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Professional Services Agreement between City of Miami Beach and Disaster Program & Operations Inc 22y 32• DocuSign Envelope ID:B170F2F2-50F2-420E-BB22-E2780C986511 JUN 1 2024 Contract No.24-021-02 DPO PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF MIAMI BEACH AND DISASTER PROGRAM &OPERATIONS,INC. FOR • DISASTER DEBRIS MONITORING SERVICES PURSUANT TO RFP-2024-021-ND 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 DISASTER PROGRAM & OPERATIONS, INC, a Florida Corporation, whose address is 404 West Palm Drive#100, Florida City FL 33034("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- NO 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 1 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 • Contract No 24-021-02 DPO 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 DISASTER PROGRAM & OPERATIONS, INC. (the "Contractor) shall serve as the SECONDARY 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 ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Contract N o.24-02 t-02.i WO 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 Best and Final Offer(BAFO)for hourly rates attached hereto as Exhibit"B." Contractor shall be awarded and compensated for all work through individual Contractor Service Order (CSO) (Exhibit "C") issued for a particular project, on a "Lump Sum" or"Not To Exceeds 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:B17DF2F2-50F2.420E-0B22-E278DC986511 Contract No.24-021-02 DI'O 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@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 B 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 shaft 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:B1 7DF2F2-5OF2-420E-B622-E278DC98659 i Contract No 24-02.1-02 DPO 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 y 1 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 Contractors 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. • DocuSiyn Envelope ID:B170F2F2-50F2-420E-BB22-E278DC986511 Contract No.24-021-02 DPO 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 ail 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 DocuSisn Envelope ID:B17DF2F2-50F2-420E-B822••E278DC986511 • Contract No 24-021-02 [WO 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-miamibeachga,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 JURISDICTION/VENUE/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 8 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 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. 7 { DocuSign Envelope ID:617DF2F2-50F2-420E-8822-E278DC986511 Contract No.24-021-02 DPO 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, and/or inspect, any and all other documents and/or records relating to all matters coven : 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. 8 • Dact,Sign Envelope ID:B i7DF2F2-50F2-420E-BB22-E278DC986511 Contract No.24.021-02 DPO 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 affair.- and, empowered to review past, present and proposed City programs, accounts, recoft's, 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 • proceeds, rebates, or dividends received, payroll and personnel records and supporting documentation for the aforesaid documents and records. 9 DoeuSign Envelope ID:617DF2F2-50F2.420E-B822-E278DC986511 Contract No.24-021-02 t?PO (E) The Contractor shall make available at its office at all 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: i. 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, 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, 10 OocuSign Envelope ID:B170F2F2-50F2-420E-8B22-E278DC986511 I j 3 / Contract No 24-021-02 DP() 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 Contractor shall 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 11 • DocuSign Envelope ID.817DF2F2-50F2-420E-8822-E278DC986511 • Contract No.24-021-02 DPO 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 11.9, 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 E- AIL: RAFAELG A DOO, I I E CHFL.GOV PHONE: 305-673-7411 12 DocuSign Envelope ID:B17DF2F2-50F2-420E-6622-E278DC986511 gt Contract No.24-021-02 D?t3 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. (0) 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. (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 13 DocuSign Envelope ID:f3170F2F2-50F2-420E-BB22-E278DC986511 Contract No 24-021-t32 DPO 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 ansing out of, or by virtue of, this Agreement. In no event wilt 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 (8)(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 termination of this Agreement under this Section 10.9. 14 DocuSign Envelope ID:817DF2F2-•50F2-420E-8B22-E278DC986511 Contract No.24-021-02 DP() SECTION 11 NOTICES Until changed by notice, in writing, all such notices and communications shall be addressed as follows: TO CONSULTANT: DISASTER PROGRAM &OPERATIONS, INC. Att: Gabrielle Benigni 830-13 Al A North 674 Ponte Vedra Beach, FL 32082 Ph: 561-436-3383 Email: gbenigni(c�dpando.com TO CITY: Public Works Division Director Attn: Bradford Kaine 1700 Convention Center Miami Beach, FL 33139 Ph: 305-673-7000 Email: BradfordKaine(@miamibeachfl.gov 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 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. 15 DocuSign Envelope ID:617DF2F2-50F2-420E-BE322-E2780C986511 • Contract No.24-021-02 DPO 12.4 JOINT PREPARATION The parties hereto acknowledge that they have sought and received whatever competent advice 1 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 DourSign Envelope ID:817DF2F2.50F2-420E-8822-E278DC986511 Contract No.24-021-02 DPO 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: '/ V4PPliP Rafael t. Granada.City Clerk Rickelle Williams, Interim City Manager 0.Date: j'}'r ' ''J' ' APPROVED AS TO FORM&LANGUAGE &AtiC24.(k' FOR EXECUTION FOR CONSULTANT: �City Attorney _,fi D to e Y DISASTER PROGRAM AND OPERATIONS,INC. By: la.,44.z:dir, gagz)tu O *OR? ask Gabrielle Benigni/President Print Name and Title ,CH.26- Date 5/21/2024 • 17 DocuSign Envelope ID: B17DF2F2-50F2-420E-BB22-E278DC986511 EXHIBIT A SCOPE OF SERVICES TOGETHER WITH THE RFP IS HEREBY INCORPORATED BY REFERENCE DP&O's experience and successful completion of many complex Disaster Management projects with challenging obstacles demonstrate an in-depth understanding of Disaster Debris Monitoring Services. We have developed a technical approach which facilitates Rapid mobilization, is "Scalable" and can be smoothly modified as the situation and challenges require, and which provides a seamless operation while effectively communicating and facilitating our clients' needs while maintaining federal compliance. DP&O is prepared and ready to assist the City following a debris-generating event such as a hurricane, storm, or other catastrophic event. DP&O IS COMMITTED TO PROVIDING THE FOLLOWING SCOPE OF WORK AND WILL BE SUCESSFULLY IMPLEMENTED UTILIZING OUR TECHNICAL APPROACH AND METHODOLOGY: Services required from DP&O 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. 2) Monitoring Debris Removal from Private Property: DP&O 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 3) Monitoring Debris Removal from Public Rights-of-Way (ROW): DP&O 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. Monitoring Removal,Processing, and Disposal of Debris by Types of Debris: a). Vegetative Debris: DP&O 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, DP&O 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. b). -C&D Debris: DP&O shall observe, monitor, supervise and document DMC's operations related to the removal, processing and disposal of C&D Debris. DP&O shall 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. c). Hazardous Waste (HW) Debris: DP&O 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. d). Other Types of Debris: DP&O 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. e). On-Site Chipping: DP&O 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):DP&O 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. DP&O 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. 5) Comingling of Debris: DP&O shall ensure that there is no comingling of debris and shall inform the City on ia Operational Reports as described in Section 3.6.10 of RFP if commingling of debris occurs. DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Required Staff and Personnel. DP&O 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. DP&O will provide at a minimum the following positions: 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 Pre-event Services. The pre-event services performed by DP&O 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. 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; I 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; 1. 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. Mobilization and Notice to Proceed. DP&O 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. Upon activation, DP&O shall begin coordinating with the DMC and the City's emergency management personnel. Deliverables and Reports. 2 DocuSign Envelope ID:B170F2F2-50F2-420E-BB22-E278DC986511 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. Document Management and Support. DP&O shall create and monitor load tickets to track and document the removal, processing and disposal of eligible debris. 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. Dae and time of pick up; e. Date and time of delivery; f. Pickup location(by street address of 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; 1. Signature of City's designated representative; m. Signature of DMC's designated representative and; n. Signature of contractors designated representative; Records Keeping and Audits. DP&O shall be subject to audit by federal, state and local agencies. Accordingly, DP&O 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,DP&O shall 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. Other operations 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. Technical Assistance. The City may request DP&O 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. 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. 3 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.2 Detailed Plan for Operating Debris Monitoring Project(s) OUR APPROACH IS TRIED AND TRUE-DP&O proposes a three-phased approach to address the Scope of Services used on many projects. The Team overall programmatic approach typically falls into three major phases: PHASE 1-Rapid Response/Client Meeting(where we ramp up the program),PHASE II-Long Term Recovery and PHASE III.- Project Closeout. The Training Program will be provided under separate cover as requested. During each of these critical stages the Team provides unique approaches that benefit our clients. Although, dependent on the client needs,these stages may overlap for individual projects,but they remain a solid guide for efficient project execution. Our focus is on quick closeout of projects and to obtain timely reimbursement. We bring to the engagement Lessons-Learned from past engagements as additional value-added and continually balance our resources to ensure the most effective use of staff throughout the lifecycle of each project to produce the most cost-effective program for the SVEC. Key aspects that the DP&O Team provides in each phase are provided below. Phase I -Rapid Response/Client Phase II- Long-Term Recovery Phase Ill - Project Closeout Meeting 60-120 Days 120-180 Days 0-60 Days • Pre-Event Coordination Planning& • Data Management • Project Tracking Training. • Data Entry • Reimbursement Coordination • Project Management,Key Staff, meet • QAQC, Daily Reports, Meetings, • Project Completion with the Client's Department. Progress Maps • Project Closeout • Damage's Inventory review; Debris • Contractor compliance invoice • Grant Closeout Damage Assessment; Estimated reconciliation • Audit support,defense if Quantities • needed Final Disposal, Final Haul Out • Identify Special Debris Completion • Continued FEMA and FHWA • Emergency Road Clearance; • DMS Site Closures Program Support coordination in monitoring. • FEMA PW& Debris Cost • The Client Staff Training-as • Truck Certification and Equipment. Documentation Submittals. needed • Continued FEMA and FHWA • Update Disaster/Debris Plans Safety plan and QAQC program. as Needed • Monitor Placement: Hire and Train Program Support Local Monitors if needed. • PW Preparation Continued-PW • Monitor Placement, DMS Site scope and costing. staffing • Project Prioritization, • Environmental Compliance implementation, and timelines • Emergency Issues • Electronic Records database- • ADMS TRKRT`i Debris Progress Ongoing Mapping, Quantities,and other • Disaster Cost Reconciliation,as reports. needed • Other client recovery request/needs: • Pre-Audit-FEMA submittals and • -Damages Inventory records • Update Identification of FEMA • Recovery Projects Monitoring& Projects Environmental compliance • Contracts&Internal Policy Review • Timely reimbursement requests Mutual Aid Agreements(MAA), & • Timely Progress Reporting Invoices Compliance • HMGP Identity opportunities • Initial Project Formulation,Damages descriptions and dimensions • PW Preparation- Small PW& Priority work 4 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 PHASE I - Rapid Response This phase sets the foundation for the entire program.This"ramp up"period includes some key aspects of getting procedures established and beginning the critical steps to expedite recovery process.DP&O proposed to mobilize a rapid response team comprised of individuals who bring hands-on experience with each phase of the process and the variety of funding sources available and bring a thorough understanding of each of the key critical success factors. DP&O Professional staff will leverage their experience& lessons learned while they adapt their proven approach into a customized program that addresses The Client specific needs. Not only does this streamline the process by limiting the number of individuals necessary to coordinate, it also provides a more cost-effective delivery. DP&O takes an innovative approach to disaster response and recovery leveraging, existing communications tools and cloud-based technologies for more efficient communication, notification of and mobilization of resources before, during and alter a disaster. Project Understanding and On-Site Meeting: Upon contract award DP&O will schedule an On-Site meeting with the Client (meeting with department leads, key staff, engineering, facility managers, etc.). Our team brings experience with your financial,management and facilities staff so we are able to quickly integrate with no learning curve to discuss and plan a collective project vision to include the scope of work,tracking of costs,organizational structure and schedule expectations that will serve as a common bond, keeping team players together. More importantly our experienced staff will be able to assess your overall needs and impacts. A multi-discipline team of FEMA specialists, debris specialists, document control, engineers and funding specialists will be provided to make sure no damage or opportunity is missed. As important, is DP&O gaining an understanding of how you would want to recover and rebuild regardless of FEMA funding constraints. This will allow the DP&O team to provide early advice on how to structure and pursue projects for 404 Hazard Mitigation,USACE,NRCS,FHWA and CDBG funds. Pre-event and Post-event Project Planning: DP&O will also focus on developing or updating the Client Debris Management plan including the Temporary Debris management site. This includes but is not limited to tabletop exercises with the Client and Debris Removal contractor prior to hurricane season. Communications & Meetings: DP&O's Project Manager and Project Principle will establish avenues of communication with the Client's Representative and Debris Removal Contractor, at the contract award. Documentation of all communications will be in the form of published meeting minutes,monthly progress reports, and/or telephone conversation records. The success of this project will be contingent upon maintaining a continuous line of communication and understanding amongst the Project Team (including subcontractors) and Client's representatives. Project Quality Control: The Disaster Debris Project Manager and President, hold the ultimate responsibility for quality control of the work performed by DP&O's Project Team and all debris removal contractors. Their final review and approval of all work products is the last step in a series of checks and balances that ensures refinement and review of the work as it progresses.As with any project,effective QA/QC starts with identification of project roles upon initiation,which is a key element to our standard QA/QC program. Project Cost Control: At DP&O, cost control is a key facet of our success. We pride ourselves in our ability to complete projects within or below project budgets.We have a history of satisfied clients that have come to rely on our abilities to complete projects within an established budget. We can accomplish this by our established, computer- based,cost control system.All labor,other direct costs and subcontractor costs are input into the system via labor time sheets, expense reports and subcontractor invoices. Controlling costs begins with the initiation of each project at 5 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E2780C986511 DP&O.At the beginning of a project,the Project Manager and Finance Director provides each member of the Project Team with an agreed upon number of hours within which each task is expected to be completed. Daily project meetings provide each Project Manager with the required feedback to anticipate whether the expected labor expenditures will meet the project requirements. Staff Augmentation: Based on the disaster event and severity, DP&O will mobilize the adequate number of project management and support staff. For this project we have a dedicated team which was presented in the organizational chart. We maintain 150 trained on call professional and monitoring staff ready to support the Client. We also maintain temporary staffing companies on contract who train annually with our group for debris removal operations and monitoring requirements. Monitor Hiring& Training Plan: DP&O is dedicated to hiring locals to be trained for project debris monitoring positions prior to a disaster, DP&O will reach out to the local area through churches, unemployment offices, newspapers, to provide a monitoring opportunity before a disaster. Additionally, DP&O considers with working with recently laid off or retired individuals to be an added value of knowledge to the team. DP&O Participates with the E verify, and we carefully screen all our staff with background checks and ensure each monitor has a valid driver's license. DP&O maintains a drug free policy workplace and has had a 0 tolerance for drug use. DP&O has had zero workers comp claims as a result of our employee screening and safety plan training. Monitor Training: DP&O has a comprehensive monitor training program which is updated annually as FEMA requirements for disaster debris removal change. DP&O performs annual disaster monitor training for all staff and every newly hired monitor a 4-hour training program and orientation session is conducted by one or more of our monitor supervisor trainings. • FEMA Requirements for Pre-Disaster Asset Status& Inventory • Internal Policies Review • Procurement and Contracts • Damage Assessments • Emergency Repair Documentation • Emergency Debris Removal • Disaster Documentation and Submittals • Multiple other Critical Items Safety Plan: DP&O for all projects maintains a"Health and Safety Plan"and updates a daily/weekly Site Safety plan as needed by the project. DP&O project staff all participate each day in a Daily Site Safety Plan Briefing" which allows us to address critical and potential site safety hazards that could affect the onsite management and project staff work. DP&O's Site Safety Officer performs daily spot checks on all field staff to ensure they are maintaining and adhering to the safety protocol and wearing the mandated safety gears (Work boot, gloves, eye protection, safety fluorescent vests) and they are using the safety equipment (flags, stop/slow signs) if required by the project site conditions. Initiation and Review of Damage Assessments:Assessment and justification of damages is often where funding opportunities are missed and our recovery project scope does not match per FEMA requirement. During DP&O's rapid response phase our team will focus on debris damage assessments, estimated quantities and critical areas. We will be identifying resources necessary to properly document da-mages and maintain validation to match recovery projects. As client needs, we have the Professional staff that assist with infrastructure damage assessments. Disaster Debris Removal Damage Assessments & Identification of Critical Hazards: the most efficient Post Disaster Debris Removal operation begins with knowledge of the most critical areas, and location/identification and type of the most critical debris hazards which facilitates scheduling prompt removal or securing the area until removal. DP&O's TRKRTM's Damage Assessment module allows Homestead, the Debris Removal contractor and DP&O real time view in both the web and mobile based the mapped location with GPS,description and photo of debris damages and hazards. 6 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 re;x El X App Launcher C. 4- soft/meid4nt Go 4- select Department 0, Administration Hurricane Jose Parks&Recreation • Police Department Hurricane Taylor PUDiFG Works Puoho Works Department ,„„it imkt.es C) < 0 0 C) < 0 : <100 <— Damage Atsessment M Est Cubic Yotts , Meet ens U.0t05000T*uec Con Pt,100 Grid Sector sto.,,n Burning Hot Cumin'samaras...or Carpet to Cob.Yards nerslrro.. Cc. • tlosolCostiCV.Tan 411) st VS. 0 < 0 0 < 0 0 3 100 LI X E X E X 4' Menu Action DODOPANIIMMOinil, Dalf1140ASSOSSIONA Damage Assessment Certifications Mort Sign Debris Removal Hourly/Lmear Work Leaner/Hanger/Stump Final Haul Out Supervlsor/PM Notes ° ° 7 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Debris Estimate and Methodology: DP&O leverages our TRKRTM for rapid accurate debris damage assessments both using windshield surveys, with mapping debris zones and visually quantifying debris (vegetative, c/d white goods, leaner. hangers,)using the TRKRTM mobile app form with photos. Debris Estimating Army USACE: Additionally, we also plan ahead using USACE debris estimating model based on Residential household (population), Tree Canopy and Industrial density. Potential debris that could be generated and onsite damages to each of the MDC campus in the event of catastrophic Hurricane 4 or 5 which high winds could bring area disaster generated debris. Debris forecasting is crucial to determining the size of the response needed. In general,the following formula is used to estimate debris quantities: Q=Hx(C)x(V)x (B)x(S) H (Households) = Population/3 (3 persons per household) C (Category of Storm) Factor = (See Below) V(Vegetative Multiplier)Factor = (See Below) B(Commercial Density Multiplier) = (See Below) S (Precipitation Multiplier) _ (See Below) Hurricane Category Value of"C" Factor 1 2 CY 2 8 CY 3 26 CY 4 50 CY 5 80 CY Vegetative Cover Value of"V" Multiplier Light 1.1 Medium 1.3 Heavy 1.5 Commercial Density Value of`B"Multiplier Light 1.0 Medium 1.2 Heavy 1.3 Precipitation Value of"S"Multiplier None to Light 1.0 Medium to Heavy 1.3 Residential Buildings Client facilities the following formula and building blueprint dimensions will be used for estimating the quantity of debris from a demolished structures will be utilized in the event demolition of single-family residential buildings is required: L x W x S x 0.20 x VCM= cubic yards of debris (cy) 27 Where: L = Length of building in feet W = Width of building in feet 8 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 S = Height of building expressed in stories 0.20 = Constant to account for the "air space"in the building 27 = Conversion factor from cubic feet to cubic yards VCM = Vegetative Cover Multiplier The VCM is a measure of the amount of debris within a subdivision or neighborhood. The descriptions and multipliers are described as: • Light(1.1 multiplier)includes new home developments where more ground is visible than trees. These areas will have sparse canopy cover. • Medium (1.3 multiplier) generally has a uniform pattern of open space and tree canopy cover. This is the most common description for vegetative cover. • Heavy (1.5 multiplier) is found in mature neighborhoods and woodlots where the ground or houses cannot be seen due to the tree canopy cover. The amount of personal property within an average flooded single-family home has been found to be 25-30 cy for homes without a basement and 45-50 cy for homes with a basement. Estimates of personal property volume assumes all residential properties without basements. Outbuildings In the event the Client owned or outreach facilities that are a threat to the community require demolition, the following formula will be used to estimate the debris: L x W x H x 0.33 =cubic yards of debris 27 Where: L = length of building in feet W = width of building in feet H = height of building expressed in feet 0.33 and 27 are constants as noted in 2 above 2.3.4 Vegetation Vegetation is the most difficult to estimate due to the random sizes and shapes of trees and shrubbery. Based on historical events, U.S. Army Corps of Engineers (USACE) has established a few rules of thumb in forecasting and estimating vegetative debris. • Treat debris piles as a cube, not a cone,when estimating • 15 trees, 8 inches in diameter=40 cy(average) • One acre of debris, 3.33 yards high= 16,117 cy Volume—Weight Conversion Factors These factors to convert woody debris from cubic yards to tons are considered reasonable and were developed by USACE. Softwoods 6 cubic yards = 1 ton Hardwoods 4 cubic yards = 1 ton Mixed debris 4 cubic yards= 1 ton C&D 2 cubic yards= 1 ton Several truckloads will be tested to verify these conversion factors in the field. Certified Trucks should be well loaded, contain woody debris typical of that being removed, and truck capacities should be verified. Certified 9 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Trucks will only be utilized for Disaster debris hauling and will be certified by the Debris Project Manager, and /or Debris Removal Contractor(s), Debris Monitoring Contractor. Tracking Documentation and Reimbursement: From Day 1 Documentation is critical. DP&O will utilize our TRKRTM Automated Debris Management System (ADMS) to auto generate e-tickets, prepare detail load ticket input,track quantities, locations with mapping for all debris operations. (ROW to DMS,ROW to Disposal, Leaner/Hanger/Stumps, and other debris hazards) including certifying all equipment used. In the event manual tickets are requested by the client,DP&O will also provide a data entry/data manager to load tickets to track and document the removal and management of all Eligible Debris. DP&O ensures that all load tickets meet the requirements of FEMA and other Federal or State reimbursement agencies. In the event the client or debris removal contractor request ticket copies we have portable printers stationed at the DMS site to print tickets. Additionally,any other type of manual ticket(Debris Removal,Disposal Voucher number)is logged via TRKRTM as an alternate ticket number and photocopied with the corresponding load ticket. All Disposal tickets are also maintained in TRKRTM with the corresponding load ticket. DP&O will provide client access user log ins to TRKRTM to view Debris Operations or documents at any time. Ongoing OAQC of Filed Data being collected: DP&O prides ourselves with flawless debris removal data and documentation and our QAQC team assigned to each client reviews daily the monitor debris data being collected to check for typos,photos clarity and or other data that needs to be corrected on the spot. (�TRKR ADMS 0.'r nu-xrs rd e:atk.a: a R64 ACet6ntmt * rgiaatntrcxu $txat5r x 0110u0 Ineattn.6k n, 4vc4 niang461584644 $Final 14.64.1Det *Summar Nytemat 4 t aanorM angeriStum0 0000045 Cantractw!A4.ncy Truck Trucka Type (*mho.,:,,2 A( NCY 4 irxk4-.C7utry,tn44('w:k 1) - 1 i.ra:srr . 0 Stscut location AOaeeas Cla.;Umet Dam,Tkne C;()MPR.[1I() 4 25469:60,414397976:-404jg3 D 87774 MSLka.re 5712.'2022.6:13 AM Ps NH Ticket Nurr-0er E 5233 Pktura/Rt.of Way PktaxsAlansaged U.Wats Lyn P /il.mageEl Agar Cut PkcanrMeasuramaw M nnor Sfgna e �n.eb , \ , wrs ? E o'3AM W'a�u'wrY1Mu@n8.u:, .. r0Vtilt �' pry, .ur ' \t 4 ° 40 .. ) 1 xi. to : ., V. $ DATA MANAGEMENT AND DOCUMENTATION DP&O shall ensure all necessary documentation is provided as follows: 1. Ensure all eligible debris removal operations activities are documented and tracked specific to the requirements of any applicable federal, state or local agencies. 2. Documentation of the number of crews and types of equipment utilized, actual hours of operation and locations of work performed during the time and materials phase of operations. 3. Completion of truck certifications,equipment certifications and establishment of a Quality Assurance and Quality Control(QA/QC)program throughout the life of the project. 4. Load tickets documenting the eligible debris removal and/or disposal activities by the applicable federal, state or local program. 10 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 5. Documentation of eligible hazardous stump removal, hangers, leaners or tree removal which includes 1 photographic records, GPS coordinates, street or other information as available and applicable. 6. Environmental authorizations and/or permits as applicable. 7. Daily electronic spreadsheet summaries of cubic yards/tons collected, specified by governing federal public assistance program. The daily summary shall be communicated to the Public Works Director or client rep. 8. Production in electronic format (scanned) and paper copies of all documentation for submittal to federal and/or state agencies. 9. Using TRKR ADMS will prepare mapping with GPS and color codes of each and all Debris removal locations, pending, in progress and completed. 10. Organize, maintain and provide the Client electronic copies of cost justification documentation in a satisfactory manner. All documentation and information related to the project shall be surrendered to the Client upon completion of the project. 11. Ensure all eligible debris removal operations activities are documented and tracked specific to the FHWA-ER program, the FEMA PA program or other applicable Federal, state, or local agencies. Document Management System: The DP&O Team's brings exceptional capabilities in document management that aligns with the reimbursement process for multiple funding agencies and is setup to make the closeout and auditing process seamless.DP&O understands integrating the required document control systems for closeout and audit early with the Client to minimizing any funding de-obligations in the long-term. (More detail on this system is provided in the auditing section of this proposal). The development of proper document retention procedures and cross-training of the Client's staff will allow the Client to respond and be audit ready for any State or Federal audits long after closeout is done. Applications/Participation in FEMA accelerated Pilot debris program/Application and Documentation of Time Extensions: We anticipate the Cities participation in the FEMA accelerated Pilot debris program for debris removal. We are committed to efficient coordination and mobilization with the debris removal contractor to accommodate and maintain compliance per FEMA's Accelerated Debris removal deadline dates. Emergency Work (Categories A&B)time limits are six months to COMPLETE work,with a possible six-month extension granted by the State upon written request and justification.Permanent work time limits are 18 months,with up to 30 months with possible extensions granted by the State. Our goal is to identify any extension requests as quickly as possible and submit those in writing to the State and FEMA to ensure they are processed BEFORE the time limit has expired.FEMA may deem certain projects ineligible if these time limit extensions are not approved per the PA Implementation Timeline. 11 3 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.3 Detailed Plan for Operations Management and 3.4 Detailed Planfor Monitoring TDMS DP&O has the capability to deploy debris monitors within 24 hours from notice-to-proceed. When additional debris monitoring personnel are needed to meet requirements of the contract, DP&O shall increase the number of debris monitors as needed. DEBRIS MONITORING OPERATIONS DP&O shall coordinate with the Client to schedule debris removal monitoring and contractor operations. DP&O shall provide a Project Manager who shall be responsible for the overall project management and coordination of the debris monitoring services required to oversee the debris removal operations. The Project Manager shall be the point of contact to the Client. The Project Manager shall assign Field Operations Manager(s) to oversee the debris removal contractor(s), monitors, and a Data Manager to provide supervision of the data entry operations and documentation process. The Project Manager's duties include but are not limited to the following: A. DP&O Project Manager shall ensure enough trained debris monitors are available to monitor the "first push"(cut&toss) operations. B. DP&O Project Manager shall ensure a sufficient number of trained debris monitors are available to monitor all "first pass"and subsequent passes of debris removal and hauling activities. C. DP&O Project Manager shall provide tower/disposal site monitors to observe and record all debris loads entering the temporary debris management sites. D. DP&O Project Manager shall provide tower/disposal site monitors to observe and record all debris loads exiting the temporary debris management sites for final disposal. E. DP&O Project Manager shall provide data entry and document processing personnel if applicable. F. DP&O Project Manager shall conduct safety meetings with field staff, as necessary. G. DP&O Project Manager shall respond to and document issues regarding complaints, damages,accidents, or incidents involving DP&O or Contractor personnel and ensure that they are fully documented and reported. H. DP&O Project Manager shall coordinate daily briefings with the Client and the debris removal contractor(s), daily status reports of work process and staffing. I. DP&O Project Manager shall ensure the documentation of environmental authorizations and/or permits for temporary debris management sites and final disposal. J. DP&O Project Manager shall review and reconcile debris removal contractor invoices submitted to the Client. K. DP&O Project Manager shall prepare interim operations and status reports, and final report, as directed by the Client. FIELD MONITORING DP&O shall provide trained staff in sufficient numbers to adequately monitor all operations supervised by Field Operations Managers. Duties of monitors shall include,but are not limited to, the following: A. Truck certification and documentation of all vehicles used in the debris removal activities. B. Quality assurance/quality control(QA/QC)of truck certification measurements throughout life of project. C. Provide monitoring services and documentation of all eligible debris removal activities on non-Federal Aid eligible roadways, As Directed by the Client—First Push(Cut&Toss)and First Pass. D. Provide monitoring services and documentation of all eligible debris removal activities from second and subsequent passes on all roadways,As Directed by the Client. 12 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 E. Ensure that ineligible debris is not collected by the debris removal contractor, unless directed in writing by the Client. F. Disposal Site/Tower Monitors will observe and record the truck quantity estimates of inbound and outbound debris. G. Exit Site Monitors will observe that all outbound trucks are fully discharged of their load prior to exit of the temporary debris management site. H. Monitors will ensure that accurate, legible,and complete documentation is provided through load tickets, truck certifications, and/or other logs and reports, as required. I. Maintain photo documentation of the debris removal trucks and activities, specifically of the hazardous stump removal process, hangers, leaners, or tree removal and/or other special or unusual occurrences in the field. J. Document and report activities to the Client which may require remediation,such as: fuel spills,hazardous materials collection locations, and other similar environmental concerns. K. Document and report to the Client damages which occur on public or private property as a result of the debris removal operations. L. Document and report to the Client any violations of Department of Environmental Protection's (DEP) debris site conditions. M. If DEP debris site conditions are violated DP&O shall oversee tasks sufficient to satisfy the DEP performed by the debris removal contractor. DP&O's Truck/ Equipment Certification: DP&O will establish a team of individuals who will inspect and certify vehicles for hauling storm related debris in accordance with FEMA guidelines and maintain both a manual and digital copy and TRKRTM. Each certified truck will be issued a barcode that will facilitate easy truck identification for each monitor at collection site, DMS and or disposal site. The barcode ensures the complete tracking of each truck's time and date and GPS location of load collection,time,and date at DMS site or Disposal site drop off and ensures all trucks are working in compliance with the state, federal and local regulations. Utilizing TRKRTM ensure that no vehicle will perform any debris removal unless certified before beginning work. A certification sheet with measurements, photos, and calculations documenting the capacity of the truck is kept for load rating and ticket auditing.TRKRTM maintain a list of all certified vehicles,all force equipment,including phots of each certified vehicle and flags any vehicles that are down. TRKRTM provides a checklist and ensure that each certified vehicles have all working safety features. Summary books will be kept at each DMS/disposal site for quality control. Certifications should also include a methodology to discourage collection contractors from modifying their vehicle after certification, such as identifying unique attributes to the vehicle like sideboards. Photographs of the vehicle and its driver shall be documented. Periodic spot checks and recertification of trucks that were potentially altered after initial certification shall be performed.Placards with barcoding identifying load measurements will be provided by the contractor.All Debris Removal equipment shall be certified and accounted for prior to any debris removal task. All debris load/ hauling vehicles will be measured and certified for cubic yard (CY) capacity prior to assignment for debris removal. DP&O will complete a certification of each vehicle using DP&O certification forms and documents to accurately record the cubic yard volume. 13 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 DP&O's vehicle certifications form has the following information on Electronic TRKRT`' form: i tAmoicAutroncrd Ltd/K.44m Matra lwrwT Hourly,/r .aod; •i ax,riser,,amc I f3nmexuwa I Supc.Fsof No flM NewGeft?ficat.n e� xx4S.Trw tens mnactw;hrn33,r Toads Eueat,>ler • ..— AGw;,v ?winX,k Av Tax*Nish Mde 3eAvar.cou= 'Ing*Nw:aae•.T ..,,.0 h.,,•.ha: !qt.*MfAireme,Iti Driver S Pake'fiit30n :aeuzr- tY'aVYA 14.00., flKt Namw Lie, w lomoot-Wasalw nem.li:.ww ' N le .. ft b .. ft a. .r�is 3'v [.ed CEktYq L'M°�ev�f-+¢.(1tY Si Si Driver 2 infw atieks AtreptaAk Woekovtenditiortf i�.e..Name teciv.-,.. KoN,cx,40e, 0,0w 34e14e M444 W,.:i WA.A Ls 4�pa14'�v3. TA*. ki.tosFhbem 49 tT [ TA. $0.44ard* Below is an example of DP&O's TRKRTMADMS truck certification. 14 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 TRUCK CERTIFICATION .�, -g s.,or G7-004 ra S.PEREZ » � _ 32cy : •. '�. jfrtitip 4 IA1tk Truck No. 704489 Truck No 704499 1 a Nu SI M1,409 ;_' Tag No.: SFM409 Type of Vehicle: Self-Loader �` . ,P ' er 7e b le air s: " Certified Cubic Yards: 72 Designated Op r Designated Driver: Carlos Santana Date Certified: 10/22/201 Date Certified: 11/03/2016 Unique Characteristics: Green Cab, Chassis. Unique Characteristics: Red Cab, Chassis, Truck rue I utactu ,i\aTe Manufacturer, Driver Name Certification Team: Rand Knocwh ail <'ate Certification Team: Ferrari Gonzales 15 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 DP&O Truck Certification forms and procedures comply with applicable guidelines (FEMA, etc.) as follows: • Length, width and depth, or height of the bed area. Any height extension also will be noted. Also, a notation will be made if the vehicle has or does not have a tailgate. • The"as measured"gross volume in cubic yards. • Reduction from the gross volume for such things as wheel wells, doghouses, etc. that reduce volume areas in cubic yards to obtain the Net Volume in cubic yards. This net volume will be placed on the placard along with a unique assigned truck/crew number and the name of the Debris Contractor(not subcontractor or owner). • Vehicle tag or registration number of the vehicle and state of issue. • Vehicle manufacturers make and Vehicle Identification Number(VIN). • Owner name. • Driver of the vehicle name (printed) and signature, driver's license number and expiration date of the driver and state of issue. • A review of the vehicle insurance carried in the vehicle and that it matches the VIN. • DP&O employee performing the certification name (printed) and signature. • Date of certification. • Photos and BAR Code scanned. TRKRTM Truck Certification system has the capability to record truck and trailer certification data as verified above Truck certification information diagrams. TRKRTM per RFP Truck Certification requirements includes the following: • A means of electronically registering authorized debris Consultant vehicles and equipment • Link electronic registration to digital images • Identify mission and respective Client • Generate unique ID's for contractor vehicles and equipment • Utilize uniform measurements e.g., feet and inches • Capture vehicle volume • Utilize industry standard equations for all volume calculations • Capture drivers and certification team member unique identification number • A means to create encryption protected electronic driver removable media with unique Truck ID, digital photograph, truck and/or trailer measurements,vehicle volume, and other identifying data • Must depict image and other identifying data+ • Must contain counter area for total cubic yards hauled • Must employ anti-tampering mechanism • Capability to recertify vehicles • Recertified vehicles must be recorded in an audit table • Certification data must be associated to authorized system user • Reject media which are not associated with current event and applicant • Capture vehicle audit records • Create a printed certification record • Administrative reporting capabilities 16 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 In addition to certifying the vehicle with forms,photographs shall be taken of each vehicle showing the vehicle number and type of vehicle. These photographs shall be attached with the certification. Original copies of these certifications, including photographs shall be retained by the Contractor on behalf of the Client. Original certifications retained by the Contractor on behalf of the Client shall be turned over to the Client upon completion of the project. Additional copies shall be provided to the debris removal. DP&O's documentation and truck certification process is FEMA approved. Each Certified truck& equipment will be given a"BAR CODE"to facilitate easy truck identification at load or DMs/Disposal site and for tracking each load time, status, and completion. Adhesive placards are affixed to each certified vehicle that provide name of Debris Contractor, the unique vehicle number such as "DT101," etc. and the certified net volume in cubic yards. These placards are adhesive and cannot be removed and affixed to another vehicle. These placards are able to be photographed by the Debris Management Site Monitors/Tower Monitors as well as by the DP&O Automated Debris Management System(ADMS) when a barcode is added to the placard. Based on the storm generated debris amounts and the required crews/trucks, several truck certification teams should be assigned to eliminate lines of trucks causing traffic hazards and allow the Debris Removal Contractor to commence debris removal quickly and effectively. The majority of the vehicles presented to DP&O for certification will be certified and placard applied at the time of certification and the vehicle released for assignment at that time. DP&O has very little delay in its vehicle certification process as time is of the essence to begin debris removal. PREPAREDNESS,TRAINING,PLANNING,AND EXERCISES fi DP&O will provide the client staff department training to include the following but not limited to: A. Assist in disaster recovery plan development. B. Provide training,participate in exercises,review,and assist with debris plan updates,and visit with Client staff to be assigned to debris management activities during the coming year. C. Provide training sessions for key Client personnel participating in exercises, and liaison to Client EOC during activations. D. Participate as liaison in Client EOC during activation. E. Attend and participate in several planning and training meetings, including one annual exercise. The annual exercise shall not conclude until the Client Contract Manager has deemed the debris management plan is actionable. F. Assist the Client in preparing Federal and State reports and applications for reimbursement, including pre incident or event training agency/department employees. G. May be requested by the Client to provide technical expertise and guidance to support the Client during the emergency recovery effort including, but not limited to, preparedness, as well as assisting in emergency debris recovery planning efforts such as disaster recovery plan development, identification of adequate resources, training, exercises, and liaison to Client Emergency Operations Center(EOC). H. Shall be responsible to build out a monitoring plan in conjunction with the management plan and overall Client plan,with regards to debris. PROJECT DIRECTOR: Provides Direction and Strategy of all Project Tasks and additional client requests. Provides leadership direction, interface and communications with any Subject Matter Experts and Trouble shoots Site Operations / obstacles and FEMA PA Negotiations, Guides Project Management with all aspects of Project and Field Operations to ensure the best time and cost-effective strategies are implemented and support resources available. 17 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 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'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. 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. 18 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 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. 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. FIELD SUPERVISOR: 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' 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. 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' 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. 19 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 BILLING/INVOICE ANALYST: 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. 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. 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' 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. 20 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 OPERATIONAI.., REPORTS AND RECORD DOCUMENTATION: DP&O will prepare and submit operational reports throughout the duration of the debris removal operations. DP&O's daily reports shall document the debris removal Each daily report submitted will contain the following minimum information: • Contractor Name • Contract Number • Reports 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. This reporting is due no later than 10:00 a.m. the following business day or as requested. • GIS mapping data updates and digitized reports • All GIS layers required will be provided to the Contractor by the Client Public Works Department, prior to an event or as soon as possible to ensure up to date files and consistency in field structure. All GIS Data must be in an ESRI ArcGIS Desktop ArcMap 10.3 format or higher version. • Data exports should be at least monthly and utilize Microsoft©Excel®or other formats acceptable to Client. • Scanned documents should be at a minimum 300 dpi and in jpg,tiff, or Adobe©PDF® file format. DP&O will review and validate debris removal contractor(s) invoices prior to submission to the Client for processing. PROJECT MAPPING: TRKRTM provides real time Mapping to document the debris removal progress. The final pass along each roadway will be mapped for the Owner's information, and FEMA documentation. DP&O will assist the Owner in public communication and will document and relay any citizen complaints for action by the contractor or the Owner. Upon project award DP&O will download appropriate Client zone maps which will define the correct boundaries to ensure all debris being removed falls within the preview of the Client so reimbursement in its entirety can be obtained. DP&O shall carefully document debris removal activities as well as hazardous trees and hazardous limbs using TRKRTM ADMS DP&O will work closely with the Owner to identify and approve removal of those critical debris hazards and DP&O will perform all documentation per strict FEMA requirements for Hazard Trees (Leaners) and Hazard Limbs (Hangers), to ensure that debris removal is eligible for federal funding. Hangers/Leaners: TRKRTM DP&O will validate that hazard limbs greater than 2 inches, and hazard trees measured including photos will be obtained for Leaners and hangers. The monitoring process to be used by DP&O for the Client that includes both the ADMS and manual Load Ticket preparation if necessary. DP&O fully trains the field staff on the requirements associated with their position, the requirements of debris removal and the need for proper documentation in accordance with the DP&O monitor forms and tickets that comply with FEMA and FHWA requirements. 21 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 DP&O's TRKRT" ADNIS System includes the following key features: TRKRTM allows the client and DP&O staff to review all debris operations real-time. auto populates ticket ledgers, has built in analytics for automated debris data reconciliation and continues to function maintaining data without internet downloading data when Monitor reaches internet signals. TRKRTM is user friendly,tracks Monitor location and prompts Monitors to perform functions including required photos and measurements. TRKRTM Has the following key features for easy Debris removal and monitor tracking,records assimilation, and database storage: ➢ Weatherproof and shock resistant Handheld Unit (HHU): DP&O TRKRTM exists on the AT&T Android First Net responder cell phones. > Standalone power source > Integrated GPS capabilities > High Quality print paper and ink to sustain harsh environment and not deteriorate over time ➢ Back-up equipment available for on-site rapid distribution if necessary > Capable of sharing database records with contractors, sub-contractors, the Client, and others via the internet. ➢ System is password protected, role-based access controls and has viewing, printing, and editing capabilities. Each user must have permissions > Each manager will have a unique ID code ➢ HHU will extract information recorded ➢ Retains a running total of quantity and type of debris hauled by each particular vehicle > Maintains all data and records per FEMA requirements. > Populates the FEMA Debris removal Project worksheet templates. ➢ Collects data without internet connection. ➢ Includes durable portable printers for printing of load tickets if necessary. XL XL' Menu/WO. [- upp tvuncMr Damage�5 e35nSe�t ' Tracks Emergency Road Clearing Costs(Category B) ._ettitecettOn„ Debn=Removal ' Tracks ALL Category A Debris Removal Costs Monkoiinp x�a„�ork Tracks,automates and links all photos s.""'"°`"`""' 6 Automates ticket ledgers,quantities with all ticket Hoot Haut Out information. Learnt/Hanget ' Tracks and automates DMS operations and photos. g ' Disposal-Tracks disposal tickets and reconciles with e ; Q o o = © a ® Ct = Loads hauled to disposal facility. DP&O TRKRTM database shall also include all information on debris removal including, but not limited to: • load ticket,DMS & Disposal information(with Photos) • vehicle certification with photos and bar code data; trucks not operating/down. • leaner,hanger, stump removal information • Ticket Data information with Photos. • Ticket status (in progress,completed,pending) 22 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Project Quality Control The Disaster Debris Project Manager and Director,hold the ultimate responsibility for quality control of the work performed by DP&O's Project Team and all debris removal contractors. Their final review and approval of all work products is the last step in a series of checks and balances that ensures refinement and review of the work as it progresses. As with any project, effective QA/QC starts with identification of project roles upon initiation, which is a key element to our standard QA/QC program. Project Cost Control/Project Management At DP&O, cost control is a key facet of our success. We pride ourselves in our ability to complete projects within or below project budgets.We have a history of satisfied clients that have come to rely on our abilities to complete projects within an established budget. We can accomplish this by our established, computer-based, cost control system. All labor, other direct costs and subcontractor costs are input into the system via labor time sheets, expense reports and subcontractor invoices. Controlling costs begins with the initiation of each project at DP&O. At the beginning of a project, the Project Manager and Finance Director provide each member of the Project Team with an agreed upon number of hours within which each task is expected to be completed. Daily project meetings provide each Project Manager with the required feedback to anticipate whether the expected labor expenditures will meet the project requirements. Tracking and Controlling project issues is maintained and monitored using Recovery EOC TRKRs daily project cost tracking system which provides daily project cost summaries and graphs. Additionally, Issues are tracked via supervisor notes and input as Tasks Pending,Completed or In progress. Debris Removal Progress and Costs Tracking: Throughout the Entire Debris Removal Operations to completion Homestead, Contractor and DP&O can see the Project costs to date, and Debris Progress per Debris Zones,and Client wide,completed and In progress,including Debris quantities,Hazard Limbs and Trees removed totals and other Critical Debris Removal data. This ensures Integrity of the data being collected and allows each of our clients to observe the entire debris removal progress and costs as the project progresses through completion. Progress Dashboard aw . ,.,..-,....,.� ... ,.,�., c..�..�..... GRID SELECTOR DESRSS REMOVAL A2aRD'TM:E.Y • t0 13 2 _ • a. afin`A 5 J h •t; E81f y9 .... ,. 0 via L'2Y 9 EE � - » Debris Removal ROW t0"MO ROW to Di.Pt.s41 DMSto G+Ire+.wl ii r Di{.ea.rl I I Ka1 Ha and .1 a1u..itRy veget4Llu9(rri 132,30004 124.34 4913 54 001,396.54 5860,577,51 622,08 538,001,91 Hanger 2" 1,148 5200,900.00 CJDI[t1 1,.3.1..1 38,47 12485 :1,393.85 59,0.1.03 215.32 313,11667 Tot. 514'-1111=1M MlaRtlrCel .• ., l6.08 Sle. t$lli..i5 549.0t8.M O<ner 0.06 000 50.o0 0.00 5000 Leaner O. -23.99" 52l 513Y150,00 100. 133,916.47 232.63 1,41C 00 1 1 586 I907.O61 15100 167 071 24'-35.99" 142 876,100.00 36".47.99" 81 8101,230,00 1$8R.9,80).061 14 al,.00 total Debris Remou.I.i 8006.,al Goal (}95P.9K121 Star. 6- -23.99" 24 $7,060.00 24" 33,99" 8 83,960,00 -47..9 2 $.4s9600 0$0.0 10t41 J .1 Trees Testi 5546.330.601 Tracking Documentation and Reimbursement DP&O will utilize our TRKRTM Automated Debris Management System (ADMS) to auto generate e-tickets, prepare detail load ticket input,check quantities,locations with mapping for all debris operations.(ROW to DMS, ROW to Disposal, Leaner/Hanger/Stumps, and other debris hazards) including certifying all equipment used. In the event manual tickets are requested by the client, DP&O will also provide a data entry/data manager to load tickets to track and document the removal and management of all Eligible Debris. DP&O ensures that all load tickets meet the requirements of FEMA and other Federal or State reimbursement agencies. In the event the client 23 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 or debris removal contractor request ticket copies we have portable printers stationed at the DMS site to print tickets and or we can provide access to TRKR and or send daily tickets in pdf via email. Additionally, any other type of manual ticket(Debris Removal, Disposal Voucher number) is logged via TRKRTM as an alternate ticket number and photocopied with the corresponding load ticket.All Disposal tickets are also maintained in TRKRTM with the corresponding load ticket. DP&O will provide client access user log ins to TRKRTM to view Debris Operations or documents at any time. Database Reporting: DP&O shall be responsible for collecting, auditing for completeness and accuracy, tabulating and organizing all debris removal, Final Haul out and disposal data into required formats, which will follow all requirements of FEMA, FHWA, and all other applicable federal, state, and local agencies. DP&O utilizes our TRKRTM ADMS (Automated Debris Management System) to collect all debris removal data, tickets and document debris operations and is discussed below. RE PORTING/PROJ ECT COMMUNICATION: DP&O will provide the following communication procedures to be employed throughout the contract term to maintain clear lines of communications with the Client Project Manager and Client Staff: daily status reports, unless otherwise specified, of the debris removal operations,preparation of interim reports(as directed by the Client),as well as a final report of the debris removal operations. A. The daily status report shall include at a minimum: the daily cubic yards/tons collected by material and by program (FHWA-ER First Pass, First Pass on non-Federal Aid roadways, second and subsequent passes on all roadways), cumulative totals in cubic yards/tons by debris type, number of debris removal crews and equipment operating,number of debris monitors in field,cubic yards/ton by debris type hauled to final disposal and location of final disposal, and total cubic yard/tons hauled to recycling or salvage facilities. B. A Weekly interim status report and final report covering the history of the operations, temporary debris sites used, site closure, any environmental reports and final disposal, recycling if any. The report may include Lessons Learned in operations and recommendations for future debris activities. Recovery EOC& TRKR ADMS functions,features and benefits are as follows: 24 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E27813C986511 /0„.....„4, . 4,,,•••*---"11, eX ACT) e coy sr II ar Ill a e r all—r22"---11."111 eXACT) ,f.r CD Yr re PLAN. RESPOND. RECOVER. 1 1 1 TRKR ADMS TRIM i * * * A Comprehensive Automated 1 Debris Tracking System. ... .... Mobile App . we"' (1-;.4:41. 0 . Awa Generates E-sign tickets. . 1 . AutOmateS Tickets detail. [ [ • Bar Code Scanning iprOdes tor easy TrucklEquipment Certifications and I Treating_ • Romps Leaner Hanger Monitors for Measurements and Photos. • [i Automates Ticket Ledgers and Recorictliation with all supporting[backup. TRKR ADMS Mobile App Interfaces with Web App. . - . Allows!JEW Real-Time View,of All Debris Removal Operations. . Documents disabled Trucks&Equip,inent downtime_ • Tracks Monitor saga in and Sign out with locations,lime and date_ * ' 0 A At 0, Tracks Emergency Road ineatuig arid Debris Removal Negress. 1 rop:0:2 0 • Automates ticket ledgers,quantities with all Eckel[rdormation.Fteconc[es Final Haul-Out with Disposal Tickets inyth Loads hauled to dismal lanty. .[....... • Candidates Debris Remotial Documentation per project Tacks with Ticket ledgers,GPS,Photos and Mapping(ROW to DMS&Disposal!,Leatern[iangehiSturrips,Falai Haul Out)and Monitcht Sign Iniout. Reporting, irarkI.r. Asset Inventory Reports(Assets,Irattoristaff,Equipment,Materia(s), Recovery Cost Reports • FEW Project Worksheet(P )Cost Summary,per FEPAA Category -4,,,,,,,14"•c..7-• .14 ‘ ' with cletaiWO cost sheets for: 1!..4[[[4-.— t-r[-•=1°[ - - - et Force Labor(FL)Costs,Force Equipment(Fp Cost Ledger, Contractor Cost Ledger.Materials Cost Ledger • Links Damage Assessment to Recovery. ,,,- mainsails ALL CAT A FEN%required Coat reports,ttcket ledgers, tickets,photos,maps,DMS permits/closure, and PW seminary and Detail reports. /4----4) 51.436.3133 PLAN. RESPOND. RECOVER. e X ACT m..Ie ii!dortri8LICul Al Xibtaecovely.tdrtri cre cei e X ACT 1 REC:C.vERY jet RECOVERY lik\44. AT&T PiniNET Respoodel hilember ID 5762224 25 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 ?sgeo" TRKRT. ADMS A Comprehensive ( TRKR _, e x AST j . RECOVERS Q Web & Mobile 1 0 -10,a Automated Debris Tracking System ROW OMS Ticket Ledger Automates Ticket Ledgers -•- _ ,_M Y 1 Reconciled with Supporting _ __ -� 1-. Backup Tickets and Disposal " xc, j Autogenerates Tickets, Ledgers and Quantities with " Map Current Progress ALL Ticket Information CI Progress Reports with ig. ",.' A ., 0 Mapping of Areas of B' ° I°- ° 1 Completed Work 1.13 v- Automates Tickets, Costs, Quantities & Documentation for Debris Removal Tasks, with GPS Locations, Photos and Mapping �.�«. (-o.w.,....M.w ..... «..»Aw ate..,....®.... .. Mill • ROW to DMS or to Disposal • Leaners,Hangers and Stumps with Measurement Prompts • Final Haul Out to Disposal • Tracks and Automates Leaner Hanger Tickets • Provides E-sign Load Haul Tickets • Tracks,Automates and Links all Tickets with Ticket Ledger& ° Tracks&Automates DMS Operations and Photos Photos • Automates Ticket Ledgers,Quantities with ALL Ticket Info www.eXACTRECOVERY.com Florida, SFWMD & FDOT Certified Minority Call (56'1) 436.3383 GSA WOSB CERTIFIED gbenigni@ExactRecovery.com DocuSign Envelope ID: B17DF2F2-50F2-420E-B822-E278DC986511 `0.r yee.0"""""olik N B ., ' It m®II mt Nff i II IN, b eX�.CT o RECOVERY Q PREMIER UTILITY I ASSET WEB & MOBILE APP v1o�a� with MAPPING and COST TRACKING CENTRALIZES ALL DATA a- '— '---- A,,.,R<,o„,,,M_R.. ....., (ARM) IS I. •Vmm�6eh wr aw�y� IN ONE LONG-TERM '.1,..,a„ r... lit==* 11 —'SECURE LOCATION 0 — 4.- • Set Client / Dept Boundaries w '.' loasoms View Asset Details & Contents Assets Mapped — . M Plir —I +>:......... tEM '" ® Building VI(7251000D1 i 0 6 t ;-.:4• p ri * se.aria „ i Damage Assessments Mobile App View Damages in Web App m p I s. , - m a C D = I a a o c � �"; Project Costs Tracking with Attachments Auto-Populates FEMA Forms & Customized Reports 44,.E =. —" II'i to:. • Rgest Cusl Dnhbuiiw+ .:.. .. "NS a s n Rik b 5- aaxs _ .w. at 4 un -... ri s .tiv_e ..o�? biCra 'w6a. .xY3' Y.o :08 id!. iGY' Yfe Kw. •^ ,• •....x...a "•� I.o..nl u� �. 6.V.H.S.OI. .It[• •Yo f C. K .... .,a: ; �'. - a _ www.eXACT RECOVERY.com Call (561) 436.3383 gbenigni©ExactRecovery.com DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 PHASE II - Long Term Recovery The DP&O Team's approach to the long-term recovery process is further described under the "Approach to the RFP Scope of Work" provided below. However, key aspects to the DP&O Teams' approach to the Long-Term are as follows: DP&O'S LIFE CYCLE APPROACH TO FUNDING: Ensures Maximum Funding Opportunities for the Client. 3 AUDIT/ FUNDING opcU,M TIO APPROACH OPPORTUNITY Establish Docu j •„ ,' Facility Damage FEMA Svstem:: Assessment Grant/Engineering Expertise to Justify/Expand Scope Justify C)amagesAdd'l Damage Investigation (if needed) Implement FHWA, Scope funded by FEMA?NO USACD, USOA,etc. Funding Assure Proper YES Procurement z Incorporate 406 Hazard PW scope development Mitigation Opportunities YES Develop Improved Need to Implementor Alternate Project Pre Audit Different Scope? .•- � ; NO Pursue CDBG Funding, 993 404 Hazard Mitigation Add'I Unmet Needs?YES NO %;Cole-Out Establish Code and Design& Implement Project Standard Upgrades Implementation of Lessons Learned Through the approach section the DP&O Team will demonstrate our lessons learned from past events that should benefit the Client. Periodic Adjustment of Resources As the recovery proceeds,needs may shift from grant management to procurement to construction oversight and engineering estimates review. DP&O will adjust the staff mix as necessary during all phases of recovery. Database Reporting DP&O will utilize our Disaster Claims Management System platform to maintain all Disaster Recovery costs, PW submittals,and Track Funds. DCMS will prevent duplication of data entry and facilitate long term storage of volumes of disaster documents in audit proof format. Once the Scope of Work and Cost Estimate is complete, supporting back-up documentation will be attached. These may include procurement policies,contracts,bid tabulations,invoices,purchase orders,proof of payments, pay policies, payroll registers, Force Account daily activity logs, equipment logs, and emergency call logs, damage assessment validations,blueprints, etc. These PW support documents will be part of an applicant's grant application as required by federal regulation and are to be maintained in the document management system for possible future audit. The PW final project and cost estimate with supporting documents wotild then be submitted to FEMA PA Portal and DP&O will answer all Portal"EEI"Questions promptly for Prompt document submittal entry for JFO review and submittal to CRC and EMMIE for obligation. 28 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 FEMA Public Assistance Advisory Services The FEMA process is very detailed with many deadlines which we are experienced with and also submitting time extensions when needed for our clients. Below is a diagram of the FEMA process which is very detailed and can cause an applicant delays in reimbursement if time deadlines are not strictly adhered to for projects identification and documents review. We stay focused on the critical deadlines and ensure submittal of audit ready documents complying with the FEMA"Verify as you Go"(VAYGO)review process. FE NIA has Implemented Validate as You Go (VAYGo) for Public Assistance Subawards !tittle Project Completion Project Predeclaration 4� Projectreconciliation applicant "- > approval of emergency 1 formulation and closeout cotlaborat��' and funding work You Identify&Report FEMA S'ou C:on}pic tc Preliminary Damage State Conducts FL••MA Closes Damages K!in 60 Obligates Work&Reyuest Assessment-PHA Applicant Briefings Project DAYS of Kickoff Funds to State Project Closeout State Submits You Submit Request State Certifies Request Win 30 for Public Assistance Develop Project Completion Vain FFiA('loses DAYS of Incident K%in 30 DAS.'S of PDA Scope&Costs 180 DAYS State Presidential I. Approves FI•:STA&State wy O1C`and State Declaration RPA—Kickoff Mtg Conduct Exit Audits w/in 21 I):\l'S of RPA Briefing We are experienced with the FEMA process and the new FEMA PA Portal and internal complexity of reviews, Portal deficiencies and document entry issues of the FEMA PA Portal and we are ready to represent the Client to expedite a smooth transition throughout disaster recovery PW submittals, costs tracking, PW review, and funds obligation. Debris Records Reconciliation: Category A — Proper documentation of Debris Removal cost and data is critical to maximizing FEMA reimbursement. All monitoring data collected in the field and documented will be reconciled with the debris removal contractor invoices to ensure FEMA Compliance for accuracy of debris quantities,locations,dates, GPS coordinates. The following debris removal records will be reconciled for accuracy and FEMA compliance. DP&O plans to use our TRKRTM ADMS System,however there are instances where the client request manual tickets as well. Where DP&O will be prepared to handle both cases. Debris removal contractors and monitors invoices will be reconciled for the following items and with associated daily logs and invoices for services per contract billing rates and terms. Discrepancies or issues will be documented and issued to the designated Client representative for Debris Contractor invoice corrections. • Leaners, hangers, and stumps, - reconciled with Debris removal invoices,per contract cost items and per monitor logs data. We will validate leaners, hangers, and stumps compliance for FEMA documentation including photographs,GPS locations,quantities,and stump measurements. 29 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 • Debris Removal Load/haul ticket ledgers— We will obtain and review daily Debris load/ haul ticket ledgers and ensure they have been reconciled for duplicate and or missing load/haul tickets.Reconciliation identifies any discrepancies between load/haul cubic yards and actual debris quantities,and debris removal invoices will be reported to the Client for debris removal invoices corrections.Additionally,ticket ledgers will be spot checked for truck certification haul Capacity(cubic yards). • Load haul tickets will also be validated and spot checks for accuracy per ticket ledgers. • TDSRS Final Haul out to permitted disposal facility-final haul out ticket ledgers will be reviewed and reconciliation with actual disposal facility ticket ledgers to identify any discrepancies between debris quantities hauled and disposed. Spot checks on final haul out tickets and disposal tickets will be performed for accuracy and per FEMA compliance. • Additional Debris Removal documents to be reviewed and validated include the following: ➢ Truck Certifications and Truck Certification logs; ➢ Maps and or streets of Emergency Roads clearing; ➢ Debris Removal Progress maps and priorities per the Client's Debris Management Plan; ➢ Photos and GPS locations; ➢ TDSR permit ➢ Baseline report and TDSR closure report. • All reconciled and final Debris removal and monitor documents will be filed manually and electronically and submitted with FEMA Category A FEMA Project Worksheetper Debris Pilot Program requirements. PHASE —III Project Closeout The DP&O Team firmly understands that successful project closeout starts the first day of disaster recovery. A focus on proper documentation procedures, pre-auditing, and proper procurement procedures at the onset of the recovery assures a smooth project closeout phase. Attention to Closeout on Day One.Our approach will focus on closeout and auditing requirements from the first day on the job. Development of proper document retention procedures and cross-training of the Client staff will allow the Client to respond to any audits long after closeout is done. To enhance the closeout process, we focus on the following key aspects to provide an effective closeout procedure: • Stress on Quick Closeout of Projects. Many PWs particularly involving Category A and B activities can often be moved to closeout quickly. We recommend all projects be moved to closeout as expeditiously as possible. Developing the closeout files is most effective when everyone's memory is fresh, and staff involved in the activities are still accessible. • Client Staff Involvement/Cross Training. We understand that you may want or need to end support activities prior to the extended closeout process that sometimes can occur at the FEMA level. Thus, integrating the Client staff into the long-term recovery and closeout phase will be essential to DP&O. FEMA Submittal. Final project and cost estimate with supporting documents would then be submitted to FEMA PA Portal and DP&O will answer all Portal "EEI" Questions promptly for Prompt document submittal entry for JFO review and submittal to CRC and EMMIE for obligation. To ensure that processing of federal funding is acquired as quickly as possible by verifying the following information and its accuracy responsibilities: 30 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 rwl • Review/reconciliation of debris Contractor invoices and payment recommendation letter • Monitoring and Collection information(reports, logs, etc.) • Project Status Reports • Completed Load tickets • Photographs of Debris Collections • Tipping Fee Receipts • Contractor invoices • Review of debris Contractor equipment hours of operation • Vehicle certifications • Start and end dates and progress mapping of the first debris removal pass and all subsequent passes • Daily logs and TRKRTM Detail mapping to support Emergency Road Clearing services. Stress on Quick Closeout of Projects.Many PWs particularly involving CategoryA and B activities can often be moved to closeout quickly.We recommend all projects be moved to closeout as expeditiously as possible. Developing the closeout files is most effective when everyone's memory is clear, and staff involved in the activities are still accessible. Client Staff Involvement/Cross Training.We understand that the Client may want or need to end support activities prior to the extended closeout process that sometimes can occur at the FEMA level.Thus,integrating the Client staff into the long-term recovery and closeout phase will be essential to DP&O. All client disaster Data is Stored in DP&O's Disaster Claims Management System for long term document storage and to facilitate project close out and future audits. For all DP&O clients we maintain a PW template excel summary per each Final PW with support tabs for Contractor Summary,Force labor,Staff inventory,Force Equipment,Equipment Inventory and Materials if used. The PW Summary sheet for each project provides quantities, costs, for Contractors, Force labor, Equipment, and Materials and line items for FEMA and State Share. DP&O maintains a tracking system that documents the Date of PW FEMA PA Portal applicant submittal, and FEMA acceptance. The PW is then tracked through CRC approval to FEMA EMMIE obligation. Each PW per FEMA Category is maintained both electronically, and manually in audit proof format to facilitate a quick project close out and or audit. All projects' financial supporting documents are 100% accurate and audit ready. Funding Support DP&O shall be prepared to submit FHWA reimbursement claim as needed. DP&O shall be prepared to assist tracking progress of project worksheets and provide quick response to any issue that could slow funding. DP&O shall assist client in finding additional funding sources related to mitigation. The Team will ensure that all management, and administration of disaster recovery projects, and associated disaster reimbursement costs claims, and documents comply with FEMA's most recent Program Policy guide, 2CFR200 for procurement and contracting, and OMB Cost Circulars A-133 Audits and Office of Inspector audit tips. In addition, all state and federal environmental policies for permitting and reporting will be adhered to. 1 31 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 DP&O's Monitoring Delivery Schedule Chart in weeks is Presented in the below diagram. Task Deliverables/Milestone Pre-Event (Preparedness and Mobilization Strategy) 48 Hours before Pre-Event Meeting • Contact the Client and initiate a communication schedule disaster Plan of Action—Post Even • Review the Client debris plan and prepare assets for Debris removal contractor meeting activation. • Verify SWA TDRS Permit,Site status,Activation • Discuss deploying project manager of the Client. • Maps Review and Priority Routes(Construction) • Run initial models to estimate impact and resource needs (Travel Logistics). • Communications Capability(Satellite) • Contact pre-screened the Client debris monitoring workforce H-48 Mobilize Key Staff per Notice to Proceed • Verify and update staff and quantities mobilization. ADMS equipment,monitor forms,all Debris Supervisors and Monitoring staff notification and check in. Monitor storm track and continue • Continue communications with the Client staff preparations • Confirm staging location to mobilize resources • Prepare project assets and begin base camp logistics coordination(Personal Protective Equipment) H-24 Client department coordination, • Certify emergency road clearance equipment (in management staff and monitors prep for coordination with the debris removal contractor) mobilization • Coordinate documentation of emergency push activities. Debris removal contractor coordination Week 1 Post Event Response & Mobilization H 48 Hrs. Within 48 Hours of Notice to Proceed • Mobilize DP&O Project Manager and other key staff (NTP) H+48 Hrs. Commence work per the Client work orders • Begin 70-hour emergency push and restore critical roadway Mobilize to Field Operations Center(FOC) passage. Debris Monitor Supervisors,Monitors and • Begin post 70 hr. emergency road clearing per the Client ADMS equipment for Emergency Road DMP. Clearing • Document time and materials • Coordinate with EMC staff to conduct preliminary damage assessments if requested • Begin mobilizing DP&O pretrained local monitors • Initiate debris management site(DMS)opening H+48 Hrs. Emergency Road Clearing/Damage • Continue emergency push Assessment • Continue preliminary damage assessment • Develop debris cost estimate for the Client. H+72 Hrs. Disaster Debris Vehicle/Equipment • Certify disaster debris vehicles/equipment Certification • Verify DMS Site permits and operations. DMS Site Monitor Mobilization Preparation • Verify disposal site availability and possible delays • DMS towers and establish site flow if required due to deficiency • Conduct training/safety sessions for monitors • Open public drop-off sites if requested Begin Debris Collection Monitoring Per • Assign monitors to load haul crews, leaner and hanger work orders removal crews. • Assign monitors to DMS locations 32 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 • Assign supervisors to monitors per debris zones • Meetings with all stakeholders as requested. • Implement QAQC of leaner hanger photos and ticket processing • Initiate daily ticket reconciliation with debris removal contractor Week 2 to PHASE II Recovery)Debris Hazard Removal, Debris Management) Week 16 Week 2+ ROW Debris Collection Monitoring per • Continue ROW debris collection through project work orders obtained from FOC • Issue daily reports/GIS maps completion • Hold daily meetings with the Client and debris removal (120 days) contractors as required • Provide citizens/community debris management hotline(if requested) • Determine which special projects are required (hazardous trees, waterway debris removal, private property debris removal,etc.)and prepare eligibility request • Implement QAQC of leaner hanger photos and ticket processing • Daily ticket reconciliation with debris removal contractor (ROW to DMS, DMS to Disposal; Leaner, Hangers and Stumps) Week 2+ Documentation Management • Daily ADMS Debris Removal Progress reports, monitors through project Long Term Recovery daily log,and debris progress mapping completion FEMA project submittal,PW review and • Daily Reporting of debris removal and monitoring contract (120 days) tracking work Project obligation,closeout,state audit • Compilation of disaster of FEMA Disaster project submittals by debris removal task with FEMA required back documentation • Disaster project FEMA PA Portal submittals • Respond to FEMA/FDEM RFI's,Track RFI replies • Coordinate FDEM state audit and project closeout • Request for reimbursement submittals 3.5 Past Experience Implemented forfor_pity,qPiliarni Beach SEMINOLE COUNTY PUBLIC SCHOOLS (SCPS): Students,faculty and visitor safety Debris removal and monitoring that takes place during school hours requires careful planning and coordination to ensure the safety of the students, faculty,workers,and anyone else on or near the school premises. DP&O took extra precautions and establish clear safety zones around the work site with barriers to prevent unauthorized access by students, staff, or visitors. DP&O planned noisy or disruptive work activities, such as demolition or heavy machinery use, for times when they least impacted the school's daily activities. We had to be flexible and be ready to relocate to other parts of the school as necessary during these times. DP&O maintained open communication with the school administrators, teachers, and staff to coordinate schedules, activities, and safety measures. DP&O used clearly mark pedestrian walkways and provided safe pathways for students and staff to navigate around the construction area. DP&O took safety measures during school-hour work to prevent accidents and injuries to students, teachers, and school staff. Children were sometimes curious and could be unaware of construction hazards,so extra precautions was necessary. 33 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 R " CITY OF FLORIDA CITY, FLORIDA: Residence: The city of Florida City is a diverse community, with a significant population of minority residents. During Hurricane Irma, DP&O provided special consideration for work areas where children and pedestrians were walking and riding bikes. DP&O monitored pedestrians for safety hazards during debris removal after the storm as it was a critical aspect of ensuring the safety of both the cleanup crews and the public. Many times, residents would try to circumvent via their cars or bikes while heavy equipment was working in the areas. The monitors worked closely with contractors and the city police and notified the city and police when such occurrences happened. DP&O hired off duty officers to add another level of security to job areas, this was coordinated directly with police. During this time,there was an influx of residence at home discarding household items such as damaged personal property, mangled playgrounds, household appliances, damaged cars and stockpiled outside of their residents with mixed trash. Debris was severely mixed with household C/D and vegetation. DP&O mobilized a Debris Management Recovery team and Debris Monitors to coordinate the manual segregation and removal of debris to be relocated to DMS site for debris reduction and compaction. Beach Debris Removal: Beach debris removal after a hurricane is a crucial part of the recovery process to restore the beaches to their natural state and ensure the safety of visitors and wildlife. Florida City has several lakes and beach / shoreline areas which are in an environmentally sensitive area. Buried beach debris caused both environmental safety hazards to the community and to wildlife. DP&O performed beach surveillance and safety assessment to identify ' hazards such as sharp objects, hazardous materials, unstable structures, and potential wildlife threats. Buried beach debris consisted of separating debris into categories such as vegetative (tree branches, seaweed), construction materials (wood, metal),plastics, and hazardous materials. .DP&O ensured that during the beach removal operations there was minimal environmental impact form the heavy equipment. Equipment inspections was performed prior to each workday to ensure a clean and well working machine was being used. DP&O minimized the use of heavy machinery in ecologically sensitive areas to prevent damage to dunes, vegetation, and marine ecosystems. Damaged Boats and Cars: Being that the City of Florida City is the gateway to the Florida Keys, many residences store their boats, in the Florida City boat storing facilities. These boat storage facilities were damaged by Irma and boats were strewn along. DP&O had to inventory all damaged boats and photograph serial numbers if possible, for the city to locating boat owners. Boats were stored at the debris management site for either the owner to pick up or for disposal. j L PORTAL AND MIAMI SHORE; Limited DMS Site Availability: El Portal and Miami Shore had very limited debris management site land availability. These cities had massive amounts of stockpiles mixed with trash that had been sitting in the streets for several weeks. DP&O along with the Debris Removal Contractor was hired to assist the City of El Portal and Miami Shores via a Mutual Aid after several weeks of the original contractor not mobilizing as required. DP&O recognized the hazardous nature of the stockpiles and the urgency of relocating the debris to a DMS for reduction and segregation.DP&O negotiated with a church that had a 3-acre parking lot and obtained the required state FDEM site permit. The large debris stockpile mixed with trash was then reduced by compacted followed by immediate haul to the disposal facility. DP&O's ability to mobilize quickly and identify a debris management site and permit insured and aided in the health and safety of trash laden stockpiles. 34 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 3.6 Narrative on how DP&O Intends to Collaborate wi. Agencies In the face of potential disasters, the need for collaboration and partnership between agencies, departments, and stakeholders is paramount. As a dedicated disaster response proposer,we envision a resilient Miami Beach where proactive planning, coordination, and mutual support are the cornerstones of our preparedness efforts. This narrative outlines our proposed strategies for collaboration with the City of Miami Beach agencies, departments, and other key partners before, during, and following a disaster event. By collaborating closely with the City of Miami Beach's Public Works Department, DP&O aims to streamline debris removal operations. 1. Project Understanding,Addressing the Client Needs and Kickoff Meeting: Upon contract award DP&O will schedule a kick-off meeting with the County and key department staff to discuss and plan a collective project vision to include pre-disaster planning,to ensure the counties readiness to maintain FEMA compliance for the pre disaster and post disaster reimbursement requirements,emergency road clearing capabilities and obstacles,County internal process for tracking force labor,material, equipment cost,organizational structure and points of contact,schedule expectations that will serve as a common bond,keeping team players together. 2. Pre-event and Post-event Project Planning/County and Debris Removal Contractor Table-Top Exercise: DP&O will focus on developing or updating the County's Debris Management Plan(DMP)including; Identifying regional geographic critical areas(beaches,islands,other water ways)and obstacles which can affect debris removal operations and mobilization and or removal of critical debris hazards.The DMP will address debris removal zones, priorities, critical facilities, roles and contacts, temporary debris management sites, waterway and beaches debris removal and debris management center(location for daily briefings and debriefings).This includes but is not limited to tabletop exercises with the County and Debris Removal contractor prior to hurricane season. 3. Communications & Meetings: DP&O's Project Manager and Project Principle will establish avenues of communication with the County's Representative and Debris Removal Contractor, at the contract award. Documentation of all communications will be in the form of published meeting minutes,monthly progress reports, and/or telephone conversation records. The success of this project will be contingent upon maintaining a continuous line of communication and understanding amongst the Project Team (including subcontractors) and County's representatives. 4. Maintaining Project Quality Control: The Disaster Debris Project Manager and President, hold the ultimate responsibility for quality control of the work performed by DP&O's Project Team and all debris removal contractors. Their final review and approval of all work products is the last step in a series of checks and balances that ensures refinement and review of the work as it progresses. As with any project, effective QA/QC starts with identification of project roles upon initiation, which is a key element to our standard QA/QC program. When a storm is impending(assuming prior notice is available), DP&O and our staff will be on a 24-hour alert from this point forward. 5. Maintaining Project Cost Control: At DP&O, cost control is a key facet of our success. We pride ourselves in our ability to complete projects within or below project budgets.We have a history of satisfied County's that have come to rely on our abilities to complete projects within an established budget. We can accomplish this by our established, computer-based, cost control system. Controlling costs begins with the initiation of each project at DP&O.At the beginning of a project,the Project Manager and Finance Director provide each member of the Project Team with an agreed upon number of hours within which each task is expected to be completed. Daily project meetings provide each Project Manager with the required feedback to anticipate whether the expected labor expenditures will meet the project requirements. 6. Monitor Hiring& Training Plan: DP&O is dedicated to hiring locals to be trained for project debris monitoring positions prior to a disaster. Monitor Training: DP&O has a comprehensive monitor training program which is updated annually as FEMA requirements for disaster debris removal change. DP&O performs annual disaster monitor training for all staff and every newly hired monitor a 4-hour training program and orientation session is conducted by one or more of our monitor supervisor trainings. 7. Successful Mobilization:Planning is the key to successful mobilization.DP&O has the capability to deploy debris monitors within 24 hours from notice-to-proceed and can ramp up with the number of monitors, supervisors and management staff as needed based on the severity of the event and area coverage. 8. Perform accurate debris damage assessments and Identify all critical debris hazards (especially beaches, coastal areas and waterway banks). 9. Obtaining&Maintain Debris Removal Monitoring Documentation: DP&O takes pride in performing detailed 35 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 debris removal monitoring with DP&O's TRKRTM ADMS System which maintains all debris removal documentation, daily progress reporting and mapping of debris removal operations completed and in progress and which client and DP&O management has 24/7 access with real time knowledge of debris operations. 10. Facilitate Timely Financial Recovery and Successful FEMA Disaster Reimbursement of ALL Eligible Disaster Project Cost:Using RecoveryEOCTM and TRKRTM ADMS allows DP&O to maintain Quality Assurance and Quality control of all debris removal documentation and other client disaster cost data in audit ready format resulting in prompt FEMA PA Portal submittal therefore minimizing delays,FEMA review and approval.DP&O's internal FEMA PW tracking ensures that DP&O stays on top of the entire FEMA and State project review through successful project closeout. 3.7 Detailed communication plan for disseminating information to the public, contractors, and relevant agencies regarding debris removal schedules, safety guidelines, and other critical information. DP&O is proud of our effective daily communication plan with the City leaders and departments involved in the City's Debris Removal Operations and the importance of the daily morning briefing and end of day debriefing to discuss priorities and resolve obstacles. Developing A"Debris Operations Link" for the City's Website: DP&O can work with the City's IT department to develop a Link for Post Disaster Community Debris Removal Operations, progress, schedules and to allow the Community to post critical debris hazards the community identifies. We understand the political pressure post disaster for a high profile, tourist city to ensure the community's knowledge and understanding of the critical debris removal timeline, operations, equipment used, resident safety, citizens awareness and the need for citizens to have access to real time debris removal progress schedules. Especially important is the community's ability to notify the city of critical debris safety hazards and the city and monitoring company the ability to "filter" the influx of community's posting of critical debris hazards as they evolve or exposed along the beach areas. Method of Communications: DP&O focuses on different methods of communication; City Debris Removal Operations links to educate the community including sample videos. We can also develop radio advisories; newspaper articles, door hangers, mail inserts, social media posts, etc. Additionally, we can develop link on the City's website to allow DP&O to post both the below Debris Removal operations schedule and to allow Citizens to post debris hazards that they identify along the city's right of way,beach areas or parks. Communications with the shelter-in-place, evacuated and displaced residents while developing content that expedites debris removal and fits recovery timeline. This includes senior citizens and handicap individuals to access a volunteer list or associations to aid them. Debris Removal Operations Community Information Content: City Debris Removal priorities/routes: debris removal assignments (Sectors and Zones) • City clean-up goals • City's point of contact for specific questions Post-Storm Emergency Clearance of Roads and Rights of Ways Emergency Road Clearance,Mobilization, Operations. Debris Removal Operations: 36 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Frist Pass: Debris Removal Crews Ramp up: Time for Residents to place the debris curbside. Hazardous tree and limbs removal. Types of Loading& Hauling Equipment: Self-loading knuckle boom trucks, dump trucks/trailers,backhoes; Track hoes. Identify streets with limited access—small width, dead end,proximal ditches. Debris Management Sites & Citizen Dropoff areas. Second Pass: Continuing Debris Removal: On call/Hot spot crews: to cleanup debris that has safety or time constraints. Final Cleanup: Final Debris Removal Pass and 100%completion. Beach Debris Removal Operations: Areas designated and timelines; Safey to the Public and Protection of the Environment and Protected Species (Turtles and Nesting Seabirds) Support for the City's Public Information Public Notices Personal Safety Statements (Draft) Debris Removal Instructions(Draft) Assistance with Private Property Debris Removal(Draft) First/Second/Third Pass Notice(Draft) Statements for Disaster Debris Information: The following examples provide of how DP&O can provide the City to Shares information and are modified as needed. The below can be used in flyers, newspaper articles, City web site links; The statements are general to accommodate the public information strategy regarding the Post disaster recovery process: PERSONAL SAFETY STATEMENTS Traffic and Area Safety during Heavy Construction Equipment Operations: Pay close attention and respect barricaded-Off Limit areas: - DO NOT drive around barricades -Slow down when Flaggers are visible. -Don OY enter Closed road or secured/barricaded areas. Keep Clear and AVOID DEBRIS Removal Crews working in your area: All Debris Removal crews will maintain safety programs to prevent and reduce the occurrence of accidents or injuries in their work locations. However, the community and citizens should stay clear of debris removal operations. Citizen Post Disaster Debris placement curbside: Don't Mix House hold debris (drywall, roof fragments, fences,mattresses .. garbage)with Vegetative (trees, limbs, ..., Separate vegetative/woody(limbs and leaves)debris; from construction and demolition debris and household hazardous waste into separate piles. Garbage pickup will resume on your regular schedule on . Separate garbage from your disaster debris 37 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Place debris in the right of way/curbside: keep debris a few feet from Phone boxes, electrical utility poles; fire hydrants,water and gas meters. DISASTER DEBRIS Removal that will be removed by City 's contractor: • Woody,vegetative debris: as a result of the storm event. • Construction and demolition(C&D) debris: Debris such as dry wall, shingles, • paneling, insulation, etc. that was created by the storm event • White goods: appliances and other household devices that were damaged/destroyed by • the storm event. • Household hazardous waste: There will be Citizens drop off locations for materials such as paint, fuels, insecticides,pesticides, sprays with petroleum distillates, etc. or These will only be picked up curbside ff they are associated with damage from the storm event. ASSISTANCE WITH PRIVATE PROPERTY DEBRIS REMOVAL Anyone who needs assistance with debris removal, such as senior citizens, or handicap)those that need help with debris removal activities) can schedule a volunteer to assess your needs. Assistance will be provided by volunteer groups working in our area and will be prioritized for those that do not have insurance coverage to pay for the cleanup. 3.10 Supplier Diversity It is the policy of DP&O, regardless of the project type,to actively seek and contract with local small and disadvantaged business categories, including,but not limited to, Small Business, certified Small Disadvantaged Business, Women-Owned Small Business, Historically Underutilized Business Zone, Veteran-Owned Small Business, and Service-Disabled Veteran-Owned concerns. 38 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Contract No.23-021-02 DPO EXHIBIT B BEST AND FINAL OFFER (BAFO) COST PROPOSAL (A) {BE (CI POSITIONS HOURLY RATES EST.HOURS TOTAL (AxB=C) 1 Emergency Operations Manager $ 135.00 112 $15,120.00 2 Project Manager $85.00 112 $9.520.00 3 Data Manager $70.00 40 $2.800.00 4 l Cost Recovery Specialist $60.00 40 $2 400.00 5 Field Supervisors $40.00 336 $13,440.00 6 Fixed Site Monitors $32,00 840 $26,880,00 7. Billing/Invoice Analysts $40.00 40 $1.600.00 8, Administrative Assistants $28.00 40 $1.120.00 9. Field Monitors $32,00 4.200 $134.400.00 [BALANCE OF PAGE INTENTIONALLY LEFT BLANK] 19 DocuSign Envelope ID:B17DF2F2-50F2-420E-BB22-E278DC986511 Contract No.23-021-02 DPO EXHIBIT C CONSULTANT SERVICE ORDER Non AtE Services Contract Expiration: Contract# Dept.CSO# Change Order# Consultant: Project Title: $y acceptng this CSO.Cons agrees to provide services pursuant to the ata&ed voposal dated and the teams.conditions,and rates established in the above-referenced contract between the City and:he Consultant.Constttant explicitly agrees ttsat no other terms and conditions shall apply to the work regardless of wiether said other terms and condtioris are included heron or in any atadament to this CSO.Any deviation from the scope of work agrees to herein shall wire a change order approved by the Gt,r 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 Subconsuttants: Name of New Sutrconsuitanttsi Amount Contract Rates YES 1 I NO Notes For City(Name) Signature Date Project Admin: Dept Director: Procurement. .AjtCM CM For Consultant(Name) Signature Date Lead Project Admin by chyle caaaattsat ackaowl U p*that this CSO at not sand anot ao wort mar cemostacs wen the ens hot o.ued a pisthasa wrier Rot bat COO. Ms CUT sawn eat tar Mats for t au an wtdkg to any wort not Is not pursuant ant boa.City Issued patckaas arose. 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 April 2024. • • • Seen Meiner, Mayor ATTEST: • APR 0 8 2024 Rafael E. Granado, City Clerk • APPROVED AS TO FORM&LANGUAGE . &FOR EXECUTION =1NCOAP ORATEQ s 3.. .; City Attorney ' Date Competitive Bid Reports-C2 B MIAMI BEACH COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: Alina 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 Rostan 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, LL.0 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 INFOR ATION • 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 RaP 2024 fl1.NC c�! tow Disaster Oebas Monitoring _ NNr:hast Cirrk I? Antra DaiaRi GsAoa Naumann Krwttrea Nistex = ,—. c Aygrapate O00140V.e 4s,00100 ivn &vatata sm,2,«0 4r.Fa rtt.C. Pk:bug* Or Oe+a=*tar+ma 4.�antr4tP.0 BuMob� 40001.011ve ¢0er"01a!i've S00101at etakw R�agrun i. eb ._.. __. DD 3 73 _.......... Zb __.OS 1 t_ 73 26 ... .__ 1 4W.. 23._.. . a $. 44 RoNan BoltRist _LCt_ 70 74 !T_....... . . 213 YY�..,� 1 a Z4 „„„ 4Ct 2 68 ._< 24 115 EC 1 :._ - , Tidal Basin 24 No1Mc i i 11C !0 E 23 83 a fair 29 -a- 92....... 9 __.... d?. ...__ __ 4.-........ 95 t8.... � �S .. 4y c�Lca ee 1_ 12 rr e 1 e� T2 1 _re, it, T . 12 ...1 w air _. ... _12 n $ raiataaaama too ee... t n i atwez,, ...*._ a. ea niaaat VA .. _._......0�....._,, rr tr kv.n..Gw4li'Za,lAC 0 / alt.rtlM� ...4 ..,..y.w.. 7?.._,.....__...: » FOR QI$PtAY PURPOSES ONY,L RANKI FINALNr DOES NOT CONSTITUTE AN AWARD RECONRMENDATION. Page 38 of 1445 ATTACHMENT B ADDENDUM AND RFP SOLICITATION AA I AM I BEACH PROCUREMENT DEPARTMENT 1755 Meridian Avenue,3rd 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.qo ce ly, s da ement Contracting Manager 1 ADDENDUM NO.1 INVITATION TO NEGOTIATE NO.2024-021-ND FOR DISASTER DEBRIS MONITORING SERVICES PROCUREMENT DEPARTMENT 1755 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. v(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) 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 comperisation 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-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. (J See. 200.323. (K), See§200.216. ,: See§200.322. (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 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)e` 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) 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. (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-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. (J) See§200.323. M(K) See§200.216. L See§200.322. [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 MIAAA 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 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 (RFP) 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 at 1:30 pm ET Join on your computer or mobile app !i:‹, l Ic t, .• Or call in (audio only) MI BEACH +1 786-636-1480 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 here to join the nitTtInci Or call in (audio only) +1 786-636-1480 United States, Miami Phone Conference ID: 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 Del'ado 305-673-7000 x26263 NataliaDelIado@miamibeachfl..ov Additionally, the City Clerk is to be coiled on all communications via e-mail at: RafaelGranado@miamibeachfl.soy; 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 themeeting 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 MIA MI EACF 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 requirements 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 of 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 enter into 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. MIAMI 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 1, 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 our 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 supplier 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-hall/procurement/how-to- become-a-vendor/. 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/procurementlstandard-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 proposals 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) Experience & 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 Vendor Cost evaluated X maximum allowable Total Points (Points noted are for illustrative Awarded Proposal purposes only.Actual points are points=awarded points) noted above.) Round to Vendor A $100.00 20 $100/$100 X 20=20 20 Vendor B $150.00 20 $100/$150 X 20=13 13 Vendor C $200.00 20 $100 I$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 h EL 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 r ifik t.{ 1 E Cost Proposal Form 2024-021 -N D 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 'roe osals will result in .ro.osal bein s deemed non-res.onsive and bein s 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 Insurance Requirements 2024-021 -ND Disaster Debris Monitoring Services PROCUREMENT DEPARTMENT 1755 Meridian Avenue, 3rd Floor Miami Beach, Florida 33139 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 c/o 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 Consultant Service Order 2024-021 -N D 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 being added,Cit Manager a•proval is r-.uired. Name of New Subconsultant(s) Amount Contract Rates YES I I NO I 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 Aga 41t v 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: PO.16.06 CITYWIDE PROCEDURE AUGUST 2020 SUBJECT: PROCUREMENT REQUIREMENTS FOR FEDERALLY FUNDED GRANTS AND PROJECTS. RESPONSIBLE DEPARTMENT: PROCUREMENT XI. 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: P0.16.06 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 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 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.gov/cgi-bin/text-idx?tpl=/ecfrbrowse/Title02/2cfr200 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: p—DocuSiggned by: A lsc. 7iJ \—`JN!t/A 7b`Jt t4uu... Procurement Director Reviewed by: r—DocuSigned by: t 7220DAF9744F435 Grants and Intergovernmental Affairs Director , —DocuSigned by: +gn40,D,n 4c Chief Learning and Development Officer ,.—DocuSigned by: 11 a-Lk, �—E9AC0518F2AA41 A... Assistant City Manager Approved by: ,—DocuSigned by: Amiliti ( or a.s 8/31/2020 1 1:43 PM EDT CCA1819407ger0496_. Date ity Mana 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.AI1 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. J ATTACHMENT C SUNBIZ & PROPOSAL RESPONSE TO RFP DIVISION or CORPORATIONS fjAYrK)� ~ r ��� �v� Q.Qpartnient of State Division of Corporations Search Records Search by FE11EIN Nurnber Detail by MON Number Florida Profit Corporation DISASTER PROGRAM&OPERATIONS, INC. Filing Information Document Number P15000038932 FEUBNNumbe, 47'3936101 Date Filed 0504/2015 State FL Status ACTIVE Last Event REINSTATEMENT Event Date Filed 1005/2016 Principal Address 404 WEST PALM DRIVE#1O0 FLORIDA CITY, FL33O34 Changod: 12/22/202O Mailing Address 83O'13A1ANorth 674 POmTEVEDRA BEACH, FL32082 Changod: O1/O7/2O22 Registered Agent Name&Adu,von Disaster Program &Operations, Inc. 1O033Gowgmon Dr.VV 121 PONTEVEDRA BEACH, FL32082 Name Changed: 1005/2016 Address Changed: 0302/2O18 offiuowoi rector Detail Nome&Add,ass Title President BENIGN!, GABRIELLE 10033 Sawgrass Dr.W 121 PONTE VEDRA BEACH, FL 32082 Title CEO Copenhaver, John 10033 Sawgrass Dr.W 121 PONTE VEDRA BEACH, FL 32082 Title Chief Information Officer Wood , Laurie 10033 Sawgrass Dr.W 121 PONTE VEDRA BEACH, FL 32082 Title Chief Technical Officer O'Dell ,John 10033 Sawgrass Dr.W 121 PONTE VEDRA BEACH, FL 32082 Annual Reports Report Year Filed Date 2022 01/07/2022 2023 01/23/2023 2024 02/05/2024 Document Images (?/05•'2024--ANNUAL REPORT View image in PDF format 01/23/2023--ANNUAL REPORT View image in PDF format 01/07/2022--ANNUAL REPORT View image in PDF format 03/01/2021--ANNUAL REPORT View image in PDF format 01/20/2020--ANNUAL REPORT View image in PDF format 02/13/2019--ANNUAL REPORT View image in PDF format 03/02/2018--ANNUAL REPORT View image in PDF format 05/01/2017--ANNUAL REPORT View image in PDF format 10/05/2016--REINSTATEMENT View image in PDF format 06/04/2015--Domestic Profit View image in PDF format I DISASTER PROGRAM & OPERATIONS, INC. City of Miami Beach REQUEST FOR PROPOSAL for Disaster Debris Monitoring Services RFP #: 2024-021-ND DUE: March 4th,2024,at 3:00 PM Proposer: Disaster Program & Operations Inc. Address: 10033 Sawgrass Drive W,Suite 121,Ponte Vedra Beach,FL 32082 Authorized Contact: Gabrielle Benigni-President of DP&O Phone Numbers: 561-436-3383 Email Address: Gbeni;;nira dpando.com GE Is518;rtifiedFloridandertheeforapof FDD� MANAGEMENT �q`.'�; 'liS'J and�;i.IHr.Il Sfanttes Tura period frnm: SERVICES . 12.16,2020 121612022 CERTIFIED MINORITY NI,OMEN OWNED BUSINESS ez A 47QSWA2ID006N FEATURING WEB AND MOBILE APPS e X ACT It l. IIRKRL„, 0 .r► 1I *. I � OO b FIRSTNET E-VeruIy AT&T FirstNet Responder #t 353845 Member ID M5763234 1 TAB 1: COVER LETTER & MINIMUM QUALIFICATIONS REQUIREMENTS 1.1 Cover Letter and Tabel of Contents TABLE OF CONTENTS TITLE PAGE PAGE 1 TAB 1: COVER LETTER& MINIMUM QUALIFICATIONS REQUIREMENTS PAGE 2 1.1 Cover Letter and Table of Contents Tabel of Contents PAGE 2 Cover Letter PAGE 3 1.2 Cover Minimum Qualifications Requirements PAGE 4 E'AB 2: EXPERIENCE & QUALIFICATIONS PAGE 5 TAB 3: APPROACH AND METHODOLOGY PAGE 28 TAB 4: COST PROPOSAL .PAGE 66 1 2 COVER LETTER March 4th, 2024 (j6 Disaster Proceo Operations Inc City of Miami Beach Procurement Department 1755 Meridian Avenue,3rd Fl. Miami Beach,FL 33139 Subject: Proposal Submittal: RFP#: 2024-021-ND for"Disaster Debris Monitoring Services" Disaster Program & Operations, Inc. (DP&O) is pleased to submit this proposal for"RFP # 2024-021-ND for "Disaster Debris Monitoring Services" for the City of Miami Beach, Florida (City). DP&O understands the City is seeking proposals from a qualified disaster debris monitoring contractor to provide technical expertise and guidance to support the City during emergency recovery efforts following a declared disaster event(s). We understand these 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 per the Stafford Act and FEMA policies and guidelines. DP&O is committed to provide 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 performs monitoring of all debris removal operations in accordance with applicable regulations of the Federal Emergency Management Agency(FEMA),Federal Highway Administration(FHWA),Florida Department of Transportation (FDOT),Florida Department of Health(FDH),Natural Resources Conservation Services(NRCS),and the Florida Department of Environmental Protection (FDEP). DP&O's automated debris management system ADMS TRKRTM ensure that all FEMA required documentation for debris hazards removal is in compliance with FEMA Category A debris removal reimbursement criteria and includes mapping of each debris removal hazard locations, photos, auto generated e tickets and equipment certifications. DP&O's staff are highly experienced with preparation of the FEMA claims submittals (Project Worksheets),highly knowledge using the FEMA PA portal system and tracking FEMA's review and approval through successful project close out.We are prepared to supply the experienced staff to perform the following services (to include but not limited too): and we are prepared to supply the experienced staff to perform the following services (to include but not limited to): • Pre-Event Services: Debris Management Planning, Training & exercises, FEMA Policy guides, Debris management site(DMS) review, Debris Removal Contractor bid preparation and review. • Post-Event Services: Debris Damage Assessments, Truck/Equipment Certification, Disaster Debris Monitoring Services, DMS Site Operations Compliance, FEMA PA Services and Disaster Claims Reimbursement Submittals,FEMA Portal Project Submittal and Tracking,and FEMA Appeals Assistance if necessary. DP&O is a Florida Subchapter S Corporation, incorporated in 2015 and is owned by Gabrielle Benign. DP&O has been in business for 8+years and was a sister company to Disaster Operations and Training,Inc.incorporated in 2005 by Gabrielle Benigni. DP&O is capable of providing all services required to execute and manage the services as required by City for Disaster Debris Monitoring Services. DP&O will not be utilizing any sub-contractors for his project. DP&O is Federal GSA Minority, WOSB(Woman Owned Small Business)and minority certified with the State of Florida,Federal Department of Transportation (FDO7)for Disaster Recovery,Environmental Services,IT 3 and Demolition Services. DP&O,Inc. is a Florida Subchapter S Corporation registered with Federal FEIN# 47-3936181,Federal Cage Code: 82LX4, and DUNS Number 88882339. Primary Authorized Contact Information: Gabrielle Benign, President,gbenigniadpando.com; Phone: 24/7 (800)753-8563 or(561)436-3383. DP&O's local branch is located at 404 West Palm Drive, #100, Florida City, 33034 with our corporate headquarters located at 10033 Sawgrass Dr West Suite 121, Ponte Vedra, FL 32082. Our staff is located proximal to City and utilizing our TRKRTM ADMS our client has 24-hour access to all project data in real time view of all debris removal progress and operations.Recovery EOCTM maintains all disaster project costs and back up documentation in audit ready format, allows clients visibility to work in progress and enables DP&O to ramp up with the Client's project expediently to assist with Disaster Related Recovery Services. DP&O utilizes an electronic documentation system (TRKRTM,ADMS)to control, track, and document all work in full compliance with federal and state cost reimbursement requirements to ensure the applicant is reimbursed for all eligible disaster recovery costs and shall use efficient methods and effective cost controls.TRKRTM exceeds the FEMA ADMS tracking requirements. "Our company mission statement is to embrace the disaster challenges that unfirreseen obstacles bring and remain flt.riblc, and leverage our experience to make order out of disorder. Our goal is to promote the return to "Normal Operations", reduce financial devastation,decreasing economic impact, and providing business continuity resulting in succes.slul disaster recove ly and maintaining compliance with State and Federal regulations." DP&O is an approved AT&T FirstNet Responder, Member ID M-5763234, registered with NPPGov. This allows DP&O and our clients priority access to cell and internet post disaster as a first responder with AT&T FirstNet. DP&O maintains over 150+AT&T FirstNet cellphones. We appreciate the opportunity to submit this proposal. In selecting our approach, processes, and staff, we have made selections that are progressive, flexible, innovative, and industry leading. We are excited to have this opportunity to support you and your business objectives and we look forward to the next steps in your decision- making process,if you have questions about any of the material contained in this response,please do not hesitate to contact us. Sincerely, Gabrielle E. Benign, President DP&O 1.2 Minimum Qualifications Requirements DP&O has provided the following Minimum Eligibility Requirements as required for this solicitation in the following Tabs: 1. DP&O has 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. 2. Required Submittals: For each client/project reference the following information has been provided: 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. 4 TAB 2: EXPERIENCE & QUALIFICATIONS 2.2 Qualifications of DP&O DP&O and its managements staff are the best qualified to perform this Scope of Work as we have a successful track record and experience with the entire disaster management, debris operations and disaster reimbursement administration process, from performing mobilizing to assist with damage assessment, documentation of emergency repair, emergency road clearing, donated resources management, documentation of debris management, maintaining FEMA compliance throughout the entire process. Our well-seasoned staff emphasize from day one audit ready documents and utilizing TRKRTM ADMS exceeds the FEMA documentation requirements. The best advantage for selecting DP&O is that from day one you will be dealing with DP&O's President and key management staff for this project, so any client needs, requests or adjustments to work are made promptly. WE are flexible, nimble, and dedicated to the success of our client's full financial recovery to be better and more resilient to future disasters. DP&O has successfully represented over 18 years of client representation for Municipalities and Public Utilities Clients located in Florida, Alabama, Mississippi, Texas, Oklahoma, California and Port Rico and we represent state level Public Colleges and County Schools. Our Corporate Principles each have 25 + years as nationally recognized for Disaster Debris Management, Disaster Recovery Programs, Emergency Management, and IT software& Incident Response systems. Our key Management includes: Gabrielle Benigni, President(recognized industry leader for FEMA Policy and Disaster Debris Management, Expert Federal Disaster Claims Management and Hazard Mitigation Projects qualifying; John Copenhaver, CEO, former FEMA Region IV Director(applicant advocate, FEMA Region IV level);John O'Dell,CTO(Creator of WebEOC,used in 52 U.S. States including Florida and all Florida counties, and FEMA HQ). We are supported by Baker Donelson, Ernie Abott (Former National FEMA Council) and appeals expert. Rob Russakoff, Senior VP Recovery/ QAQC. Liz Valdes, VP Recovery Debris Management Expert/Project Manager. Urban Hammarstedt Operations Director and Product Manager. Our professional staff consist of Former EM Directors, and Nationally recognized experts with FEMA Policy, Emergency Management, Debris Management Specialists, and IT software specialist, FEMA Public Assistance Program Policy&Grant Management. DP&O is supported by seasoned Debris Management Specialists,Former EM Directors, Environmental Professionals, Utility Engineers and Nationally recognized experts with FEMA Policy,Emergency Management, and IT software specialist. DP&O has represented similar client Disaster Debris Monitoring Services projects that are similar in scope and size such as: The City of Homestead, Florida City, Miami-Dade Colleges, Miami-Dade Public Schools, Homestead Public Utilities, Seminole County Public Schools and Florida Collage Consortium and we have worked in the States of Oklahoma, Mississippi, North Carolina and California. Our Debris monitoring & recovery contracts have ranged in size from under$350,000 to $5+Million and we maintain adherence within the client's budget, scope and requirements/needs. DP&O's Project experience below demonstrates an in-depth understanding of disaster debris monitoring in accordance with State Environmental and FEMA Federal policies as follows: • Recent experience demonstrating current capacity and current expertise in monitoring and management of debris removal, solid waste and hazardous waste management and disposal. • Documented knowledge and experience coordinating with Federal, State and local emergency agencies. • Experience representing local governments with various state and federal funding sources and reimbursement processes, including FEMA,NRS, FHWA, FDOT FDEP and FFWC. • Experience with special disaster recovery program management services including private property/right- of-entry (ROE) work, waterways clean-up and reimbursement, sand recovery and beach remediation, leaning tree and hanging limb removal,hazardous material removal,vessel and vehicle recovery,asbestos abatement, data management, and hauler invoice reconciliation and contracting, and FEMA appeals assistance. 1 DP&O uses our RecoveryEOCTM (BOLTEOCTM, TRKRTM) web and mobile app which provides Disaster Claims&Document Management system and maintains all supporting documents required per FEMA Category for each Project in audit ready format with all supporting documents to facilitate a quick project close out. This allows our clients to have 24/7 access to all project records and to view our work in progress. RecoveryEOCTM maintains projects in audit proof format and audits and prevents duplication of efforts and maintains data integrity and provides long term document storage. DP&O documents all FEMA PA Portal submittals via screenshot and prepares a summary spread-sheet per project, and maintains PW tracking progress of FEMA & State review, all FEMA RFI's and State VIR's. SEMINOLE COUNTY PUBLIC SCHOOLS (SCPS): Project Description:Hurricane Ian DR4673:Debris Monitoring;Disaster Recovery Services;FEMA PA Program Assistance. Contact Date: September 30, 2022—In Progress Cubic Yard: 150,000 CY; 2000+ Hazard trees and limbs Client Contact: Melissa Singleton,Risk Management Dir. (0)407-320-0208 (E)melissa_singleton@scps.kl2.fl.us Client Contact: Chris Brees, Contactor Admin. (0)407-421-1271 (E)breesecz@scps.kl2.fl.us Address: 400 East Lake Mary Blvd, Sanford,FL 32773 Firm and Principal Experience SCPS requested DP&O's Disaster Recovery and Monitoring services on October 1, 2022, in which DP&O mobilized in less the 24 hours with Key Management and 35 +Support Monitoring Staff. DP&O immediately held meetings with disaster removal contractor, Facilities and risk management to detail a plan of action to identify all disaster debris hazards at each of the 80 SCPS campus with included 650 buildings,parks,recreational and sensitive areas along lakes, and protected areas including a plan to assimilate and each School damage assessment reports. DP&O performed the insurance adjusters' inspections for all 80 campus and all buildings which included roofs, building interior and exterior to assess and quantify all Hurricane IAN disaster damages. DP&O, utilizing our BOLTEOCTM mobile and web apps created a detailed damage assessment data base identifying all damages per school with details descriptions and photograph which allowed SCPS real time view of damage site inspections, progress and priorities. Debris Hazards Identification Team: DP&O's Operations Manager Urban Hammarstedt, and Gabrielle, President meet with Facilities and Debris Removal contractor and DP&O laid out a plan of action which included: Project Manager Liz Valdes initiate a Debris Hazards Identification team to inspect each of the 80 School Campuses with over 660 buildings and associated recreational and nature trails areas, lakes and GPS map and photo each of the debris hazard locations;DP&O assisted facilities to prioritize the initial locations by inputting the School's Principal reports on an organized excel sheet per school;The monitors worked 7 days per week 12- 15 HR days until Christmas break to ensure every debris hazard at each school was removed. DP&O coordinated the disaster hazards identification team to work a day ahead of debris removal contractor identifying all disaster debris hazards that posed a threat to the health, safety and welfare of the SCPS students, faculty and community. During these inspections, DP&O identified critical power pole safety hazards as well and coordinated removal of damaged trees near powerlines proximal or on school properties. Disaster Debris Monitoring Team: DP&O scaled up the project per Debris Removal Contractor crews. Each monitor was SCPS school certified per Jessica Lungsford Act for working and supervising a debris crew at each school and with several crew locations. The monitors had to also ensure NO Children or pedestrians entered or came near the working areas. Each monitor was assigned a DP&O First Net AT&T Cell phone with TRKRTM ADMs mobile app which ensured collection of Debris removal data when Internet was not available as AT&T First net allows DP&O to have First Responder internet access, and TRKRTM can collect data and synchronize all photos when internet signal is back ensuring no loss of critical data. Flood Debris: DP&O Monitored the Flood debris clean out of Storm Drains and Culverts with Ray Valdes,Jose Arocha,Fabiana Cova,as DP&O's Task Managers to assess each of the School's campus Flooded Storm Drains 2 and Culverts. SCPS did not have the storm drains mapped, so DP&O used our BOLT EOCTM mobile app to GPS map all storm drains and culverts at each of the 80 Schools campuses including photos and details of the flood disaster debris.Urban Hammarstedt,DP&O's Operations Manager detailed a plan of action to identify all flood disaster debris hazards at each of the 80 SCPS campuses and included a plan to prioritize high flood risk schools and coordinate the storm drain and covert clean out with the SCPS contractor. DP&O performed monitoring of the flood storm drain and covert clean out with the FEMA documentation including date, time location,with maps photos. Ian Erosion Areas: Due to the massive flooding many of the school campuses have severe erosion where sidewalks, asphalt parking areas are damaged, retention ponds sumps not functioning, and where storm drains are pushed up with surrounding infrastructure damaged due to massive water force. DP&O documented every erosion area with GPS mapping and photos with details to qualify SCPS for FEMA reimbursement and flood hazard mitigation. Insurance Damage Inspections: DP&O performed monitoring the insurance adjusters' inspections for all 80 campus and all buildings which included roofs,building interior and exterior to assess and quantify all Hurricane IAN disaster damages. DP&O, utilizing our BOLTEOCT"' mobile and web apps created a detailed damage assessment data base identifying all damages per school with details descriptions and photograph and allowing SCPS real time view of damage site inspection damage site inspections,progress and priorities. Disaster Records Reconciliation Team: DP&O has assigned several disaster records reconciliation teams as follows to review all SCPS documents,damage assessment reports, financial cost records, facilities work orders and engineering estimates to identify missing items and organize per project with all FEMA required documentations. CAT E: Buildings, Interiors, Exteriors and Roofs Team: DP&O has reconciled and organized all facilities work orders from work completed to confirmed 100%complete, cross referencing the work order to back up documentation (contractor invoices, damage assessment photos, work order description details, etc.). The team is identifying per each school all FEMA required items to document quantities and dimensions. The field recon team will gather all missing FEMA required information (dimensions, quantities, etc.) to ensure complete accurate disaster work is verified for FEMA reimbursement. Contractor Invoice Records Reconciliation Team: This team is reconciling all SCPS contractor invoices with payments, SCPS workorders, and backup daily logs detailing contractor's work. The team is reviewing the contractor invoice with the contract line items to identify discrepancy for the need for change orders and contractor addendums in order to qualify for FEMA reimbursement. CAT B Emergency Services Recon Team: This team is reviewing an assimilating force labor disaster cost, revieing payroll records,cross referencing disaster work performed.Force equipment is being reconciled for each of the SCPS staff vehicles used for disaster pre and post disaster emergency services. The force equipment will be crossed reference and matched with the force labor. Materials: All SCPS materials used in stock will be reconciled and cross reference to SCPS work orders, vendor PO's, invoices and payments made. Material purchased are being reconciled with vendor PO,vendor payments and vendors payments. FEMA Recovery Scoping Meeting (RSM) and Damage Assessment Inventory Team: DP&O represents SCPS with all FEMA meetings and site inspections. DP&O is preparing a detailed damage inventory so that FEMA can create the projects for disaster reimbursement. DP&O is grouping the projects to the best financial benefit for SCPS (for example,projects that are 100%work completed are being grouped by either school zone and per roofs interior and exterior) this will allow SCPS to submit projects less than 100 million for quicker FEMA review and project obligation.Larger projects which included work to complete and can quality for hazard mitigation, DP&O grouped these projects to best qualify for hazard mitigation(example, storm drains and roof projects). DP&O is Florida Schools Contractor Certified per Jessica Lungsford Act. All DP&O staff hold Florida School Contract badges allowing us to work at school properties. DP&O Submitted Category A 100% Debris Removal with all FEMA required documentation for $2.2Millon and Category A 75% for $1.2 Millon Dollars. Both Category A 100% and 75% projects are being submitted to the FDEM FROC program for reimbursement. 3 CITY OF FLORIDA CITY, FLORIDA: Project Description: Hurricane IRMA DR4337:Monitoring & Debris Management;Pre-Disaster Response and Recovery Planning;Disaster Emergency/Recovery Services; FEMA PA Program Management; Hazard Mitigation Grant Management/COVID-19 FEMA Recovery; CARES ACT Recovery Contract Date: September 2016—Current Cubic Yard: 300,000cy; 1500 hazard Trees & 2000 hazard limbs. Client Contact: Eugene Leon,Project Mgr.—(C) 786-304-8230 Email: proj-mngr@floridacityfl.gov Jennifer Evelyn, City Clerk—(C) 305-242-8218 Email: cityclerk@floridacity.gov Address: 404 W Palm Dr,FL City, FL 33034: DR 4337 Firm and Principal Experience DP&O has performed debris management planning training and meetings annually with the City. Category A Debris Monitoring and Debris Management Planning/Logistics • Category A Debris Removal Records Reconciliation DP&O maintains a Document Management system for PW per FEMA Category both electronically which client has access to and maintains projects in audit proof format with supporting documents to facilitate a quick project close out and or audit. PW's Submittals/Obligated: 4 Category A's Debris Removal PW's(Per FEMA Accelerated PAAP), 1 Category B Emergency Services PW, 3 Category C Roads PW's, 6 Category E Buildings/Equipment PW's, 4 Category F Utilities PW's with 85 separate locations, and 3 Category G Parks PW's; 1 DR 4337 Florida Local Mitigation Strategy approval and project application. • Category A Debris Monitoring and Debris Management Logistics 300,000 cy: DP&O performed all debris management logistics including Emergency Road Clearing, Critical Hazard Tree identifications and Monitoring of Debris Removal hiring&training local monitors.All debris removal operations and data were maintained per FEMAs Pilot program for Accelerated Debris removal. Hurricane Irma left large mixed debris piles and huge trees uprooted in the cities Right of Way onto houses, vehicles, and fences. DP&O coordinated and negotiated the Florida City debris management site (DMS), obtained FDEM DMS site permit and final closure. DP&O managed all DMS site operations, ensured the grinding operations were performed to optimize land space and reduce cubic yards to 1/3 for final haul out to a disposal facility.Additionally,we provided Submittal of daily debris removal progress reports to Mayor;coordinated with the Mayor any special requests and performed a debris costs analysis for replanting of trees that Florida city requested to save. • ROE: Florida City had many residences where Hurricane damaged trees form Public Right of Way and fell into or on Residential properties. DP&O coordinated all properties with Florida City Project Manager and Mayor for "Right of Entry" (ROE) forms, and cleanup and fmal inspections. DP&O worked closely with the Debris Removal Contractor to coordinate and schedule the ROE crews. The ROE work was documented with Daily labor and equipment logs and maps of each crew location and Photos of the work performed. All records were maintained in our TRKRTM web and mobile app. • Category A Debris Removal Records Reconciliation: Per FEMA Accelerated Debris Removal Program dates of reimbursement DP&O reconciled daily the Debris Removal load haul tickets, and removal of hazard trees (leaners) and hazard limbs (hangers) including load haul tickets and truck certifications capacities. DP&O performed an in-depth audit of leaner/hanger tickets cross checking each photo with the ticket and ticket ledger for accuracy of GPS location, type of hazard, proof of hazard in the city right of way. All tickets were dropped into DP&O TRKRTM to verify each ticket was within the formal city boundaries. DP&O reconciled all Debris Removal contractor invoices and ensured invoice errors were corrected before approval for Florida County final payment. DP&O reconciled all Reduced Debris taken to final disposal at Waste Management facility and all Waste Management invoices with quantity corrected ticket discrepancies prior to submittal. • Category B Emergency Costs and Recovery costs records reconciliation, and final approval for PW submittal: DP&O worked close with the Florida City Project Manager and Finance Director and 4 ensured all emergency repairs and recovery contractor invoices, discrepancies were corrected before fmal approval with FEMA PW. Post Irma the Recovery team coordinated with the City Engineer, Public Works and Water Control facilities Directors,all damage assessments; gathered and reconciled emergency services costs documentation work orders, force labor, payroll and equipment used, field logs and reconciled with payroll ledger. DP&O ensured all tasks were properly described and hours matched. • Disaster Materials Inventory: DP&O created the pre-disaster inventory for Several Departments (Water/Sewer, and Public Works)from purchase records,and reconciled all purchased Materials with receipts and inventory. • Donated Resources: DP&O maintained a donated resources list to include quantities, value, and volunteer staff for distribution, Police for inventory security. All inventory items distributed included support receipts for FEMA State credit to offset the Florida county share. Hazard Mitigation Grant Management/Local Mitigation Strategy: DP&O obtained DR 4337 LMS project approval for Storm drainage improvement system of $1.2 Million dollars and prepared the submittal application with supporting documents for funding which included coordinating with engineer scope of work and reviewing estimate, gathering field and environmental compliance data, flood zone/map data, and obtaining site specific details including photos,coordinates and special requirements (Right of Way Purchase). CITY OF HOMESTEAD, FLORIDA: Project Description: Hurricane Irma DR4337 Monitoring&Debris Management;Pre-Disaster Response and Recovery Planning;Disaster Recovery Consulting Services, FEMA PA Program Management; Hazard Mitigation Grant Management/COVID-19 FEMA Recovery; CARES ACT Recovery. Contract Date: November 2018—Current Cubic Yard: 350,000+;900 Hazard Trees&2500 hazard limbs. Client Contact: Steve Taylor,EM Director—(C) 305-283-9241 email: staylorna,cityofhomestead.com Address: 100 Civic Ct.,Homestead,FL 33030 Firm and Principal Experience DP&O performed all Debris Removal and Monitoring for Homestead Public Right of Way, City Parks and Utilities and permitted and managed supervision of 2 Debris management sites; DP&O mobilized 25 monitors and 4 Roving/Supervisor monitors; DP&O reconciled all debris removal contractor's data, and supporting documents as follows and input the data into TRKRTM ADMS system for long term data storage and to facilitate reconciliation and mapping of all tickets to verify locations in city limits. DP&O gathered and reconciled all Debris Removal and Monitoring Data for 4 Cat A debris removal periods identifying discrepancies between monitoring data and debris removal records including: Leaner/Hanger's duplication, improper invoicing for leaners which were actual hanger hazard limbs, equipment invoiced with no certifications, waste management disposal errors and 150,000 dollars of cubic yards hauled invoiced which had no load haul tickets. Both Debris Removal and Monitoring contractor submitted invoices overlapping Category A reimbursement periods which DP&O had to separate all invoices and Monitoring documents and data to be consistent with FEMA Category A reimbursement periods for FEMA Portal submittal to each Category A Debris Removal project. • ROW to DMS Ticket ledgers were audited with tickets,truck certifications,monitor logs data,and plotted on TRKRTM ADMS mapping system to identify tickets that fell out of city limits or that had incorrect GPS coordinates in order we could quickly correct. • Solid Waste, Force labor and equipment used for debris removal was audited/reconciled with Time Sheets,payroll ledgers, Daily logs,Tickets and Force equipment truck certifications. • DMS to Disposal (Final Haul out) was reconciled with DMS load haul ticket,and disposal tickets for Correct quantities,DMS information and Disposal turn-around time. • Leaners/ Hangers ticket ledgers were audited and reconciled with tickets, photos journals, for eligibility, GPS accuracy, address, measurements, and proof of hazard over public right of way. DP&O also plotted on TRKRTM ADMS mapping system leaner hanger tickets to identify those out 5 f L of city limits or that had incorrect GPS coordinates so that we could quickly correct the leaner hanger ticket ledger,photo journal and tickets. All discrepancies were corrected prior to FEMA final submittal. All Debris Files submitted to FEMA PA Portal were labeled per FEMA labeling requirements. Audit and Records Reconciliation services Category A (Debris Removal), B, C, E, G: 4 Category A PW's; 5 Category E (Building & Equip) PW's; 1 Category B (Emergency Services) PW; 1 Category G (Parks) PW DP&O provided audit and record reconciliation services for all Hurricane Irma Recovery per FEMA compliance which included preparing Irma Homestead Document management system for each FEMA category per project, per department all cost records,reconciling the data and obtaining missing information. The Audit included Contracts review and Invoice reconciliation with City daily logs; between invoices,contract rates, task orders, and daily logs; There were Multiple Departments Force labor, Equipment, (including Police and EOC)records review. Emphasis was placed on Category A(Debris Removal)and B (Emergency Services) for first submittal. We have supported Homestead through all FEMA and FDEM RFI's for each FEMA Category and have obtained Category A, B, E and G (Buildings and Equipment obligations and Category F obligations. We submitted all FEMA documents utilizing the FEMA PA Portal.Each PW per FEMA Category is maintained both electronically, and manually in audit proof format with supporting documents in DP&O's XACT RECOVERY Disaster Claims/Document Management system, and TRKRTM ADMS to facilitate project close out and audits. All projects' financial supporting documents are 100%accurate and audit ready. • CATEGORY A - DP&O assimilated and reconciled multiple departments (Parks and Recreation, Public Works, Streets and Stormwater) disaster costs documents and accounting information for Force labor, force equipment, materials, and contractors: This included a review and reconciliation of Debris Monitoring and Debris Removal Records, invoices, load haul and disposal tickets including Hazard limbs/trees per FEMA requirements. DP&O had to update GPS on all tickets and photo for proper reconciliation and per FEMA Pilot program for Accelerated Debris removal. • CATEGORY B, C, E and G - for Category B DP&O performed assimilation and review of all Disaster cost data including force labor and equipment (Parks/Rec, Streets/Stormwater, Customer Service, and Police Departments) with payroll ledgers, Work orders and timesheets. For Category B, C, E and G DP&O reviewed all contractors invoices, detailed items missing, and cross checked with contractor rates and terms to reconcile payments with invoices and supporting documentation, and all data submitted into the FEMA PA Grants Portal. Project Closeout: DP&O obtained obligation of all projects at 100%-dollar value of submitted cost,a total of 15 Million dollars and successfully managed closeout with the state. DP&O performed project close out and submitted all request for reimbursement within 2.5 years of the disaster. HOMESTEAD ENERGY SERVICES (HES), FLORIDA: Project Description: Hurricane Irma DR4337 Monitoring Services;Disaster Recovery Consulting, FEMA PA submittals;Asset Inventory, Power Pole and Substation Inventory;Hazard Mitigation Project Management. Contract Date: September 2020—Current Debris Monitoring 8500+ Utility Line Clearing Utility Asset Inventory & HMP Monitoring Date of Completion: In Progress Client Contact: Billy Branch,Asst Dir.—(0) 305-224-4707 Email: wbranch(u;cityofhomestead.com Address: 675 N. Flagler Ave.,Homestead,FL 33030 Firm and Principal Experience DP&O utilized XACT Recovery BOLTEOCTM for documenting all HES 8,500+ damaged repaired power pole inventory with equipment construction unit details mapping and photos of damaged repaired poles. DP&O performed utility line clearing,monitoring,tracking and contractor data invoice and reconciliation for successful FEMA obligation. UTILITY DEBRIS CLEARING: DP&O monitored and maintained Asplundh's debris 6 removal of debris hazards from utility power lines, utility substations and other critical facilities including the power generating station and utilities over waterways. Massive mixed Debris Piles prevented utility restoration and especially the utilities over or near waterways. DP&O used TRKRTM to track to document all Asplundh's debris removal hourly work, with locations, date, time, debris type, proof of hazard, and crew's equipment and labor staff with photos.Each grid section was reconciled with tickets,GPS locations and proof of hazard in public right of way and to critical facilities. ASSET INVENTORY UPDATES/INSPECTIONS: DP&O performed inspection and inventory on all HES Power poles, new poles installed, substations, buildings, and other assets of the entire HES grid system. This inventory/inspection includes mapping, GPS, Photos, assigning RUS construction units to each power pole, identifying safety issues and poles with no IDs or duplicated IDs. Category F Utility Restoration+Hazard Mitigation:DP&O performed assimilation and reconciliation of costs documentation of Force Labor, Equipment, Materials Used and Purchased; Asplundh Debris Removal and 50+ Mutual -Aid Contractors (MAA) Invoices, supporting documentation (daily logs, work orders etc.). DP&O utilized our Utility/Asset Mobile app BOLTEOCTM to document all 8,500+ Damaged repaired power poles, with mapping GPS coordinates, and identified all RUS construction units and crossed referenced to emergency repairs and updated to an exported excel with images and maps for FEMA Submittal. DP&O created the Damaged Power Pole inventory using BOLTEOCTM which prepared the power pole database with equipment/RUS construction units for damaged items and costs,mapping and photos;All materials used for damaged repaired power poles were cross referenced with materials purchased and materials used in stock. DP&O reconciled all materials purchased, used in stock with vendor POs, invoices and payments and prepared a detailed spreadsheet of the reconciled materials purchase and used in stock. MAA Crew and Force Labor Reconciliation; DP&O prepared detailed spreadsheets summarizing MAA and Force labor Daily logs with crew location per grid worked and cross referenced verified with Pole ID numbers per grid. Hazard Mitigation Grant Management: DP&O obtained DR 4337 HMP project approval for Concrete power pole installation for $2.4 Million Dollars. DP&O prepared the submittal application with supporting documents for funding which included coordinating with engineer scope of work and preparing HMP project estimate, gathering field and environmental compliance data, flood zone/ map data, and obtaining site specific details including photos,coordinates and special requirements(Right of Way Purchase). DP&O prepared all FEMA cost templates and FEMA PA portal entry of all project narratives, and supporting FEMA required information per FEMA Portal EEi's. DP&O successfully supported the client with all replies to FEMA RFI's and State FDEM VIR's for fmal payment. Project Closeout: DP&O obtained obligation of all projects at 100%-dollar value of submitted cost. DP&O performed project close out and submitted all request for reimbursement within 1.5 year of the disaster. ALCORN COUNTY ELECTRIC POWER ASSOCIATION (ACE), CORINTH MISSISSIPPI: Project Description: Storm Olga:Disaster Debris Monitoring&Management;Disaster Recovery X Grant Management Services;Documentations of Damaged Repaired Down Poles. Contract Date: December 2019—Current Debris Monitoring of 22,000 down power poles and documentation of damaged repaired down poles Client Contact: Sean McGrath, CFO—(0) 662-287-4402 email: smcgrathnace-power.com Marci Gurley, Finance Director—(0)662-415-1085 email: mgurley(clace-power.com Address:1909 S Tate St,Corinth, MS 38834 Firm and Principal Experience 7 Debris Monitoring of 22,000 down power poles Monitoring and documentation of damaged repaired down poles. • Debris Monitoring and Debris Management Logistics (500,000cy+): DP&O performed all debris management logistics including Monitoring utilizing TRKRTM ADMS which included Emergency Road Clearing,Critical Hazard Tree identifications,Debris Removal to Disposal facility and hiring&training local monitors. All Debris Removal and Monitoring data, and supporting documents were input the data into TRKRTM ADMS system for long term data storage and to facilitate reconciliation and mapping of all tickets to verify locations in ACE service area limits. DP&O monitored and maintained Asplundh's debris removal of debris hazards from utility power lines, utility substations and other critical facilities including the power generating station and utilities over waterways. Massive mixed Debris Piles prevented utility restoration and especially the utilities over or near waterways.DP&O used TRKRTM to monitor all Asplundh's debris removal hourly work, documenting locations, date, time, debris type, proof of hazard, and crews' equipment and labor staff. Each grid section was reconciled with tickets,GPS locations and proof of hazard in public right of way and to critical facilities. All debris removal operations and data were maintained per FEMA's Pilot program for Accelerated Debris removal. Hurricane Olga left large mixed debris piles and huge trees uprooted in the cities Right of Way onto houses, vehicles, and fences. DP&O coordinated and negotiated the debris management site (DMS), obtained DMS site permit and final closure. DP&O managed all DMS site operations, ensured the grinding operations were performed to optimize land space and reduce cubic yards to 1/3 for final haul out to a disposal facility. In addition • Debris Removal Records Reconciliation: Per FEMA Accelerated Debris Removal Program dates of reimbursement DP&O reconciled daily the Debris Removal load haul tickets, and removal of hazard trees(leaners)and hazard limbs(hangers)including load haul tickets and truck certifications capacities. DP&O performed an in-depth audit of leaner/hanger tickets cross checking each photo with the ticket and ticket ledger for accuracy of GPS location, type of hazard,proof of hazard in the city right of way. All tickets were dropped into TRKRTM,to verify each ticket was within the formal city boundaries. PWs obligated and funds Recovered:ACE received all disaster costs reimbursement for 2 Category F PWs$2.5 Million. DP&O performed assimilation and reconciliation of all Hurricane Olga October 2019 costs documentation of Force labor,Equipment,and 30+Mutual Aid Contractors(MAA)Invoices,supporting documentation(daily logs, work orders etc.). DP&O utilized our Utility/Asset Mobile app to map/inventory and photograph all 20,000+ Damaged repaired power poles. DP&O created the Damaged Power Pole inventory with equipment and RUS construction units for damaged items and costing submittal. DP&O reconciled all materials purchased, used in stock with vendor Pos, invoices and payments. DP&O prepared all FEMA cost templates and FEMA PA portal entry of all project narratives, and supporting FEMA required information per FEMA Portal EEI's. DP&O also qualified Hazard Mitigation for. DP&O successfully supported the client with all FEMA PA Portal submittals and the Category F project is 90% complete with ACE Field crews completing final recovery tasks. • 2 CATEGORY F PW's + Hazard Mitigation, and Category A - DP&O performed assimilation and reconciliation of costs documentation of Force Labor,Equipment,Materials,Asplundh Debris Removal, and 50+Mutual Aid Contractors (MAA) Invoices,supporting documentation(daily logs,work orders etc.). DP&O utilized our Utility/Asset Mobile app BOLTEOCTM to map/inventory and photograph all 60,000+Damaged repaired power poles. DP&O created the Damaged Power Pole inventory using BOLTEOCTM which prepared the power pole database with equipment/RUS construction units for damaged items and costs,mapping and photos;All materials used for damaged repaired power poles were cross referenced with materials purchased and materials used in stock. DP&O reconciled all materials purchased, used in stock with vendor Pos, invoices and payments and prepared a detailed spreadsheet of the reconciled materials purchase and used in stock. 8 MAA Crew and Force labor reconciliation; DP&O prepared detailed spreadsheets summarizing MAA and Force labor Daily logs crew location per grid worked and cross referenced with Pole ID numbers per grid. • UTILITY DEBRIS CLEARING 500,000 CY: DP&O monitored and maintained Asplundh's debris removal of debris hazards from utility power lines, utility substations and other critical facilities including the power generating station and utilities over waterways. Massive mixed Debris Piles prevented utility restoration and especially the utilities over or near waterways. DP&O used TRKRTM to monitor all Asplundh's debris removal hourly work, documenting locations, date, time, debris type, proof of hazard, and crews equipment and labor staff. Each grid section was reconciled with tickets, GPS locations and proof of hazard in public right of way and to critical facilities. DP&O prepared all FEMA cost templates and FEMA PA portal entry of all project narratives, and supporting FEMA required information per FEMA Portal EEi's. DP&O successfully supported the client with all replies to FEMA RFI's. DP&O successfully supported the client with all FEMA submittals within 6 months of Project Submittals. NEW COLLEGE OF FLORIDA, SARASOTA: Project Description: Hurricane Ian DR 4673, Disaster Debris Management and Monitoring Contact Date: June 2019—February 2024; 150 Hazard Trees and 1200 hazard limbs. Client Contact: Yosef Shapiro yshapiro@ncf.edu; 941-487-4449; 305-790-5789 Hurricane Ian's heavy wind driven rains caused massive flooding which exceeded the 500-year flood plain predictions. The Sarasota campus is located along the Bay. Most all of the Campus had extensive flood damage to historic property and massive amounts of hazard tress and limbs throughout the campus and debris washed up along the Bay shoreline. DP&O coordinated with NCF Recovery Manager Yosef,the Debris Removal crews and equipment necessary to remove all the debris hazards and worked from September 2022 to December 23,20222. DP&O coordinated the disaster hazards identification team to work a day ahead of debris removal contractor identifying all disaster debris hazards that posed a threat to the health,safety and welfare of the campus,students, faculty and community.During these inspections,DP&O identified critical safety hazards as well and coordinated removal of damaged trees near powerlines proximal or on school properties. Additionally,DP&O identified buried beach debris which created a serious environmental impact to the sea turtle and protected birds. DP&O monitors staked /secured these areas and successfully tracked the hourly debris removal operations using TRKRTM ADMS including photos and maps of areas worked. DP&O performed all Debris removal documentation using TRKRTM ADMS and submitted the FEMA Category A and B Disaster projects submittals to FEMA PA Portal. Most all of the schools had extensive flood damage in the parking lots, uplifted storm drains, culverts, slopes and embankments washed out, and many concrete sidewalks were washed away.The flood debris was deposited in several areas of the school's campus. DP&O performs Disaster Recovery Planning Training per FEMA requirements for(Pre and Post disaster records for Emergency Repairs, Assets Inventory, Damage assessments, Long Term Recovery). DP&O meet with each college departments and held webinars to provide Disaster Recovery Planning training and Disaster Cost Tracking process review. We provided Debriefing report for the college with Disaster Recovery Cost templates and checklist to ensure FEMA Compliance for each Colleges Department. 9 2.2 qualifications of DP&O`S lean, DP&O's staff and management have decades of experience with Debris Management Planning and the stringent documentation requirements of all debris removal requirements. FEMA Public Assistance (PA) Advisory Services, managing multiple Federal Grant Program occurring simultaneously during the disaster recovery life cycle,maintaining stringent documentation,requirements for Federal Disaster reimbursement,successful"Project Closeout" and Flawless State/Federal Audits. DP&O staff and management are extremely experienced with Hazard Mitigation(404 and 406),FEMA negotiations,and FEMA Appeals representation. The DP&O Team is Extremely Skilled, Highly Experienced, Well Prepared and Ready to Provide the Highest Quality Disaster Debris Monitoring Services&Support! DP&O has 25 Full time Professional Staff consisting of Debris Management Planners, Emergency Management Directors, Public Assistance Recovery experts, IT developers, Electric Utility Engineers, Civil Engineers, Degreed Environmental Professionals/Geologists. All staff hold advanced FEMA ICS and Debris Management Certificates including National Incident Management Systems (NIMS). All of our staff are experienced using FEMA PA Portal systems. All of our staff hold 40-hour HAZWOPER Site Supervisor Certification and are CPR AED/Basic First Aid Certified. DP&O maintains 150+on- call trained professional debris management and monitoring staff, and FEMA SME, Environmental professionals, and damage assessment technicians. Most of our staff have Florida college degrees in accounting, environmental, geology, and engineering and have a direct project knowledge and experience working with FDEM Recovery staff and consultant auditors. All our professional staff have extensive knowledge of FEMA, FHWA, NRCS, FDOT, FDEP, FWC and other applicable Federal, State or local agency laws, regulations and policies and hold FEMA certifications for advanced debris management planning and public assistance advisory services. DP&O's staff and management have decades of experience with Debris Management Planning and the stringent documentation requirements of all debris removal requirements. FEMA Public Assistance (PA) Advisory Services, managing multiple Federal Grant Program occurring simultaneously during the disaster recovery life cycle,maintaining stringent documentation,requirements for Federal Disaster reimbursement,successful"Project Closeout" and Flawless State/Federal Audits. DP&O staff and management are extremely experienced with Hazard Mitigation(404 and 406), FEMA negotiations,and FEMA Appeals representation. DP&O's staff and management are prepared for rapid mobilization to assist with damage assessments,emergency repairs documentation, donated resources management, debris management and disaster claims submittals, maintaining FEMA compliance throughout the entire process. Our well-seasoned staff emphasize from day one, audit ready documents to support smooth project closeout,and we maintain this audit readiness through the entire FEMA PA review and approval process including post disaster funds and payment tracking. Our technical approach demonstrates the highest level of in-depth understanding Disaster Management and Administrative Services in accordance with FEMA policies, OIG audit principals resulting in successful financial recovery for our clients from disasters. Additionally, our management team excels with Request for information (RFI's) replies, Disaster document management, PW review tracking, FEMA negotiations and any appeals associated with disasters and reporting responsibilities to the federal and State government. Most importantly, our knowledge of the FEMA PA Portal, and State Portal System enables our team to timely identify and resolve potential discrepancies, clarify questionable items,and turn projects around quickly to obligation and payment. We have a time-tested successful client approach to expedite the PA Process ensuring that all disaster cost records are reconciled and audit ready and all reimbursements are allocated and tracked.DP&O will ensure that the Client receives and retains funding expeditiously and that ALL Deadlines regarding grant reimbursement requirements are met. 10 Organizational Chart Below is DP&O's organizational chart.We have the capability to ramp up our trained,on call support professional staff and scale up based on the severity of the disaster. 1 Disaster Program&Operations,Inc. Disaster Recovery&Monitoring Project Structure President Emergency Operations Manager Gabrielle Benigni 1 Environmental' ----Min— / Data Manager Corporate Services Accountingl Management Project Manager Rob Russakoff-Sr VP { g George Foster, Robert Hirsch-CPA John O'Dell-CTO PG Liz Valdes-Sr VP = Urban Hammarstedt Ester Bello Ricardo"Kiko' Morillo Operations Director , John Copenhaven- Billing/Invoice CEO Analyst Field Supervisors t � Ray Valdes-Field Supervisor 1 Cost Recovery Specialist Fabianna Cova-Field Coordinator Joeamy Suarez Jose Arocha-Field Supervisor Steve Stark 1 Eddie Sanchez-Scheduler/Expediter 'z�'Gfs 'kb�.«n% �•ter.,, C Local Hires Fixed Site Monitors g Field Monitors k Key Personnel Below is a list of key personnel that would be assigned to this project: Emergency Operations Manager: Gabrielle Benigni Billing Invoice Analyst: Ester Bello , Project Manager: Liz Valdez Field Supervisor: Ray Valdes Project Manager Kiko Morillo Field Supervisor Eddie Sanchez Data Manager: Rob Russakoff Field Supervisor: Nick Evelyn Data Manager: Urban Hammarstedt Field Supervisor: Jose Arocha Cost Recovery Specialist: ,loeamy Suarez Field Supervisor: Fabiana Cova Cost Recovery Specialist: Steve Stark In the event that a key member of the staff needs to be substituted, DP&O will substitute that key staff with personnel who possess qualifications equal to or exceeding the qualifications of the personnel being replaced. 11 KEYPERSONNEI POSITIONS / TITLE DISASTER MONITORING PROJECTS Gabrielle Benigni Emergency Operations Manager Hurricane: 1998 Georges;2004 Charley,Jeanne,and President Frances;2005 Katrina,Wilma;2008 IKE;2012 Sandy; 25+Years Experience 2017 IRMA; 2018 Michael;2019 Olga,2022 Ian. Tornado: 2014 Tupelo MS EF4; 2016 Mississippi EF4 Liz Valdes Project Manager—Sr VP Hurricane: 1998 Georges;2004 Charley,Jeanne,and 25+Years Experience Frances;2005 Katrina,Wilma;2008 IKE;2012 Sandy; 2017 IRMA;2018 Michael;2019 Olga,2022 Ian. Tornado: 2014 Tupelo MS EF4;2016 Mississippi EF4 Ricardo"Kiko"Morillo Project Manager Hurricane: 1998 Georges;2004 Charley,Jeanne,and Frances;2005 Katrina,Wilma; 2008 IKE; 2012 Sandy; 25+Years Experience 2017 IRMA; 2018 Michael;2019 Olga,2022 Ian. Tornado: 2014 Tupelo MS EF4; 2016 Mississippi EF4 Rob Russakoff Data Manager—Sr VP Hurricane: 2004 Charley,Jeanne,and Frances;2005 19 Years Experience Katrina,Wilma;2012 Sandy;2017 IRMA;2019 Olga, 2022 Ian. , Tornado: 2014 Tupelo MS EF4,2016 Mississippi EF4 Urban Hammarstedt Data Manager-Operations Hurricane: 2005 Katrina/Wilma; 2012 Sandy;2017 Manager Irma;2019 Olga,2022 Ian. 18 Years Experience Tornado: 2014 Tupelo MS EF4; 2016 Mississippi EF4 Nicolas Evelyn Field Supervisor Hurricane: 2005 Katrina/Wilma;2012 Sandy;2017 18 Years Experience Irma;2019 Olga,2022 Ian. Tornado: 2014 Tupelo MS EF4;2016 Mississippi EF4 Joeamy Suarez Cost Recovery Specialist Hurricane:2004 Charley,Jeanne,and Frances;2005 Katrina,Wilma;2012 Sandy;2017 IRMA;2019 Olga, 19 Years Experience 2022 Ian. Tornado: 2014 Tupelo MS EF4,2016 Mississippi EF4 Ester Bello Billing/Invoice Analyst Hurricane: 2004 Charley,Jeanne,and Frances;2005 20+Years Experience Katrina,Wilma;2012 Sandy;2017 IRMA;2019 Olga, 2022 Ian. Tornado: 2014 Tupelo MS EF4,2016 Mississippi EF4 Reinerio Valdes Field Supervisor Hurricane: 2004 Charley,Jeanne,and Frances;2005 19 Years Experience Katrina,Wilma;2012 Sandy;2017 IRMA;2019 Olga, 2022 Ian. Tornado: 2014 Tupelo MS EF4,2016 Mississippi EF4 Eddie Sanchez Field Supervisor Hurricane: 2005 Katrina/Wilma;2017 Irma;2019 Olga, 2022 Ian. 18 Years Experience Tornado: 2014 Tupelo MS EF4; 2016 Mississippi EF4 Jose Arocha Field Supervisor Hurricane: 2017 IRMA; 2018 Michael;2019 Olga, 6 Years Experience 2022 Ian. l Fabiana Cova Field Supervisor Hurricane: 2017 IRMA;2018 Michael;2019 Olga, 6 Years Experience 2022 Ian. 1 Steve Stark Cost Recovery Specialist Hurricane: 2012 Sandy;2017 IRMA; 20I 8 Michael; 2019 Olga,2022 Ian. 13 Years Experience Tornado: 2014 Tupelo MS EF4; 2016 Mississippi EF4 i 1 12 1 i Resumes and Qualifications Gabrielle Benigni, DP&O President, Emergency Operations Manager Email: GBenigni(adpando.com SUMMARY: Ms. Benign more than 25 years of Emergency/Disaster Response and Recovery services, Debris Management Planning, Debris Removal Operations and is an industry leader for FEMA Public Assistance (PA) program policy, State/ Federal Agency disaster reimbursement requirements, and OIG audits.As a degreed hydrogeologist she began her career directing Environmental Investigations, Contamination Assessments, contaminated site demolition and leveraged her expertise to perform Disaster Planning, Response and Recovery maintaining FEMA compliance for Public Utilities, Utility organizations, Cities, Colleges/Schools ensuring federal compliance and obtaining federal FEMA disaster reimbursement and qualifying projects for Hazard Mitigation. As President of DP&O (Formerly DO&T), AREAS OF SPECIALIZATION and EXACT Recovery she formed and developed the concept of"Recovery EOCTM" web and mobile apps TRKR ADMS and Bolt EOC which ➢ Disaster Response and Recovery- centralizes all Assets, Resources (Labor, Equipment, Materials, Damage assessments,Federal PA Contractors) with supporting attachments for multilateral Uses: Disaster program Policy expert for:Public Debris and Infrastructure Damage Assessments, Disaster Project Cost utilities,state,County, Municipalities;Public Schools& Tracking, Asset Mapping, Debris Removal Monitoring data and colleges. documentation collection which exceeds the FEMA reimbursement requirements.Recovery EOC produces client specific reports and functions ➢ Debris Management Planning- as a"Disaster Claims Management System"with all supporting documents Debris Removal Operations; and FEMA Required attachments. Recovery EOC auto populates federal Emergency Road Clearing& disaster claims forms. Using a SQL database "Recovery EOCTM" can TDSR operations. interface with any existing software programs and is the only disaster ➢ FEMA and USDA Disaster Claims recovery program to interface with WebEOC (DHS voted as nations Crisis Management;FederalAppeals. Incident Management software) used Statewide nationally and in many Earthwork/levee construction; large cities. Recovery EOCTM provides long term disaster document Demolition;AsbestosRemoval. storage in audit proof format. It is the only response and recovery pro. a Proposal Preparation/Bidding, With DP&O she represents numerous Florida municipalities, Colleges, Project/Contract Public Schools, and out of state clients for Disaster Debris Management Administration/Management. Planning and Post Disaster Debris Removal operations management, y Hazardous Materials Emergency Logistics and monitoring. Gabrielle leveraging her environmental hazmat Response-Fuel Spills background has managed and coordinated the most difficult Disaster Debris obstacles for clients ensuring Federal and State compliance and protecting the community during the debris removal. Gabrielle assists with Waste Management as SME for Dade County Disaster Debris issues and when Waste Management clients have issues with Debris challenges and or FEMA inspections. Gabrielle is an industry leader with Pre-Disaster Training,Debris Management Planning and FEMA Public Assistance Disaster reimbursement and compliance for many large Utility Organizations(TVPPA,APPA,TMEPA)whose members struggle with Mixed Disaster debris containing conductor/wire and transformers. She participates with IAEM (International Association of Emergency Managers) FEMA Caucus quarterly discussions of current FEMA trends and issues for applicant's reimbursements and assists Waste Management with FEMA compliance and debris management issues for Miami-Dade County Cities. She has represented cities in Oklahoma and assisted the Oklahoma Office of Emergency Management by preparing FEMA appeals for projects which, after second appeals process, were each successfully awarded at 100%appealed amounts for 14 appeals. During 2013 Gabrielle, for Super Storm Sandy as State Consultant with NY DHSES,assisted the Liaison to the Chief of Public Assistance and Deputy Commissioner. Her tasks included critical applicants support(including 13 Wastewater Treatment Facilities,and Port Authority)for appeals justification and critical applicant status reports for the Governor's office. She represented the State at various levels for FEMA Projects (Project Worksheets (PW)) Review, and approval at the State/FEMA initial review, State/FEMA QAQC review, and the Final PW Grantee level review and approval. SPECIFIC ACCOMPLISHMENTS • Multiple Florida Cities, Hurricane IRMA DR 4337 Client representation, Response Resources including Mutual Aid coordination, Damage Assessments, FEMA PA submittals, documentation; Hazard Mitigation Projects qualification. • Seminole County Public Schools, Hurricane Ian DR 4673 Sept 2022, Rapid mobilization of disaster debris management teams to identify critical debris hazards,coordinated infrastructure • DA teams for 80+facilities(200+buildings)including roofs,interior and exterior. Implemented disaster recovery document management system and disaster recovery data reconciliation teams for FEMA RSM meeting, identification of eligible projects and HMGP qualification. • City of Homestead, DR4337 Irma Sept 2017: Performed all FEMA eligible disaster projects data document management,coordinated disaster cost records reconciliation teams,directed and supervised FEMA PW submittals for 20 projects FEMA category A-G,qualified HMGP projects,managed all FEMA and FDEM project review and approvals(request for information replies,request for reimbursement submittals,PW tracking through successful project closeout). • Homestead Utilities, DR 4337 Irma Sept 2017: 8500 Damaged Repaired Power Poles Assimilation, and Reconciliation of 50+Mutual Aid Crews,materials, and transformers; Obtained Hazard Mitigation for Concrete Power poles,FEMA PA Projects obligation;Hazard Mitigation Project documentation and FEMA compliance. • Hurricane Olga October 2019,Alcorn Electric Association:Pre—Disaster Asset Inventory with mapping and GPS; Performed Damage Assessments,60,000+Damaged Repaired Power Poles with equipment,Identified Poles with safety issues: FEMA PA representation thru FEMA obligation/payment. • Oklahoma-State Debris Management Plan(DMP)preparation and Implementation,for State of Oklahoma,OEM and is FEMA approved.Implemented templates and guidelines for State DMP implementation.Assisted with HMP programs for various disasters. • Disaster Services for Oklahoma-Performed ice-storm,and tornadoes response and recovery,damage assessments and FEMA PW submittals. Represented municipalities as Applicant's Agent with FEMA, wrote the appeals and assembled supporting documentation for Oklahoma Emergency Management,for 14 FEMA appeals in Region VI that were all awarded at 100%-dollar value. • Disaster Response Dec 28,2015,EF 4 Tornado:Public Utilities 2 counties,30 miles of service area(Marshall and Benton Counties): Mobilized with Electric Engineer & Drones to perform Damage Assessments, Damaged Repaired Power Poles with equipment Inventory, and mapping; Obtained FAA Exemption for Drones; Debris Management; Emergency contractors and Mutual Aid crews reconciliation; FEMA PA representation, PW submittals,approvals and projects obligation. EDUCATION: B.S., Geology& Hydrogeology, University of Florida, Gainesville CERTIFICATIONS • 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR&FIRST AID CERTIFIED • Advanced Supervision of Asbestos Abatement Projects-Georgia Tech • State of Florida Dept. of Natural Resources Oil Spill Prevention,Response and Cleanup • FEMA Debris Management Planning and Public Assistance • Advanced PADI Scuba Training • NIMS/ICS 100-800; HIPAA Chapter110—Eligibility Criteria Specialist. PRESENTATIONS/TRAININGS • TVPPA, August 13, 2021, Hurricane Disaster Prep, IT Solutions for Disaster Recovery and Documentation 2 Case studies. • TVPPA,2022 Webinar Series,FEMA Critical Requirements for Disaster Reimbursement;Disaster prep,Lessons learned and IT solutions. • TMEPA, July Annual Conference, Presentation, Pre and Post FEMA Disaster Critical Documentation Requirements • TMEPA E and 0,October Conference,2022 Increase Resilience and Maximize FEMA Reimbursement 14 Liz Valdes, Project Manager, Sr VP Email: LValdes@dpando.com SUMMARY: Liz has served for 18 years with DP&O (and former Disaster Operation& Training, Inc.) in several capacities- Liz is a Project Manager and Task manager for Municipalities as one of the head Project Operations Managers who oversee all the Debris Removal,Hiring and Training Monitors and Directing the Monitoring field team. She has also served and has experience as a Debris Management Specialist, Project Monitor Trainer and Disaster Debris SME for beaches, canals, and other sensitive environments. Liz also serves as FEMA PA recovery projects for Buildings (Category E), Utilities (Category F) and Parks (Cat G) With DP&O she is lead in hiring, training, recovery technicians and debris monitoring staff including placement with debris ' removal crews. She works with clients to obtain Emergency Debris Management Site permits performing the baseline report and ensures all DMS Operations are in full compliance with local and State regulations. She has successfully in large scale disasters managed over 8 DMS sites with successful site closure for over 10 million cubic yards. When not managing clients storm disaster debris projects she trains and supervises staff with DP&O's Disaster Claims and Document Management system,Recovery EOC and TRKRT'" ADMS system used for monitoring/tracking all debris removal operations costs with FEMA required back up. She specializes in FEMA compliance/policy and ensures all debris removal tasks are per FEMA Accelerated Debris Pilot Program and comply with the most current PAPPG and FEMA Grants Portal. Liz also successfully managed 18 South Florida Cities, located(Palm Beach, Broward, Dade-City) for multiple disasters managing public municipalities Disaster Debris Removal projects and FEMA Program representation for site inspections. As Project Manager Liz directed Debris and Infrastructure Damage Assessment teams, qualified all Eligible Disaster projects,and worked closely with client departments to prepare the FEMA required Scope of Work(Completed and Work to Complete projects).Liz manages DP&O's Recovery specialist assigning /supervising disaster records gathering,records reconciliation.Prior to submitting to FEMA PA Portal ensures all FEMA submittals are audit ready. She utilizes DP&O's Recovery EOC disaster cost claims and document management system with Microsoft SQL reporting and provides all DP&O's clients Disaster Financial Recovery reports.Liz promptly prepares FEMA and State RFIs and performs all PW progress tracking for client's progress reporting. She identified and qualified 404 &406 Hazard Mitigation projects. CERTIFICATIONS 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR&FIRST AID CERTIFIED FEMA CERTIFICATES: IS l0a Animals in Disaster:Awareness&Preparedness,IS 11 a Animals in Disaster:Community Planning,IS 15a Special Events Contingency Planning for Public Safety Agencies,IS 100 Introduction to the Incident Command System,IS 200 ICS for Single Resources&Initial Action Incident,IS 200c Basic Incident Command System,/IS 230 Principles of Emergency Management,IS 244b Developing&Managing Volunteers,IS 275 Roles of the EOC in Community Preparedness, Response&Recovery,IS 321 Hurricane Mitigation Basic for Mitigation Staff,IS 556 Damage Assessment for public works,IS 558 Public Works&Disaster Recovery,IS 559 Local Damage Assessment,IS 630 Introduction to the Public Assistance Process, IS 631 Public Assistance Operations 1, IS 632 Intro to Debris Operations in FEMA's Public Assistance Program, IS 634 Introduction to FEMA's Public Assistance Program,IS 700 National Incident Management system NIMS an Introduction,IS 702 NIMS Public Information Systems,IS 703a NIMS Resource Management,IS 706 NIMS Intrastate Mutual Aid an Intro,IS 800a Nation Response Plan NRP an Introduction, IS 841.a NEMIS HMGP System. Overview & Setup, IS 842.b NEMIS HMGP System. Enter the HMGP Application, IS 1004 The FEMA Site Inspection Process,IS 1006 Documenting Disaster Damage& Dev Project Files, IS 1007 Detail Damage Description & dimensions, IS 1010 Emergency Protective Measures, IS 1018 Determination Memorandum & Appeals, IS 2002 Intro to FEMA Operational Planning, TS-R4 FEMA Reimbursement made easy,TS-11 Debris Management,TS-12 Evaluating Debris Management&Monitoring RFP's,TS-20 Emergency Pet Friendly Sheltering&Pets Act Reimbursement 15 Ricardo "Kiki" Morillo, Project Manager Education Mr. Ricardo "Kiko" Morillo is CSA's Vice President Business Development for the Federal rr arket United States Military companywide and Senior Project Manager for Emergency Management and Damage Academy, West Point, NY Assessment. He is a self-driven leader with military, corporate and entrepreneurial experience with B.S. International a successful track record in sales, marketing, sales management, contract negotiations as vl ell as Relations, Latin America project management and team development skills. He has extensive knowledge of federal 1987 contracting process and Federal Disaster Recovery operations to include coordination with local Emergency Operations Centers. Mr. Morillo also has extensive knowledge in FEMA CAT A Debris Business and Military removal procedures. Training Core Competencies: Harvard Business School • Leadership/Teamwork Negotiation Training, • Results Driven Wharton Business School • Analytical Thinking Executive Management • Project Management Academy, Miller— Heiman • Contract Negotiations Large Account • Marketing and Branding Management Process, • Persuasive Communication Army Airborne School, Air • Cultural Intelligence Defense Artillery Office • Flexibility Advance Course, Air Defense Artillery Officer PROJECT EXPERIENCE Basic Course 2020 — Present: CSA Group, Vice President Federal USACE & FEMA Courses Corporate lead for Consultech Global, LLC and all of our efforts to support the PA-TAC IV U.S. Army Corps of contract as a sub for CCPRS. Lead all company efforts involving Federal and Local Disaster Engineers Quality Recover, FEMA, U.S. Army Corps of Engineers and any other opportunities across the Construction Management federal sector. Senior Project Manager for Damage Assessments across all regions. Course Related FEMA Projects ICS-100 Introduction to Incident Command • Hurricane Maria (EM-3391-DR) Managed personnel supporting FEMA PP-TAC System contract • Puerto Rico Earthquakes (DR-4473-PR) Managed personnel supporting FEMA PA- ICS-200 ICS for Single TAC contract Resources and Initial • Puerto Rico Earthquakes (EM-3426-PR) Managed personnel supporting FEMA PA- Action Incident TAC contract • Puerto Rico Hurricane Fiona (DR-4671-PR) Senior Project Manager for Debris IS-00632.a Introduction to Removal Operations Debris Operations • Puerto Rico Tropical Storm Fiona (EM-3583) • New York Remnants of Hurricane Ida (DR-4615-NY) Senior PM for Da nage IS-00700.a National Assessments Incident Management • Florida Catastrophic Floods 4/12/23 (DR-4709-FL) Senior Project Manager for System (NIMS) an Damage Assessments Introduction 2010 — 2019: Conquistador Services, LLC — President IS-00800.b National Led a team that provides contracted services for waste management, demolition, disaster recc very, Response Framework, an general contracting, and construction. Responsible for outlining strategic plan and direction f'r the Introduction company, identifying teaming opportunities with larger businesses to assist them in achieving their participation goals and securing business and preparing and submitting timely responses to RFPs OSHA 10 to secure contracts and maintain growth. • Led a team that prepared a response to an RFP and was awarded a position as one c f 4 companies in a $100M dollar SDVOSB set-aside. Within that set-aside, awarded over $46M dollars in construction task orders for Conquistador/Dorado )V with the U.S. A'my Corps of Engineers New Orleans district. 16 • Led a team that prepared and was awarded a contract to provide debris managemer t service under FEMA's Advance Contract Initiative (ACI) in the North Atlantic District. • Led several damage assessment and debris recovery operations as a subcontractor resulting in clearing of over 1,000,000 cubic yards of storm generated debris. • During Super Storm Sandy coordinated with New York City's EOC to conduct a recovery mission for storm damaged vehicles. Related USACE Horizontal Construction Projects: • Lake Cataouatche Earthen Embankment (NOLA District) • Gardere/Murphy Canal reinforced slope paving and rip rap slopes (NOLA District) • Remediation of 17 Street and London Ave Canals (NOLA District) • Algiers Levee Enlargement (NOLA District) • Reach CPS to Bells Point pneumatic system upgrades (NOLA District) • Lake Cataouatche Pipe Discharge Pipe Modifications (NOLA District) • Grande Isle Side Beach Access Articulated concrete block turn arounds (NOLA District) Related FEMA Debris Removal Projects: • 2011 Alabama Severe Storms, Tornadoes, Straight-Line Winds and Flooding (DR-1971-A) : Right of Entr1 (ROE) Debris Removal Mision • 2011 Connecticut Severe Storm (DR-4046-CT): Right of Way (ROW) Debris Removal Mission • 2011 Massachusetts Severe Storm (EM-3343-MA): Right of Way (ROW) Debris Removal Mission • 2012New York Hurricane Sandy (DR-4085_NY): Right of Way (ROW) Vehicle recovery mission • 2012 New Jersey Hurricane Sandy (DR-4086-NJ): Right of Way (ROW) Debris Removal Mission • 2016 Maryland Severe Winter Storm and Snowstorm (DR-4261-MD): Right of Way (ROW) Snow Clearing Operations • 2016 South Carolina Hurricane Mathew (EM-3378-SC) Right of Way (ROW) Debris Removal Mission • 2017 Florida Hurricane Irma (DR-4337-FL) Right of Way (ROW) Debris Removal Mission • 2017 Puerto Rico Hurricane Maria (EM-3391-PR) Right of Way(ROW) Debris Removal Mission • 2017 Puerto Rico Hurricane Maria (EM-3391-PR) FEMA Category B Erosion control Project • 2019 Florida Hurricane Dorian (DR-4468-FL) Right of Way (ROW) Damage Assessments 2008 — 2010: MEDTRONIC Cardiac and Vascular Group — Director, Strategic Accounts Leadership responsibility for coordinating hospital-specific strategies that match the unique breadth of Medtronic's cardiac and vascular-related product and service offerings. Responsible for negotiations, contracting, and pricing strategy in a $300+ Million Dollar Cardiac and Vascular Group region and executing national contracting strategy for all CRDM products in order to ©ntrol eroding prices. Partnered with the Regional Vice President to facilitate cross-functional team collaboration to educate and position Medtronic's value offerings, build partnerships with targeted strategic accounts and make decisions that bring tc bear the entire portfolio while managing pricing integrity, protecting margins and growing share across the entire CVG portfoli b. 1992 — 2008: Johnson &Johnson Family of Companies 2005 — 2008: Johnson & Johnson Health Care Systems Inc. - Regional Corporate Account Director Responsible for over$140 million dollars of Johnson &Johnson business. Managed contracts and business relationships for both medical device and pharmaceutical sectors of Johnson &Johnson. Called on C-Suite levels of hospital groups in the New York City and Long Island territory including New York Presbyterian, North Shore LI, Catholic Hospitals of Long Island and Winthrop University Hospital. Negotiated and managed contracts and maintained corporate relationships with hospitals and operating companies. Promoted and implemented value added programs at accounts. 2004 — 2008: Hispanic Organization for Leadership and Achievement - Co-Chair Co-chaired one of Johnson & Johnson's Affinity Groups. Assisted Johnson & Johnson in achieving its diversity vision, mentor training and development of new employees in the corporation. Assisted Johnson & Johnson's multi-cultural marketing initiatives. 2002 — 2005: Independence Technology LLC - Regional Sales Director Responsible for hiring, training and developing a sales force for the east coast and Puerto Rico, in a startup company. Managed a budget in excess of $100 thousand dollars for expenses and entertainment for all Product Consultants in region. Led, trained and developed ten Product Consultants and one Product Specialist. Developed and implemented a sales strategy for all products in the Independence Technology portfolio. Supported the company's sales plan by selecting and managing iBOTTM 3000 MS training facilities. 2000-2002: ETHICON, Inc. - Product Director, Surgical Meshes, Somerville, NJ Responsible for overall marketing strategy of the ETHICON Inc. mesh product line. Managed a budget of over$2 million used to promote the franchise. Served as global marketing lead for development and launch of new mesh technologies. 17 Served as U.S. marketing lead on global tissue support and surgical healing team. Developed and managed relationships with Surgeon Champions and implemented a preceptorship program to train selected general surgeons. 1998-2000: ETHICON, Inc. - Sales Divisional Manager, Weston, FL Responsible for maintaining and increasing over 20 million dollars of business in South Florida. Managed a $100,000 budget for expenses and entertainment by all representatives in division. Hired, lead, trained and developed a team of ten sales representatives and territory assistants. Supported the company's business plan by emphasizing the sale of new products. 1997 — 1998: ETHICON, Inc. - Sales Development Manager, Somerville, NJ Responsible for conducting the Sales and Clinical training of all ETHICON, Inc. sales representatives worldwide. Personally, facilitated two Primary Sales Schools,two Field Trainer Schools, and one Advanced Sales School. Coordinated three training courses at manufacturing facilities in San Lorenzo, Puerto Rico and San Angelo, Texas. 1992 — 1997: ETHICON, Inc. - Clinical Sales Representative and Field Trainer, Houston, TX Responsible for maintaining and increasing a 3 million-dollar suture territory in Houston's prestigious medical center. 1987-1992: UNITED STATES ARMY, AIR DEFENSE ARTILLERY (CAPTAIN) - Weapons Systems Manager / Aide-de-Camp / Battery Executive Officer / PATRIOT Platoon Leader Five-year military career as a commissioned officer highlighted by increasing responsibilities earned through exemplary leadership. Developed deployment strategies for the newly deployed PATRIOT Missile System. Test fired new PATRIOT missiles developed to counter newest threats. Selected by the Deputy Commanding General of Fort Bliss, Texas as his Aide-de-Camp from a pool of over 400 officers. Researched enhanced capabilities for the PATRIOT missile system following lessons learned from Desert Storm. Rob Russakoff, Data Manager, Sr VP Email: RRussakoff@dpando.com p'' SUMMARY: Rob has over 19 years of Disaster related experience and has served on �Okttf; over 15 large disasters with DP&O (and former Disaster Operation & Training, Inc.) ' s ' 4� in several capacities — He is Florida Certified Public Adjuster license, with 19 yrs. experience with disaster recovery cost accounting and audit experience and Public Agency financial analysis. He is DP&O's Sr QAQC Auditor and Snr Data Manager ,4400 and FEMA Recovery Audit Specialist performing all FEMA eligible disaster projects . ' ° f data document management, coordinates disaster cost records reconciliation teams, tot ' directs and supervises all DP&O staff for FEMA PW submittals and assists with HMGP projects identification and qualifications, manages all FEMA and FDEM project review and approvals (prepares request for information replies and request for reimbursement submittals); Performs clients PW tracking through successful project closeout). He leads the FEMA and CARES Act Recovery team for reconciliation tasks and strategy for most efficient turnaround of Covid 19 data given very tight deadlines. Rob is highly proficient with MS Office Suite, excel and database software and He utilizes DP&O's Recovery EOC disaster cost claims and document management system with Microsoft SQL reporting and provides all DP&O's clients Disaster Financial Recovery reports in abidance with FEMA Policy and requirements. He directs all client's disaster cost audits for labor, equipment, materials, and contractors with backup documentation for FEMA project submittals. He excels with force labor records reconciliation and skilled with the most difficult of payroll reporting programs used by public Agencies. He is very proficient with Mutual Aid Contractors' invoices and back up records reconciliation identifying and resolving data issues before FEMA Submittal. He is extremely proficient representing Public Agency clients with FEMA Policy and FEMA negotiations,and very skilled,FEMA PA and State Portal systems, including the FEMA Covid Streamlined application process and CARES ACT. Rob supports clients with FEMA and or State RFIs detailed replies and request for reimbursements, PW progress tracking through closeout. EDUCATION AND PROFESSIONAL ASSOCIATIONS: • University of Richmond-B.A.Business Management 1984 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR&FIRST AID CERTIFIED FEMA CERTIFICATE: Disaster Recovery,IS-559 Local Damage Assessment, IS 632a Introduction to Debris Operations, IS 633 Debris Management Plan Development, IS-660 Introduction to Public-Private Partnerships, IS-662 Improving Preparedness and Resilience through Public- Private Partnerships,IS-700.b An Introduction to the National Incident Management System,IS-703.b National Incident Management System Resource 18 Management,IS-706 NIMS Intrastate Mutual Aid an Introduction,IS-800.d National Response Framework,Managing Project Tasks,IS-845.a NEMIS HMGP System:Oversight&Closeout,IS-860.c The National Infrastructure Protection Plan,An Intro,IS-1004 The FEMA Site Inspection Process,IS- 1002 FEMA Grants Portal-Transparency at Every Step,IS-1006 Disaster Damage&Developing Project Files,IS-1007 Detail Damage Description and Dimensions,IS-1010 Emergency Protective Measures,IS-1012 Direct Administrative Costs,IS-1018 Determination Memorandums and Appeals Urban Hammarstedt, Data Manager- Operations Manager Email: UHammarstedt@dpando.cotn SUMMARY: Urban has 18 years of Disaster Recovery, Debris Management and t, Records audits per FEMA and OIG audit requirements. He works with the client's `.� finance and other key departments to ensure payroll records are verified with field operations and contractor invoices are reconciled with contractor daily logs and task ' performed. He manages all DP&O's infrastructure utilities disaster and Hazard Mitigation Projects and works close with clients to identify and qualify their projects for Hazard Mitigation, Utilizing DP&O's Recovery EOC Mobile App he provides project fmancial tracking, logistics to support all projects cost tracking with details from mobilization, emergency repairs & recovery projects with cost details and project progress mapping. He reviews all client field data and Mutual aid contractor invoicing to ensure all costs are accurately captured and verified in DP&O's Disaster Claims and document management system. He excels with materials reconciliation(used in stock and purchased) with PO's and vendor's invoice. He supervises DP&O's Field Technicians for Damage Assessments, Debris Management monitoring, and tracking all clients Disaster Recovery and Hazard Mitigations Project cost with progress/status reports. He leads our team with training and utilization RecoveryEOC"BOLT"mobile cost&mapping system to record damaged assets, inventory infrastructure including power poles and grid systems for pre & post disaster FEMA requirements. He has served with DP&O in several capacities - Disaster Recovery audit services, Debris Management Specialist,Operations Manager of all field projects and Product Manager/lead trainer for DP&O's Recovery EOC Web&Mobile Software Solutions. Urban manages all Utilities/Infrastructure CAT E&CAT F, and G projects for damage assessments, emergency repairs, Mutual Aid Agreement (MAA) crews, records assimilation&reconciliation including utility materials inventory and reconciliation. EDUCATION AND PROFESSIONAL ASSOCIATIONS: • University of Memphis-Bachelor of Business Administration, Major in International Business-91 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR & FIRST AID CERTIFIED FEMA CERTIFICATES: FHWA Emergency Relief Pro Training for Local Agencies,IS-026 Guide to Points of Distribution,IS-075 Military Resources in Emergency Management,IS 100c Introduction to the Incident Command System,IS-101.c Preparing for Federal Disaster Operations,IS- 102.c Preparing for Federal Disaster Operations: FEMA Response Partners, IS 200c Basic Incident Command System, IS-230.d Fundamentals of Emergency Management,IS-235.c Leadership and Influence Emergency Planning,IS-240.b Leadership&Influence,IS-241.b Decision Making and Problem Solving, IS-242.b Effective Communication, IS-244.b Developing and Managing Volunteers, IS-245.b Intro to the Federal Priorities and Allocations,IS-276.a Benefit-Cost Analysis Fundamentals,IS-288.a The Role of Voluntary Agencies in Emergency Management,IS-315.a CERT and the Incident Command System(ICS),IS 317.a Introduction to Community Emergency Response Team,IS 318 Mitigation Planning for Local&Tribal Communities,IS-319.a Tornado Mitigation Basics for Mitigation Staff,IS-321 Hurricane Mitigation Basics for Mitigation Staff,IS-322 Flood Mitigation Basics for Mitigation Staff,IS-323 Earthquake Mitigation Basics for Mitigation Staff,IS-324.a Community Hurricane Preparedness,IS-325 Earthquake Basics Science Risk&Mitigation,IS-393.b Introduction to Hazard Mitigation,IS-395 FEMA Risk Assessment Database,IS-403 Intro to Individual Assistance,IS-552 The Public Works Role in Emergency Management,IS-554 Emergency Planning for Public Works,IS 556 Damage Assessment for Public Works,IS-558 Public Works and Disaster Recovery,IS-559 Local Damage Assessment,IS 632a Introduction to Debris Operations,IS 633 Debris Management Plan Development, IS-660 Introduction to Public-Private Partnerships, IS-662 Improving Preparedness and Resilience through Public- Private Partnerships,IS-700.b An Introduction to the National Incident Management System,IS-703.b National Incident Management System Resource Management, IS-706 NIMS Intrastate Mutual Aid an Introduction, IS-800.d National Response Framework, An Introduction, IS-815 ABC's of Temporary Emergency Power,IS-841.a NEMIS HMGP Systems Overview and Startup,IS-842.b NEMIS HMGP System Enter the HMGP Application, IS-843.a NEMIS HMGP System-Project Eligibility Determination,IS-844.a NEMIS HMGP System:Managing Project Tasks,IS-845.a NEMIS HMGP System:Oversight&Closeout, IS-860.c The National Infrastructure Protection Plan,An Intro,IS-1004 The FEMA Site Inspection Process, IS-1002 FEMA Grants Portal-Transparency at Every Step, IS-1006 Disaster Damage & Developing Project Files, IS-1007 Detail Damage Description and Dimensions,IS-1010 Emergency Protective Measures,IS-1012 Direct Administrative Costs,IS-1018 Determination Memorandums and Appeals,IS- 1020 Public Assistance Donated Resources,IS-1100.a Increased Cost of Compliance,IS-I 101.b Basic Agent Tutorial,IS-1113 Coastal Barrier Resources Act,IS-1170 Intro to the Interagency Security Committee,IS-1300 Introduction to Continuity of Operations, IS-2000 National Preparedness Goal& System Overview, IS-2002 Introduction to FEMA Operational Planning, IS-2200 Basic Emergency Operations Center Functions, IS-2500 National Prevention Framework, An Introduction, IS-2600 National Protection Framework, An Introduction, IS-2700 National Mitigation Framework, An Introduction,IS-2901 Intro to Community Lifelines 19 Joeamy Suarez, Cost Recovery Specialist Email: JSuarez@dpando.com SUMMARY: Joeamy has been with DP&O (and former Disaster Operation & Training, Inc. since 2005 and provided Records reconciliation and data entry of force labor and equipment records,QAQC of supporting daily logs,payroll,and time sheets. She also assists with debris operations task management, debris monitoring supervision, monitor training, and QAQC of leaner hanger debris removal records reconciliation. She has participated in over 8 disasters with multiple cities and over 10 million cubic yards. She is highly proficient with MS Office Suite, excel and database software and utilizes DP&O's Recovery EOC disaster cost claims and document management system with Microsoft SQL reporting and provides QAQC of completed FEMA PW templates prior to FEMA PA portal submittals. As Recovery specialist /Data manager she reviews all clients Force labor,equipment,rented equipment,contractors documents to identify discrepancies and resolved issues prior to FEMA submittal. She Additionally, assists with Debris Removal Operations costs records reconciliation and cross checking to ensure all GPS are accurate on tickets and within Public Agency boundaries. She excels with reconciliation of debris removal contractor and debris monitor records and resolving any discrepancies between the costs back up are corrected prior to FEMA submittal (including ticket ledgers,tickets,daily logs,invoices,payments,photos,and maps of areas worked). She assists with Debris Removal monitor inspection and maintaining monitor field logs. She is a trainer for DP&O's TRKRTM ADMS system assisting all monitors when needed and provides real-time supervision of monitor activities. 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR& FIRST AID CERTIFIED FEMA CERTIFICATES: IS 100c Introduction to the Incident Command System,IS 200c Basic Incident Command System for initial Response , IS-00230.d Fundamentals of Emergency Management, IS-242.b Effective Communication, IS 244b Developing & Managing Volunteers,IS-00318 Mitigation Planning for Local and Tribal Communities,IS-319.a Tornado Mitigation Basics for Mitigation Staff,IS-320 Wildfire Mitigation Basics for Mitigation staff,IS-00321 Hurricane Mitigation Basics for Mitigation Staff Certificate,IS-00393.b Introduction to Hazard Mitigation, IS 556 Damage Assessment for Public Works, IS 558 Public Works&Disaster Recovery, IS-00559 Local Damage Assessment, IS 632a Introduction to Debris Operations , IS 633 Debris Management Plan Development, IS- 1002 FEMA Grant Portal- Transparency at every step, IS 1004 FEMA Site Inspection Process,IS-1006 Disaster Damage&Developing Project files, IS-1007 Detailed Damage Description& Dimensions, IS 1010 Emergency Protective Measures, IS-1018 Determination Memorandums and Appeals, IS-1020 Public Assistance Donated Resources,IS-2002 Introduction to FEMA Operational Planning. Steve Stark, Cost Recovery Specialist Email: cc7t irk(a dpando.com SUMMARY: Since 2020 Steve has served with DP&O as PA Recovery specialist and Assistant Data manager he reviews all clients Force labor,equipment,rented equipment,contractors documents to identify discrepancies, or missing items, and resolved issues prior to FEMA submittal and ensure FEMA compliance. Prior to DP&O Steve assisted as FEMA Project specialist for 10 years on several State level contractor teams on 10 major federal declared disasters. With DP&O Steve additionally, assists with Debris Removal Operations costs records reconciliation and cross checking to ensure all debris removal tickets GPS are accurate on tickets and within Public Agency boundaries. He excels with reconciliation of debris removal contractor and debris monitor records and resolving any discrepancies between the costs back up are corrected prior to FEMA submittal (including ticket ledgers,tickets,daily logs,invoices,payments,photos,and maps of areas worked). Steve,using TRKR and Bolt EOC Web app,over sees and spot checks photos quality and descriptions to ensure images and data is precise and clear. Steve supports the DP&O Project managers as needed for field inspection teams assignments for damage repairs validations per FEMA requirements. EDUCATION AND PROFESSIONAL ASSOCIATIONS: Metropolitan Community College,Microbiology 1991,Business Management 2015-2016 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR&FIRST AID CERTIFIED FEMA CERTIFICATES: Completed 141 ISP courses&all ICS courses;L-0201 Debris Technical Specialist L-0239 406 Hazard Mitigation; L-0382 PAC Crew Leader; L-0277 Basic Training for Community Relations Specialist; L-0282 Community Relations Deployment Ester Bello, DP&O Billing/Invoice Analyst 20 Email: EBello@dpando.corn SUMMARY: Ester Bello has over 20 years in a wide variety of accounting and experience with government administration and financial analysis. She has served with i ._ , '; DP&O for 11 +years as DP&Os lead QAQC Data Manager for DP&O's Public agency a Clients. She ensures data integrity from day 1 is audit ready and properly categorized, t ,,°`` labeled per FEMA requirements for disaster claims submittals processing.She has served as DP&O's lead accountant and company administrator and oversees all DP&O's accounting staff 11 years coordinating invoicing and client DAC Submittals and ensures 414 all DP&O's staff invoices are accurate per contract billing and client budget Pos and back up timesheets with project titles accurate and maintained. She performs all invoicing with timesheets per client's requirement and FEMA DAC and monitor documentation requirements. EDUCATION AND PROFESSIONAL ASSOCIATIONS • American Educational Institute/Continuing Education for Claims Law Year 03 • University of North Florida/Business/BA Year 1996 • FCCJ/AA Year 1993 • 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR & FIRST AID CERTIFIED Eddie Sanchez, Field Supervisor .. ' Email: Esanchez(a4pando.com SUMMARY: Eddie has been with DP&O since 2021 and is very hands on and has a large field presence as Roving and Supervisor.He supervises other DA Technicians using Recovery EOC BoltEOC web and mobile app to ensure all Damages ,,, , - Descriptions are detailed and photos are clear and easy to view in addition to 4 - identifying overlooked damages. During Debris Removal operations he supervises ,f ,..t A the Temporary Debris Management Site (TDMS) Monitors and Operations ;: performed by field monitors, Debris Vehicle Certification to ensure all trucks are .1 properly certified by DP&O's Mobile App TRKRTM ADMS System. He provides debris monitoring supervision, QAQC of leaner, hanger, stump and spot checks of monitors photos,GPS locations on tickets and ticket ledgers. He also performs reconciliation of Force labor,and equipment for FEMA CAT A submittal. He assists the project manager and operations and logistics with scheduling field monitor placement and needs. EDUCATION AND PROFESSIONAL ASSOCIATIONS: • Miami-Dade College,Kendall Campus, Miami,FL Associates of Arts in Mass Communication • Miami-Dade College, Kendall Campus, Miami, FL Associates of Science Degree in Radio/TV 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR & FIRST AID CERTIFIED FEMA CERTIFICATE: TS-6 Management of Spontaneous Volunteers in Disasters,TS-23 Volunteers and Donations Nicholas Evelyn,Field Supervisor Email: Nevelyn@dpando.cotn SUMMARY: Nicholas has been with DP&O since 2015 and has experience in ` a " .a government administration or financial analysis. He has provided debris monitoring ffi` - supervision,and recovery assistance in several capacities.Post disaster data gathering, review and records assimilation including DP&O's clients reconciliation of Force labor, and equipment for FEMA submittal. QAQC of debris removal records reconciliation with photos, GPS locations on tickets and ticket ledgers. He assists the # _aid il 1 project manager and operations and logistics and schedulers with identifying field ' obstacles and ramping up staff, monitor placement and needs. He serves as a roving L._ J monitor when needed to review and spot check all monitor's activity. He serves as a roving monitor when needed to review and spot check all monitor's activity. EDUCATION AND PROFESSIONAL ASSOCIATIONS: • Florida International University- B.S in Psychology Year 2020 FEMA CERTIFICATES: IS -l0a Animals in Disaster: Awareness&Preparedness, IS-1la Animals in Disaster: Community 21 Planning,IS-100c Introduction to the Incident Command System,IS-200c Basic Incident Command System,IS-241b Decision , Making&Problem Solving,IS-242b Effective Communication,IS-244b Developing&Managing Volunteers,IS-318 Mitigation Planning for Local&Tribal Communities, IS-319a Tornado Mitigation Basic for Mitigation Staff, IS-320 Wildfire Mitigation Basics for Mitigation Staff,IS-321 Hurricane Mitigation Basics for Mitigation Staff,IS-322. CERTIFICATE 2022 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR & FIRST AID CERTIFIED Reinerio Valdes,Field Supervisor ' Email: RValdes(a),dpando.com SUMMARY: Ray has served with DP&O (and former Disaster Operation & Training, Inc.) since 2005 in several capacities- Debris Management Coordinator and field logistics for Debris operations and field management and Technical assisting with i debris operations to ensure the most efficient utilization of contractor's equipment and v monitor placement. Ray also is highly skilled as debris damage assessments and maintaimng field to office recovery data gathering. He is very hands on and has a large " field presence and coordinating field operations, daily activities and ensuring the r Temporary Debris Management Site (TDMS) operations are per DMS permits. Ray assists with Debris Vehicle Certification to ensure all trucks are properly certified by 1.-. DP&O's Mobile App TRKRTM ADMS System.He has participated in over 20 disasters with projects estimating over 5 million cubic yards and also utilizes DP&O's TRKRTM ADMS system assisting all monitors when needed and provides real-time supervision of monitor activities. 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR& FIRST AID CERTIFIED FEMA CERTIFICATES: IS-100c Introduction to the Incident Command System, IS-200c Basic Incident Command System, IS- 24 lb Decision Making& Problem Solving, IS-242b Effective Communication, IS-244b Developing& Managing Volunteers, IS-318 Mitigation Planning for Local&Tribal Communities,IS-319a Tornado Mitigation Basic for Mitigation Staff,IS-320 Wildfire Mitigation Basics for Mitigation Staff, IS-321 Hurricane Mitigation Basics for Mitigation Staff, IS-322 Flood Mitigation Basics for Mitigation Staff,IS-393b Intro to Hazard Mitigation,IS-556 Damage Assessment for Public Works,IS-558 Public Works&Disaster Recover,IS- 559 Local Damage Assessment, IS-632a Introduction to Debris Operations, IS-633 Debris Management Plan Development, IS-700b Introduction to the National Incident Management System,IS-703a NIMS Resource Management,IS-706 NIMS Intrastate Mutual Aid an Intro, IS-800c Nation Response Framework an Introduction,IS-841a NEMIS HMGP System Overview&Setup, IS-842.b NEMIS HMGP System Enter the HMGP Application, IS-843.a NEMIS HMGP System: Project Eligibility Determination, IS-844.a NEMIS HMGP System:Managing Project Tasks,IS-1002 FEMA Grants Portal Transparency at every step,IS-1004 The FEMA Site Inspection Process,IS-1006 Documenting Disaster Damage&Development project file,IS-1007 Detailed Damage Description&Dimensions,IS- 1010 Emergency Protective Measures, IS-1018 Determination Memos&Appeals, IS-1020 Public Assistance Donated Resources,IS- 2002 Intro to FEMA Operational Planning,IS-2200 Basic Emergency Operations Center Function. 3 Jose Arocha, Field Supervisor Email: Jarocha(adpando.com SUMMARY: Jose has served with DP&O (and former Disaster Operation & Training, Inc.) since 2017 in several capacities- Utility Task Manager leading crews assigned to ,- inventory and map damaged repaired power poles with equipment and providing daily t . progress and safety issues reports. He also performs Debris operations as field manager and Project Technical Specialist assisting with debris management plans, debris damage - assessments, and maintaining field to office recovery data gathering. He is very hands on and has a large field presence and manages field operations including overseeing the Temporary Debris Management Site (TDMS) Monitoring being performed by field monitors, Debris Vehicle Certification to ensure all trucks are properly certified by "" DP&O's Mobile App TRKRTM ADMS System. He has participated in over 20 disasters with projects estimating over 5 million cubic yards and also utilizes DP&O's TRKRTM ADMS system assisting all monitors when needed and provides real-time supervision of monitor activities. He has assisted with client's insurance onsite damage inspections of buildings and facilities(interiors, exteriors and roofs)and has inventoried and mapped damaged storm drain systems. CERTIFICATE 22 I i 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/ CPR & FIRST AID CERTIFIED Fabiana Cova, Field Supervisor Email: Fcova(a),dpando.com SUMMARY: Fabiana has served with DP&O since 2017 in several capacities-Supervisor for disaster debris monitoring, recovery specialist for client field to office data gathering and records reconciliation. She has assisted with client's insurance onsite damage inspections of buildings and facilities (interiors, exteriors and roofs) and has inventoried and mapped damaged storm drain systems. She performs Debris Monitoring and Debris Damage Assessments identifying all critical debris hazards and coordinating removal with debris removal contractors. She supervises debris field operations including Debris Management Site (DMS) Monitoring, load haul to disposal, and leaner hanger stump removal. She has participated in 5 disasters with projects estimating over 3 million cubic yards and utilizes DP&O's TRKRTM ADMS system assisting all monitors when needed. CERTIFICATE 2023 HAZWOPER SITE SUPERVISOR CERTIFIED/CPR& FIRST AID CERTIFIED GEORGE K.FOSTER,M.S.,P.G,Environmental Specialist Email: Gfoster@dpando.com SUMMARY: 25+ years' experience as a PG for contamination assessments, contaminated debris removal and disposal and debris management site permitting and closure in Geology,Rock and Mineral Prospecting,Reserves Analysis, Drilling and Coring, Clay Mineralogy, Industrial Mineralogy, Portland Cement Chemistry, and Mine Permitting. , field oversight, construction inspecting, site planning and layouts, health and safety, sustainability analysis, geological analysis and mapping, statistical analysis,and risk based cleanup determinations. EDUCATION AND PROFESSIONAL ASSOCIATIONS: MS in Geology, 1985, University of Florida. Master's research involved trace element analysis by x-ray fluorescence (XRF) of Portland cement and cement raw materials and a statistical analysis of the relationship between trace element concentrations and cement mortar strengths. Graduate BA in Geology, 1981, University of South Florida. Declared an honor student senior year (GPA 3.5/4.0). Member USF Rugby Club, 1980 season. 23 TAB 3: APPROACH AND METHODOLOGY 3.1 Scope of Service DP&O's experience and successful completion of many complex Disaster Management projects with challenging obstacles demonstrate an in-depth understanding of Disaster Debris Monitoring Services. We have developed a technical approach which facilitates Rapid mobilization, is "Scalable" and can be smoothly modified as the situation and challenges require, and which provides a seamless operation while effectively communicating and facilitating our clients' needs while maintaining federal compliance. DP&O is prepared and ready to assist the City following a debris-generating event such as a hurricane, storm,or other catastrophic event. DP&O IS COMMITTED TO PROVIDING THE FOLLOWING SCOPE OF WORK AND WILL BE SUCESSFULLY IMPLEMENTED UTILIZING OUR TECHNICAL APPROACH AND METHODOLOGY: Services required from DP&O 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. 2) Monitoring Debris Removal from Private Property: DP&O 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 3) Monitoring Debris Removal from Public Rights-of-Way (ROW): DP&O 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. Monitoring Removal,Processing,and Disposal of Debris by Types of Debris: a). Vegetative Debris: DP&O 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, DP&O 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. b). -C&D Debris: DP&O shall observe, monitor, supervise and document DMC's operations related to the removal, processing and disposal of C&D Debris. DP&O shall 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. c). Hazardous Waste (HW) Debris: DP&O 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. d). Other Types of Debris: DP&O 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. e). On-Site Chipping: DP&O 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):DP&O 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. DP&O 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. 5) Comingling of Debris: DP&O 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 of RFP if commingling of debris occurs. 1 Required Staff and Personnel. DP&O 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.DP&O will provide at a minimum the following positions: 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 Pre-event Services. The pre-event services performed by DP&O 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. 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; 1. 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 fmal 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. Mobilization and Notice to Proceed. DP&O 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. Upon activation, DP&O shall begin coordinating with the DMC and the City's emergency management personnel. Deliverables and Reports. 2 1 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. Document Management and Support. DP&O shall create and monitor load tickets to track and document the removal, processing and disposal of eligible debris. 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. Dae and time of pick up; e. Date and time of delivery; f. Pickup location(by street address of 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; 1. Signature of City's designated representative; m. Signature of DMC's designated representative and; n. Signature of contractors designated representative; Records Keeping and Audits. DP&O shall be subject to audit by federal, state and local agencies. Accordingly, DP&O 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,DP&O shall 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. Other operations 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. Technical Assistance. The City may request DP&O 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. 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. 3 3.2 Detailed Plan for Operating Debris Monitoring Project(s) OUR APPROACH IS TRIED AND TRUE-DP&O proposes a three-phased approach to address the Scope of Services used on many projects. The Team overall programmatic approach typically falls into three major phases: PHASE I-Rapid Response/Client Meeting(where we ramp up the program),PHASE II-Long Term Recovery and PHASE III - Project Closeout. The Training Program will be provided under separate cover as requested. During each of these critical stages the Team provides unique approaches that benefit our clients. Although, dependent on the client needs,these stages may overlap for individual projects,but they remain a solid guide for efficient project execution. Our focus is on quick closeout of projects and to obtain timely reimbursement. We bring to the engagement Lessons-Learned from past engagements as additional value-added and continually balance our resources to ensure the most effective use of staff throughout the lifecycle of each project to produce the most cost-effective program for the SVEC. Key aspects that the DP&O Team provides in each phase are provided below. Phase I - Rapid Response/Client Phase II - Long-Term Recovery Phase III - Project Closeout Meeting 60-120 Days 120-180 Days 0-60 Days • Pre-Event Coordination Planning& • Data Management • Project Tracking Training. • Data Entry • Reimbursement Coordination • Project Management, Key Staff,meet • QAQC, Daily Reports,Meetings, • Project Completion with the Client's Department. Progress Maps • Project Closeout • Damage's Inventory review; Debris • Contractor compliance invoice • Grant Closeout Damage Assessment; Estimated reconciliation • Audit support, defense if Quantities • Final Disposal, Final Haul Out needed • Identify Special Debris Completion • Continued FEMA and FHWA • Emergency Road Clearance; • DMS Site Closures Program Support coordination in monitoring. • FEMA PW & Debris Cost • The Client Staff Training- as • Truck Certification and Equipment. Documentation Submittals. needed • Safety plan and QAQC program. • Continued FEMA and FHWA • Update Disaster/Debris Plans • Monitor Placement: Hire and Train Program Support as Needed Local Monitors if needed. • PW Preparation Continued-PW • Monitor Placement,DMS Site scope and costing. staffing • Project Prioritization, • Environmental Compliance implementation, and timelines • Emergency Issues • Electronic Records database- • ADMS TRKRT" Debris Progress Ongoing Mapping, Quantities, and other • Disaster Cost Reconciliation,as reports. needed • Other client recovery request/needs: • Pre-Audit-FEMA submittals and • -Damages Inventory records • Update Identification of FEMA • Recovery Projects Monitoring& Projects Environmental compliance • Contracts & Internal Policy Review • Timely reimbursement requests Mutual Aid Agreements (MAA), & • Timely Progress Reporting Invoices Compliance • HMGP Identify opportunities • Initial Project Formulation, Damages descriptions and dimensions • PW Preparation- Small PW& Priority work 4 PHASE I - Rapid Response This phase sets the foundation for the entire program.This"ramp up"period includes some key aspects of getting procedures established and beginning the critical steps to expedite recovery process.DP&O proposed to mobilize a rapid response team comprised of individuals who bring hands-on experience with each phase of the process and the variety of funding sources available and bring a thorough understanding of each of the key critical success factors. DP&O Professional staff will leverage their experience&lessons learned while they adapt their proven approach into a customized program that addresses The Client specific needs.Not only does this streamline the process by limiting the number of individuals necessary to coordinate, it also provides a more cost-effective delivery. DP&O takes an innovative approach to disaster response and recovery y leveraging, existing communications tools and cloud-based technologies for more efficient communication, notification of and mobilization of resources before, during and after a disaster. Project Understanding and On-Site Meeting: Upon contract award DP&O will schedule an On-Site meeting with the Client(meeting with department leads, key staff, engineering, facility managers, etc.). Our team brings experience with your financial,management and facilities staff so we are able to quickly integrate with no learning curve to discuss and plan a collective project vision to include the scope of work,tracking of costs,organizational structure and schedule expectations that will serve as a common bond, keeping team players together. More importantly our experienced staff will be able to assess your overall needs and impacts. A multi-discipline team of FEMA specialists, debris specialists, document control, engineers and funding specialists will be provided to make sure no damage or opportunity is missed. As important, is DP&O gaining an understanding of how you would want to recover and rebuild regardless of FEMA funding constraints. This will allow the DP&O team to provide early advice on how to structure and pursue projects for 404 Hazard Mitigation,USACE,NRCS,FHWA and CDBG funds. Pre-event and Post-event Project Planning: DP&O will also focus on developing or updating the Client Debris Management plan including the Temporary Debris management site. This includes but is not limited to tabletop exercises with the Client and Debris Removal contractor prior to hurricane season. Communications & Meetings: DP&O's Project Manager and Project Principle will establish avenues of communication with the Client's Representative and Debris Removal Contractor, at the contract award. Documentation of all communications will be in the form of published meeting minutes,monthly progress reports, and/or telephone conversation records. The success of this project will be contingent upon maintaining a continuous line of communication and understanding amongst the Project Team (including subcontractors) and Client's representatives. Project Quality Control: The Disaster Debris Project Manager and President, hold the ultimate responsibility for quality control of the work performed by DP&O's Project Team and all debris removal contractors. Their final review and approval of all work products is the last step in a series of checks and balances that ensures refinement and review of the work as it progresses.As with any project,effective QA/QC starts with identification of project roles upon initiation,which is a key element to our standard QA/QC program. Project Cost Control: At DP&O, cost control is a key facet of our success. We pride ourselves in our ability to complete projects within or below project budgets.We have a history of satisfied clients that have come to rely on our abilities to complete projects within an established budget. We can accomplish this by our established, computer- based,cost control system.All labor,other direct costs and subcontractor costs are input into the system via labor time sheets, expense reports and subcontractor invoices. Controlling costs begins with the initiation of each project at 5 DP&O.At the beginning of a project,the Project Manager and Finance Director provides each member of the Project Team with an agreed upon number of hours within which each task is expected to be completed. Daily project meetings provide each Project Manager with the required feedback to anticipate whether the expected labor expenditures will meet the project requirements. Staff Augmentation: Based on the disaster event and severity, DP&O will mobilize the adequate number of project management and support staff. For this project we have a dedicated team which was presented in the organizational chart. We maintain 150 trained on call professional and monitoring staff ready to support the Client. We also maintain temporary staffing companies on contract who train annually with our group for debris removal operations and monitoring requirements. Monitor Hiring&Training Plan: DP&O is dedicated to hiring locals to be trained for project debris monitoring positions prior to a disaster, DP&O will reach out to the local area through churches, unemployment offices, newspapers,to provide a monitoring opportunity before a disaster. Additionally, DP&O considers with working with recently laid off or retired individuals to be an added value of knowledge to the team. DP&O Participates with the E verify, and we carefully screen all our staff with background checks and ensure each monitor has a valid driver's license. DP&O maintains a drug free policy workplace and has had a 0 tolerance for drug use. DP&O has had zero workers comp claims as a result of our employee screening and safety plan training. Monitor Training: DP&O has a comprehensive monitor training program which is updated annually as FEMA requirements for disaster debris removal change. DP&O performs annual disaster monitor training for all staff and every newly hired monitor a 4-hour training program and orientation session is conducted by one or more of our monitor supervisor trainings. • FEMA Requirements for Pre-Disaster Asset Status & Inventory • Internal Policies Review • Procurement and Contracts • Damage Assessments • Emergency Repair Documentation • Emergency Debris Removal • Disaster Documentation and Submittals • Multiple other Critical Items Safety Plan: DP&O for all projects maintains a"Health and Safety Plan"and updates a daily/weekly Site Safety plan as needed by the project. DP&O project staff all participate each day in a Daily Site Safety Plan Briefing" which allows us to address critical and potential site safety hazards that could affect the onsite management and project staff work. DP&O's Site Safety Officer performs daily spot checks on all field staff to ensure they are maintaining and adhering to the safety protocol and wearing the mandated safety gears (Work boot, gloves, eye protection, safety fluorescent vests) and they are using the safety equipment(flags, stop/slow signs) if required by the project site conditions. Initiation and Review of Damage Assessments: Assessment and justification of damages is often where funding opportunities are missed and our recovery project scope does not match per FEMA requirement.During DP&O's rapid response phase our team will focus on debris damage assessments, estimated quantities and critical areas. We will be identifying resources necessary to properly document da-mages and maintain validation to match recovery projects. As client needs, we have the Professional staff that assist with infrastructure damage assessments. Disaster Debris Removal Damage Assessments & Identification of Critical Hazards: the most efficient Post Disaster Debris Removal operation begins with knowledge of the most critical areas, and location/identification and type of the most critical debris hazards which facilitates scheduling prompt removal or securing the area until removal. DP&O's TRKRTM's Damage Assessment module allows Homestead, the Debris Removal contractor and DP&O real time view in both the web and mobile based the mapped location with GPS,description and photo of debris damages and hazards. 6 Li X Aap Launcher D & 7i E- E• select acpenmem f t MA.tnistrat 011 ) Humcane Jose i aua 13 2021 > i P,...rtice 1„,,epaliwo. 7 i. HilfttCritlil Trrylor Pubac Work, .. Rabbe+Hates r,,,,,,,,-,,,-a „ tr-' ). ittiOles , 00 0 i i a -I 0 0 1.7-- a I <I 0 0 1 (- Damage asSesament ‹- DZ11,19C ,mc,rit i- Damage As5asarnent Fraw6/16010443kipritii484,04: '...,:,-, 3W(is,,,,;•.h.,* . ...... ROY,Virg Co1.1&,11ort HA.. IN Cul*••4* ewe .. 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()Ottct I- Ilakfl Obi ) " CANPE, 00 ,....,., SupennoYMA Notea ) ' 1,,,v,"C,,It,,1,,,,11F410 <1 0 ID E--- 0 <I •') () ' el < a a ,s--- .„ 7 0 ,,o Debris Estimate and Methodology: DP&O leverages our TRKRTM for rapid accurate debris damage assessments both using windshield surveys, with mapping debris zones and visually quantifying debris (vegetative, c/d white goods, leaner. hangers,)using the TRKRTM mobile app form with photos. Debris Estimating Army USACE: Additionally, we also plan ahead using USACE debris estimating model based on Residential household (population), Tree Canopy and Industrial density. Potential debris that could be generated and onsite damages to each of the MDC campus in the event of catastrophic Hurricane 4 or 5 which high winds could bring area disaster generated debris.Debris forecasting is crucial to determining the size of the response needed. In general, the following formula is used to estimate debris quantities: Q = Hx (C) x (V)x (B) x (S) H(Households) = Population/3 (3 persons per household) C (Category of Storm) Factor = (See Below) V(Vegetative Multiplier)Factor = (See Below) B (Commercial Density Multiplier) = (See Below) S(Precipitation Multiplier) _ (See Below) Hurricane Category Value of"C" Factor 1 2 CY 2 8 CY 3 26 CY 4 50 CY 5 80 CY Vegetative Cover Value of"V" Multiplier Light 1.1 Medium 1.3 Heavy 1.5 Commercial Density Value of"B" Multiplier Light 1.0 Medium 1.2 Heavy 1.3 Precipitation Value of"S" Multiplier None to Light 1.0 Medium to Heavy 1.3 Residential Buildings Client facilities the following formula and building blueprint dimensions will be used for estimating the quantity of debris from a demolished structures will be utilized in the event demolition of single-family residential buildings is required: L x W x S x 0.20 x VCM = cubic yards of debris (cy) 27 Where: L = Length of building in feet W = Width of building in feet 8 S = Height of building expressed in stories 0.20 = Constant to account for the"air space"in the building 27 = Conversion factor from cubic feet to cubic yards VCM = Vegetative Cover Multiplier The VCM is a measure of the amount of debris within a subdivision or neighborhood. The descriptions and multipliers are described as: • Light(1.1 multiplier)includes new home developments where more ground is visible than trees. These areas will have sparse canopy cover. • Medium (1.3 multiplier) generally has a uniform pattern of open space and tree canopy cover. This is the most common description for vegetative cover. • Heavy (1.5 multiplier) is found in mature neighborhoods and woodlots where the ground or houses cannot be seen due to the tree canopy cover. The amount of personal property within an average flooded single-family home has been found to be 25-30 cy for homes without a basement and 45-50 cy for homes with a basement. Estimates of personal property volume assumes all residential properties without basements. Outbuildings In the event the Client owned or outreach facilities that are a threat to the community require demolition, the following formula will be used to estimate the debris: L x W x H x 0.33 = cubic yards of debris 27 Where: L = length of building in feet W = width of building in feet H = height of building expressed in feet 0.33 and 27 are constants as noted in 2 above 2.3.4 Vegetation Vegetation is the most difficult to estimate due to the random sizes and shapes of trees and shrubbery. Based on historical events, U.S. Army Corps of Engineers (USACE) has established a few rules of thumb in forecasting and estimating vegetative debris. • Treat debris piles as a cube,not a cone, when estimating • 15 trees, 8 inches in diameter=40 cy(average) • One acre of debris, 3.33 yards high= 16,117 cy Volume-Weight Conversion Factors These factors to convert woody debris from cubic yards to tons are considered reasonable and were developed by U SACE. Softwoods 6 cubic yards= 1 ton Hardwoods 4 cubic yards= 1 ton Mixed debris 4 cubic yards= 1 ton C&D 2 cubic yards= 1 ton Several truckloads will be tested to verify these conversion factors in the field. Certified Trucks should be well loaded, contain woody debris typical of that being removed, and truck capacities should be verified. Certified 9 Trucks will only be utilized for Disaster debris hauling and will be certified by the Debris Project Manager, and /or Debris Removal Contractor(s), Debris Monitoring Contractor. Tracking Documentation and Reimbursement: From Day 1 Documentation is critical. DP&O will utilize our TRKRTM Automated Debris Management System (ADMS) to auto generate e-tickets, prepare detail load ticket input,track quantities,locations with mapping for all debris operations. (ROW to DMS,ROW to Disposal, Leaner/Hanger/Stumps, and other debris hazards) including certifying all equipment used. In the event manual tickets are requested by the client, DP&O will also provide a data entry/data manager to load tickets to track and document the removal and management of all Eligible Debris. DP&O ensures that all load tickets meet the requirements of FEMA and other Federal or State reimbursement agencies. In the event the client or debris removal contractor request ticket copies we have portable printers stationed at the DMS site to print tickets. Additionally,any other type of manual ticket(Debris Removal,Disposal Voucher number)is logged via TRKRTM as an alternate ticket number and photocopied with the corresponding load ticket. All Disposal tickets are also maintained in TRKRTM with the corresponding load ticket. DP&O will provide client access user log ins to TRKRTM to view Debris Operations or documents at any time. Ongoing QAQC of Filed Data being collected: DP&O prides ourselves with flawless debris removal data and documentation and our QAQC team assigned to each client reviews daily the monitor debris data being collected to check for typos,photos clarity and or other data that needs to be corrected on the spot. TRKRARMS (nc,;>t Krns-++*.•,.et ,hamn4,3tedl?Awsionk,: e.+ws 0.40..Rn1!n6 • kasf.... Mur tent h.+* - rxw:n.+r awASAM+Ax' • tom,.. Fu. ,e. :Lc.•,tsiaurx Lr ,o,t Sgniwour •u.t,rt.ur.�+y •+ ®r�r1 vW k •ct.un„rr.:e; ;,t,:,.N •taurrndaa f�s.,.-. •,Mrc,:,.;." CMS lrenerfHarger StumpKO4JO4S 04.40 Ge.tetiAtOC:Ail..Y *melt Tnrtkt TO. Dissenritm:ie9 A•Alst's' - SvOrrl.asap bruck(T,+scki} • i Ltkftr & Sash. tx.ewe fbA's. CMt.sneet am Is. t:.Os+tPt{TFO • T.S 4691S0/4S9Rr/h SASS 877fh Nape x..r $•2T.`:(YT2.5�1:1AM kW TonotApeptr 34 W iimol away ' MVS.*S"...4M Tree MS.On pkx«rterMw.retaw t . .•Nl n.w,s • r — R ,1 V DATA MANAGEMENT AND DOCUMENTATION DP&O shall ensure all necessary documentation is provided as follows: 1. Ensure all eligible debris removal operations activities are documented and tracked specific to the requirements of any applicable federal, state or local agencies. 2. Documentation of the number of crews and types of equipment utilized, actual hours of operation and locations of work performed during the time and materials phase of operations. 3. Completion of truck certifications,equipment certifications and establishment of a Quality Assurance and Quality Control(QA/QC)program throughout the life of the project. 4. Load tickets documenting the eligible debris removal and/or disposal activities by the applicable federal, state or local program. 10 5. Documentation of eligible hazardous stump removal, hangers, leaners or tree removal which includes photographic records,GPS coordinates, street or other information as available and applicable. 6. Environmental authorizations and/or permits as applicable. 7. Daily electronic spreadsheet summaries of cubic yards/tons collected, specified by governing federal public assistance program. The daily summary shall be communicated to the Public Works Director or client rep. 8. Production in electronic format(scanned) and paper copies of all documentation for submittal to federal and/or state agencies. 9. Using TRKR ADMS will prepare mapping with GPS and color codes of each and all Debris removal locations,pending, in progress and completed. 10. Organize, maintain and provide the Client electronic copies of cost justification documentation in a satisfactory manner. All documentation and information related to the project shall be surrendered to the Client upon completion of the project. 11. Ensure all eligible debris removal operations activities are documented and tracked specific to the FHWA-ER program,the FEMA PA program or other applicable Federal, state,or local agencies. Document Management System: The DP&O Team's brings exceptional capabilities in document management that aligns with the reimbursement process for multiple funding agencies and is setup to make the closeout and auditing process seamless.DP&O understands integrating the required document control systems for closeout and audit early with the Client to minimizing any funding de-obligations in the long-term. (More detail on this system is provided in the auditing section of this proposal). The development of proper document retention procedures and cross-training of the Client's staff will allow the Client to respond and be audit ready for any State or Federal audits long after closeout is done. Applications/Participation in FEMA accelerated Pilot debris program/Application and Documentation of Time Extensions: We anticipate the Cities participation in the FEMA accelerated Pilot debris program for debris removal. We are committed to efficient coordination and mobilization with the debris removal contractor to accommodate and maintain compliance per FEMA's Accelerated Debris removal deadline dates. Emergency Work (Categories A&B)time limits are six months to COMPLETE work,with a possible six-month extension granted by the State upon written request and justification.Permanent work time limits are 18 months,with up to 30 months with possible extensions granted by the State. Our goal is to identify any extension requests as quickly as possible and submit those in writing to the State and FEMA to ensure they are processed BEFORE the time limit has expired.FEMA may deem certain projects ineligible if these time limit extensions are not approved per the PA Implementation Timeline. 11 3.3 Detailed Plan for Operations Management and 3.4 Detailed Plan for Monitoring TD,V!S DP&O has the capability to deploy debris monitors within 24 hours from notice-to-proceed. When additional debris monitoring personnel are needed to meet requirements of the contract, DP&O shall increase the number of debris monitors as needed. DEBRIS MONITORING OPERATIONS DP&O shall coordinate with the Client to schedule debris removal monitoring and contractor operations. DP&O shall provide a Project Manager who shall be responsible for the overall project management and coordination of the debris monitoring services required to oversee the debris removal operations. The Project Manager shall be the point of contact to the Client. The Project Manager shall assign Field Operations Manager(s) to oversee the debris removal contractor(s), monitors, and a Data Manager to provide supervision of the data entry operations and documentation process. The Project Manager's duties include but are not limited to the following: A. DP&O Project Manager shall ensure enough trained debris monitors are available to monitor the "first push"(cut&toss)operations. B. DP&O Project Manager shall ensure a sufficient number of trained debris monitors are available to monitor all"first pass"and subsequent passes of debris removal and hauling activities. C. DP&O Project Manager shall provide tower/disposal site monitors to observe and record all debris loads entering the temporary debris management sites. D. DP&O Project Manager shall provide tower/disposal site monitors to observe and record all debris loads exiting the temporary debris management sites for final disposal. E. DP&O Project Manager shall provide data entry and document processing personnel if applicable. F. DP&O Project Manager shall conduct safety meetings with field staff, as necessary. G. DP&O Project Manager shall respond to and document issues regarding complaints,damages,accidents, or incidents involving DP&O or Contractor personnel and ensure that they are fully documented and reported. H. DP&O Project Manager shall coordinate daily briefings with the Client and the debris removal contractor(s),daily status reports of work process and staffmg. I. DP&O Project Manager shall ensure the documentation of environmental authorizations and/or permits for temporary debris management sites and final disposal. J. DP&O Project Manager shall review and reconcile debris removal contractor invoices submitted to the Client. K. DP&O Project Manager shall prepare interim operations and status reports, and final report, as directed by the Client. FIELD MONITORING DP&O shall provide trained staff in sufficient numbers to adequately monitor all operations supervised by Field Operations Managers. Duties of monitors shall include,but are not limited to, the following: A. Truck certification and documentation of all vehicles used in the debris removal activities. B. Quality assurance/quality control(QA/QC)of truck certification measurements throughout life of project. C. Provide monitoring services and documentation of all eligible debris removal activities on non-Federal Aid eligible roadways,As Directed by the Client—First Push(Cut&Toss)and First Pass. D. Provide monitoring services and documentation of all eligible debris removal activities from second and subsequent passes on all roadways,As Directed by the Client. 12 E. Ensure that ineligible debris is not collected by the debris removal contractor, unless directed in writing by the Client. F. Disposal Site/Tower Monitors will observe and record the truck quantity estimates of inbound and outbound debris. G. Exit Site Monitors will observe that all outbound trucks are fully discharged of their load prior to exit of the temporary debris management site. H. Monitors will ensure that accurate, legible,and complete documentation is provided through load tickets, truck certifications, and/or other logs and reports, as required. I. Maintain photo documentation of the debris removal trucks and activities, specifically of the hazardous stump removal process, hangers, leaners, or tree removal and/or other special or unusual occurrences in the field. J. Document and report activities to the Client which may require remediation,such as: fuel spills,hazardous materials collection locations, and other similar environmental concerns. K. Document and report to the Client damages which occur on public or private property as a result of the debris removal operations. L. Document and report to the Client any violations of Department of Environmental Protection's (DEP) debris site conditions. M. If DEP debris site conditions are violated DP&O shall oversee tasks sufficient to satisfy the DEP performed by the debris removal contractor. DP&O's Truck/ Equipment Certification: DP&O will establish a team of individuals who will inspect and certify vehicles for hauling storm related debris in accordance with FEMA guidelines and maintain both a manual and digital copy and TRKRTM. Each certified truck will be issued a barcode that will facilitate easy truck identification for each monitor at collection site, DMS and or disposal site. The barcode ensures the complete tracking of each truck's time and date and GPS location of load collection,time,and date at DMS site or Disposal site drop off and ensures all trucks are working in compliance with the state, federal and local regulations. Utilizing TRKRTM ensure that no vehicle will perform any debris removal unless certified before beginning work. A certification sheet with measurements,photos, and calculations documenting the capacity of the truck is kept for load rating and ticket auditing.TRKRTM maintain a list of all certified vehicles,all force equipment,including phots of each certified vehicle and flags any vehicles that are down.TRKRT"provides a checklist and ensure that each certified vehicles have all working safety features. Summary books will be kept at each DMS/disposal site for quality control. Certifications should also include a methodology to discourage collection contractors from modifying their vehicle after certification, such as identifying unique attributes to the vehicle like sideboards. Photographs of the vehicle and its driver shall be documented. Periodic spot checks and recertification of trucks that were potentially altered after initial certification shall be performed. Placards with barcoding identifying load measurements will be provided by the contractor. All Debris Removal equipment shall be certified and accounted for prior to any debris removal task. All debris load/hauling vehicles will be measured and certified for cubic yard(CY) capacity prior to assignment for debris removal. DP&O will complete a certification of each vehicle using DP&O certification forms and documents to accurately record the cubic yard volume. 13 DP&O's vehicle certifications form has the following information on Electronic TRKRT" form: r 13,-wr A-,,,nt ,,C,1 Arm rn •!-1cAlt0.sie,IM:Ur 1 Ddxs no a $.iourytJ Weak a tcwr,il.at aswmp a First ham out r iupereveNwwraa liE wnvGncFHtxiat Oak A,',C..y - 4,40.0.. YrutiAdxks kt;40,it,4.r t.r at trxteeeet xr t Tee.?weep leek Mtas,a ements ikurn I tMcmarlin 1.0,0+ WWd llt 4i.lth...• .1•11 Y... PTxonek.,.*. a,.ee......"... ....M Cr 6':wn., L:nrwt ram, ft,.. Oa:... [IflNfrVeteelekee AccteltYllfhKMing(a etere nee wee lee lee. Freer Fknur R.'ae0 in ma. 4iieY1, 1,14r.iM1tHs L+Rns:M{:W 7+1on:. W v.R.—,.Rix» t.etxr 4.•0 ... 1.4.0+4ti Below is an example of DP&O's TRKR1NIADMS truck certification. 14 awe* ' .,..1 I 1 ! 1 I 1 . 1 t ( i 1 1 TRUCK CERTIFICATION i , ..• 1 ‘...vbw:e# G7-004 1 , -.... If • , D:1.e,.: S.PERE1 Z Cezuftett Capaei•T 32cy . , , :41' I 1 I•1",,. ,°'N.,4 4„,:,.„, - 0.0"-- - - '1,'f:'h 1, i i cl 1 1.i 3611 .F!'06 1.,,•A, f, Vi",,,, ,' ,, , t '' piy.1-',, i ' ,•''''' 4; J tf ''''1 "4: •'': 1,t t t, , 5 ,Truck No. 704489 Truck No. 704499 • Tag No.: SFM409 yi)e o Ye it 0 Type of Vehicle: Self-Loader .. . °eli Cub °' 4 ...--'. Certified Cubic Yards: 72 .. Designated Driver: Carlos Santana Date Certified: 10/22/2016 •!;. Date Certified: 11/03/2016 Unique Characteristics: Green Cab, Chassis, Unique Characteristics: Red Cab, Chassis, Truck Truck Manufacturer, Driver Name \4anufacturer,Driver Name —erti'iCattori Team: Randy Ktiovvit,all Certification Team: Ferrari Gonzales 15 DP&O Truck Certification forms and procedures comply with applicable guidelines (FEMA, etc.) as follows: • Length, width and depth, or height of the bed area. Any height extension also will be noted. Also, a notation will be made if the vehicle has or does not have a tailgate. • The"as measured"gross volume in cubic yards. • Reduction from the gross volume for such things as wheel wells, doghouses, etc. that reduce volume areas in cubic yards to obtain the Net Volume in cubic yards. This net volume will be placed on the placard along with a unique assigned truck/crew number and the name of the Debris Contractor(not subcontractor or owner). • Vehicle tag or registration number of the vehicle and state of issue. • Vehicle manufacturers make and Vehicle Identification Number(VIN). • Owner name. • Driver of the vehicle name(printed)and signature, driver's license number and expiration date of the driver and state of issue. • A review of the vehicle insurance carried in the vehicle and that it matches the VIN. • DP&O employee performing the certification name(printed)and signature. • Date of certification. • Photos and BAR Code scanned. TRKRTM Truck Certification system has the capability to record truck and trailer certification data as verified above Truck certification information diagrams. TRKRTM per RFP Truck Certification requirements includes the following: • A means of electronically registering authorized debris Consultant vehicles and equipment • Link electronic registration to digital images • Identify mission and respective Client • Generate unique ID's for contractor vehicles and equipment • Utilize uniform measurements e.g., feet and inches • Capture vehicle volume • Utilize industry standard equations for all volume calculations • Capture drivers and certification team member unique identification number • A means to create encryption protected electronic driver removable media with unique Truck ID, digital photograph, truck and/or trailer measurements,vehicle volume,and other identifying data • Must depict image and other identifying data+ • Must contain counter area for total cubic yards hauled • Must employ anti-tampering mechanism • Capability to recertify vehicles • Recertified vehicles must be recorded in an audit table • Certification data must be associated to authorized system user • Reject media which are not associated with current event and applicant • Capture vehicle audit records • Create a printed certification record • Administrative reporting capabilities 16 In addition to certifying the vehicle with forms,photographs shall be taken of each vehicle showing the vehicle number and type of vehicle. These photographs shall be attached with the certification. Original copies of these certifications, including photographs shall be retained by the Contractor on behalf of the Client. Original certifications retained by the Contractor on behalf of the Client shall be turned over to the Client upon completion of the project. Additional copies shall be provided to the debris removal. DP&O's documentation and truck certification process is FEMA approved. Each Certified truck &equipment will be given a "BAR CODE" to facilitate easy truck identification at load or DMs/Disposal site and for tracking each load time, status, and completion. Adhesive placards are affixed to each certified vehicle that provide name of Debris Contractor, the unique vehicle number such as "DT101,"etc. and the certified net volume in cubic yards. These placards are adhesive and cannot be removed and affixed to another vehicle. These placards are able to be photographed by the Debris Management Site Monitors/Tower Monitors as well as by the DP&O Automated Debris Management System(ADMS)when a barcode is added to the placard. Based on the storm generated debris amounts and the required crews/trucks, several truck certification teams should be assigned to eliminate lines of trucks causing traffic hazards and allow the Debris Removal Contractor to commence debris removal quickly and effectively. The majority of the vehicles presented to DP&O for certification will be certified and placard applied at the time of certification and the vehicle released for assignment at that time. DP&O has very little delay in its vehicle certification process as time is of the essence to begin debris removal. PREPAREDNESS, TRAINING, PLANNING, AND EXERCISES DP&O will provide the client staff department training to include the following but not limited to: A. Assist in disaster recovery plan development. B. Provide training,participate in exercises,review,and assist with debris plan updates,and visit with Client staff to be assigned to debris management activities during the coming year. C. Provide training sessions for key Client personnel participating in exercises, and liaison to Client EOC during activations. D. Participate as liaison in Client EOC during activation. E. Attend and participate in several planning and training meetings, including one annual exercise. The annual exercise shall not conclude until the Client Contract Manager has deemed the debris management plan is actionable. F. Assist the Client in preparing Federal and State reports and applications for reimbursement, including pre incident or event training agency/department employees. G. May be requested by the Client to provide technical expertise and guidance to support the Client during the emergency recovery effort including, but not limited to, preparedness, as well as assisting in emergency debris recovery planning efforts such as disaster recovery plan development,identification of adequate resources, training,exercises,and liaison to Client Emergency Operations Center(EOC). H. Shall be responsible to build out a monitoring plan in conjunction with the management plan and overall Client plan,with regards to debris. PROJECT DIRECTOR: Provides Direction and Strategy of all Project Tasks and additional client requests. Provides leadership direction, interface and communications with any Subject Matter Experts and Trouble shoots Site Operations / obstacles and FEMA PA Negotiations, Guides Project Management with all aspects of Project and Field Operations to ensure the best time and cost-effective strategies are implemented and support resources available. 17 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's responsibilities shall include,without limitation: i. Coordinate daily briefmgs,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. 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. 18 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. 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. FIELD SUPERVISOR: 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' 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. 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' 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. 19 BILLING/INVOICE ANALYST: 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. 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. 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' 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. 20 OPERATIONAL REPORTS AND RECORD DOCUMENTATION: DP&O will prepare and submit operational reports throughout the duration of the debris removal operations. DP&O's daily reports shall document the debris removal Each daily report submitted will contain the following minimum information: • Contractor Name • Contract Number • Reports 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. This reporting is due no later than 10:00 a.m. the following business day or as requested. • GIS mapping data updates and digitized reports • All GIS layers required will be provided to the Contractor by the Client Public Works Department, prior to an event or as soon as possible to ensure up to date files and consistency in field structure. All GIS Data must be in an ESRI ArcGIS Desktop ArcMap 10.3 format or higher version. • Data exports should be at least monthly and utilize Microsoft©Excel®or other formats acceptable to Client. • Scanned documents should be at a minimum 300 dpi and in jpg, tiff, or Adobe©PDF® file format. DP&O will review and validate debris removal contractor(s) invoices prior to submission to the Client for processing. PROJECT MAPPING: TRKRTM provides real time Mapping to document the debris removal progress. The final s F � pass along each roadway will be mapped �' a for the Owner's information, and FEMA documentation. DP&O will assist the ' Owner in public communication and will document and relay any citizen complaints rt for action by the contractor or the Owner. Uponproject award DP&O will download �_ - "� �t>` a appropriate Client zone maps which will define the correct boundaries to ensure all � a debris being removed falls within the • q � preview of the Client so reimbursement in fAcilatiki .. its entirety can be obtained. DP&O shall carefully document debris removal activities as well as hazardous trees and hazardous limbs using TRKRTM ADMS DP&O will work closely with the Owner to identify and approve removal of those critical debris hazards and DP&O will perform all documentation per strict FEMA requirements for Hazard Trees (Leaners) and Hazard Limbs (Hangers), to ensure that debris removal is eligible for federal funding. Hangers/Leaners: TRKRTM DP&O will validate that hazard limbs greater than 2 inches, and hazard trees measured including photos will be obtained for Leaners and hangers. The monitoring process to be used by DP&O for the Client that includes both the ADMS and manual Load Ticket preparation if necessary. DP&O fully trains the field staff on the requirements associated with their position, the requirements of debris removal and the need for proper documentation in accordance with the DP&O monitor forms and tickets that comply with FEMA and FHWA requirements. 21 l)P&O's TRKRTM ADMS System includes the following key features: TRKRTM allows the client and DP&O staff to review all debris operations real-time. auto populates ticket ledgers, has built in analytics for automated debris data reconciliation and continues to function maintaining data without internet downloading data when Monitor reaches internet signals. TRKRTM is user friendly,tracks Monitor location and prompts Monitors to perform functions including required photos and measurements. TRKRTM Has the following key features for easy Debris removal and monitor tracking,records assimilation,and database storage: ➢ Weatherproof and shock resistant Handheld Unit (HHU): DP&O TRKRTM exists on the AT&T Android First Net responder cell phones. ➢ Standalone power source ➢ Integrated GPS capabilities ➢ High Quality print paper and ink to sustain harsh environment and not deteriorate over time ➢ Back-up equipment available for on-site rapid distribution if necessary ➢ Capable of sharing database records with contractors, sub-contractors, the Client, and others via the internet. ➢ System is password protected, role-based access controls and has viewing, printing, and editing capabilities. Each user must have permissions ➢ Each manager will have a unique ID code ➢ HHU will extract information recorded ➢ Retains a running total of quantity and type of debris hauled by each particular vehicle ➢ Maintains all data and records per FEMA requirements. > Populates the FEMA Debris removal Project worksheet templates. ➢ Collects data without internet connection. > Includes durable portable printers for printing of load tickets if necessary. XG XL Dan,aga Aaseas,nant > " Tracks Emergency Road Clearing Costs(Category B) cernnrnnnna > Debris Removal 4' Tracks ALL Category A Debris Removal Costs Monitoring Special Work } Tracks,automates and links all photos Supervisor Notes ,R,t Automates ticket ledgers,quantities with all ticket Final Hata out '? information. leaner/Hanger • Tracks and automates DMS operations and photos. • Disposal-Tracks disposal tickets and reconciles vI ith a — 0 o q = Loads hauled to disposal facility. DP&O TRKRTM database shall also include all information on debris removal including, but not limited to: • load ticket, DMS & Disposal information (with Photos) • vehicle certification with photos and bar code data; trucks not operating/down. • leaner, hanger, stump removal information • Ticket Data information with Photos. • Ticket status (in progress, completed, pending) 22 Project Quality Control The Disaster Debris Project Manager and Director,hold the ultimate responsibility for quality control of the work performed by DP&O's Project Team and all debris removal contractors. Their final review and approval of all work products is the last step in a series of checks and balances that ensures refinement and review of the work as it progresses. As with any project, effective QA/QC starts with identification of project roles upon initiation, which is a key element to our standard QA/QC program. Project Cost Control/Project Management At DP&O,cost control is a key facet of our success. We pride ourselves in our ability to complete projects within or below project budgets.We have a history of satisfied clients that have come to rely on our abilities to complete projects within an established budget. We can accomplish this by our established, computer-based, cost control system. All labor, other direct costs and subcontractor costs are input into the system via labor time sheets, expense reports and subcontractor invoices. Controlling costs begins with the initiation of each project at DP&O. At the beginning of a project, the Project Manager and Finance Director provide each member of the Project Team with an agreed upon number of hours within which each task is expected to be completed. Daily project meetings provide each Project Manager with the required feedback to anticipate whether the expected labor expenditures will meet the project requirements. Tracking and Controlling project issues is maintained and monitored using Recovery EOC TRKRs daily project cost tracking system which provides daily project cost summaries and graphs. Additionally, Issues are tracked via supervisor notes and input as Tasks Pending,Completed or In progress. Debris Removal Progress and Costs Tracking: Throughout the Entire Debris Removal Operations to completion Homestead, Contractor and DP&O can see the Project costs to date, and Debris Progress per Debris Zones,and Client wide,completed and In progress,including Debris quantities,Hazard Limbs and Trees removed totals and other Critical Debris Removal data. This ensures Integrity of the data being collected and allows each of our clients to observe the entire debris removal progress and costs as the project progresses through completion. Progress Dashboard ,.,.:.....,. »,,.»., CiM195ii{G1Wt .1 tv,nffG fY1.F.C$ ' ''.'''T 1/7:414;;41* "°:,''<<"'-'7'.-<f-*4''" : 43 b € ri r � ...—., FHskilnu '�" yKQ34g ,„ , 5q ...P '4gu�' ° FW, 4 _ z ,, F ' ,t �,.y ,dam `� as OebrSx Remtival i`t V41141,44 ROW to tl4stw987 OMSto.....:ai Total 2Y Dii7YOial ditNMal EMIMENIRIII icv7 I53 Ciao) )i) YeBCGtNt Yv 112 15.. "434 Cj'3J rS. T,1513.85 88.47 1,8.8, A„'d93,85 3,080 04 .t3.DT Sta./38. [p, f4_M4 r.1151 -r.:.tS.3 5k<++•.:. BG;_n-, !.ap.Otb.ee 0014r 0.00 Q.iM! l" d.ap. - } Q00 $O?N,t A{70 $O.:I d legrser 8` :3.99' S1T ]31 TSd.Qd Total t}3 815.a) T37.85 L.....mm. a...08 ._.3 1 SBGS�LJ.'.b•1 f SttU,.51.•.' Y4' 359a" F . 5 1 F::: 3G"�SF.4w rt $ : TS6QO -11,— .....I a8' 71........................in i}i hXi..xs Totherr i [N.bH.Nen,nval a.l tl ni37n,tai 4aYct is ..T`7h.,14 .Ne dK... F $.{..JS(7,EYJ $6" al.3a" a $1,Se000 eao. Erstem r, ,f,a.taA $S48,3a5001 Tracking Documentation and Reimbursement DP&O will utilize our TRKRTM Automated Debris Management System (ADMS) to auto generate e-tickets, prepare detail load ticket input,check quantities,locations with mapping for all debris operations.(ROW to DMS, ROW to Disposal, Leaner/Hanger/Stumps, and other debris hazards) including certifying all equipment used. In the event manual tickets are requested by the client, DP&O will also provide a data entry/data manager to load tickets to track and document the removal and management of all Eligible Debris. DP&O ensures that all load tickets meet the requirements of FEMA and other Federal or State reimbursement agencies. In the event the client 23 or debris removal contractor request ticket copies we have portable printers stationed at the DMS site to print tickets and or we can provide access to TRKR and or send daily tickets in pdf via email. Additionally, any other type of manual ticket(Debris Removal, Disposal Voucher number) is logged via TRKRTM as an alternate ticket number and photocopied with the corresponding load ticket. All Disposal tickets are also maintained in TRKRTM with the corresponding load ticket. DP&O will provide client access user log ins to TRKRTM to view Debris Operations or documents at any time. Database Reporting: DP&O shall be responsible for collecting, auditing for completeness and accuracy, tabulating and organizing all debris removal, Final Haul out and disposal data into required formats, which will follow all requirements of FEMA, FHWA, and all other applicable federal, state, and local agencies. DP&O utilizes our TRKRTM ADMS (Automated Debris Management System)to collect all debris removal data, tickets and document debris operations and is discussed below. REPORTING/PROJECT COMMUNICATION: DP&O will provide the following communication procedures to be employed throughout the contract term to maintain clear lines of communications with the Client Project Manager and Client Staff: daily status reports, unless otherwise specified, of the debris removal operations,preparation of interim reports(as directed by the Client),as well as a final report of the debris removal operations. A. The daily status report shall include at a minimum: the daily cubic yards/tons collected by material and by program (FHWA-ER First Pass, First Pass on non-Federal Aid roadways, second and subsequent passes on all roadways), cumulative totals in cubic yards/tons by debris type, number of debris removal crews and equipment operating,number of debris monitors in field,cubic yards/ton by debris type hauled to fmal disposal and location of fmal disposal, and total cubic yard/tons hauled to recycling or salvage facilities. B. A Weekly interim status report and fmal report covering the history of the operations, temporary debris sites used, site closure, any environmental reports and final disposal, recycling if any. The report may include Lessons Learned in operations and recommendations for future debris activities. Recovery EOC &TRKR ADMS functions, features and benefits are as follows: 24 ,,,,,,,,, 7.----4 R e ctw e r y,__ __ 1._,L, eXACT gUi.r.,111, PLAN. RESPOND. RECOVER. 0 TRKR AD MS M A Comprehensive Automated Debris Tracking Systems t Mobile App 115■44111141111404.m MINN (ILto., • Au Generates E-sign tickets 00 0 • Automates Tickets detail k Bair Cede Scannin4 provides lor easy TruckrEquipment Certifications arid T backlog * ii0010000 . Prompts Leaner Hanger Monitors tea Measurements and Photos. ii Automates ticket Ledgers and ReConOliaton witt,all supporting naokup ••0110111100 t t TRKR ADIVIS Mobile App Interfaces with Web App. Llse,Real-Tine Vie*et All Debris Reiro•al Ootetaacos• Documents oisaaded Ttucks&Equaknera downtime • Tracks Moritear oala in and Sign out we*locations time and ria • . — . • Tiacks Emergency React Deem)and Debris Removal Progress I t;kot*I 0 • Automates ticket ledgers quantities chit all ticket trauma:Ian Recenckes Final ileut-Out air) ik\....„„_.*, Dispooal T*ckels with Leads*lathed to disposal Monty. • Consolidates Debris Removal Docernentanon nu*,project Tasks with Ticket ledge's GPS Pliciti, and Mappirir TOW to DM 5&()topcoat LeciaerlHangenStamps.Frra Ha at Our and V unit:, lLian INDIA 0 Reporting '1"CIA Asset Inventory Reports lAssets,taborlstaff,Equipment. Materials). Recovery Cost Reports • i=Et,it4 Prciect Worksheet CPW)Cost Summary per FEMA Category ,. . with detalied cost sheets fo• i-ka 1 45 Farce Labor(FL)Costa Force Equipment(FE)Coat Ledger. fi., Contractor Cost Ledger Materials COSt Ledger • Links Barricade Assessment to Recovery • Maintains ALL CAT A FEMA required cost reports,ticket ledgers tickets,photos,maps,DMS permitoiciosure and PW seminary and Detail reports. 1.---- 4k PLAN. RESPOND. RECOVER. e X ACT) Male 1,4i.lrittsuir-at Xactflecovery_coni at CAI M.:43E3,3B3 eX ACT) .1.COvf kr I tocnyrg* AT&T PittitHET Reseal de Member ID 57fin3a i 25 1 f i i 70.0""'""*"..A4No" 00 TRKRTm ADMS e X .CT A Comprehensive ,TRKR II Ili RECOVERY Q Web & Mobile 00 0 om, , y0-, ,a�, Automated Debris Tracking System ROW DMS Ticket Ledger Automates Ticket Ledgers Reconciled with Supporting Backup Tickets and Disposal Autogenerates Tickets, Ledgers and Quantities with Map Current Progress ALL Ticket Information Q g Progress Reports with 0 Mapping of Areas of ' a GOO Completed Work It • . Automates Tickets, Costs, Quantities & Documentation for Debris Removal Tasks, with GPS Locations, Photos and Mapping ( `, ..,,..... �` ...„....»,.. . .' 4 .m. 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UeeKnost 124/1411,11, '. wwinr.eXACT RECOVERY-corn Call (561) 436.3383 .... _ . 1 gbenigni©ExactRecovery.com PHASE II - Long Term Recovery The DP&O Team's approach to the long-term recovery process is further described under the"Approach to the RFP Scope of Work"provided below. However, key aspects to the DP&O Teams' approach to the Long-Term are as follows: DP&O'S LIFE CYCLE APPROACH TO FUNDING: Ensures Maximum Funding Opportunities for the Client. 40\-: Esp AUDIT/ FUNDING DOCUMENTATION APPROACH OPPORTUNITY Establish Document Facility Damage FEMA ;yscrm Assessment Grant/Engineering Expertise to Justify/Expand Scope Justify Dar Adel Damage Investigation � ` (if needed) implement FHWA. Scope funded by FEMA?NO USACD. USOA,etc. Funding Assure YES PrOcurr .gn;. Incorporate 406 Hazard PW scope development Mitigation Opportunities Develop Improved Pre Aud)t Need to Implement YES ` or Alternate Project Different Scope? NO Pursue CDBG Funding. 404 Hazard Mitigation Add'I Unmet Needs?YES I NO Ulose-Ou: ! Establish Code and Design& Implement Project Standard Upgrades Implementation of Lessons Learned Through the approach section the DP&O Team will demonstrate our lessons learned from past events that should benefit the Client. Periodic Adjustment of Resources As the recovery proceeds,needs may shift from grant management to procurement to construction oversight and engineering estimates review. DP&O will adjust the staff mix as necessary during all phases of recovery. Database Reporting DP&O will utilize our Disaster Claims Management System platform to maintain all Disaster Recovery costs, PW submittals,and Track Funds. DCMS will prevent duplication of data entry and facilitate long term storage of volumes of disaster documents in audit proof format. Once the Scope of Work and Cost Estimate is complete, supporting back-up documentation will be attached. These may include procurement policies,contracts,bid tabulations,invoices,purchase orders,proof of payments, pay policies, payroll registers, Force Account daily activity logs, equipment logs, and emergency call logs, damage assessment validations,blueprints, etc. These PW support documents will be part of an applicant's grant application as required by federal regulation and are to be maintained in the document management system for possible future audit. The PW final project and cost estimate with supporting documents would then be submitted to FEMA PA Portal and DP&O will answer all Portal"EEI"Questions promptly for Prompt document submittal entry for JFO review and submittal to CRC and EMMIE for obligation. 28 FEMA Public Assistance Advisory Services The FEMA process is very detailed with many deadlines which we are experienced with and also submitting time extensions when needed for our clients. Below is a diagram of the FEMA process which is very detailed and can cause an applicant delays in reimbursement if time deadlines are not strictly adhered to for projects identification and documents review. We stay focused on the critical deadlines and ensure submittal of audit ready documents complying with the FEMA"Verify as you Go"(VAYGO)review process. FEMA has Implemented Validate as You Go (VAYGo) for Public Assistance Subavvards C57 CO 01-11 Predeclaration initial ;. Project Completion Project applicant E�roject } approval > of emergency> reconciliation collaborationrtnulatYon and funding work and closeout You Identify&Report l}!iIA Ynu('omptes,• I rclimtna rs-Damage State( onducts Damages Arlin Mt Obligates York&Request FE%1A(los, Assessment-PDA Applicant Briefings i)AYS of Kickoff Fuudz t�4tate Project C.'losenut Project State Submits 1ou submit Request State Certifies Request aa�! Develop Project FEMA Closes in 30 for Public Assistance (' pletion**finDAYS of Incident ♦vtin 30 D.1N:Cofl'1)A Scope&Costs ISO 1)11S State FEMA Approves FEI%IA&Slate Presidential Olt;and.`I Eo RPA._Kickoff 24itg Conduct I xit Declaration a�fan 21 I?AN E:of BPS. Briefing Audit. We are experienced with the FEMA process and the new FEMA PA Portal and internal complexity of reviews, Portal deficiencies and document entry issues of the FEMA PA Portal and we are ready to represent the Client to expedite a smooth transition throughout disaster recovery PW submittals, costs tracking, PW review, and funds obligation. Debris Records Reconciliation: Category A — Proper documentation of Debris Removal cost and data is critical to maximizing FEMA reimbursement. All monitoring data collected in the field and documented will be reconciled with the debris removal contractor invoices to ensure FEMA Compliance for accuracy of debris quantities,locations,dates,GPS coordinates. The following debris removal records will be reconciled for accuracy and FEMA compliance. DP&O plans to use our TRKRTM ADMS System,however there are instances where the client request manual tickets as well. Where DP&O will be prepared to handle both cases. Debris removal contractors and monitors invoices will be reconciled for the following items and with associated daily logs and invoices for services per contract billing rates and terms. Discrepancies or issues will be documented and issued to the designated Client representative for Debris Contractor invoice corrections. • Leaners, hangers, and stumps, - reconciled with Debris removal invoices,per contract cost items and per monitor logs data. We will validate leaners, hangers, and stumps compliance for FEMA documentation including photographs,GPS locations,quantities,and stump measurements. 29 • Debris Removal Load/haul ticket ledgers— We will obtain and review daily Debris load/ haul ticket ledgers and ensure they have been reconciled for duplicate and or missing load/haul tickets.Reconciliation identifies any discrepancies between load/haul cubic yards and actual debris quantities,and debris removal invoices will be reported to the Client for debris removal invoices corrections.Additionally,ticket ledgers will be spot checked for truck certification haul Capacity(cubic yards). • Load haul tickets will also be validated and spot checks for accuracy per ticket ledgers. • TDSRS Final Haul out to permitted disposal facility-final haul out ticket ledgers will be reviewed and reconciliation with actual disposal facility ticket ledgers to identify any discrepancies between debris quantities hauled and disposed.Spot checks on final haul out tickets and disposal tickets will be performed for accuracy and per FEMA compliance. • Additional Debris Removal documents to be reviewed and validated include the following: ➢ Truck Certifications and Truck Certification logs; ➢ Maps and or streets of Emergency Roads clearing; ➢ Debris Removal Progress maps and priorities per the Client's Debris Management Plan; Photos and GPS locations; ➢ TDSR permit ➢ Baseline report and TDSR closure report. • All reconciled and final Debris removal and monitor documents will be filed manually and electronically and submitted with FEMA Category A FEMA Project Worksheetper Debris Pilot Program requirements. PHASE - III Project Closeout The DP&O Team firmly understands that successful project closeout starts the first day of disaster recovery. A focus on proper documentation procedures,pre-auditing, and proper procurement procedures at the onset of the recovery assures a smooth project closeout phase. Attention to Closeout on Day One.Our approach will focus on closeout and auditing requirements from the first day on the job. Development of proper document retention procedures and cross-training of the Client staff will allow the Client to respond to any audits long after closeout is done. To enhance the closeout process, we focus on the following key aspects to provide an effective closeout procedure: • Stress on Quick Closeout of Projects. Many PWs particularly involving Category A and B activities can often be moved to closeout quickly. We recommend all projects be moved to closeout as expeditiously as possible. Developing the closeout files is most effective when everyone's memory is fresh,and staff involved in the activities are still accessible. • Client Staff Involvement/Cross Training. We understand that you may want or need to end support activities prior to the extended closeout process that sometimes can occur at the FEMA level. Thus, integrating the Client staff into the long-term recovery and closeout phase will be essential to DP&O. FEMA Submittal. Final project and cost estimate with supporting documents would then be submitted to FEMA PA Portal and DP&O will answer all Portal "EEP Questions promptly for Prompt document submittal entry for JFO review and submittal to CRC and EMMIE for obligation. To ensure that processing of federal funding is acquired as quickly as possible by verifying the following information and its accuracy responsibilities: 30 I • Review/reconciliation of debris Contractor invoices and payment recommendation letter • Monitoring and Collection information(reports, logs, etc.) • Project Status Reports • Completed Load tickets • Photographs of Debris Collections • Tipping Fee Receipts • Contractor invoices • Review of debris Contractor equipment hours of operation • Vehicle certifications • Start and end dates and progress mapping of the first debris removal pass and all subsequent passes • Daily logs and TRKRTM Detail mapping to support Emergency Road Clearing services. Stress on Quick Closeout of Projects.Many PWs particularly involving CategoryA and B activities can often be moved to closeout quickly.We recommend all projects be moved to closeout as expeditiously as possible. Developing the closeout files is most effective when everyone's memory is clear, and staff involved in the activities are still accessible. Client Staff Involvement/Cross Training.We understand that the Client may want or need to end support activities prior to the extended closeout process that sometimes can occur at the FEMA level.Thus,integrating the Client staff into the long-term recovery and closeout phase will be essential to DP&O. All client disaster Data is Stored in DP&O's Disaster Claims Management System for long term document storage and to facilitate project close out and future audits. For all DP&O clients we maintain a PW template excel summary per each Final PW with support tabs for Contractor Summary,Force labor,Staff inventory,Force Equipment,Equipment Inventory and Materials if used. The PW Summary sheet for each project provides quantities, costs, for Contractors, Force labor, Equipment, and Materials and line items for FEMA and State Share. DP&O maintains a tracking system that documents the Date of PW FEMA PA Portal applicant submittal, and FEMA acceptance. The PW is then tracked through CRC approval to FEMA EMMIE obligation. Each PW per FEMA Category is maintained both electronically, and manually in audit proof format to facilitate a quick project close out and or audit. All projects' financial supporting documents are 100% accurate and audit ready. Funding Support DP&O shall be prepared to submit FHWA reimbursement claim as needed. DP&O shall be prepared to assist tracking progress of project worksheets and provide quick response to any issue that could slow funding. DP&O shall assist client in finding additional funding sources related to mitigation. The Team will ensure that all management, and administration of disaster recovery projects, and associated disaster reimbursement costs claims, and documents comply with FEMA's most recent Program Policy guide, 2CFR200 for procurement and contracting, and OMB Cost Circulars A-133 Audits and Office of Inspector audit tips. In addition,all state and federal environmental policies for permitting and reporting will be adhered to. 31 DP&O's Monitoring Delivery Schedule Chart in weeks is Presented in the below diagram. Task Deliverables/Milestone Pre-Event (Preparedness and Mobilization Strategy) 48 Hours before Pre-Event Meeting • Contact the Client and initiate a communication schedule disaster Plan of Action—Post Even • Review the Client debris plan and prepare assets for Debris removal contractor meeting activation. • Verify SWA TDRS Permit,Site status,Activation • Discuss deploying project manager of the Client. • Maps Review and Priority Routes(Construction) • Run initial models to estimate impact and resource needs (Travel Logistics). • Communications Capability(Satellite) • Contact pre-screened the Client debris monitoring workforce H-48 Mobilize Key Staff per Notice to Proceed • Verify and update staff and quantities mobilization. ADMS equipment,monitor forms,all Debris Supervisors and Monitoring staff notification and check in. Monitor storm track and continue • Continue communications with the Client staff preparations • Confirm staging location to mobilize resources • Prepare project assets and begin base camp logistics coordination(Personal Protective Equipment) H-24 Client department coordination, • Certify emergency road clearance equipment (in management staff and monitors prep for coordination with the debris removal contractor) mobilization • Coordinate documentation of emergency push activities. Debris removal contractor coordination Week 1 Post Event Response&Mobilization H 48 Hrs. Within 48 Hours of Notice to Proceed • Mobilize DP&O Project Manager and other key staff (NTP) H+48 Hrs. Commence work per the Client work orders • Begin 70-hour emergency push and restore critical roadway Mobilize to Field Operations Center(FOC) passage. Debris Monitor Supervisors,Monitors and • Begin post 70 hr. emergency road clearing per the Client ADMS equipment for Emergency Road DMP. Clearing • Document time and materials • Coordinate with EMC staff to conduct preliminary damage assessments if requested • Begin mobilizing DP&O pretrained local monitors • Initiate debris management site(DMS)opening H+48 Hrs. Emergency Road Clearing/Damage • Continue emergency push Assessment • Continue preliminary damage assessment • Develop debris cost estimate for the Client. H+72 Hrs. Disaster Debris Vehicle/Equipment • Certify disaster debris vehicles/equipment Certification • Verify DMS Site permits and operations. DMS Site Monitor Mobilization Preparation • Verify disposal site availability and possible delays • DMS towers and establish site flow if required due to deficiency • Conduct training/safety sessions for monitors • Open public drop-off sites if requested Begin Debris Collection Monitoring Per • Assign monitors to load haul crews, leaner and hanger work orders removal crews. • Assign monitors to DMS locations 32 • Assign supervisors to monitors per debris zones • Meetings with all stakeholders as requested. • Implement QAQC of leaner hanger photos and ticket processing • Initiate daily ticket reconciliation with debris removal contractor Week 2 to PHASE II Recovery)Debris Hazard Removal, Debris Management) Week 16 Week 2+ ROW Debris Collection Monitoring per • Continue ROW debris collection through project work orders obtained from FOC • Issue daily reports/GIS maps completion • Hold daily meetings with the Client and debris removal (120 days) contractors as required • Provide citizens/community debris management hotline(if requested) • Determine which special projects are required (hazardous trees, waterway debris removal, private property debris removal,etc.)and prepare eligibility request • Implement QAQC of leaner hanger photos and ticket processing • Daily ticket reconciliation with debris removal contractor (ROW to DMS, DMS to Disposal; Leaner, Hangers and Stumps) Week 2+ Documentation Management • Daily ADMS Debris Removal Progress reports, monitors through project Long Term Recovery daily log,and debris progress mapping completion FEMA project submittal,PW review and • Daily Reporting of debris removal and monitoring contract (120 days) tracking work Project obligation,closeout,state audit • Compilation of disaster of FEMA Disaster project submittals by debris removal task with FEMA required back documentation • Disaster project FEMA PA Portal submittals • Respond to FEMA/FDEM RFI's,Track RFI replies • Coordinate FDEM state audit and project closeout • Request for reimbursement submittals 3...5 Pact Experience Implemented for Cit _of Miami Beach SEMINOLE COUNTY PUBLIC SCHOOLS (SCPS): Students, faculty and visitor safety Debris removal and monitoring that takes place during school hours requires careful planning and coordination to ensure the safety of the students, faculty,workers, and anyone else on or near the school premises. DP&O took extra precautions and establish clear safety zones around the work site with barriers to prevent unauthorized access by students, staff, or visitors. DP&O planned noisy or disruptive work activities, such as demolition or heavy machinery use, for times when they least impacted the school's daily activities. We had to be flexible and be ready to relocate to other parts of the school as necessary during these times. DP&O maintained open communication with the school administrators, teachers, and staff to coordinate schedules, activities,and safety measures. DP&O used clearly mark pedestrian walkways and provided safe pathways for students and staff to navigate around the construction area. DP&O took safety measures during school-hour work to prevent accidents and injuries to students,teachers, and school staff.Children were sometimes curious and could be unaware of construction hazards,so extra precautions was necessary. 33 CITY OF FLORIDA CITY, FLORIDA: Residence: The city of Florida City is a diverse community, with a significant population of minority residents. During Hurricane Irma, DP&O provided special consideration for work areas where children and pedestrians were walking and riding bikes. DP&O monitored pedestrians for safety hazards during debris removal after the storm as it was a critical aspect of ensuring the safety of both the cleanup crews and the public. Many times,residents would try to circumvent via their cars or bikes while heavy equipment was working in the areas. The monitors worked closely with contractors and the city police and notified the city and police when such occurrences happened. DP&O hired off duty officers to add another level of security to job areas, this was coordinated directly with police. During this time,there was an influx of residence at home discarding household items such as damaged personal property, mangled playgrounds, household appliances, damaged cars and stockpiled outside of their residents with mixed trash. Debris was severely mixed with household C/D and vegetation. DP&O mobilized a Debris Management Recovery team and Debris Monitors to coordinate the manual segregation and removal of debris to be relocated to DMS site for debris reduction and compaction. Beach Debris Removal: Beach debris removal after a hurricane is a crucial part of the recovery process to restore the beaches to their natural state and ensure the safety of visitors and wildlife. Florida City has several lakes and beach/ shoreline areas which are in an environmentally sensitive area. Buried beach debris caused both environmental safety hazards to the community and to wildlife. DP&O performed beach surveillance and safety assessment to identify hazards such as sharp objects, hazardous materials, unstable structures, and potential wildlife threats. Buried beach debris consisted of separating debris into categories such as vegetative (tree branches, seaweed), construction materials(wood,metal),plastics, and hazardous materials. DP&O ensured that during the beach removal operations there was minimal environmental impact form the heavy equipment. Equipment inspections was performed prior to each workday to ensure a clean and well working machine was being used. DP&O minimized the use of heavy machinery in ecologically sensitive areas to prevent damage to dunes,vegetation,and marine ecosystems. Damaged Boats and Cars: Being that the City of Florida City is the gateway to the Florida Keys, many residences store their boats, in the Florida City boat storing facilities. These boat storage facilities were damaged by Irma and boats were strewn along. DP&O had to inventory all damaged boats and photograph serial numbers if possible, for the city to locating boat owners. Boats were stored at the debris management site for either the owner to pick up or for disposal. EL PORTAL AND MIAMI SHORE: Limited DMS Site Availability: El Portal and Miami Shore had very limited debris management site land availability. These cities had massive amounts of stockpiles mixed with trash that had been sitting in the streets for several weeks. DP&O along with the Debris Removal Contractor was hired to assist the City of El Portal and Miami Shores via a Mutual Aid after several weeks of the original contractor not mobilizing as required. DP&O recognized the hazardous nature of the stockpiles and the urgency of relocating the debris to a DMS for reduction and segregation.DP&O negotiated with a church that had a 3-acre parking lot and obtained the required state FDEM site permit. The large debris stockpile mixed with trash was then reduced by compacted followed by immediate haul to the disposal facility. DP&O's ability to mobilize quickly and identify a debris management site and permit insured and aided in the health and safety of trash laden stockpiles. 34 3.6 Narrative on how DP&O Intends to Collaborate with City of Miami Beach and Other Agencies In the face of potential disasters, the need for collaboration and partnership between agencies, departments, and stakeholders is paramount.As a dedicated disaster response proposer,we envision a resilient Miami Beach where proactive planning, coordination, and mutual support are the cornerstones of our preparedness efforts. This narrative outlines our proposed strategies for collaboration with the City of Miami Beach agencies, departments, and other key partners before, during, and following a disaster event. By collaborating closely with the City of Miami Beach's Public Works Department,DP&O aims to streamline debris removal operations. 1. Project Understanding, Addressing the Client Needs and Kickoff Meeting: Upon contract award DP&O will schedule a kick-off meeting with the County and key department staff to discuss and plan a collective project vision to include pre-disaster planning,to ensure the counties readiness to maintain FEMA compliance for the pre disaster and post disaster reimbursement requirements,emergency road clearing capabilities and obstacles,County internal process for tracking force labor,material,equipment cost,organizational structure and points of contact,schedule expectations that will serve as a common bond,keeping team players together. 2. Pre-event and Post-event Project Planning/County and Debris Removal Contractor Table-Top Exercise: DP&O will focus on developing or updating the County's Debris Management Plan(DMP)including; Identifying regional geographic critical areas(beaches,islands,other water ways)and obstacles which can affect debris removal operations and mobilization and or removal of critical debris hazards.The DMP will address debris removal zones, priorities, critical facilities,roles and contacts, temporary debris management sites, waterway and beaches debris removal and debris management center(location for daily briefings and debriefings).This includes but is not limited to tabletop exercises with the County and Debris Removal contractor prior to hurricane season. 3. Communications & Meetings: DP&O's Project Manager and Project Principle will establish avenues of communication with the County's Representative and Debris Removal Contractor, at the contract award. Documentation of all communications will be in the form of published meeting minutes,monthly progress reports, and/or telephone conversation records. The success of this project will be contingent upon maintaining a continuous line of communication and understanding amongst the Project Team (including subcontractors) and County's representatives. 4. Maintaining Project Quality Control: The Disaster Debris Project Manager and President, hold the ultimate responsibility for quality control of the work performed by DP&O's Project Team and all debris removal contractors.Their final review and approval of all work products is the last step in a series of checks and balances that ensures refinement and review of the work as it progresses.As with any project, effective QA/QC starts with identification of project roles upon initiation, which is a key element to our standard QA/QC program. When a storm is impending(assuming prior notice is available),DP&O and our staff will be on a 24-hour alert from this point forward. 5. Maintaining Project Cost Control: At DP&O, cost control is a key facet of our success. We pride ourselves in our ability to complete projects within or below project budgets.We have a history of satisfied County's that have come to rely on our abilities to complete projects within an established budget. We can accomplish this by our established, computer-based, cost control system. Controlling costs begins with the initiation of each project at DP&O.At the beginning of a project,the Project Manager and Finance Director provide each member of the Project Team with an agreed upon number of hours within which each task is expected to be completed. Daily project meetings provide each Project Manager with the required feedback to anticipate whether the expected labor expenditures will meet the project requirements. 6. Monitor Hiring&Training Plan: DP&O is dedicated to hiring locals to be trained for project debris monitoring positions prior to a disaster. Monitor Training: DP&O has a comprehensive monitor training program which is updated annually as FEMA requirements for disaster debris removal change. DP&O performs annual disaster monitor training for all staff and every newly hired monitor a 4-hour training program and orientation session is conducted by one or more of our monitor supervisor trainings. 7. Successful Mobilization: Planning is the key to successful mobilization.DP&O has the capability to deploy debris monitors within 24 hours from notice-to-proceed and can ramp up with the number of monitors, supervisors and management staff as needed based on the severity of the event and area coverage. 8. Perform accurate debris damage assessments and Identify all critical debris hazards (especially beaches, coastal areas and waterway banks). 9. Obtaining&Maintain Debris Removal Monitoring Documentation: DP&O takes pride in performing detailed 35 debris removal monitoring with DP&O's TRKRTM ADMS System which maintains all debris removal documentation,daily progress reporting and mapping of debris removal operations completed and in progress and which client and DP&O management has 24/7 access with real time knowledge of debris operations. 10. Facilitate Timely Financial Recovery and Successful FEMA Disaster Reimbursement of ALL Eligible Disaster Project Cost:Using RecoveryEOCTM and TRKRTM ADMS allows DP&O to maintain Quality Assurance and Quality control of all debris removal documentation and other client disaster cost data in audit ready format resulting in prompt FEMA PA Portal submittal therefore minimizing delays,FEMA review and approval.DP&O's internal FEMA PW tracking ensures that DP&O stays on top of the entire FEMA and State project review through successful project closeout. 3.7 Detailed communication plan for disseminating information to the public, contractors, and relevant agencies regarding debris removal schedules, safety guidelines, and other critical information. DP&O is proud of our effective daily communication plan with the City leaders and departments involved in the City's Debris Removal Operations and the importance of the daily morning briefing and end of day debriefing to discuss priorities and resolve obstacles. Developing A "Debris Operations Link" for the City's Website: DP&O can work with the City's IT department to develop a Link for Post Disaster Community Debris Removal Operations, progress, schedules and to allow the Community to post critical debris hazards the community identifies. We understand the political pressure post disaster for a high profile, tourist city to ensure the community's knowledge and understanding of the critical debris removal timeline, operations, equipment used, resident safety, citizens awareness and the need for citizens to have access to real time debris removal progress schedules. Especially important is the community's ability to notify the city of critical debris safety hazards and the city and monitoring company the ability to "filter" the influx of community's posting of critical debris hazards as they evolve or exposed along the beach areas. Method of Communications: DP&O focuses on different methods of communication; City Debris Removal Operations links to educate the community including sample videos. We can also develop radio advisories; newspaper articles, door hangers, mail inserts, social media posts, etc. Additionally, we can develop link on the City's website to allow DP&O to post both the below Debris Removal operations schedule and to allow Citizens to post debris hazards that they identify along the city's right of way,beach areas or parks. Communications with the shelter-in-place, evacuated and displaced residents while developing content that expedites debris removal and fits recovery timeline. This includes senior citizens and handicap individuals to access a volunteer list or associations to aid them. Debris Removal Operations Community Information Content: City Debris Removal priorities/routes: debris removal assignments(Sectors and Zones) • City clean-up goals • City's point of contact for specific questions Post-Storm Emergency Clearance of Roads and Rights of Ways Emergency Road Clearance, Mobilization,Operations. Debris Removal Operations: 36 Frist Pass: Debris Removal Crews Ramp up: Time for Residents to place the debris curbside. Hazardous tree and limbs removal. Types of Loading&Hauling Equipment: Self-loading knuckle boom trucks, dump trucks/trailers,backhoes; Track hoes. Identify streets with limited access—small width, dead end,proximal ditches. Debris Management Sites&Citizen Dropoff areas. Second Pass: Continuing Debris Removal: On call/Hot spot crews: to cleanup debris that has safety or time constraints. Final Cleanup: Final Debris Removal Pass and 100%completion. Beach Debris Removal Operations: Areas designated and timelines; Safey to the Public and Protection of the Environment and Protected Species(Turtles and Nesting Seabirds) Support for the City's Public Information Public Notices Personal Safety Statements(Draft) Debris Removal Instructions(Draft) Assistance with Private Property Debris Removal(Draft) First/Second/Third Pass Notice(Draft) Statements for Disaster Debris Information: The following examples provide of how DP&O can provide the City to Shares information and are modified as needed. The below can be used in flyers,newspaper articles, City web site links; The statements are general to accommodate the public information strategy regarding the Post disaster recovery process: PERSONAL SAFETY STATEMENTS Traffic and Area Safety during Heavy Construction Equipment Operations: Pay close attention and respect barricaded-Off Limit areas: -DO NOT drive around barricades -Slow down when Flaggers are visible. -Don OY enter Closed road or secured/barricaded areas. Keep Clear and AVOID DEBRIS Removal Crews working in your area: All Debris Removal crews will maintain safety programs to prevent and reduce the occurrence of accidents or injuries in their work locations. However,the community and citizens should stay clear of debris removal operations. Citizen Post Disaster Debris placement curbside: Don't Mix House hold debris(drywall,roof fragments,fences,mattresses .. garbage)with Vegetative(trees, limbs, ..., Separate vegetative/woody(limbs and leaves)debris; from construction and demolition debris and household hazardous waste into separate piles. Garbage pickup will resume on your regular schedule on . Separate garbage from your disaster debris 37 Place debris in the right of way/curbside: keep debris a few feet from Phone boxes, electrical utility poles; fire hydrants,water and gas meters. DISASTER DEBRIS Removal that will be removed by City 's contractor: • Woody,vegetative debris: as a result of the storm event. • Construction and demolition(C&D) debris: Debris such as dry wall, shingles, • paneling, insulation,etc. that was created by the storm event • White goods: appliances and other household devices that were damaged/destroyed by • the storm event. • Household hazardous waste: There will be Citizens drop off locations for materials such as paint, fuels, insecticides,pesticides, sprays with petroleum distillates, etc. or These will only be picked up curbside ff they are associated with damage from the storm event. ASSISTANCE WITH PRIVATE PROPERTY DEBRIS REMOVAL Anyone who needs assistance with debris removal, such as senior citizens, or handicap)those that need help with debris removal activities) can schedule a volunteer to assess your needs. Assistance will be provided by volunteer groups working in our area and will be prioritized for those that do not have insurance coverage to pay for the cleanup. 3.10 Supplier Diversity It is the policy of DP&O, regardless of the project type,to actively seek and contract with local small and disadvantaged business categories, including,but not limited to, Small Business,certified Small Disadvantaged Business,Women-Owned Small Business,Historically Underutilized Business Zone,Veteran-Owned Small Business, and Service-Disabled Veteran-Owned concerns. 38 TAB 4: COST PROPOSAL Please see below DP&O's Cost Proposal Form (Appendix B) as required. APPENDIX B COST PROPOSAL FORM Fable himuloniftpends ft,Ogst Proposal Faun,in is natty tv the deadire established tar the receipt at wpm&sid non*in paper being deemed miniespontive and being nejedeii. Bidder affirms that the prices st or the cost proposal fc beow rephesert e ert re cost of.the items accordance with the requirements o Mis RFP,inclusive of its terms,conditons.specificatons and other redurernents stated rieren. and that no caim will be made on account of my increase in wage scales, material prices, delivery decays_taxes murance. cost sidexes 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 e ds entirely. All corrections or the Cost PrcbcGal Form(Appendix B)shall be thitaled The hourly rates shall include all costs, including applicable overhead and profit lodging meals. transportatio- rentais safety gear,te6phore costs,cameras. GPS devices.an-:r ether incidentals. Bidders must bid on all line items in Appendix B,Cost Proposal Form,in order to be considered for award. (Al (C) POSITIONS HOURLY RATES EST.HOURS TOTAL (A x B 4 Emergency Operations Manager 5 150.00 112 S 18,800..00 2. Project Manager 95.00 1,2 $ 1,140.00 3. Data Manaoer 5 _00 40 $ 3,200.00 4. C:cest Recovery-Specialist $ 60.00 40 $ 2,400.00 5. Find Supergisors $ 45.00 336 S 15,120.00 €. Fixed Site Monitors $ 38.00 840 S 31,920.00 7. Billinginvoice Analysts $ 45.00 40 S 1,800.00 8 Administrative Assistants $ 30.00 40 $ 1,200.00 9 Fie1d Monitors $ 35_00 4,20C" s 147,000.00 GRAND TOTAL(Items 1-91 $ 220,580.00 71e G-attaim Tod oe Llizea to gorztt,Cos:Portt in the ffiiastatal PnVOSaiS 1