,New Fairfield,Southbury,Brookfield,Connecticut I Severe Storms,Tornadoes,and Straight-Line Winds In late May of 2018,Southwest Connecticut experienced one on of the most severe tornado outbreaks in State History. Tetra Tech was activated by multiple Cities and Town to oversee and document the removal of debris generated by this unprecedented event.In total,Tetra Tech documented the removal and disposal of nearly 200,000 cubic yards of FEMA eligible debris. Mr.Greene served as field Operations manager for 4 affected communities.He was responsible for staff training and scheduling, truck certifications and coordinating field operations with debris removal contractors. Operations Manager(November 2017 to June 2018) USACE(Napa&Mendocino Counties,California)I Wildfire Disaster Mr. Greene served as Operations Manager associated with the remediation of over 500 properties that were damaged or destroyed during the Northern California wildfire of 2017. Mr.Greene was responsible for scheduling of staff,ensuring that all Resume Wade Greene Tetra Tech and USACE safety protocols were strictly followed, oversaw daily reporting and quality control of all field documentation. Operations Manager(October 2017) Collier County,Florida I Hurricane Irma During recovery operations for Collier County, Florida following Hurricane Irma, Mr. Greene was brought in to oversee the initiation specialized debris removal programs,including right-of-way debris removal;processing,site management and haul- out;private road and gated community debris removal;leaner,hanger and stump removal;and waterway debris removal. Mr. Greene's experience and knowledge of specialized programs was essential in training new staff,establishing debris removal protocols in conjunction with the County's debris removal hauler,and ensuring Tetra Tech's reporting mechanism met the County's needs. Operations Manager(September 2017) Broward County,Florida I Hurricane Irma Less than a year after being impacted by Hurricane Matthew, Brevard County was again hit by Hurricane Irma.Tetra Tech monitored the collection of over 17,000 loads constituting nearly 654,000 cubic yards of debris. At peak operations,Mr.Greene oversaw the day-to-day management of 55 monitors working in the field.Mr.Greene was part of Tetra Tech's immediate response team.Mr.Greene's responsibilities included on-boarding and training new staff,working with disposal site monitors to ensure efficient disposal operations and overseeing truck certification activities. Operations Manager(February 2017 to May 2017) Beaufort County,South Carolina I Hurricane Matthew Waterway Debris Prior to Hurricane Matthews impact on the County in October of 2016,the Tetra Tech team worked with County staff to devise a project specific mobilization plan. Throughout the storm's impact, our team was in regular contact with County staff throughout the storm's impact and was in the County's operation center 12 hours after Storm conditions had surpassed. Mr. Greene assisted the County in their waterway debris removal program. His responsibilities included training staff, coordinating daily operations with the County's debris hauler,following Tetra Tech's health and safety protocols,and providing daily reports to Tetra Tech Senior management Field Supervisor(October 2016 to February 2017) Hilton Head Island,South Carolina I Hurricane Matthew Within hours of Hurricane Matthew making landfall,our team was in the Town of Hilton Head Island to assess the damage and meet with Town officials.In total,our team monitored the removal of 2,187,080 cubic yards of debris. Mr.Greene assisted in the mobilization of a local team of debris monitors trained monitors for the Town's arduous leaner and hanger removal program, and established our automated debris management system (ADMS)for the town to provide real- time updates on the debris removal operations. [II TETRA TECH EZI TETRA TECH • Norma Ortiz Fielc Supervisor 6 YEARS OF EXPERIENCE SUMMARY EXPERIENCE Norma Ortiz is an experienced professional in disaster response and management.With 13 DISASTERS a focus on hazardous tree and debris removal,she has served in various roles such as field supervisor,operations manager,and project manager.Her experience spans across Areas of Expertise multiple disasters such as hurricanes and wildfires in different states including Texas, Supervision of Field Operations Louisiana,California,and Florida.She has trained and overseen teams of field monitors, provided quality assurance,and ensured compliance with health and safety guidelines. Debris Removal Monitoring Her previous roles also include serving as a disposal monitor in the aftermath of the Carr Scheduling&Dispatch Fire. Norma Ortiz's experience and expertise in disaster response and management make her a valuable asset to any disaster response team. Project Management Key Training/Certifications RELEVANT EXPERIENCE OSHA HAZWOPER 40 FEMA ICS 100 Task Force Leader Ms. Ortiz served as a task force leader where she worked closely with field monitors, FEMA ICS 200 supervisors,and the data team to ensure quality assurance and quality control(QA/QC) Education of all project documentation. • CalRecycle,CA-Siskiyou Fires,2023,Camp Fire,2019 and Carr Fire,2017-2018 High School Diploma,1998 • Merced County,CA-Winter Storm,2023 • US Army Corp of Engineers,NM-New Mexico Fires,2022 Field Supervisor As a field supervisor,Ms.Ortiz was responsible for overseeing a team of debris monitors and ensuring the safe and efficient removal of debris from disaster-impacted areas.This includes setting standards,allocating resources,monitoring progress,and providing guidance and training to team members. • Travis County,TX-Winter Storm,2023 • City of Cape Coral,FL-Hurricane Ian,2022-2023 • St John's County,FL-Hurricane Ian,2022 • City of Alexandria,LA-Hurricane Laura,2020 • Rapides Parish,LA-Hurricane Laura,2020 • City of Houston,TX-Silt Removal,2019-2020 Field Technician As a field supervisor,Ms.Ortiz was responsible for ensuring all regulatory objectives and due dates were met,including the proper collection and documentation of environmental data. • City of East Palestine,Ohio-Train Derailment,2023 Operations Manager As operations manager Ms.Ortiz is responsible for the implementation of Tetra Tech's work plans,dispatching field personnel, staffing,safety,field logistics,and training.She verifies eligibility,compliance,and collection and disposal operations oversight and coordinate directly with our project manager daily with progress reports and on specific issues. • Volusia County,FL-Hurricane Ian,2022 • St.John the Baptist Parish,LA-Hurricane Ida,2021 • Hidalgo County,TX-Hurricane Hanna,2020 • Harris County,TX-Tropical Storm Imelda,2019-2020 Area Leader Ms.Ortiz was responsible for ensuring that all Task Force Leaders(TFL)were educated on FEMA standards and made sure that all homesites were cleared of contaminants before signing them over to the state. • CalRecycle,CA-Dixie Fire,2021 -2022 1 filiF7 TETRA TECH Ricardo Bosques Data Manager EXPERIENCE SUMMARY Mr.Bosques is a data and automated debris management system(ADMS)technology specialist for Tetra Tech,where his understanding of Federal Emergency Management 6+ YEARS OF Agency (FEMA) eligibility and documentation requirements for public assistance EXPERIENCE debris removal programs have aided him in quality control and oversight of multiple 10 DISASTERS projects. Mr. Bosques is responsible for the implementation of Tetra Tech's RecoveryTracTM ADMS technology as well as oversight and management of field data CBYS managers and invoice analysts. He supports the implementation of ADMS in the field, 8.2 M+ DEBRIS as well as establishing quality assurance and project reporting standards for disaster REMOVED debris monitoring operations. Mr.Bosques has focused on providing complete auditable datasets that maximize reimbursement and are project worksheet ready. Areas of Expertise RELEVANT EXPERIENCE Disaster Debris Management Data Collection,Utilization,and Senior Data Manager(September 2022-Present) Validation Various Locations,FL Hurricane Ian Data Management Making landfall as a category 4 hurricane,Hurricane Ian ripped through the state of Report designs Florida. Mr. Bosques handles overall project setup for various Tetra Tech disaster Reimbursement Policies and response monitoring operations through RecoveryTrac""ADMS. He also creates and Procedures oversees specialized reporting requested by the clients, handles debris contractor Public Relations invoicing data and documentation,provides client demonstrations of the geoportal Invoice Reconciliation GIS tracking system,abiding and following FEMA compliance pertaining to the debris removal operations and data tracking.Mr Bosques is currectly serving as a Senior Data Disasters Manager for right-of-way collection projects for the following clients: 5278 California Camp Fire 5259 California Carr Fire • Sarasota County • Manatee County 5192 California Detwiler Fire • Charlotte County • Volusia County 4332 Hurricane Harvey • City of Cape Coral • Highlands County 4286 Hurricane Matthew • Collier County • Seminole County 4272 Severe Storms and Flooding • Polk County • Orange County 4269 Severe Storms and Flooding 4240 CA Wildfires Senior Data Manager(January 2022-Present) 4245 Texas Severe Storms Various Locations I Kentucky Severe Winter Storm Education Mr.Bosques handled overall project setup through Tetra Tech's RecoveryTrac'ADMS, University of Texas at San Antonio, created and oversaw specialized reporting requested by the clients, handled debris Bachelor of Science contractor invoicing data and documentation,provided client demonstrations of the Biology with a concentration in geoportal GIS tracking system,and sat in on initial project meetings with clients to Microbiology/Immunology answer and advise on any questions regarding their FEMA compliance pertaining to San Antonio,TX,May 2013 the debris removal operations and data tracking. Senior Data Manager(December 2021 —April 2022) City of Houston,Texas I Lake Houston Silt Removal Mr.Bosques handled overall project setup through Tetra Tech's ADMS(RecoveryTrac""), created and oversaw specialized reporting requested by the clients, handled debris contractor invoicing data and documentation,provided client demonstrations of the geoportal GIS tracking system,and sat in on initial project meetings with clients to answer and advise on any questions regarding their FEMA compliance pertaining to the debris removal operations and data tracking. 1 Résumé Ricardo Bosques Senior Data Manager(December 2021 -February 2022) Various Locations!Kentucky Severe Storms&Tornadoes(DR-4630) Mr. Bosques handled overall project setup through Tetra Tech's ADMS (RecoveryTracw), created and oversaw specialized reporting requested by the clients, handled debris contractor invoicing data and documentation, provided client demonstrations of the geoportal GIS tracking system,and sat in on initial project meetings with clients to answer and advise on any questions regarding their FEMA compliance pertaining to the debris removal operations and data tracking. • Kentucky:Bowling Green,Warren County Senior Data Manager(August 2021 -Present) Various Locations(Hurricane Ida Mr. Bosques handled overall project setup through Tetra Tech's ADMS (RecoveryTrac"'), created and oversaw specialized reporting requested by the clients, handled debris contractor invoicing data and documentation, provided client demonstrations of the geoportal GIS tracking system,and sat in on initial project meetings with clients to answer and advise on any questions regarding their FEMA compliance pertaining to the debris removal operations and data tracking. • Louisiana:Audubon Nature Institute,Central,Covington,Iberville Parish,St.John the Baptist Parish,St.Helena Parish,St. James Parish,Tangipahoa Parish,Gramercy,Lutcher Senior Data Manager(November 2020-June 2021) Various Locations I Hurricane Zeta Mr. Bosques handled overall project setup through Tetra Tech's ADMS (RecoveryTrac''), created and oversaw specialized reporting requested by the clients, handled debris contractor invoicing data and documentation, provided client demonstrations of the geoportal GIS tracking system,and sat in on initial project meetings with clients to answer and advise on any questions regarding their FEMA compliance pertaining to the debris removal operations and data tracking. • Alabama:Dallas County,Marengo County,Wilcox County • Mississippi:Diamondhead,Gulfport,Hancock County Senior Data Manager(September 2020-October 2021) Various Locations I Hurricane Laura Mr. Bosques handled overall project setup through Tetra Tech's ADMS (RecoveryTrac"'), created and oversaw specialized reporting requested by the clients, handled debris contractor invoicing data and documentation, provided client demonstrations of the geoportal GIS tracking system,and sat in on initial project meetings with clients to answer and advise on any questions regarding their FEMA compliance pertaining to the debris removal operations and data tracking. • Louisiana:Lake Charles,Calcasieu Parish Acadia Parish,Rapides Parish,Jefferson Davis Parish,Dequincy,Crowley,Sulphur, Vinton,Westlake,Iowa • Texas:Orange County Invoice Reconciliation Manager(January 2019-December 2019) CalRecycle I Camp Fire Mr.Bosques served as the invoice reconciliation manager for the prime debris contractor Ceres Environmental, Inc.following the Camp Fire incident. • Provided oversight,quality control,and guidance during the invoice reconciliation process for over 6.6 million cubic yards of debris removed across 2,800 parcels. Regional ADMS/Data Manager(August 2017-Present) City of Houston,Texas I Hurricane Harvey While Hurricane Harvey made landfill near Rockport,TX,the slow moving tropical system brought bands of heavy rain.An average of 40 inches of total rainfall,the equivalent of 1.2 trillion gallons of water,dropped onto Harris County and the City of Houston.As a result,the City experienced widespread flooding and activated program management and monitoring services from Tetra Tech. CTETRA TECH Resume Ricardo Bosques • Mr.Bosques,a local resident of the City,was designated as the lead data manager and has overseen the documentation of over 1.4 million cubic yard of debris removed. • He oversaw the reconciliation with the multiple prime contractors the City tasked with debris removal following Hurricane Harvey. Data Manager(October 2016-May 2017) Town of Hilton Head,South Carolina I Hurricane Matthew Debris Program Management Mr. Bosques was deployed to the Town of Hilton Head, South Carolina after Hurricane Matthew affected the area causing flooding and extensive damage.Mr.Bosques has been overseeing data management efforts and validating the documentation being reported for 2.1 million cubic yards of debris and over 40,000 hazardous trees. Data Manager(August 2016-October 2016) CalRecycle I Erskine Fire Remediation and Disaster Recovery Services Following catastrophic fires that impacted California in August 2016,Tetra Tech was contracted through CalRecycle to provide project management and oversight of the Erskine wildfire recovery efforts. Mr. Bosques served as the data manager for the environmental and debris project involving over 200 parcels. PPDR Data Manager(January 2016-August 2016) Calaveras County,California I Catastrophic Fires The catastrophic fires that impacted Calaveras County left severe destruction and damage.As part of the selected contractor's team,Tetra Tech provided data management and administrative functions to support debris removal efforts of fire related debris and hazards from private property in the impacted areas. • Mr.Bosques was deployed as the PPDR data manager for over 300 parcels. Data Manager(October 2015-January 2016) San Marcos,Texas I Severe Storms and Flooding Disaster Debris Program Management Mr.Bosques was deployed to the City of San Marcos,Texas following severe storms and flooding that resulted in concentrated volumes of disaster debris in the City.As data manager, • Mr.Bosques managed a variety of projects related to Post-Event recovery and monitoring services,and also interacted with clients,consultants,staff members and strategic partners to accurately document and efficiently recover disaster debris. • Produced reports,documents,graphs and other management tools for tracking project process,and provided ongoing communication and project management tasks for both client and company use,utilizing a variety of technology to ensure both client satisfaction and project success. • Responsible for monitoring site safety and maintaining safety awareness to ensure safe working environment. Data Manager(October 2015-March 2016) Hays County,Texas I Memorial Day Flooding Disaster Debris Management • Provided quality assurance and quality control(QA/QC)of debris monitoring documentation. • Prepared daily status reports to provide the County with visibility into debris removal operations,and worked with the County and FEMA to meet supporting documentation requests needed for the development of PWs. Assistant Data Manager(June 2015-August 2015) City of Houston,Texas I Severe Storms and Flooding Disaster Debris Program Management Mr.Bosques served as Assistant Data Manager for the City of Houston,Texas following severe storms and flooding that resulted in 300,000 cubic yard of disaster debris in the City. • Worked alongside the data manager of the FEMA funded destruction relief program for the City of Houston and was also in charge of zone clearances as well as the daily input of collection logs and data documentation. lit: TETRA TECH Rosalita (Rose) Whitehair Cost Recovery Specialist EXPERIENCE SUMMARY Ms. Whitehair is a seasoned program manager with over 17 years of disaster and 1 YEARS OF homeland security experience with 28 years in Public Safety.She has managed large- / EXPERIENCE scale incidents including wildfires, hazardous chemical response, droughts, floods, DISASTER and the current COVID-19 pandemic response. Her experience includes managing 3 o DECLARATIONS and closing out multi-million-dollar federal projects. She assists Tetra Tech with deciphering FEMA, ARPA Final Rule, ARPA Compliance and Reporting Guidance, Treasury OIG Reporting and Recordkeeping Requirements,COVID guidance and the Areas of Expertise recent Congressional bills, helping to clarify, interpret and lead discussions and EOC Operations updates in federal grant compliance.She has assisted with providing testimony to the COVID-19 Pandemic Response U.S.Congress and created correspondence to the White House for disaster requests Grant/Project Closeout and declarations including the recent COVID-19 pandemic. Large-Scale Incident Response Tribal RELEVANT EXPERIENCE State-Federal Coordination State Coordinating Officer(SCO) Tribal Coordinating Officer(TCO) Tetra Tech (2020-Present) Grant/Project Closeout Subject Matter Expert I Various Projects Tribal CERT/Tribal TEEN CERT • Assists Program Managers and Disaster Recovery teams by interpreting interim Instructor/Coordinator policies and procedures to assist with grant compliance. Disasters • Provides written guidance and federal regulation background material in 4245 IX FLOOD preparation for meetings with agencies and states to provide clear direction for 4241 SC FLOOD funding options. 4240 CA WILDFIRE • The support and direction that Rose provides,helps others maneuver through 4223 TX FLOOD 4222 OK FLOOD the multiple funding options for COVID relief available and distributed at various 4193 NAPA EARTHQUAKE levels of government,including different federal financial resources,grant and &SEVERAL MORE loan opportunities. Grant Experience • Rose tracks other congressional bills to ascertain their impacts on federal FEMA PA requirements,current funding and to assist with planning for efficient use of FEMA IA/IHP/ONA ADMIN PLANS funds and to reduce possible duplication of benefits. FMAG STATE DAP New Mexico Department of Homeland Security and Emergency CORONAVIRUS RELIEF FUNDS Management(2016-2020) (INCLUDING COMPLIANCE FOR State Coordinating Officer/Recovery Unit Manager/Emergency Operations CARES ACT,ARPA,BIL/IIJA,CAA 2021, Center Director IRA) • Task Force Lead and State Coordinating Officer managing COVID Emergency INFRASTRUCTURE FUNDS Operations Center staff during the pandemic response in the state of New USDA/NRCS Mexico. Partnered with other agencies encompassing over 3,000 responding Education state and tribal agency personnel,including the National Guard. The University of New Mexico • Rose activated and operated the State EOC for wildfires, floods, large scale Bachelor of University Studies,Major events, disaster declarations, establishing protocols for all Support Functions Emergency Medical Services,Minor in from several cross-functional teams across the entire state to include all state Navajo Language,2002 agencies,counties,Tribal Nations,hospitals,first responders,private non-profits, the National Guard and municipalities. • Led and managed response and recovery (warehouse/delivery/sheltering) support functions for the COVID-19 Emergency Operations Center supporting Incident Command Posts for 106 municipalities,33 counties and 23 tribes. 1 Resume Rosalita Whitehair • Assisted with COVID Response and Recovery duties monitoring and guiding Alternate Care Facilities, Non-Congregate Sheltering Public Health Orders policies and documentation, feeding and distribution of food and water to rural communities.Certified SCO(State Coordinating Officer)through FEMA for EOC Activation of COVID-19 Pandemic Response for DR-4529-NM. • Activated and operated the State of New Mexico's EOC for wildfires,floods,large scale events,disaster declaration including the COVID-19 pandemic response,established protocols for all Emergency Support Functions from several cross-functional teams with efforts across the entire state to include all state agencies,counties,Tribal Nations,hospitals,first responders, private non-profits,the National Guard and municipalities. • Assisted the NM DHSEM with the management and administration of Federal and State disaster programs. • Assisted stakeholders and State/Tribal/Federal agencies with the goal of recovery and emergency restoration of facilities, and other critical infrastructure.Focused on closing out multi-million-dollar federal projects. • Developed and evaluated programs and policies to achieve the State's goals for providing Federal and State disaster assistance to all stakeholders,including Tribal Nations,municipalities,counties,private non-profits&acequias. • Performed damage assessments; site inspections, conducted routine evaluations of the sites, compiled data, provided training and presentations for requests for state and federal disaster declarations. • Coordinated with other agency programs and access to grant funding to eligible recipients.Tracked and maintained data on grant utilization to relevant federal,state,local,and tribal jurisdictions.Monitored sub-grantee compliance with grant requirements. • Created correspondence to the White House for federal assistance for recent disaster declarations including the COVID-19 pandemic. • Assisted as liaison to the Federal Emergency Management Agency for activities related to Federal disaster assistance,while providing recovery guidance,grant documentation and closeout for FEMA Public Assistance funds,FMAG and State DAP (Disaster Assistance Program)to our clientele. • Assisted with Recovery Duties under the ICS/ESF assigned for the NM State EOC. Monitored and guided Alternate Care Facilities,mortuary trailers,PPE,cots,non-congregate sheltering,feeding and distribution of food and water. • Certified SCO(State Coordinating Officer)through FEMA for EOC Activation. • Brought to the state its first team of FEMA Corps/AmeriCorps students to assist with Recovery efforts and tasking procedures to ensure all disaster documentation was accounted for. High Water Mark, LLC(2015-2016) Emergency Manager,Emergency&Response • Assisted with Tribal-State-Federal coordination of client responses to Homeland Security Office of the Inspector General Audits. • Advised clients of sub-grantee and grantee requirements of Federal and State grants, thus assisting with successful documentation and closeout of FEMA projects. • Coordinated limited training budgets of less than$10,000 for emergency responders,disaster documentation training for Tribes,including the NIMS,ICS,IAP overviews. • Assisted the National Domestic Preparedness Consortium(NDPC)outreach to Tribes,Territories and Alaska Natives. Navajo Nation, Department of Emergency Management(2012-2015) Director,Department of Emergency Management • Created and established new Policies and Procedures to administer FEMA Grants and Projects which expedited project closeouts and disbursement of FEMA funds to sub-grantees. • The Navajo became the First Tribe in Arizona, and only the second in the nation,to get aid directly from the Federal government via a Stafford Act Declaration. • As Program Manager, prepared multi-million-dollar budgets for operations, preparedness and training,thus guiding the Navajo Nation to avoid reverting federal funds to FEMA/DHS. Trained hundreds of employees and volunteers in ICS/NIMS/NRF and CERT thus providing improvements to overall site safety,health,security,and emergency operations, response and recovery efforts.Built Standard Operating Procedures/Continuity Operations Plans and established a Training program for the Emergency Operations Center and Emergency Management Program. ('t)TETRA TECH [ TETRATECH Geoff Reinhart • Billing/Invoice Analyst EXPERIENCE SUMMARY YEARS OF Mr. Geoff Reinhart is an experienced CPA with both public and private sector 13 EXPERIENCE experience.As a billing and invoice analyst at Tetra Tech,Mr.Reinhart is responsible for reconciling contractor invoices and performing quality control on data to ensure that all FEMA guidelines for debris removal monitoring are successfully fulfilled. Most recently,Mr.Reinhart has been providing billing and invoicing analysis services Areas of Expertise to all Tetra Tech's projects related to Hurricane Ian.Following the disaster,Tetra Tech Accounting was activated by more than 40 clients.Mr.Reinhart has been performing cost/budget Fixed Assets and margin analyses and reviewing invoices and accruals. Oracle RELEVANT EXPERIENCE Peoplesoft Billing and Invoice Analyst(April 2019-Present) Key Training/Certifications Tetra Tech (Orlando,FL Certified Public Accountant Responsible for reconciling contractor invoices for debris removal and corresponding Education services. Ensured contractor invoice payment packages were submitted to the client Bachelor of Science in Accounting in a timely manner. in Managerial Accounting,Florida • Performed QA/QC on data points required for payment recommendation State University,2006 • Managed team of analysts to ensure QA/QC processes were performed accurately and efficiently • Verified FEMA guidelines for debris removal were met Audit Senior(July 2018 to April 2019) Forehand&Associates I PA-Orlando,FL • Oversee multiple full-cycle financial statement audits and reviews from the planning stage through issuance. • Financial Statement preparation for all assigned engagements,including Income Statement, Balance Sheet, Statement of Cash Flow, Disclosures & Supplementary Information required by the users of the Financial Statements. • Design and perform analytical procedures/analysis to detect unusual financial statement relationships. • Perform internal control analysis and substantive procedures. Identify and communicate accounting and auditing matters to managers and partners. • Identify and communicate accounting and auditing matters to managers and partners. • Propose adjusting journal entries and discuss audit findings with key management and/or owners. • Document audit procedures and cross reference work papers. • Key role in launching two firm-wide software implementation projects. Accounting Manager(January 2017 to July 2018) Lowndes,Drosdick,Doster,Kantor&Reed,PA I Orlando,FL • Lead and manage five of the Firm's ten Finance professionals, including selection/hiring,delegation of duties,performance management,development and training with indirect oversight of the remaining five members. • Responsible for overseeing all aspects of the month-end and year-end close as well as maintenance of all accounting ledgers including monthly review of all account reconciliations and journal entries. 1 Resume Geoff Reinhart • Review all Operating account disbursements on a weekly basis prior to sending to the Admin.Committee for approval. • Perform analytical procedures/analysis on the preliminary financial statements prior to close. • Complete oversight and preparation of the annual budget. • Prepare the monthly and quarterly Board of Directors reporting package. • Prepare the weekly financial cash forecast. • Ongoing assessment of current controls to ensure accuracy of financial reporting and develop controls as needed. • Manage and lead special projects and prepare ad-hoc reports as needed. • Oversight and management of the Firm's new Accounts Payable application as well as the implementation of the Trust Reserve feature and Direct Deposit program for employee Expense Reimbursements. Assistant Controller(May 2016 to December 2016) Transaction Data Systems I Orlando,FL • Oversee all aspects of month-end close for parent company and three subsidiaries. • Prepare GAAP & Proforma Financial Statement Reporting Package, including: Income Statements, Balance Sheets, Statements of Cash Flow,Key performance Indicator Reports,Quality of Earnings Reports,and various Ad Hoc reports as needed. • Review the work completed by the Parent Company's Accounting Manager&subsidiary's controller,including the monthly reconciliation package and all journal entries. • Perform analytical procedures/analysis on the financial statements. • Assist in the preparation of the annual budget using key assumptions and prior year knowledge. • Prepare monthly and quarterly financial update presentations for the Board of Directors. • Prepare weekly financial snapshots for the CEO&Controller. • Manage the needs of the external auditors to ensure the process is as efficient and effective as possible. Staff Auditor II(April 2014 to May 2016) EY I Orlando,FL • Conduct comprehensive financial audits and agreed-upon procedures. • Perform analytical procedures/analysis to detect unusual financial statement relationships. • Perform internal control and substantive procedures.Identify and communicate accounting and auditing matters to seniors and managers. • Propose adjusting journal entries and discuss audit findings with clients. Identify and communicate accounting and auditing matters to seniors and managers. • Prepare PBC lists and confirmation requests. • Document audit procedures and cross reference work papers. • Create management representation letter comments and recommendations and draft audit reports for management review. Lead Staff Accountant(December 2007 to March 2014) Stanton&Gasdick,PA I Orlando,FL • Oversee firm-wide accounting including the daily activities of three staff accountants. • Personally manage seven timeshare escrow accounts and oversee all postings. • Responsible for month-end General Ledger review and adjustments as well as yearly 1099 preparations. • Oversee Accounts Payable and Accounts Receivable as well as firm-wide billing. • Ensure all trust accounts are in compliance with Florida's trust account guidelines. • Simultaneously complete timeshare funding as well as firm-wide incoming and outgoing wires. 'It TETRA TECH ( TETRATECH Macy Moore Administrative Assistant EXPERIENCE SUMMARY EARS OF Macy Moore is an accomplished Regional Project Coordinator with five years of 5+ EXPERIENCE experience in the disaster recovery industry.Since joining Tetra Tech in 2017,she has supported projects in California, as well as multiple states along the Gulf and East 12 DISASTERS coasts following hurricanes, tornadoes, and wildfires. Ms. Moore is responsible for onboarding, training, and assisting with the oversight of PC teams to ensure that projects run smoothly and efficiently. Areas of Expertise Project Coordination RELEVANT EXPERIENCE Project Setup Regional Project Coordinator(September 2022-Present) Staff Training Florida I Hurricane Ian Ms. Moore serves as the Regional Project Coordinator for multiple counties in Organization southwest Florida including Collier,Charlotte,and Lee.As well as the central counties QA/QC of Orange and Seminole.Ms.Moore's responsibilities include the hiring and oversight Scheduling and Dispatch of local project coordinators, coordination between project management and field staff,HR and payroll liaison,and QA/QC of project documentation and time records. Adherence to State Labor Laws Regional Project Coordinator(October 2021 —September 2022) Key Training/Certifications California I Dixie-Caldor Fire HAZWOPER 40 Ms.Moore served as the on-site lead for Tetra Techs response to the Dixie-Caldor FEMA ICS-100 Fire.She was responsible for conducting interviews for potential administrative staff, followed by their onboarding and initial training.Ms.Moore provided day-to-day FEMA ICS-200 support for operations and was responsible for the organization and tracking of Disasters licenses used for Tetra Tech's Tetraforms system. 4673 Hurricane Ian Regional Project Coordinator(November 2020—October 2021) 5400 Dixie Fire California I North Branch Complex Fire Ms. Moore served as the on-site lead for Tetra Tech's response to the North Branch 4558 North Branch Complex Complex Fires.She provided onsite training and support for administrative staff while 4563 Hurricane Sally processing timesheets for 150+employees,ensuring that they were in compliance with state policies and labor laws. 4559 Hurricane Laura Regional Project Coordinator(September 2020—November 2020) 3530 Hurricane Hanna Alabama,Florida,Louisiana (Hurricane Laura,Hurricane Sally 4476 TN Severe Storms Ms. Moore served as a Regional Project Coordinator across various projects in 4465 Hurricane Dorian Alabama, Florida, and Louisiana. She assisted with the training of local project coordinators, managing day to day office duties, and providing immediate on-site 4407 Camp Fire support. 4393 Hurricane Florence Project Coordinator(July 2020-August 2020) 4385 CT Severe Storms Edinburgh,TX(Remote Support)I Hurricane Hanna Ms.Moore provided remote support for projects in Texas in response to Hurricane 4337 Hurricane Irma Hanna in 2020.This included the onboarding of field monitors,19 processing,and Education payroll assistance. Hilton Head High,HS Diploma, 2014 Charleston Southern University 1 Resume Macy Moore Project Coordinator(April 2020-May 2020) Tennessee I Hamilton County and City of Chattanooga Ms.Moore served as the project coordinator for the projects of Hamilton County and City of Chattanooga in Tennessee following a tornado in April of 2020.She was responsible for onboarding and training field monitors,hiring local project coordinators,and monitoring Tetra Tech's time keeping system. Project Coordinator(September 2019-October 2019) South Carolina(Remote Support)I Hurricane Dorian Ms.Moore provided remote support for projects in South Carolina in response to Hurricane Dorian in 2019.This included the onboarding of field monitors,19 processing,training,and monitoring of Tetra Tech's field time keeping system. Project Coordinator(January 2019-September 2020) California I Camp Fire Ms.Moore served as a Project Coordinator for Tetra Tech in response to the Camp Fire in Northern California.She was responsible for processing the time logs of all Tetra Tech and subcontractor employees,coordinating with payroll and HR,and ensuring adherence to State labor laws.During the final months of the project,Ms.Moore assisted with QA/QC of ROE (Right of Way) documentation and other final reporting tasks. Project Coordinator(September 2018-December 2018) North Carolina I Hurricane Florence Ms.Moore served as a Project Coordinator where she assisted with initial project setup and onboarding of local field staff.She was responsible for managing office duties,payroll and HR correspondence,and field monitor training. Project Coordinator(June 2018-August 2018) Connecticut(Severe Storms Ms.Moore served as the project coordinator for the Brookfield and New Fairfield projects in Connecticut following a macroburst tornado in June of 2018.She was responsible for processing payroll and Health and Safety documentation and served as a liason between field and office staff.Ms.Moore also assisted with debris monitoring and disposal sites,and documentation of the haul out process. Project Coordinator(September 2017—April 2018) Florida I Hurricane Irma Ms.Moore assisted with day-to-day operations of Tetra Tech's response to Miami Dade County,Miami Dade County Parks,and the City of Miami.She was responsible for managing office duties,payroll and HR documentation,and assisted with training of field staff. TETRA TECH TETRA TECH Casey Ogden, GISP 111-71L ■y' GIS Analyst EXPERIENCE SUMMARY 20 YEARS OF Mr.Casey Ogden has more than 20 years of experience in Geographic Information EXPERIENCE Systems (GIS),with experience with the ESRI suite of products. He holds a Master's degree from the Florida State University with a Certificate of Emergency Management, as well as, a Bachelor's Degree from Louisiana State University in the field of Areas of Expertise Geography.As the geospatial applications manager,Mr.Ogden manages a team of • GIS Programming five GIS personnel and is responsible for developing GIS applications that are efficient, • ESRI Enterprise Geodatabase and accurate,and cutting edge. Services • GNSSSurveyGradeData RELEVANT EXPERIENCE Collection GIS Applications Manager(September 2022-Present) • ArcGIS Pro/ArcMap Operation Hurricane Ian Response I Multiple Jurisdictions and Support Making landfall as a large category 4 storm,Hurricane Ian left devastating effects across • ArcGIS Server and AGOL the state of Florida.Mr.Ogden serves as a GIS Applications Manager and has authored Administration web applications using ESRI's web app builder and dashboard platforms to depict live Training/Certification debris pick-up locations and incident reporting.Of these,custom dashboards were • GISP-URISA created per client specification to meet the public needs both internally and Education externally. Florida State University GIS Applications Manager(July 2022-Present Master of Science,Geography, Ashbritt I USACE 2004 Mr. Ogden has initiated a Smartsheet/web application integration for real-time Louisiana State University property status updates.Additionally,he has introduced site assessment and tree tag Bachelor of Science,Geography, 1999 mapping automation techniques. GIS Applications Manager(April 2022- Present) CA,Office of Emergency Services Mr.Ogden has produced a toolset for boundary maps that aid in wildfire management for the Office of Emergency Services in California.This includes functions that calculate tree hazard status,provide buffer analysis,and generate parcel boundary maps. GIS Applications Manager(April 2022-August 2022) Harris County Mr.Ogden is responsible for automating day/night noise level reporting to include measurements to nearest roadways, railroads, airports, and managing map book production for debris zone map books. GIS Developer(June 2021-May 2022) NASA(Genex Systems) Mr. Ogden created an ArcGIS web app builder site that links data submitted for personnel to the reserved parking dataset by applying immediate calculation attribute rules developed using Arcade expressions in ArcGIS Pro. This application also incorporates validation attribute rules and smart editor rules to restrict editing capability and manage data content.This JSC Parking Application includes an editor, security viewer and viewer site, and replaces the existing parking management system. Resume Casey Ogden Assistant CTO and GIS Team Lead(Jan 2017-May 2017) Mr.Ogden automated Coastal Risk Rapid Assessment/Risk Footprint reports by utilizing ArcGIS Modelbuilder and Python scripts, turning a 3-hour process into a 1 minute runtime, and allowing the user the ability to enter an address and receive a comprehensive flood report for any address in the United States.Established various property specific tools that determine flood vulnerability by analyzing Parcels,Light Detection and Ranging (LIDAR),Tidal Gauges, Flood Zones(NFHL),and Storm Surge models(SLOSH).Product outputs include graphs,tables,and maps in a variety of formats,csv,excel,pdf,and images. GIS Manager(Nov 2015-Sept 2016) NAVY,NRJ(Capstone Corporation) Mr.Ogden assisted Navy Region Japan's Emergency Management Division by maintaining the 'One Clear Picture' GIS web application.Duties included providing training to military personnel on techniques to broadcast Emergency Incidents to the region and establishing links/feeds from Disaster Monitoring Agencies. GIS Specialist(Oct 2014-Oct 2015) NOAA,(Cyberdata Technologies) Mr.Ogden created and fully automated GIS tools that parse ASCII files to display Tropical Cyclone Rainfall and Hurricane Best Track operational products.The mapping product that he developed,and is now in production,is the Arrival of Tropical Storm Force Winds. GIS/Mobile Data Collection Manager(August 2012-June 2014) Cablevision Systems As GIS lead,Mr.Ogden managed contracts related to LIDAR and high-resolution aerial imagery in South Florida,Los Angeles, and New York.With this technology,he performed Equivalent Power Flux Density(EPFD)analysis of potential service towers and directed site survey efforts to determine possible interference with alternative Direct Broadcast Satellite (DBS) providers. Additionally,he was responsible for identifying serviceable homes based on line of sight/diffraction analysis and parcel/tax roll databases,which were the drivers for site selection,sales territory development and the mapping application utilized by door- to-door sales team.He also developed process to automate publishing of ArcGIS Server web services to report Wi-Fi antenna performance changes,as well as co-developed Wi-Fi coverage prediction tool to measure dB loss from access point to potential customer residences. Li TETRA TECH lb TETRA TECH Steve MacNeill Environmental Specialist EXPERIENCE SUMMARY YEARS OF Mr. MacNeill's responsibilities have included all field and management aspects of 35+ EXPERIENCE hazardous waste projects including fire debris cleanup, remedial investigations (RI), feasibility studies (FS), removal actions (RA), expanded site inspections (ESI), site Areas of Expertise inspections (SI), preliminary assessments (PA), site reassessments, hazard ranking Project/Program Management system packages (HRS), engineering evaluations and cost analyses (EE/CA) and Disaster Response/Debris Cleanup restoration efforts.Mr.MacNeill has prepared numerous Federal,State,and local grant Management applications totaling millions of dollars, has administered the grant funding for Grant Development/Management watershed groups and local conservation districts, and he has also served under and Administration contract to the State of Montana to review grant applications. Document Quality Control Mr. MacNeill's environmental experience includes soils, surface water, groundwater, Naturally Occurring Asbestos upland vegetation and wetlands related projects, phase I TMDL reporting and TMDL Assessments development, phase I and phase II environmental site assessments (ESA). He has prepared quality assurance project plans (QAPP),work plans,tank closure plans,and Watershed Management soil and groundwater sampling and analysis plans(SAP)and has served as the primary Stream Restoration/Fisheries author on hundreds of environmental documents and reports. His field work Enhancement experience includes geophysical investigations, multi-media environmental sample collection, UST removals, and installation of groundwater monitoring networks and TMDL Development water production wells. Clean Water Act Support Water Quality Assessment RELEVANT EXPERIENCE Hazardous Waste Investigation and Incident Commander(October 2021 -Present) Remediation CalRecycle I Northern and Central Fires(15 Counties in California) Key Training/Certifications In this capacity,Mr.MacNeill is responsible for overall direction of environmental and ICS 100,200,700,800 debris operations and staff performing site assessments, asbestos assessments and abatement, biological and archaeological assessments, debris and hazardous tree 40 Hour OSHA HAZWOPER removal,air monitoring operations,and confirmation soil sampling. Certification,1986 8 Hour OSHA Supervisor Training • Provides overall staffing and logistical guidance for the movement of crews and Course,1988 equipment between the 15 counties to provide CalRecycle with maximized efficiency of staff and resources 8 Hour OSHA Health and Safety • Responsible for implementation of strategy and tactics to meet incident objectives Refresher Course,2021 for assessment,monitoring,and completion of debris removal operations EPA Training,Bioremediation of • Provides coordination with debris contractor operational staff and management of Hazardous Waste Sites,1989 environmental issues resulting from debris removal operations and oversees day- EPA Groundwater Monitoring to-day interaction with the State Incident Management Team Training Course,1988 Environmental Branch Director(2018-2019) NRCS Training,Proper Functioning CalRecycle I Camp Fire Condition of Riparian-Wetland • Responsible for overall direction of environmental operations and staff performing Areas,2001 site assessments,asbestos assessments and abatement,air monitoring operations, Hansen Lotic Wetland Health and confirmation soil sampling Assessment Training,2002 • Responsible for coordination with debris operations staff and management of Environmental Monitoring and environmental issues resulting from debris removal operations,as well as day-to- Assessment Program(EMAP) day interaction with CalRecycle Operations and Planning staff training,2002 Education University of California at Davis,B.S. 1 Soil and Water Science,1985 Resume Steve MacNeill • Directed evaluation of over 600 commercial properties impacted by the Camp Fire for the potential to contain both California and Resource Conservation and Recovery Act(RCRA) hazardous waste, resulting in the evaluation of 113 parcels that required pre-removal profile sampling(of which 13 parcels were identified as containing RCRA hazardous waste and were transported to a Class 1 landfill) • Worked with the local County government to develop a protocol for the abandoned hand-dug wells and implemented the abandonment of 66 wells to alleviate physical hazards and to protect groundwater resources Environmental Branch Director(2017-2018) CalRecycle I Carr Fire • Responsible for overall direction of environmental operations and staff performing site assessments, asbestos assessments and abatement,air monitoring operations,and confirmation soil sampling • Oversaw the for day-to-day interaction with CalRecycle Operations and Planning staff,providing technical guidance, and updating CalRecycle on debris cleanup progress • Coordinated with the California Department of Fish and Wildlife to prepare stream crossing notifications for areas that were made inaccessible due to loss of bridges and for the identification and relocation of frogs prior to the construction of these crossings Senior Field Team Lead(2017) U.S.Army Corps of Engineers I Northern California Wildfire Response • Assessed,mapped,and documented more than 300 fire-impacted properties,including identification and flagging of major site utilities and hazards • Directed construction contractors during debris removal and site cleanup activities • Trained dozens of Tetra Tech and subcontracted responders in site documents, debris removal oversight, and confirmation of soil sampling protocols and documentation ADDITIONAL EXPERIENCE • Project Manager-Private Client I Superfund Site Waste Characterization,Recycling,and Disposal Project,Idaho • Project Manager-Private Client I Leaking Underground Storage Tank(UST)Investigation,Montana • Project Lead-Citizens Technical Environmental Committee(CTEC) I Butte Area/Silver Bow Creek and Montana Pole and Treating Plant Superfund Sites • Program Manager-CalTrans I Environmental Services • Field Investigator-U.S.Environmental Protection Agency I Region 9 Field Investigation Team(FIT)Contract • Project Scientist-U.S.Environmental Protection Agency U.S.Environmental Protection Agency • Team Manager-U.S.Environmental Protection Agency I Region 4-Reassessments and Preliminary HRS Scoring Packages • Field Team Leader-U.S.Navy I Comprehensive Long-Term Environmental Action Navy(CLEAN)Contract-Multiple Sites • Project Manager-U.S.Navy I Comprehensive Long-Term Environmental Action Navy(CLEAN)Contract-Multiple Sites • Program Manager-Montana Army National Guard I Environmental Services Contract • Environmental Site Assessor-Halliburton Energy Services • Field Team Leader-U.S.Department of Agriculture(APHIS) • Technical Reviewer-Private Car Rental Agency I U.S.,Europe,and Australia • Technical Reviewer-Private Financial Services Firm I U.S.and Canada • Grant Reviewer- Montana Department of Natural Resources and Conservation (DNRC), Reclamation and Development Grants Program(RDGP) • Lit TETRA TECH 2 TAB 3 : Approach and Methodology TETRA TECH Tab 3 I 1 3.1 Detailed Plan to Accomplish Required Services Project Understanding The City of Miami Beach is a coastal hub in Miami-Dade County,spanning just over 15 square miles as a home to more than 82,000 people.Situated on barrier islands between the Atlantic Ocean and Biscayne Bay,Miami Beach is susceptible to hurricanes and tropical storms.We have planned for a comprehensive approach to disaster debris monitoring to plan for,respond to,and recover from the potential of tidal flooding,hurricanes,and other disaster events.Our understanding extends to the City's critical role in regional tourism,accounting for over half of the visitors to Miami-Dade County,and the significance of timely recovery operations to support the City's rapid recovery. Tetra Tech has carefully reviewed the scope of work requested in the request for proposal (RFP)and can assure the City that we have the experience,understanding,and knowledge to successfully perform all aspects of the scope of work.We have been selected as an incumbent provider for disaster debris monitoring services for Miami Beach,and are grateful for the opportunity to continue our partnership.Tetra Tech implements a best practices approach to disaster debris monitoring when planning for and responding to debris-generating events.Our capabilities and methodology to drive a successful project for the City of Miami Beach include: QZ_1. 3 Continuous Coordination and Communication with City Officials and Stakeholders:A dedicated project management team will be appointed to coordinate with the City throughout the year, not just during times of activation. Immediate Response Capabilities:Tetra Tech has disaster recovery personnel and 22 OD offices throughout the state and utilizes an immediate response staffing and logistics plan that follows the Incident Command System (ICS) structure,allowing the City to return to the business of running day-to-day operations. • Focus on Hiring Locally:Tetra Tech focuses on hiring and training local residents, benefiting the local economy,and reducing mobilization and transportation costs. Project Transparency and Real-time Reporting:Our proprietary RecoveryTracTM automated debris management system (ADMS)technology, provides detailed reporting systems and mapping capabilities that are available in real-time to the City and tailored to the City's data needs. la Maximum Reimbursement for the City:Tetra Tech's stringent quality assurance —se program and adherence to reimbursement agency requirements for eligibility, — documentation,and reimbursement that will help the City receive and retain the —`e maximum reimbursement allowed following a disaster. ii- TETRA TECH Tab 3 2 3.2 Detailed Plan for Operating Debris Monitoring Projects RecoveryTrnc' Automated Debris Management System .- • ® 0 1 l i. < • 1 R l Our team has spent years on research and development to streamline the debris collection documentation process, with a focus on minimizing the cost to our clients while improving the visibility of debris project operations. RecoveryTracT" ; ADMS is the result of these efforts.RecoveryTracT"ADMS is a scalable and fully featured disaster management application designed to address the operational challenges faced during a disaster recovery project. Our proprietary RecoveryTracT"ADMS technology was validated by the U.S.Army Corps of Engineers(USACE)in 2015 and again in 2023. The system provides real-time collection of data and offers multiple solutions to data management,reporting,invoice reconciliation,and project controls that cannot be achieved with a paper-based program. Tetra Tech has implemented RecoveryTracT"ADMS technology on our last 200 FEMA PA-eligible projects.On these projects,our clients and FEMA found this state-of-the-art technology to increase efficiency and improve the management of debris removal efforts. Tetra Tech's RecoveryTracT"ADMS system is regarded as the#1 debris tracking system in the industry for the following reasons: • Most Broadly Tested ADMS in the Industry—RecoveryTracT"ADMS is a proven system that has been used to execute the largest USACE activations involving ADMS technology,including the State of California NORCAL Fire response and the State of Georgia Hurricane Michael statewide activations. During simultaneous response to Hurricanes Harvey and Irma in 2017, Tetra Tech deployed approximately 6,000 ADMS devices to collect and manage data for over 100 projects. No other system has tracked and documented as much debris as RecoveryTracT". • Stable and Secure ADMS System — RecoveryTracT"ADMS is the industry leader in secure data systems.The RecoveryTracT"system is securely hosted in the Microsoft Azure Government high-availability,cloud-based data center with restricted access and transaction-level auditing. The database is continually backed up and immediately replicated to an off-site location. The database is geospatially based and is maintained and synchronized with the reporting database in near real-time to maximize system performance,availability,and security. • Unmatched Flexibility to Meet the Needs of Any Client—The system is designed to be fully customizable and allows for multiple data collection methods to streamline the debris collection documentation process with a focus on minimizing the cost to our clients and improving the visibility and transparency of debris project operations. • Unrestricted by Hardware — Because RecoveryTracT" ADMS utilizes readily available hardware, there are no restrictions to the amount of ADMS units our team can provide.Our team stocks thousands of units and can expand to fit any client's needs,including multiple simultaneous activations. rib]TETRA TECH Tab 3 ;3 Benefits of RecoveryTraci' ADMS RecoveryTrac''ADMS Key Facts Ability to Respond. Combined with the on-hand inventory of thousands of handheld devices and the ability to rapidly procure • Owned and operated by Tetra Tech additional equipment through preferred vendor relationships,the City • Thousands of mobile units on-hand and can rely on our mobilization strategy for zero-day activations in disasters ready for state-wide multi-district covering large areas with little or no-notice. The on-hand inventory mobilizations can be on-site and ready to use within 24 hours of a notice to • Meets USACE specifications for proceed,and additional needs can be met quickly(in most cases, 72 electronic debris monitoring handhelds hours or less). • Real-time situation awareness of field Simple and Intuitive.A key foundation of our mobilization strategy is resources and efficient direction to the ability to quickly hire and train local residents and begin debris support priorities • removal operations.The mobile application is simple to understand and Real time GIS web services for EOC intuitive, allowing most users to begin using the device once the information and visualization systems standard monitor training is completed. • Capable of collecting data regardless of cellular service Cost-Effective. RecoveryTrac'" ADMS combines the advantage of • Automated photograph and GPS automation and the desire of our customers to control costs by utilizing capture widely available commercial equipment and increasing the simplicity of • Provides reports and pass map tracking operations. in real-time Reliable and Stable. Based on the Android operating system, • Minimizes chance of fraud through real- RecoveryTrac' ADMS is secure and reliable. This minimizes the time monitoring interruptions in field operations due to technical difficulties and reduces • Minimizes data entry and human error the number of support personnel required to maintain the system. • Expedites invoice reconciliation Technical Support. RecoveryTrac' ADMS is designed to be self- repairing when possible; most support needs are resolved by field supervisors who are able to reach field monitors within 15-30 minutes in most cases. In addition,we have dedicated technicians at disposal sites and provide a field service center to maintain and repair equipment. Truck Tracking.Our system is capable of providing real-time location data for debris hauler assets.This translates into the ability to manage assets to those hardest hit locations or distribute assets more evenly based on issues such as first-pass completion,traffic patterns,and hot spots. Real-Time,Customized Reporting.The key to successful management of a debris project is the timely availability of relevant information needed to make sound decisions and respond to anomalies before they become issues.Our powerful reporting engine allows the user to monitor contractor performance,track damages,track street-by-street debris removal progress, and identify and resolve potential problems as they happen. The geospatial reporting systems within RecoveryTrac''provide real-time information that raises the bar for post-disaster project management. Ili- TETRA TECH Tab 3 4 The RecoveryTracTt Process The steps of the RecoveryTrac'"ADMS process are as follows: 1. TRUCK CERTIFICATION 2. COLLECTION MONITORING I Debris hauler trucks ar cer f`ec,' field monitors scan the truck r rn t ndhc Id devi e'.A c er titivation form to open a control certification form is printed vithibillir Al ticket,and record waypoirtts as the 1, unique bar coca,and provided rail k truck is loaded. S. DISPOSAL SITE RECEIVING ,o, 0 '4, to the duvet and debris site;to ver monitor. 4. LOAD TICKET DATA 40 A i he control ticket is given to the 111911 ' y driver and taken to the JMS,where i i As the truck proceeds eeds to the S 1 t IC�1 it is scanned by the site monitor.I he ► 41101, disposal site,collection data is i al site monitor confirms truck,debris uploaded to the server,and type,and renters the!cad call. utaizino Look Ahead,the ticket n1"�l information is sent to the i ON.,0 rl nc late i before the ,.,•. ii te_, 3. LOAD TICKET CREATION S at truck arrives. Once the hock is full,the monitor 4 if tt'` selects the deb is type,and scans , cs,..„, the control ticket to assign a load nurntv. r ifli e ,, "� 6. DISPOSAL DATA UPLOAD Ih,. Ji Res I iir i,et I>t nt l I tr,tr data is uploaded to the Svstem, where it can tie utitiled for real time reporting. Even when there is no cellular connection,the handheld devices continue to operate in connected mode;however,the data is stored on the device until a data connection is restored.The device periodically searches for this connection,and when services are device automatically uploads the stored ticket data. CTETRA TECH Toh ?. 15 RecoveryTracT" ADMS Features Tetra Tech brings significant experience and understanding in the Our operational and data experience with design and build of disaster debris removal data management disaster debris monitoring, combined with systems that offer data collection, storage, sharing, analysis, and the best GIS and data professionals in the reporting. industry,results in top-shelf solutions to the Because of our previous experience,we have several ready-to- most complicated data and tracking use components already built and ready to deploy. These needs. components can be quickly repurposed saving time and cost while ensuring field work starts quickly.Some examples of these existing capabilities and tools include: Services: • RTiRecoveryTrac Debri<AuditData RTZ020(FeatureServer) • RTiRecoveryTrac DebrisAuditData RT2020(MapServer) • RT'RecoveryTrec DebriaRemava Data RT 2020(FeatureServer) • RTiRecoveryTrac DebrisRemovaiData RT2020(MapServer) Industry-standard ArcGIS Feature Services delivers ▪ ZT,Recovery7rac. MvnitcrLocations ri(MapServer) • R77121'2018 ProjectBoundaryData vl(FeatureServer) RecoveryTracv ADMS data and serves as foundational • RT/RT2018 ProjeatamrderyData vi(MapServer) building block for the applications. • RT/M.2018 ProjectZoneData vl(FeatureServer) • RT?RT2018 ProjectZoneData vi(MapServer) • RTJRT2018 SlteObservationslncidentData vi(FeatureServer) • RT?RT2018 SiteObservationslncidenttata vl(MapServer) • RTrRT2020 ProjectZoneData vi(FeatureServer) • RTIRT2020 ProjectZoneData (MapServer) Initial Work Surveys document results of initial •:a,.,. „, ,,,„ surveys to quickly collect,display,and summarize data into actionable operations planning. This data, including photographs, can be used to organize and deploy resources to improve speed and efficiency of ,� a,u the operation. CI as Work lists and optimized routes can be generated by • the RecoveryTracm system.As the routes are completed, the locations are marked complete. 'rt TETRA TECH Tdk1 H 6 The Driving Distance Analysis tool is used to ta calculate estimated distance and drive time based on the existing road network.This planning tool is used as , a parameter to design the shortest route, work list planning,and other operational factors. Legend 2J Mlle Radius t. The Standardized ROW Grid Index layout is available '- in several formats,including GIS Mapping applications, ' mobile data collection apps,and hard copy maps. r - Map segment areas are configurable for size and allow attribute modification for tasks, including contractor, -- quality,and safety review tasks. /-�, • ;, An automation tool built to validate routes taken to TDSRS/TDMS. When a vehicle enters a checkpoint �e buffer area,the position record is annotated as passing the checkpoint.Route maps can be created,along with custom reporting as specified by operational requirements. Legend ••'. • Check Pont • Truck Route Check Pant Butter Fleet tracking data provides complete route Legend • *ma aow: information.The data can be made available to show �.ao,.Mau*. live tracking or view route history. Transportation analysis services are available, or data exports can be provided for City of Miami Beach requests. UTETRA TECH Tab 3 j 7 3.3 Plan for Operations Management Project Management Principles Tetra Tech's project management principles include five critical pillars: transparency, resources, compliance, efficiency,and mitigation. Transparency:Maintaining visibility of the project's contractual scope,prioritization,schedule,budget,and cost areas. Real-time data sharing creates a common operating platform and allows the City,its debris removal contractors,and our team to access the same accurate information,which markedly improves their ability to execute efficiently. Resources: Ensuring availability and proper distribution of staff and equipment. We are committed to providing a consistent and coordinated project team We have never failed to respond to a client,regardless of the size of to perform the scope of work upon activation. the project. Our resources include the largest pool of qualified Our project team will dedicate themselves to environmental and disaster recovery professionals in the nation. the City's needs throughout the year,not just during times of activation. Compliance: Maximizing reimbursement funding as well as documenting and managing potential issues. Tetra Tech's RecoveryTrac""ADMS enables consistency,efficiency,and compliance in the documentation process.Tetra Tech field teams strictly adhere to funding agency requirements with up-to-the-minute awareness of changes in legislation, in-process quality controls, and guidance from our leadership team. As a result, the City benefits from maximum potential for reimbursement. Efficiency:Keeping pace with scheduled goals and milestones throughout project work. We maintain the industry's largest staff of disaster professionals to facilitate immediate mobilization.RecoveryTracrm ADMS reports real-time data,and our QA/QC team checks documentation as work is being completed.The City will have real- time access to data and can geospatially visualize work activities, whether in our system or as an export to your own system. Throughout project execution, Tetra Tech project managers monitor and adhere to project timelines and milestones to ensure pace with the City's expectations. Mitigation:Identifying risks, managing the project risk matrix,and documenting risks encountered. Tetra Tech provides a unique understanding of the various critical functions of debris monitoring(project management, environmental,logistics,data,grant management,etc.).This experience allows our team members to proactively identify risks,appropriately develop and document mitigation measures,and continually improve. UTETRA TECH Tab 3 8 Mobilization Response Timeline Based on Tetra Tech's understanding of the City of Miami Beach and their needs,we I have developed a draft mobilization schedule with key project management tasks in ( 4i1Pre-Event Planning chronological order.The timeline is based on a typical activation;however,Tetra Tech \-->_ is prepared to work with the City to adjust the timing of the specific elements below 20 Incident Planning meet the City's needs. Prior to an event with warning(such as a hurricane),our team will begin monitoring 3 1 id the landfall of any tropical system at H-96 and will coordinate via conference call with Execution the City.Following an event without warning(such as tornadoes or flooding),Tetra 4 Tech will begin response at H-0. l\, ' E pJect Closeout Operational Response Timeline for Debris-Generating Events Time Task Deliverables/Milestones re-went .i n�in Pre-event Meet with the City to • Conduct annual pre-event meeting with the City and debris contractor (normal review plans and • Review the City's disaster recovery contracts for FEMA compliance conditions) documents • Update critical documents and files,including any GIS files • Contact the City and initiate daily conference call H 96 Review capabilities and • Determine resource requirements from debris model resources • Review the City's emergency policies and contracts • Establish contact with the City's debris hauler and ensure Tetra Tech has the most up to date cop of the debris hauler contract • Review possible critical areas of concern,hospitals,major transit systems,historic districts,environmental issues,and critical infrastructure H-72 Execute responsibilities • Review protocols for private property,gated communities,and public drop-off sites and activate contracts • Review TDMS locations and follow up with the State on permitting procedures • Estimate equipment requirements and TDMS capacity to haul and stage debris • Prepare ADMS technology for mobilization • Conduct regular meetings with City staff as requested • Confirm staging location and begin mobilization of resources H-48 Monitor storm track • Mobilize project assets and begin base camp coordination and logistics(food,water, and continue housing,etc.)with the City and Tetra Tech headquarters(if necessary) preparations • Review list of priority roads and the operational plan • Obtain GIS files for municipalities that the City will assist with debris removal • Continue to update and gather updates from the City's debris hauler • Save all critical documents and files to the network drive,USB drive,and laptop hard drive H-24 Prepare final reports • Certify emergency road clearance equipment(in coordination with the City's debris hauler) • Determine emergency road clearance priorities H-0 ARRIVAL OF NOTICE EVENT/INITIATE RESPONSE TO NO-NOTICE EVENT • Receive notice to proceed with not to exceed • Begin emergency push • Maintain time and materials(T&M)logs for push equipment H+24 Emergency push • Coordinate with the City to conduct preliminary damage assessments and road closures(if requested) • Supervisors report to pre-designated locations and prep staff on project • Begin establishing ADMS infrastructure TETRA TECH 9 Time Task Deliverables/Milestones • Begin recruiting and training monitors,project coordinators,and data staff • Initiate opening of TDMS locations • Follow up with State-level environmental regulations on debris permits(if required) • Work with the City to establish public information protocols to respond to concerns and comments • Continue emergency push H+48 Emergency push/ • Continue preliminary damage assessment damage assessment • Develop debris cost estimate required for presidential disaster declaration • Develop operational plan for disaster-specific issues • Refine health and safety plan for disaster-specific issues • Begin hauling truck certification Disaster debris vehicle • Install ADMS tower monitor infrastructure H+72 certification/ • Train monitors on policies,ADMS,and safety site preparation • Open public drop-off sites as requested • Assign monitors to trucks H+96 Begin debris collection • Assign supervisors to monitors monitoring • Hold morning and afternoon meeting with City staff and debris hauler • Implement QA/QC procedures • Continue ROW collection • Address household hazardous waste(HHW)issues(if critical) Right-of-way(ROW) • Issue daily reports/GIS maps Week 1+ debris collection • Hold daily meetings with the City,hauler,and/or State/FEMA as required monitoring • Staff citizens debris management hotline(if requested) • Define supplemental programs required(private roads,HHW)and prepare eligibility request • Provide ADMS reports and real-time monitoring access Week 1+ Data management and • Establish client GeoPortal to provide insight into project progress invoice reconciliation • Review truck metrics provided by RecoveryTrac""ADMS • Initiate weekly reconciliation • Initial payment recommendations with retainage Reimbursement • Prepare damage/cost estimates Week 1+ support/grant • Compile supporting documentation(debris permits,debris contracts,etc.) administration(FEMA, • Liaise with local FEMA region officers,state-level emergency management NRCS) representatives,U.S.Army Corps of Engineers(USACE),etc. • Waterway debris removal • Private property debris removal(PPDR) • Public drop-off sites Week 2+ Special projects(if • HHW required) • Mud/silt/sand removal(from storm drains,ditches,etc.) • Identify areas of operational concern and make disaster-specific recommendations to FEMA to improve efficiency • Facilitate kickoff meetings with primary stakeholders Financial recovery • Draft a PA work plan Week 3+ assistance staff • Conclude/review preliminary damage assessments engaged(if requested) • Gather documentation for project worksheet(PW)development • Identify opportunities for mitigation • Conduct site visits • Final reconciliation • Retainage release • Release hard copy files Project Document • Provide electronic database completion turnover/closeout • Assist with PW development • Assist the City with long-term reimbursement • Audit assistance • Appeal support if necessary CTETRA TECH Tab 3 1 10 Safety and Health Standards Tetra Tech's employees are the foundation of our business and protecting them at all work sites is our highest priority. The company subscribes to the philosophy that all occupational incidents can be SAFE BY prevented and that no incident is treated as an acceptable event when we execute our work.To achieve CHOICE this,the company's health and safety processes are a vital and integral part of our work. flx.$� .. Health and safety addressed in our operations and management systems is supported by strong leadership.Tetra Tech's leaders understand their responsibility and accountability to plan for safety and to ensure that safety measures are implemented. Preventing incidents also relies on a management system that regularly evaluates performance and identifies necessary adjustments to target continual improvement. The principal objectives of our program are codified in our written health and safety policy,which is endorsed and regularly monitored by the highest levels of our management team. Industry Metrics for 2023 Health and Safety Performance 0.54 0.24 0.08 US Experience Modification Rate 2022 Enterprise-Wide Total 2022 Enterprise-Wide Lost Workday (EMR) average industry workers` Recordable Injury Rate(TRIR) Incident Rate(LWDIR) compensation claims Tetra Tech is committed to workplace safety.As such,a project-specific health and safety plan will be developed for the scope of work. Field staff assigned to the project will be trained on the health and safety plan.Additionally,our project managers have completed the Occupational Safety and Health Administration (OSHA) Disaster Site Worker course and have their 10-hour Construction Safety Certification. 3.4 Temporary Debris Management Site Monitoring Tetra Tech has industry-leading experience assisting local and state governments with locating and permitting TDMS before a disaster event as well as post-disaster.Based on State environmental agency guidelines,TDMS typically require baseline soil testing before use.Following the completion of work at the TDMS,the baseline soil testing is used to verify site remediation is .vs.4, complete. As TDMS are activated,Tetra Tech will provide a minimum of two disposal monitors per site,which may scale depending on site layout and operational needs. The disposal monitors will verify that the debris contractor passes - "` through the TDMS and will verify accurate and complete documentation. Y,t ' Several daily audits will be performed by project managers and supervisors to verify that load call data is consistent and accurate.Documentation kept by Tetra Tech TDMS disposal monitors includes: • Load Ticket.Documents that debris removal complies with all FEMA requirements. • Disposal Monitor Log.Used as backup documentation as required by FEMA. • Scale Manifest Tickets.For weight-based debris hauling contracts,Tetra Tech will digitize and catalog scale tickets. • Incident Report.Tetra Tech will document property damage,arguments,unsafe practices,and injuries. • Photographic Documentation. Tetra Tech disposal supervisors will photograph a TDMS frequently to create a visual timeline of the site. • QA/QC of Field Tickets. Disposal monitors review and verify collection monitors'work in the field. OTETRA TECH Tab 3 j 11 Load Call Estimate Examples 1.11111111111.1111 Example A. The mounded portion of the load offsets the A � � I areas where the load drops below the fill line. Because the " load includes light and medium debris,the load percentage estimate is 45 percent. B Example B. The mounded portion of the load offsets the areas where the load drops below the fill line. Because the load includes light and medium debris,the load percentage estimate is 70 percent. Example C.The mounded portion at the front of the load offsets the area in the back where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 85 percent. 1 Example D. The mounded portion of the load offsets the areas where the load drops below the fill line. Because the load includes light and medium debris,the load percentage estimate is 95 percent Residential Drop-Off Sites Residential drop-off sites can be beneficial by allowing residents to address disaster debris on their property.However,to be eligible by FEMA,the City must verify that only their residents are using the drop-off site and prevent commercial debris contractors from disposing of debris at the residential drop-off site.Tetra Tech can assist the City in monitoring residential drop-off sites and verifying City of Miami Beach residence before a resident unloads debris at the site. Right-of-Way Collection Reporting Our RecoveryTrae"ADMS technology allows the City to view debris collection points,truck locations,monitor locations, damage,incidents,and daily metrics at any given time.The additional geospatial reporting capabilities are made possible through the Tetra Tech approach to field monitoring. At each debris collection point,the field collection monitor marks the waypoint or location of the debris pile to collect GPS coordinates.The map on the following page displays the waypoints associated with each collection ticket issued in the field.The waypoint collection report is updated in real time and can be filtered by date. 'It TETRA TECH 12 Waypoint Collection/Hazardous Tree Maps . . .... . ....... orvEstes x easawAS+Mbxw. ^Y:k �' ('R. TETRA TECH Tab 3 1 13 An additional feature of our ADMS technology is that each handheld device reports back the location of the device regularly.By leveraging this location information,Tetra Tech can view monitor locations and truck locations in real time, as demonstrated below. Truck Locations Legei Trutklocabons • emlea E, { P n K.viWf! y..z Y "'£7T Stumps and Leaners/Hangers Guidance established by FEMA requires supporting photo documentation for each ticket issued for hazardous tree or hanger removal services.The previous standard for monitoring firms was to take supporting photographs with a digital camera and manually associate the photos to each tree ticket.Tetra Tech utilizes ADMS technology to automatically associate photographs for all hazardous tree and hanger removal operations,which eliminates the potentially extensive labor associated with this task. Additionally, our ADMS technology and software are designed to manage photo documentation by compressing and securely storing photos for field validations and audits in real-time.The ability to associate photo documentation to unit rate tickets is critical for FEMA reimbursement,QA/QC,and fraud deterrence. < G'9�•'°444., ,1,i TETRA TECH Tab 3114 As work in the field is completed,the information and supporting photos are uploaded directly to our database for QA/QC checks.A QA/QC manager verifies that the photographs comply with FEMA regulations and that all measurements meet the City's contractual agreement with the contractor. Hazardous Tree Mobile Suite -- A.,ea N a�6 I ' Real-Time Ticket Report Iwn»7rrciroden Summary ReaaL weman;o.r.e '®. ¢�'�z Unit FeieiliAet •x $1g Ibckel k9ortnahor• C?Y OF lYN4 r1AkE4 Nashv H.NUFOC/JtE MKYJEL CoNtacto 45.6iTf Ti.R S:TbC.4EAC :ERS-4n639F50 -,..4LATil4tl COLLkfi Hazard Inl,rmz'an aaa rme' M.L'W±LKX,S WSGERS FEW Yh C,'.q.a14X+o- 17 BP.f1kOa0 CRQe M!AD !AD ihn Can[ Tme [Y'64CiE sC'3:RY. Erar;me +�6sYe;cs:04/ t cLLv w,rcrEv;raa,dn CTETRA TECH Tab 3 115 �� -40 Spotlight on: Historic Preservation `.� i`�',. -. 4~, 1 -. With Miami Beach's rich history, including the iconic - i . Art Deco Historic District,we appreciate the need to :- _ _ _ --..4 balance recovery with preservation.As we propose ouri. F \� i\\ !\`\ services for disaster debris monitoring, we are :,, 1 committed to aligning our approach with the city's , r -' e.r Ar �'� :-,�` i 4 8 [ M f �'��/ 4'KE A 1 historical and environmental considerations. s � t Iiiiii)i y „ 1 Understanding the importance of the Art Deco , t, 1.! architecture and the efforts to protect historic -It ti,p, *� buildings, we aim to contribute to the City's resilience "` '" by seamlessly integrating our disaster recovery efforts � i �. + with the broader context of Miami Beach's unique �� identity and ongoing preservation initiatives. ,.,,, , ,- , :_______, �� °`• �� %�, A �...,,,,,,,, --.: ....7,/,,,,,is +� m ,:, , . ----- Unit Rate Ticket Geoportal Report As monitors complete unit rate tickets for hazardous trees or hangers,their locations are logged and collected.The map below displays locations where hazardous tree or hanger removals were documented in the field.Clicking on the marker allows the user to review the data and photos collected by the field monitor (see example below).The unit rate ticket report is updated in real-time. Unit Rate Ticket Map It City of Westlake,LA e«, �i,� m +yam b i R * k 4, t" jY r - v .] ; : #'it,♦ . 4 . V i V♦ b G ti-0V 4.4 }, 4 44®0 4 ..♦ '.. , ..,,,.n A. f 5 4 4 L tt-o:n s {l x 't to 41,4401 ej • 4 id' * a 2 a4 *47 S .* t b 14 i * M .• . CTETRA TECH Tab 3 116 3.5 Experience in Disaster Projects and Implementation Strategies As Section 2 of our proposal demonstrates,Tetra Tech has performed more debris monitoring services in the State of Florida than any other firm.For the City of Miami Beach,this means that the City will be partnered with a team that has extensive expertise and first-hand experience in the response and recovery to disasters in Florida. From our project manager,Wade Greene,who brings 6 years of experience to the table,to our Senior Management Team,all of whom live in the State,Tetra Tech is prepared to support the City and its unique needs. The following highlights showcase our work in Florida.,which aligns closely with the potential needs of the City of Miami Beach.In Section 1.2,Minimum Qualifications Requirements,we provide evidence of our successful execution of projects with similar scopes. c i s x, t 4 . u r Trap Bag Installations in Volusia County: To mitigate further shoreline erosion and improve the elevation following the loss of sand,Tetra Tech installed Trap ,!- • Bags along the coast in Volusia County following Hurricanes t � 'la and Nicole. 00 ' , Vessel and Vehicle Recovery in Escambia County and " ,w 1 Monroe County: MOis Following Hurricane Wilma,Tetra Tech recovered 450 vessels mi `�1fi' ' ,, �� , i `, and vehicles that were damaged and wrecked during the ,: i yy�` i .- , ` storm. . F , '' FDEP Parks and Waterways Cleanup and Recovery: Following Hurricane Idalia, Tetra Tech participated in the cleanup of the waterways and parks in several counties in the � Big Bend.As the City of Miami Beach has more than 40 parks - w and facilities that the public enjoys, Tetra Tech would be '', ' ., ; N prepared and ready to support the cleanup of these public locations. V i A �r ( b TETRA TECH Tab 3 117 3.6 Collaboration with the City Tetra Tech is fully committed to providing the City of Miami Beach with the response and recovery resources that they need,when they need it,every time.Tetra Tech commits to providing the City with a dedicated local project manager,dedicated operational team,preseason preparedness and planning assistance,industry-leading data systems.Tetra Tech understands the importance of accessibility,availability,and effective communication throughout the duration of the Agreement. We prioritize open and consistent communication with our clients,and commit to providing the City of Miami Beach with the following: 1. Accessibility and Availability for Meetings and General Communications:We are committed to being accessible and available for meetings, general communications, coordination, and supervision. Our project manager and operational team will maintain regular communication channels with the City.We will promptly respond to inquiries, provide progress updates,and address any concerns or issues that may arise. 2. Attendance at Pre-Scheduled Meetings:To physically attend pre-scheduled meetings,our dedicated local project manager will make the necessary arrangements to be present. We understand the importance of face-to-face interactions and will prioritize attending meetings in person. 3. Ensuring Accessibility and Availability During the Term of the Agreement: Throughout the term of the agreement,we will establish clear lines of communication and maintain accessibility.Our project manager and project team will be available to address any urgent matters or provide updates promptly.We will ensure that communication channels are open and responsive, utilizing various means such as email, phone calls, and project management software. To maintain a high level of accessibility and responsiveness,we will establish mutually agreed-upon response times for communication,ensuring that inquiries or requests are acknowledged and addressed within specified timeframes. 3.7 Communication Plan We recognize the critical importance of communication during emergency response activities. To facilitate efficient communication with response teams,we will establish the following channels: • Dedicated Contacts:We have designated points of contact within our management team who will liaise directly with the City's designated representatives, including Project Management, relevant agencies,contractors, and the entirety of our Senior Management team. • Regular Updates:We will provide regular updates on the progress of response activities. • 24/7 Communication:We will maintain 24/7 communication capabilities to ensure constant availability in case of emergencies or urgent inquiries. • Communication Protocols:We have pre-established communication protocols that account for different disaster scenarios. These protocols outline the chain of command, reporting structures, and communication frequencies, ensuring that information flows efficiently and effectively in rapidly changing situations.We will develop and share detailed City-specific communication protocols to ensure that all parties are aware of how and when information will be exchanged. CTETRA TECH Tab 3' 18 Implementing Communication Protocols We understand that standard communication methods are often compromised during the initial response period of emergency and disaster events, and have implemented a comprehensive communication plan to address these challenges: Redundancy and Backup Emergency Response Mobile Command Centers Systems Protocols We maintain mobile command Recognizing that standard Our communication plan includes centers equipped with communication infrastructure can well-defined emergency response communication capabilities that be vulnerable during disasters,we protocols that are activated when can be deployed to disaster- have integrated redundancy and disaster scenarios disrupt standard affected areas.These units serve as backup communication systems, channels.These protocols central hubs for coordinating including alternative methods such establish alternative personnel and relaying information as satellite and mobile communication routes and between the field and management communication units.These backup prioritize information sharing teams.They are equipped with systems help our teams maintain critical to the safety and high-capacity communication communication even when effectiveness of debris monitoring equipment to support traditional means are compromised. operations. communication transmissions. Cross Training and Resilient Collaboration with Local Teams Authorities Regular Testing and Drills Our personnel are cross trained in C)ollabora:ion'e'.'iih local various communication methods To validate the effectiveness of our and equipped multipleauthorilies,including emergenc;: q pped with communication channels,we management arterir.es,la.�: communication devices to ensure - conduct regular testing and drills adaptability in disaster scenarios_ enforcement,and disaster simulating emergency scenarios. This training includes satellite phone response teams,is a key These exercises help identify e and communication through component of our usag e g potential weaknesses and refine communication plan_We mobile apps that function offline. our emergency response strategies Tetra Tech's resilient teams are coordinate closely with these to ensure seamless capable of self sufficient entities to leverage their communication during communication. communication resources and emergencies expertise in crisis sitnations By taking these measures,we aim to establish robust and adaptable communication channels that can withstand the challenges posed by emergency or disaster scenarios.Our commitment is to maintain transparency,timely updates,and effective communication to ensure the success of emergency and disaster response services, even when standard communication may be compromised. Puolic Information Tetra Tech is prepared to assist with developing a means for the City to manage inquiries from residents regarding the debris removal process.Tetra Tech has staffed debris hotlines for some of the largest disasters that have impacted the United States and can help the City establish and staff a debris hotline(including supplying equipment,phone lines,etc.) to respond to public inquiries and concerns. Ni. TETRA TECH Tab 3 119 Public information for debris operations should focus on two components:safety for handling debris and proper set-out procedures.Many hurricane-related injuries and deaths occur after the incident because citizens do not safely address disaster damage and debris.Some of these deaths and injuries could be avoided if residents were provided timely information on how to safely address disaster-related damage to their homes. Public information for residents should include safety precautions for assessing their damaged homes and operating dangerous equipment to remove debris.In addition to safety instructions, proper set-out procedures are critical to ensure that the City can maximize recycling opportunities,reduce impacts to landfill capacity,and maintain efficient debris removal operations. Public information should include instructions for residents to properly separate their debris streams such as HHW,electric waste, construction and demolition debris, vegetative debris, and white goods. Public information should provide residents with specific instructions for separating and bundling their debris and include any information for citizen drop- off locations. Public messages must meet the needs of the community to ensure all populations receive and understand critical information in a culturally appropriate and effective manner.Tetra Tech will coordinate with the City's public information officer to ensure the correct information regarding debris operations is provided to the public in a format that is accessible to the City's diverse population,in a language all can understand. Call Center Operations Emergency events place tremendous stress on public information centers.Tetra Tech routinely provides call center operations to our clients following natural disaster events.We can deploy a remote call center with trained staff if needed by the City.With our experienced team and advanced technical infrastructure,Tetra Tech can quickly assess needs and provide an end-to-end solution that includes a ' communications plan, toll-free numbers, operator staffing, call documentation, • m_, and reporting.Providing this service allows our clients to focus on the problems at w, hand while staying connected and responsive to the community's need for ' information.Tetra Tech has provided these services to communities impacted by some of the worst disasters of our time. "" Tetra Tech successfully operated a call center for Harris County OHSEM following le ii* i, Hurricane Harvey in 2017 and stood it up within 24 hours of a Notice to Prt .d w�,riTi ,N ,,,, We have also provided this service to Osceola and Polk County, FL foll.! ng Hurricane Irma;and the City of Houston,City of Galveston,Galveston County,and Montgomery County,TX following Hurricane Ike. CTETRA TECH ,IL_ 120 Public Outreach In situations where power and Internet access are unavailable,traditional methods prove effective.Distributing flyers has been a successful approach,particularly at Points of Distribution(PODs)and partnering businesses such as home repair stores and grocery stores that resume operations after a severe event.In rural areas,the American Red Cross often includes flyers with each hot meal distributed. Additionally, providing flyers to first responders during their morning meeting muster in the initial busy days of an event(including fire,law enforcement,and emergency medical services)enables them to pass them on to individuals they encounter.To enhance visibility and prevent outdated information,it is advisable to print the flyers on brightly colored paper and change the color daily.This way,outdated flyers can be easily identified and replaced with current ones when posted on business doors. Public Information Campaigns Separating Your Debris DEBRIS SEPARATION Sephn a debris into the six cateqooes shown below. Debris shoUd be pbadcurtsIde,wftlnutbnclingthe roadwayos storm drains.', DO NOT STAG,OR LEAN � P{atinp debris near or on trees,poles,or other structures makes KKUP 3,.. removal difficult.This includes fire hydrants and meters NO P UNSURE WHERE TO PLACE DEBRIS? ZONE r,i If you don't harm asidewatcditch.orutilltyline es front of your debris pny •Ai horse place deb is et the edge of your property loin the curb R1dCfd$Olri ,. ,.� thesideualf ir•� <s ., profyertY l L °. .-, e: �� Y not be err11 , -11112 q• i® a.asx+aa io _ 4S+ :..xr• •• tNry sabr anti xo{ 1 n inr+4 ) a• i�/`] _ K_„_ # oepunhCEta ,ia it P,fl*Otiaar Ctn"'�'t!M fr, •" wenaE 5314D•, ,tMh CbBrf.A4n•-,s,iC.e**s.T Wl.ruif.v=n* �Ry'• NrcmdiNavre ,x••.,.r '. 9 .Odwdrns fNa'Y. iseVxMt • ' ... '• VEGd WIVE CO ere s ..asking matendl; Faezers tryx Ma rotpsa t e rpsr .Xefng�aat s 'asa nap.0Rar..b105'so xwoni.N,+a« Normal Wambold l.90 •O'y'a'e -.gas bot Trash h aEh •lays .wahert dryers t bracta tCQ N vex Yew aatx,o gea i NY} N IO bO55ld Ti..b 'timber :.Wooer beam ' i?St-.Xl b t atk'a s'*.tT vcwwWin::�rflw sa rc«.xar sw.• y„w ar„4 alai Trce Mndw pb,nboes deters of are iCW wN �P�m,6xg s3?i n,.++Ira. MA to pkked lit With 71 �r ct.t}Btlr:AU tlr AsknA ijeM O Or E ae%•4L11Unbnl:i!4Y r�• 1.aw:a.rr d r.o„•e•rrwv 1 folios vw nasr>d ybt{ayPrF0000 confer+ srtnrdmi.. i ‘% J I rr 2,378 3' 4,✓ {=; l.Oags Completed \ I ° Flyer detailing debris separation and placement guidance for residents. �-t f tt 11 te tr i' I L,i -_- - ...OP•�itjl�', a,Car.{4s}.a Whrr.bv4Ptau wi.�re Are Owe4ll Ye�ysfaate 's on Cra..ae ♦ata • rya eras rsrsr E xr 'T� btr u.srrvrax WrH uP+ • • i Q b) Public-facing website detailing r= collection information,debris removal Who do I call for more information? status,and more. CTETRA TECH Tab 3 121 3.8 Compliance with Environmental Regulations Tetra Tech has broad-based expertise with hazardous materials and waste management and compliance assurance spanning more than 30 years for both private and public-sector clients.We have a proven record of helping customers address National Environmental Policy Act compliance, Comprehensive Environmental Response, Compensation, and Liability Act(CERCLA)/Superfund Amendments and Reauthorization Act,Resource Conservation and Recovery Act,Toxic Substances Control Act,Occupational Safety and Health Act,and other federal,state,and local regulations in hazardous materials assessment and hazardous waste management. This expertise has been developed through extensive training and hands-on experience at sites across the United States requiring site investigation, analysis of treatment systems, evaluation of storage and transportation methods, development and implementation of remedial measures,and understanding of and compliance with complex federal and state regulatory requirements. Tetra Tech has evaluated hazardous materials, waste streams, and operating practices for a full range of clients and developed or updated standard protocols,compliance procedures,and regulatory requirements specific to the operation and materials used and produced.Tetra Tech staff has performed compliance evaluations of numerous types of facilities and industries; conducted Phase I, II, and III site assessments and investigations; performed feasibility studies and treatability studies; consulted on waste storage and management activities; and developed training materials and performed staff training for clients.Our work has included environmentally compliant and historically sensitive demolition programs. Additionally,the Tetra Tech team has responded to nearly every major disaster debris-generating event that has affected the continental United States.The table below summarizes the largest events that Tetra Tech has responded to,along with representative clients and projects and the environmental issues that we successfully addressed on behalf of our clients.Tetra Tech is familiar with the actions that must be taken to address debris-related environmental issues. Projects and Environmental Issues Successfully Addressed Event Environmental Issues Successfully Addressed • C&D removal and disposal • HHW removal Hurricane Irma • Endangered species • Waterways FEMA DR 4337 • Freon removal • White goods • C&D removal and disposal • HHW removal Hurricane Harvey • Electronic waste management FEMA-DR-4332 • White goods • Freon removal • Hazardous spills • Air sampling and Monitoring • Lead based testing California Wildfires • Personal Air Sampling FEMA-DR-4344,FM- • Asbestos • Soil Screening using XRF Technology 5145,FM-5131 • Soil Sampling • Contaminated ash • Hazardous Materials Surveys • TDMS Permitting • TDMS Soil Testing,Closure and Hurricane Isaac • Household Hazardous Waste(HHW) Remediation FEMA-4080-DR Removal • Construction&Demolition(C&D) • E-Waste Removal and Disposal • C&D Removal and Disposal • Asbestos Abatement and Disposal Hurricane Sandy • Superfund Sites p FEMA-4086-DR • Endangered and Nongame Species • Wetlands • Waste Flow Control • Sediment Testing CTETRA TECH i ai_3 122 Event Environmental Issues Successfully Addressed Boulder County Endangered Species • FEMA-4045-DR • g p Waterways Hurricane Irene • TDMS Soil Testing,Closure and • TDMS Permitting FEMA-4019-DR,FEMA- 4024 DR Remediation • C&D Removal and Disposal Bastrop Complex • TDMS Permitting • TDMS Soil Testing,Closure and Wildfire • Endangered Species Remediation FEMA-4029-DR Oklahoma Severe Winter Storms and • TDMS Permitting • TDMS Soil Testing,Closure and Tornadoes • Recycling Remediation FEMA-1876-DR,FEMA- 1917-DR,FEMA-1926-DR Arkansas Severe • TDMS Soil Testing,Closure and Winter Storms • TDMS Permitting FEMA-1819-DR Remediation • Asbestos Abatement and Disposal • TDMS Permitting • RACM Demolitions •Hurricane Ike TDMS Soil Testing,Closure and • Carcass Removal and Disposal Remediation FEMA 1791 DR • Spoiled Food Disposal • White Goods and Freon Removal • HHW Removal and Site Management • C&D Removal and Disposal • Sand Quality Testing and Screening Hurricane Gustav • TDMS Permitting • TDMS Soil Testing,Closure and FEMA-1786-DR • Roadside ditch soil testing Remediation • TDMS Permitting • Waterqualitytesting Hurricane Dolly • TDMS Soil Testing,Closure and FEMA 1780-DR • De-watering and mosquito control Remediation Oklahoma Severe • TDMS Soil Testing,Closure and Winter Storms • TDMS Permitting FEMA 1735 DR Remediation Missouri Severe Winter Storms • TDMS Permitting • TDMS Soil Testing,Closure and FEMA-1676-DR Remediation Buffalo Snow Storms TDMS Permitting • TDMS Soil Testing,Closure and • FEMA-1665-DR Remediation • Asbestos Abatement and Disposal • TDMS Permitting • RACM Demolitions •Hurricane Ike TDMS Soil Testing,Closure and • Carcass Removal and Disposal FEMA-1791-DR Remediation • Spoiled Food Disposal • White Goods and Freon Removal • C&D Removal and Disposal • HHW Removal and Site Management • Sand Quality Testing and Screening • TDMS Permitting • White Goods and Freon Removal Hurricane Wilma • TDMS Soil Testing,Closure and • Spoiled Food Disposal FEMA-1609-DR Remediation • C&D Removal and Disposal • HHW Removal and Site Management • Sand Quality Testing and Screening 1 .. Fes. .:. CTETRA TECH �� Tab 3 1 23 3.9 Dedicated Team and Process for FEMA Reimbursement Throughout the course of the hundreds of debris management projects that our staff has administered for state and local governments across the United States,our team has developed a unique understanding of the FEMA organization and other regulatory agencies'policies and procedures.Our team maintains strong relationships with many of the lead federal coordinating officers,debris specialists,Public Assistance(PA)coordinators and officers,and other staff. Our efforts allow clients to maintain their focus on continuing daily operations while relying on us to oversee the management of debris removal operations in compliance with programmatic guidelines and procedures.Additionally, we have supported clients across the state and have successfully helped our clients navigate the Florida Department of Emergency Management reimbursement and closeout process. Our understanding of requirements for eligibility, documentation,and reimbursement has helped our clients obtain over$12 billion in reimbursed costs. The flowchart below illustrates Tetra Tech's approach to the FEMA PA Program lifecycle. Our team has developed documentation processes to capture the data at each step along the way. l.. Site Inspections Transmission to FEMA 1 Scoping& Codes& PW Project Obligationg1 for Permanent FEMA via FEMA RFI Negotiation Costing Standards Development Reconciliation .. Repairs GrantsPortal Support Provide Damage ODD Development& 406 Cat.A&B Data Rebuilding Inventory FEMA Recanriliation Mitigation Collection Obtain Determinations Additional Concurrence& Provide Data 406/428 Approval Specifications! Reviews and Approval,Decision Making:Alternate/Improved,Mitigation Decision Data on Facility Recommendations,Attend Site Inspections Grant Management Closeout •Eligibility Review • Project Scope Finalization • PW Versioning Documentation Audit&Appeal • Inspections/Monitoring • Invoice Review • Environmental Review Submission and Support •Contractor Reconciliations • FAME Reconciliation • FEMA&State Reporting Data Transfer • Request for Reimbursement • Procurement Scope and Review • 2 CFR 200 Eligibility Review Final Project Preliminary Determination& Design Final Design Procurement Construction Secure Funding CTETRA TECH Tab 3 124 Initial Damage Estimates Through our experience working with clients in response to the 2020 hurricane season,FEMA is requiring greater documentation of disaster- The City of Miami Beach is supported by generated damages than ever before in order to receive a disaster debris management consultant Chuck declaration. The proper reporting of damage by the public and McLendon, who has served as principal in inspection of the damage by the City of Miami Beach and charge for 30+ major disaster activations, governmental officials is becoming increasingly important. managing more than 100 million CYs of Tetra Tech will assist the City in a systematic approach of cataloging, debris removed and upwards of$2.5 billion reporting, and documenting disaster-generated debris. We will in FEMA PA reimbursement.Mr.McLendon develop a work plan with the City,ahead of storm season to maximize maintains in-depth knowledge of the FEMA the efficient use of City of Miami Beach and Tetra Tech resources to PA program, including an expert quickly and accurately find and report debris.As detailed in Section 3.2, understanding of Federal Register 2 CFR Part the use of our proprietary RecoveryTrac''ADMS technology can assist 200("the Super Circular"). the City in not only documenting this debris but also targeting resources to remove,haul,and monitor those operations. A critical part of painting the picture of the disaster event for FEMA is documentation regarding damage location using mapping and the nature of the damage using photo and descriptive evidence.The visualization of the event provides critical insight into the disaster itself and the required resulting response and recovery.To support the City in conducting initial damage estimates,Tetra Tech maintains a critical focus on compliance from the outset.Tetra Tech will coordinate with the City of Miami Beach and its departments to integrate into the incident response framework by mobilizing staff to designated locations,leveraging local partners in specific jurisdictions,and working with citizen response teams. Tetra Tech has utilized several methods to complete and document damage estimates and will work with the City to identify and deploy the preferred solution.In addition to the assessment conducted on the ground by both the City and Tetra Tech personnel,potential tactics include public-accessible QR codes to report damage,GIS mapping,social media mining to geotag photos of damages,and UAS/drone documentation to identify most heavily impacted areas. Immediate Needs Funding (INF) Immediate Needs Funding(INF),also referred to as Expedited Funding, is intended to meet an applicant's urgent needs in the initial aftermath FEMA is required to disallow all ineligible or of a disaster and is often a critical part of the initial disaster response unsupported costs.To avoid de-obligation of and short-term recovery.In utilizing Expedited Projects for Emergency PA funding, it is critical that applicants Work,FEMA provides expedited funding for Emergency Work Projects. sufficiently document costs by type.Knowing Eligible activities typically include debris removal and emergency which information to capture during protective measures;as such,the funding may be used to cover such emergency work implementation is key and costs as overtime payroll,equipment costs, materials purchases,and Tetra Tech has decades of experience in debris removal and monitoring contracts when these costs are assessing eligibility of and documenting compliance for costs. incurred for emergency work. FEMA and the State normally require PA applicants to provide all supporting documentation for reimbursement for completed work,but they can relax this document requirement and provide initial funding to applicants for emergency work required in response to a declared event.Throughout the Expedited Project development process,Tetra Tech will assist the City of Miami Beach in gathering and documenting work undertaken as well as providing a summary of the costs for emergency work not yet completed.We will assist the City with gathering the necessary inputs for completed work and developing and applying a sound methodology to present any projections of costs that are to be used to develop Expedited Projects. CTETRA TECH 25 Expedited Projects are obligated at S0% of eligible costs incurred for Debris Removal (Category A) and Emergency Protective Measures (Category B)conducted within the first days following the disaster and provide the necessary cash flow to kick-start recovery and ease the transition to the more traditional reimbursement-based program.Once the initial award of the expedited project is processed at 50%of the eligible costs incurred or projected,the City will need to provide all required documentation prior to the remaining funds being awarded in a project amendment.After the receipt of the initial funding,Tetra Tech will assist the City in documenting the use of the expediting funding for eligible activities and work to develop the next version/amendment of the project,accounting for those funds and presenting any others that may have been incurred. Project Worksheet Completion and Application Process Tetra Tech's experienced grant managers are poised to help the City submit its initial Request for Public Assistance and attend or provide support for State-led Tetra Tech is a nationwide leader applicant briefings, FEMA recovery scoping meetings (formerly known as kickoff in the administration of federal meetings), or any other meetings with FEMA or the State in the development of funding for disaster response projects.With the changes FEMA has made to their PA Delivery Model,eligibility and recovery. Our dedicated staff includes former federal and determinations are no longer made"in the field"and the projects are written at the state level executives with Consolidated Resource Centers.Close and consistent interaction with FEMA staff is decades of experience still crucial,so the City needs an experienced team to augment efforts in presenting working with FEMA Region 4. any and all eligible costs and activities to FEMA for inclusion in projects. Submitting a complete damage inventory is key to presenting disaster-caused damage and costs to FEMA.Experienced Tetra Tech project support staff will help gather all necessary inputs for the best possible outcomes.By timely addressing requests for information and uploading related information and documentation,Tetra Tech facilitates timely obligation of project funding and access to federal dollars for recovery. One of the most often experienced barriers to the timely obligation of projects and reimbursement of funds is the lack of proper documentation.We work hand in hand with our clients to identify,gather,organize,and submit records reflecting any and all eligible activities undertaken. These records are audit-ready for our clients and paint the picture of well documented eligible work and costs to FEMA,the Department of Homeland Security's Office of Inspector General,the City of Miami Beach Inspector General,State Legislative Auditor,or others.We serve as a force multiplier for your staff and recognize the importance of timely responding to any Requests for Information (RFIs) received from federal or state officials.We coordinate with all involved to minimize any"back and forth"on such requests that often result in the loss of precious time.Our team of experts can also be onsite with FEMA's site inspectors to adequately capture, measure,and quantify damages.Time equals money,and our goal is to minimize the length of time the City spends waiting for the return of eligible program dollars. Our team has worked closely with FEMA and FHWA staff in the determination of debris eligibility, data requirements, project worksheet/detailed damage inspection report e', development, auditing of documentation, and reimbursement requirements. This includes providing step-by-step assistance to clients throughout the FEMA .. reimbursement process. `As a former Recovery Bureau Chief of the Florida Division of Emergency Management, in Region IV, I advise our team, and yours, on the best approach to documentation and presentation of costs in order to maximize your utilization of PA funding." - Allison McLeary,Esq.,Senior Management Team t: TETRA TECH Tab 3 126 Audit Support Our team has a proven track record of success in helping our clients Tetra Teach uploads documentation and resolve disputes with funding agencies such as FEMA or the Grantee project support with consistent file (State). This includes support post-obligation audit and the appeal naming conventions. This organized, process.Throughout our FEMA-funded disaster response operations, systematic approach enables timely and we have only been involved with a handful of disputed projects over thorough review of documentation presented documentation. to FEMA and Florida. We believe that remaining proactive in preventing further appeals requires frequent meetings with state partners and FEMA regions to avoid situations whenever possible. Furthermore,due to our staffs in-depth knowledge of FEMA reimbursement policies,we are often hired by applicants to assist them after FEMA determination memos and Office of Inspector General (OIG) audits even when we were not involved with the applicant during the recovery period. Recently,there has been a shift in the direction of FEMA to perform audits earlier in the disaster so that corrective actions can be made for the subrecipient or recipient.Tetra Tech has supported clients across disasters from 2016 through today on up-front audits by: 1. Conducting pre-meeting with stakeholders 2. Preparing compliance checklists 3. Developing documentation notebooks 4. Attending meetings and providing subject matter expertise support 5. Responding to for Requests for Information Elements of our audit support strategy include: • Maintain Data Quality:Consistent quality checks are integrated throughout project operations to maintain data integrity from the beginning. • Retain the Data:Maintain the data on our secure,cloud-based storage site to mitigate the risk of data loss. • Respond Quickly:Acknowledge the question within 12 hours and respond to the audits within 48 hours of a request. • Maintain Communication: Establish weekly calls with auditors that provide visibility into the City of Miami Beach activities. • Stay Positive:Maintaining a positive spirit between the parties to foster a solution quickly. Contractor Reconciliation The RecoveryTrac""system significantly reduces the amount of time needed for a contractor to generate an invoice and for the subsequent invoice reconciliation with Tetra Tech. To expedite contractor invoice reconciliation efforts, Tetra Tech requires copies of contracts for all primary debris contractors. After reviewing the necessary contract(s), Tetra Tech sets up the RecoveryTracTM database to generate transactions applicable to contract terms for tickets issued to each debris contractor.Prior to the start of debris removal operations,Tetra Tech will meet with the debris contractor(s)to review: • The invoicing processes • Contract services established in our database • Tetra Tech data tools available for their use • Any other accounting needs as tasked by the City •,�:,ta ;.�ittl:E." "l l'n2»»u .»a:}{;5.v�rcar:d��nS ,m#mm�l:u....:.: ..S.,.,f. CTETRA TECH Tab 3 127 During this meeting, the typical components of the Tetra Tech payment recommendation will be reviewed, the process for adjustment reconciliation will be explained, and the debris Our invoicing process includes several contractor(s) will be trained on how to access Tetra Tech's suite of real-time QA/QC checks throughout the debris hauler reconciliation data reports (including reconciled day, and a final daily comprehensive data transactional and live ticket data). analysis is performed at the close of operations. If RecoveryTracTM' ADMS will be used to document the debris contractor's work, Tetra Tech will review the automated reports A final QA/QC check is completed when the generated by the system to verify that the dataset is sufficient to debris contractor sends the invoice dataset to reconcile with that contractor's subcontractors, and to generate Tetra Tech for reconciliation. Incongruencies invoices for payment by the County.If another cost tracking system in the debris contractor's data are flagged for will be used to document the debris contractor's work,Tetra Tech review and must be resolved prior to the will review the work that has to be documented to verify that our issuance of a final invoice. staff will be able to capture the information needed for accounting and invoice review. Whether using RecoveryTrac'ADMS or paper logs,Tetra Tech will use our RecoveryTracT'database to store and review data generated in the field documenting debris contractor work.Several QA and QC checks of data will occur before the dataset is ready for reconciliation with the contractor.Services related to debris contractor work order or change order charges are also tracked within the system. Tetra Tech will submit invoices within the timeframes determined by the County.The process for contractor invoice reconciliation is as follows: 1. Debris contractor manually enters ticket detail into a contractor database or imports ticket data based on debris contractor reports. 2. Debris contractor generates an invoice for a specified period and submits the invoice and electronic backup to Tetra Tech for review. 3. Tetra Tech reviews the contractor data against RecoveryTracTM'database records: a. If no discrepancies are identified, Tetra Tech notifies the debris contractor of no discrepancies in the data set. b. If discrepancies are identified, Tetra Tech generates a discrepancy report noting ticket numbers and differences between the two data sets. 4. If applicable,Tetra Tech will also perform a full reconciliation of end use/disposal facility data corresponding to debris contractor disposed debris. 5. Tetra Tech submits the discrepancy report for the debris contractor's review. The debris contractor revises its invoice based on the discrepancies and resubmits to Tetra Tech for review. 6. Once a debris contractor's invoice has been reconciled,Tetra Tech generates a payment recommendation and transmittal letter for each invoice and submits the invoice package for review by the County.Tetra Tech's invoice package includes the following: a. Contractor invoice b. Tetra Tech transmittal letter and payment recommendation c. Cost allocation data,if applicable 7. Electronic copies of supporting documentation(i.e.,load tickets,unit rate tickets,or time and material logs). CTETRA TECH �� _ �� n � Tab 3 28 3.10 Supplier Diversity While Tetra Tech is a large,multi-national firm with sufficient resources to complete most any project,we are committed to upholding the requirements for contracting with local businesses and small,minority-owned,and/or women-owned businesses included within 2 CFR 200.321 and within the City's RFP. As evidence of the Tetra Tech Disaster Recovery division's commitment to local and minority participation in our projects,in February 2019,Tetra Tech received the City of ' ` • ' �'` Houston Goods and Services Prime Contractor of the • '� Year Award at the 6th Annual Champions of Diversity •_r Awards Ceremony.Tetra Tech is honored to be selected T _ ! ,k• for such award,and it demonstrates our commitment to R •° work with minority, women, small, and disadvantaged business enterprises. • Most recently,Tetra Tech Tetra Tech received the 2022 Dwight D. Eisenhower Award for Excellence in the Services Category for our effective small business "a .,,. subcontracting programs. The award recognizes large U.S.prime contractors that have excelled with their small Tetra Tech receiving the City of Houston Goods and Services Prime Contractor of the Year Award at the 6th business subcontracting programs by creating optimal Annual Champions of Diversity Awards Ceremony. opportunities for use of small businesses in all socioeconomic categories.The award was presented during the U.S.Small Business Administration's(SBA)National Small Business Week's virtual award ceremony on May 5,2022. Tetra Tech does not discriminate on the basis of social and economic disadvantage,race,color,sex,gender,disability,or national origin. While Tetra Tech would certainly be open and willing to discuss with the City any local or minority firms that they would like to see involved in a project or recovery effort, given the anticipated scope of work and Tetra Tech's capabilities,Tetra Tech does not anticipate the solicitation of subcontractors for this project. :,emi. %`"'. Via` ('R. TETRA TECH Tab 3 129 Lemaire, Kayla From: Lemaire, Kayla Sent: Tuesday, February 20, 2024 11:22 AM To: TDR Contracts Subject: Request for Bid re: City of Miami Beach, FL RFP for DISASTER DEBRIS MONITORING SERVICES RFP No. 2024-021-ND Attachments: Miami Beach_City of_FL-RFP-Disaster Debris Monitoring_2024-021-ND (1).pdf; Standard Subcontract Ts&Cs.pdf Tracking: Recipient Delivery TDR Contracts MBELL@1STCHOICEGOV.COM PMENDEZ@1STSOS.COM MSULLIVAN@DISCOVER8SEVEN.COM HUFF.T@ASCS1.COM VIREN@ACESTAFFING.COM NISHA@ANIKINTL.COM KALBRIGHT@THEBESTLLC.COM BLOOMINGTONPARTNERS@GMAIL.COM HORATIO.HAMILTON@GMAILCOM DARRELL@CHAN DLERCAM P B ELLE.COM DRODRIGUEZ@COMPEDGELLC.COM DIANE@CRASTAFFING.COM JADEE.SCARVER@CORPORATESOLUTIONSTECH.COM DAVID@DAKRESOURCES.COM P ROTEM P @ATT.N ET EDDIE@EMPIRECOACHLINE.COM SRGUTTI@ESSNOVA.COM GOVBIZ@GENCARESTAFFINGSOLUTIONS.COM ABROWN@GIDEONTOAL-MS.COM DEBRAUPSHAW@GLOBALDIAGNOSTIC.NET WAYNE@GREENARROWSTAFFING.COM JOLENE@HQDIRECT.COM HUMPHREYTRANSITGROUP@GMAIL.COM SSCHERFEL@ISGWORK.COM DBABIKER@INTELLECTUALCON CEPTS.N ET KBISTAFFINGSOLUTIONS@GMAIL.COM BECKY.COKER@KINARDSTONE.COM AKWASI@LEGACYPROFESSIONALSOLUTIONS.COM PETER.MCCREE@LINK2CONSULT.COM JHELMS@LUMBEEGROUP.COM MMAUPIN@MBIUS.NET MICHELLEBLALOCK03@GMAIL.COM 1 Recipient Delivery JSINKFIELD@MOTENTATE.COM KG@NGII.COM ALEXIS@APRECRUITERS.COM ALBERTWILLIAMS@GET2WORKNOW.COM LIZBETH.WALKER@QWALIFIZE.COM ELIZABETH@RCSGROUPFLORIDA.COM REMSER97@AOL.COM TEFSTAFFINGAGENCYLLC@GMAIL.COM SANDRA@TRT-LLC.COM RFP@TRYFACTA.AI LANI@RAPIDSTAFFING.COM SAMF@SEU-USA.COM CAROLINE.MAURIELLO@tetratech.com Delivered:2/20/2024 11:23 AM Elizabeth.Brooks@tetratech.com Delivered:2/20/2024 11:23 AM GOOD MORNING- Tetra Tech, Inc. (Tetra Tech) is currently working on preparing a proposal in response to the City of Miami Beach, FL REQUEST FOR PROPOSALS for DISASTER DEBRIS MONITORING SERVICES RFP No. 2024-021-ND(attached).Tetra Tech officially invites you to provide a Statement of Qualifications for services relevant to your organization, as described in the attached RFP, including staffing services. The specific requirements for these services can be found in the attached file. This solicitation does not commit Tetra Tech or City of Miami Beach, FL to pay any costs incurred in the preparation and submission of an offer in any form, or to subcontract for said services or supplies. It is also brought to each offeror's attention that the Tetra Tech procurement representative or designee is the only individual who can commit Tetra Tech into expenditure of funds in connection with any subcontract resulting from this solicitation. If you intend to respond to this invitation to bid, the following instructions are required: 1. Please submit a brief company overview and any past history/experience with City of Miami Beach, FL. 2. Please submit resumes for the key positions that apply to your company's service capabilities-- see the RFP for Staffing Requirements and the description of the key personnel and required qualifications. 3. If your company is DBE, WBE, MBE, etc. please provide relevant vendor identification number(s) and certificates. 4. CAREFULLY review the Terms and Conditions contained in the entirety of the RFP and Tetra Tech's General Conditions (Example attached) which would be incorporated into any subcontract/master agreement or purchase order awarded as a result of the solicitation. Tetra Tech will require you to adhere to the terms and conditions described therein. If you are interested in submitting a proposal, it would be helpful for you to please provide your Key Personnel References and Statement of Qualifications as soon as possible! ikire%r- 29; tf ili2 )6*11ll:' Offeror must e-mail its proposal submission to: TDR.Contracts(a�tetratech.com *For your bid to be considered, please send it ONLY to the above email address and include the following subject line in your email submission* 2 "YOUR COMPANY NAME—Bid Submission re: City of Miami Beach, FL RFP for DISASTER DEBRIS MONITORING SERVICES RFP No. 2024-021-ND" Award of a Subcontractor/Master Agreement as a result of this solicitation is contingent upon Tetra Tech award of a contract by City of Miami Beach, FL.Tetra Tech may or may not issue Subcontracts/Master Agreements as a result of this solicitation. Offeror agrees and acknowledges that any subcontract awarded shall contain Tetra Tech terms, insurance requirements, health and safety requirements, and any applicable flow-down provision of Tetra Tech's prime contract with City of Miami Beach, FL. Questions regarding this solicitation shall be directed to (TDR.Contracts(a�tetratech.com). Tetra Tech,Inc. Leading with Science®!Tetra Tech Disaster Recovery 'b TETRA TECH This message,including any attachments,may include privileged,confidential and/or inside information.Any distribution or use of this communication by anyone other than the intended recipient is strictly prohibited and may be unlawful.If you are not the intended recipient,please notify the sender by replying to this message and then delete it from your system. 3 TAB 4: Cost Proposal -V*,;� (i TETRA TECH Tab 4 11 APPENDIX B COST PROPOSAL FORM Failure to submit Appendix B, Cost Proposal Form, in its entirety by the deadline established for the receipt of 8 ro s osals will result in 1 ro'osal bein 4 deemed non-res 8 onsive and bein. re.ected. Bidder affirms that the prices stated on the cost proposal form below represent the entire cost of the items in full accordance with the requirements of this RFP, inclusive of its terms,conditions,specifications and other requirements stated herein, and that no claim will be made on account of any increase in wage scales, material prices, delivery delays,taxes, insurance, cost indexes or any other unless a cost escalation provision is allowed herein and has been exercised by the City Manager in advance. The Cost Proposal Form (Appendix B)shall be completed in its entirety. All corrections on the Cost Proposal Form (Appendix B) shall be initialed. The hourly rates shall include all costs, including applicable overhead and profit, lodging, meals, transportation, rentals, safety gear, telephone costs, cameras, GPS devices, and other incidentals. Bidders must bid on all line items in Appendix B, Cost Proposal Form, in order to be considered for award. (A) (B) (C) POSITIONS HOURLY RATES EST. HOURS TOTAL (A x B= C) 1. Emergency Operations Manager $ 68.00 112 $ 7,616.00 2. Project Manager $ 75.00 112 $ 8,400.00 3. Data Manager $ 60.00 40 $ 2,400.00 4. Cost Recovery Specialist $ 100.00 40 $ 4,000.00 5. Field Supervisors $ 45.00 336 $ 15,120.00 6. Fixed Site Monitors $ 37.00 840 $ 31,080.00 7. Billing/Invoice Analysts $ 55.00 40 $ 2,200.00 8. Administrative Assistants $ 38.00 40 $ 1,520.00 9. Field Monitors $ 37.00 4,200 $ 155,400.00 GRAND TOTAL (Items 1-9)1 $ 227,736.00 1 The Grand Total shall be utilized to allocate Cost Points in the Evaluation of Proposals