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RFP 29-05/06 Crowder Gulf Joint Venture, Inc.
Copy 5 ICITY OF MIAMI BEACH, FL RFP # 29-05/06 DISASTER RECOVERY SERVICES June 22, 2006 3:00 P.M. Grip?, DISASTER DEBRIS MAPAGEPAENT PRESENTED BY: CROWDER-GULF JOINT VENTURE, INC. John Ramsay, President 5535 Business Parkway Theodore, Alabama 36582 800-992-6207 Phone 251-654-0470 Fax RFP # 29-05106 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL TABLE OF CONTENTS A. Introductory Letter • Business History 1 • Scope of Services 1 • Managerial Capabilities 2 • Company Owned Equipment 4 • Communications 5 • Sub -Contractors 5 B. Cost • Exhibit A C. Client Survey's • Surveys should be faxed in directly from clients... D. Past Performance • Past Performances 6 • References 17 E. Qualifications • Qualifications 22 • Available Personnel 25 • Resumes • Disaster Response Management Plan 26 PLAN 1 — INITIAL RESPONSE PLAN 30 PLAN 2 — OPERATIONAL SUPPORT PLAN 30 ORGANIZATIONAL CHART 32 PLAN 3 — MOBILIZATION PLAN 35 PLAN 4 — SAFETY POLICY PLAN 38 PLAN 5 — DEBRIS OPERATIONS PLAN 40 PLAN 6 — QUALITY CONTROL PLAN 49 PLAN 7 — SUBCONTRACTING POLICY AND PLAN 51 PLAN 8 — PROJECT DOCUMENTATION 52 F. Risk -Assessment Plan (RAP) • Sample of Insurance Certification • RAP in separate envelope... G. Addendums • Addendum Acknowledgement # 1-6 • Declaration • Florida Statutes Sworn Statement • Questionnaire CROWDER-G ULF Disaster Recovery and Debris Management 5535 Business Parkway Office: (800) 992-6207 Theodore, Alabama 36582 Fax: (251) 654-0470 June 20, 2006 City of Miami Beach City Hall Procurement Division — Third Floor 1700 Convention Center Drive Miami Beach, FL 33139 Re: RFP No. 29-05/06 Disaster Recovery Services Dear Procurement Director: Crowder -Gulf Joint Venture, Inc. is a nationally recognized in disaster debris management and would like to formally express our interest in entering into a contract for Disaster Recovery Services with the City of Miami Beach. Accordingly, Crowder -Gulf is pleased to submit herewith, in accordance with the terms and conditions of your RFP, the enclosed proposal for all phases of disaster management services for your review and consideration. Crowder -Gulf has worked all the major disasters in the Southeast for the past 37 years. Our personnel have worked in planning and managing successful disaster debris removal, reduction, and disposal operations in Alabama, Florida, Georgia, Kansas, Mississippi, Missouri, North Carolina, South Carolina, Tennessee, Texas, and Virginia. During our 37 years of work with storm debris removal, reduction, and disposal, we have developed a successful plan of operation to complete the clean up in a minimum amount of time, and in a safe, orderly and practical manner. Our people are experienced and qualified, with a reputation for providing efficient and effective disaster debris management services. We use a combination of company crews and subcontractors to perform work. We have numerous local subcontractors as well as subcontracts throughout the Southeast who have provided commitment letters and will respond and mobilize within 24 hours of notice. Crowder -Gulf is submitting this proposal solely as Principal and has not contacted or in any way colluded with any person or entity submitting a proposal pursuant to your request. Our proposal shall remain firm and irrevocable for 150 calendar days. We look forward to working with the City of Miami Beach in the future. If you have any questions, comments or require additional information, please do not hesitate to contact us. We sincerely appreciate the opportunity to mak this proposal and thank you for your time and consideration. Best Regard John Ramsay President CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Business History. Crowder -Gulf is a joint venture that was organized in 1994. It was incorporated in 2002 as a Florida Corporation. Gulf Equipment is a general contractor and has been in business since 1983. It has contractor licenses in 7 Southeastern states and is headquartered in Theodore, Alabama. Its principle and management personnel have debris management and removal experience dating back to 1969. Crowder Excavating and Land Clearing is a general contractor in the State of Florida. Their headquarters are located in Tallahassee, Florida and they have been in business since 1965. Both companies contract individually and as a joint venture on large projects. When working as a joint venture, Crowder - Gulf assumes primary management responsibility while Crowder provides full-time support for the debris contract or storm services. Crowder -Gulf will obtain all required state or local licenses and/or work permits to conduct debris operations for any awarded contract. The two companies employ in excess of 300 people. Crowder -Gulf management personnel have debris management, removal and demolition experience dating back to 1969. During that period, in excess of 80,000,000 CY of debris has been handled and processed by chipping, burning or disposed of at a properly permitted landfill. Crowder -Gulf has demolished homes and businesses following hurricanes and floods under FEMA's ROE programs since Hurricane Fredrick in 1979. We have demolished numerous flood plain structures under the FEMA 404 Hazardous Mitigation and the Flood Mitigation Grant Program. Crowder -Gulf maintains all required insurances: General Liability, Personal Injury, and Workers Compensation. Crowder -Gulf is an Equal Opportunity Employer and is a participant in the national drug free work place program. Our policy prohibits drug distribution, possession or use while in the employment of Crowder -Gulf. This policy applies to all subcontractors and/or consultants that support or assist the companies in any work conducted by Crowder -Gulf. Employee training, counseling and/or employee assistance programs bolster the Crowder -Gulf drug free policy. In mid -year of 2000, Crowder -Gulf adopted a written Code of Business Ethics that applies to all employees with special responsibilities on Foremen, Supervisors and Managers. The ethics program is in four parts: 1) The Ethic Logic; 2) Ethical Standards; 3) Ethics Policy; and 4) Ethics Training. The policy and standards are equally weighted on employees, contractors, subcontractors and consultants. Our ethics plan is available upon request. No legal actions have been brought against Crowder -Gulf within the last five years. Scone of Services. Crowder -Gulf is well aware of the trauma and disruption placed on a community's economy and it citizens' lifestyles resulting from the occurrence of a natural disaster. Our personnel are thoroughly indoctrinated regarding Crowder -Gulf's policy to always be compassionate, polite and responsive to the needs of the community and its citizens. We have received numerous recommendations and testimonials from various governmental officials stating their appreciation for our Community Relations Policy and attesting to its success within the communities we have served. The responsibility to interface with the elected and appointed officials as well as the citizens at large is assigned to a Senior Crowder -Gulf Official on all contracts for storm services. 1 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Crowder -Gulf has the financial, personnel and equipment resources to provide the management, planning, personnel and equipment to efficiently and effectively provide the City quality disaster related services. Such services will include, but not necessarily be limited to, large scale debris removal, separation, staging, and disposal, demolition work, construction and demolition debris removal, hazardous waste handling, tree trimming, tree topping and removal, stump grinding and removal, marine salvage operations, debris removal from inland & off shore waters, sand removal from roads, streets, and right-of-ways, beach sand screening and replacement, and emergency berm construction. We have established solid -working relationships with numerous state emergency response agencies as well as other key agencies involved in disaster response and recovery that include the Federal Emergency Management Agency (FEMA) and the U.S. Army Corps of Engineers (USACE). These relationships combined with Crowder -Gulfs Buddy Young, former FEMA Region 6 Director, afford our clients the benefit of all- inclusive disaster response and recovery services regarding all categories of Public Assistance. The amount of damage that occurs during a natural disaster varies, as do the needs to restore the affected areas. Crowder -Gulf's basic Debris Management Plan as described in this response — Technical approach is flexible and set up so that it may be adapted to the specific requirements of the contract and the scope of the disaster. Our Plan establishes an early appraisal of disaster damage, moves trained, well equipped crews into affected areas in the shortest time possible, and follows a disaster -specific plan to ensure the personnel and equipment are mobilized and utilized in the most efficient and effective manner to remove and reduce debris with the least possible impact on the citizens of the community. Manaaerial Caoabilities. Crowder -Gulf has successfully managed debris and reduction operations in multiple counties and municipalities during previous disasters. References as well as past performances are provided in detail within this response. Crowder -Gulf is presently finishing Katrina recovery work in Pascagoula, Biloxi, Gulfport and Harrison County Mississippi; Rita recovery work in Calcasieu Parish and Lake Charles, Louisiana and recently completed Jefferson County, Texas. We have completed Wilma recovery work in Lee County, Village of Wellington, Pembroke Pines, Aventura, Pompano Beach, Fort Lauderdale, and West Palm Beach Florida. All of the referenced contracts were managed simultaneously. Beginning August 13, 2004, the first of four hurricanes hit Florida and by September 14th the fourth hurricane had made landfall in Florida, Alabama and Mississippi. Crowder - Gulf had 38 pre -event contracts in place with impacted cities and counties from South Florida to Pascagoula, Mississippi. Crowder -Gulf began moving debris in Lee County, Florida, Sanibel Island, Florida, Orange County, Florida and Orlando, Florida within 48 hours of the first hurricane and continued mobilizing men and equipment on a timely basis to our many customers as three additional hurricanes made landfall in a one- month time frame. By the time the last hurricane hit, we had mobilized approximately 2,800 men, 1,600 trucks, 600 pieces of loading equipment, 22 tub grinders and 10 air curtain incinerators. We removed and reduced 14,000,000 — 15, 000,000 cubic yards of debris. Most work was completed by the end of December 2004 with only processed debris removal and TDRS closures remaining in Escambia County, Florida; which received the most severe damage. 2 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL On September 17, 2003, the day before Hurricane Isabel made landfall, Crowder -Gulf was issued a Notice to Proceed by the Virginia Peninsulas Public Service Authority (VPPSA) for the Cities of Newport News and Poquoson, and the Counties of James City and York. On the same day, the Southeastern Public Service Authority (SPSA) issued Crowder -Gulf a Notice to Proceed for the Cities of Norfolk, Suffolk, and Virginia Beach, and Isle of Wight and Southampton Counties. The day after the storm struck, Crowder - Gulf was moving debris. Crowder -Gulf subsequently mobilized 1,063 trucks, 155 loaders, 11 tub grinders, 9 air curtain incinerators, and numerous pieces of support equipment. Manpower mobilization exceeded 1,450 people. The first pass was completed within 40 — 50 days, with approximately 3,900,000 cubic yards of debris, 13,900 stumps and 1,700 logs being removed from public rights-of-way. Crowder -Gulf also implemented (at the request of specific clients) right -of -entry debris removal, cut and removed leaning trees, and removed C&D and white goods. We completed 3" and 4th passes for our clients and the total volume of debris removed exceeded 4,100,000 cubic yards. Crowder -Gulf was also issued a Notice to Proceed by Dare County and the Town of Williamston in North Carolina. The clean up of Williamston was completed in three weeks. Dare County, approximately 85 miles long encompasses a large area of the Outer Banks. With 2,700' of Highway 12 being washed out, Crowder -Gulf had to mobilize men and equipment by barge and ferry. Debris removal and reduction was accomplished in Dare County in 45 days. We also completed work demolishing structures in Hatteras Village, screening sand, and building dunes and planting of beach grass on the rebuilt dunes. After the ice storms that hit Kansas and Missouri in 2002, Crowder -Gulf successfully managed simultaneous debris removal & reduction operations in Lee's Summit, MO, and Wyandotte County/Kansas City, KS. In the aftermath of Hurricane Floyd and subsequent floods during 1999 and 2000, Crowder -Gulf successfully managed simultaneous debris removal & reduction operations in the Counties of Wilson, Nash, Edgecombe, & Richmond, NC and the Cities of Wilson, Rocky Mount, Princeville, and Rockingham, NC, removing and reducing in excess of 1,000,000 cubic yards of debris. In addition, Crowder -Gulf managed the demolition of approximately 600 flood -damaged homes, and demolition of approximately 200 homes under FEMA 404 Hazard Mitigation Program in Edgecombe County and Princeville, NC. After Hurricane Fran in 1996, Crowder -Gulf successfully managed simultaneous debris removal & reduction operations in Wilson County, NC, the City of Wilson, NC, and in 20 other counties in North Carolina for the U.S. Army Corps of Engineers. In the aftermath of Hurricane Opal in 1995, Crowder -Gulf successfully managed simultaneous debris removal & reduction operations in Bay County, FL and the Cities of Panama City and Lynn Haven, FL. After Hurricane Andrew in 1992 and 1993, Crowder -Gulf successfully managed simultaneous debris removal & reduction operations in the Dade County and the Cities of Miami Beach, Miami, Homestead, and Key Biscayne, and reduction operations in Ft. Lauderdale, Tavares, Medley, and for the U.S. Army Corps of Engineers. 3 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL After Hurricane Hugo in 1989, we successfully managed simultaneous debris removal & reduction operations in the North Carolina Counties of Kershaw, Lancaster, and Manning, the Cities of Florence, Manning & Charleston and 90 miles of 1-20 & 1-95 for the South Carolina DOT. Crowder -Gulf has extensive experience managing debris disposal and/or reduction sites having operated such sites during most of the projects we have managed. After the 1994 ice storm in Tennessee, Crowder -Gulf operated five (5) burn sites in the Memphis area, receiving and reducing all debris from County, City, DOT, and private contractors. Crowder -Gulf also operated multiple reduction (burn) sites in Alabama for over 18 months after Hurricane Frederick and two (2) reduction sites for 6 months in North Carolina after Hurricane Fran. • Company -Owned Eauioment. In addition to the key personnel assets of Crowder -Gulf, we currently maintain a large inventory of company-owned equipment. We currently maintain a large inventory of company-owned equipment. A percentage of this inventory is debris specific and is immediately available for response to a disaster. Company- owned equipment will be dispatched to the disaster area immediately upon receipt of a Notice to Proceed. The following is a partial list of company-owned equipment available for use in any debris operation: • 16 yard — 24 yard Dump Trucks 143 • 30 yard — 50 yard Dump Trucks 40 • Rubber Tire Loaders (equipped with debris handling grapples) 16 • Rubber Tire and Track Equipped Excavators (with buckets and grapples) 10 • Knuckle Booms 4 • Self Loading Knuckle Boom Trucks 12 • Pick -Up Trucks (equipped with portable phones for Foremen) 10 • Service Trucks 8 • Skid -Steer Loaders (equipped with buckets and grapples) 10 • Self -Loading Trucks — 30 —100 cubic yards 10 • Diamond Z 14' Tub Grinders - 6 • Air Curtain Incinerators 9 Crowder -Gulf and our subcontractors have approximately 500 self -loading trucks from 30 — 100 cubic yards. This type of equipment works best in removing vegetative debris from urban areas. These self -loading trucks will be some of the first equipment assigned to the City following a disaster. Crowder -Gulf has active accounts with major national equipment rental companies to supplement our equipment needs as necessary (i.e. Caterpillar, John Deere, United Rental, Sunbelt, etc.). As directed by the Mobilization Plan, described in detail in the Disaster Response Management Plan, the available equipment from this list will be serviced and made ready for immediate mobilization. Once safe transport is possible the equipment required to commence an operation will be dispatched on command of Crowder -Gulf Senior Management Personnel. Mobilization of additional equipment will continue until sufficient equipment and manpower are on site to satisfy the requirements of any Task Order or Notice to Proceed. 4 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Communications. When a disaster is imminent, a representative is sent to the area to setup a mobile office/command center. As soon as conditions permit, Crowder -Gulf will establish a full-time, self-sufficient office, with full communications capability in the disaster area that will be solely dedicated to the disaster recovery effort. As an anchor to the field operations office, a full-time Disaster Administration Office (DAO) has been established in Theodore, Alabama. The DAO is committed to providing support to the on site operations as well as to the client on a year round basis. Crowder -Gulfs Management Team, all supervisory personnel, and crew foremen will use company radios, digital radio/telephones, and/or cellular phones. Truckers and subcontractor supervisory personnel will be required to have radios in their vehicles. Upon request, we will furnish key Client personnel with our system radios. Our communication equipment consists of the following: • Nextel Digital Radios/Telephones • Fully Equipped Mobile Communications Center • COWS (mobile microwave/digital communications towers) • 800 MHz Radios • Cellular Telephones • Satellite Telephones • Portable Generators • Subcontractors. As the successful bidder, depending on the severity of the disaster, we intend to utilize subcontractors for a percentage of debris operations. In compliance with 44 CFR 206.10, it is Crowder -Gulf's policy to utilize qualified local subcontractors to the greatest extent possible. Crowder -Gulf has over 250 large and small subcontractors who have committed the following equipment and manpower to our disaster operations: Equipment Summary Dump Trucks Self Loaders Loaders Excavators Knucklebooms Trackhoes AC's Tub Grinders 2399 490 377 338 152 214 49 17 Manpower Summary Project Managers Superintendents & Foremen Drivers/Operators Workers Our full subcontractor list will be made available upon request. 5 36 117 3463 571 EXHIBIT A RFP -29-05-06 DISASTER RECOVERY SERVICES All prices noted In this attachment are considered baseline estimate. Actual prices that will be change will be Justified at the time a work authorization in approved. All cost must be based upon reasonable expenses for labor, equipment, material, and overhead/profit. Under no circumstances will costs that exceed reimbursable limits acceptable to the Federal Emergency Management Agency (FEMA) be proposed or approved in a work authorization. ne enev Road Clearance The contractor shalt accomplish the cutting, tossing, and/or pushing of debris, hanging limbs, or leaning trees from primary roads as identified and directed by the City of Miami Beach. The debris shall be stacked on the right-of-way to allow passage of vehicles along the primary transportation routes. Compensation shall be as per attached hourly rate schedule. Hourly Equipment Schedule With OPrators kw Emergency Road Clw encs, Leaning Trees, Hoping Limbs, end Debris Removal from Private Property (ROE) Self Loading Prentice Truck - 25 to 40 yard dump body Wheel Loader, John Deere 544 or equivalent - 2/12 to 3 vard bucket Tandem Dumo Truck -16 to 20 yards Mini Loader Bobcat or equivalent 1 D6 Dozer or equivalent Excavator, Cat 325 or equivalent w/ debris loadino Qrraaole 1 Wheel Loader, John Deere 644 or equivalent - 3 to 5 yard bucket Chainsaw Operator with gear Suparvisor with pick-up truck Safety Manager withpic k -up Mechanic's Truck with tools Flagmen for Traffic Control Trash Transfer Trailers -110 vard with Tractor Bucket Truck - 50 cubic ward bed Equipment Transports Clerical Laborers Mobilization and Demobilization $ 150.00 $ 120.00 $ 63.00 $ 75.00 $ 150.00 $ 130.00 S 130.00 $ 35.00 $ 60.00 S 50.00 $ 65.00 $ 30.00 $ 130.00 $ 150.00 $ 90.00 $ 35.00 $ 30.00 $ 0.00 pebrls Removal from Public Rlahtaf•Wav As directed by City of Miami Beach, the contractor shall load haul all eligible debris to a City designated Temporary Debris Storage and Reduction Site (TDSRS) or other disposal destination. Compensation shall be provided per cubic yards. 0 to 15 miles I18to30miles $ 11.50 $ 12.50 Debris Separation/Reduction and TDSRS Manaoament The contractor shall operate and manage the TDSRS to accept and process all event debris. The contractor shall perform any site preparation, to include but not be limited to: (1) building and/or maintaining roads; (2) construction of a roofed Inspection tower sufficient for a minimum of three inspectors; (3) any environmental requirements necessary to include wind control fencing, silt fencing, hazardous materials containment area, and/or water regulations. Processing may include but is not Limited to reduction by tub grinding, incineration when approved, or other alternate methods of reduction such as compaction. Prior to reduction all debris will be segregated between vegetative debris, C&D, recyclable debris, white goods, and hazardous waste. Upon the closure of the TDSRS the site will be restored to its Pre -Use Condition. Compensation shall be provided per cubic yards. trdous Stumos The contractor shall remove hazardous stumps as identified and directed by City of Miami Beach. Stump removal shall include backfilling the void with appropriate fill material and hauling the stump to the TDSRS. Shams uD to 6 inches in diameter Stumos areater than 12 inches, less than 24 inches in diameter Stumps greater than 24 Inches, less than 48 Inches in diameter I Stumps eauaf to or Greater than 48 inches in diameter $ 0.00 $ 200.00 $ 500.00 $ 800.00 sand 8creanina As directed by the City of Miami Beach, the contractor shall screen sand to remove all eligible debris deposited by the event. This process includes the collection of debris laden sand, transporting the sand to the processing screen located on the beach, processing the debris laden sand through the screen and returning the sand to the approximate original location. Debris removed from the sand will be colleted, hauled, and processed as ROW debris. Compensation shall be provided per cubic yards. $ 9.75 Vegetation The Contractor shall remove all eligible vegetation deposited by the event. Compensation shall be provided per cubic yards. 0 to 15 miles 16 to 30 miles Final Disnosal The contractor shall load and transport processed debris to from the TDSRS to a final disposal site as directed by City of Miami Beach. Compensation shall be provided per cubic yards. $ 12.50 I 0 to 15 miles $ 3.50 115 to 30 miles $ 4.so I Technical Assistance The contractor shall provide disaster recovery technical assistance to elected and appointed officials of City of Miami Beach. This service shall include documentation and management for the public assistanoe program, planning, training, and exercise development. Service provided at no additional charge. Permits and Licensing The contractor shall obtain, with the assistance of City of Miami Beach, permits and licenses of a temporary nature necessary for the execution of the scope of services. Service provided at no additional charge. Quality Assurance and Supervision The contractor shall provide sufficient supervision and programmatic controls to ensure compliance with procedural and regulatory standards established by FEMA, State of Florida, and City of Miami Beach. Service provided at no additional charge. PRICE SCHEDULE FOR DEBRIS REMOVAL & DISPOSAL SERVICES item Description of Service Cost Unit 1 Mobilization and Demobilization (Lump Sum) 2 Debris Removal from Public Property (right- of-way) and Hauling to Temporary Debris Storage and Reduction Site (TDSRS) 0-15 one wav miles 3 Debris Removal from Public Property (right- of-way) and Hauling to Temporary Debris Storage and Reduction Site (TDSRS) 16-30 one wav miles 4 1Debris Removal from Temporary Debris Storage and Reduction Site (TDSRS) and Hauling to Final Disposal Site 0- 15 one way miles 5 Debris Removal from Temporary Debris Storage and Reduction Site (TDSRS) and Hauling to Final Disposal Site 16- 30 one wav miles 6 Processing (Grinding/Chipping) of Debris at TDSRS or Final Disposal LS CY CY CY CY CY $ 0.00 $ 11.50 $ 12.50 $ 3.50 $ 4.50 $ 3.90 7 8 9 10 11 12 13 14 15 16 17 18 Processing (Burning) of Debris at TDSRS or Final Disposal Site Pick up and Haul of White Goods to Disposal Site within County (NOTE) Pick up and Disposal of Hazardous Material Freon Management and Recycling Dead Animal Collection, Transportation and Disposal Sand Sifting, Remove, Sift and Replace (Beach Re -nourishment and public & private Property removal) Ice (per pound, delivered) Water (per gallon, delivered) Emergency Fuel - Gasoline or Diesel HAZARDOUS STUMP REMOVAL & HAULING TO DISPOSAL SITE Material, fill dirt for stump holes, purchased, placed and shaped Disaster event generated hazardous waste abatement; Biohazardous waste abatement CY UNIT LB UNIT LB CY LB GAL GAL CY $ 2.50 $ 50.00 $ 5.00 $ 50.00 $ 2.00 $ 9.75 Cost + 20% Cost + 20% Cost + 20% $ 25.00 Attach Time & Price Materials Schedule 19 Emergency Road Clearance 20 Debris Removal from Water Bodies (Bays, Rivers, Streams, Canals, Lakes) 21 Debris Removal from Private Property (right - of -entry program) and Public -Own Property (other than right-of- way) 22 Leaning Trees/Hanging Limbs/Tree-off Program 23 Demolition of Structures 24 Pre -event Training for Client Personnel 25 Tipping fees to be reimbursed to contractor by City at actual cost 26 Emergency Power Generator 5 KW 27 Emergency Power Generator 10 KW 28 Emergency Power Generator 15 KW 29 Emergency Power Generator 20 KW 30 Emergency Power Generator 25 KW Attach Price schedule Attach Price schedule Attach Price schedule Attach Price schedule Attach Price schedule Attach Price schedule Actual Cost Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Time & Materials Time & Materials Time & Materials Time & Materials Time & Materials Time & Materials $0.00 - No Additional Charge Cost Reimbursement Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 Emergency Power Generator 30 KW Emergency Power Generator 35 KW Emergency Power Generator 40 KW Emergency Power Generator 45 KW Emergency Power Generator 50 KW Emergency Power Generator 60 KW Emergency Power Generator 70 KW Emergency Power Generator 80 KW Emergency Power Generator 90 KW Emergency Power Generator 100 KW Emergency Power Generator 110 KW Emergency Power Generator 125 KW Emergency Power Generator 150 KW Emergency Power Generator 175 KW Emergency Power Generator 180 KW Emergency Power Generator 200 KW Emergency Power Generator 250 KW Emergency Power Generator 300 KW Cost + 20% Cost + 20% Cost+20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly ITriple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly ITriple Shift/ Weekly Triple Shift/ I Weekly Triple Shift/ Weekly ITriple Shift/ Weekly ITriple Shift/ Weekly Triple Shift/ weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly 49 I Emergency Generator 50 I Emergency Generator 51 lEmergency Generator 152 I Emergency Generator I53 Emergency Generator 54 Emergency Generator 55 Emergency Generator 56 Emergency Generator 57 Emergency Generator 158 I Emergency Generator 159 Emergency Generator 160 Emergency Generator Power 350 KW Power 400 KW Power 450 KW Power 500 KW Power 675 KW Power 750 KW Power 800 KW Power 1000KW Power 1250KW Power 1400KW Power 1500KW Power 1750KW Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Cost + 20% Triple Shift/ Weekly Triple Shift/ Weekly ITriple Shift/ weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly Triple Shift/ Weekly TIME & MATERIALS HOURLY EOUIPMENT RATES Equipment Description [JD 544 Wheel Loader with debris grapple IJD 644 Wheel -Loader with debris grapple Extendaboom Forklift with debris grapple [753 Bobcat Skid Steer Loader with debris grapple [753 Bobcat Skid Steer Loader with bucket [753 Bobcat Skid Steer Loader with street sweeper 130 - 50 HP Farm Tractor with box blade or rake 12 - 2 1/2 cu. yd. Articulated Loader with bucket [3 - 4 cu. yd. Articulated Loader with bucket [TD 648E Log Skidder, or equivalent ICAT D4 Dozer CAT D6 Dozer ICAT D8 Dozer 1CAT125 - 140 HP Motor Grader 11D 690 Trackhoe with debris grapple [JD 690 Trackhoe with bucket & thumb 'Rubber Tired Trackhoe with debris grapple IJD 310 Rubber Tire Backhoe with bucket and hoe 'Rubber Tired Excavator with debris grapple 1210 Prentiss Knuckleboom with debris grapple .Self -Loader Scraper Cat 623 or equivalent Hand Fed Debris Chipper IStump Grinder 320 CAT Trackhoe or equivalent w/hydraulic tree & brush cutter head Rubber Tired Loader w/heavy duty brush & tree cutter 1300 - 400 Tub Grinder 1800 -1,000 HP Diamond Z Tub Grinder 130 Ton Crane 150 Ton Crane 1100 Ton Crane (8 hour minimum) 140 - 60' Bucket Truck [Service Truck (Water Truck [Portable Light Plant Equipment Transports 18000 gallon Fuel Tanker [Pickup Truck, unmanned [SeIf-loading Dump Truck with knuckleboom and debris grapple 'Single Axle Dump Truck, 5 - 12 Cu. Yd. [Tandem Dump Truck, 16 - 20 Cu. Yd. [Trailer Dump Truck, 24-40 Cu. Yd. [frailer Dump Truck, 41-60 Cu. Yd. [Trailer Dump Truck, 61 - 80 Cu. Yd. [Power Screen !Stacking Conveyor IOffRoad Trucks Unit Unit Price Hour $120 Hour $130 Hour $95 Hour $75 Hour $75 Hour $75 Hour $60 Hour $130 Hour $150 Hour $120 Hour $80 Hour $150 Hour $170 Hour $120 Hour $130 Hour $125 Hour $125 Hour $65 Hour $130 Hour $135 Hour $195 Hour $50 Hour $85 Hour $250 Hour $300 Hour $350 Hour $520 Hour $150 Hour $200 Hour $275 Hour $160 Hour $60 Hour $70 Hour $25 Hour $90 Hour $70 Hour $14 Hour $150 Hour $45 Hour $63 Hour $72 Hour $90 Hour $110 Hour $160 Hour $35 Hour $150 1 LABOR TIME & MATERIAL RATES Notes: Personnel Description Unit Unit Price Operations Manager Hour $60 Superintendent with truck, phone & radio Hour $54 Foreman with truck, phone & radio Hour $48 iSafety/Quality Control Inspector with vehicle, phone & radio Hour $50 'inspector with vehicle, phone & radio Hour $32 Climber with gear Hour $90 Saw Hand with chainsaw Hour $35 [Laborers & Flagmen Hour $30 IFEMA Public Assistance Manager Hour $130 IFEMA Documentation Clerk Hour $50 'Timekeeper Hour $35 IHazMat Professional Hour $180 1 'Household HazMat Inspection & Removal Crew Hour $110 1 (Generators from 10 KW to 300KW Cost plus 20% 1 Materials Description Unit I Unit Price bill Dirt for Stump Holes - Purchased, Placed, and Shaped CY 1 $40 1 1. The Equipment, labor and material rates shown above are for tasks requested by the City which are not covered in the rates (per cubic yard) for normal debris removal and reduction. 2. Pricing includes operator, fuel, and maintenance. Depending on the severity of the disaster, some or all of the above equipment will be required. Crowder -Gulf will ensure sufficient numbers or each type of listed equipment are available to meet the needs for a particular disaster. 3. The listed equipment should cover all possible equipment needs following disaster. Crowder -Gulf has access and contacts for any other equipment that might be required and will negotiate a rate with County if need arises for equipment not on List. ® MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov PROCUREMENT DIVISION Tel: 305.673.7490 , Fax. 305.673.7851 PERFORMANCE EVALUATION SURVEY Contractor Name: Point of Contact: Phone and e-mail: Contractors will return Surveys directly... Please evaluate the performance of the contractor (10 means you are very satisfied and have no questions about hiring them again, 5 is if you don't know and 1 is if you would never hire them again because of very poor performance). NO 1 2 3 4 5 6 7 8 CRITERIA Ability to manage the project cost (minimize change orders) Ability to maintain project schedule (complete on-time or early) Quality ofworkmanship Professionalism and ability to manage (includes responses and prompt payments to suppliers and subcontractors) Close out process (no punch list upon turnover, warranties, as -built, operating manuals, tax clearance, etc, submitted promptly) Communication, explanation of risk, and documentation (construction interface completed on time) Ability to follow the users rules, regulations, and requirements (housekeeping, safely, etc...) Overall customer satisfaction and hiring again based on performance (comfort level in hiring contractor again) Overall Comments: UNIT (1-10) (1-10) (1-10) (1-10) (1-10) (1-10) (1-10) (1-10) Agency or Contact Reference Business Name: Contact Name: Contact Phone and e-mail: Date of Services: Dollar Amount for Services: PLEASE FAX THIS QUESTIONAIRE TO MARIA ESTEVEZ AT 305.673.7851 March 12, 2006 City of Miami Beach RFP No' 29-05/06 4 of 11 m► MIAMI BEACH Chy of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www miamibeach8.gov PROCUREMENT DIVISION Tel: 305.673.7490 , Fax: 305.673.7851 June 2, 2006 To: Phone: Fax: E-mail: Subject: Performance Evaluation of Number of pages including cover: 2 To Whom It May Concern: Letters sent to Contractors... The City of Miami Beach has implemented a process that collects past performance information on various contractors that perform disaster recovery services. The information will be used to assist City of Miami Beach in the procurement of various disaster recovery projects. The company listed in the subject line has chosen to participate in this program. They have listed you as a past client that they have done work for. Both the company and City of Miami Beach would greatly appreciate you taking a few minutes out of your busy day to complete the accompanying questionnaire. Please review all items in the following attachment and answer the questions to the best of your knowledge. If you cannot answer a particular question, please leave it blank. Please return this questionnaire to Maria Estevez by Wednesday, June 29, 2006 by fax: 305.673.7851; or e-mail mestevezftmiamibeachfl.aov Thank you for your time and effort. Gus Lopez, CPPO Procurement Director March 12, 2006 City of Miami Beach RFP No. 29-05/06 3 of 11 c a) IX 0N W N O a) c U w W; 2 N d' C a) re o U 4) w r H o 1- M m MN E — m V0 g.), a) NnrZ.Sr)r CO a; U rr a) COu. L. N a) t O) >LL W •c o c . 0C C cc a) U W 1---0-EE 1- y .`a Q a) 02 co Q. o PHONE NO. REFERENCES SCOPE OF TASK John Ramsay was the Director for a112005 Projects Debris Removal, Reduction and Disposal: 2005 Hurricanes (954) 828-5341 Jack Boland Debris Removal, 2005 Hurric Jack Boland (954) 390-2190 Mr. David Archacki Perry Laspina Emergency Management Coordinator (561) 798-6378 Jack Boland Roland Mulder Ta O N to co o a °) o a N-...= 0 0 ❑ .` = ❑ v v CC 0 0 ct c 2005 Hurrica Debris Removal, a) c ca U E E Y N> City of Pompano Beach, Florida Jack Boland Debris Removal, (454) 545-7011 Mr. D.C. Maudlin, Public Works Director Walt Nawarra City of Pembroke Pines, Florida Charlie Hunter Mr. Shawn Denton 00 0 0 0 O O O O 0 o .- co M O S 69 fA E9 Debris Removal, 2005 Hurric 0 J d CC a) N a N ❑ c O) Assistant Director of Public Services PHONE NO. REFERENCES SCOPE OF TASK ± \ E (305) 466-8930 (561) 644-7483 ca 2 E m \ k 7 2 ( ƒ) ) 02 45 02\ Charlie Hunter James Cooper Mr. Ken Reardon, Public Works (786) 258-3277 City of North Miami, Florida Mark E. Collins, Public Works Director CID City of North Miami Beath, Florida • Mr. Esmond Scott, Public Works (239) 472-6397 • City of Sanibel Island, Florida co c 1 f } § ) ) tick 69 69 E 76 Tocc\g 1 = %]0 2005 Hurricanes Debris Removal, 69 69 69 Mr. Gates Castle, Public Works Director (239) 213-5857 (239) 643-0733 (239) 289-9685 (239) 479-8124 7 } cn )c )f \( f ui co E`< N «a 20 \in a) E � � � « __o®oc /{ =a `0a #2f = /) ]§Ip;° 00 J§)®{\ 20 �/ 0 wo25 o Rk • ;ay C C ) 0 0 CO \ 0 0 _ _ < CC FE 0 0 0 0 0 0 0 0 CO- 05 In OC # # # , E # / 2 @( w E a§ ) Ea, E7 > a) \- § _ # A =) 0 = t A = A ® X / 2 = 2 = ® aat5 L -J =5 £E/f = v. ©| J70J 0 V7 0X /]£ /7\ WOH 0 il d 0r. 0 0 c ) ) ) ) co ), ) ad )03 ](0 )co ), ), 2\ gE 0S(o §E §E §e 2 g5 R� R2 a7« a« RI a2 a2 a2 a2 PHONE NO. (239) 229-1117 (239)229-1132 (239)765-0202 (409) 835-8466 (800)216-4424 (281)337-2489 (228) 217-0330 (228)435-6254 (228) 868-5818 — Cs co . ea c E E \ k 12 \ u. £ G co £ - - G x m E — _ 0 ® _ \ )�® `\ .chis -k m. ,[ (0 \ 0E Tk 2§ k0 }\)/ § ;u t * \°° j2I ( a-§/ « _" (tE — r■a & \I §( u. /\ E 222000\5- \/ §\ +�/\ 0 g t § _ 6- = 5 » § 13 £ e = / s ] / g 2 § �)k}\//\\ /&« \f f\ f\®/ u. u b£)±§£ 6 0 000 3± os o o 00X . . . . . . . . . th9§ la N o- o) § _\ £ 2 E 0 e� B�§. [/ _ } ] tro ] ] ) / k J }f) E ��� < ( £ » \ 7 f | r k 0 _: E E e f () f § ak 2 2 3 a J R A ] I - \ cc >- o co o CC \ ) .o \ \ \ 0 \ § \ \ X <§ - - - - _ �: LO r— _ _ _ _ _ _ _ _ _ CO To et co § o & — e — ( _ e _ 2 _ ( _ 0 co (o (o ( u (®�(`— C 0 _ C 0 = C 0 =) 0 C 0 C i $ C J C \3 2ka 2#a2go2§6-J . 77 277 20 7277/0 \2]]=tIDsX 3J li 11 ic SCOPE OF Debris Re \R 0 0 .c -c co 0 § as -0 -c ) ) } )! )co )2 /J )/ (J §) ]) /f LL 0 u. W j o X 9 r6 W°)u m u O uav~C o m o 0 U w o o O. IX W ; "9 Q O) N 0) O) 0 Z 7 E 0 H am 0 0 m ce H w LLo o O go o • Oto w U o 00 0 W w O oG n NI - t o e0 O (.i dV3 63 (9 7 F' ▪ el miiio O y Tv; 71 Y o Oco >o W >oco 0 o c oU 0 O 0 CD r CO.0 0 C 0 ft 49 0 C o 0 0 k EC .€2 o U ci 0 fl -=O 0 • d-0 • 0 v d O I -=O �- 0 0 • 0 CD CD a 0 CD CD N_ N 0 Q.' N 0 CC (0 0 A O Ir 0 .4- r PHONE NO. REFERENCES (251) 947-1011 • Baldwin County, Alabama (251) 621-3182 Leigh Ann Ryals, EMC Director • Walton County, Florida (850) 892-8470 Mr. Bill Emfiled, Director of Purchasing John Ramsay was the Director for a112004 Projects N 1,- N r 1- d' O Q) N- N (O CO r r l0 V 1- 1` ) r r) n O r C') M CO O) I- (O r M C • T v N (O O a N- r 10 a0 LLD V N -V O) O) N N T co (o O) 10 M T N N O) T CO 10 ▪ OO to to CO N- N N OD ✓ r r CO V O O r r T T O 1l') 10 10 CO M LO to N N M M 10 N N N CO CO CO CO CO Cr) N N CO Lyman Ramsay $230,000,000 S( Ir W O) 0 2005 Hurricanes 2004 Hurricanes 0 c 8 • d C c U c N • LL -3 -o I N co O L a) NO2 Don Beauchene Charlie Hunter 0 U ert 0 07 c 0 co u. w CO0 u U. 9%g' 5m2 » o_m =| = / 0o §�§ §$_ « >-g ��>: <t 0 «»/ § 0_} } } 0 j \k) REFERENCES Bill Imfield, Director of Purchasing (386) 986-2332 (386) 424-2476 (863) 534-7631 co co (407) 246-3573 (407) 836-7979 (757) 259-9850 le H > §20 ■ [] CO - N §1 0- " k ° k,b < 22 j0 w a0 c==w SCOPE OF § ± 5 15 \\ k0 CO mRot 2 PHONE NO. CD (O CO 0 0 0 N- 0 0 CO 'V' CO M N I- N- 0 O) V 0 CO r It W M N M q CO N 10 9 N V O 0 Mr M 0) in M O) (O (° O) N N V CO 10I- r (O co (n CO C CO CO (0 (O C V' N- N. N. )` r N- N. N. N- N N LO 10 10 LO LO I.C7 LO LO LO 10 10 N- N N- r r N- r- r N. N N (252) 475-5803 (252)972-1299 (252) 792-5142 (336) 727-2545 >._ U C t Y 0 22 C Y 1.1 c U O O CO Z p a) E 0 O O O Y V) E _ ''= - N y CO d o c o U O) O E o m `o Y co 'En u _,....!...-- a:, Q d 0 m as > Uy mas a c ao �,o U o> 0 d 0 0 03 J E o 5 oU c d U c > 4_ a m y C U O O Q a1 ¢ O) C U H co a C a) 0 a) - N a) CO C W y 0 U ui ° ¢ .. 0 a N Y . V U W N .(O O N a E .>, -moi •N W a) O L Z 'c a7 O. Y = a) 7 c C) N E CO N C = a) L O a -t O c Q m o) a co E c m a o O C 'c y w a= > a U U m o' a) c - U a) ° m a) to Q = y y, = N M ata ` v a y U N of N a d S 0) 3z v a aai aY o > m a' 0)o U 2 crY ai 1- N w t _ ai rn o E o oy a) O a U. U m$ E E m d °o v Y> U E vim 'c 20 � Cr" L N m Y c CO O U N Y U N o O c Z o o O_ O aZ t c m0 wo a0i it CD N=O 0 3o Ow_ d dam V LL f6O d O LU of O00 �W wUcli oU Ce Oa0 LL W w • W O o o CO mU J p = d' • • • • W Z U • • • • • O Z i Q0. reO)0 #a. W H y _C p) co C co O) co (Y O OLLCi UwU' d ° m 0 = (01 = E (Li ii W a. Q ..� L 3 L L U T L V CO 0-M m = v O CO U v 0 W Y v CO C4 W O' 0 F- 0 0 0 w0 0 0 W 2 w 0 0 o W¢< 0 Et O W 0 0 W > 2 »a EA C (a I- CO y a ch 1 c o ›-o = o E0 i U E0io E >- a) c 0 a) c -o) o O r.o m0 o m a 0 'C 7 O (O C 7° a) co c N O a'o aN .0 aN a 0a0N 0Q_0(o 0 co 0 rr SCOPE OF co 3 2N E Cce (o W = 1 u c (o 1 1 I O ¢ co O CO O M N U 9 m 0 0 0 =U N co N 0 N> Z / og CO 2 0 u. .J 9�ix 5d0 0 Q. ILI 'VP■5 ° § >- 0 §' k PHONE NO. REFERENCES \LU\ CC b( \w j0- SCOPE OF TASK \ ) (540) 386-9414 (713) 837-9214 (407) 249-3020 (252) 399-2461 (252) 972-1299 (252) 459-9823 (830) 780-5046 (830) 660-1830 (254) 742-9967 (228) 831-3361 # = 6 ` .c r »® ) ) k _\ » co- o k2 , ) ® flo \/f 0 f [§ \��� co �cia �� ��� / m \ 7772 E ) co /\ \ \k\ •. z & /\ a :« 3 g� .c { c m akf®f \ 2/ )¥(£)\\ \ y«m _ , \ ze» ƒ _0a ƒc .cw, #)I))//o ` c \ > _§$% &o tco kr)£ sE.z f3\ k$§ 27cgIE4/ X_ /)G )\/) )) )]/\ m \ 7z - 3t £2 $ «)%I ASR aI; 2}¥n»/ )I 7f|-/2 c° bmf )))2zH )\f) 0$)0))07 f§/ \f« • § 0f ) 2002 — Ice Storm Kansas City, KS Em \ Eas c E 0 as E _ ) z _ « J k c k c o coo (§r- %•>®# 1 / ( (EA «± 0 ) § Dickie Ladner o co _ o m m « >_)®» a§iWI E-com0000 (`f` § ;)a 0 u),- .):2 ;) n E 0\ `w�� S= ±!*_� 2900 0Eco \LL 1 k Lu ■ § 0 -Ik� Amo MZILI 5 §\ ° re CO /k §' j \� CC > §. _ 0 - CO k §' PHONE NO. REFERENCES SCOPE OF TASK Dickie Ladner (252) 399-2461 to / p r \$� \ E \ o D— o )2i /f) 202 op (252) 399-2483 Ms. Deborah Boyette, Asst. Dir. of Public Works (252) 399-2464 • Mr. Steve Clayton, Solid Waste Director (252) 399-2423 • Mrs. Annie Lee Sidberry, Contract Administrator 1 \co CV § 'Cr ( ( ) k k CO 00 CO CO OD • Mr. Don Tutor, Corps of Engineers, Memphis, TN • Mr. Joe Villadsen, Public Works Director • Mr. Ken Hammonds, City Manager • Ms. Pam Daniels, CDM Egnr. & Construction, Inc 0 0 _ ® To }/ j0 13 } {7 }} (904) 436-5693 • Mr. Robert Baker (904) 265-2121 • Mr. Ricky Horst Ecacns _ en ( _ _ ) _ _ _ / / _ / tx ) ) 2 ) cc ) % 2 % 2 i ) ) ] % ) ) ] City of Wilson, NC 00 00 0 06 06 o Sci EA S 69 -° j « _ SEE 06 ,\;) a a §\k 6_ kc\ wc0 k//§ k§b .-15 -0o0§8 \2/ ff®.cc°O »-EaQ6 37o0e3E2 27/ 2#ƒ4]27§ \ƒ y0 k c c co co fc 0 • 0So/ E§ co < ±um aL=50r0 Panama City, FL )E r co .- 3 i- 1 Lo -Om -0 i J LL x U W Lt. uj J• o x • X W N OU. >. >. >. G #y m of w 3yw }---W E L E L E L OLLV V(� m V 0 0 • 0 X. 5: -)Q a w cc 2 m K Q' O Z L L _0 W¢ O p O O O p } R' • O- ~ o o O • 2 W 0 0 0 W J-3 O 6 O CC ; J LL 2 U W w 0 V J O = 7 G' N U. O O dUw OLLC.)) H x'0'5 -Q 0 Leg y a2 > > O O H UJIUU • >CC W » 0- 0 0 PHONE NO. REFERENCES SCOPE OF TASK P. O. Box 4790 • Mr. Harley R. Hartley Jimmie Crowder Jacksonville, FL • Mr. Randy Perkins Jimmie Crowder (305) 262-9898 • Mr. Esteban Solar John Ramsay (305) 262-9898 • Mr. Joe Solar, Resol Engineer & Construction (305) 262-9898 Mr. Esteban Solar (305) 262-9898 (305) 262-9898 (305) 262-9898 O O d 7 12 N N C C N o O N O 0 2 .6 06 oO N N U N N N C C rn rn O C C W W > O • coo CC 8 0 o a 0 O Y 0CD 0 co leo N 00❑CI D. ▪ W >. T COco co E E N CC W c C o o • City of Birmingham, T 0)) E 0 C 0 0 o 0 0 0 0 0 o 0 6 0 0 0 CO O M co to 0) H r r r v� f» 63 » 03 Debris removal (0 N Debris removal N N N N C -J C c J C N w N co LL co 0) C _ r 'C U N ceC Lu = 2 'j c O_ 11 7 0 Z. N 45 N C N N O 0 N N N N to rnv Ea) U (NJ cc a rn$ E NI coco c 5 r< 0W -, < col r< 2 rQ (205) 254-2401 Birmingham Botanical Gardens Mountainbrook, AL 06 c) 06 0 0 > > • E 0 E 0 o E c E c o o i'0 00 o y •0 c 0 0 d = d 3 w a)ao ya o N 0 2 0 c) .1 - Key Biscayne, FL 1991 - Ice Storm Gardens & Zoo PHONE NO. REFERENCES \\03 CO (843) 727-6884 (843) 727-6875 ( \ k 0 co/ } )= " 0 § _ G - c 0 to Ali2 ■ ± ) O ) 0 o co k R c 0- \ r R) /)\} 7; ca )\} .m at£){))#)A g§/)£f222 ¥]<.. • • MI W 0 \§ \ 2 }] 0 § ] ) <f0 0° o .z j\a / \/ c 0 37@28 0 0 § CC0etaes (713) 641-5111 • Mr. Daniel Black SCOPE OF • Mr. Bill Campbell, Contracting Officer, USACOE 5,000,000 CY OD CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • REFERENCES 1. Project Title Client: Contact: Period: Project: 2. Project Title: Client: Contact Period: Project: 3. Project Title: Client: Contact: Period: Project: 4. Project Title: Client: Contact: Period: Project: 5. Project Title: Client: Contact: Period: Project: 6. Project Title: Client: Contact: Period: Project: 7. Project Title: Client: Contact: Period: Project: - DISASTER PROJECTS FEMA -1609 -DR 2005 Hurricane Wilma City of Ft. Lauderdale, Florida Greg Slagle, Public Works Department (954)828-5341 10/05 — 3/06 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma City of Wilton Manors, Florida David J. Archacki, Emergency Management Coordinator (954)390-2190 10/05 — 12/05 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma City of Pembroke Pines, Florida Shawn Denton, Director of Public Services (954) 538-3644 10/05 — 2/06 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma Village of Wellington, Florida Tim Hunt, (561)798-6378 10/05 - 1/06 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma City of West Palm Beach, Florida Ken Reardon, Public Works (561) 644-7483 10/05 — 12/05 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma City of North Miami, Florida Mark E. Collins, Public Works Director, (305)893-6511 ext. 2211 10/05 — 2/06 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma City of North Miami Beach, Florida Esmond Scott, Public Works, (305)336-9006 10/05 -11/05 Manage, survey, collect, reduction and disposal of debris 17 UKUWUtR-CiULI- RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL 8. Project Title: Client: Contact: Period: Project: 9. Project Title: Client: Contract: Period: Project: 10. Project Title: Client: Contact: Period: Project: 11. Project Title: Client: Contact: Period: Project: 12. Project Title: Client: Contact: Period: Project: 13. Project Title: Client: Contact: Period: Project: 14. Project Title: Client: Contact: Period: Project: 15. Project Title: Client: Contact: Period: Project: FEMA -1609 -DR 2005 Hurricane Wilma City of Pompano Beach, Florida D.C. Maudlin, Jr., Public Works Director, (954)786-4106 10/05 — 1/06 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma City of Aventura, Florida Robert M. Sherman, Director of Community Services (305)466-8930 10/05 to 11/05 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma Lee County, Florida John Campbell, Emergency Management Director (239) 477-3614 10/05 - 1205 Manage, survey, collect, reduction and disposal of debris FEMA -1609 -DR 2005 Hurricane Wilma City of Sanibel Island, Florida Gates Castle, Public Work Director (239) 472-6397 10/05 — 12/05 Manage, survey, collect, reduction and disposal of debris FEMA -1606 -DR Hurricane Rita Jefferson County, Texas John Cascio, Emergency Management Coord (409)722-4371 10/05 — 2/06 Manage, survey, collect, reduction and disposal of debris FEMA -1607 -DR 2005 Hurricane Rita Calcasieu Parish, Louisiana; Ceres Environmental Dave McIntyre, President, (800)218-4424 ext. 105 9/05 to present Manage, survey, collect, reduction and disposal of debris FEMA -1604 -DR 2005 Hurricane Katrina City of Pascagoula, Mississippi Kaye Kell, City Manager (228)217-0330 8/05 to present Manage, survey, collect, reduction and disposal of debris FEMA -1604 -DR 2005 Hurricane Katrina City of Biloxi, Mississippi A.J. Holloway, Mayor (228)435-6254 9/05 to present Manage, survey, collect, reduction and disposal of debris 18 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL 16. Project Title: Client: Contact: Period: Project: 17. Project Title: Client: Contact: Period: Project: 18. Project Title: Client: Contact: Period: Project: 19. Project Title: Client: Contact: Period: Project: 20. Project Title: Client: Contact: Project: 21. Project Title: Client: Contact: Period: Project: 22. Project Title: Client: Contact: Period: Project: 23. Project Title: FEMA -1605 -DR 2005 Hurricane Katrina and FEMA -1549 -DR 2004 Hurricane Ivan Baldwin County, Alabama Lee Ann Ryals, Director of Baldwin County EMO (251)947-1011 Tom Grainger, Baldwin County Engineer (251)455-5141 9/04 - 2/05 Manage, survey, collect, reduction and disposal of debris FEMA -1605 -DR 2005 Hurricane Katrina and FEMA -1549 -DR 2004 Hurricane Ivan City of Daphne, Alabama Ken Eslava, Public Works Director (251)591-3377 9/04 —1 /05 Manage, survey, collect, reduction and disposal of debris in City and Parks FEMA -1605 -DR 2005 Hurricane Katrina and FEMA -1549 -DR 2004 Hurricane Ivan City of Gulf Shores, Alabama Chuck Hamilton, Gulf Shores Public Works Director (251) 968-1155 9/05 -10/05 Katrina Manage, collect, reduction and disposal of debris, beach cleaning, debris removal from Gulf Waters and surrounding water bodies FEMA -1605 -DR 2005 Hurricane Katrina and FEMA -1549 -DR 2004 Hurricane Ivan State of Alabama Department of Conservation and Natural Resources Terry Boyd, DCNR Director (334) 850-5060 / (334) 868-9851 Chuck Hamilton, Gulf Shores, Public Works Director (251)968-1155 Matt Bell, Engineer, Volkert & Associates (251) 968-7551 Mitch Kidd, Engineer, Volkert & Associates (251) 968-7551 06/05 — 3/06 Debris removal, disposal and beach cleaning - Gulf of Mexico, Alabama State Park, Little Lagoon, Weeks Bay, Magnolia River and Dauphin Island 2005 Demolition of Former Navy Housing — Lexington Terrace Escambia County Parks & Recreation Department Kevin Briski, Director (850) 595-4980 Demolition, collection and disposal of debris FEMA -1539 -DR 2004 Hurricane Charley and FEMA -1561 -DR Hurricane Jeanne Orange County, Florida William P. Baxter, Public Works Director (407) 836-7979 Deodut Budhu, Manager Roads & Drainage (407) 836-7919 8/04 — 4/05 Manage, survey, collect, reduction and disposal of debris FEMA -1539 -DR 2004 Hurricane Charley and FEMA -1561 -DR Hurricane Jeanne City of Orlando, Florida David Metzker, Public Works Director (407) 246-3573 Mike Carroll, Solid Waste Bureau Chief (407) 538-8916 8/04 — 2/05 Manage, survey, collect, reduction and disposal of debris FEMA -1539 -DR 2004 Hurricane Charley and FEMA -1561 -DR Hurricane Jeanne 19 UKUVVutK-UULr RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Client: Contact: Period: Project: 24. Project Title: Client: Contact: Period: Project: 25. Project Title: Client: Contact: Period: Project: 26. Project Title: Client: Contact: Period: Project: 27. Project Title: Client: Contact: Period: Project: 28. Project Title: Client: Contact: Period: Project: 29. Project Title: Client: Contact: Period: Project: 30. Project Title: Client: Contact: Period: Project: Entities: Brevard County, Florida Uri Rodriguez, Solid Waste Department Manager (321) 633-2042 Roger Turnbull, Solid Waste Operations Manager (321) 633-1888 9/04 — 2/05 Manage, survey, collect, reduction and disposal of debris FEMA -1539 -DR 2004 Hurricane Charley and FEMA -1561 -DR Hurricane Jeanne Polk County, Florida Lance Davis, Roadway Maintenance Superintendent (863) 534-7631 8/04 — 3/05 Manage, survey, collect, reduction and disposal of debris FEMA -1539 -DR 2004 Hurricane Charley City of Sanibel Island, Florida Gates Castle, Public Work Director (239) 472-6397 8/04 — 2/05 Manage, survey, collect, reduction and disposal of debris FEMA -1539 -DR 2004 Hurricane Charley and FEMA -1561 -DR Hurricane Jeanne Lee County, Florida John Campbell, Emergency Management Director (239) 477-3614 8/04 — 2/05 Manage, survey, collect, reduction and disposal of debris FEMA -1539 -DR 2004 Hurricane Charley and FEMA -1561 -DR Hurricane Jeanne Hardee County, Florida Janice Williams, Solid Waste (863) 773-3199 8/04 — 2/05 Manage, survey, collect, reduction and disposal of debris FEMA -1551 -DR 2004 Hurricane Ivan Walton County, Florida Bill Emfield, Director of Purchasing (850) 892-8470 9/04 —1 /05 Manage, survey, collect , reduction and disposal of debris FEMA -1551 -DR 2004 Hurricane Ivan Escambia County, Florida George Touart, County Administrator (850) 595-4947 9/04 — 6/05 Manage, survey, collect, reduction and disposal of debris FEMA -1491 -DR -VA, 2003 Hurricane Isabel Virginia Peninsulas Public Service Authority Stephen B. Geissler, P. E., Executive Director (757) 259-9850 9/03 — 4/04 Manage, survey, collect, reduce and dispose of approximately 1.9 million CY of debris City of Newport News, James City County, City of Poquoson, York County 20 CROWDEK-(iULI- RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL 31. Project Title: Client: Contact: Period: Project: Entities: 32. Project Title: Client: Contact: Period: Project: 33. Project Title: Client: Contact: Period: Project: 34. Project Title: Client: Contact: Period: Project: FEMA -1491 -DR -VA, 2003 Hurricane Isabel Southeastern Public Service Authority Steve Coomer, CPPB, Purchasing Administrator (757) 420-4700 9/03 — 4/04 Manage, survey, collect, reduce and dispose of approximately 2.25 million CY of debris City of Norfolk, Isle of Wight City, City of Suffolk, Southampton City, City of Virginia Beach FEMA -1457 -DR -NC, 2003 Ice Storm Debris Removal City of Winston-Salem, North Carolina Public Works Department Gregory M. Turner, Assistant City Mgr. Public Works (336) 727-2545 Rebecca McBride, Director of Sanitation, (336) 727-2638, (336) 748-3080 4/03 — 5/03 Manage, survey, and collect vegetative debris FEMA -1403 -DR -MO, 2002 Ice Storm Debris Removal and Reduction City of Lee's Summit Missouri Public Works Department Robert Hartnet, Deputy Director of Public Works - (816) 969-7323 Russell Pankey, Procurement Manager (816) 969-7466 2/02 — 4/02 Manage, survey, collect and reduce vegetative debris FEMA -1402 -DR -KS, 2002 Ice Storm Debris Removal and Reduction Unified Government of Wyandotte City & Kansas City Kansas Public Works Department Bill Blackwell, Deputy City Engineer - (913) 573-5700; (816) 835-4486 Cell George Sooter, Right of Way Manager — (913) 573-5700 2/02 — 4/02 Manage, survey, collect and reduce vegetative debris Note: All of the above were federally reimbursable projects and were completed without dispute. 21 UKuvvuerc-uuLr RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL QUALIFICATIONS Qualifications of Personnel. The severity of the disaster will determine how many employees will be assigned to a specific disaster event. Depending on the scope of the disaster, Crowder -Gulf uses a combination of company crews and subcontractors to perform work. We will begin with Crowder -Gulf personnel and proceed to add additional personnel or subcontractors until we have sufficient personnel to effectively and efficiently manage and handle the disaster recovery effort. We have commitment letters from numerous subcontractors in the Southeast who will respond and mobilize within 24 hours of notice. Our policy is to hire qualified local subcontractors if they are available. Crowder -Gulf has the following sources of management and inspection personnel: • Personnel who are currently employed by Crowder -Gulf on a continuing or consulting basis with vast experience in managing and performing disaster related work. • Large subcontractors who can provide their own competent management and inspection personnel with minimum oversight from our Management Team, along with over 200 other self- sufficient experienced subcontractors who have worked with us on previous disasters and understand Crowder -Gulf's management philosophy and Management Plan. • Retired and semi -retired construction, city, City, FEMA, and power company professionals who are experienced in managing and inspecting disaster related work. • Crowder -Gulf has a standby agreement with various engineering companies to provide personnel for engineering services. • For temporary housing, Crowder -Gulf is teamed with North American Catastrophe Services, Inc. NAGS is recognized as the nation's leader in providing turnkey solutions to temporary housing. They are capable of responding under the PA program as well as the IA program. Their PA housing can consist of every level of service needed including but not limited to housing, catering, laundering, security and power support. Their turnkey IA housing program is the blueprint for GSA. • We have a stand-by agreement with Garner Environmental Services, Inc., to handle hazardous materials. Garner Environmental will respond to a wide spectrum of pollution incidents with professional personnel to insure a proper, legal, and effective cleanup, 24 hours per day, 7 days a week. Garner Environmental response teams are staffed and supported with qualified and extensively trained personnel who are fully equipped with state of the art response equipment and instrumentation. Garner, established in 1981, is recognized as an industry leader and has combined the best and most practical field experiences and the most practical technologies available for investigation, remediation, restoration, and management of hazardous, non -hazardous emergency situations, sites and facilities. Crowder -Gulf will respond with manpower and equipment within 24 hours of receipt of a Notice to Proceed issued by City of Miami Beach. All Crowder -Gulf officers, managers and supervisors have been involved in previous successful disaster related debris operations and have been trained to the quality control concerns, safety concerns ethics and drug policies of Crowder -Gulf All key personnel understand our management plan concept and its relationship to this company's Mission Statement. The following is a list of our key management, administrative and supervisory personnel: 22 UKOWutK-UuLr RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • John Ramsay — Director of Operations (DO) & President. Mr. Ramsay is a graduate of Auburn University with a degree in Agriculture and has over 37 years of experience in storm debris operations and management. He has directed the successful completion of over 18 major operations from the most recent 2005 Hurricanes Dennis, Katrina, Rita and Wilma to Hurricane Camille in 1969. He is one of the foremost experts in all phases of a debris operation from removal, reduction, recycling and disposal. Major natural disaster projects successfully completed as Director include: Year & Disaster 1) 2005 Hurricanes Dennis, Katrina, Rita and Wilma 2) 2004 Hurricanes Charley, Frances, Ivan and Jeanne 3) 2003 Hurricane Isabel 4) 2003 Ice Storm 5) 2002 Ice Storm 6) 2001 TS Allison 7) 1999 Hurricane Floyd/Floods 8) 1998 -Hurricane Georges 9) 1996 -Hurricane Fran 10) 1995 -Hurricane Opal 11) 1995-Hurricanc Erin 12)1994 -Ice Storm 13) 1992 -Hurricane Andrew 14) 1991 -Ice Storm 15) 1989 -Hurricane Hugo 16) 1983 -Hurricane Alicia 17) 1979 -Hurricane Frederic 18) 1969 -Hurricane Camille Contracting Entity Florida - Florida DOT, Counties: Bay, Walton, Escambia, Lee. Cities: Ft. Lauderdale, Sanibel Island, Wilton Manors, West Palm Beach, North Miami, North Miami Beach, and Pompano. Alabama - Baldwin City & the City of Atmore Mississippi — Cities: Pascagoula, Biloxi and Gulfport Louisiana — Calcasieu Parish Texas — Jefferson County & City of Dickinson 38 Cities and Counties in Florida, Alabama and Mississippi Virginia — VPPSA (Cities of Newport News & Poquoson, Counties of James City & York); SPSA (Cities of Norfolk, Suffolk, & Virginia Beach; Counties of Isle of Wight & Southampton). North Carolina — Dare County, Towns of Nags Head, Kitty Hawk, Hatteras, & Williamston, Cities of Rocky Mount & Wilson. Winston-Salem, NC Lee's Summit, MO & Kansas City, KS Harris County & City of Houston, TX Counties of Wilson, Nash, Edgecombe, & Richmond, NC; Cities of Wilson, Rocky Mount, Princeville, and Rockingham, NC Harrison County, MS COE- 20 counties in NC; City of Wilson, NC; City of Wilson NC Cities of Panama City, Lynn Haven, FL; Bay County, FL Escambia County Utility Authority, Pensacola, FL Cities of Memphis & Germantown, TN Miami Beach; City of Miami; Key Biscayne; Broward County, FL Birmingham, AL Charleston, SC; Cypress Gardens in Charleston; Manning, SC; Florence, SC; Kershaw County, SC; SC DOT Harris County & City of Houston, TX COE —Mobile, AL District MS & AL- Agricultural Stabilization & Conservation Service • Bud Rich — Assistant Director of Operations (ADO). Bud has held overall direction and control positions in debris management since 1993 and is regarded as an expert in the specific phase of debris reduction. His major storm experience includes Hurricanes Charley, Frances, Ivan and Jeanne in 2004, Hurricane Isabel in Virginia in 2003, Winston-Salem in 2003, the ice storms in Kansas and Missouri in 2002, Hurricanes Erin, Opal, Fran and Floyd, plus numerous smaller operations over the past nine years. 23 UKUVVUtrc-UULr RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • Raymond "Buddy" Youna — Public Relations / Technical Assistance Manager (PR). Buddy was Regional Director of FEMA Region VI from 1993 — 2001. Buddy served as Administrator for 133 federally declared disasters and emergencies. He is nationally known and recognized in the Emergency Management business and is extremely knowledgeable about FEMA policies and procedures. Buddy is a retired Captain of the Arkansas State Police where he served for 26 years. He has provided management support and technical assistance to Crowder -Gulf's clients following the most recent 2005 Hurricanes that devastated the Gulf Coast to Hurricanes Charley, Frances, Ivan and Jeanne in 2004 as well as Hurricane Isabel in 2003. Buddy also works with the Texas A&M Engineering Extension Program as an adjunct instructor. This program has a contract to provide terrorism response training to include all types of incidents for local and state governments, as well as the U. S. Air Force. He conducts full-scale exercises with local and state agencies in response to incidents of terrorism and natural disasters. Buddy is one of the most knowledgeable people working in the debris management business concerning the management of major disasters. • Maraaret R. Wriaht. Ph.D. - Soecial Proiects Manaaer/On-site Office Manaaer. Margaret has had over twenty years of professional training and managerial experience. Her most recent experience has been following Hurricane Rita in Calcasieu Parish, Louisiana. She has been a vital part of the management team working day to day with the Corps of Engineers through Ceres Environmental. Her past experience in disaster recovery includes general manager in Florida following Hurricanes Charley, Frances, Ivan and Jeanne and in Virginia after Hurricane Isabel and onsite Office Manager in North Carolina after Hurricane Fran. Her duties included regulations compliance, management of record keeping which included day-to-day operations of work completed, communication and coordination with contracting entities during reconciling process, and conducting formal evaluations at completion of projects. In her previous employment with Intelligent Decision Systems, Inc., Margaret was a team member for curriculum analyses for eight Navy courses. She directed extensive data collection and analysis, and formulated recommendations regarding realizing maximum training efficiency and effectiveness through the infusion of technology. She was also involved in the analysis and development of a large award-winning project for the Navy's Surface Warfare Officer School that provides on-the-job training utilizing technology and a cognitive apprenticeship approach to present instruction. Margaret has also held positions with both the University of South Alabama and the Mobile City Public School System, which required project coordination and management skills. • William Wriaht — Safetv/Qualitv Control Manaaer (SOCM). Mr. Wright has an engineering degree from Auburn University and worked for Alabama Power Company for 31 years in various management positions. In the aftermath of Hurricanes Frederick, Erin and Opal he was responsible for managing and coordinating power crews in the restoration of power in the Southeastern Division of Alabama Power. Willie served as a Safety Specialist for Alabama Power from 1995 until his retirement. He is presently a Safety Consultant to Crowder -Gulf and a key member of our Management Team. Willie managed Crowder -Gulf's debris and reduction operation in York County, VA after Hurricane Isabel and Orange County, Florida following Hurricanes Charley and Frances and Escambia County, Florida after Hurricane Ivan. 24 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • Eric Hall — Debris Reduction Manaaer IDM) / Proiect Manaaer. Mr. Hall is a specialist in Air Curtain Incineration and has worked in the storm debris business since 1987. He has worked as Debris Reduction Manager for Crowder -Gulf in Florida after Hurricanes Andrew in 1992, Erin and Opal in 1995, plus North Carolina after Hurricane Fran in 1996. Eric managed Crowder -Gulf's debris operations in City of Orlando following Hurricanes Charley, Frances and Jeanne in 2004 and in Dare County, North Carolina, during Hurricane Isabel in 2003. • Charlie Hunter — Proiect Manaaer/ Sales Representative. Mr. Hunter spent over twenty (20) years in the active U.S. Army Corps of Engineers in numerous duty assignments from 1956 till 1977. Upon retiring from the U.S. Army, Mr. Hunter worked for three (3) Counties in the State of Florida from 1977 until February 2001 serving as Solid Waste Operations Director for Putnam County from 1977- 1988, Sarasota County from 1990 — 1991, and Brevard County from October 1991 - 2001. After retiring from Brevard County under the State of Florida Retirement system, he came to work with Crowder -Gulf in October 2001. He was a project manager in Florida following Hurricanes Katrina, Wilma, Charley, Frances and Jeanne and in Lee's Summit, Missouri and Kansas City, Kansas after the 2002 ice storms. Available Personnel: The following is a list of Crowder -Gulf's available management, administrative, and supervisory personnel (full resumes are available on request) who, depending on the scope of the work, may be assigned to the contract: • L. W. Ramsay, Jr., BS in Agriculture - Assistant Director of Operations • Jimmie T. Crowder — Assistant Director of Operations • Robert L. Mayo, BS in Accounting, CPA - Accountant • Judy Davis - Accountant • Kelly Pridgen — Project Manager / Accounts Manager • Ashley Ramsay — Project Manager / Manager of Disaster Administration Office • Tina L. Crowder — Office Manager • William M. McGough, Jr., BS in Civil Engineering - Equipment Superintendent • Don Beauchene, Project Manager • Ricky Boy Jones, Project Manager • Austin Bolton, Project Manager • Larry Smith, Project Manager • Hugh Houlton, Project Manager • Doug Walton - Sub -contractor Crew Coordinator / Superintendent • James Cooper - Sub -contractor Crew Coordinator / Superintendent • John Aaron Ramsay — Superintendent / Sub -contractor Crew Foreman Coordinator • Lyman M. Ramsay — Project Manager / Accounts Manager • Amber Ramsay - Public Relations / Media Manager / Customer Relations • Wes Naile — Logistical Coordination • Jason Thompson — Computer Network Specialist • Kelley James — Subcontractor Accounts Payable Manger, Disaster Administration Office • Kelly W. Carroll, MSW - Project Specialist • Melinda Kohnle — Contracts Manager 25 JOHN RAMSAY 9209 Ramsey Road • Grand Bay, Alabama 36541 •251-653-5075 EMPLOYMENT CROWDER-GULF President / Director of Operations, 1990 - present • Director of Emergency Recovery Work after natural disasters. Projects completed include: Hurricane Dennis 2005 Florida, Alabama Hurricanes Charley, Frances, Jeanne, Ivan, 2004 Florida, Alabama, Mississippi Hurricane Isabel, 2003 Virginia and North Carolina Ice Storm, 2003 Winston-Salem, North Carolina Ice Storm, 2002 Kansas City, Kansas Ice Storm, 2002 Lee Summit, Missouri Floods SW Virginia, 2001 Virginia Tropical Storm Allison, Houston, Texas 2001 Hurricane Floyd, 1999 Guadalupe & Comal Rivers Flood, 1999 Hurricane Georges, 1998 Hurricane Fran, 1996 Hurricane Opal, 1995 Hurricane Erin, 1995 Ice Storm, 1994 Hurricane Andrew, 1992 Hurricane Hugo, 1990 Wilson, Nash, Richmond & Edgecombe Counties, NC, Cities of Wilson, Rocky Mount, Rockingham and Princeville, NC New Braunfels, Texas Gulfport, Mississippi North Carolina, contracts with Corps of Engineers for 20 counties, City and County of Wilson Panama City, Lynn Haven, Panama City Beach, and Bay County, Florida Pensacola, Florida Germantown and Memphis, Tennessee; Natchez, Mississippi Dade and Boward County, Florida South Carolina: Charleston, Manning, Florence, Kershaw County, SC Department of Highways and Public Transportation GULF EQUIPMENT CORPORATION Vice President / Protect Manger, 1984 - present • Telecommunications Project Director and Coordinator for complete cell site development (Turnkey, Co locations and Rooftops) for T -Mobile, Pinnacle, DigiPH PCS, OPM-USA/American Towers, BellSouth, Alltel and Ericcson in Alabama, Mississippi, Florida, Georgia, Louisiana and Tennessee. • Manager of warehouse contracts with Powertel, Black & Veatch, DigiPH PCS and Hargray Wireless in Georgia, Alabama, South Carolina and Kentucky. DELTA EXPORTS, INC. President, 1988-1990 • Exported vessel loads of logs and lumber to Turkey and China; and other forest products. exported in containers to Europe. Buying and selling of land timber and wood chips for domestic markets. Performed extensive studies on the feasibility of exporting pine and hardwood chips from the Gulf of Mexico to Japan. John C. Ramsay Page 2 ERNEST MANNING CONSTRUCTION COMPANY President, Part Owner, 1981-1987 • Director of hazardous wastes for superfund clean up projects in Texas and southeastern states and refinery maintenance for Chevron USA, Pascagoula, Mississippi. Coordinator of trucking of material and site work. • Director of Emergency Recovery Work after natural disasters. Projects completed included: Hurricane Alicia, 1983 Hurricane Fredric, 1979 Hurricane Camille, 1969 RLT CONSTRUCTION COMPANY President, 1979-1985 City of Houston, Texas Corps of Engineers, Mobile District, Alabama Mississippi and Alabama, Agricultural Stabilization and Conservation Service • Heavy construction, including construction with Tombigbee Waterway and Joe Poole LadeDam in Dallas, Texas. RAMSAY FARM Independent farmer, 1963-1985 • Farmed 20,000 acres of soybeans and ran 15,000 head of cattle on winter grazing. • Partner in Deep South Auction Company. Business consisted of auctioning land, cattle and equipment (Established business while in college). MILITARY Air Force Reserves, 1963-1967 • Served as Crew Chief (Master Sergeant) on cargo planes. EDUCATION AUBURN UNIVERSITY Bachelor of Science, Agriculture, 1963 • Member of Alpha Zeta Honorary Fraternity • Alpha Gamma Rho, Agricultural Council • Vice President, School of Agriculture • President, Block and Bridle Club MOBILE COUNTY HIGH SCHOOL High School Dipolma, 1958 • Awarded "State Farmers Degree" through Future Farmers of America • President, Future Farmers of America, 4-H Club, Beta Club • Vice President, Science Club EXPERIENCE A.F. "BUD" RICH, JR. 1993 - Present Crowder -Gulf Assistant Director of Operations • Assists the Director with assessing damages, estimating manpower requirements and activating initial response and/or mobilization plan • Locate staging and/or reduction areas plus possible disposal sites • Identify and coordinate segregation and correct disposal of hazardous waste plus the proper disposal of recyclable materials Projects: Hurricane Charley, Frances, Jeanne, Ivan, 2004 Florida, Alabama, Mississippi Hurricane Isabel, 2003 Virginia and North Carolina Ice Storm, 2003 Winston-Salem, North Carolina Ice Storm, 2002 Kansas City, Kansas Ice Storm, 2002 Lee Summit, Missouri Floods SW Virginia, 2001 Virginia Tropical Storm Allison, 2001 Houston, Texas Hurricane Floyd, 1999 Wilson, Nash, Richmond & Edgecombe Counties, NC, Cities of Wilson, Rocky Mount, Rockingham and Princeton, NC Guadalupe & Comal Rivers Flood, 1999 New Braunfels, Texas Hurricane Georges, 1998 Gulfport, Mississippi Hurricane Fran, 1996 North Carolina, contracts with Corps of Engineers for 20 counties, City and County of Wilson Hurricane Opal, 1995 Panama City, Lynn Haven, Panama City Beach and Bay County, Florida Hurricane Erin, 1995 Pensacola, Florida Ice Storm, 1994 Germantown and Memphis, Tennessee; Natchez, Mississippi 1993 - Present Crowder Land Clearing and Excavation Marketing Director 1990 — 1993 Rich Oil Company, Inc President 1987 —1993 Florida Mining and Materials, Inc. Assistant Manager 197 9 — 1987 Rich Concrete Products, Inc. President/ Vice President/ Operations Manager/Sales Representative 2035 ANGUS STREET • TALLAHASSE, FLORIDA 32311 • PHONE (904) 878-8502 5037 Oak Bend, Denton, Texas 940-382-5498 home / 940-597-4252 cell Raymond "Buddy" Young Experience 2001 — Present Crowder -Gulf Public Relations / Project Manager / FEMA Expert • On-site consultant and FEMA advisor during clean-up effort after Hurricanes Charley, Frances, Jeanne and Ivan in July 2004 - present • On-site consultant and FEMA advisor during clean-up effort after Hurricane Isabel in Virginia and North Carolina in September 2003 • Advise and educate CG and our customers on all FEMA matters • Visit various public entities across the US to make them aware of CG and services provided • Following disaster, assists in estimating degree of damage, volume of debris and assists in preparing project worksheets 1993 — 2001 FEMA Presidential Appointee — Regional Director of FEMA Region VI • Identified the need for and established Federal/State partnerships with each state within Region VI • Completed a comprehensive re -organization and streamlining of operations at Region VI, which is now considered the most efficient FEMA region in the nation • Well connected with many Congressmen and Senators • Extremely knowledgeable about FEMA rules and regulations 1983 - 1993 Arkansas State Police Director of Governor's Security • Supervised a unit of eleven Arkansas State Troopers • Provided security of Governor Bill Clinton and coordinated all of his travel arrangements • Organized and implemented security operations for the fall meeting of the National Governors Association in November 1986. Involved in providing 25 hour security for a four day period for 30 governors from throughout the United States • 1981 - 1983 Arkansas State Police Commander of the Organized Crime Unit • Conducted Arkansas' largest stolen property recovery operation which resulted in the arrest of 140 • persons and recovery of $250 million of stolen property • 1980 — 1981 Arkansas State Highway Patrol • Administrative Assistant to the Commander • 1980 — 1979 Arkansas State Highway Patrol • Administrative Assistant to the Commander of Criminal Investigation • 1979 — 1971 • Polygraph Examiner • Field Investigator Arkansas State Police ERIC HALL BUSINESS EXPERIENCE 1987 — Present Dragon Trenchburning Winter Park, FL Owner— Principle operation fleet Aix Curtain Incinerators, contract & rental for destruction of development, right of way, Landclearing and storm debris. Sales consultant for Air Burners, Inc. Stuart, Florida, benchmark manufacturer of portable and refractory air curtain incinerators since 1986. PROJECT EXPERIENCE EDUCATION 2004 Hurricane Charley, Frances, Jeanne Orlando, FL Project Manager / Debris Reduction Manager— Crowder -Gulf 2003 Hurricane Isabel Dare Co, NC Project Manager / Debris Reduction Manager — Crowder -Gulf 2002 Ice StormKansas City, KS Project Manager! Debris Reduction Manager — Crowder -Gulf 2002 Ice Storm Lee's Summit, MO Project Manager/ Debris Reduction Manager — Crowder -Gulf 2001 Floods SW Virginia Project Manager/ Debris Reduction Manager — Crowder -Gulf 2000 Mad Cow Disease England Burned cow carcasses affected by mad cow disease. 1999 Hurricane Floyd North Carolina Project Manager /Debris Reduction Manager — Crowder -Gulf 1999 Floods on Guadalupe /Corral Texas Project Manager— Crowder -Gulf 1997 Orange Co, FL Consultant — Reddit Landfill 1996 Hurricane Fran North Carolina Supervisor — Crowder Excavating 1995 Hurricane Opal Bay Co, FL Supervisor —2 Air Curtain Sites — Department of Public Works 1994 Ice Storm Memphis, TN Supervisor — 4Air Curtain Sites —Department of Public Works 1993 Dean Road 4 Lane Orange Co, FL Contractor — Air Curtain Incinerator 1992 Hurricane Andrew Miami, FL 1968-1970 Kent State University Kent, Ohio 164 Rosewood Drive Cocoa, Florida 32926 CHARLIE HUNTER Experience Military 2001 — Present Crowder -Gulf Florida Associate Project Manager • Project manager for Brevard County, Florida following Hurricanes Charley, Frances and Jeanne • Project manager for Southampton County, Virginia following Hurricane Isabel • Meet with potential clients in Florida 1991 - 2001 Brevard Co Solid Waste Operations Division Director • Directed all personnel and activities of the Waste Disposal Operations Div • Development and maintenance of staff, equipment and equipment service scheduling • Initiation of the purchases of all necessary equipment and product including heavy equipment and vehicles 1990 — 1991 Sarasota Co. Solid Waste Operations Division Director • Directed all personnel and activities of the Waste Disposal Operations Div • Development and maintenance of staff, equipment and equipment service scheduling • Initiation of the purchases of all necessary equipment and product including heavy equipment and vehicles 1989 - 1989 Special Projects for MFM Environmental Manager • Worked on special project to provide technical assistance to clients providing environmental clays for the purpose of lining sanitary landfills, capping sanitary landfills, lining sludge ponds and decorative ponds. • Assisted with technical information regarding environmental concems. • Assisted in the marketing of environmental clay. 1956 — 1957 Missouri National Guard • Honorable Discharge 1957 - 1971 United States Army • Honorable Discharge First Sergeant WILLIAM K. WRIGHT (WILLIE) 9331 Ramsey Road • Grand Bay, Alabama 36541 • 251-865-5218 EXPERIENCE CROWDER-GULF 1/98 - PRESENT Safety/Quality Control Manager • Project manager for City of Orlando, Florida following Hurriances Charley, Frances and project manager for Escambia County, Florida following Hurriance Ivan, 2004 • Project manager for York County, Virginia debris removal and reduction following Hurricane Isabel in September 2003 Presenter and trainer for meeting with cities and counties GULF EQUIPMENT CORPORATION 1/97 - Present Safety Specialist ALABAMA POWER COMPANY 3/66 - 12/97 Safety Specialist 12/95-12/97 • Assess, develop and provide leadership training for Safety Committee Chairmen for the Southern Company (including Alabama, Mississippi, Florida, Georgia, Southern Nuclear and Savannah Electric) • Chairman of committee charged with implementing the Back Injury Prevention Program throughout Alabama Power Company • Develop and present safety presentations and safety motivational presentations for Southern Company employees Division Manager, Transmissions & Distribution - Mobile Division 8/93-12/95 Management of operation, maintenance and construction of Division transmission facilities (approximately 3000 miles of high voltage transmission lints and 280 substations) • Management of transmission line crews, division control center operations and substation crews • Management of 43+ contract tree crews • Management of engineers of substation, transmission lines and distribution functions within Division • Management of coordination and installation of joint use functions for cable television and telephone companies • Development and implementation of Hurricane Restoration Plan • Responsible for safety initiative for Mobile Division's 600 employees Division Manager, Transmission - Mobile Division 4/89-8/93 Management of operation, maintenance and construction of Division transmission facilities (approximately 3000 miles of high voltage transmission lines and 280 substations) • Management of approximately, transmission crews, division control center operation and substation crews • Management of 43+ contract tree crews • Management of engineers of substation, transmission lines and distribution functions within Division • Responsible for safety initiative for Mobile Division's 600 employees District Superintendent - West Mobile District 6/75-4/99 • Managed District supervisors of engineering department, service department, distribution line crew and warehouse department • Responsible for safety focus and initiative for West Mobile District District Substation Superintendent - Mobile Division 5/74-6/75 Managed and supervised substation engineers, substation foremen and crews Responsible for safety focus and initiative for Mobile Division Substation personnel Senior I Engineer - Mobile District/Division 11/72-5/74 • Liaison between crews and District superintendent • Coordinated all contractors who installed distribution underground facilities • Pioneered location of faulty underground facilities (developed and implemented technique and instrument for finding faulty facilities) Operated Distribution System to restore service, on 24 hour call (rotating basis) Senior 1 Substation Engineer - Birmingham Division 11/70-11/72 Liaison between two divisions on supporting budget maintenance activities of substations Senior II Engineer - Mobile District 8/68-11/70 • Engineered work orders for crews concerning new business, maintenance and general improvement • Operated Distribution System to restore service, on 24 hour call (rotating basis) EDUCATION AUBURN UNIVERSITY Auburn, Alabama Bachelor of Science, Industrial Engineering 9/61-6/66 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Disaster Response. Crowder -Gulf has a plan tailored to meet the needs and specific requirements of our Client. The services provided will consist of furnishing all labor, materials, and equipment to complete and deliver full Emergency Response and Recovery Services and will include the following minimum services as directed by the City: 1. Annual or biannual pre -disaster debris management planning critiques and planning assistance. 2. Emergency clearance of debris from public streets and rights-of-way for access by emergency personnel. 3. Permitting, clearing, and/or removing disaster related debris from the public right-of-way, streets, roads canals, lakes and ponds. 4. Removal of sand, silt, sludge and rock from roads, streets rights-of-way; screening material to segregate material and transporting material to designated disposal sites. 5. Management and operation of debris reduction sites to accept, process, reduce and/or dispose of disaster -related debris. Contractor shall assist the City in identifying and selecting appropriate Temporary Storage Sites to be utilized as debris staging and processing locations. 6. Debris separation (i.e., vegetative, C&D, recyclable debris, white goods, and hazardous waste) and reduction of eligible organic debris using tub grinding or air curtain incineration in accordance with all applicable laws and regulations. 7. If specifically requested and authorized, implementation and operation of a Right -of -Entry ("ROE") program to affect clearance and removal of debris from private property. Contractor shall manage the ROE program by assisting with the obtaining, categorizing and recording of each ROE application and the successful completion thereof. 8. Demolition and removal of condemned structures and buildings that pose a threat to public health and safety resulting. 9. Tree trimming in accordance with American National Standard ANSI A300, tree topping, tree removal, sturnp grinding, grubbing, clearing, hauling and disposal. 10. Providing all permits and services necessary for the containment, clean-up, removal, transportation, storage, testing, treatment and/or disposal of hazardous materials and wastes to include bio -hazards and animal carcasses. 11. Perform other disaster response and recovery activities, as necessary, and as specifically directed and authorized. 12 Accurate verifiable documentation of each load of debris along with daily and other regular reports of all loads of debris and work performed with provisions for inspection by the Client. 13. All staging areas, work areas and TDSRS will be left in a clean or neat condition and/or restored to their original condition as may be required. 14. Technical Disaster Recovery Assistance to assist the City in managing the recovery process and substantiating requests for reimbursement from the State and/or FEMA for eligible Public Assistance funding Annual training sessions will be made available for City personnel who may be designated to work with Crowder -Gulf after the disaster during the debris removal and reduction operation. Debris Removal Proaram Standards. Crowder -Gulf shall conduct all debris operations outlined in this proposal to meet the program standards provided for in the FEMA "Debris Management Guide". In addition, Crowder -Gulf will conduct all debris related operations in accordance with all applicable federal, state, and local laws, rules and/or regulations. 26 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Temporary Debris Staaina And Reduction Sites ITDSRSI. Upon award of a contract, Crowder - Gulf will meet with City officials to assess and determine the location of potential temporary debris storage and reduction sites. The scope of the disaster and resultant damage will determine the number of sites required. Preference will be given to City -owned land. If it is determined that sufficient City -owned land is not available, the use of privately owned sites will be investigated. We will attempt to negotiate lease/rent rates in advance with the owners of such private land for use in the event of a disaster. If private land use is required during a disaster, actual lease/rent costs will be passed through to the City. All other costs associated with the preparation, operation, and restoration of temporary debris storage and reduction sites will be included in Crowder -Gulf pricing structure for the contract. Workina Hours. Debris will be collected and loaded during visible daylight hours seven (7) days per week. With the approval of the City, debris reduction at the TDSRS will, at our discretion and as required, take place on a twenty-four (24) hours seven (7) days a week basis. Specialty Debris. Crowder -Gulf's supervisory personnel are experienced in identifying and assessing potential problems imposed by specialty debris including hazardous materials and waste, biohazard us wastes, dead animals, and hazardous stumps. If removal and disposal is beyond the area of our expertise, Crowder -Gulf will use Garner Environmental Services, a highly qualified and licensed Hazmat contractor, to remove and dispose of any such materials. Community Relations. We are well aware of the trauma and disruption to normal lifestyles that result from a natural disaster. Our personnel are thoroughly indoctrinated regarding our policy to always be caring, courteous, polite, and responsive to the needs of the citizens of the community. We have received a number of recommendations and testimonials from various governmental officials attesting to the success of our Community Relations Policy in communities we have served. As requested by the city, Crowder -Gulf has a Public Relations Manager to assist the City with the dissemination of information to keep the public informed about ongoing recovery efforts and community participation in those efforts. If requested by the City, Crowder -Gulf also has an AudioNisual Producer on staff to assist with formal presentations. Data Trackina. Accounting And Financial Management. Crowder -Gulf has both the financial resources and stability to efficiently and effectively perform the services contemplated by this proposal. Upon request, bank references are available for Crowder, Gulf and Crowder -Gulf. Debris Load Tickets for each truckload of debris hauled by Crowder -Gulf is one of the key features of financial accountability maintained throughout the contract process. Using a system of checks and balances is tied directly to the Truck Capacity Certification form and to Crowder -Gulf's data and accounting system as follows: 1. A specially designed Microsoft Access database program is used to track and account for the quantitative and descriptive debris data. The database allows Crowder -Gulf to keep accurate statistical information and provide an easy audit trail. Designated office personnel enter, count and total quantities from debris load tickets on a daily basis. The system is easily modified to meet the particular daily, weekly, and reporting requirements of our clients. 27 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL 2. A computerized accounting program is used for all accounting, invoicing, and payments. The on-site office is self-sufficient with backup from the Disaster Administrative Office. Cite Personnel Requirements. The City will generally be expected to provide personnel for the following tasks: • Personnel to certify or verify truck capacity certifications • Field inspectors to issue load tickets and monitor truck loadings • Field inspectors at the debris discharge site(s) to verify and record quantities of debris loaded in each truck, and collect load tickets • Office/accounting personnel to check load tickets, and accept and verify daily and weekly debris reports and invoice backup data from Crowder -Gulf. 28 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Disaster Response Management Plans The amount of damage that occurs during a natural disaster varies, as do the needs to restore the affected areas. Crowder -Gulfs basic Debris Management Plan is flexible and set up so that it may be adapted to the specific requirements of the contract and the scope of the disaster. Our Plan establishes an early appraisal of disaster damage, moves trained, well equipped crews into affected areas in the shortest time possible, and follows a disaster -specific plan to ensure the personnel and equipment are mobilized and utilized in the most efficient and effective manner to remove and reduce debris with the least possible impact to the citizens of the community. Crowder -Gulf's management plan uses the concept of a Circle of Plans to execute debris management projects. The Circle of Plans is called Disaster Response Management Concept (DRMC) and is made up of eight (8) interrelated plans, as illustrated in the following diagram: PLAN 8 PROJECT DOCUMENTATION REIMBURSEMENT PLAN PLAN 1 INITIAL RESPONSE PLAN PLAN 2 OPERATIONAL SUPPORT PLAN PLAN 7 SUBCONTRACTOR PLAN and POLICY PLAN 3 MOBILIZATION PLAN EPLAN>\ UALITY TROL PLAN PLAN 4 SAFETY PLAN and POLICY PLAN 5 DEBRIS OPERATIONS PLAN The DRMC is used to trigger a Crowder -Gulf response to incidents that have little or no time period for preparation or that requires an immediate pre -contracted response. This Management Plan is also followed on potential threats that afford days of advance preparation. These interrelated Plans will be comprehensively used whenever Crowder -Gulf is selected to perform contracted debris tasks. 29 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL PLAN 1 - INITIAL RESPONSE PLAN. Crowder -Gulf's DRMC will be used to guide management during the six storm activity phases presented in Plan 1. These six (6) phases encompass the process of debris removal, reduction and disposal management. • Phase 1 — Alert. If there is a possible advance notice (such as a hurricane), this phase will commence as soon as a known/predicted storm appears to be a credible threat to the U.S. mainland. The Crowder -Gulf call -down list will be checked to verify it is current. Field Project Managers and Field Supervisors will be advised to check e-mail and/or voice mail at least twice a day, and additional beepers or cell phones may be distributed to key personnel. • Phase 2 — Notification. The Crowder -Gulf Director of Operations (DO), serving in the capacity of Senior Response Manager, will assess the information from media sources and the government for possible full notification action. If it is determined that notification is needed he will direct the activation of the Crowder -Gulf Calling Plan with stand-by instructions for the individual contractors/subcontractors notified. • Phase 3 — Preoaration. Based on the high predictability of a known event, the DO will direct the initial mobilization of people and equipment. The details of this activity are covered in the Debris Mobilization Plan. • Phase 4 — Mobilization. The DO will be the key decision-maker(s) once the need to mobilize and respond has been determined. He will inform all responding personnel as to situation status, departure, tasking and assets to mobilize. He will direct the commencement of the mobilization checklist, tasking of the support units, and the dispatch of managers, crews and equipment. • Phase 5 — Deoarture. Directed to and arriving on site in the disaster area, all personnel and assets of the joint venture will remain under the direction and control of the DO and/or Assistant Director of Operations (ADO). • Phase 6 — Resoonse and Return. Upon completion of the response effort or contract, all assets of the joint venture will be returned to the locations from which they were activated. At the option of the DO, there may be a formal critique of the operation to review the procedures, actions, checklists and reports that were used in the response. PLAN 2 - OPERATIONAL SUPPORT PLAN. The Operational Support Plan (OSP) provides guidance plus a checklist for the pre -mobilization, post -mobilization and response periods of time. The plan provides guidance for the Logistics Manager (LM) and all the employees that assist with the start up efforts and support the field operations until the last administrative action is complete. The Logistics Manager is responsible to maintain, update and upgrade this plan. Of all the plans that make up the DRMC, this one is the most dynamic. Inasmuch as operational support is preponderantly composed of "staff' activity needed to keep "line" operations functioning efficiently, it has been assigned to the Logistics Manager (LM) with commensurate authority for its management. The three (3) organizational units that make up the field office are as follows: • Personnel Unit — General Tasks 1. Maintain employee field personnel files 2. Maintain individual emergency information (with Safety Officer) 3. Track individual organizational assignments 30 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL 4. Operate employee locator 5. Perform "local hire" recruiting 6. Set scope of "personal service" contracts 7. Perform other personnel tasks as may be assigned 8. Maintain Team Notification System • Loaistics Unit—General Tasks 1. Arrange shipments and transport 2. Arrange personnel travel 3. Provide communication capability 4. Provide procurement and contracting services 5. Arrange office and billet accommodations 6. Provide and distribute supplies and materials 7. Maintain property accountability system 8. Maintain security accountability system 9. Perform other logistical tasks as may be assigned • Bookkeeoina Unit — General Tasks 1. Provide billing and invoicing 2. Provide advances of funds 3. Execute payments and disbursements 4. Maintain list and track use of local vendor accounts 5. Process payroll 6. Operate production/performance tracking and reporting system 7. Operate central records and file retention system 8. Perform other bookkeeping tasks as may be assigned Team Notification System. This is also referred to as the cascade plan or call down plan. The response action of Crowder -Gulf will depend on the availability of select persons to the DO and/or ADO at the time of need. The plan selects certain persons to call a set select number of Crowder - Gulf employees who will in turn call additional Crowder -Gulf employees to spread the call/recall to the maximum number of persons in the shortest period of time. This list and assignment of callers is kept current with no less than two exercises per year if the system is not exercised for a legitimate preparation to respond on a directed response to a Crowder -Gulf action, particularly to a pre -storm agreement. The decision to activate the system and the persons to be called are choices of the DO. 31 1 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL FIELD ORGANIZATIONAL CHART. The Crowder -Gulf Field Organizational Chart provided below illustrates the positioning of key personnel and consultants, as well as the overall structure of all Crowder -Gulf personnel during storm debris operations. HAZMAT & GENERATORS GARNER ENVIRONMENTAL CITY OF MIAMI BEACH I PUBLIC RELATIONS MEDIA MANAGER AMBER RAMSAY (AS REQUIRED) 1 1 1 y CROWDER-GULF JOHN RAMSAY DIR. OF OPERATIONS SPECIAL PROJECTS COORDINATOR DR. MARGARET WRIGHT W 1 TECHNICAL ASSISTANCE MANAGER BUDDY YOUNG 1I/ i I LOGISTICS MANAGER1 / i ASSISTAN OF B DTRAC OPERATIONS H W W ON-SITEMANAGERCE FIELDCARLIIE HUNTER DERBIS ERIO HALL MGR. 11/ 1 OFFICE SAFETY/QUALITY DAY FOREMAN & ASSISTANT(S) CONTROL MGR. I NIGHT FOREMAN 111 WILLIAM WRIGHT DISASTER ADMINISTRATION OFFICE /11ANAGER W ACCOUNTANT/ 1 BOOKEEPER r� 1 W TRUCKS & TRUCKERS W LOADERS & OPERATORS I SUPERINTENDENT 1 11 D. R. LAVENDER 111 CREW FOREMEN / SUBCONTRACTORS CREWS (as required) 1 32 1 1 W BURN, RECYCLE, & CHIPPER CREWS W PORTABLE HOUSING NACS BRIAN DEKLE ` LABORERS, + I SERVICE TRUCK & 1 TRAFFIC, CLEANUP 1 OPERATOR CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Key Personnel Field Functions. • Director of Operations (DO). The Director of Operations is the senior member of the Crowder - Gulf Team. As the DO and Team Leader the individual occupying this position is the ranking executive manager on-site. As such, he/she will serve as the Single Point of Contact (SPOC) for the client elected and/or appointed officials. The DO is responsible for the overall executive management of the entire disaster response. The DO has full authority to make and alter assignments of employees and subcontractors to direct collateral duties. The position incumbent provides comprehensive executive direction and oversight for all disaster response function, whether operational, administrative or compliance. Some of the primary functions of this position are, but not limited to: 1. Meet with elected/appointed representative(s) for evaluation and prioritization of the client's needs and determine the sections of critical work. 2. Assess damages, estimate manpower requirements and activate initial response and/or mobilization plan(s). 3. Maintain daily communication with key officials to coordinate and assign or reassign crews to fulfill the client's ongoing debris management needs plus report work progress through completion of the debris operation. 4. Maintain open line of communication and availability to Crowder -Gulf Management Team for decision-making and coordination of overall debris management tasks. 5. Provide policy guidance and direction throughout the debris removal and reduction operation. • Assistant Director of Operations IADO). The individual occupying this position is the second ranking executive manager on-site. The incumbent serves as the Field Operations Manager with direct responsibility and authority for all subordinate staff positions (subcontractors and Logistics Coordinator) as well as field line managers and supervisors of the joint venture. Some of the primary functions of this position are, but not limited to the following: 1. Assist the DO with assessing damages, estimating manpower requirements and activating initial response and/or the mobilization plan(s). 2. Locate staging and/or reduction areas plus possible disposal sites. 3. Identify and coordinate segregation and correct disposal of hazardous waste plus the proper disposal of recyclable materials. 4. Maintain daily communication with the staging, reduction and/or disposal site managers to assist in decision-making to ensure safe, efficient operations at all such locations. • Special Proiects Coordinator (SPC). The responsibility of this individual is to assist the DO in the overall coordination of the debris management project. Communication between the field operations personnel and the office personnel is critical for a smooth, organized operation. This is one of the primary responsibilities of this individual. The SPC responsibilities may include, but not be limited to the following: 1. Facilitate annual training and planning sessions for Crowder -Gulf personnel prior to disasters. 2. Assist in training for City personnel prior to a disaster. 3. Ensure that Field Supervisors and Office Personnel are kept informed on any City issues or problems that arise and need to be addressed by Crowder -Gulf. 4. Conduct random checks to ensure documentation is being correctly completed in a timely manner. 5. Facilitate communication throughout Crowder -Gulf management personnel to share best practices 6. Assist the LM with tasks under the Personnel and Logistics Units listed above in Plan 2. 7. Conduct an evaluation of Crowder -Gulf's performance upon completion of the disaster project. 33 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • Logistics Manaaer ILMI. The responsibility of this position has been described and listed in the Operational Support Plan. The tasks and obligations of the LM are expanded here to include, but not limited to, the following: 1. Coordinate initial deployment of personnel and equipment to include subcontractors and rental equipment. 2. Contact local employment agency for additional labor and/or office personnel as needed. 3. Secure cell phone and/or radios for Crowder -Gulf crew foremen and other key contact personnel to ensure locally based communications between all major functional units/crews. 4. Maintain accurate records on all subcontractors employed by Crowder -Gulf to include insurance certificates, signed contracts, tax ID numbers and all other information as may be required of the local government or external funding agencies. 5. Collect, compile and maintain all debris project files to include daily work hours for all crew members and equipment usage hours, trailer measurement forms, daily debris load tickets and all other supporting documentation and reports related to the debris operation. 6. Report progress of crews to DO and ADO plus any client representative, upon request. • Safetv/Qualitv Control Manaaer ISQCMI. The individual occupying this position is the staff manager with unique, specialized line authority to stop any unsafe field activity until the unsafe practices are remedied. The incumbent serves as the staff authority on safety and quality control issues and is responsible for the development and implementation of an incident specific Field Safety Plan. That plan will conform to the standing Safety Plan and Policy of Crowder -Gulf. It must include, as a minimum, safety training programs, field safety awareness initiatives, safety program briefings for new employees and subcontractors, a program of site safety inspections and a comprehensive safety incident and action tracking/reporting system. This same individual is the staff manager responsible for the development and implementation of an incident specific Quality Control Plan that addresses the specific local conditions, thus constructing a unique, site-specific plan. Using informational performance and administrative reports, the SQCM will be responsible for the identification of performance deficiencies and opportunities for improved quality control. The SQCM is also charged with formulating a quality control reporting system to document operating deficiencies and/or any opportunities for improvement. The SQCM will conduct management staff discussions to elicit recommended actions to remedy deficient operations and improve others whenever possible. The incumbent will operate the Safety and Quality Control Plans under the direct line authority and full executive support of the DO and ADO. Some of the primary tasks and specific responsibilities of this position are, but not limited to, the following: 1. Implement Safety Plan and certify compliance with all local, state and federal requirements. 2. Communicate with crew foremen/subcontractors to verify Safety Plan is being fully implemented. 3. Collate, complete and distribute local information for Vital Information Packet to foremen/subcontractors for signature upon receipt. 4. Provide regular assessment of completed work of all crews to evaluate the work quality and safety of all field functions. 5. Work with foremen and supervisors to identify and resolve any unsatisfactory performance and/or related problems. 6. Investigate all property damage caused by Crowder -Gulf and/or its subcontractors to ensure appropriate correction to the satisfaction of the local government and/or property owner. 7. Report all incidences of loss or damage caused to appropriate insurance carrier. 8. Assure the safe installation and compliance of any/all temporary structure(s) or work sites used by Crowder -Gulf. 34 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • Field Proiect Manaaer (FPM1. The FPMs are the "key middle managers" of the debris removal field operation and will be the liaison between Crowder -Gulf management and City field representatives. These individuals must possess organizational and interpersonal relation skills. They will be responsible for communicating operating and policy directions to all subordinates involved in debris removal in their designated clean-up area. They must also provide feedback to senior management from subordinates, work affected citizens and public officials within their area of operation. FPMs must possess and exercise a broad base of experience and knowledge regarding safety, workplace standards, equipment, etc. Some of the specific responsibilities are to: 1. Coordinate activities of subcontractors assigned to their debris removal area. 2. Supervise truck certifications and ensure proper documentation for all subcontractors is completed, accurate and turned in to office in a timely manner. 3. Hold weekly (or as required) tailgate safety meetings with all debris removal personnel assigned to their detail. 4. Monitor crews to ensure all safety regulations are followed. 5. Communicate daily with City representatives to evaluate progress and make adjustments to daily debris removal plans. 6. Collect daily truck tickets and ensure timely delivery to on-site office. 7. Provide daily update of debris removal progress of all subcontractors to City personnel and to Crowder -Gulf management. 8. Provide weekly forecast of debris removal activities within assigned clean-up area. 9. Attend City meetings to communicate progress and receive City input on priorities. • Debris Reduction Manaaer (DRM1. The will be responsible for communicating operating and policy direction to all subordinates on the debris reduction site(s). They possess and exercise a broad base of experience and knowledge of safety, workplace standards, equipment, etc. The DRM must also assure vital span -of -control limits and provide feedback to senior management from subordinates, work affected citizens and public officials in the incident area of operation. Some of the specific responsibilities are, but not limited to, the following: 1. Coordinate activities of day and night foremen at reduction site(s). 2. Develop reduction site(s) management plan and build site to conform to contract specifications. 3. Supervise construction of reduction site(s) inspection platforms to contract specifications and/or the standards set by the SQCM. 4. Hold weekly (or as required) tailgate safety meetings with all reduction site(s) personnel. 5. Coordinate with ADO for segregation and appropriate reduction/disposal of hazardous waste per applicable environmental laws. Each of these key personnel is critical to an effective Crowder -Gulf response. As senior executives, managers and/or supervisors they must possess a high degree of professional skill, in addition to good leadership qualities. PLAN 3 - MOBILIZATION PLAN. The mobilization of Crowder -Gulf personnel and assets shall commence when directed by the DO. Mobilization will take place in accordance with the requirements of City of Miami Beach and may include: • Providing an advance Crowder -Gulf team to the City Emergency Operations Center prior to hurricane landfall when the possibility of a disaster is forecast • Marshaling/staging personnel and equipment for rapid deployment into the City while protecting those assets from damage/destruction from the event • Being fully operational for clearing debris to open emergency routes within 24 hours of initial notice to proceed 35 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • Being fully operational for hauling, sorting, and storing of debris within 48 hours of initial notice to proceed • Maintaining full operational capability, 12 hours per day, 7 days per week for an extended period • Rapidly adjusting the flow of resources based on the extent and magnitude of damage/debris. The mobilization of Crowder -Gulf personnel and assets will commence when directed by the DO or ADO. The LM or the On-site Manager will institute assignment of personnel, as directed by the DO or ADO. After a briefing to key personnel and consultants on the current situation and anticipated action for the next 12 to 24 hours, loaders, transport drivers and equipment operators will be instructed as to what equipment to load for shipment by the LM and/or DRM, as directed by the DO or ADO. • Plan Manaaement. The LM will coordinate the function of the Mobilization Plan at the direction of the DO or ADO. The "Call to Mobilize" may be imbedded in the first alert message sent to all key employees as set out in the Team Notification System. Assignment beyond those "standing responsibilities" will be instituted by the LM or the On Site Manager, as directed by the DO. After a briefing of key personnel and consultants of the current situation and anticipated action for the next 12 to 24 hours, loaders, transport drivers and equipment operators may/will be instructed as to what equipment to load for shipment by the LM and/or DRM. • Mobilization Parameters. Upon receipt of a Task Order or Notice to Proceed, mobilization will take place in accordance with the following parameters: 1. Management team and on-site office to be operational within 24 hours. 2. Marshal/stage personnel and equipment for rapid deployment into the affected area while protecting those assets from damage/destruction from the event; 3. Be fully operational for clearing debris to open emergency routes within 24 hours. 4. Be fully operational for hauling, sorting, and storing of debris within 48 hours. 5. Be fully operational for reduction and disposal of debris within 72 hours. 6. Maintain full operational capability, 12 hours per day, 7 days per week for an extended period 7. Rapidly adjust the flow of resources based on the extent and magnitude of damage/debris • Early Communication with City Officials. Crowder -Gulf's DO will make initial contact with the manager assigned to the affected area. Prior to commencement of debris removal operations, City of Miami Beach, utility companies, and other designated officials will be consulted, noting any special considerations, before any operational decisions are made. • Mobilization of Manpower and Eauioment. Crowder -Gulfs Assistant Director of Operations (ADO) will be responsible for the coordination of mobilization of Crowder -Gulf and subcontractor crews. Crowder -Gulfs LM will coordinate mobilization of company-owned, rented, and subcontractor loading and hauling equipment to the affected area. • On -Site Office and Lodaina. Crowder -Gulfs LM will set up an office (a mobile office if conditions dictate), centrally located within the affected area, to serve as the administration and communication center for Crowder -Gulfs operations. Lodging facilities for all personnel will be secured at the closest available sites within the disaster area. • Mobilization Resoonse Times. Crowder -Gulf shall commence mobilization of equipment, operators, and laborers, from throughout the Southeast, immediately upon receipt of a Notice to Proceed to meet or exceed the schedule set forth below: 36 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Cateaory I & 2 Category 3 Within 24 hours 80% 40% Within 48 hours 100% Within 72 hours Within 96 hours Within 7 days Within 10 days Within 14 days 75% 100% Category 4* 30% 40% 50% 70% 100% Category 5* 15% 25% 45% 60% 80% 90% 100% *Note — Manpower and equipment for major storms will generally be available sooner than the times shown above. From a practical matter, however, the magnitude of damage created by such storms may physically inhibit our ability to mobilize some manpower and equipment within the time frames shown. Kev Tasks and Functions. The following chart shows the key mobilization tasks and functions: TIME FRAME TASKS / FUNCTIONS (from Notice to Proceed) Immediately 6 to12 hours 6 to 12 hours 6 to 12 hours RESPONSIBLE PERSONNEL DO, ADO, LM DO, ADO LM DO, ADO, LM DO, ADO, LM ADO, SPC, LM, Activate Team Notification Procedures Advance team to City Emergency Operations Center Setup Mobile Command Center (if required) Brief all Key Personnel on Status Assess damage area for manpower and equipment requirements Begin first wave mobilization of manpower Collaborate with client to identify and plan emergency clearance priorities, possible work site limitations and/or assessment of suspected hazardous materials Obtain required permits if applicable Set up on site — mobile command center/onsite office, Staging area(s) Certify Truck Capacities SPECIAL DEBRIS REMOVAL ACT Identification of hazardous waste Identification of recyclable materials for proper disposal Client changes in task completion date Assess impact of approaching inclement weather State/Federal directed increase in speed for critical debris removal Revise Management Plan DO, ADO, SQCM ADO LM, OOM FPM, CF 12 hours Within 24 hours Within 24 hours Within 24 hours Within 24 hours Within 24 hours VITIES TASKS/FUNCTIONS SQCM, FPM, CF, Crews FPM, DRM ADO, FPM, DRM ADO, FPM, DRM ADO, FPM, DRM As Required As Required As Soon As Possible As Soon As Possible As Soon As Possible ALL 1 As may be required DEMOBILZIATION KEY TASKS/FUNCTIONS (see Plan 5 — Debris Reduction Site Closure for more details) 37 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Coordinate final inspection with client Demobilization of crews, subcontractors and equipment Detailed, post -contract evaluation Revise Plans Legend DO - Director of Operations ADO - Assistant Director of Ops LM - Logistics Manager DRM Debris Reduction Manager DO, ADO DO, ADO, LM, FPM DO, ADO, LM ALL SQCM - Safety/Quality Control Specialist FPM Field Project Manager CF - Subcontractor/Crew Foreman OOM — Onsite -Office Manager Upon completion of last pass Upon completion of contract tasking Within 1 month of contract completion As may be required PLAN 4 - SAFETY POLICY AND PLAN. This plan will provide mandated directives, required actions, procedures and guidance for all levels of employees of Crowder -Gulf. The plan is intended to assure that all employees of the joint venture are made safe, work safe and remain safe by strict adherence to the components of this plan. SAFETY POLICY. Crowder -Gulf is committed to providing all employees with a safe work environment. Employees must report unsafe conditions and must not perform work tasks if the work is considered unsafe. Employees must report all accidents, injuries and unsafe conditions to their supervisors. No safety report will result in penalty and / or negative consequences. Employee suggestions on improving health and safety conditions will be given thorough consideration. Management will give top priority to and provide the financial resources for the correction of unsafe conditions. Similarly, Crowder -Gulf will take disciplinary action against any employee(s) who willfully or repeatedly violate workplace safety rules. This action will include verbal or written reprimands and may result in termination. Senior Management will be actively involved with employees in establishing an effective safety program. Our Safety/Quality Control Manager and other members of the management team will participate with clients or their employee representative in safety program activities. This participation will include Crowder -Gulf sponsored: • Safety Education and Training • Reviewing workplace safety rules • Crowder -Gulf and Client employee(s) promotion of safety participation • Tool Box sessions on Health and Safety • Accident critiques with refresher reviews This safety philosophy statement embodies the Crowder -Gulf commitment to and involvement in providing a safe work environment. The Safety Plan will set the standards that implement the philosophy for this joint venture. Compliance with the safety rules will be required of all employees as a condition of continued employment. It is the policy of Crowder -Gulf that all safety measures and rules are carried out to the fullest. To implement this policy the following assignments are made with the full support of the joint venture management. 38 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Safetv/Qualitv Control Manager (SQCMI 1. Establish rules and programs designed to promote safety and make these rules known to all employees. 2. Make available the necessary training for employees to perform their jobs safely. 3. Provide protective equipment as applicable. 4. Impress upon everyone the responsibility and accountability of each workplace. 5. Record all instances of violation and investigate all accidents. 6. Discipline any employee willfully disregarding this safety policy. 7. Require all subcontractors and material suppliers to follow safety rules. 8. Encourage all contractors to work safely. 9. Conduct periodic safety inspections of all jobs in progress. 10. Appoint a Safety Foreman (reporting directly to management) with safety matters. and programs individual to maintain a safe enforcement authority over Safety Foreman 1. Carry out overall company safety activities as assigned by the SQCM. 2. Make available safety materials for safety meetings, first aid equipment and posters as required by federal, state and local agencies. 3. Make safety training (including first aid training) available to Field Supervisors and Crew Foremen. 4. Chaperon safety inspections of all job sites, maintain records and continually monitor all aspects of the safety program for effectiveness. 5. Instruct new employees and existing employees performing new tasks in safe working practices and provide their crew with continuing instruction on safety requirements, including conducting weekly tool box talks. 6. Hear and investigate employee complaints on hazardous conditions, materials or equipment. 7. Install and maintain devices to protect the public from Crowder -Guff operations. 8. Make sure all work is performed in a safe manner and no unsafe conditions, which are within the scope of the position. 9. Secure prompt medical attention for any injured employee. 10. Report all injuries and safety violations to SQCM. Workers 1. Work safely in such a manner as to ensure his/her own safety as well as that of co-workers and others. 2. Request help when unsure how to perform any task safely. 3. Correct unsafe acts or conditions within the scope of immediate work. 4. Report any uncorrected unsafe acts or conditions to supervisor. 5. Report for work in good mental and physical condition to safely carry out assigned duties. 6. Avail themselves of company and industry sponsored safety programs. 7. Use and maintain all provided safety devices. 8. Maintain and properly use all tools. 9. Follow all safety rules. 10. Provide help with safety equipment to fellow employees. 11. Ask immediate supervisor if there are any questions concerning procedures or hazardous materials. 12. Respect, accept and carry out all safety instructions of the Safety Foreman and/or SQCM. Subcontractors / Suppliers 1. Abide by all the safety rules of Crowder -Gulf and other subcontractors. 2. Notify all other contractors when actions or activities undertaken by them could affect the health or safety of employees of other companies. 39 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL 3. Check in with job site supervision or Safety Foreman upon entering a job site. 4. Inform prime contractor or site foreman of all injuries to workers (loss time and non -loss time injuries/accidents). 5. Report to controlling contractor any unsafe conditions that come to their attention. 6. Accept Subcontractor Safety Agreement. (See Plan 4, Page 5, Annex A) Visitors 1. Abide by all common sense safety rules. 2. Log in with proper person so that protective equipment can be provided (if required). 3. Refrain from entering construction area without contacting the proper party. 4. Return any/all protective equipment, i.e. hardhat, unless authorized to retain based on frequency of site visits. 5. Log out at end of visit or inspection. PLAN 5 - DEBRIS OPERATIONS PLAN. • Sectionalization / Crew Assignments. Upon receipt of a Task Order or Notice to Proceed, Crowder -Gulf will study the affected area and divide it into sections and assign crews, subcontractors, and equipment. • Daily Coordinated Issue Management. Daily meetings between Field Project Manager (FPM) the Subcontractor Crew Foreman Coordinator (SFC), and the ADO, or designee, are required and will be conducted to discuss progress, potential and/or needed adjustments, changes, problems, concerns, accidents, and any other issues that need to be communicated to the DO. Response Plan adjustment decisions, to increase/decrease manpower and/or equipment, change work areas, and/or improve productivity and work quality, will be made by the DO based on daily evaluation reports from the ADO and City personnel input. • Daily Quality Reviews. The Safety Quality Control Manager (SQCM) will monitor ongoing progress, the quality of work being performed, any and all safety concerns, and any property damage. • Accurate Record Keeping. Hours worked by crewmembers and equipment will be recorded daily by the FPM or designee, checked for accuracy and entered into our computer database. Additional information is described in the Project Documentation and Reimbursement Plan. • Safety is Paramount. The SQCM will require and monitor strict adherence to all safety requirements, and daily reporting of any accidents and/or property damage. The SQCM will also be responsible for coordinating and conducting safety meetings with crewmembers and subcontractor personnel. • Drua Free Working Environment. The SQCM will be responsible for monitoring and ensuring that all employees are drug free in accordance with our Company Policy. • Truck and Eauipment Maintenance. Good, well-maintained trucks and equipment are essential for efficient operations. Crowder -Gulfs crew foremen, subcontractor foremen, and the FPM will be responsible keeping all trucks and equipment in good working condition and prepared for each workday. A Crowder -Gulf mechanic will be on the job for troubleshooting and maintenance of equipment. Local mechanic shops will also be utilized. • Traffic Control. Crowder -Gulf will use its best efforts to mitigate the impact of debris removal operations on local traffic. Sufficient signing, flagging, and barricading will be used to ensure the safety of vehicular and pedestrian traffic in all work areas. All work shall be done in conformity with all applicable Federal, State, local laws, regulations and ordinances. 40 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL DEBRIS REMOVAL PLAN • Emergency Road Clearance. Emergency clearance of debris from public streets and rights-of- way for access by emergency personnel normally takes place during the first 72 — 100 hours of a major disaster event. Emergency road clearance, also referred to as cut -and -toss or push, consists of pushing debris to the sides of roads and streets to open them for emergency crews and equipment. Upon award of contract, Crowder -Gulf will meet with City personnel and develop a Preliminary Emergency Operations Plan. The plan will include the use of local subcontractors and City or State DOT personnel and equipment if the City wishes to utilize these assets. The plan will include the following elements: 1. Initial damage assessment to include a windshield survey (if possible) or flyover (if necessary) 2. Determination of street/route priorities 3. Assignment of debris push teams 4. Conduct Emergency Road Clearance Operations 5. Continual assess of requirement for emergency operations and modification of plan in real time. • Public Riaht-Of-Wav Debris Removal. After the emergency push phase is complete, to clear debris from all City public property, public rights-of-way, streets, roads, and easements in a timely and efficient manner, Crowder -Gulf would proceed as follows: In order to clear debris from all City roads and streets in a timely and efficient manner, Crowder - Gulf would proceed as follows: 1. Upon award of a contract, Crowder -Gulf will study the affected area and divide it into a minimum of two (2) sections and assign a field project manager or supervisor and crews or subcontractors to each section. 2. Upon award of a contract, Crowder -Gulf will meet with City officials to assess and determine the location of potential temporary debris storage and reduction sites. The scope of the disaster and resultant damage will determine the number of sites required. If Crowder -Gulf feels more TDSRS's are needed, we will work with the City to identify other potential TDSRS's either public or privately owned. 3. Each crew or subcontractor will be, at a minimum, equipped with the following men and equipment: Heavv Debris Removal Crews Manpower/Equipment Required Crew Foreman with experience in organizing and running crews with previous work in disaster related jobs. Rubber -tire Loaders, Extended Boom, forklifts w/debris forks, and/or Bobcat with Operator Task Responsibility Number per Crew Provide on-site management of crew to ensure quality performance, safety, and maximum productivity. Pull debris from curbs and consolidate at street intersections for loading. 41 1 3 to 4 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Truck Loading Equipment & Operators Truck loading equipment will be of the following types: A. Rubber tire articulated loader with debris rake & clamp. B. Knuckleboom with grapple. C. Rubber tie excavator with grapple. 50 — 80 CY Dump Trucks with drivers Chain Saws & Experienced Operators Flagmen Laborers Load trucks with debris. Haul debris to Temporary Debris Storage and Reduction Sites Reduce large trees and limbs to manageable size and trim debris hanging from loaded trucks. Direct traffic flow and truck movement. Gather small debris that loaders are unable to grasp. Self -Loader Debris Removal Crews for Light Vegetative Debris Manpower/Equipment Required Task Responsibility Self -loader trucks with operator Pick up debris from curb side Foreman Supervise and route trucks Laborers and/or Flagmen Pick up small debris / Flag traffic 3 15 to20 2 to 3 4 to 6 6 to 8 Number per Crew 5 to 8 35 — 60 cubic yard trucks 1 1 to 2 per truck DEBRIS REDUCTION PLAN. Debris reduction is normally accomplished by burning (open or air curtain incineration) or grinding. For large amounts of vegetative debris, Crower-Gulf normally recommends burning if permitted by conditions and regulations. Burning can reduce the volume of debris up to 90%. Grinding normally reduces the volume by 40-50% and creates the problem of disposal of the chips. • Mobilization. Within a maximum of three (3) days of disaster, debris reduction equipment will be mobilized and operational at designated Temporary Debris Staging and Reduction Sites (TDSRS). The manpower and number of burners, chippers, grinders, and other reduction equipment will be determined by the volume of debris produced by the particular disaster. The LM will work closely with the DRM to mobilize the needed debris reduction equipment. • Site Preparation and Inspections. Crowder -Gulf will thoroughly videotape and/or photograph each TDSRS, and collect and test environmental samples at each site prior to commencement of storage activity. Sites that are used for collection of ash, household hazardous wastes, fuels, and other materials that may contaminate soils or groundwater shall be lined. Perimeter berms shall be constructed to preclude and prevent runoff. No dumping activity will begin without prior approval of the Client. The SQCM, in conjunction with Client officials, will be responsible for inspection of dumpsite operations. Periodic additional videotaping or photographing and sampling will occur to document site evolution. 42 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Debris Reduction Plan Time Line. The following chart of the Debris Reduction Plan provides an overview and identifies both the management personnel responsible and the time frame within which each task shall be completed: DEBRIS REDUCTION PLAN TIME LINE PERSONNELTIME FRAME RESPONSIBLE I ffrom Notice to Proceed) DO, ADO, Within 24 hrs SQCM DRM, DF, NF Within 48 hrs TASK Requirements assessment of damaged area for TDSRS requirements Develop dumpsite according to Management Plan, including road construction, erosion control, portable office and toilet facility. Construct observation platform. Construct grinding, burn pit, ash storage, & hazardous waste storage areas. Determine the number of burners and chippers required per site. Ensure Hazardous Waste Plan in place. Begin construction of burn pits. Complete installation of burners. Secure permits and transport grinders to designated reduction areas. Set up grinders. Maintain records of hours worked for operators, location worked, repairs, etc. Ensure maintenance of burners & grinders. Make dumpsite adjustments. Provide daily operations reports to DO & Client Inspect dumpsite operations for safety & quality control monitoring Handle hazardous waste. Provide for demobilization of equipment. Legend DO - Director of Operations DRM - Debris Reduction Manager DF - Day Foreman ADO - Assistant Director of Ops LM - Logistics Manager NF - Night Foreman SQCM — Safety, Quality Control Manager DRM, DF, NF I Within 48 hrs DRM, DF, NF I Within 48 hrs ADO, DRM Within 48 hrs ADO, DRM I Within 48 hrs ADO, DRM I Within 48 hrs ADO, DRM ! Within 72 hrs DRM, LM Within 72 hrs I Within 72 hrs Daily DRM, DF, NF I Daily ADO, DRM I Daily ADO, DRM I Daily SQCM, CLIENT Daily & periodically Garner I As required Environmental DRM, LM I Upon completion of all tasks DRM DRM, DF, NF • Debris Reduction Crews. Upon award of a contract, the Management Team will look at the TDSRS/s that the City has available to determine if they are sufficient and strategically located. If more TDSRS sites are needed, the Team will work with the City to identify other potential TDSRS sites, either public or privately owned. Site plans will be developed for each TDSRS. 43 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL If permitted by the City, Crowder -Gulf will have burn and chip sites combined. When this is possible, spotters, laborers, and foremen at the dumpsite will be the same for burning and chipping. One (1) grader will maintain roads, and the same track hoes and bulldozers will be used to stockpile debris for burning and chipping operations. Our Basic Debris Reduction Crew per site is shown on the following chart: Manpower / Equipment Dumpsite Reduction Manager Day Foreman Night Foreman Spotters Flagmen Technician / Mechanic Bulldozers and Track Hoe w/grapple - with Operators Road Grader with Operator Front End Loaders with Operators Spotters Laborers Night Watchman Grinder Operator Bulldozers and Track Hoe w/grapple - with Operators Road Grader with Operator Front End Loaders with Operators Spotters Laborers Night Watchman Burn & Chipper Crew Spotters Basic Debris Reduction Crews Task Responsibility Supervise set up and daily operations of debris reduction site. Monitor incoming trucks. Direct separation of materials. Supervise reduction crews. Supervise reduction crews. Monitor incoming debris type for designated areas. Direct flow of incoming and outgoing trucks at site. Bum Crew Initial set-up of burner. Assist starting of fires according to the Operator Manual. Daily maintenance of & care of burner & loader equipment. Build burn pit according to Operations Manual. Clean ash from pits and pile in designated areas. Stockpile debris. Maintain roads and site. Supply debris to burn pit. Stockpile material. Ensure drivers dump loads in proper location. Police area and assist other workers at burn site. Monitor burn pits and secure site. Chipping Crew Fuel tub grinder and control grinder. Stockpile debris & finished chips. Supply debris to grinder. Maintain roads and site. Supply debris to grinder. Stockpile material. Ensure drivers dump loads in proper location at grinder 1 - 2 / Site and stockpile. Police area and assist other workers at burn site. 2 - 4 / Site Monitor burn pits and secure site. 1 1 / Site Recycling Crew Separate recyclable materials from incoming debris & move it to designated storage areas. Direct clean loads of recyclable material to storage areas. Number per Crew 1 / Site 1 / Site 1 / Site 2-4/Site 2-4/Site 1 / Site 2-4/Site 1 / Site 1 - 2 / Burn Pit 1 - 2 / Site 2-4/Site 1 / Site 1 / Grinder 2-4/Site 1 / Site 1 -2/Site 44 4-6/Site 1 - 2 / Site CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Debris Reduction Plan Details. The DRM will require the separation and segregation of all loads deposited at the debris -staging site. Debris will be segregated into six (6) distinct areas for reduction and/or further handling, are: 1. Clean, vegetative debris 2. Vegetative debris containing other foreign matter 3. Construction and Demolition (C&D) Debris 4. Salvageable or recyclable debris 5. White Goods 6. Hazardous or toxic materials / waste Debris reduction site segregation is a secondary effort to roadside segregation. However, such roadside segregation and separation shall not impede traffic or substantially reduce removal production, as this important process can be accomplished at the debris staging site. If site segregation is required because of mixed loads, the separation will reflect the six categories cited in this plan. Each category of debris will be dealt with in full compliance with the Crowder -Gulf Environmental Plan and/or state and federal standards. Vegetative debris will be placed into no less than two or three piles, which will allow for volume reduction without interfering with the ongoing dumping operation or until the dumping and/or reduction operations are complete. Construction and demolition debris will be separated for possible machine reduction unless directed by the Client to be re -hauled for disposal as unreduced debris. White goods will be degassed, crushed and bailed for sale as scrap metal. Open-air burning will only be commenced and conducted with concurrence of the Client. This type of burning will be strictly limited to clean, vegetative debris and to daylight hours. Open-air burning shall not be conducted within 1,200 feet from any structure (other than inspection tower) and no less than 200 feet from any other pile or type of debris on site. Air Curtain Incineration (ACI) will be commenced and conducted with concurrence of the Client. All site personnel operating an ACI will be briefed on all aspects of this method of reduction, including shut down, fire suppression and safety concerns ACI will be limited to clean vegetative debris, unless the Client directs the reduction of wood C&B by this method. Any debris suspected of containing hazardous materials of any type will NOT be burned in any ACI operation. ACI will be conducted in a pit environment. Pits will be dug to a depth of approximately 9 to 12 feet by 15 feet wide and in a length not greater than 1.25 times the length of the air curtain nozzles. In high water table areas, burn pits will be constructed above ground, using stable materials, to the same dimensions as below ground pits. Fire Safety Separation from other debris or structures is the same as Open Air Burning. 51de View A Side View B AA A Pit 9-12 ft 3-4m deep Pit 1 45 Pit 9-12 ft 3-4m deep Pit Top View empaft P2 3tft 11m long Pk 9-12 ft 3-4m Mott CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Grinding and/or chipping is another method for organic debris reduction's. More costly than burning, grinding and chipping products have potential for other uses. Wood chips can be stored short-term for possible sale as fuel, mulch, or landfill cover. Experience has shown a multiple -pile storing process to be safe and efficient. Mulch and chip piles will be monitored closely for excessive heat build up. Pile reformation (airing) may be required to prevent combustion before haul out for final disposal. Grinding and/or chipping operations will be accomplished on the type of debris (vegetative and/or C&D) as directed by the Client. Grinding and/or chipping of vegetative debris will be accomplished as set out below: • Vegetative debris will be placed into two separate piles. • Pile one will be accumulated until a sufficient quantity is available to commence a continuous reduction operation. • Pile two will be started and accumulated until the reduction of pile one has been completed. At which time, dumping of vegetative debris on pile two will cease and pile one will be replenished. This rotation will continue until the task is completed. • All personnel involved in vegetative debris grinding and/or chipping operations will receive a safety briefing for all effected job functions. • A track -type tractor with blade or a rubber -tired loader will pick up and stockpile chips for temporary storage away from the immediate reduction area. • Chips will be removed from TDSRS as quickly as possible to reduce the threat of fire. The Crowder -Gulf Environmental Protection Plan will address and provide detailed guidance on debris staging site environmental concerns such as dust, smoke, erosion, storm water plus hazardous and toxic wastes. If the debris -staging site is an environmentally sensitive area or has historical sites in close proximity, special environmental consideration must be taken to protect and preserve such areas. Debris Reduction Site Checklist. In addition to the general debris reduction guidance listed above, the following is a checklist for the DRM and/or other supervisors to follow for reduction site preparations, operations and closure. 1. Site Preparation a. Survey and mark boundaries of site. b. Document by videotape and/or photograph pre-existing site conditions that could affect site closure or remediation. c. Design and construct entrance to site. Factors to include: • Culvert for water control. • Solid road materials. • Security gate and fence to control after hours dumping and public trespass. • Elevated stand for ticket checker and load inspections. d. Design and construct site road (if required). • Grade for proper drainage. • Pick the most efficient trucking circuit. • Compact and level area in front of pit for trucks to dump. • Minimize truck backing and traffic crossing. e. Design and construct ash storage area. Factors to consider: • Size of area for expected production. • Operating range of loading equipment. f Design and construct burner pits. 46 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • Two- (2) pits placed perpendicular allows for easy movement of burner in case of change in wind. • Allow for access of fuel and maintenance trucks. 2. Pre -Operation Check List a. Check operators training. • Familiarity with ACI Operations • Safety • Permit procedures • Quality control and reports • Operational tasks 1) Check emergency shut down(s) 2) Check equipment readiness 3. Site Operations a. Monitor incoming trucks. b. Check compliance with quality control plan. c. Inform drivers of route, dump procedures and issue site map. 4. Separation of materials a. Route unapproved materials (C&D or White Goods). b. Route clean burnable material to burn pit or to grinding area. c. Provide temporary storage for hazardous or dangerous materials such as transformers, petroleum products, radioactive materials, medical waste, explosives and LP bottles. Inform authorities of quantities and types of hazardous materials; arrange for removal by licensed hauler and documentation of materials s required by contract. 5. Staging Area Procedures a. Instruct trucks where to dump all materials. b. Maintain access road and area between windrows for truck operation. c. Turn windrows to remove dirt and accelerate drying. d. Fire base material and start ACI. e. Check for smoke/ash release and control with ACI. f. Fuel pit with material to maintain clear burn conditions. 6. Cool Down Period a. Route trucks to staging area. b. Halt pit charging. c. Compact materials towards center of pit to maintain heat. 7. Shut Down Period a. Flood pit with water or cover with sand to control ash and charcoal dust. b. Maintain burner and loader equipment. c. Excavate ash and charcoal from pit and place in ash storage area. d. Separate large unburned charcoal and place in charcoal area. e. Maintain pit walls and air manifold placement. 47 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Restart a. Place charcoal in pit, re -ignite and add vegetative debris. 8. Site Closure a. Shut down burn operations and remove equipment, tower and any other temporary buildings or site improvements. b. Return burn pits to existing grade. c. Haul any unburned materials to appropriate facility. d. Recycle any separated metals, plastics, white goods or other materials and document quantities and types as required by contract or regulations. e. Arrange for soil and/or ground water testing for contaminates (if required). f. Complete remediation or replacement of soil (if required). g. Return all storage areas and roads to level pre-existing grade. h. Disc and seed all disturbed areas with appropriate grass species, cover and water .Remove security gate, fence, entrance roads and culverts. i. Arrange for site inspection by owner and correct any other site damages. Complete owner inspection and correct any discrepancies. Obtain site release. DEBRIS RECYCLING PLAN • Veaetative Debris. The vast amount of vegetative debris produced by a natural disaster creates a real recycling challenge. We will make maximum efforts to recycle all organic material. Experience has taught us that it will still require freight cost and tipping fees, but recycling is still the best option as opposed to using up valuable landfill space. Specifically, our plan involves the following: 1. Debris crews will be encouraged to cut tree trunks into eight (81) foot or longer lengths for delivery to dump site. Quality logs will be separated and marketed to pulp mills, saw mills, and veneer mills. Timber in the log form is always marketable, and depending on quality can be transported to market even if the markets are relatively far away. 2. Stumps usually have large quantities of dirt attached, which contributes to the low quality of fuel chips. Stumps will be split and burned if burning is permitted. If burning is not permitted split stumps will be ground and resulting chips will be kept separate. 3. Limbs, twigs, short blocks, and inferior logs will be ground or burned. To reduce contamination of chips with dirt, care will be taken to use rubber -tire loaders with rakes and track hoes with grapples. 4. Every effort will be made to move chips to organic fuels users in a wide area. Crowder -Gulf will begin moving chips as soon as possible to prevent the buildup of massive chip piles that create a potential fire hazard in urban areas. 5. Crowder -Gulf has contacts with major paper mills, sugar mills, and other organic fuel users in the Southeast. Once Crowder -Gulf is awarded a contract, we will work to get tentative agreements with users who are in close proximity to Client. 6. If local laws and regulations permit, Crowder -Gulf will secure land in a rural area(s) as close as possible to our chipping operations. Chips unfit for fuel or chips surplus will be piled on the property, mixed with ash from burning operations that has been tested and free of contaminates, and turned periodically to produce quality marketable compost suitable for landscaping use or applications to farm land. 48 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL • C & D Debris. We know from past disaster debris experience there is little or no salvage value from C&D and other non -vegetative materials. Most of this debris will have to be hauled directly from rights -of -ways and TDSRS to a properly permitted landfill(s). • Hazardous Waste. Hazardous waste materials will be processed and disposed of in accordance with all applicable laws and regulations. If local or state laws permit the application of clean ash to farmland, this avenue will be pursued. If not, all ash residue will be hauled to a properly permitted landfill. PLAN 6 - QUALITY CONTROL PLAN. The purpose of this plan is to provide guidance to assure a consistent quality of effort and a system to ensure all work complies with requirements of the contract. The effort (work) must have production measurements that are related to concerns, i.e., the environment, safety, schedules, documentation and/or inspections. This plan will provide the linkage for executives, managers and supervisors to accomplish the mission of Crowder -Gulf in an atmosphere of quality workmanship. PLAN MANAGEMENT. The Safety/Quality Control Manager (SQCM) is the person responsible to update and maintain this plan. Input from other key personnel is essential and expected. The plan will be reviewed on an annual basis unless there is at least one utilization of the plan in a calendar year. The SQCM will assure that the quality control program is in compliance with this plan. The following table presents an overview of the primary tasks of the SQCM and the relationships to the field operations personnel. Quality Control Plan Overview TASKS/FUNCTIONS Safety Plans enforced Onsite inspection of debris removal Meeting to address performance issues Regular performance & progress inspections Contractor performance evaluation Corrective action for deficiencies Personal property damage report Evaluation of personal property damage settlement Reduction Site Inspection Reduction Site Inspection Corrective action for deficiencies Reduction Site Adjustments Monitor for adequate personnel & equipment RESPONSIBLE PERSONNEL WHEN Ongoing Ongoing Daily Daily Weekly Weekly Daily As Needed Daily Weekly Weekly As Needed Daily BY WHOM SQCM, FPM, CF FPM, CF, CREW FPM, CF, SCC FPM, SQCM CR FPM, CF CF FPM, CF, SQCM DRM SQCM DRM, SQCM DRM DRM 49 TIME FRAME HOW Daily Report RECEIVED BY DO, FPM Daily Report SCQM Daily Report ADO Daily Report Verbal Weekly Report Daily Report Report & Release Form Daily Report Weekly Report Weekly Report Daily Report Daily Report ADO, City CF SQCM FPM, SQCM ADO SQCM ADO, City ADO, City SQCM, ADO ADO, DO RV VV LOC IN -1/4.7 V Lr RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL TASKS/FUNCTIONS Legend: DO - Director of Operations ADO - Assistant Director of Ops SQCM — Safety/Quality Control Manager RESPONSIBLE PERSONNEL TIME FRAME DRM - Debris Reduction Manager DF - Day Foreman LM - Logistics Manager NF - Night Foreman In the event any of these inspections or monitoring action detects a work quality issue, it will be documented and raised with the Subcontracting Crew Coordinator and Crew Foreman. Work quality issue resolution will follow the basic chain of command unless the severity or magnitude compels the SQCM to escalate the issues directly to the ADO and/or DO. If the work quality issue encompasses a safety concern, the SQCM is authorized to shut down the operation and immediately request the DO and/or ADO for guidance. • Clean As You Go. This concept is the centerpiece of the Quality Control Plan. This management philosophy and policy will receive maximum effort of the Safety/Quality Control Manager (SQCM) in training, monitoring and documentation. "Clean As You Go" is a simple concept that is defined as doing the best job possible the first time so as to reduce the necessity to redo any work. This policy does not preclude contracted multiple passes. It simply implies that all the debris will be removed on every pass, regardless of the number of passes required by the client. This philosophy is especially important for debris work on emergencies or major disasters where restoration of critical public functions is the highest priority. All Crowder -Gulf employees, subcontractors and consultants are expected to abide by this policy. If after training and working under the concept of "Clean As You Go" the work results do not reflect this company policy, Crowder -Gulf employees and subcontractors are subject to disciplinary action up to and including dismissal/termination. • Knowledge and Training. Crowder -Gulf's SQCM will conduct briefings/de-briefings no less than once a day for the team managers and weekly for his/her supervisors. Organizational and functional relationships will be thoroughly reviewed with supervisory personnel who will in turn instruct the operating personnel. To the extent possible, Crowder -Gulf employs debris -experienced equipment operators, foreman and supervisors. In accordance with these established practices, Crowder -Gulf supervisors will evaluate the knowledge and debris experience of each operator and subordinate employee, regarding the specifics of his or her assigned tasks, to determine if the employee requires additional training or should be utilized in other operations. ENVIRONMENTAL PROTECTION. Crowder -Gulf is committed to unequivocal protection of the environment at the work site and surrounding areas by attention to organizational, operational and performance details that are the hallmarks of quality control. Crowder -Gulf personnel or subcontractors assigned to specific contractual duties that substantially impact environmental quality (i.e. incinerator operators) will have the quality of their work continually evaluated by a senior supervisor. Employees with duties partially or indirectly applicable to environmental protection will have those duties evaluated daily, whether relating to noise, smoke, dust, traffic, drainage or general containment actions or containment actions specifically related to hazardous materials. • Inspections. To assure the quality and timeliness of work in accordance with contractual tasking, Crowder -Gulf will use a hierarchy of assigned inspection responsibilities based on the nationally recognized Incident Command System (ICS). The ICS employs a cascade of organizational components in groups of five or less to assure good quality control in high stress operations. This arrangement limits the respective spans of control to tolerable levels. It has been proven with time and experience to present the performance data needed by the Crowder -Gulf manager to attest 50 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL quality performance. Crowder -Gulf's use of the ICS -based hierarchy of responsibilities exploits the strength and flexibility of its management/supervisory structure. Work -quality control at the debris staging site(s) will begin with the Inspectors assigned to each inspection tower. The Inspector's work, will in turn, be inspected by the debris staging site foreman. The work of the debris staging site foreman will be inspected by the superior field supervisor, etc. For example: At each debris -staging site(s) location, the site foreman bears the assigned responsibility for inspecting the work completed by each subordinate crew. The foreman's work, will in turn, be inspected by the responsible field superintendent. The field superintendents, will in turn, have their work inspected by the Assistant Director of Operations (ADO). • Security. Crowder -Gulf will restrict general access to its site operations to essential personnel for both security and safety. Managers and supervisors will be granted access to a site(s) based upon their duties, responsibilities and spans of control. Operating personnel will be granted access to sites relevant to their respective tasks. Keys to secure buildings and sites will be specifically assigned to the ranking manager, supervisor or other employee responsible for the building or site. Public access in secure work areas will be controlled by enclosures, barriers, warning tape, signs and/or flagman. All visiting personnel will be briefed on security concerns as the limitation to their site visit. The SQCM will review the distribution of security keys and visitor logs on a weekly basis to assure the site security is adequate for the functions performed on the site(s). • Maintenance. Crowder -Gulf has comprehensive inventory of shop manuals and follows manufacturer's maintenance recommendations on all of its equipment. Crowder -Gulf systematically performs "routine maintenance" appropriate to each item of equipment. This maintenance is reported on an equipment log that is retained for the life or ownership of the equipment. Crowder -Gulfs maintenance system uses its employee or contracted full-time mechanics and/or oilers for daily and routine maintenance. Heavy maintenance and/or major repairs of company-owned equipment are performed by heavy equipment maintenance firms under contract to Crowder -Gulf. Heavy maintenance and/or major repairs of leased equipment will be performed away from the reduction site, if at all possible. The decision to allow leased equipment to undergo heavy maintenance and/or major repairs on site rests with the DRM (i.e. it may not be practical to require the removal of a tub grinder to replace the hammers). The foregoing maintenance system and reports assure a high level of equipment reliability. Equipment operators are responsible for daily, routine maintenance checks on fuel, lubricant, tire pressure and safety items. The SQCM is required to review all equipment logs and to inspect selected machines on a random sample basis for assurance of maintenance compliance. DOCUMENTATION AND RECORDS. Crowder -Gulf combines a sound management system with full documentation and record requirements to assure that operational performance can be recapitulated. The documentation also serves for management evaluation actions. Operations outcomes cannot be identified or assessed if they leave no recorded data "footprints". Disaster operations are difficult to evaluate under the best of field circumstances and thereby require creative and expedient documentation and reporting. The joint venture has a management style in which documentation is encouraged and required. The portion of the Debris Operations Plan relating to performance is an example of this commitment to quality documentation and reports. PLAN 7 - SUBCONTRACTING POLICY AND PLAN. This plan will guide all executives, managers and supervisors in the location, tasking, utilizing and controlling the subcontractors used by Crowder - Gulf on a storm debris operation by providing subcontracting guidance using the Subcontracting Policy, which is integrated into this plan. 51 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Crowder -Gulf has a number of large subcontractors who can provide their own competent management and inspection personnel with minimum oversight from Crowder -Gulfs management team, along with over 200 other self-sufficient experienced subcontractors who have worked with us on previous disasters. It is our policy to utilize qualified local subcontractors to the maximum extent possible in compliance with 44 CFR 206.10. • Subcontractina Policy. It is our policy that all subcontractors comply with all of the contractual conditions and commitments of Crowder -Gulf. As such, all subcontractors shall agree to the following: 1. Provide satisfactory evidence of bonding and licensing that complies with contract and jurisdictional requirements. 2. Provide assurances that no current owner, principal or officer of the firm is or has ever been debarred by the state and/or federal government. 3. Obtain and furnish satisfactory evidence of required insurance from a responsible insurer. 4. Give all notices and fully comply with all local, state and federal laws — including, but not limited to, social security, workers compensation and unemployment insurance, DOT, etc. 5. Begin work to be performed within two (2) full workdays after a subcontractor is notified of a subcontract award, unless otherwise stipulated in the subcontract arrangements. The subcontractors will pay for all materials, equipment and labor used in the performance of the subcontract(s). 6. In the event a subcontractor makes an untimely start, or is unable to supply sufficient skilled workmen, equipment or materials to satisfy the subcontract arrangements, Crowder -Gulf may terminate the employment/contract of the subcontractor for cause. 7. Take all reasonable safety precautions with respect to contracted work, complying with all safety, workplace standards and environmental measures as directed by Crowder -Gulf. 8. Furnish periodic progress reports on the work as directed by Crowder -Gulf, plus use the debris reporting system selected by Crowder -Gulf. 9. To provide Crowder -Gulf with progress payment billings (as agreed in the respective subcontracts). 10. Final payments to subcontractor(s) may be deferred pending receipt of contractual or statutory lien waivers, releases, closeout documents or other encumbrances. 11. Other stipulations may apply as may be required by unique local conditions. • Subcontracting Practices. It is the practice of Crowder -Gulf to subcontract debris work and services using the following guidance: 1. Subcontract to the maximum extent possible with local firms and small businesses. 2. Promote the use of local contracting by tasking a senior manager to assure notification through local media and organizations. 3. Promote subcontracting only with the assured compliance with equal opportunity hiring. 4. Provide all subcontractors a clear chain of command for purposes of official and/or unofficial communications. 5. Accept, process and pay invoices of subcontractor in accord with the Crowder -Gulf policy. 6. Provide priority subcontracting considerations to/for subcontractors that have provided quality work to the Crowder -Gulf in past operations — consistent with the subcontracting policy. 7. Crowder -Gulf does not have a set -a -side percentage of subcontracted work for any particular classification of subcontractor, but will give special attention to small, disadvantaged firms and/or women owned small business firms for contract work or services needed by the company. PLAN 8 - PROJECT DOCUMENTATION AND REIMBURSEMENT PLAN. A. Documentation - The forms used by Crowder -Gulf comply with the current documentation requirements of the State and FEMA to support the City's claim for Public Assistance. 52 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Financial accountability is maintained throughout the contract process using a system of checks and balances that are tied directly to the quantitative documentation originated in the field by the City representative and Contractor personnel. This process begins with measuring the interior dimensions of all debris hauling truck beds to be used for this project, to determine the measured cubic yard capacity. The City representative, Contractor and driver(s) will each retain a copy of the completed form. Crowder -Gulf will enter the information from their copy into an Access computer database program. After all of the data has been entered into the database, a Capacity Certification Log is printed for use in the field by the Client and Contractor as a quality control tool. The second phase of our checks and balances is accomplished with the completion of a comprehensive Debris Load Ticket for each truckload of debris hauled by Crowder -Gulf and its subcontractors. The Contractor and City will have representatives at the loading site(s) to inspect each loaded truck and record the required/applicable data. The Contractor and City will also have a representative in the staging/disposal site(s) inspection tower to complete the quantitative data on the load ticket for each load of debris hauled by Crowder -Gulf and its subcontractors. Crowder -Gulf Field Project Managers will ensure that the tower inspectors are provided with a current Capacity Certification Log to ensure that the integrity of the documented physical structure of each debris - hauling truck has not been jeopardized and/or altered in any manner that would adjust the measured cubic yard capacity of the truck bed. Accurate completion of these two sources of quantitative and descriptive debris data is imperative to the City when supporting their request for reimbursement of the cost for this project from the State and/or FEMA. Designated office personnel enter data from debris load tickets on a daily basis into our Access database program. Daily, weekly and other reports are generated on a timely basis to ensure discrepancies are resolved immediately. 53 t § \ k ) g § z t It .. b � i U 2 §§ 7 e» 4 n a §® m j LLI m, o %o. z) %/ » ` §� w / 55 to )- cc j o . < 5 § E §0o $ 2 § $� / w §§k 13 es 2 0 to ��k 6 § ��{ § ¢ o o 0 I- §§ E\ k � c �\ \ 0 0 e [g M 0 la Cd \rk \ CC $ W z) 9 \ § 0 )1 2 o § \ 0 u } k } § JO m U & a %_ ¢� _ L I 0 oz , , o. Q� ..! s§ § im ■A �; It % a &f l \ §k (§ \§dk. ■f 2| o Sv 22 a@gSs 7 . ! �O. �0.000 22 k c tft 0. � a ) ; } State Inspector (if CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL CROWDER-GULF DEBRIS LOAD TICKET Client Name: Truck Company Name: Truck Driver Name: Loading Date: Loading Location (Street Address): Truck No: Disaster No: Loading Time: ILoading Zone: DEBRIS QUANTITY 1 own IMeasuredI Capacity: CY I Full: Load:l CY DEBRIS CLASSIFICATION Vegetative White Goods C&D Other (state type) STUMP CLASSIFICATION ROW (Public Property) Small (24"- 36" diameter) Medium (37"- 48" diameter) Large (48" or greater diameter) Dumping Date: Reduction/Disposal Dumping Location: CROWDER-GULF Representative: State Inspector (if applicable): 55 ROE (Private Property) Small (24"- 36" diameter) Medium (37"- 48" diameter) Large (48" or greater diameter) Dumping Time: Client Representative: Federal Inspector (if applicable): CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL Crowder -Gulf will provide daily, weekly, and summary debris reports configured to comply with any City request or requirement. A typical CROWDER-GULF DEBRIS MANAGMENT City of Newport News Hurricane Isabel Debris Cleanup Daily Debris Removed Report DEBRIS REMOVED ON: 11/17/2003 REPORT DATE: Load Date Debris Ticket# Truck# Street Address/Subdivision/Area Type 11/17/200346780 569 11/17/200346781 569 11/17/200346867 569 11/17/200346868 569 11/17/200346953 548 11/17/200346954 548 11/17/200346955 530 11/17/200346956 548 11/17/200346957 530 11/17/200346958 530 11/17/200346959 530 11/17/200346960 548 11/17/200346962 548 11/17/200376739 570 11/17/200376740 502 11/17/200376741 570 11/17/200376742 502 11/17/200376743 570 11/17/200376744 502 11/17/200376745 570 11/17/200397904 510 11/17/200397905 512 11/17/200397906 510 11/17/200397907 512 11/17/200397908 510 11/17/200397909 510 11/17/200398014 552 11/17/200398015 552 11/17/200398016 552 11/17/200398017 552 11/17/200398018 512 11/17/200398702 531 11/17/200398703 531 11/17/200398704 517 11/17/200398705 517 11/17/200398706 531 BEECHWOOD AVE BEECHWOOD AVE 14TH /ORCUTT ANDERSON PARK FRANKIN RD HUNTINGTON PK NORTH AVE CENTER AVE HUNTINGTON AVE FRANKLIN RD WOODFIN RD FRANKLIN RD RANDOLPH RD MILFORD RD MILFORD RD MILFORD RD BRANDON RD RIVER RD SHIRLEY RD STRATFORD RD HUNTINGTON AVE 60TH ST 65TH ST IVY AVE 15TH ST 14TH ST HUNTINGTON AVE 16TH ST 15TH ST 15TH ST WICKHAM AVE POST ST POST ST RALEIGH RD RALEIGH RD HURLEY RD City of Newport News Loads this Report. 36 Avg. Load 79.7 DEBRIS REMOVED ON: 11/17/2003 Debns Type to the City. These reports can be daily report is shown below: FEMA -1491 -DR -VA Wednesday, November 26, 2003 Delivered To Stumps Sm Med Lc Capacity % Load Load (CY) AS Bethel Landfill 0 1 40 0 0.0 AS Bethel Landfill 0 0 50 0 0.0 AS Bethel Landfill 0 0 40 0 0 0 AS Bethel Landfill 0 0 50 0 0 0 B1 Patrick Henry TDSRS 0 0 0 55 95 52.2 81 Patrick Henry TDSRS 0 0 0 55 85 46.8 B1 Patrick Henry TDSRS 0 0 0 59 95 56.0 B1 Patrick Henry TDSRS 0 0 0 55 80 44.0 B1 Patrick Henry TDSRS 0 0 0 59 95 56 0 B1 Patrick Henry TDSRS 0 0 0 59 95 56.0 B1 Patrick Henry TDSRS 0 0 0 59 90 53.1 B1 Patrick Henry TDSRS 0 0 0 55 85 46.8 81 Patrick Henry TDSRS 0 0 0 55 90 49.5 B1 Patrick Henry TDSRS 0 0 0 64 85 54 4 131 Patrick Henry TDSRS 0 0 0 70 95 66 5 61 Patrick Henry TDSRS 0 0 0 64 90 57.6 B1 Patrick Henry TDSRS 0 0 0 70 95 66 5 B1 Patrick Henry TDSRS 0 0 0 64 90 57.6 B1 Patrick Henry TDSRS 0 0 0 70 95 665 B1 Patrick Henry TDSRS 0 0 0 64 90 57 6 Al Patrick Henry TDSRS 0 0 0 59 85 50.2 Al Patrick Henry TDSRS 0 0 0 44 90 39.6 Al Patrick Henry TDSRS 0 0 0 59 85 50.2 Al Patrick Henry TDSRS 0 0 0 44 95 41.8 Al Patrick Henry TDSRS 0 0 0 59 90 53 1 Al Patrick Henry TDSRS 0 0 0 59 75 44.2 Al Patrick Henry TDSRS 0 0 0 44 90 39.6 Al Patrick Henry TDSRS 0 0 0 44 85 37.4 Al Patrick Henry TDSRS 0 0 0 44 80 35.2 Al Patrick Henry TDSRS 0 0 0 44 95 418 Al Patrick Henry TDSRS 0 0 0 44 85 37 4 B1 Patrick Henry TDSRS 0 0 0 58 95 55 1 B1 Patrick Henry TDSRS 0 0 0 58 90 52.2 61 Patrick Henry TDSRS 0 0 0 61 90 54 9 B1 Patrick Henry TDSRS 0 0 0 61 95 58.0 B1 Patrick Henry TDSRS 0 0 0 58 95 55.1 Stumps: Small: 0 Medium: 1 Large: 18 Daily Cu Yds 1,632.9 1 - Vegetative Debris 2 - C+D 3 — Stumps Page 1 of 1 56 CROWDER-GULF RFP # 29-05106 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL B. Technical Disaster Recovery Assistance. Crowder -Gulf offers Technical Disaster Recovery Assistance as a value-added service to the City at no additional cost. The Technical Assistance provided is done so in a manner of guidance and support to assist the City and is not intended as official actions for, of, or by the City. Crowder -Gulf's on-site assistance will phase out as the City becomes self-sufficient and assured of their capabilities to manage the recovery process and substantiate request for reimbursement from the State and/or FEMA for eligible Public Assistance funding. We will remain available to the City from the home offices by phone, fax and/or e-mail (or return for on-site visits if necessary) to continue Technical Assistance support as requested by the City. Crowder -Gulf recognizes that the administrative burden and documentation requirements placed on local government can be nearly as devastating as the natural disaster itself. Our primary objectives are to assist the City with administrative and documentation preparedness, response and recovery processes. These processes will assist the City with establishing clear eligibility and maximizing the amount of disaster related financial assistance available from external funding sources in the event of a declared emergency or disaster situation. Crowder -Gulf acknowledges that storm debris services and their subsequent costs are typically one of the first and foremost concerns of federal, state and local governments. This complex aspect of disaster recovery warrants extensive monitoring and documentation to substantiate requests for reimbursement of the high cost of contracted and/or force account storm debris services. We offer guidance related to the debris contract, management and documentation processes of this closely scrutinized category of disaster recovery assistance and what can be done ahead of time to best prepare for the commencement of work on this project, if/when needed. Crowder -Gulf has developed procedural guidance, supporting forms and documents to enable municipal applicants to expedite the process for a rapid physical and financial recovery. Our guidance and support will commence with concentration on the two categories of Emergency Work, Category A -Debris Removal and Category B -Emergency Protective Measures. This priority is based on the fact that these two categories typically involve 75-90% of a local government's recovery project costs. However, we are also available to assist the City with the categories of Permanent Work, if and when requested by the City. Upon request, Crowder -Gulf will train, advise, and assist City personnel in the following: 1. Provide a recovery program overview to appointed and elected officials. 2. Provide training to appropriate City personnel on details of documentation for recovery. 3. Assist in drafting resolutions necessary for disaster recovery efforts, personnel and projects. 4. Guide and assist the Disaster Recovery Manager on the requirement for and the process of the Project Worksheet (PW) System. 5. Assist the designated City staff and/or train the local hires with setting up applicable procedures for compiling and organizing the disaster specific forms and files for supporting documentation to requests for external funding assistance. 6. Attend the Applicants Briefing with City, if requested. 57 CROWDER-GULF RFP # 29-05/06 DISASTER RECOVERY SERVICES FOR THE CITY OF MIAMI BEACH, FL 7. Review and make recommendations for the City's representatives on the Disaster Recovery Team. 8. Brief Disaster Recovery Team members on process and projected outcome. 9. Assist with the preparation and documentation of all small Project Worksheets. 10. Review for accuracy, completeness and value, all Project Worksheets returned by the State and/or FEMA. 11. Make recommendations as to whether the City should concur or not concur with the Project Worksheets as presented by the State and/or FEMA. 12. Write rebuttal and/or re -inspection request for any Project Worksheets that the City does not concur or accept. 13. Track the flow of information from Department Heads for recovery claims to the Project Worksheets files. 14. Check the progress of the Disaster Recovery Team making suggestions for possible corrections and/or improvements. 15. Assist, support and write any appeals for time extension, Disaster Recovery Team revisits State and/or FEMA denial of eligible cost. 16. Provide review of disaster related contracts and reports of contractor progress. 17. Prepare such reports as may be requested and/or required. 18. Begin Crowder -Gulf withdrawal as Disaster Recovery Team begins to administer the recovery effort on their own. 19. Conduct exit interview when the City is ready to control the recovery effort independently. 20. Prepare after action report with recommendations for future disaster response and recovery operations. 21. Remain available by phone/fax (or return on-site visit if necessary) to continue the Technical Assistance once the exit interview has concluded. 58 OF COVERAGE TYPE 01" INSURANCE AUTOMOBILE LIABILITY ® YES ❑ NO Any Auto ® YES ❑ NO All Owned Autos O ITS ❑ NO Scheduled Autos ® YES 0 NO Hired Autos YES ❑ 8'0 Noo-Owned Autos Excess Form DESCRIPTCO D EXCESS LIABILITY POLICY POLICY NUMBER PERIOD XSAL-072620 09/01/2005 09/01/2008 LDNITS OF wasia1'Y DJ THOUSANDS (000) Bodily friary & Property Damage Combined GXS-041898 09/01/2005 09N1/2006 Each Occurrence f 5,000 Aµ %gate S 5.000 ould the insurance hetero described be cancelled, assigred or changed in such it owner as to affect this mat&me, THE GRAY INSURANCE COMPANY will endeavor to give thhty ( 30 ) days written notice to the certiflcam holder, but failure to do w ibu& impose no obligation or liability u THE GRAY INSURANCE COMPANY. THE G IN8 C MPANY 3801 70002 DATE: FORM NO. 135 REV. 1/01 01/23/2006 ATTACHMENT 5- iR ak A--' t Phan Farmat Pine prioritise the risks (lit tbs pus dab fret). Indica* the pctestia] icon to eon (in terms of 5), andlor e:hedute (in cans of oalcdar Days). You ray sdNdelsictho risk Wes Allow u busy. Maly Rlak J$ Riklt Impcs Coat (5) Sdetleu: Enclosed in a seperate envelope per request. Schadule (Days) Rik& imam Cost (S) Schedule (Days) Sdr1Ma: Risk 3: hapset: Cost (5) Schedule (Days) Solution: Rik 4: I t put Cost (S) Schedule (Days) Rik & Iquetr Most (5) Schedule (Days) SaluYoa: Rik ti: *poets Cost (5) Schedule (Days) Sslatlon: Rik 7: Irapa: Coat (5) Schedule (Days) SsYtlaa: NA 5: Impact: Cost (S) So••dus: Rik p: Ispat: Cost (5) Solutloa: Rik IL Latipoeb Cas ($) Salutloa: 12 Schedule (Days) Sekadube (Days) Schedule (Days) Value Added Oedooe or DIlJ nndala (what roe will de diet the others do gra Veedco should identify any value added option or ddferantide that tory are proposing, and include a short dnraiption of how it adds value to the pmieot ldeadfy if tie Wan will inemue or decrease schedule, coo, or expectation You may eerdib lb vela totll blown rerny. /taw ]: Enclosed in a seperate envelope per request. Impact: Cost (5) Schedule (Days) bun 2: Impact; Coes (t) Schedule (Dave) Ion 3: Impart Cat ($) Schedule (Days) Usa d: loped; Coat (1) —•--._ Salted* (per) Item S: Iagaet Cat (S) Schedule (Dar) kintilgagligagialbanal Y(Irmaee (wn, rniah, no of workdays) Total nuntor of workdays 13 ATTACHMENT 4 - Risk Assessment Plan Guide bindstha The ptupose of the Risk Assessment (RA) plan is b capture the vendor's ability to preplan (identify the tides on a Mute project in lama of cost ($), time, and client expectation of quality and performance).The RA plan is used to: 1. Mast the client in prioritizing firms based on their ability to understand the risk oft project. 2. Provide high performing vendors the opportunity to differentiate themselves due to their ewronce med expertise. 3. Giving the competitive edge to experienced companies who have done the type of work before, who can see the job from beginning to end, and who know how to minimize the risk 4. Provide a mechanism ibr the high performers to regulate the low perfumers by enuring that if they aro not selected, the selected company will minimize the risk and provide the client with a comparable perAnmanoa Vendors should keep in the mind that the RA plan is only one step in the selection process. If all the RA plana aro the same, We RA plan will have little impact in the selection (other factors, such as past perfomana end interview will dictate the selection). The RA plan will become nart of the contract, RA Flu nit The format for the RA plan is attached. The RA Plan should clearly address the following items in a non- technical hamar: 1. iiat and prioritize mayor risk items or decisions to be made that are unique to this project. This includes items that may cause the project to not be Meted on time, not finished within budget, generate any elumge orders, or may be a source of dissatisfaction for the owner. Attach a con (S), time scansion, or quality differential for every risk. 2. Explai0 how the vendor will avoid ' minimize the risk. If the vendor hu a unique method to minimize the risk, it should be explained in non-technical tern. 3. Propose any optima that could increase dee value (expeotatfon or quality) of their work. Litt any value or diaemda' dot da vendor is bringing to thepmjed. 4. Attach a schedule with up to six ramjet milabrrs and weeks ofaoh major task. No =mast ti - In order to minimize any bin by the evaluation committee, the RA Plane must not contain ANY names (such as contractor, manufacturer, or dtelper names, personnel comes, project names, product names, or.00mpany letterhead). The RA Plans should not contain any ntaketing information. lamb - The client's goal la to make the sebotionproems as efficient es possible. Efficiency is to minimize dor offal of all participants, especially those who will not get dee project. Therefore, the RA plan should bo a brief, well organized and omoist The RA plan must not exceed 2 pogo. PcS - The font should be no smeller than 12 point. gaimisifien - Outline fon=t. The attached format is only a sample. 10 TO: City of Miami Beach City Hall 1700 Convention Center Drive Procurement Division Miami Beach, Florida 33139 Submitted this 20th day of DECLARATION June , 2006. The undersigned, as consultant, declares that the only persons interested in this proposal are named herein; that no other person has any interest in this responses or in the Contract to which this response pertains; that this response is made without connection or arrangement with any other person; and that this response is in every respect fair and made in good faith, without collusion or fraud. The consultant agrees if this response is accepted, to execute an appropriate City of Miami Beach document for the purpose of establishing a formal contractual relationship between the consultant and the City of Miami Beach, Florida, for the performance of all requirements to which the response pertains. The consultant states that the response is based upon the documents identified by the fo wing number: RFP No.29-05/06 March 12, 2000 Cly of Miami Bosch GN TURE John Ramsay PRINTED NAME President TITLE (IF CORPORATION) RFP No: 29.05100 23 of 30 SWORN STATEMENT UNDER SECTION 287.133(3)(a), FLORIDA STATUTES. ON PUBLIC ENTITY CRIMES THIS FORM MUST BE SIGNED AND SWORN TO IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO ADMINISTER OATHS. 1. This sworn statement is submitted to By For City of Miami Beach, FL [Print name of public entity] John Ramsay, President [Print individual's name and title] Disaster Recovery Services by Crowder -Gulf Joint Ventures, Inc. [Print name of entity submitting sworn statement] Whose business address is 5535 Business Parkway; Theodore, AL 36582 and (If applicable) its Federal Employer Identification Number (FEIN) is 01-0626019 entity has no FEIN, include the Social Security Number of the individual signing this sworn statement (If the 4. I understand that a "public entity crime" as defined in Paragraph 287.133(1)(g), Florida Statutes. means a violation of any state or federal law by a person with respect to and directly related to the transaction of business with any business with any public entity or with an agency or political subdivision of any other state or of the United States, including, but not limited to, any bid or contract for goods or services to be provided to any public entity or an agency or political subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material misrepresentation. 5. I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1Xb), Florida Statutes. means a finding of guilt or a conviction of a public entity crime, with or without an adjudication of guilt, in any federal or state trial court of record relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, nonjury trial, or entry of a plea of guilty or nolo contendere. 6. I understand that an "affiliate" as defined in Paragraph 287.133 (1)(a), Florida Statute{, means: 1) A predecessor or successor of a person convicted of a public entity crime; or 2) An entity under the control of any natural person who is active in the management of the entity and who has been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The ownership by one person of shares constituting a controlling interest in another person, or a pooling of equipment or income among persons when not for fair market value under an arm's length agreement, shall be a prima facie case that one person controls another person. A person who knowingly enters into a joint venture with a person who has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. Maros 12, 2006 RFP No: 29-06/06 24 of 36 cly of Miami Beach 5) I understand that a "person" as defined in Paragraph 287.133(1)(e), Florida Statutes means any natural person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding contract and which bids or applies to bid on contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in management of an entity. 6) Based on information and belief, the statement which I have marked below is true in relation to the entity submitting this sworn statement. [Indicate which statement applies.] /Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, nor any affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members or agents who are active in management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this swom statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. However, there has been a subsequent proceeding before a Hearing Officer of the State of Florida, Division of Administrative Hearings and the Final Order entered by the hearing Officer determined that it was not in the public interest to place the entity submitting this sworn statement on the convicted vendor list. [Attach a copy of the final order] I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH DECEMBER 31 OF THE CALENDAR YEAR IN WHICH IT IS FILED. I ALSO UNDERSTAND THAT 1 AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHO_ LP"AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES F; R CAT • Y TWO OF Y CHANGE IN THE INFORMATION CONTAINED IN THIS FO.RM Swom to and subscribed before me this Personally known OR Produced identification (Type of Identification) 0 aa aeon [Signature] day of C l( f\ f' , 2006 Notary Public - State of ). G 7 X'i naCki My commission expires wmuNlcw,d1 PML 15,2008 (Printed typedjr stam Commissioned name of Notary Public) March 12.2006 Cly of MIamI Beech RFD No: 29-05/06 25 036 Consultant's Name: Principal Office Address: Official Representative: Individual Prs_hl (Circle One) Corporations If ; Cofooratlon. answer this: When Incorporated: In what State: If a Foreign Corporation: Date of Registration with Florida Secretary of State: Name of Resident Agent: Address of Resident Agent: President's Name: Vice -President's Name: Treasurer's Name: QUESTIONNAIRE Crowder -Gulf Joint Venture, Inc Members of Board of Directors 5535 Business Parkway Theodore, AL 36582 John Ramsay, President 2002 Florida March 12, 2008 RFP No: 28-05/08 Clb of Miami Beach 28 of 38 Questionnaire (continued) If a Partnership: Date of organization: General or Limited Partnership*: Name and Address of Each Partner: NAME ADDRESS • Designate general partners in a Limited Partnership I. Number of years of relevant experience In operating A/E business: 37 2. Have any agreements held by Consultant for a project ever been canceled? YesO No (x) If yes, give details on a separate sheet 3. Has the Consultant or any principals of the applicant organization failed to qualify as a responsible Bidder, refused to enter Into a contract after an award has been made, failed to complete a contract during the past five (6) years, or been declared to be In default In any contract in the last 6 years? No If yes, please explain: Murk 72, 2006 City of Miami Beach RFP No: 29-05/06 27 of 36 Questionnaire (continued) 4. Has the Consultant or any of Its principals ever been declared bankrupt or reorganized under Chapter 11 or put into receivership? Yes ( ) No (x) If yes, give date, court Jurisdiction, action taken, and any other explanation deemed necessary on a separate sheet. 6. Person or persons interested in this bid and Qualification Form have ( ) have not (4 been convicted by a Federal, State, County, or Municipal Court of any violation of law, other than traffic violations. To Include stockholders over ten percent (10%). (Strike out inappropriate words) Explain any convictions: none 6. Lawsuits (any) pending or completed Involving the corporation, partnership or individuals with more than ten percent (10%) Interest: A. List all pending lawsuits: none B. List all Judgments from lawsuits in the last five (5) years: none C. List any criminal violations and/or convictions of the Consultant and/or any of Its principals: none Conflicts of Interest. The following relationships are the only potential, actual, or perceived conflicts of Interest In connection with this proposal: (if none, state same,) none meth 12, 2006 City of Miami Bosch RFP No: 29-00/06 not 34 Questionnaire (continued) 8. Public Disclosure. In order to determine whether the members of the Evaluation Committee for this Request for Proposals have any association or relationships which would constitute a conflict of Interest, either actual or perceived, with any Consultant and/or Individuals and entitles comprising or representing such Consultant, and in an attempt to ensure full and complete disclosure regarding this contract, all Consultants are required to disclose all persons and entities who may be involved with this Proposal. This list shall Include public relation firms, lawyers and lobbyists. The Procurement Division shall be notified In writing if any person or entity Is added to this list after receipt of proposals. none Msith 12, moa CM of Mlaml Bow, RFP No: 29$/09 20 of 36 Questionnaire (continued) The Consultant understands that information contained in this Questionnaire will be relied upon by the City In awarding the proposed Agreement and such Information is warranted by the Consultant to be true. The undersigned Consultant agrees to furnish such additional Information, prior to acceptance of any proposal relating to the qualifications of the Consultant, as may be required by the City Manager. The Consultant further understands that the information contained In this questionnaire may be confirmed through a background Investigation conducted by the Miami Beach Police Department. By submitting this questionnaire the Consultant agrees to cooperate with this investigation, Including but not necessarily limited to fingerprinting and providing information for credit check. WITNESS: Signature Print Name WITNESS: Signature Print Name IF INDIVIDUAL: IF PARTNERSHIP: By: Signature Print Name Print Name of Finn Address General Partner Print Name WITNESS: (� IF CORPORATION: / /4c.DL Mr 7 �sLti i�SCA_ Crowder -Gulf Ventures, Inc. Signature Print Name of Corporation Melinda Kohnle 5535 Business Parkway;,Theodore, AL 36582 Print Name % s By: John Ramsay (CORPORATE SEAL) Attest: March 12, 2006 CIW of Miami Beach P sident REP No: 29-06)06 30 0136