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Agenda 04/09/2024 Item #16C 4 (Award request for proposal Debris Monitoring and Disaster Planning Services to Tetra Tech, Inc.)16.C.4 04/09/2024 EXECUTIVE SUMMARY Recommendation to award Request for Proposal (RFP) No. 23-8124, "Debris Monitoring and Disaster Planning Services," to Tetra Tech, Inc., as primary, and Thompson Consulting Services, LLC, as secondary, and authorize the Chairman to execute the attached Agreements. OBJECTIVE: To obtain contracted services for Federal Emergency Management Agency (FEMA) required Debris Monitoring and Disaster Planning Services. CONSIDERATIONS: Request for Proposal (RFP) No. 23-8124 sought vendors to provide a wide range of Debris Monitoring and Disaster Planning Services resulting from a disaster and will follow the principles of the National Incident Management Systems (NIMS), along with the County's current Debris Management Plan, and state and federal regulations. Services will include, but shall not be limited to, emergency and disaster planning, response, recovery, and communication efforts, debris management and monitoring as needed or requested by the County. The services provided may include facilitating communication and coordination between local, state, and federal agencies, County contractors, insurance representatives and other related agencies. On April 27, 2023, the Procurement Services Division released RFP No. 23-8124, "Debris Monitoring and Disaster Planning Services", and the County received three (3) proposals by the June 14, 2023, deadline as summarized below. Company Name City County State Final Responsive/Responsible Ranking Tetra Tech, Inc. Maitland Orange FL 1 Yes/Yes Thompson Maitland Orange FL 2 Yes/Yes Consulting Services, LLC DebrisTech, LLC Picayune Pearl MS 3 Yes/Yes River The selection committee met on July 12, 2023, and after reviewing the proposals and deliberating, the committee scored the proposals and ranked the firms in the order shown above. County staff originally recommended award to Tetra Tech, Inc. as the primary vendor, Thompson Consulting Services, LLC as the secondary vendor, and DebrisTech, LLC as the tertiary vendor. Upon notification of the tertiary award, DebrisTech, LLC withdrew their proposal from consideration. Accordingly, County staff is recommending award to both the top -ranked firms, Tetra Tech, Inc. as the primary vendor and Thompson Consulting Services, LLC., as the secondary vendor. During emergency situations, the County reserves the right to assign all or portions of the work to one or more of the awarded Contractors via the issuance of a Purchase Order for an assigned task based on availability and need, as determined by the County Manager to be in the best interest of the County. The proposed Agreements will become effective upon the expiration of the current Agreement 14-6188 which expires on July 7, 2024. Tetra Tech, Inc., located in Maitland, Florida and has been a contractor to the County for over sixteen years. Worth noting, Tetra Tech, Inc., provided services to Collier County in response to Hurricanes Irma (2017) and Hurricane Ian (2022). Thompson Consulting Services, LLC, located in Maitland, Florida and has been a contractor to the County since 2014. FISCAL IMPACT: For Hurricane Irma Collier County expended $8.6 million on these services. For Hurricane Ian, $3.8 million was expended. The cost of this contract will vary based upon the impact of a natural disaster, if a natural disaster occurs, and any regulatory changes related to debris removal monitoring. Funds will continue to be budgeted in the Solid Waste - Landfill Closure and Debris Mission Reserves Fund (4071). GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan associated with Packet Pg. 1027 16.C.4 04/09/2024 this Executive Summary. LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, is approved as to form and legality and requires majority vote for approval. -JAK RECOMMENDATION: That the Board award Request for Proposal (RFP) No. 23-8124, "Debris Monitoring and Disaster Planning Services," to firms, Tetra Tech, Inc., as primary, and Thompson Consulting Services, LLC, as secondary, and authorize the Chairman to sign the attached agreements. Prepared by: Kari Ann Hodgson, P.E., Director, Solid & Hazardous Waste Management Division Vanessa Caporale, Waste Reduction & Recycling Manager ATTACHMENT(S) 1.23-8124 - Solicitation Revised2 (PDF) 2.23-8124 NORA (PDF) 3.23-8124 Final Ranking (PDF) 4. [Linked] Tetra Tech 23-8124 proposal (PDF) 5. [Linked] 23-8124 Vendor Signed —Tetra Tech, INC UPDATED (PDF) 6.23-8124 COI _TetraTechInc (PDF) 7. [Linked] Thompson Proposal (PDF) 8.23-8124 COI _Thompson Consulting (PDF) 9. [Linked] 23-8124 Vendor Signed —Thompson Consulting Services LLC UPDATED (PDF) 10. 23-8124 COI_ProLiab_GL_Thompson Consulting (PDF) Packet Pg. 1028 16.C.4 04/09/2024 COLLIER COUNTY Board of County Commissioners Item Number: 16.C.4 Doe ID: 27809 Item Summary: Recommendation to award Request for Proposal (RFP) No. 23-8124, "Debris Monitoring and Disaster Planning Services," to Tetra Tech, Inc., as primary, and Thompson Consulting Services, LLC, as secondary, and authorize the Chairman to execute the attached Agreements. Meeting Date: 04/09/2024 Prepared by: Title: — Solid and Hazardous Waste Name: Jennifer Anderson 01/29/2024 10:26 AM Submitted by: Title: — Solid and Hazardous Waste Name: Karl Hodgson 01/29/2024 10:26 AM Approved By: Review: Solid and Hazardous Waste Bart Zautcke Additional Reviewer Procurement Services Vanessa Miguel Level 1 Purchasing Gatekeeper Procurement Services Kristofer Lopez Additional Reviewer Public Utilities Operations Support Joseph Bellone Additional Reviewer Public Utilities Department Vincent Dominach Level 1 Department Review Solid and Hazardous Waste Kari Hodgson Additional Reviewer Solid and Hazardous Waste Vanessa Caporale Additional Reviewer Emergency Management Daniel Summers Additional Reviewer Procurement Services Sandra Srnka Procurement Director Review Grants Joanna Partyniewicz Level 2 Grants Review Transportation Management Services Department Trinity Scott Public Utilities Department George Yilmaz Level 2 Division Administrator Review Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Corporate Compliance and Continuous Improvement Megan Gaillard Office of Management and Budget Laura Zautcke OMB Reviewer Grants Therese Stanley OMB Reviewer County Manager's Office Dan Rodriguez Level 4 County Manager Review Board of County Commissioners Geoffrey Willig Meeting Pending Completed 01/29/2024 12:00 PM Completed 01/29/2024 12:26 PM Completed 01/30/2024 8:06 AM Completed 01/30/2024 10:20 AM Completed 01/30/2024 12:05 PM Completed 02/01/2024 5:32 PM Completed 02/02/2024 4:45 PM Completed 02/05/2024 2:33 PM Completed 02/14/2024 7:48 AM Completed 02/21/2024 7:54 AM Additional Reviewer Completed 03/06/2024 9:09 AM Completed 03/15/2024 12:04 PM Completed 03/08/2024 11:33 AM Completed 03/08/2024 11:34 AM Additional Reviewer Completed 03/11/2024 3:29 PM Completed 03/14/2024 2:46 PM Completed 03/18/2024 12:39 PM Completed 04/03/2024 10:25 AM 04/09/2024 9:00 AM Packet Pg. 1029 16.C.4.a CAMT Count y Procurement Services Division COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS REQUEST FOR PROPOSAL (RFP) FOR DEBRIS MONITORING AND DISASTER PLANNING SERVICES SOLICITATION NO.: 23-8124 KRISTOFER LOPEZ, PROCUREMENT STRATEGIST PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FLORIDA 34112 TELEPHONE: (239) 252-8375 Kristofer.Lopez@colliercountyfl.gov (Email) This solicitation document is prepared in a Microsoft Word format (Rev 8/7/2017). Any alterations to this document made by the Vendor may be grounds for rejection of proposal, cancellation of any subsequent award, or any other legal remedies available to the Collier County Government. Packet Pg. 1030 16.C.4.a SOLICITATION PUBLIC NOTICE REQUEST FOR PROPOSAL (RFP) 23-8124 NUMBER: PROJECT TITLE: DEBRIS MONITORING AND DISASTER PLANNING SERVICES DUE DATE: June 14, 2023 (a, 3:00 PM EST PLACE OF RFP OPENING: PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FL 34112 All proposals shall be submitted online via the Collier County Procurement Services Division Online Bidding System: httDs://www.bidsvnc.com/bidsvnc-cas/ INTRODUCTION As requested by the Public Utilities Department (hereinafter, the "Department"), the Collier County Board of County Commissioners Procurement Services Division (hereinafter, "County") has issued this Request for Proposal (hereinafter, "RFP") with the intent of obtaining proposals from interested and qualified vendors in accordance with the terms, conditions and specifications stated or attached. The vendor, at a minimum, must achieve the requirements of the Specifications or Scope of Work stated. FEMA funding may be used, in part, in support of this procurement. The results of this solicitation may be used by other County departments once awarded according to the Board of County Commissioners Procurement Ordinance. In 2017 the County spent approximately $8.6 million for disaster monitoring services related to Hurricane Irma. In FY 2023, the County spent approximately $4.5 million for disaster monitoring services related to Hurricane Ian. BACKGROUND Collier County is located on Florida's Gulf Coast. The County is comprised of the City of Naples, the City of Marco Island, Everglades City, and the unincorporated community, Immokalee. The County encompasses approximately 1,997 square miles and has a full-time population of 375,752 residents that increases during the winter months. The intent of the solicitation is to award a contract to a Primary, Secondary, and Tertiary vendor for a wide range of Debris Monitoring and Disaster Planning Services resulting from a disaster. During emergency situations, work assignments shall be made by assigning one or more firms via the issuance of a Purchase Order for the assigned task. The County reserves the right to assign all or portions of the work to one or more firms based on their qualifications and availability. TERM OF CONTRACT The contract term, if an award(s) is/are made is intended to be for five (5) years with one (1) five (5) year renewal. Prices shall remain firm for the initial term of this contract. The Contractor may request a fee adjustment six (6) months prior to the contract renewal date. The fee adjustments shall be fully documented, including documentation of compliance with FEMA cost reasonableness requirements, and submitted to the County in writing. The County may, at their sole discretion, refuse to accept the adjusted rates. In the event the County does not wish to accept the adjusted rates and the matter cannot be resolved with mutual satisfaction of both parties, the contract will not be renewed. Any approved fee adjustments shall become effective as of the renewal date or upon Board approval. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing structure The County Manager, or designee, may, at his discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred eighty (180) days. The County Manager, or designee, shall give the Contractor written notice of the County's intention to extend the Agreement term not less than ten (10) days prior to the end of the Agreement term then in effect. 2 Packet Pg. 1031 The Contractor(s) shall provide a wide range of Debris Monitoring and Disaster Planning Services resulting from a disaster and will follow the principles of the National Incident Management Systems (NIMS), along with the County's current Debris Management c Plan, and state and federal regulations. Services will include, but shall not be limited to, emergency and disaster planning, response, recovery, and communication efforts, debris management and monitoring as needed or requested by the County. The services 2 provided may include facilitating communication and coordination between local, state, and federal agencies, County contractors, a insurance representatives and other related agencies. w c� Contractor shall furnish all equipment, labor, materials, supplies, licensing, transportation, and other components necessary to provide N G Debris Monitoring and Disaster Planning Services that will meet the requirements of this Scope of Work. M c M Contractor(s) must be registered with the State of Florida, Division of Corporations to do business in Florida and must maintain any c licenses required by the Florida Department of Business & Professional Services for the provision of services covered under this .o solicitation. r c 0 The County shall issue purchase orders for these services on an as needed basis. A written scope of work will be provided for each 2 service, with specific instructions and project deliverables. w d The County reserves the right to add or remove services. There is no guaranteed quantity of services. 1. EMERGENCY AND DISASTER PLANNING SERVICES Contractor shall provide the following services: a) Develop and/or revise Disaster Debris Management Plan(s) (DDMP) and/or Response and Recovery Plan(s). b) Identify and obtain proper permits for new Debris Management Sites (DMS). c) Develop or assist with private property access Communication Plan(s), Right -of -Entry Agreements, and Hold Harmless Agreements. d) Upon request by the County, provide a minimum of eight (8) hours of training, to the County personnel, in relation to the services requested in this solicitation. e) Updating and providing critical documents and files such as electronic web -based database and printing of planning maps. f) The Contractor shall develop and implement comprehensive recovery strategies designed to maximize federal and state assistance. g) Other planning, response, mitigation, and recovery assistance as requested. h) Assist County in conducting an annual pre -hurricane season Strategic Debris Management Planning Exercise (SDMPE) to determine the adequacy of the debris removal plan, the debris management process, and to train all personnel associated with the debris management mission, to be held in April or May of each year. i) Contractor, at no cost to the County shall participate in annual meetings and/or training workshops with the County and others as required to establish and/or review applicable policies and procedures, specific to the County. 2. EMERGENCY AND DISASTER RESPONSE AND MONITORING SERVICES Contractor shall provide the following services: a) Contractor will be under the general direction of the County's designated representative indicated on each work assignment. b) The Contractor's Project Manager shall be the County's primary point of contact and be responsible for all services and personnel provided. c) When a disaster is imminent, the County will notify the Contractor 48 to 72 hours prior to a known event with their intent to activate. For events with limited or no warning, the County will contact the Contractor as soon as practical. d) Services that may be requested under the work assignment may include, but are not limited to: 1. Perform debris assessments and advise of areas impacted, quantities of debris and types of debris generated, and eligibility Packet Pg. 1032 16.C.4.a of the debris regarding grant agencies policies. 2. Assign personnel to provide field assessments immediately following a disaster and throughout recovery efforts, as requested. Assessments may include identifying tree stumps and the management of root balls and associated activities, _ hazardous trees, construction and demolition (C&D) debris, boats, vehicles, sand, hazmat, and/or other potentially 'E hazardous situations. The Contractor must keep a list of these locations, track and coordinate the appropriate dispatch of equipment and make frequent reports to the County on any post event remedial action. a L 3. Estimate and advise of equipment requirements and DMS capacity to haul and stage debris. 4. Review processes and protocols of DDMP, including but not limited to, private property, gated communities, public drop- off sites, and communications, and recommend modifications in response to specific disaster or emergency. Review list 0 of priority, public and private roads, and the operational plan. a� c L 5. Assist the County by providing guidance for compliance with state and federal agency policies and procedures. 0 c 0 6. Facilitate and coordinate meetings within Collier County. 2 w 7. Facilitate communication and provide professional oversight guidance with FEMA, FHWA, FDOT, FDEP, FDH, NCRS, d USACE, the State of Florida and other federal, state, county and local agencies and coordination with state insurance representatives to ensure compliance with regulations. The Contractor shall stay current with these policies and procedures and notify the County immediately as changes occur. N T 8. Complete or assist in completing FEMA Project Worksheets. Submit Worksheets on behalf of the County. 9. Monitor all work in process to make sure the proper work authorizations, permits, and other prerequisites, have been received. The Contractor shall work closely with the County and local agencies and regulators to clarify and resolve any compliance issues, as well as determine requirements for and to obtain necessary permits, licenses, certifications, if requested. Provide guidance and assist in obtaining permits, licenses, and certifications required for debris recovery operations. Permits that are typically required for debris recovery operations include, but are not limited to: • Structural Permits — construction permits, demolition permits. • Environmental Permits — asbestos/lead paint abatement, construction permits, and demolition permits. • Clean Water Act Permits — emergency discharge permit, indirect discharge permit, wetlands disturbance permit, and storm water management permit. • Clean Air Act (Emissions) Permits — burn permits (air curtain incinerators), stack -monitoring permit, fugitive emissions (dust) control. • Florida Department of Environmental Protection (FDEP) permits for debris management sites and public drop-off sites. 10. Perform Truck Certifications in accordance with FEMA guidance and provide a truck certification report that lists all truck identification numbers, contractor or sub name, date of verification, and verifier's name. 11. Provide personnel to monitor and record debris collection activities as specified by the County. 12. Provide audit quality load -ticket information and provide reports as requested by the County. 13. Provide individual load -ticket information to the Debris Collection Contractor, its subcontractors, and the County. Load tickets shall be designed or formatted so that pertinent information is collected to meet grant agencies documentation requirements for reimbursement purposes. Load -tickets shall be in an electronic format. Contractor personnel shall be equipped with portable electronic devices to immediately provide load -ticket information to the driver of a Debris Collection Contractor vehicle. 14. Monitor the Debris Collection Contractor's progress and provide a progress report to the County on a continual basis. The Contractor may elect to utilize a web -based interface or other software program to provide information to the County as long as the format is compatible with the County's interface and software systems. 15. Provide a plan to manage and execute the County's Geographic Information System (GIS) debris management site tacking and debris collection tracking progress real time. 16. Record on a map the streets where debris was collected and provide an accounting of any remaining, ineligible piles as well as those streets that have been completed. 4 Packet Pg. 1033 16.C.4.a 17. Provide all analysis and Geographical Information System (GIS) related information in formats compatible wiln ine county's systems. 18. Provide daily operations reports to the County representative throughout the duration of any debris removal operation = or response activity, including but not limited to photos, quantities, areas serviced, etc., and after -action report as 'E frequently requested. M IL 19. Provide personnel for DMS and public drop-off site management and ensure sites are closed and secured, at the end of +; each operation day. Conduct end of day duties, such as verifying all trucks have left the disposal site, unloaded their collection vehicles, and ceased collection of debris at the end of each operational day addressing daily safety reports y and include corrective action recommendations, and locking down of the facility. Provide daily reports of site activities, including but not limited to photos, compliance, and recommendations as needed, as requested. c� 20. Conduct periodic inspections of the Debris Collection Contractor(s) work areas to ensure that safety regulations are a� complied with such as traffic control, and the use of personal safety equipment. Promptly correct any errors, omissions, r deficiencies, or conflicts in the product of the Debris Collection Contractor and/or its subcontractors. c 2 21. Implement and operate a customer call center to answer citizens questions regarding debris recovery operations. Develop a Communications and Customer Service Coordination Plan for the County's approval. Which will include Public Information and Coordination Plan for the County's approval. 22. Respond to and resolve public complaints and concerns. If requested, provide daily reports of complaints and associated r outcomes. °P 23. If requested, provide recommended schedules and communications for the public established during a disaster 24. Review and verify invoices submitted by the Debris Collection Contractor(s). The review and verification process shall be completed within five (5) calendar days of receipt of the invoice from the Debris Collection Contractor. This includes the submittal of the invoice to the County. Discrepancies in invoices or documentation shall be resolved by the Contractor with assistance of the County within three (3) calendar day Review will include verification that Debris Collection Contractor(s) invoices are split into geographic area, type of activity, and other segmentations as specified by the County and use an invoice numbering system approved by the County. 25. Verify that damage to property has been repaired by the responsible party. The Contractor will prepare and submit daily damage reports to the County throughout the duration of any debris removal operation as requested Coordinating with County personnel to respond to problems in the field, to include residential or commercial property damage claims in the process of debris removal. Contractors(s) shall establish a reporting system and provide staff for the professional management of a receiving phone, email complaints, or damage claims. The Contractor shall investigate and assist in documentation of claims if requested by the County. 26. Prepare all documents and support materials in Microsoft format such as Word and Excel. Provide both hard copy and electronic format, as requested. 27. Provide database in a format approved and compatible with the County. This database shall include information on debris removal including, but not limited too; load tickets, load locations, debris type, vehicle certification information, stump removal, hanger removal data, leaner removal, and determination of pass status (first push, first pass, second pass, and subsequent passes), zone, etc. 28. Obtain temporary permits and licenses as required, these shall be secured and paid for by the Contractor unless other arrangements are made with the County. 29. Prepare final reports and project closeout reports. 30. Perform other duties as directed by the designated County personnel. CONTRACTOR'S PERSONNEL Contractor shall provide knowledgeable, trained personnel to perform the services requested within this Scope. The Contractor will be required to remove personnel that the County finds unable to provide services in a professional manner. Contractor personnel shall consist of the following positions (or equivalents): a) Project Manager (PM) • Contractor shall provide a PM for each work assignment issued. The County may approve the PM to manage multiple Packet Pg. 1034 16.C.4.a orders dependent upon the services requested by the County. • The PM serves as the primary point -of -contact for the County and is responsible for all services and associated personnel. • The PM shall assist in developing incident specific debris recovery plans when requested by the County. • The PM will ensure proper personnel are provided to assist as needed. • As requested, the PM shall provide information to complete work assignment including estimated expenses and timing of those expenses. • As requested, the PM will provide cost reasonableness assessments for costs requested by Debris Collection Contractor. • The PM shall attend meetings related to debris recovery operations as requested by the County. • PM shall be responsible for completion and closure of all work assignment issued to Contractor. b) Operations Manager (OM) • OM coordinates and oversees field operations for the Contractor • OM shall attend meetings related to debris recovery operations as requested by the County. • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide. c) Field Supervisor (FS) • The FS shall report to the OM. • FS shall supervise the Debris Monitors (DM). • FS shall resolve field operational and safety issues and communicate issues to the OM. • FS shall schedule and deploy DMs and oversee their daily activities at the loading, disposal, and staging sites. • Conduct or supervise the accurate measurement of load compartments and accurately compute volume capacity of the load compartments in cubic yards (CY) for truck certifications. • Document through digital photographs and record measurements and computations for all truck certifications. • Collect daily logs from the DMs and tabulate truck load data for the daily report. • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide. d) Debris Monitor (DM) • Monitors all aspects of the debris removal operation, including activities at loading, staging and disposal sites. • DMs may have different roles and responsibilities at different stages in the debris removal operation which include the following titles (or equivalents): Loading Site Monitor (LSM) — performs on -site, street -level debris monitoring at all loading sites to verify debris eligibility based on the Contract requirements, and initiates debris removal documentation using load tickets. Duties include, but are not limited to: • Photographs of debris. Document location of debris and identify the type of debris. • Estimate load volumes. Issue load tickets to the Debris Collection Contractor. • Checks for safety considerations such as downed power lines, utility meters and backflows, fire hydrants, mailboxes and children playing in the area. • Ensures that traffic control needs are in place and trucks and equipment are operated safely. • Documents and photographs damage to property caused by Debris Collection Contractor. Report damages to FS. • Ensures that loads of debris are contained within the load compartment and if applicable, covered before leaving the loading area. • Record location and information for debris that was not collected and the reason why. • Performs other duties as directed. 2. Tower/Site Monitor (TSM) — duties include, but are not limited to: • Accurately measures and documents load hauling compartments prior to debris hauling operations. • Periodically checks and recertifies load hauling compartments. • Verifies quantity of debris in the Debris Collection Contractor's load. • Photograph loads of debris for documentation purposes. Load information shall be recorded with or attached to the photograph. • Sign each load ticket before permitting trucks to proceed from the check -in area to the tipping area. • Verifies that Debris Collection Contractor's loading compartment is empty prior to leaving the DMS and or disposal site. • Collects and secures all load tickets and provides tickets to the FS at the end of the shift or as directed by the FS. • Performs other duties as directed. 6 Packet Pg. 1035 3. 16.C.4.a Public Drop -Off Site Monitor (PDS) — duties include, but are not limited to: • Confirms participant eligibility. • Records participants information such as their name, home address, and type of debris. • Provides site instructions to PDS participants. • Documents, signs, and provides load tickets to the Debris Collection Contractor removing debris from the PDS. • Collects and secures participant information and load tickets and provides to the FS at the end of the shift. • Performs other duties as directed. e) Supervisor — Administrative, Financial or Call Center (SUP) — duties include, but are not limited to: • Coordinates area of responsibility debris recovery operation including assigned staff. • Implements and maintains a debris management system for load tickets and documentation. • Provides daily, weekly, or other periodic reports for the County. • Review and reconciles invoices for the Debris Collection Contractor(s). • Provides reconciled invoices to the County for review. • Serves as the point of contact to the County for a call center. • Provides training as directed by the County's to the call center staff. • Coordinates and or assists with Right-of-Entry/Hold Harmless for private property verification and eligibility • Performs other duties as directed. f) Assistant — Administrative, Financial or Call Center (AS) — duties include, but are not limited to: o Enters and verifies data accuracy. o Creates reports. o Answers calls and records callers information. o Research property records. o Performs other duties as directed. The types and number of positions utilized by the Contractor shall be approved in writing by the County prior to the Contractor's use of the position(s). If the Contractor has not been granted approval to use a position(s), then the Contractor will be responsible for all costs and expenses they have incurred for utilizing position. Contractor shall not be compensated for stand-by time. Contractor shall provide personnel with a badge that clearly identifies them as an employee of the Contractor. Information on the badge shall include logo or name of the Contractor name and recent photograph of the individual. The name badge shall be worn and displayed so that it is visible to the public. All name badges shall be collected at the end of each shift and held in a secure location by the Contractor. At the termination of employment with the Contractor all name badges shall be accounted for and destroyed. Any use of subcontractors shall be approved in writing, in advance, by the County. Subcontractor's hourly rates shall not exceed the Contractor's hourly rates for equivalent positions. 4. EQUIPMENT a) All equipment utilized by the Contractor, including the vehicles of temporary staff, shall follow federal, state, and local regulations. Equipment and vehicles shall be maintained so that they are clean, free of fluid leaks, and in good working order. Vehicles that are not marked with the Contractor's logo and name shall display a temporary sign with the Contractor's logo and name and indicate that they are working with debris recovery operations. b) When certifying the capacity of a hauling vendor truck, the Debris Monitoring Firm will also complete the following tasks to confirm the hauling vendor is in compliance with FDOT regulations: • Obtain a copy of the Annual Mechanic Inspection Certificate • Confirm USDOT number is displayed on both side of the truck • Obtain a copy of the Insurance Certificate • Obtain a copy of the Operator's CDL License • Obtain a copy of the Operator's Medical Certificate • If any trucks do not meet the above requirements, the truck will NOT be certified, and the Debris Monitoring Firm will notify the County. c) Contractor shall provide and issue equipment labels for debris recovery equipment unless a Debris Collection Contractor provides their own labels. All debris recovery equipment shall be labeled with the primary Debris Collection Contractor's 7 Packet Pg. 1036 16.C.4.a name, that includes the assigned debris recovery vehicle number, cubic yard capacity, and a brief description of the equipment. d) Contractor shall keep a record of all debris recovery equipment and personnel. c e) Contractor shall periodically spot check debris recovery equipment to ensure that the Debris Collection Contractors have not 'c substituted or modified debris recovery equipment. Discrepancies shall be immediately reported to the County and the coo equipment shall be immediately taken out of service by the Debris Collection Contractor until the discrepancy has been a resolved. +; N M 5. ENVIRONMENTAL PROTECTION A a) Contractor shall comply with federal, state, and local regulations regarding environmental protection. 0 b) Contractor shall immediately report and document all incidents to the County such as, but not limited to, hydraulic fluid leaks, •s oil spills or fuel leaks. The County shall review and approve any cleanup. r c 0 6. MOBILIZATION w a) Within twenty-four (24) hours of the County being placed in the National Oceanic Atmospheric Administration five (5) day d hurricane forecast, the Contractor shall contact the County regarding potential activation. b) It shall be the Contractor's responsibility to maintain regular contact with the County prior to a known threat. For unforeseen events such as a tornado, the Contractor shall report to the County within six (6) hours after issuance of an approved mobilization purchase order. c) Contractor shall provide a representative to the County's Emergency Management Operations Center (EOC), or other location as requested by the County. d) Within forty-eight (48) hours of issuance of an approved purchase order, the Contractor shall begin to mobilize resources. Within seventy-two (72) hours of issuance of an approved purchase order, the Contractor shall be fully operational and ready to provide debris monitoring services. e) As part of the Contractor's mobilization, the Contractor may have to provide an office trailer and restroom facilities, or other accommodations as approved by the County for their staff, including temporary labor, until all orders have been completed. 7. WORK HOURS a) Contractor shall conduct debris monitoring operations during daylight hours, unless otherwise directed by the County. Work may be performed seven (7) days per week. Adjustments to work hours, as local conditions may dictate, shall be coordinated between the County and the Contractor. b) Contractor shall be capable of monitoring debris reduction operations at DMS locations on a twenty-four (24) hour, seven (7) days a week basis. 8. INVOICES AND AUDITS a) Invoices shall reference the appropriate purchase order number and include audit quality detail to satisfy reimbursement agencies requirements. Invoices will be split into geographic, type of activity, and other segmentations as specified by the County and will use an invoice numbering system approved by the County. b) Contractor shall maintain financial and other records to justify all costs incurred in performing the work for a minimum of seven (7) years from completion of the work. c) The County shall have access to all information, such as books, records, and documents as required for the purpose of inspection, reproduction, or audit without restriction. If records are unavailable locally, it shall be the Contractor's responsibility to ensure that all required records are provided to the County within a time period specified by the County without additional cost to the County. 9. REPORTS AND DOCUMENTATION a) Contractor shall prepare and submit operational reports as requested by the County. Reports shall document the activities and progress of debris recovery operations. Information that may be required in the requested reports: Packet Pg. 1037 16.C.4.a • Progress of the debris collection operation to include: • Area of collection o Estimation of quantities o Types of debris collected, reduced, and hauled to final disposal sites o Number of debris collection crews, vehicles, and personnel. • DMS site reports to include: o Number of daily participants o Number of load tickets issued • Number of debris in cubic yards removed from the site by type of debris b) Contractor shall document daily recovery operations to ensure that proper records are maintained for reimbursement of expenses by grant agencies. This includes meeting notes and correspondences with the recover contractors, regulatory, and emergency management agencies. c) Contractor shall assist the County in preparing reports necessary for reimbursement by grant agencies for disaster recovery operations by the County. 10. PROTECTION OF PUBLIC AND PRIVATE PROPERTY a) The Contractor shall repair any damages caused by the Contractor's monitoring operations in a timely manner at no expense to the County. All complaints relative to damage shall be investigated by the Contractor and a detailed report submitted to the County within 24 hours from the notice of the complaint. The detailed report shall include, at a minimum, the location of the damage, description of the damage, photograph of the damage, property owner information, site contact information, and a timeline for the damage to be resolved by the Contractor. b) If there is a disagreement between the property owner and the Contractor regarding the completion of the repair, the County shall make the final determination on completion of the repair. 11. SECURITY & SAFETY a) In performance of services, the Contractor shall comply with regulatory requirements including federal, state, special district, and local laws, rules, regulations, orders, codes, criteria, and standards. b) Contractor shall take reasonable steps to ensure safety of residents and staff. This includes assuring that traffic control measures have been implemented by the Debris Collection Contractor which may include the use of traffic cones and personnel to direct traffic. c) The Contractor shall comply with the Department's security guidelines on facility security policies, this may include a Level 1 or Level 2 background screening in accordance with Florida law. d) The Contractor is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state, and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records on each employee and make them available to the County for at least four (4) years. e) All of Contractor's employees must always wear Collier County Government Identification badges while performing services on County properties. Subcontractors may be required to wear ID badges as determined by the County. Contractor ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the Contractor's business. f) The Contractor shall immediately notify the Collier County Facilities Management Division via e-mail (DL- FMOPS@colliercountyfl.gov) whenever an employee assigned to Collier County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. g) Collier County Sheriffs Office (CCSO) requires separate fingerprinting prior to work being performed in any of their locations. This will be coordinated upon award of the contract. If there are additional fees for this process, the Contractor is responsible for all costs. Issues - The Contractor shall immediately notify the appropriate County upon discovery of any new c c c� a L m N w C c c� a� c L0 r 0 2 w d C 9 Packet Pg. 1038 16.C.4.a or problematic issues. The Contractor shall not proceed with repairs or leave the system inoperable if an issue is discovere without written authorization by the appropriate County representative. REQUEST FOR PROPOSAL (RFP) PROCESS a� = 1.1 The Proposers will submit a qualifications proposal which will be scored based on the criteria in Evaluation Criteria for c 2 Development of Shortlist, which will be the basis for short -listing firms. I- L The Proposers will need to meet the minimum requirements outlined herein in order for their proposal to be evaluated and (D 0) scored by the COUNTY. The COUNTY will then score and rank the firms and enter into negotiations with the top ranked L firm to establish cost for the services needed. The COUNTY reserves the right to issue an invitation for oral presentations to obtain additional information after scoring and before the final ranking. With successful negotiations, a contract will be c developed with the selected firm, based on the negotiated price and scope of services and submitted for approval by the a� Board of County Commissioners. 1.2 The COUNTY will use a Selection Committee in the Request for Proposal selection process. L 1.3 The intent of the scoring of the proposal is for respondents to indicate their interest, relevant experience, financial capability, c 2 staffing and organizational structure. w 1.4 The intent of the oral presentations, if deemed necessary, is to provide the vendors with a venue where they can conduct d discussions with the Selection Committee to clarify questions and concerns before providing a final rank. 1.5 Based upon a review of these proposals, the COUNTY will rank the Proposers based on the discussion and clarifying N questions on their approach and related criteria, and then negotiate in good faith an Agreement with the top ranked Proposer. o 1.6 If, in the sole judgment of the COUNTY, a contract cannot be successfully negotiated with the top -ranked firm, negotiations M N with that firm will be formally terminated and negotiations shall begin with the firm ranked second. If a contract cannot be z successfully negotiated with the firm ranked second, negotiations with that firm will be formally terminated and negotiations a shall begin with the third ranked firm, and so on. The COUNTY reserves the right to negotiate any element of the proposals U. in the best interest of the COUNTY. RESPONSE FORMAT AND EVALUATION CRITERIA FOR DEVELOPMENT OF SHORTLIST: 1.7 For the development of a shortlist, this evaluation criterion will be utilized by the COUNTY' S Selection Committee to score each proposal. Proposers are encouraged to keep their submittals concise and to include a minimum of marketing materials. Proposals must address the following criteria: Evaluation Criteria Maximum Points 1. Cover Letter / Management Summary 5 Points 2. Firms Experience 25 Points 3. Capacity of the Firm 20 Points 4. Approach 30 Points 5. Cost of Services to the County 20 Points TOTAL POSSIBLE POINTS 100 Points Tie Breaker: In the event of a tie at final ranking, award shall be made to the proposer with the lower volume of work previously awarded. Volume of work shall be calculated based upon total dollars paid to the proposer in the twenty-four (24) months prior to the RFP submittal deadline. Payment information will be retrieved from the County's financial system of record. The tie breaking procedure is only applied in the final ranking step of the selection process and is invoked by the Procurement Services Division Director or designee. In the event a tie still exists, selection will be determined based on random selection by the Procurement Services Director before at least three (3) witnesses. Each criterion and methodology for scoring is further described below. ***Proposals must be assembled, at minimum, in the order of the Evaluation Criteria listed or your Proposal may be deemed non -responsive*** EVALUATION CRITERIA NO. 1: COVER LETTER/MANAGEMENT SUMMARY (5 Total Points Available) Provide a cover letter, signed by an authorized officer of the firm, indicating the underlying philosophy of the firm in providing the services stated herein. Include the name(s), telephone number(s) and email(s) of the authorized contact Q person(s) concerning proposal. Submission of a signed Proposal is Vendor's certification that the Vendor will accept any 10 Packet Pg. 1039 16.C.4.a awards as a result of this RFP. EVALUATION CRITERIA NO. 2: FIRM'S EXPERIENCE (25 Total Points Available) In this criterion, include, but not limited to: c • Provide a summary of Proposer's background, size, and years in business. c a • Provide Proposer's years of experience in debris monitoring and disaster planning services, particularly for other government agencies in Florida. N • Identify and include information regarding experience and qualifications of Proposer's key staff (e.g., project lead, M managers, supervisors) to be assigned to the services. Include a resume for each with their full name, name of the firm(s) C for their current and previous employers, professional credentials (e.g., certifications and/or licenses), and the role and c duties which the individual(s) will provide to the County. Include the address of their current primary office location, c° email address and phone number. Include understanding of the types of services to be performed and federal, state, and c local laws and regulations governing this type of work, as well as their familiarity with representatives of FEMA or `o other federal, state, or local agencies • Identify any proposed subcontractors to accomplish the work. Include the name of the individual(s) to be assigned, and o an overview of their experience and qualifications related to debris monitoring and disaster planning services. w • Describe any significant or unique accomplishments or recognition received by Proposer or its subcontractors in previous similar services. p The County requests that the vendor submits no fewer than three (3) and no more than ten (10) completed reference forms from clients during a period of the last 5 years whose projects are of a similar nature to this solicitation as a part of their proposal. Provide information on the projects completed by the Proposer that best represent projects of similar M size, scope and complexity of this project using form provided in Form 5. Proposers may include two (2) additional pages N for each project to illustrate aspects of the completed project that provides the information to assess the experience of the z Proposer on relevant project work. Z EVALUATION CRITERIA NO.3: CAPACITY OF THE FIRM (20 Total Points Available) In this criterion, include but not limited to: • Indicate the number of contracts the contractor currently has with other entities for the provision of Disaster Planning Services and or Disaster Monitoring Services. • Indicate the number contractor disputes, claims; related to the provision of Disaster Planning Services and Disaster Monitoring Services resulting in mediation, arbitration, or court fillings at any point in the last five years. • Specify the location(s), including the complete physical address, where the work for these services will be performed, including work performed by subcontractors, if applicable. • Details of Proposer's staffing resources, at the location that will provide services to the County as well as corporately, by discipline and the number of personnel within each discipline. • If Proposer's staffing resources includes subcontractors, submit the name of the firm(s) who will perform each discipline. Detail how subcontractors will be used and to what extent. • An organizational diagram clearly identifying key personnel who are designated to provide the services to the County and indicate their functional relationship to each other. • Provide a narrative of the firm's experience in filing and receiving federal (FEMA, FHWA, etc.) and state reimbursements including all project work sheets and other documentation required for reimbursement of disaster recovery work. a. Provide a list of federal, state, and local FEMA projects over the past five (5) years including the success or failure of the project, including amounts reimbursed, pending, and denied b. Provide information pertaining to closed, active, and pending FEMA disputes, audits, or lawsuits. c. Provide an explanation of unrecovered FEMA reimbursements. EVALUATION CRITERIA NO.4: APPROACH (30 Total Points Available) Provide a detailed plan of the Proposer's ability to meet the requirements for: o Disaster Planning Services o Debris Monitoring Services Provide details of implementation plan and schedule for work specified. Provide an operational plan that outlines the mobilization/operation/demobilization procedures before, during, and after a disaster event. Include a breakdown of the time required to perform each task including guaranteed times to mobilize forces, establish an onsite emergency response and communication center, and begin operations. The operational plan should include a breakdown of the manpower (position titles and number of support personnel) and equipment that will be assembled during each phase of the Proposer's response including all post -event activities related to assembling, documenting, and submitting any/all reimbursement claims to FEMA or other grant -funding 11 Packet Pg. 1040 16.C.4.a sources. • Provide samples of reporting to such as record keeping and reporting. • Provide a narrative of the proposed approach and methodology for engaging with the County to perform duties. • Provide the Proposer's organizational structure and "chain of command" of the Proposer's response team • Proposer shall thoroughly explain: o Accessibility and availability for meetings, general communications, coordination, and supervision. o How the Proposer physically plans on attending pre -scheduled meetings. o How the Proposer plans on ensuring accessibility and availability during the term of the Agreement. • Proposer's Risk Management Plan that includes a list of risks related to the provision of services, the potential consequences or impact of each (e.g., cost, schedule, technical) and Proposer's mitigation procedures for each item. • Describe any other unique services that your firm can provide. EVALUATION CRITERIA NO. 5: COST OF SERVICES TO THE COUNTY (20 Total Points Available) Please complete list of positions with hourly rates required and add additional positions Contractor deems necessary to perform the requested services. Proposed hourly rates shall be inclusive of all costs of labor, personal safety equipment for the company's personnel, necessary equipment (excluding rentals) and tools and any other items required for the company's team members to perform the services requested (excluding chargeable materials). Position (or Equivalent) Hourly Rate Project Manager Operations Manager Field Supervisor Debris Monitor Loading Site Monitor Tower/Site Monitor Public Drop -Off Site Monitor Supervisor - Administrative, Financial, or Call Center Assistant - Administrative, Financial, or Call Center Initial pricing is for grading purposes and are subject to change during negotiations with the selected Contractor VENDOR CHECKLIST ***Vendor should check off each of the following items as the necessary action is completed (please see, Vendor Check List)*** 12 Packet Pg. 1041 DocuSign Envelope ID: 5C050A31-97C5-4AD4-905D-84549C3DCA9A 16.C.4.b Cor County Procurement Services Division N d V Notice of Recommended Award Solicitation: 23-8124 Title: Debris Monitoring and Disaster Planning Services Due Date and Time: June 14, 2023, at 3:00 PM EST Respondents: Company Name City County State Final Ranking Responsive/Responsible Tetra Tech, Inc. Maitland Orange FL 1 Y/Y Thompson Consulting Services, LLC Maitland Orange FL 2 Y/Y DebrisTech, LLC Picayune Pearl River MS 3 Y/Y Utilized Local Vendor Preference: Yes 0 No = N/A Recommended Vendor(s) For Award: On April 27, 2023, the Procurement Services Division issued Request for Proposal (RFP) No. 23-8124, Debris Monitoring and Disaster Planning Services, to three thousand three hundred and thirty-three (3,333) vendors. Fifty-seven (57) vendors viewed the solicitation information, and three (3) proposals were received by the June 14, 2023, deadline. The Selection Committee convened on July 12, 2023, and after review of the proposals and deliberation, the Committee scored the proposals and ranked the firms as shown above. Staff is recommending award to the top -ranked firm, Tetra Tech, Inc. as the primary vendor, Thompson Consulting Services, LLC as the secondary vendor, and DebrisTech, LLC as the tertiary vendor. Contract Driven = Purchase Order Driven 0 DocuSigned by: Project Manager: Required Signatures Procurement Strategist: I P.4401'-0)OC,4f 8/1/2023 I � egg Services Director: Sandra Herrera 8/3/2023 Date Packet Pg. 1042 16. C.4.c A c o � C Q U S 0 � O v U N M � ey d A K C N rn a C W 0 F U ry i. CL Cl a a x a iw iw ti Q� 00 00 Cl G i" U U z a N t ono ao r C G U U V O � U U E- u Packet Pg. 1043 16.C.4.f ,a�oRo® CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DD/YYYY) 01 /18/2024 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Aon Risk Insurance Services West, Inc. LOS Angeles CA Office CONTACT NAME: PHO"N .Ezt): (866) 253-7122 (A/C.No.): C800) 363-0105 E-MAIL ADDRESS: 707 Wilshire Boulevard Suite 2600 Los Angeles CA 90017-0460 USA INSURER(S) AFFORDING COVERAGE NAIC # INSURED INSURERA: Allied world Surplus Lines insurance CO 24319 Tetra Tech, Inc. 2301 Lucien Way INSURER B: Zurich American Ins Co 16535 INSURER C: #120 Maitland FL 32751 USA INSURER D: INSURER E: INSURER F: COVERAGES CERTIFICATE NUMBER: 570103653603 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAYBE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, Limits shown are as requested INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER EFF (POLICYMM/DD/YYYY) POLICY EXP (MM/DD/YYYY) LIMITS B X COMMERCIAL GENERAL LIABILITY Y GLO181740605 10/01/2023 10/01/2024 EACH OCCURRENCE $2,000,000 CLAIMS -MADE X OCCUR DAMAGE TO RENTED PREMISES (Ea occurrence) $1,000,000 X MED EXP (Any one person) $10 , 000 X, C, U Coverage PERSONAL &ADV INJURY $2,000,000 LIMITAPPLIES PER: GENERAL AGGREGATE $4,000,000 P'IAGGREGATE POLICY � PRO LOC JECT PRODUCTS - COMP/OPAGG $4,000,000 OTHER: B AUTOMOBILE LIABILITY Y BAP 1857085 05 10/01/2023 10/01/2024 COMBINED SINGLE LIMIT (Ea accident) $1,000,000 BODILY INJURY ( Per person) X ANY AUTO BODILY INJURY (Per accident) OWNED SCHEDULED AUTOS ONLY AUTOS HIRED AUTOS NON -OWNED ONLY AUTOS ONLY (Per—i ent) GE (Per accident) UMBRELLA LIAB OCCUR EACH OCCURRENCE AGGREGATE EXCESS LIAB CLAIMS -MADE DED I RETENTION B B WORKERS CO MPENSATION AND EMPLOYERS' LIABILITY r/N ANY EXECUTIVE OFFICER/MEMBER EXECUTIVE OFFICER/MEMBER N❑ (Mandatory in NH) N/A WC254061605 AO$ wC185708705 WI 10/01/2023 10/01/2023 10/01/2024 10/01/2024 X PER STATUTE ORTH- E.L. EACH ACCIDENT $1,000,000 E.L. DISEASE -EA EMPLOYEE $1,000,000 Dyes, describe under DESCRIPTION ow OPERATIONS bel E.L. DISEASE -POLICY LIMIT $1,000,000 A Environmental Contractors an Prof 03120276 Prof/Poll-Claims Made Cov 10/01/2023 10/01/2024 Each Claim Aggregate $1,050,000 $1,000,000 SIR applies per policy terms & condi ions DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Collier County Board of County Commissioners, Board of County Commissioners in Collier County, Collier County Government and Collier County are included as Additional Insured in accordance with the policy provisions of the General Liability and Automobile Liability policies as required by written contract. General Liability and Automobile Liability policies evidenced herein is Primary and Non -Contributory to other insurance available to an Additional Insured, but only in accordance with the policy's provisions. as required by written contract Stop Gap Coverage for the following States: OH, ND, WA, WY. CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. Collier County Board of County AUTHORIZED REPRESENTATIVE Commissioners 3295 Tamiami Trail E. Naples FL 34112 USA (CM -fL mm ■ 3 V C t t) d I— L d ~I O U Iq N r 00 t'M N t= to E t v R .-r r a ©1988-2015 ACORD CORPORATION. All rights reserved ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD Packet Pg. 1044 WORKERS COMPENSATION AND EMPLOYERS LIABILITY INSURANCE POLICY WC 99 0 16.C.4.f POLICYNUMBER:WC 2540616-05 BLANKET NOTIFICATION TO OTHERS OF CANCELLATION OR NONRENEWAL ENDORSEMENT This endorsement adds the following to Part Six of the policy. PART SIX CONDITIONS Blanket Notification to Others of Cancellation or Nonrenewal 1. If we cancel or non -renew this policy by written notice to you, we will mail or deliver notification that such policy has been cancelled or non -renewed to each person or organization shown in a list provided to us by you if you are required by written contract or written agreement to provide such notification. However, such notification will not be mailed or delivered if a conditional notice of renewal has been sent to you. Such list: a. Must be provided to us prior to cancellation or non -renewal; b. Must contain the names and addresses of only the persons or organizations requiring notification that such policy has been cancelled or non -renewed; and c. Must be in an electronic format that is acceptable to us. 2. Our notification as described in Paragraph 1. above will be based on the most recent list in our records as of the date the notice of cancellation or non -renewal is mailed or delivered to you. We will mail or deliver such notification to each person or organization shown in the list: a. Within seven days of the effective date of the notice of cancellation, if we cancel for non-payment of premium; or b. At least 30 days prior to the effective date of: (1) Cancellation, if cancelled for any reason other than nonpayment of premium; or (2) Non -renewal, but not including conditional notice of renewal. 3. Our mailing or delivery of notification described in Paragraphs 1. and 2. above is intended as a courtesy only Our failure to provide such mailing or delivery will not: a. Extend the policy cancellation or non -renewal date; b. Negate the cancellation or non -renewal; or c. Provide any additional insurance that would not have been provided in the absence of this endorsement. 4. We are not responsible for the accuracy, integrity, timeliness and validity of information contained in the list provided to us as described in Paragraphs 1. and 2. above. All other terms and conditions of this policy remain unchanged. This endorsement changes the policy to which it is attached and is effective on the date issued unless otherwise stated (The information below is required only when this endorsement is issued subsequent to preparation of the policy.) Endorsement Effective Insured Insurance Company Policy No. Endorsement No. Premium $ WC 99 06 43 (Ed. 0 1 -13) Includes copyright material of the National Council on Compensation Insurance, Inc. used with its permission. © 2012 Copyright National Council on Compensation Insurance, Inc. All Rights Reserved. Page 1 of 1 Packet Pg. 1045 16.C.4.f 0 Additional Insured — Owners, Lessees Or Contractors — ZURICH Ongoing Operations — Scheduled Policy No. Eff. Date of Pol. Exp. Date of Pol. Eff. Date of End. Produccr No. AWL Prcm Rcturn Prcm. GLO 1817406-05 10/01 /2023 10/01 /2024 75272000 INCL THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. This endorsement modifies insurance provided under the: Commercial General Liability Coverage Part SCHEDULE Name of Person or Organization: Location and Description of Ongoing Operations: Addition2 Premium ANY PERSON OR ORGANIZATION TO WHOM ANY LOCATION OR PROJECT, OTHER N/A OR TO WHICH YOU ARE REQUIRED TO THAN A WRAP-UP OR OTHER PROVIDE ADDITIONAL INSURED STATUS CONSOLIDATED INSURANCE PROGRAM IN A WRITTEN CONTRACT OR WRITTEN LOCATION OR PROJECT FOR WHICH AGREEMENT EXECUTED PRIOR TO THE INSURANCE IS OTHERWISE SEPARATELY LOSS, EXCEPT WHERE SUCH CONTRACTOR PROVIDED TO YOU BY A WRAP-UP OR OR AGREEMENT IS PROHIBITED BY LAW. OTHER CONSOLIDATED INSURANCE PRGRAM. U C t V d H fC L d F_ _I 0 U N r M N C d E t V R r Q Includes copyrighted material of Insurance Services Office, Inc., with its permission U-GL-1465-D CW (12-13) Page 1 of 2 Packet Pg. 1046 16.C.4.f A. Section II — Who Is An Insured is amended to include as an insured any person or organization shown in the Schedule of this endorsement, but only with respect to liability arising out of your ongoing operations performed for 0) that insured at or from the corresponding location designated and described in the Schedule. c .E However, if you have entered into a construction contract with an additional insured person or organization shown in the Schedule of this endorsement, the insurance afforded to such additional insured only applies to the extent a - permitted by law. a; B. With respect to the insurance afforded to any additional insured shown in the Schedule of this endorsement, the N following additional exclusion applies: o This insurance does not apply to "bodily injury" or "property damage" occurring after: 1. All work, including materials, parts or equipment furnished in connection with such work, on the project (other than service, maintenance or repairs) to be performed by or on behalf of the additional insured(s) at the site of the o covered operations has been completed; or c 0 2. That portion of "your work" out of which the injury or damage arises has been put to its intended use by any person or organization other than another contractor or subcontractor engaged in performing operations for a principal as a part of the same project. o All other terms and conditions of this policy remain unchanged. Includes copyrighted material of Insurance Services Office, Inc., with its permission U-GL-1465-D CW (12-13) Page 2 of 2 Packet Pg. 1047 16.C.4.f 9 Additional Insured— Owners, Lessees Or Contractors — Z U RI C H Completed Operations — Scheduled Policy No. Eff. Date of Pol. Exp. Date of Pol. Eff. Date of End. Producer No. AddT Prem Return Prem. GLO 1817406-05 10/01/2023 10/01/2024 75272000 INCL THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. This endorsement modifies insurance provided under the: Commercial General Liability Coverage Part SCHEDULE Name of Person or Organization: Location and Description of Completed Operations: Additional Premium: ANY PERSON OR ORGANIZATION TO WHOM ANY LOCATION OR PROJECT, OTHER N/A OR TO WHICH YOU ARE REQUIRED TO THAN A WRAP-UP OR OTHER PROVIDE ADDITIONAL INSURED STATUS CONSOLIDATED INSURANCE PROGRAM IN A WRITTEN CONTRACT OR WRITTEN LOCATION OR PROJECT FOR WHICH AGREEMENT EXECUTED PRIOR TO THE INSURANCE IS OTHERWISE SEPARATELY LOSS, EXCEPT WHERE SUCH CONTRACTOR PROVIDED TO YOU BY A WRAP-UP OR OR AGREEMENT IS PROHIBITED BY LAW. OTHER CONSOLIDATED INSURANCE PRGRAM. U-GL-1466-D CW (12-13) Page 1 of 2 U C t V d H fC L d F_ _I 0 U N r M N C d E t V R r Q Includes copyrighted material of Insurance Services Office, Inc., with its permission. Packet Pg. 1048 16.C.4.f Section II — Who Is An Insured is amended to include as an insured any person or organization shown in the Schedule of this endorsement, but only with respect to liability arising out of "your work" at or from the corresponding location designated and described in the Schedule performed for that insured and included in the "products -completed operations c hazard". However, if you have entered into a construction contract with an additional insured person or organization shown in the a - Schedule of this endorsement, the insurance afforded to such additional insured only applies to the extent permitted by a; law. c� 0 All other terms and conditions of this policy remain unchanged. a� c L C CO C N L d :i L d L d F- _I 0 U Iq N r M N C d E t V R a+ a U-GL-1466-D CW (12-13) Page 2 of 2 Includes copyrighted material of Insurance Services Office, Inc., with its permission. Packet Pg. 1049 16.C.4.f POLICY NUMBER: GLO 1817406 - 05 COMMERCIAL GENERAL LIABILITY CG 25 03 05 09 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. DESIGNATED CONSTRUCTION PROJECT(S) GENERAL AGGREGATE LIMIT This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART Designated Construction Project(s): ANY CONSTRUCTION PROJECT CONSOLIDATED (WRAP—UP) OR SCHEDULE EXCEPT A CONSTRUCTION PROJECT FOR WHICH A SIMILAR INSURANCE PROGRAM HAS BEEN PROVIDED. Information required to complete this Schedule, if not shown above, will be shown in the Declarations. A. For all sums which the insured becomes legally obligated to pay as damages caused by "occurrences" under Section I —Coverage A, and for all medical expenses caused by accidents under Section I —Coverage C, which can be attributed only to ongoing operations at a single designated construction project shown in the Schedule above: 1. A separate Designated Construction Project General Aggregate Limit applies to each designated construction project, and that limit is equal to the amount of the General Aggregate Limit shown in the Declarations. 2. The Designated Construction Project General Aggregate Limit is the most we will pay for the sum of all damages under Coverage A, except damages because of "bodily injury" or "property damage" included in the "products - completed operations hazard", and for medical expenses under Coverage C regardless of the number of: a. Insureds; b. Claims made or "suits" brought; or c. Persons or organizations making claims or bringing "suits". 3. Any payments made under Coverage A for damages or under Coverage C for medical expenses shall reduce the Designated Construction Project General Aggregate Limit for that designated construction project. Such payments shall not reduce the General Aggregate Limit shown in the Declarations nor shall they reduce any other Designated Construction Project General Aggregate Limit for any other designated construction project shown in the Schedule above. 4. The limits shown in the Declarations for Each Occurrence, Damage To Premises Rented To You and Medical Expense continue to apply. However, instead of being subject to the General Aggregate Limit shown in the Declarations, such limits will be subject to the applicable Designated Construction Project General Aggregate Limit. CG 25 03 05 09 © Insurance Services Office, Inc., 2008 Page 1 of 2 ❑ Packet Pg. 1050 16.C.4.f B. For all sums which the insured becomes legally obligated to pay as damages caused by "occurrences" under Section I —Coverage A, and for all medical expenses caused by accidents under Section I —Coverage C, which cannot be attributed only to ongoing operations at a single designated construction project shown in the Schedule above: 1. Any payments made under Coverage A for damages or under Coverage C for medical expenses shall reduce the amount available under the General Aggregate Limit or the Products -completed Operations Aggregate Limit, whichever is applicable; and 2. Such payments shall not reduce any Designated Construction Project General Aggregate Limit. C. When coverage for liability arising out of the "products -completed operations hazard" is provided, any payments for damages because of "bodily injury" or "property damage" included in the "products -completed operations hazard" will reduce the Products -completed Operations Aggregate Limit, and not reduce the General Aggregate Limit nor the Designated Construction Project General Aggregate Limit. D. If the applicable designated construction project has been abandoned, delayed, or abandoned and then restarted, or if the authorized contracting parties deviate from plans, blueprints, designs, specifications or timetables, the project will still be deemed to be the same construction project. E. The provisions of Section III —Limits Of Insurance not otherwise modified by this endorsement shall continue to apply as stipulated. Page 2 of 2 © Insurance Services Office, Inc., 2008 CG 25 03 05 09 ❑ Packet Pg. 1051 16.C.4.f POLICY NUMBER: GLO 1817406 - 05 COMMERCIAL GENERAL LIABILITY CG 25 04 05 09 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. DESIGNATED LOCATION(S) GENERAL AGGREGATE LIMIT This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART SCHEDULE Designated Location(s): EACH LOCATION, OTHER THAN CONSTRUCTION PROJECTS, OCCUPIED, OWNED OR RENTED BY THE NAMED INSURED. Information required to complete this Schedule, if not shown above, will be shown in the Declarations. A. For all sums which the insured becomes legally b. Claims made or "suits" brought; or obligated to pay as damages caused by c. Persons or organizations making claims or "occurrences" under Section I —Coverage A, and bringing "suits". for all medical expenses caused by accidents under Section I —Coverage C, which can be 3. Any payments made under Coverage A for attributed only to operations at a single damages or under Coverage C for medical designated 'location" shown in the Schedule expenses shall reduce the Designated above: Location General Aggregate Limit for that 1. A separate Designated Location General designated 'location". Such payments shall not reduce the General Aggregate Limit Aggregate Limit applies to each designated "location", shown in the Declarations nor shall they and that limit is equal to the amount reduce any other Designated Location of the General Aggregate Limit shown in the General Aggregate Limit for any other Declarations. designated 'location" shown in the Schedule 2. The Designated Location General Aggregate above. Limit is the most we will pay for the sum of all 4. The limits shown in the Declarations for Each damages under Coverage A, except damages Occurrence, Damage To Premises Rented To because of "bodily injury" or "property You and Medical Expense continue to apply. damage" included in the "products -completed However, instead of being subject to the operations hazard", and for medical expenses General Aggregate Limit shown in the under Coverage C regardless of the number Declarations, such limits will be subject to the of: applicable Designated Location General a. Insureds; Aggregate Limit. CG 25 04 05 09 © Insurance Services Office, Inc., 2008 Page 1 of 2 ❑ Packet Pg. 1052 16.C.4.f B. For all sums which the insured becomes legally obligated to pay as damages caused by "occurrences" under Section I —Coverage A, and for all medical expenses caused by accidents under Section I —Coverage C, which cannot be attributed only to operations at a single designated 'location" shown in the Schedule above: 1. Any payments made under Coverage A for damages or under Coverage C for medical expenses shall reduce the amount available under the General Aggregate Limit or the Products -completed Operations Aggregate Limit, whichever is applicable; and 2. Such payments shall not reduce any Designated Location General Aggregate Limit. C. When coverage for liability arising out of the "products -completed operations hazard" is provided, any payments for damages because of "bodily injury" or "property damage" included in the "products -completed operations hazard" will reduce the Products -completed Operations Aggregate Limit, and not reduce the General Aggregate Limit nor the Designated Location General Aggregate Limit. D. For the purposes of this endorsement, the Definitions Section is amended by the addition of the following definition: "Location" means premises involving the same or connecting lots, or premises whose connection is interrupted only by a street, roadway, waterway or right-of-way of a railroad. E. The provisions of Section III —Limits Of Insurance not otherwise modified by this endorsement shall continue to apply as stipulated. Page 2 of 2 © Insurance Services Office, Inc., 2008 CG 25 04 05 09 ❑ Packet Pg. 1053 16.C.4.f Other Insurance Amendment — Primary And Non 0 - Contributory ZURICH Policy No. Eff. Date of Pol. Exp. Date of Pol. Eff. Date of End. Producer No. AWL Prem Return Prem. G LO 1817406-05 10/01 /2023 10/01 /2024 75272000 IN C L THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. Named Insured: Address (including ZIP Code): This endorsement modifies insurance provided under the: Commercial General Liability Coverage Part 1. The following paragraph is added to the Other Insurance Condition of Section IV — Commercial General Liability Conditions: This insurance is primary insurance to and will not seek contribution from any other insurance available to an additional insured under this policy provided that: a. The additional insured is a Named Insured under such other insurance; and b. You are required by a written contract or written agreement that this insurance would be primary and would not seek contribution from any any other insurance available to the additional insured. 2. The following paragraph is added to Paragraph 4.b. of the Other Insurance Condition of Section IV — Commercial General Liability Conditions: This insurance is excess over: Any of the other insurance, whether primary, excess, contingent or on any other basis, available to an additional insured, in which the additional insured on our policy is also covered as an additional insured on another policy providing coverage for the same "occurrence", offense, claim or "suit". This provision does not apply to any policy in which the additional insured is a Named Insured on such other policy and where our policy is required by written contract or written agreement to provide coverage to the additional insured on a primary and non-contributory basis. All other terms and conditions of this policy remain unchanged. U C m L m F_ I O U Iq N r Cl) N C d E t V R a+ a Includes copyrighted material of Insurance Services Office, Inc., with its permission U-GL-1327-B CW (04/13) Page 1 of 1 Packet Pg. 1054 16.C.4.f POLICYNUMBER: GLO 1817406-05 COMMERCIAL GENERAL LIABILITY CG24171001 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. CONTRACTUAL LIABILITY - RAILROADS This endorsement modifies insurance provided under the following: COMMERCIAL GENERAL LIABILITY COVERAGE PART Scheduled Railroad: ALL CONTRACTS RAILROADS AS CONTRACT. SCHEDULE FOR WORK DONE FOR REQUIRED BY WRITTEN Designated Job Site: (If no entry appears above, information required to complete this endorsement will be shown in the Declarations as applicable to this endorsement.) With respect to operations performed for, or affecting, Paragraph f. does not include that part of any a Scheduled Railroad at a Designated Job Site, the contract or agreement: definition of "insured contract" in the Definitions sec- (1) That indemnifies an architect, engineer or tion is replaced by the following: surveyor for injury or damage arising out 9. "Insured Contract" means: of: a. A contract for a lease of premises. However, that portion of the contract for a lease of premises that indemnifies any person or or- ganization for damage by fire to premises while rented to you or temporarily occupied by you with permission of the owner is not an "insured contract'; b. A sidetrack agreement; c. Any easement or license agreement; d. An obligation, as required by ordinance, to indemnify a municipality, except in connection with work for a municipality; e. An elevator maintenance agreement; f. That part of any other contract or agreement pertaining to your business (including an in- demnification of a municipality in connection with work performed for a municipality) under which you assume the tort liability of another party to pay for "bodily injury" or "property damage" to a third person or organization. Tort liability means a liability that would be imposed by law in the absence of any contract or agreement. (a) Preparing, approving or failing to pre- pare or approve maps, shop drawings, opinions, reports, surveys, field orders, change orders or drawings and specifi- cations; or (b) Giving directions or instructions, or failing to give them, if that is the primary cause of the injury or damage; (2) Under which the insured, if an architect, engineer or surveyor, assumes liability for an injury or damage arising out of the in- sured's rendering or failure to render pro- fessional services, including those listed in Paragraph (1) above and supervisory, in- spection, architectural or engineering activi- ties. CG 241710 01 © ISO Properties, Inc., 2000 Packet Pg. 1055 16.C.4.f Blanket Notification to Others of Cancellation Z U RI C H or Non -Renewal THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. Policy No. GLO 1817406-05 Effective Date: 10/01/2023 This endorsement applies to insurance provided under the: Commercial General Liability Coverage Part A. If we cancel or non -renew this Coverage Part by written notice to the first Named Insured, we will mail or deliver notification that such Coverage Part has been cancelled or non -renewed to each person or organization shown in a list provided to us by the first Named Insured if you are required by written contact or written agreement to provide such notification. Such list: 1. Must be provided to us prior to cancellation or non -renewal; 2. Must contain the names and addresses of only the persons or organizations requiring notification that such Coverage Part has been cancelled or non -renewed; and 3. Must be in an electronic format that is acceptable to us. B. Our notification as described in Paragraph A. of this endorsement will be based on the most recent list in our records as of the date the notice of cancellation or non -renewal is mailed or delivered to the first Named Insured. We will mail or deliver such notification to each person or organization shown in the list: 1. Within 10 days of the effective date of the notice of cancellation, if we cancel for non-payment of premium; or 2. At least 30 days prior to the effective date of: a. Cancellation, if cancelled for any reason other than nonpayment of premium; or b. Non -renewal, but not including conditional notice of renewal, unless a greater number of days is shown in the Schedule of this endorsement for the mailing or delivering of such notification with respect to Paragraph 13.1. or Paragraph 13.2. above. C. Our mailing or delivery of notification described in Paragraphs A. and B. of this endorsement is intended as a courtesy only. Our failure to provide such mailing or delivery will not: 1. Extend the Coverage Part cancellation or non -renewal date; 2. Negate the cancellation or non -renewal; or 3. Provide any additional insurance that would not have been provided in the absence of this endorsement. U C m F_ m F_ I O U Iq N r M N C d E t V R a+ a Includes copyrighted material of Insurance Services Office, Inc., with its permission U-GL-1521-B CW (01/19) Page 1 of 2 Packet Pg. 1056 16.C.4.f D. We are not responsible for the accuracy, integrity, timeliness and validity of information contained in the list provided to us as described in Paragraphs A. and B. of this endorsement. SCHEDULE The total number of days for mailing or delivering with respect to Paragraph B.1. of this endorsement is amended to indicate the following number of days: The total number of days for mailing or delivering with respect to Paragraph B.2. of ** this endorsement is amended to indicate the following number of days: * If a number is not shown here, 10 days continues to apply. ** If a number is not shown here, 30 days continues to apply. All other terms and conditions of this policy remain unchanged. Includes copyrighted material of Insurance Services Office, Inc., with its permission U-GL-1521-B CW (01/19) Page 2 of 2 Packet Pg. 1057 16.C.4.f Blanket Notification to Others of Cancellation or Non -Renewal ZURICH s Policy No. Eff. Date of Pol. Exp. Date of Pol. Eff. Date of End. Producer No. AWL Prem Return Prem. BAP 1857085-05 10/01/2023 10/01/2024 75272000 INCL THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. This endorsement modifies insurance provided under the: Commercial Automobile Coverage Part A. If we cancel or non -renew this Coverage Part by written notice to the first Named Insured, we will mail or deliver notification that such Coverage Part has been cancelled or non -renewed to each person or organization shown in a list provided to us by the first Named Insured if you are required by written contact or written agreement to provide such notification. However, such notification will not be mailed or delivered if a conditional notice of renewal has been sent to the first Named Insured. Such list: 1. Must be provided to us prior to cancellation or non -renewal; 2. Must contain the names and addresses of only the persons or organizations requiring notification that such Coverage Part has been cancelled or non -renewed; and 3. Must be in an electronic format that is acceptable to us. B. Our notification as described in Paragraph A. of this endorsement will be based on the most recent list in our records as of the date the notice of cancellation or non -renewal is mailed or delivered to the first Named Insured. We will mail or deliver such notification to each person or organization shown in the list: 1. Within seven days of the effective date of the notice of cancellation, if we cancel for non-payment of premium; or 2. At least 30 days prior to the effective date of: a. Cancellation, if cancelled for any reason other than nonpayment of premium; or b. Non -renewal, but not including conditional notice of renewal. C. Our mailing or delivery of notification described in Paragraphs A. and B. of this endorsement is intended as a courtesy only. Our failure to provide such mailing or delivery will not: 1. Extend the Coverage Part cancellation or non -renewal date; 2. Negate the cancellation or non -renewal; or 3. Provide any additional insurance that would not have been provided in the absence of this endorsement. D. We are not responsible for the accuracy, integrity, timeliness and validity of information contained in the list provided to us as described in Paragraphs A. and B. of this endorsement. All other terms and conditions of this policy remain unchanged. c m 0 L yr m F_ I O U Iq N r Cl) N C d E t V R a+ a Includes copyrighted material of Insurance Services Office, Inc., with its permission U-CA-832-A CW (01/13) Page 1 of 1 Packet Pg. 1058 __ -I THOMENG-01 A4OR" CERTIFICATE OF LIABILITY INSURANCE I 16.C.4.h I DATE (MM/DD/YYYY) 1/18/2024 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THI: CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIE7 BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZE[ REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement of this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT Abby Foster NAME PGIS, LLC dba Turner Insurance & Bonding Co. PHONE 334 386-3609 FAX 334 244-0350 PO Drawer 230789 (A/C, No, Ext): ( ) (A/C, No):( ) Montgomery, AL 36123 ADDD AIL afoster@turnerfirst.com INSURED Thompson Consulting Services, LLC 2601 Maitland Center Parkway Maitland, FL 32751 INSURERA2urich American Insurance Co. INSURER C : INSURER E : INSURER F : COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: 16535 THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOI INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THI! CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF POLICY EXP LIMITS COMMERCIAL GENERAL LIABILITY CLAIMS -MADE F7 OCCUR EACH OCCURRENCE $ DAMAGE TO RENTED PREMISES Ea occurrence $ MED EXP (Any oneperson) $ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER: POLICY F7 JECOT- LOC OTHER: GENERAL AGGREGATE $ PRODUCTS - COMP/OP AGG $ A AUTOMOBILE LIABILITY ANY AUTO OWNED SCHEDULED AUTOS ONLY AUTOS HIRED NON -OWNED AUTOS ONLY AUTOS ONLY X BAP3534779 1/1/2023 2/1/2024 COMBINED SINGLE LIMIT Ea accident 1,000,1 $ X BODILY INJURY Perperson) $ BODILY INJURY Per accident $ PerPROPERTYDAMAGE$ UMBRELLA LIAB EXCESS LIAB OCCUR CLAIMS -MADE EACH OCCURRENCE $ AGGREGATE $ DED RETENTION $ A WORKERS COMPENSATION AND EMPLOYERS' LIABILITY YIN ANY PROPRIMBER/PXCLUDE/EXECUTIVE OFFICER/MEMBER EXCLUDED? (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below N I WC 3534777 1/1/2023 2/1/2024 X PER OTH- STATUTE ER E.L. EACH ACCIDENT 1,000,1 $ E.L. DISEASE - EA EMPLOYEE $ 1100011 E.L. DISEASE - POLICY LIMIT 1,000,1 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Collier County Board of Commissioners is named as additional insured on a primary and noncontributory basis as respects Automobile Liability where required by written contract. Thirty (30) days written notice of cancellation applies where required by written contract. CATE HOLDER Collier County Board of Commissioners 3295 Tamiami Trail East Naples, FL 34112 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORI THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED It ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE A',Oy Z-/ L d r� N O Mn C tsi L O w O 2 W �L N C N T oo th N 0 Z IL ILL E. E. 3 O r� C O tts C d E O V d to O Go N C 7 C O U c 0 N E 0 t H _I O U 14 N T oo M N C N E t U M Q ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION The ACORD name and logo are registered marks of ACORD Packet Pg. 1059 CERTIFICATE OF LIABILITY INSURANCE 16.C.4. j DATE IN 1 /18/2024 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THI: CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLIC0 BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZE[ REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement oI this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Cadence Insurance (Formerly BXS Insurance) 760 Howard Avenue, 2nd floor Biloxi MS 39530 INSURED Thompson Consulting Services, LLC 2601 Maitland Center Parkway Maitland FL 32751 AX ((A/CC. No. Ext): 8002770856 No): 228-863-1957 E-MAIL aess- Datty.savaoe(a)cadenceinsurance.com AFFORDING COVERAGE INSURER A: Scottsdale Insurance CO INSURER B : INSURER D : INSURER E : COVERAGES CERTIFICATE NUMBER: 1986308873 REVISION NUMBER: NAIC # 41297 THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOI INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THI; CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERM, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MM/DD/YYYY POLICY EXP MM/DD/YYYY LIMITS A X COMMERCIAL GENERAL LIABILITY Y VRS0006382 1/1/2023 2/1/2024 EACH OCCURRENCE $5,000,000 CLAIMS -MADE OCCUR DAMAGE TO RENTED PREM SES (Ea occurrrence $100,000 MED EXP (Any one person) $ 5,000 PERSONAL &ADV INJURY $ 5,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $10,000,000 POLICY � PECOT- LOC PRODUCTS - COMP/OP AGG $ 5,000,000 $ OTHER: AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT Ea accident $ BODILY INJURY (Per person) $ ANY AUTO OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ PROPERTY DAMAGE Per accident $ HIRED NON -OWNED AUTOS ONLY AUTOS ONLY UMBRELLALIAB OCCUR EACH OCCURRENCE $ AGGREGATE $ EXCESS LIAB CLAIMS -MADE DED RETENTION $ $ WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N PER OTH- STATUTE ER ANYPROPRIETOR/PARTNER/EXECUTIVE E.L. EACH ACCIDENT $ OFFICER/MEMBEREXCLUDED? ❑ N/A (Mandatory in NH) E.L. DISEASE - EA EMPLOYEE $ If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ A Professional Liab VRS0006382 1/1/2023 2/1/2024 Per Claim/Agg $5 mil/$10 mil Contractors Pollution Per Claim/Agg $5 mil/$10 mil Liability DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) RE: 23-8124 "Debris Monitoring and Disaster Planning Services" Collier County Board of County Commissioners, or Board of Collier County or Collier County Government or Collier County are incljuded as additional insured under the General Liability on a primary and non-contributory basis if and to the extent required by written contract. CERTIFICATE HOLDER CANCELLATION Collier County Board of Commissioners 3295 Tamiami Trail East Naples FL 34112 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORI THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED II ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE �? © 1988-2015 ACORD CORPORATION ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD . All rights reserved. Packet Pg. 1060 16.C.4.j c 0 a� c •L 0 r 0 M N IMPORTANT NOTICE ABOUT HOLD HARMLESS AND INDEMNIFICATION AGREEMENTS m 0 While insurance policies may respond to certain contractual assumption of liability or responsibility 04 (Hold Harmless/Indemnification Agreements/Clauses), such policies are not broad enough to transfer or fund all assumed exposures. In addition, insurance policies have monetary limits that apply to covered r� claims. Our receipt of hold harmless/indemnification agreements and issuance of certificates of No insurance is not validation that all conditions of the hold harmless/indemnification agreement have Z been met. Most assumption of risk agreements/clauses are broader than the terms and conditions of a u_ insurance policies. W IMPORTANT NOTICE ABOUT AUTOMATIC STATUS ADDITIONAL INSUREDS/WAIVERS The certificate of insurance may represent that Additional Insured &/or Waiver status is included when required by written contract. In order for Additional Insured &/or Waiver status to be triggered in this case, there must be a written and executed contract between the insured and the person(s) or organization(s) for which Additional Insured &/or Waiver status is required. Packet Pg. 1061 OTETRA TECH Proposal for Solicitation No.: 23-8124 Debris Monitoring and Disaster Planning Services Collier County, Florida Electronic I June 2023 Table of Contents Evaluation Criteria No. 1: Cover Letter/Management Summary.................................................................................................................................................2 EvaluationCriteria No. 2: Firm's Experience.............................................................................................................................................................................................5 Evaluation Criteria No. 3: Capacity of the Firm Evaluation Criteria No. 4: Approach................................................................... ......34 ........................................................................................................................ 48 Evaluation Criteria No. 5: Cost of Services to the County..........................................................................................................................................................109 Evaluation Criteria No.1: Cover Letter/Management Summary Collier County Board of County Commissioners June 14, 2023 Electronic Submittal Subject: Debris Monitoring and Disaster Planning Services (SOLICITATION NO.: 23-8124) Dear Members of the Evaluation Committee, Tetra Tech, Inc. (Tetra Tech) submits the enclosed proposal in response to the Collier County (the County) request for proposals for Debris Monitoring and Disaster Planning Services. Our proposal describes our technical expertise in disaster debris management and our approach to delivering unmatched services to the County: ✓ National Leadership in Debris Monitoring. Our team has successfully assisted over 300 local and state government clients across the nation with planning for and recovering from disasters and has extensive experience successfully managing multiple disaster response and recovery operations across the United States simultaneously. Our team has overseen and managed the removal of over 172 million cubic yards (CYs) of debris, resulting in excess of $12 billion in reimbursable costs to our clients. We have served as the ground -zero debris monitoring consultant for hundreds of clients affected by our nation's most catastrophic natural disasters, including Hurricanes Ian, Laura, Sally, Michael, Irma, Matthew, Florence, and Harvey; over a dozen wildfires; and numerous severe storm, tornado, and flooding events. ✓ Extensive Experience Throughout the State of Florida. Since 2004, our team has monitored the collection and removal of almost 60 million CY of debris in Florida and has assisted numerous communities in Florida with response and recovery efforts after Hurricanes Charley, Frances, Jeanne, Ivan, Dennis, Katrina, Wilma, and most recently, Matthew, Irma, Michael, Sally, Ian, and Nicole. In addition, our team has assisted communities after a variety of other disasters, including tropical storms, tornadoes, fires, and floods. Tetra Tech is proud of our experience in Florida and is committed to successfully managing all phases of debris monitoring for our clients after a debris -generating event. We have over 1,000 staff across 22 offices throughout Florida, including our Response and Recovery Division headquarters in Maitland. Tetra Tech is available to the County before, during, and after a disaster. ✓ Long -Term Partnership with Collier County. Our team has been partnered with the County for nearly 20 years, having responded to the County's most destructive debris -generating events, including Hurricane Wilma (2005), Tornados Recovery (2016), Hurricane Irma (2017), and Hurricane Ian (2022). Due to our deep understanding of County operations and response needs, we are the most capable firm to partner with the County for response to future disasters. Additionally, we have the proven bandwidth to provide the County with dedicated resources, including staff and equipment. ✓ Immediate Response Capability and Capacity to Meet the County's Needs. Our team understands the importance of rapid mobilization of qualified staff. We are committed to provide a project team that meets the technical requirements of the RFP and maximizes use of local personnel when possible. With disaster response and recovery experts located throughout the state, Tetra Tech can stage a full-scale mobilization in the County within hours of a disaster. Our team has never failed to respond to a client's needs, providing each community with a dedicated project team. In 2017, Tetra Tech successfully deployed more than 6,000 field staff throughout the country to respond to clients affected by Hurricane Irma in Florida, Hurricane Harvey in Texas, Hurricane Maria in Puerto Rico, and multiple wildfires in California. Our simultaneous response to several disasters is proof that we have the staff, resources, and expertise to respond to the County's post -disaster needs. Tetra Tech stands ready to work with the County as a trusted partner who will respond immediately and provide high -quality services throughout the engagement. ✓ Commitment to a County -Driven Recovery Effort. Tetra Tech recognizes that any recovery effort must be driven by the interests and objectives of the County and its residents. Tetra Tech is committed to providing expert staff that has the knowledge base to enhance the County's recovery, and not challenge County staff unnecessarily. Tetra Tech is committed to developing an understanding of the County's recovery goals and building a path to achieve those goals as partners. Our relationship and previous experience working with the County gives our team unparalleled understanding of County operations and goals. ✓ Deeply Experienced Project Management Team. We have assembled a team of disaster debris experts who were specifically selected for this engagement based on their experience, programmatic expertise, and availability to respond to the County's needs. Ralph Natale, Collier County resident and our proposed project manager, is an expert in large-scale mobilizations, project staffing, and debris monitoring operations, and has extensive experience in disaster debris project management support under the FEMA Public Assistance (PA) Grant Program. Additionally, our team includes extensive FEMA PA program expertise led by Ms. Allison McLeary, Esq., who served as Recovery Director for the Florida Division of Emergency Management (FDEM). Our grant management team is comprised of experienced emergency response and recovery professionals with a demonstrated history of building meaningful relationships across state, federal, and local governments, including Collier County. ✓ Proprietary, Best -in -Class Automated Debris Management System (ADMS) Technology. Via RecoveryTrac' ADMS, our staff can monitor and manage a recovery effort electronically, increasing productivity while decreasing fraud, human error, and cost to County. RecoveryTrac' ADMS enables real-time collection data and furnishes accurate and timely reporting to County stakeholders. RecoveryTrac' ADMS is validated by the United States Army Corps of Engineers (USACE) and is the ADMS preferred by USACE debris contractors. ✓ Full -Service Disaster Recovery Firm. Tetra Tech is the only firm in the country that can provide FEMA reimbursement and disaster grant support combined with engineering capabilities to offer full -service disaster support solutions. Whether it is helping the County obtain reimbursement from FEMA for its disaster -related costs, obtaining additional disaster grants to pay for mitigation projects that will come available in coming months, or developing cost estimates and bid specs for damaged assets, Tetra Tech is ready and able to support the County in any of its disaster -related needs. ✓ Cost-effective Solution for Recovering Communities. Our team of disaster recovery experts remains on the forefront of the debris monitoring industry, and we are committed to providing the latest technological advancements, which increase efficiency and result in significant cost savings to our clients. Tetra Tech provides the best value by arming recovering communities with unmatched expertise and reasonably priced hourly rates thanks to advancements in our proprietary ADMS technological capabilities. Tetra Tech is prepared and committed to providing Debris Monitoring and Disaster Planning Services as needed for Collier County. For questions regarding this response, please contact the representatives listed below. As an authorized representative of the firm, I am authorized and empowered to sign this proposal and bind the firm in contractual commitments. Technical Representative: Mr. Ralph Natale Contractual Representative: Ms. Betty Kamara 2301 Lucien Way, Suite 120, Maitland, FL 32751 2301 Lucien Way, Suite 120, Maitland, FL 32751 Phone: 321-441-8511 1 Fax:321-441-8501 Phone: 407-803-25511 Fax:321-441-8501 ralph.natale@tetratech.com TDR.contracts@tetratech.com Sincerely, Tetra Tech, Inc. P� Jonathan Burgiel Business Unit President - Tetra Tech Disaster Recovery CERTIFICATE OF CORPORATE RESOLUTION TETRA TECH, INC. To: Collier County, Florida I hereby certify to you that I am a duly elected and qualified Senior Vice President, General Counsel and Secretary of Tetra Tech, Inc., a Delaware corporation (the "Company"), and that, as such, I am authorized to execute this Certificate on behalf of the Company. I further certify to you on behalf of the Company that: Jonathan Burgiel, Business Unit President within the Company's United States Government Division of the Government Services Group, is authorized and empowered, in accordance with the Company's Signature Approval Authority Matrix, as approved by the Company's Board of Directors, for and on behalf of the Company, to sign a proposal in response to Collier County for Debris Monitoring and Disaster Planning Services. Further, Mr. Burgiel is authorized and empowered to sign any resulting contract and is authorized to bind the Company. IN WITNESS WHEREOF, I have hereunto set my hand as of this 30th day of May. Preston Hopson Senior Vice President, General Counsel and Secretary (Seal) �. LpA TECy QRPORgl FEB * 4 '988 Evaluation Criteria No. 2: Firm's Experience Provide a summary of Proposer' background, size, and years in business. Tetra Tech is a leading provider of consulting, engineering, environmental, and technical services worldwide. Founded in 1966, Tetra Tech is one of the leading firms in the nation in the field of disaster management and homeland security, with millions of dollars in revenue coming from contracts in such diverse areas as infrastructure hardening and protection; disaster recovery; emergency management, planning, and preparedness; community resilience; environmental services, and grant management. Tetra Tech supports government and commercial clients by providing innovative solutions to complex problems focused on water, environment, energy, infrastructure, and natural resources. We are a global company with over 27,000 employees that is Leading with Science to provide innovative solutions to complex problems for our public and private clients. WORKS IN 100+ COUNTRIES CONTINENTS Publicly traded on NASDAQ as $4.5 billion WORKS ON loo,000i 550 .� OFFICES ANNUALLY WORLDWIDE ENR RANKINGS #1 Environmental Management #2 Solid Waste #1 Water #1 Water Treatment/Desalination 20000 27,000 ASSOCIATES JLJL x t jL & jL jL jL , Dedicated to helping state and local governments plan for and recover from natural and human -caused disasters, our staff members offer a field-tested and proven methodology for emergency readiness, continuity planning, and disaster recovery. Our team is recognized for its ability to quickly respond to a broad range of emergencies, allowing our clients to return to the business of running their day-to-day operations. Likewise, our team's understanding of the Federal Emergency Management Agency (FEMA), the Federal Highway Administration (FHWA) (including recent changes), and other reimbursement agencies' requirements for eligibility, documentation, and reimbursement helps clients receive the maximum reimbursement allowed. Ourteam has obtained over $12 billion in reimbursement funds for our clients from federal agencies such as FEMA, FHWA, and the Natural Resources Conservation Service (NRCS). In total, our team has successfully managed the removal of and reimbursement for over 172 million cubic yards (M) of debris as well as the demolition of over 22,000 uninhabitable residential and commercial structures. In addition to disaster recovery, Tetra Tech offers a diverse suite of solutions to complex problems in water, environment, infrastructure, resource management, energy, advanced data analytics, and more. In all, Tetra Tech has dedicated problem solvers and innovators from 60 disciplines collaborating on innovative projects worldwide. Knowledge and Expertise Tetra Tech Disaster Recovery is a national leader in the field of disaster management. Our contracts with federal agencies and state and local governments are in diverse areas such as disaster recovery consulting and technical assistance; staff augmentation; community resilience; grant management; and disaster debris planning and preparedness. Our team offers deep understanding of the FEMA, FHWA, and other regulatory agencies' policies and procedures. We have worked closely with these agencies, recipients, and subrecipients on billions of dollars' worth of projects to determine project eligibility and to provide technical assistance, detailed damage inspection reports, cost estimates, validation and testing, audit documentation, and process reimbursements. Our team also maintains strong relationships with many of the lead federal officers, state agency leadership, local governments, and other staff. Proven Experience in Successfully Responding to Major Disaster Events in the County. Large, Full -Service Firm including Preparedness, Staff Augmentation, Debris Monitoring, and Mitigation Capabilities Key Staff with History of Service - Dedicated to the County Best in Class ADMS and Grant Management Personnel There is no better proof of our ability to respond to the County than saying that we've done it before. We understand the services that the County will likely ask us to perform and the unique nuances and geographies of the County. With a staff of more than 27,000, Tetra Tech is one of the largest engineering and emergency management firms in the industry. The County can rest assured that we have all of the resources and skill sets needed to respond to disaster events impacting the County. We have dedicated some of the leading experts in disaster recovery within the State to the County. These key staff have a working history with the County. Tetra Tech will deploy our RecoveryTracrMADMS and RecoveryTrac'Grant Management technologies supported by our team of more than 200 grant management staff from across the nation. N TETRA TECH Provide Proposer' years of experience in debris monitoring and disaster planning services, particularly for other go vernment agencies in Florida. Unmatched Debris Monitoring Experience Our team has provided disaster management, recovery, and consulting services to hundreds of state and local government agencies since 2001. These services have included environmental permitting; monitoring of debris collection, hazardous tree programs, debris management sites QMS), and specialized debris missions; fire damage restoration; contractor invoice reconciliation; and federal grant reimbursement support. Tetra Tech can provide additional projects and information upon request. OX01*? OH TRAIN DERAILMENT-1 Client WINTER STORM MARA - 5 Clients CA FLOODING EVENTS - 3 Clients ARKANSAS TORNADO - 5 Clients MISSISSIPPI TORNADO- 1 Client 2022 HURRICANE NICOLE-4Clients HURRICANE IAN - 31 Clients CA WILDFIRES -4Clients NM WILDFIRE (USACE) - 1 Client WINTER STORM VA - 1 Client KY STORMS/TORNADOES - 2 Clients 2021 DIXIE FIRE - 1 Client HURRICANE IDA-9Clients BUILDING COLLAPSE- 1 Client STORMS/TORNADOES AL - 1 Client WINTER STORM TX - 3 Clients STORMS/FLOODING TN -I Client WINTER STORM VA - 1 Client 2020 HURRICANE ZETA- 6 Clients HURRICANE DELTA -4 Clients WILDFIRES - 2 Clients HURRICANE SALLY -4 Clients HURRICANE LAURA- 18Clients HURRICANE ISAIAS -2 Clients HURRICANE HANNA - 3 Clients TORNADOES - 3 Clients IOWA DERECHO -1 Client 2019 TROPICAL STORM IMELDA - 3 Clients HURRICANE DORIAN-4Clients TORNADOES - 2 Clients 2018 HURRICANE MICHAEL- 13 Clients HURRICANE FLORENCE - 12 Clients WILDFIRES - 1 Client Experience Matrix (2001-Present) 2017 WILDFIRES - 2 Clients HURRICANE MARIA - 1 Client HURRICANE IRMA -67 Clients HURRICANE HARVEY- 38 Clients TX & GA TORNADOES - 2 Clients 2016 HURRICANE MATTHEW - 34 Clients HURRICANE HERMINE - 1 Client STORMS & FLOODING -2 Clients WILDFIRES - 2 Clients FLOODING - 6 Clients 2015 WILDFIRES - 2 Clients SEVERE STORMS - 3 Clients FLOODING -10 Clients 2014 FLOODING - 1 Client TORNADOES - 2 Clients ICE STORM - 7 Clients 2013 ICE STORM - 2 Clients FLOODING-1 Client 2012 HURRICANE SANDY- 13 Clients HURRICANE ISAAC -5 Clients TROPICAL STORM DEBBY - 3 Clients 2011 WINTER STORMS -19 Clients TEXAS DROUGHT - 1 Client TEXAS WILDFIRES- 1 Client HURRICANE IRENE - 22 Clients TORNADOES -4 Clients 2010 FLOODING - 2 Clients TORNADOES - 1 Client ICE STORMS - 1 Client TROPICAL STORM ALEX - 1 Client 320am COMMUNITIE 172m CUBIC YARDS OF �,= 2009 ICE STORMS - 1 Client SNOW STORMS - 2 Clients TROPICAL STORM IDA 2008 HURRICANE IKE - 78 Clients HURRICANE GUSTAV- 7 Clients TROPICAL STORM FAY- 3 Clients HURRICANE DOLLY - 30 Clients MIDWEST FLOODING - 2 Clients 2007 MIDWEST ICE STORM - 3 Clients TORNADOES - 2 Clients MIDWEST SNOW STORMS - 3 Clients 2006 BUFFALO SNOW STORMS - 6 Clients 2005 HURRICANE WILMA -17 Clients HURRICANE RITA - 3 Clients HURRICANE KATRINA- 11 Clients HURRICANE DENNIS - 5 Client 2004 HURRICANE JEANNE - 2 Clients HURRICANE IVAN - 3 Clients HURRICANE FRANCES - 2 Clients HURRICANE CHARLEY - 2 Clients 2002 HURRICANE LILI - 1 Client 2001 TROPICAL STORM GABRIELLE - 1 Client Large -Scale Debris Monitoring Experience Clients count on us to respond in their time of need, and we have never failed to deliver. Our team of debris experts and vast resources allow us to respond to our clients' deployment and mobilization needs, regardless of size, location, or type of disaster. More than 6,000 Tetra Tech field staff were deployed in concurrent responses to Hurricanes Harvey, Irma, Maria, and the California wildfires in 2077-2018.Tetra Tech understands the unique aspects and special considerations related to large-scale operations. Large Project Experience 0 4 % ■ 500K - 999K CY • * �? * *�W* 7k Over 1 Million CY 00 Top 20 Debris Monitoring Projects by Cubic Yard (CY) . • . • . • • • ......................... • * • • • • • ..... . 8.27M n CalRecycle Camp Wildfire, 2018 4.D M Lake Charles, LA Hurricane Laura, 2020 2.69M do Hurricane Ike, 2008 2.18M Hilton Head Island, SC Hurricane Matthew, 2016 6.81 M a�. Calcasieu Parish, LA Hurricane Laura, 2020 L 3.90M Miami -Dade County, FL Hurricane Katrina, 2005 2.49M �IIYI - Harrison County, MS Hurricane Katrina, 2005 s-� rP . ' 1.81M Galveston, TX Hurricane Ike, 2008 I 5.47M c� Houston, TX Hurricane Ike, 2008 3.56M Miami -bade County, FL Hurricane Irma, 2017 2.39M Harris County, TX Hurricane Ike, 2008 1.7QM Santa Rosa County, FL Hurricane Dennis, 2005 5.38M Escarnbia County, FL Hurricane Ivan, 2004 3-14M Collier County, FL Hurricane Irma, 2017 2.30M Miami -Dade County, FL Hurricane Wilma, 2005 1.60M Beaufort County, SC Hurricane Matthew, 2016 4.42M Baldwin County, AL Hurricane Sally, 2020 2.89M Gulfport, M5 Hurricane Katrina 2005 2.27M Polk County, FL Hurricane Irma, 2017 41.59M Escambia County, FL Hurricane Dennis, 2005 Florida Debris Monitoring Experience Tetra Tech has performed more debris monitoring services in the state of Florida than any other firm. Our team has responded to every major disaster in Florida since 2001. In response to these events, our team has overseen 141 projects amounting to over 60 million CYs of debris across the State. Due to our vast experience, we have become experts in Florida's unique needs disaster recovery needs, including PPDR, waterways, and beach projects. Florida is also our home state, where many of our principal and senior staff reside. We are proud of our work in Florida, and we want to be known in our hometowns for providing excellent service to our communities. With 22 offices throughout the state, including our disaster recovery headquarters and fully stocked warehouse in Central Florida, Tetra Tech is mere hours away to mobilize rapidly to our clients throughout the state. Florida Debris Monitoring Experience Florida Debris Monitoring Projects 16 Disasters >60M CubicYardsc Debris 1 40+ Projects 22 Offices and L300+ Personnel throughout the State • Hurricane Ian 123clients 0 lotSurfside Condo Collapse 1 10,264tons I 1 client 0 Hurricane Sally 11,652,200 cvs 12 clients ot Hurricane Michael 9,248,830cvs 1 13 clients Hurricane Irma 1 21,442,478 cubic yards 159 clients Hurricane Matthew 1 2,738,106 cubic yards 114 clients Hurricane Debby 17,253 cubic yards 13 clients Tropical Storm Fay 1 50,000 cubic yards 13 clients undhog Day Tornadoes 1 281,000 cubic yards 12 clients Hurricane Dennis 1 3,917,267 cubic yards I s clients Hurricane Katrina 9,942,0o0cubicyards I'll clients Hurricane Rita 14,810,000 cubic yards 13 clients Hurricane Wilma 1 8,914,000 cubic yards 117 clients Hurricane Charley 1,652,200 cubic yards 12 clients Hurricane Frances 1 500,000 cubic yards 12 clients Hurricane Ivan 17,475,554 cubic yards 13 clients Hurricane Jeanne 1350,000cubic yards 12 clients Tropical Storm Gabrielle 11 client Proven Experience Responding to Collier County Tetra Tech's relationship with Collier County is one of long-standing commitment and partnership in the field of disaster recovery and debris management. Over the last two decades, Tetra Tech has consistently provided a variety of assistance to the county, ranging from planning and training for debris management to post -disaster debris monitoring assignments. The Tetra Tech team is prepared to assist Collier County with future needs due to our: Experience and Expertise: Tetra Tech has a proven track record and extensive experience in Tetra Tech's Major Activations in Collier County disaster recovery operations within the County. We have worked with the County since 2005, gaining valuable insights and knowledge of the local conditions, regulations, and unique challenges. This experience allows our team to quickly mobilize and effectively respond to the specific needs of the County, resulting in more efficient and targeted recovery efforts. Established Relationships: Over time, Tetra Tech has developed strong relationships with the County, stakeholders, and community members. This network facilitates coordination and collaboration among different entities involved in the recovery process after disaster strikes. Tetra Tech's existing connections and familiarity with the local context enables smoother communication, streamlined decision -making, and better integration with existing recovery frameworks. Continuity and Institutional Knowledge: By partnering with Tetra Tech, there is continuity in the disaster recovery process. Our team has a deep understanding of the County's systems, procedures, and requirements. Our team's institutional knowledge allows for efficient implementation of recovery plans, ensuring that valuable time and resources are not wasted in re-establishing a working relationship. Tetra Tech is able to leverage lessons learned to improve future disaster preparedness and response within the County. Collier County by the Numbers Event Recap (DR-4673): - Hurricane Ian was a devastating Category 4 • hurricane that made landfall in Southwest Florida on September 28, 2022. A destructive storm surge was pushed inland in coastal areas, while high winds and extreme rainfall caused catastrophic damage and flooding across Florida's interior. It is estimated that Hurricane Ian caused more than $50 billion in damages in Florida. Key Tetra Tech Accomplishments: • Mobilized more than 1,000 staff in 5 days • Deployment of water and wastewater engineers to restore water systems • Immediate response operations with transition to long-term recovery • More than 6.7 million cubic yards of disaster debris monitored for federal documentation and reimbursement • Supporting complex projects up to $45 million in FEMA PA funding to support recovery Representative Clients: Florida Division of Emergency Management • Florida Department of Environmental Protection • Brevard County, FL • City of Cape Coral, FL • Charlotte County, FL • Collier County, FL • City of Fort Myers, FL • Pinellas County, FL • Volusia County, FL • Manatee County, FL • Osceola County, FL • Polk County, FL • St. Johns County, FL 12 OTETRA TECH Recent Debris Monitoring Experience The exhibit below provides an abbreviated experience matrix for projects conducted since 2017. Tetra Tech can provide specific references and additional information upon request. Experience Matrix (2017-Present) Arkansas Tornados Mike Davis, MDavis@nlr.ar.gov Ongoing Clients Served:4 City of North Little Rock, AR* ■ ■ ■ ■ Amy Slagle, 512-974-4302 Ongoing 2023 Texas Ice City of Austin, TX* Amy.Slagle@austintexas.gov ■ ■ ■ ■ Storm Jackson Daly, 512-819-3115 Ongoing Clients Served: 4 City of Georgetown, TX* jackson.daly@georgetown.org ■ ■ ■ ■ Florida Department of 100,000 ■ ■ ■ ■ Environmental Protection, FL* Brevard County, FL* Jill Hayes, 321-350-9240 Jill.Hayes@brevardfl.gov 200,000 ■ ■ ■ ■ Hurricane Ian St. Johns County, FL* Greg Caldwell, (904) 669-5221 50,000 ■ ■ ■ ■ Clients Served: 30 gcaldwell@sjcfl.us Arden Fontaine,386-736-5965 Volusia County, FL* x15621 350,000 ■ ■ ■ ■ afontaine@volusia.org Placer County, CA* Ongoing ■ ■ ■ ■ McKinney Fire Siskiyou County, CA Ongoing ■ ■ ■ ■ New Mexico New Mexico USACE* Ongoing ■ ■ ■ ■ ■ ■ Wildfires Eric Sergienko,209-966-2000 ■ ■ ■ ■ Oak Fire Mariposa County, CA esergienko@mariposacounty.org Ongoing Winter Storms Virginia Department of Stephen Fritton, (804) 609-5399 ■ ■ ■ ■ Clients Served: 1 Transportation Stephen.fritton@vdot.virginia.gov 250,831.70 Matt Powell, (270) 784-7796, Severe Storms and City of Bowling Green, KY Matt.powell@bgky.org 164,370 ■ ■ ■ ■ ■ Tornadoes Matt Powell, (270) 784-7796, Clients Served: 2 Warren County, KY Matt.powell@bgky.org 47,300 ■ ■ ■ ■ ■ Dixie Fire CalRecycle (State Contract)* Alan Zamboanga, (916) 341-6450 ■ ■ ■ ■ ■ ■ Clients Served: 1 Ongoing Hurricane Ida City of Central, LA 62,878 ■ ■ ■ ■ ■ ■ ■ Clients Served: 11 Iberville County, LA Randall Dunn, (225) 776-1109, 10,846 ■ ■ ■ ■ ■ ■ ■ dunn@ibervilleparish.com Surfside Condo Michael Fernandez, (786) 473-7314, Collapse Miami -Dade County, FL michael.fernandez@miamidade.gov 10,264 ■ ■ ■ ■ ■ ■ ■ Clients Served: 1 (tons) Tennessee Severe Storms and Floods Metro Nashville and Davidson Phillips Jones, (615) 533-2377, phillip.jones@nashville.gov 804 (tons) ■ ■ ■ ■ ■ ■ ■ Clients Served: 1 County, TN Alabama Tornado Calhoun County, AL 228,268 ■ ■ ■ ■ ■ ■ ■ Clients Served: 3 Winter Storms Virginia Department of Stephen Fritton (804) 609-5399, Clients Served: 1 Transportation stephen.fritton@vdot.virginia.gov 471,000 ■ ■ ■ ■ ■ ■ ■ California Wildfire 488,993 Clients Served: 1 CalRecycle Northern Branch* (tons) ■ ■ ■ ■ ■ ■ ■ Hurricane Zeta Cecilie Halliwill, (504) 212-5325 Clients Served: 7 Audubon Society of LA challiwill@auduboninstitute.org 19,408 ■ ■ ■ ■ ■ Mike Reso, (228) 222-4626 Ext. 1802 City of Diamondhead, MS mreso@diamondhead.ms.gov 200,556 ■ ■ ■ ■ Wayne Miller, (288) 868-5740 City of Gulfport, MS wmiller@gulfport-ms.gov 483,147 ■ ■ ■ ■ Mickey Lagasse, (228) 467-4143 City of Waveland, MS mlagasse@waveland-ms.gov 216,681 ■ ■ ■ ■ Blaine Clancy, (985) 646-4270 340 City of Slidell, LA bclancy@cityofslidell.org hangers/ ■ ■ ■ ■ hazardous trees Heath Sexton, (334) 375-1587 Dallas County, AL hsexton@dallscounty_al.org 222,732 ■ ■ ■ ■ Scotty Adam, (228) 467-0172 Hancock County, MS Scotty.Adam@co.hancock.ms.us 64,520 ■ ■ ■ ■ Sally Angers, (337) 857-6925 Hurricane Delta City of Youngsville, LA SallyAngers@youngsvilleLA.gov 7,646 ■ ■ ■ ■ Clients Served: 3 Heath Babineaux, (337) 394-4798 St. Martin County, LA Hbabineaux@stmartinparish.net 30,600 ■ ■ ■ ■ Terri Graham, (251) 331-4158 Baldwin County, AL TGraham@baldwincountyal.gov 4,425,281 ■ ■ ■ ■ Hurricane Sally John Pittman, (850) 435-1894 Clients Served: 4 City of Pensacola, FL Jpittman@cityofpensacola.com 574,579 ■ ■ ■ ■ Jim Reece, Okaloosa Count FL Y� kalo sa..us jreece@co.okaloosa.fl.us 30,794 ■ ■ ■ ■ Chance Henry, (337) 824-7720 Acadia County, LA electchancehenry@gmail.com 98,595 ■ ■ ■ ■ Theresa Champeaux, (337) 540-8094 Calcasieu County, LA thampeaux@calcasieuparish.gov 6,950,234 ■ ■ ■ ■ Jeff Jones, (337) 540-1707 Hurricane Laura Cityof Lake Charles, LA jjones@cityoflc.us 4,314,878 ■ ■ ■ ■ Clients Served: 17 City of Sulphur, LA Stacy Dowden, (337) 764-8044 sdowden@sulphur.org 838,412 ■ ■ ■ ■ Jefferson Davis County, LA Renee Hicks, (337) 824-4792 renee@jdppj.net 140,874 ■ ■ ■ ■ Orange County, TX Leon George, (409) 238-9169 723,064 Igeorge@co.orange.tx.us ■ ■ ■ ■ Town of Holden Beach, NC Heather Finnell, (910) 842-6488 heather@hbtownhall.com 2,150 ■ ■ ■ ■ Hurricane Isaias Town of Ocean Isle Beach, NC Justin Whiteside, (910) 579-3469 Clients Served: 6 justin@oibgov.com 6,966 ■ ■ ■ ■ Town of Oak Island, NC Rose Braam, (910) 201-8015 62,394 rbraam@ci.oak-island.nc.us ■ ■ ■ ■ Hurricane Hanna Mr. Judge "J.D." Salinas, (956) 318- Total CYs: 327,035 Hidalgo County, TX 2600 jd.salinas@gsa.gov 187,135 ■ ■ ■ ■ Clients Served: 4 South Carolina Mr. Roger Riley, (803) 541-2013 Severe Storms and rriley@barnwellsc.com Tornadoes Barnwell County, SC 783 ■ ■ ■ ■ Total CYs: 783 Clients Served: 1 Elizabeth Goss, (229) 894-4591 City of Chattanooga, TN egoss@chattanooga.gov 322,200 ■ ■ ■ ■ Tennessee Severe Storms and John Agan, (423) 315-3840 Tornadoes Hamilton County, TN johna@HamiltonTN.gov 408,305 ■ ■ ■ ■ Total CYs: 1,039,455 Phillips Jones, (615) 533-2377 Clients Served: 3 Metro Nashville and Davidson phillip.jones@nashville.gov 308,949 ■ ■ ■ ■ County, TN Tropical Storm Ms. Danielle Cioce, MS, (551) 427- Imelda 6581 danielle.cioce@hcpid.org Total CYs: 73,336 Harris County, TX 15,907 ■ ■ ■ ■ Clients Served: 3 Patrick Swain, (409) 835-8500 Jefferson County, TX pswain@co.jefferson.tx.us 57,429 ■ ■ ■ ■ Hurricane Dorian Carla W. Harvey, PE, (843) 782.3104, Total CYs:63,719 Colleton Count SC y� cell—(843) lleton o charvey@colletoncounty.org 4,272 ■ ■ ■ ■ Clients Served: 5 Mr. Mario Formisano, (843) 832-0341 Dorchester County, SC MFormisano@dorchestercounty.net 31,294 ■ ■ ■ ■ Louisiana Severe John Freeman, (318) 245-2398 Storms and jfreeman@ruston.org Tornadoes City of Ruston, LA 30,516 ■ ■ ■ ■ Total CYs: 30,516 Clients Served: 5 Alabama Severe Patrick Harvill, (334) 737-7011 Storms and Pharvill@leeco.us Tornadoes 176,780 Total CYs: 176,780 Lee County, AL (and 7,262 ■ ■ ■ ■ Tons) Total Tons: 7,262 Clients Served: 1 Vickie Gainer, (850) 265-2121 ext 112 Lynn Haven, City of, FL vgainer@cityoflynnhaven.com 1,280,400 ■ ■ ■ ■ Ed Cook, (850) 215-6691 Callaway, City of, FL Citymanager@cityofcallaway.com 1,468,100 ■ ■ ■ ■ Hurricane Michael Total CYs: Parker, City of, FL Rich Musgrave, (850) 871-4104 rich musgrave@cityofparker.com 548,800 ■ ■ ■ ■ 10,618,496 Wakulla County, FL Brandy Rave King, (850) 745-7711 Brandy 38,085 ■ ■ ■ ■ Clients Served: 13 Franklin County, FL Pamela Brownell, (850) 653-8977, ext. 126,087 ■ ■ ■ ■ 10 Em3frank@fairpoint.net Albany County, GA Phil Roberson, (229) 357-0667 PRoberson@dougherty.ga.us 363,000 ■ ■ ■ ■ Dougherty County, GA Michael McCoy, (229) 431-2193 MMcCoy@dougherty.ga.us 207,000 ■ ■ ■ ■ New Bern, City of, NC Matt Montanye, (252) 646-3984 Montanyem@newbern-nc.org 155,400 ■ ■ ■ ■ Steven Aster, (252) 658-7179 Hurricane Florence Craven County, NC saster@cravencountync.gov 59,800 ■ ■ ■ ■ Total CYs: 1,365,327 Samuel Kornegay, (252) 361-1788 Total Tons: 19,889 Lenoir County, NC skornegay@co.lenoir.nc.us 34,662 ■ ■ ■ ■ Clients Served: 15 Jackie Tuckey, (910) 433-1854 Fayetteville, City of, NC jtuckey@ci.fay.nc.us 134,282 ■ ■ ■ ■ Connecticut Ralph Tedesco, (203) 775-7318 Tornadoes Brookfield, CT jrtedesco@brookfieldct.gov New Fairfield, CT Russ Loudon, (203) 312-5628 175,442 ■ ■ ■ ■ Total CYs: 193,222 rloudon@newfairfield.gov Clients Served:4 California Alan Zamboanga, (916) 341-6450 Wildfires (2017-18) alan.zamboanga@calrecycle.ca.gov Total Tons: CalRecycle, CA 2,278,740 2,278,740 Tons ■ ■ ■ ■ Clients Served: 4 (6 Wildfires) Miami -Dade County, FL Michael Fernandez, (786) 473-7314 Michael 3,558,943 ■ ■ ■ ■ Jay M. Jarvis, P.E, (863) 581-0163 Polk County, FL JayJarvis@polk-county.net 2,244,330 ■ ■ ■ ■ Hurricane Irma Dan Rodriguez, (239) 252-2504 Total CYs: Collier County, FL danrodriguez@colliergov.net 4,004,300 ■ ■ ■ ■ 20,113,657 Clients Served: 67 Miami, City of, FL Mario Nunez, (786) 479-4097 540,053 ■ ■ ■ ■ MFNunez@miamigov.com Seminole County, FL Jeff Waters, (407) 665-2253 jwaters02@seminolecountyfl.gov 824,534 ■ ■ ■ ■ Lake County, FL Mary Hamilton, (352) 253-6006 355,000 ■ ■ ■ ■ mhamilton@lakecountyfl.gov Brevard County, FL Euripides Rodriguez, (321) 633-2042 653,953 ■ ■ ■ ■ Euripides.rodriguez@brevardfl.gov Pinellas County, FL Sean Tipton, (727) 464-8809 stipton@co.pinellas.fl.us 380,000 ■ ■ ■ ■ South Daytona, City of, FL Les Gillis, P.E., (386) 322-3080 Igillis@southdaytona.org 27,908 ■ ■ ■ ■ Corpus Christi, City of, TX Gabriel Maldonado, (361) 826-3165 gabrielm@cctexas.com 536,074 ■ ■ ■ ■ Connie Nicholson, (281) 337-2489 Dickinson, City of, TX ext. 224 182,354 ■ ■ ■ ■ cnicholson@ci.dickinson.tx.us Fort Bend County, TX Marc Grant, (832) 473-2730 g ra ntma r@co.fort-bend.tx. u s 338,277 ■ ■ ■ ■ Hurricane Harvey Friendswood, City ofTX Y, Brian Mansfield, (281) 996-3335 bmansfield@ci.friendswood.tx.us 135,957 ■ ■ ■ ■ Total CYs: Harris County, TX Danielle Cioce, (551) 427-6581 1,129,652 ■ ■ ■ ■ 5,445,225 danielle.cioce@hcpid.org Clients Served: 31 Houston, City of, TX Joanne Song Yu, (832) 393-0484 Joan ne.Song@houstontx.gov 2,500,000 ■ ■ ■ ■ Ogden "Bo" Bass, AICP, (281) 554- League City, City of, TX 1007 116,461 ■ ■ ■ ■ bo.bass@leaguecitytx.gov Montgomery County, TX Darren Hess, (936) 523-3910 Darren.Hess@mctx.org 119,572 ■ ■ ■ ■ Seabrook, City of, TX Kevin Padgett, (281) 291-5656 kpadgett@seabrooktx.gov 1,592 ■ ■ ■ ■ Georgia Albany County, GA Phil Roberson, (229) 357-0667 PRoberson@dougherty.ga.us 380,000 ■ ■ ■ ■ Tornadoes Michael McCoy, (229) 431-2193 Total CYs: 920,000 Dougherty County, GA MMcCoy@dougherty.ga.us 540,000 ■ ■ ■ ■ Clients Served: 2 Disaster Recovery Program Management Services Our team is a national leader in providing management and support documentation for all facets of the debris removal monitoring industry, including special disaster recovery program management services. Disaster Recovery and Special Program Management Capabilities Emergency road clearance Curbside debris collection Operation of citizen drop-off sites Data management and invoice reconciliation Oversight of debris management sites Animal carcass removal and disposal Asbestos abatement Beach remediation and restoration Construction and demolition debris removal Creosote piling removal Drainage and canal debris removal E-waste debris removal Hazardous waste debris removal Hazardous tree and stump removal Final debris disposal at a landfill or other end use Conflict and damage resolution Truck certification Right -of -entry administration Private Property Debris Removal Marine and waterway debris removal Private property demolition and debris removal Nuisance abatement ordinance administration Saltwater killed tree removal Sediment dredging and removal Subsurface storm drain debris removal Vessel and vehicle recovery Wetland and parkland debris White goods and putrescent waste removal Private Property/Right-of-Entry Debris Removal Our team has administered many of the largest private property debris removal (PPDR) programs in U.S. history. Tetra Tech assists communities with ensuring they have the legal authority via local and state ordinances to enter onto private property. We also assist with preparing submittal packages for FEMA to approve the program, promoting the Right -of -Entry (ROE) program with residents, and ensuring the program is properly documented. Included below is a representative sample of our PPDR projects. 70 PRIVATE PROPERTY DEBRIS REMOVAL aa� "I" PROJECTS MANAGED rnVM SCOPE1 Hurricane Ian (2022) 23 clients Flooding & Severe Storms (2016) 1 client CA Wildfires (2022) 3 clients Flooding (2016) 1 client Application Administration Surfside Condo Collapse (2021)1 client Erskine Wildfire (2016)1 client miIIIIIII Wildfires(2021) 15 clients Clayton Wildfire (2016) 1 client Data Management Hurricane Laura (2020) 1 client Butte Wildfire (2015) 1 client Debris Removal Monitoring Demolition Program Management Historical/Environmental Review Individual Property Debris Tracking Property Close Out Property Survey Public Advertisement Reduction/Disposal Monitoring Scheduling Coastal Restoration North Branch Wildfires (2020) 9 clients Valley Wildfire (2015) 1 client Hurricane Michael (2018) 3 clients Flooding (2014) 1 client Hurricane Florence (2018) 1 client Flooding (2013) 1 client Camp Wildfire (2018) 1 client Hurricane Sandy (2012) 1 client Mendocino -Complex Fire (2018) 1 client Hurricane Isaac (2012) 1 client Carr Wildfire (2018) 1 client Wildfires (2011)1 client Severe Storms/Tornadoes (2017) 1 client Ice Storm (2009) 1 client Hurricane Harvey (2017) 2 clients Flooding (2008) 2 clients NorCal Wildfires (2017) 4 clients. Hurricane Ike (2008) 2 clients Thomas Wildfire (2017) 1 client Hurricane Gustav (2008) 1 client Detwiler Wildfire (2017) 1 client Hurricane Katrina (2005) 2 clients Helena Wildfire (2017) 1 client Hurricane Wilma (2005) 1 client Critical to the recovery of any coastal community following a disaster is the remediation of its beaches. Tetra Tech scientists and engineers work in partnership to provide a balanced approach to coastal engineering projects. The living shoreline design approach helps our clients reduce erosion and restore habitat while creating more resilient coastlines ready to adapt to sea level rise and storm risks. We work in a variety of geographic areas across the eastern and western coastlines of the US and throughout the Caribbean. Following Hurricane Katrina and the Deep Water Horizon oil spill, millions of federal grant dollars were made available to the Louisiana and Mississippi Gulf Coast for post -event restoration projects. Tetra Tech understands how important those funds are to an economy that is recovering from disasters. Tetra Tech is prepared to assist in evaluating damages, working with FEMA and Department of Environmental Protection (DEP) to determine eligibility, and overseeing recovery efforts on the County's beaches. If tasked, Tetra Tech will employ proven displaced sand removal and beach remediation protocols to create a program in an effort to reopen the beaches as soon as possible and minimize the impact that a beach closure could have on the County's economy. Tetra Tech has assisted St. Johns County, FL; Escambia County (Pensacola Beach/Perdido Key), FL; and Harrison County, MS with coastal restoration services. Waterways Debris Removal Our team has worked extensively with local, state, and federal agencies (including the United States Army Corps of Engineers [USACE] and the National Oceanic and Atmospheric Administration) to determine legal responsibility and to evaluate and implement marine debris removal programs. We will help the County legal staff rapidly determine legal responsibility for waterway debris removal, verify scope eligibility, and document the work in a fashion deemed appropriate by reimbursement agencies. Our team has performed waterways debris removal and related services to communities across the country, including the following projects: • Waterway debris removal efforts on behalf of the New Jersey Department of Environmental Protection (NJ DEP) following Hurricane Sandy; FDEP following Hurricanes Matthew and Irma; and the City of Cape Coral, Lee County, Brevard County, Monroe County, and Collier County following Hurricane Irma and Wilma • Inland waterway debris removal assignments for the Galveston City Municipal Utility District #12, Jefferson County Drainage District #7, the Trinity Bay Conservation District, and the Harris County Flood Control District following Hurricane Ike • Removal of derelict vessels and traps from waterways following Hurricanes Katrina, Gustav, Ike, and Wilma, Irma, Matthews and Michael. Leaning Trees, Hanging Limbs, and Stump Removal Tetra Tech offers expertise in reimbursement for the removal of leaning trees, hanging limbs, and stumps. Our team has extensive experience helping communities avoid the de -obligation of funds or non -reimbursement for these activities due to ineligible work. In 2020, our team monitored the removal and disposal of nearly 200,000 hazardous trees and hangers following consecutive Hurricanes Laura, Sally, Delta, and Zeta. t �r 1,7381389 HANGING LIMBS X dt� ;1 245,122 LEANING TREES 162,165 STUMPS FEATURED EVENTS CA Wildfires (2015 - 2022) 3,777 Limbs 1246,140Trees Hurricane Sally (2020) 43,692Limbs 5,888Trees Hurricane Laura (2020) Hurricane Zeta (2020) Hurricane Michael (2018) 120,1981imbs 13,160Trees 34,245 Limbs 4,902Trees 27,562Limbs 9,949Trees Hurricane Florence (2018) 14,609 Limbs 1259Trees Hurricane Irma (2017) 316,108 Limbs 94,030 Stumps Hurricane Matthew (2016) 183,214 Limbs 12,769Trees Winter Storm Alfred (2011) 84,135 Limbs 12,355Trees Hurricane Ike (2008) 364,860 Limbs 29,489Trees Midwest Winter Storm (2007) 99,382 Limbs 2,682 Trees Vessel and Vehicle Recovery Tetra Tech is able to assist the County in documenting the locations and quantities of vessel and vehicle debris in the County and presenting a case to FEMA to approve and fund the program. The County must first show that they have a legal responsibility to remove the debris and that the debris is not the responsibility of another state or federal agency such as the Florida DEP, USACE, or the NRCS. Vessel and vehicle debris on private land may present unique ingress/egress challenges and require ROE agreements for access. Tetra Tech has monitored vessel recovery for several clients, including: • NJDEP — Hurricane Sandy 180 vessels • Escambia County, FL and Monroe County, FL (Florida Keys) — Hurricane Wilma 1 450 vessels • Beaufort County, SC - Hurricane Matthew 1 50+ vessels • FDEP - Hurricanes Matthew, Michael, and Irma 164 vessels Extensive Disaster Debris Management Planning Experience The Tetra Tech team has developed Disaster Debris Management Plans (DDMPs) for over 100 jurisdictions across the United States. In addition, Tetra Tech staff have performed analysis of debris emergency sites and assisted jurisdictions in training for debris management operations so staff understand their roles in disaster debris operations and understand strategies for clearing, removing, and disposing of debris. Tetra Tech has also assisted jurisdictions in development of request for proposals for debris hauler services to assist them in procuring qualified contractors while adhering to 2 CFR 200 procurement requirements. Our plans have shaped the industry and become templates used by other jurisdictions developing their own plans. Tetra Tech has also developed and facilitated training programs and exercises to help communities become familiar with their DDMP and successfully implement the DDMP when needed. Our team brings a unique understanding gained from past experience providing disaster debris monitoring services, DDMP guidance, and training for government officials. Tetra Tech experts will work closely with County officials and stakeholders to develop a customized DDMP based on the communities' hazards, risks, goals, and objectives. Along the way, Tetra Tech will provide guidance to County regarding policies, procedures, and best practices. Upon completion of the final plan, Tetra Tech will exercise the plan with County officials and stakeholders, and revise as necessary. Tetra Tech's debris planning process includes the following six steps. GoalsForm a Understand the Determine ollaborativeTea SituationObjectives Identify Core IdentifyThemes Develop Goals Develop Courses Planning Team and Hazards Develop of Action Form a Common Assess Risks Objectives Framework Prioritize Threats Define and Assign Roles and Responsibilities Determine a Regular Schedule of Meetings Format the Plan Update the Plan Review the Plan Approve and Share the Plan Train Stakeholders Exercise the Plan Review, Revise, and Maintain the Plan The goal of a disaster debris management plan (DDMP) is to better prepare state and local governments to respond to and recover from a debris -generating event. DDMPs help communities restore public services and streamline public health and safety efforts in the aftermath of a disaster by outlining the coordination and debris removal management operations and integrating with the overall emergency management plan. DDMPs also provide the organizational structure, guidance, and standardized procedures for the clearance, removal, and disposal of debris caused by a major debris -generating event. Additionally, DDMPs outline pre -event preparations during times of normalcy, operations immediately prior to a known disaster threat, operations following the disaster event, and demobilization and closeout following completion of debris removal efforts. As a leading provider of emergency management services, Tetra Tech knows what it takes to respond effectively and initiate recovery activities almost simultaneously while maintaining transparency for the public and elected officials. Our active involvement in response and recovery efforts enables us to develop realistic plans that can be effectively implemented during a response. Tetra Tech has assisted communities with all phases of debris management planning and development, including: • Vulnerability assessment • Identification of management team organizational structure • Working with leadership and stakeholders to establish and define roles and responsibilities • Development of pre -event, immediate threat, response, and recovery checklists • Development of public information programs for the various stages of response and recovery • Debris estimation • Analysis and identification of debris management sites (DMS) • Development and evaluation of debris removal and disposal contracts Tetra Tech can also accommodate communities with other customized solutions to help meet their disaster debris management goals. In Los Angeles County, California, Tetra Tech coordinated with the County to develop an unincorporated area mass debris management plan, an Operational Area mass debris management plan, standard operating guidelines on how the County will collaborate with local jurisdictions in debris operations, conducted a multijurisdictional exercise, and lastly, Tetra Tech developed a separate detailed plan for private property debris removal following wildfires. In the Metro Boston Homeland Security Region, Tetra Tech coordinated with each of the nine municipalities to develop plans, identify potential debris management sites, conduct a training for executive staff in Boston, and conducted training and exercises for each of the municipalities. A representative sample of other jurisdictions that Tetra Tech staff have developed DDMPs for include those bulleted below • Collier County, FL • Montgomery County, MD • Beaufort County, SC • Polk County, FL • Contra Costa County, CA • Horry County, SC • Miami, FL • Los Angeles County, CA • Fort Bend County, TX • Boston, MA • Marin County, CA • Montgomery County, TX • Seminole County, FL • San Mateo County, CA • Seattle, WA • Key Biscayne, FL • Sonoma County, CA • Bellevue, WA • Sarasota County, FL • University of Connecticut • Clark County, WA • St. Johns County, FL • Boston, MA • Norman, OK • Okaloosa County, FL • Chester County, PA • Knox County, TN Identify and include information regarding experience and qualifications of Proposer' key staff (e.g., project lead, managers, supervisors) to be assigned to the services. Include a resume for each with their full name, name of the firm(s) for their current and previous employers, professional credentials (e.g., certifications and/or licenses), and the role and duties which the individual(s) will provide to the County. Include the address of their current primary office location, email address and phone number. Include understanding of the types ofservices to be performed and federal, state, and local laws and regulations governing this type of work, as well as their familiarity with representatives of FEMA or other federal, state, or local agencies Proposed Team Tetra Tech has assembled a team of debris removal monitoring experts with direct experience responding to recent disasters. Our dedicated project management team is deeply familiar with the policies, procedures, and requirements associated with delivering successful disaster debris monitoring services. Our staff members have managed the removal of and reimbursement for over 172 million cubic yards (CYs) of debris as well as the demolition of over 22,000 uninhabitable residential and commercial structures. Our team has monitored and obtained FEMA, FHWA, and NRCS reimbursement on over 30 debris removal projects in excess of 1 million CYs of debris and understands the significant resource commitment and effort that is necessary to manage and monitor large-scale debris removal operations for local governments. Our record of success includes serving over 300 state and local government clients in response to over 90 presidential disaster declarations over the last decade. Our team has obtained over $12 billion in reimbursement funds for our clients from federal agencies. Tetra Tech is committed to providing the County an experienced project manager and consistent project management team that will expedite recovery efforts by establishing a coordinated and organized approach to debris removal. Our dedicated team is available to the County 365 days per year. Tetra Tech has assembled a project team with the qualifications and expertise necessary to support the County following a disaster. The individuals selected for this project not only have national expertise from having worked on every major disaster in the past decade, but also have hands-on experience working on prior (or current) Florida -based projects. As a result, our staff has an in-depth understanding of how disaster response and recovery works in Florida. Senior Management and Advisory Team Our senior management and advisory team will provide expert oversight and assistance at critical junctures. All Florida residents, this team is prepared to provide both tactical and strategic guidance for the duration of any disaster recovery operation. These individuals bring decades of disaster debris monitoring and reimbursement expertise. Mr. Jonathan Burgiel, President and Senior Advisor. As president of Tetra Tech Disaster Recovery, Mr. Burgiel will provide executive -level oversight to help our team meet the County's needs and expectations and serve as an executive sponsor to overcome challenges faced in operation. Mr. Burgiel's disaster -related work has included serving as principal in charge of over 100 projects, helping clients throughout the country prepare for, respond to, and recover from natural and human -caused disasters. Mr. Burgiel has overseen operations for teams in communities in Miami - Dade County and the City of Winter Park (Hurricane Irma); Richland County, South Carolina (Historic 1,000 Flooding Event); State of Connecticut (Hurricane Sandy); State of Louisiana (Hurricane Isaac); City of New Orleans, LA (Hurricane Katrina Residential Demolition Program); and Harris County, Texas (Hurricane Ike), to name a few. Email: TDR.Contracts@tetratech.com Mr. Chuck McLendon has been providing consulting engineering services to federal, state, and local governments across the U.S. for more than 30 years. His background in solid and hazardous waste management has led him to become one of the leading experts in the country on the implementation of large-scale post -disaster debris removal programs. He leads large teams to support major infrastructure and emergency response efforts, including most recently to Miami Dade County's response to the Surfside condo collapse. Mr. McLendon has served as principal in charge for upwards of 30 major disaster activations, including projects totaling more than 150 million CYs of debris and approximately $2.5 billion in FEMA PA reimbursement. He lends this expert -level insight to help overcome any obstacles the County may encounter in recovery. Email: chuck.mclendon@tetratech.com Mr. John Buri, Senior Advisor for Disaster Grants Programs, will provide subject matter expertise and guidance for the County based on experience supporting clients across more than $5 billion in disaster -related grants. Mr. Buri is a versatile disaster mitigation, response, and recovery and grant management professional. Mr. Buri has provided senior management oversight on 22 major disasters declarations for over 100 clients since 2007, representing over $5 billion in disaster -related grants. He has responded to numerous large-scale activations and engages with FEMA and state regulatory agencies and debris contractors in addition to providing FEMA PA consulting for tasks and activities associated with each disaster recovery operation. Email: john.buri@tetratech.com Ms. Allison McLeary, Esq., Senior Policy Advisor, will apply her program administration and policy expertise to facilitate procedural and data compliance with FEMA requirements. Ms. McLeary is an Attorney and experienced emergency response and recovery executive with a demonstrated history of building meaningful relationships across all levels of government. As the former Recovery Bureau Chief of the Florida Division of Emergency Management and Recovery Legal Counsel for GOHSEP, she offers direct, senior -level experience administering grant programming in coordination with federal agencies. Email: allison.mcleary@tetratech.com Mr. Jeff Dickerson is responsible for the planning, development, and deployment of technical applications supporting emergency response operations. Mr. Dickerson has led the development and support of Tetra Tech's RecoveryTrac=' ADMS. As one of only three systems validated by the USACE, it is the preferred provider by the USACE debris contractors, providing ADMS services to six of eight USACE districts globally. Mr. Dickerson has managed numerous large disaster activities with over 1,000 field monitors, coordinated the operation of round-the-clock data processing centers, and provided technical support for a debris management database to track the over 1,000 trucks and documentation for over 5M CYs of debris brought to the client's DMS locations. Email: jeffrey.dickerson@tetratech.com Project Field Operations Team Tetra Tech has identified a team of field staff to support the County. We have selected team members who have previous experience in similar operations. Brief summaries of each team member's experience are provided below. Resumes for project field operations staff have been provided at the end of this section. Ralph Natale Mr. Natale is a Collier County resident that specializes in large Regional scale responses and has served as a principal in charge or project Supervisor/Project manager in response to some of the country's largest debris - Manager (PM) generating disasters, including 19 state level responses after major hurricanes, floods, and fire events. This includes managing and documenting the removal of over 66 million cubic yards Served Collier (CYs) of debris, 1.7M hazardous trees, and the program County during management of debris collection and demolition of over 35,000 2016 Tornados, Hurricaanene Lan, ,rand and parcels on fire removal projects and over 200,000 environmental samples. These programs equate to over $4.5B dollars of Wilma reimbursed invoices. Mr. Dragon has over 13 years of experience on over 8 disasters in environmental remediation, cleanup, and debris removal Nick Dragon monitoring. Mr. Dragon has responded to several major Operations hurricanes (Hurricanes Ian, Laura, Florence, Irma, Harvey, and Ike), Manager (OM) and California Camp Fire for clients involving over 250,000 CYs of (Collier County) debris, including: Virginia Department of Transportation; Calcasieu Parish, LA; Harris County, TX; City of Houston, TX on 2 Served Collier projects and Miami -Dade County, FL. He has experience verifying Countyduring eligibility and compliance; overseeing collection and disposal Hurricane Ian operations, and coordinating directly with debris contractors, data managers, and project managers to facilitate the success of fast-moving debris operations projects. Mr. Ivey has overseen recovery operations in response to some Phil Ivey the of country's largest debris -generating disasters, including Operations Hurricanes Sandy, Irene, Ike, Katrina, Wilma, Dennis, and Ivan; the Manager (City of 2006 ice storms in Buffalo, New York; and the Groundhog Day Naples, if tornadoes that swept through Central Florida in February 2007. He provides FEMA-related guidance during times of activation requested) based on his extensive experience managing disaster recovery This includes debris collection and disposal and 5ervefforts. developing project worksheets to accurately record the data to Napes during Naples during ensure proper reimbursement, payment reconciliation, and Hurricane Wilma guidance on adhering to local, state, and federal regulations and policies governing debris collection and disposal. Frank Guthman Mr. Guthman has supported a wide range of disaster recovery, land development, and improvement projects for public and • The PM serves as the primary point - of -contact for the County and is responsible for all services and associated personnel • The PM shall assist in developing incident specific debris recovery plans when requested by the County • The PM will ensure proper personnel are provided to assist as needed • As requested, the PM shall provide information to complete work assignment including estimated expenses and timing of those expenses • As requested, the PM will provide cost reasonableness assessments for costs requested by Debris Collection Contractor • The PM shall attend meetings related to debris recovery operations as requested by the County • PM shall be responsible for completion and closure of all work assignment issued to Contractor • OM coordinates and oversees field operations for the Contractor • OM shall attend meetings related to debris recovery operations as requested by the County • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide OM coordinates and oversees field operations for the Contractor OM shall attend meetings related to debris recovery operations as requested by the County Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide Operations private clients. He has managed large program and debris Manager (City of monitoring projects, ensuring FEMA compliance of the PA and Marco Island, if policy guidelines. As such, he has developed an extensive requested) understanding of federal, state, and local regulations, protocols, processes, and guidance with respect to homeland security Served Collier response, and recovery. County during Hurricane Ian Mr. Greene is a management professional with 6 years of experience spent working on debris -related projects for Tetra Tech clients across the nation. He is adept in all aspects of debris Edward Greene monitoring and is knowledgeable on the required Operations documentation to satisfy the requirements of multiple funding Manager (City of sources. Mr. Greene is responsible for the implementation of Tetra Everglades City, if Tech's work plans, dispatching field personnel, staffing, safety requested) procedures, field logistics, and training of personnel. He verifies eligibility and compliance; oversees collection and disposal operations; and coordinates directly with debris contractors, data managers, and project managers to meet the goals of each client. Mr. William Coleman has a diverse background in disaster response and recovery efforts. He has served in various roles Will Coleman including Operations Manager, Deputy Project Manager, Task Field Supervisor Force Leader, Field Supervisor, and Field Monitor. He has (FS) (Collier experience working on recovery projects in multiple states, including Florida, Virginia, California, and Alabama. He has a County) strong track record of overseeing operations, ensuring Served C compliance with regulations and standards, and managing resources. He has also demonstrated exceptional leadership skills Countyduriing and a commitment to ensuring efficient and effective operations. Hurricane/an Mr. Coleman's experience has equipped him with a comprehensive understanding of the entire disaster recovery process, making him a valuable asset to any team. Roderick Moore Mr. Moore has over 4 years of experience responding to recent Field Supervisor disasters, including fires, hurricanes, and winter storms, in a field (City of Naples, if supervision role. He performed load calls for trucks delivering requested) debris, maintained records, confirmed address/codes, accurately enter information into required databases, communicates with Served Collier management and other site personnel to de-escalate issues, Countyduring document any issues and statuses following project Hurricane Ian requirements and instructions. Courtney Morris Ms. Morris is a motivated field supervisor that facilitates recovery Field Supervisor efforts for disaster areas. As someone who has been affected by a (City of Marco natural disaster, she has supported multiple hurricane and Island, if wildfire projects to provide program management and requested) monitoring services. Ms. Morris has a thorough understanding of FEMA and reimbursement documentation requirements and Served Collier coordinates with monitoring staff and contractors to exceed Countyduring client expectations. Most recently, she has been assisting clients Hurricane Ian on the Florida west coast following the 2022 hurricane season. Brandon Norwood Field Supervisor Mr. Norwood is a quality oriented professional with over six years (City of Everglades of field experience. He has a proven knowledge of data entry, o operations management, and operating policies/procedures. Mr. City, requested) Norwood is responsible for monitoring and documenting the of hazardous debris and trees, which includes recording 5erveremoval Collier information for load tickets, monitoring contractor safety, and Count Countyduring reporting any damage resulting from the removal of debris. Hurricane lan • The FS shall report to the OM • FS shall supervise the Debris Monitors (DM) • FS shall resolve field operational and safety issues and communicate issues to the OM • FS shall schedule and deploy DMs and oversee their daily activities at the loading, disposal, and staging sites • Conduct or supervise the accurate measurement of load compartments and accurately compute volume capacity of the load compartments in cubic yards (C) for truck certifications • Document through digital photographs and record measurements and computations for all truck certifications • Collect daily logs from the DMs and tabulate truck load data for the daily report • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide Paris Atkinson Data Manager Served Collier County during Hurricane Wilma, Irma, Irma and the 2016 tornados Julie Grant Data Manager Served Collier County during Hurricane Ian Geoff Reinhart Billing/Invoice Analyst Served Collier County during Hurricane Ian Casey Ogden GIS Specialist Served Collier County during Hurricane Ian Ms. Paris Atkinson is a senior data manager and billing/invoice analyst whose responsibilities include data management, management of monitoring documentation for FEMA, invoice reconciliation, and the use of our automated debris management system (ADMS). She has extensive experience on all aspects of program data management up to and including project closeout and post -closeout audit support. Ms. Atkinson possesses knowledge and understanding of federal grant programs, including the Federal Highway Administration (FHWA) Emergency Relief (ER) Program and FEMA PA Program. Ms. Grant began her Debris Management career during the recovery efforts following Hurricane Irma. She has provided technical assistance and financial reconciliation on multiple large-scale responses. She has removed more than 6 million cubic yards of disaster -related debris. Ms. Grant has also managed removing and documenting hazardous trees and limbs on multiple projects with local, state, and tribal governments. She has experience with hazardous material removal, waterway debris removal operations, and collection and processing of Right -of -Entry (ROE) for private property removal operations. She has supported multiple projects in analytic and specialist roles. • Coordinates area of responsibility debris recovery operation including assigned staff • Implements and maintains a debris management system for load tickets and documentation • Provides daily, weekly, or other periodic reports for the County • Review and reconciles invoices for the Debris Collection Contractor(s) • Provides reconciled invoices to the County for review • Serves as the point of contact to the County for a call center • Provides training as directed by the County's to the call center staff • Coordinates and or assists with Right- of-Entry/Hold Harmless for private property verification and eligibility • Performs other duties as directed Mr. Geoff Reinhart is an experienced CPA with both public and private sector experience. As a billing and invoice analyst at Tetra Tech, Mr. Reinhart is responsible for reconciling contractor . Responsible for accurate and timely invoices and performing quality control on data to ensure than Tetra Tech invoices all FEMA guidelines for debris removal monitoring are successfully fulfilled. Mr. Casey Ogden has more than 20 years of experience in Geographic Information Systems (GIS), with experience with the ESRI suite of products. He holds a Master's degree from the Florida State University with a Certificate of Emergency Management, as well as, a Bachelor's Degree from Louisiana State University in the field of Geography. As the geospatial applications manager, Mr. Ogden manages a team of five GIS personnel and is responsible for developing GIS applications that are efficient, accurate, and cutting edge. James Walker Mr. Walker Santiago is an expert in call center operations Santiago management with over 24 years of experience. Previously, Mr. Supervisor Walker Santiago oversaw call center operations of numerous Administrative/Call organizations. He is skilled at optimizing procedures to decrease call times, increase retention of representative talent, and Center Manager maintain a large volume of incoming calls. Ms. Jenkins brings valuable experience to debris recovery efforts, with a diverse range of roles in project coordination, field accounting and administration, disposal site monitoring, and Shelia Jenkins field debris monitoring. Ms. Jenkins has been instrumental in Assistant ensuring the smooth operation and organization of projects, handling essential documentation, and facilitating Served Collier communication between field staff and Tetra Tech's payroll and County during HR departments. She has successfully managed the onboarding Hurricane Ian process for field monitors, processed 19 forms, conducted training, and monitored the field timekeeping system in Tetra Tech's response to hurricanes, wildfires, tornados, and winter storms/ flooding. • Responsible for completing or coordinating all GIS needs • Serves as the point of contact to the County for a call center • Provides training as directed by the County's to the call center staff • Coordinates and or assists with Right- of-Entry/Hold Harmless for private property verification and eligibility • Performs other duties as directed • Enters and verifies data accuracy • Creates reports • Answers calls and records callers information • Research property records • Performs other duties as directed, including time charging activities Mr. Donn Olson is a member of Tetra Tech's disaster recovery operations. In this role, Mr. Olson assists Tetra Tech clients in navigating federal grant programs for financial recovery from Complete or assist in completing disasters. His knowledge of the FEMA PA Program assists the FEMA Project Worksheets applicant with maximizing eligible reimbursements. Mr. Olson is Facilitate communication and a cross -cutting disaster recovery expert and has worked provide professional oversight Donn Olson extensively in Project Worksheet (PW) formulation in areas such guidance with federal, state, county FEMA Specialist as debris removal, emergency protective measures, force account and local agencies labor and equipment, and permanent work. During the PA process, he specializes in document analysis, eligibility Coordinate with state insurance requirements, audit preparation, and closeout assistance, which representatives to ensure allows the client to maximize reimbursement. Mr. Olson is compliance with regulations intimately familiar with FEMA policies, expectations, and technology, including the FEMA GrantsPortal. Mr. Brian Rutherford has over 20 years of emergency management experience. His areas of expertise include disaster debris management, continuity of operations, emergency planning, mitigation, and recovery. Mr. Rutherford has been involved in a wide range of emergency Brian Rutherford management planning and response projects. Some of these Senior Planning lead to support Disaster Debris include disaster debris management planning and response, DDMP, AARs and other preseason Management public health emergency plan development, continuity of activities that help the county operations planning, infectious disease planning, plan Planner assessments, public information plan development, hazard prepare mitigation planning, hurricane planning and response, wildfire response, flooding response, training design and meeting facilitation. Mr. Rutherford is also experienced in the design and evaluation of exercises following Homeland Security Exercise and Evaluation Program principles. Mr. MacNeill has more than 35 years of experience managing and performing environmental and hazardous waste site projects for Steve MacNeill private, local, state and federal clients. Mr. MacNeill's Supports section 7 needs and Environmental environmental experience includes soils, surface water, permitting for Disaster Debris Sites Specialist groundwater, upland vegetation and wetlands related projects, phase I and phase II environmental site assessments and underground storage tank investigations Staff Resumes Tetra Tech has provided resumes for the proposed staff with their full name, relevant experience while working for Tetra Tech and previous employers (if applicable), professional credentials, and the role and duties which the individual(s) will provide to the County on the following pages. 3 0+ YEARS EXPERIENCE 1 00+ PROJECTS Q B GRANT Q FUNDING Areas of Expertise Disaster Recovery Program Design and Management Federal Grant Management Solid and Hazardous Waste Management Grant Experience FEMA PA CDBG-DR HMGP Disasters 4337 FL HURRICANE IRMA 4332 TX HURRICANE HARVEY 4286 SC HURRICANE MATTHEW 4344 CA WILDIRES 4084 HURRICANE ISAAC 4029 TX WILDFIRES 4024 HURRICANE IRENE 4106 CT WINTER STORM 1791 HURRICANE IKE 1679 FLTORNADOS 1602 HURRICANE KATRINA 1539 HURRICANE CHARLEY & SEVERAL MORE Education University of Central Florida, Master of Business Administration, 1989 Tufts University, Bachelor of Arts, Economics, 1984 Jonathan Burgiel Senior Management Team EXPERIENCE SUMMARY As President of Tetra Tech's Disaster Recovery Business Unit, Mr. Burgiel manages the business operations of all disaster recovery efforts, including preparedness planning, project staffing, logistics, grant administration and agency reimbursement support, program accounting/auditing oversight, and contract negotiations. Mr. Burgiel is dedicated to helping communities plan for and recover from disasters and provide the necessary documentation to receive the maximum allowable reimbursement from federal and state emergency management agencies. Mr. Burgiel has 30+ years of solid waste and disaster recovery experience. His disaster - related work has included serving as principal in charge of over 100 projects, helping clients throughout the country prepare for, respond to, and recover from natural and human -caused disasters. Mr. Burgiel is intimately familiar with local, state, and federal solid waste and hazardous waste regulations, as well as U.S. Department of Housing and Urban Development (HUD), Federal Emergency Management Agency (FEMA), and Federal Highway Administration (FHWA) policies and reimbursement procedures as they relate to disaster management and recovery. RELEVANT TETRA TECH EXPERIENCE Mr. Burgiel has provided senior management oversight to the following projects: • 30 communities and over 1,500 staff in Florida — Hurricane Ian • Rental and Mortgage Assistance - rental assistance to 120k homeowners across 5 states; and mortgage assistance in Florida and Maryland resulting from COVID pandemic • Hurricane Maria debris mission supporting the Commonwealth of Puerto Rico Department of Transportation, comprehensive support including environmental; grant management; homeowner and infrastructure support w/HUD funding • 67 communities and over 2,400 staff in Florida — Hurricane Irma • 38 communities and over 1,400 staff in Texas — Hurricane Harvey • CalRecycle/CaIOES - State of California Camp Fire Response • Multiple communities in South and North Carolina — Hurricane Matthew • Richland County & Lexington County, South Carolina - South Carolina 1,000-year Flooding Event - Comprehensive Disaster Recovery Services • Hays County/City of Wimberley, Texas — Severe Flooding Disaster Recovery Assistance • New Jersey Department of Environmental Protection (NJDEP) — Hurricane Sandy Disaster Vessel Recovery Program • State of Connecticut — Hurricane Sandy Disaster Debris Program • State of Louisiana — Hurricane Isaac Disaster Debris Program Management • City of New Orleans, Louisiana — Hurricane Katrina Residential Demolitions • Bastrop County, Texas — Wildfires • City of Cedar Rapids, Iowa — Severe Flooding Resume Jonathan Burgiel, Senior Management Team Principal in Charge (2018 - Present) Camp Fire Response Mr. Burgiel is responsible for oversight of debris and environmental work related to the hazardous material removal of over 12,000 parcels located in the County of Butte. This is possibly the largest debris operation in history. Principal in Charge (2017) Numerous Florida Jurisdictions I Hurricane Irma Following Hurricane Irma in September of 2017, Mr. Burgiel oversaw debris monitoring operations for over 67 communities and 2,400 personnel across Florida. This included Miami Dade County, where at peak Tetra Tech had nearly 900 monitors working in the field. Documentation was created for almost 110,000 load tickets and over 78,000 unit rate tickets. In total, Tetra Tech monitored over 4,000,000 cubic yards of debris for the County. Principal in Charge (October 2019 - Present) St. Johns County, Florida I HUD CDBG-DR Housing Rehabilitation Program Management Mr. Burgiel was engaged with the County immediately following contract execution to assist with managing the CDBG-DR funds for St. John's Housing Rehabilitation and Reconstruction Program. To support the long-term recovery and restoration of the impacted areas, Mr. Burgiel managed the grant allocated to the recovery activities for over 300 properties including repair and elevation; reconstruction of properties, repair/replacement of damaged manufactured homes or mobile home units (MHUs), relocation of homeowners, and mortgage payment assistance. Principal in Charge (October 2018 — Present) North Carolina Department of Public Safety I Hurricane Matthew HUD CDBG-DR Program Management Serving as Principal -in -Charge for all environmental services for this $400 million CDBG-DR program addressing 3,400 homes for rehabilitation. Tetra Tech will be performing an estimated 3,400 Tier 2 Reviews, 25 Tier 1 Reviews, 1,700 lead and asbestos risk assessments, and other required specialized environmental services (e.g., CESTs, EAs, etc.) as subcontractor to IEM Inc. Principal in Charge (November 2018 — Present) Florida Department of Economic Opportunity I HUD CBDG-DR Rehab/Reconstruction Program Mr. Burgiel serves as program manager for Tetra Tech's performance of housing rehabilitation and reconstruction related environmental services associated with the State of Florida's $615.9 million HUD CDBG-DR grant associated with Hurricane Irma. • Overseeing Tetra Tech staffs development of approximately 6,000 Tier 2s. • 3,000 lead risk assessments. • Review of 8 Tier 1 s, and other specialized environmental services (e.g., CESTs, EAs, etc.) as a subcontractor to IEM, Inc. Senior Project Manager (June 2017 — Present) Restore Louisiana I HUD CDBG-DR Housing Rehabilitation Served as Project Manager over the preparation of over 25,500 Tier 2 environmental reviews and over 6,000 lead risk assessment and clearance inspections. This $20 million project performed by Tetra Tech utilized state of the art technology and cloud based technology to decrease the cost of performing a Tier 2 review by over 50% from prior state led residential rehab projects. Principal in Charge (October 2018 — Present) Texas General Land Office I HUD CBDG-DR Housing Rehab/Reconstruction Program Mr. Burgiel is currently serving as program manager for Tetra Tech's performance of housing rehab and reconstruction related environmental services associated with the State of Texas' $5.024 billion HUD CDBG-DR grant associated with Hurricane Harvey. Overseeing Tetra Tech staffs development of approximately 3,500 Tier 2s, 1,700 lead risk assessments, and other specialized environmental services (CESTs, EAs, etc.) as a subcontractor to IEM, Inc. Principal -in -Charge (October 2015—Present) Richland County South Carolina I Comprehensive Post -Disaster Flood Support Services Following the State of South Carolina's 1,000-year flooding event that took place from October 1-5, 2015, Mr. Burgiel led a team of Tetra Tech staff to provide comprehensive disaster recovery services to Richland County immediately following the historic flooding event. Services included but were not limited to FEMA PA reimbursement support, procurement package development Resume Jonathan Burgiel, Senior Management Team for over 270 road and bridge repairs, well testing and disinfection program management, a post -disaster outstanding needs assessment, flood mitigation planning support, grant funding strategic plan development, and coordination and technical support activities among the County, State and FEMA agencies. Principal -in -Charge (October 2015—October 2016) Lexington County, South Carolina I HUD CDBG-DR Residential Buyout Programs Mr. Burgiel served as principal -in -charge of Lexington County's residential buyout programs funded by HUD CDBG-DR grant funds. As part of this effort, Tetra Tech is providing comprehensive housing buyout activity services including applicant outreach, buy-out packet preparation and demolition cost estimating, oversite of demolition contractor activities, payment recommendation and project close out on over 100 homes. The work involves management of over $16 million of HUD CDBG- DR grants. Principal -in -Charge (May 2015—October 2015) Hays County/City of Wimberley Texas I Post -Disaster Flood Support Services Following the historic flooding event along the Blanco River where over 20 people perished, Mr. Burgiel provided technical support in the Hays County, Texas Emergency Operations Center (EOC) during and immediately following the flooding disaster. As part of these services, Mr. Burgiel supported the County and City of Wimberley in providing expert technical advice associated with providing the County/City appropriate measure for responding to the event and methods for best tracking the County's disaster -related costs to maximize the County's/City's FEMA reimbursement post -disaster. Mr. Burgiel was instrumental in standing up the County right-of-way debris removal program and subsequently obtaining approval for a private property debris removal (PPDR) program from FEMA to cover the extensive debris that remained along and in the Blanco River, which created a future health and safety hazard to the County and City. Senior Management (April 2012-May 2013) State of Vermont I Federal Grant Management Services Following Hurricane Irene, the State of Vermont faced the daunting task of maintaining critical operations. Under Mr. Burgiel's direction, within 48 hours our team deployed a team of experts to the state emergency operations center (EOC). Mr. Burgiel and our grant management team provided consulting services and managed the recovery process. Our team collected, reviewed, and offered technical assistance to applicants on their Hazard Mitigation Grant Program (HMGP) applications. Senior Management (September 2008-January 2009) Harris County, Texas I Hurricane Ike Disaster Debris Program Management In 2008, Hurricane Ike made landfall in Texas, causing extensive damage to Harris County, the fourth largest county in the United States. Mr. Burgiel rode out the storm in Harris County's EOC and assisted with the deployment of our response team following the storm. Our team assisted with monitoring and cost reimbursement for over 2.5 million cubic yards of debris from the public right-of-way (ROW) in response to Hurricane Ike. Senior Management (September 2004-September 2009) City of Orlando, Florida I Disaster Debris Program Management Mr. Burgiel served in a senior leadership role and assisted the City of Orlando with a range of storm recovery monitoring and management activities. Mr. Burgiel was responsible for managing a full support team involved with staging operations, load inspections for storm debris cleanup performed by contract haulers, scheduling, dispatching, and logistics operations for the field inspectors assigned to storm debris cleanup. Our team's assistance enabled the City of Orlando to promptly apply for and receive reimbursement for the total cleanup cost from state and federal emergency management agencies. Senior Management (February - April 2007) Volusia County, Florida I Groundhog Day Tornado Disaster Recovery and Storm Debris Removal Our team was retained by Volusia to assist with monitoring of cleanup efforts following the Groundhog Day tornadoes that swept through Central Florida during the early morning hours, leaving 20 people dead and many others injured and without homes. Under Mr. Burgiel's direction, our team mobilized a response team to the area to help identify critical debris removal areas and initiate its ROW debris removal operation. Mr. Burgiel oversaw the management of a full support team involved with staging operations, load inspections for storm debris cleanup, and logistics operations for the field inspectors. YEARS OF 3 2 + EXPERIENCE 12 5 M CYS OF DEBRIS 3 B FEMA REIMBURSEMENT Areas of Expertise Solid and Haz. Waste Management Disaster Debris Monitoring Solid Waste Routing and Efficiency Private Property Debris Removal Emergency Management Damage Assessment Utility Engineering/Consulting Cost of Service Evaluations Program Management Public Outreach/ Communications Procurement (2CFR) Environmental Permitting Grant Management Disasters DR4673, Hurricane Ian DR4564FL, Hurricane Sally DR-4559LA, Hurricane Laura DR-4393NC, Hurricane Florence DR 4337FL, Hurricane Irma DR-4283FL, Hurricane Matthew DR-4241 SC, Severe Flooding DR-4138FL, Severe Flooding DR-1971 AL, Tornado Outbreak DR-4024VA, Hurricane Irene DR-1603LA, Hurricane Katrina Chuck McLendon Senior Management Team EXPERIENCE SUMMARY Mr. McLendon has been providing consulting engineering services to federal, state, and local governments across the U.S. for more than 30 years. His background in solid and hazardous waste management has led him to become one of the leading experts in the country on the implementation of large-scale post -disaster debris removal programs. He has routinely assembled large teams to support major infrastructure and emergency response efforts. Career highlights include: • Experienced Executive Program Manager with over 32 years of experience working with federal, state, and local government agencies on the finance, design, permitting, procurement, construction, and operations of major infrastructure projects. • Served as Principal in Charge for upwards of 30 major disaster activations including projects totaling more than 125 million cubic yards of debris and upwards of $3 billion in FEMA PA reimbursement. • Major experience in the legal substantiation and implementation of complex debris removal programs including PPDR, waterways, beaches, selective salvage, etc. • In depth knowledge of the FEMA Public Assistance program including a strong understanding of Federal Register 2 CFR Part 200 ("the Super Circular') RELEVANT TETRA TECH EXPERIENCE Hurricanes Ian and Nicole (2022) Numerous Florida Jurisdictions Folllowing Hurricanes Ian and Nicole, Mr. McLendon served as regional program manager supporting over 15 Tetra Tech clients — including Orange County, Volusia County, Seminole County, and the Florida Park Service - in standing up and operating debris removal programs. Mr. McLendon served as a senior subject matter expert and assisted Tetra Tech's clients and project managers in maintaining FEMA-compliant programs and resolving various challenging issues. Surfside Condominium Collapse (2021) Miami -Dade County, Florida The collapse of the twelve story Champlain Towers South condominium was a high - profile, catastrophic event. Mr. McLendon served as Principal in Charge for Tetra Tech to Miami -Dade County following the collapse on June 24, 2021. Mr. McLendon was on the ground at the collapse site within hours of the building collapse and County activation in order to assess the resources needed to assist the County with emergency debris removal. Over the next several days, he assisted the County with contractor procurement efforts in addition to developing and executing a plan to monitor debris removal both from a FEMA reimbursement and evidentiary debris removal perspective. BP Deepwater Horizon Oil Spill Hurricane Sally (2020) City of Pensacola, FL and Okaloosa County, FL Education Florida State University The City of Pensacola and Okaloosa County, FL have been long-standing clients of Mr. Bachelor of Science, Business McLendon. Following the impact of Hurricane Sally, Mr. McLendon provided senior Marketing, 1991 advisory services to include explanations of the FEMA Category A program as well as Resume Chuck McLendon, Senior Management Team procurement assistance. Chuck has also provided senior level oversight to ensure that our response crews are meeting client expectations. Hurricane Laura (2020) Calcasieu Parish, LA Mr. McLendon mobilized immediately to the Lake Charles, LA area in the aftermath of Category 4 Hurricane Laura. He facilitated the initial kick-off meeting with the Parish and debris contractor and developed an immediate staffing and logistics plan for the Parish. He worked closely with our on -site project manager and senior staff from the debris contractor to ensure that emergency roadway clearance (push) crews were dispatched with their work times and locations tracked. Mr. McLendon worked throughout the project with Tetra Tech project management staff to ensure that all of the parish's needs met. Hurricane Florence (2018) Boiling Spring Lakes, NC and Briarcliff Acres, SC Following Hurricane Florence, Mr. McLendon provided disaster debris monitoring and FEMA grant management related services to the City of Boiling Spring Lakes, NC and the Town of Briarcliffe Acres, SC (through a contract with the Horry County Solid Waste Authority). Monitoring work including debris management site permitting, right of way collection, hazardous tree removal, and household hazardous waste collection. Hurricane Irma (2017) Numerous Central Florida Jurisdictions Following Hurricane Irma in September of 2017, Mr. McLendon provided senior oversight of debris monitoring operations across seven counties — including Seminole, Lake, and Volusia counties in Central Florida. Chuck was responsible for assembling project management and support teams to include policy and field operations expertise. In total, he oversaw a team of over 1,000 personnel that accounted for nearly 6 million cubic yards of debris removal. This work included implementation and tracking of Private Property Debris Removal (PPDR) programs within each of the seven counties managed. Severe Flooding (2017) South Carolina Emergency Management Division Mr. McLendon was retained by the SCEMD to serve as a Senior FEMA PA Policy Advisor in support of project worksheet formulation for the October 2015 flooding event that impacted much of central South Carolina. Mr. McLendon oversaw a team of Project Specialists in drafting and versioning project worksheets. Hurricane Matthew (2016) St. Johns and Flagler Counties, Florida Mr. McLendon served as Principal in Charge for the debris monitoring mission in St. Johns County and Flagler County, Florida following Hurricane Matthew. Chuck oversaw the removal of more than 1.1 million cubic yards of debris from public and private roads as well as debris removal efforts along nearly 27 miles of county -maintained beach. In addition to providing daily oversight of the debris removal mission, Mr. McLendon was regularly relied upon by County staff for policy guidance related to the County's overall recovery effort. Severe Flooding (2015) Clarendon County, South Carolina Mr. McLendon provided on -site technical assistance to Clarendon County following a catastrophic flooding event in 2015. Chuck assisted the County with coordination and communications with the South Carolina National Guard in the repair of County -maintained roadways. Mr. McLendon also assisted with various procurements associated with temporary and permanent repairs while helping the County to develop a system to track materials used for roadway stabilization/repair. Severe Flooding (2014) Escambia County, Florida Mr. McLendon served as the Recovery Program Manager for Escambia County, Florida following a 500-year flooding event that resulted in upwards of $100 million in damages to Escambia County. Mr. McLendon assisted with the damage assessment documentation process, procured engineers and contractors for both temporary and permanent repairs, and helped the County Public Works Dept. with overall reimbursement efforts. Resume Chuck McLendon, Senior Management Team Hurricane Isaac (2012) Jefferson Parish, Louisiana Mr. McLendon served as Principal in Charge and Project Manager to Jefferson Parish following Hurricane Isaac in 2012. A very minor hit in comparison to Hurricane Katrina, the County still had very high expectations for a rapid debris removal program. Mr. McLendon organized a strong team that the provided right of way debris removal as well as staffing at citizens convenience sites. Northern Alabama Tornados Debris Monitoring (2011) U.S. Army Corps of Engineers Mr. McLendon served as Principal in Charge in supporting a QC team activated to support the debris management mission in Tuscaloosa, AL following the 2011 northern Alabama tornado outbreak. Mr. McLendon was essential in ensuring that the project was properly staffed with trained individuals to support the USACE mission. Hurricane Irene (2010) Virginia Department of Transportation Mr. McLendon served as Principal in Charge for recovery efforts on behalf of the Hampton Roads District of the Virginia Department of Transportation following Hurricane Irene. Mr. McLendon provided senior advisory services and oversight of a team to provide FEMA PA / FHWA ER reimbursement services for the District. Deepwater Horizon Oil Spill (2010) Escambia and Santa Rosa Counties, Florida Mr. McLendon provided comprehensive field environmental and reimbursement services to Escambia and Santa Rosa Counties, Florida (located in the Florida Panhandle) following the Deepwater Horizon Oil Spill. Mr. McLendon led efforts to procure containment boom contractors as well the program management of daily containment boom operations. Mr. McLendon was also responsible for implementing a large-scale training program for County staff and volunteers on OSHA's Hazardous Waste Operations and Emergency Response Standard (HAZWOPER). Hurricane Ike (2008) Galveston County and City of Galveston, TX Mr. McLendon oversaw the debris removal effort for Galveston County and the City of Galveston, Texas following Hurricane Ike in 2008. Upwards of 10 million cubic yards of debris was removed County -wide under Chuck's direction. Debris removal programs included right of way, private property debris removal (PPDR), commercial debris removal, dead animal carcasses, hazardous waste, and white goods. Hurricane Ike (2008) Texas Department of Transportation Mr. McLendon served as Principal in Charge for disaster recovery services to the Beaumont District ofTXDOTfollowing Hurricane Ike. Mr. McLendon oversaw a team to assist the District with debris monitoring as well as overall FEMA PA reimbursement services. Hurricanes Katrina and Gustav (2007-2009) City of New Orleans, Louisiana Mr. McLendon served as Principal in Charge for several recovery efforts for the City of New Orleans including the City's residential demolition program following Hurricane Katrina as well the overall response effort following Hurricane Gustay. Mr. McLendon assisted project management staff in the development of a complex legal and environmental process to allowforthe demolition of flood -damaged structures to occur within the City and oversaw the demolition of some 2,000 residential structures. This work included a complex legal condemnation process, selective salvage of historically significant architectural items, environmental testing, utility disconnects, and environmental monitoring. Later, Mr. McLendon served as Principal in Charge for debris management efforts in the City following Hurricane Gustay. 1 ` YEARS OF V EXPERIENCE 41 DISASTER DECLARATIONS DISASTER 3 B RELATED GRANTS Areas of Expertise Damage Assessment Policy and Procurement Debris Management Disaster Housing Grant Application Development Grant Accounting Systems Audit Process Closeout Procedures Disasters 4245 TX FLOOD 4241 SC FLOOD 4240 CA WILDFIRE 4223 TX FLOOD 4222 OK FLOOD 4193 NAPA EARTHQUAKE & SEVERAL MORE Grant Experience FHWA-ER PROGRAM HUD CDBG-DR FEMA PA FEMA 404 HMGP FEMA HMA Education Texas State University Master of Arts, Public Administration, 2002 The University of Texas Bachelor of Arts, Government, 2000 John Buri Senior Management Team EXPERIENCE SUMMARY Mr. John Buri is a director of post -disaster programs for Tetra Tech, Inc., and a member of our senior management team. Mr. Buri has a thorough understanding and practical application of industry best practices and federal guidance governing such efforts including the Federal Emergency Management Agency (FEMA), Hazard Mitigation Assistance (HMA), FEMA Public Assistance (PA) Program, 2 CFR 200, HUD CDBG-DR and disaster funding strategies for local and state governments. Key highlights of Mr. Buri's career include: • 16 years of experience: Working with mitigation, emergency management planning, response, and recovery operations • $3 billion: His work has represented over $313 in disaster related grants. • 22 Disaster Declarations: Performed in roles of project manager or principal -in - charge • $142 million: Served as program manager for $142M in buyout /elevations • 41 Total Disaster Declarations: Worked on projects in either a project manager, principal in charge or support role. • 17 States: Worked in 17 states across 8 FEMA Regions • 100 clients: Mr. Buri has worked for over 100 state and local governments clients since 2004 • 39 national and state -level conference speaking engagements: He is a nationally recognized speaker on disaster recovery and preparedness topics, presenting at the National Hurricane Conference, National Hazardous Materials Management Association Annual Conference, Solid Waste Association of North America Annual Conference (WasteCon), Maryland Emergency Management Association Conference, Government Finance Officers Association Conference, Texas Homeland Security Conference, North Carolina Emergency Management Conference, and the National Forum for Black Public Administrators Conference. RELEVANT TETRA TECH EXPERIENCE Program Manager (2008, 2015, 2017) City of Houston, Texas I Multi -Year Emergency Management and Disaster Recovery Services • Managed emergency responses to major disasters including Hurricane Ike in 2008 (DR-1791), Memorial Day flood in 2015 (DR-4223), Tax Day flood in 2016 (DR-4269); and Hurricane Harvey 2017 • Following each disaster, coordinated with FEMA, Texas Division of Emergency Management (TDEM), USACE, Texas Commission on Environmental Quality (TCEQ), city departments, elected officials, congressional offices and volunteer groups to coordinate field activities, damage site inspections, eligibility reviews, and audits • Managed planning team for 5 task orders under the DHS' Regional Catastrophic Planning Initiative Grant and Urban Area Security Initiative grant allocated to the City of Houston Office of Homeland Security • Program manager for the City's flood resilience initiative in supporting the City's Flood Czar conducting damage analysis, mitigation project identification and identification of grant opportunities. Resume John Buri, Senior Management Team Program Manager (2008-2016) Montgomery County, Texas I Multi -Year Emergency Management and Disaster Recovery Services Mr. Buri managed emergency responses to multiple major disasters including Hurricane Ike in 2008 (DR-1791) and two floods in 2016 (DR-4269 and DR-4272). He directed various task orders following disasters including project formulation, technical assistance on the PA grant program, conducting substantial damage estimation of 250 flooded properties, data collection for PA grant program and grant application for FEMA FMA grant program. He served as the client point of contact, prepared cost and technical task order proposals, assigned resources, reviewed deliverables, and tracked costs and schedules to ensure compliance with statements of work and approved budgets Subject Matter Expert/Senior Management Oversight (October 2015 to Ongoing) Richland County, South Carolina I Public Assistance Consulting Mr. Buri has been an integral part of Tetra Tech's Richland County disaster recovery team assisting the Project Manager and consultants with obtain data, policy interpretation and general grant consulting. Mr. Buri has focused his time assisting with navigating the on -going challenges associated with dam reconstruction, road damage restoration and long term recovery. Program Manager (May 2015 — 2016) Hays County, Texas I Full Services Disaster Grant Management Consulting and Debris Management I May 2015 (DR 4223) and October 2015 Floods (DR-4245) Mr. Buri is currently leading the Tetra Tech team supporting Hays County following two (2) major disaster declarations in 2015 including the May Memorial Day Flood and October All -Saints Day Flood that. This includes providing technical assistance to County leadership regarding FEMA PA, HMGP and CDBG-DR grant programs. Subject Matter Expert/Senior Management Oversight (May 2015-Ongoing) City of Houston, Texas I Disaster Debris Monitoring and Public Assistance Consulting Following the May 2015 Memorial Day Flood in Houston, Mr. Buri worked closely with the City of Houston's Disaster Recovery team on debris and FEMA reimbursement related issues. Mr. Buri developed operational plans, press releases, USACE/FEMA coordination, and daily progress reports along with contractor and force account labor documentation for submission to FEMA. Senior Management Oversight (February 2014-May 2014) Counties of Barnwell; Colleton; Dorchester, Hampton; Sumter, South Carolina; City of Sumter, South Carolina; City of Augusta, Georgia I Winter Storm Pax Disaster Debris Program Management Following the destructive effects of Winter Storm Pax in February 2014, our team was tasked with providing disaster debris program management to numerous communities in the States of South Carolina and Georgia. Mr. Buri was instrumental in the immediate deployment of our team and is currently overseeing all disaster recovery operations, including leaner and hanger removal. In addition, Mr. Buri is currently working with each community to ensure that all eligible reimbursement is captured and documented. Program Manager (2013) Boulder County, Colorado I Disaster Grant Management Consulting • Overall responsibility for the management and performance of our task order for $8M in consulting services associated with the administration and documentation to support disaster grants • Managed the grant administration of $300M in FEMA PA, FEMA HMGP, FHWA-ER, NRCS-EWP and HUD CDGB-DR recovery grants following the front -range floods. • Coordinated recovery efforts between the County, USACE, INKS, FEMA, Colorado Department of Local Affairs (DOLA), Colorado Division of Homeland Security and Emergency Management (DHSEM), Colorado Department of Transportation, Town of Lyons and Jamestown, internal county departments and elected officials. • Facilitated strategic planning meetings with community stakeholders to identify long term recovery initiatives. Subject Matter Expert/Senior Management Oversight (February 2013-January 2014) New Jersey Department of Environmental Protection I Hurricane Sandy Waterway Debris Removal Project Mr. Buri provided subject matter expertise in the development and implementation of numerous protocols and procedures to effectively manage the New Jersey Department of Environmental Protection's (NJDEP) waterways debris removal program. Mr. Buri oversaw the implementation of our automated debris management system (ADMS) technology, which increased NJDEP's visibility to the day-to-day operations and provided real-time reporting of debris quantities. 20+ YEARS OF EXPERIENCE Nick J. Russo III Senior Management Team EXPERIENCE SUMMARY Mr. Russo is an environmental services expert with over 20 years of experience in disaster recovery, environmental resources, and water management. He joined Tetra Tech in early 2022 after spending 19 years with the Harris County, TX Engineering Department. He has vast experience in coordinating environmental, sustainability, and regulatory programs at the local, state, and federal levels. Mr. Russo worked on numerous federally declared disasters including Hurricane Ike, the Tax Day Flood, Hurricane Harvey, Tropical Storm Imelda, and the COVID-19 Pandemic where he conducted damage assessments, debris removal, and program management in coordination with FEMA and other regulatory agencies. 8 DISASTERS RELEVANT EXPERIENCE Director of Environmental Services (April 2022 - Present) Oregon Housing and Community Services (OHCS) I CDBG Program Areas of Expertise Mr. Russo managed technical program and staffing for the HUD -mandated Disaster Recovery environmental reviews (Tier I Environmental Reviews for seven counties) in support of Debris Management federal grants to benefit disaster survivors and impacted communities in Oregon, as a Resiliency Planning result of the major disasters that occurred during Labor Day weekend of 2020 when Sustainability wildfires caused the loss of nearly 4,200 homes with seven counties. Storm Water Management Director of Environmental Services (March 2022 — Present) Wetlands & Natural Resources Puerto Rico Department of Housing (PRDOH) I R3 Puerto Rico CDBG Green Infrastructure Program Environmental Planning Mr. Russo managed technical program and staffing for the HUD -mandated Training/Certifications environmental reviews (Tier II Site Specific Reviews) ), Damage Assessment Envision ENV-SP Inspection/Cost Estimate, LBP, and Asbestos Inspection program in accordance with Wetland Delineation 24 CFR Part 58 and the current Puerto Rico PRHOH R3 Program Environmental Review NIMS ICS (Tier II) Procedures for an estimated 60,000 hurricane and flood damaged properties Education as a result of Hurricane Maria in 2017. Texas A&M University, Master of Director of Environmental Services (March 2022 — Present) Science in Water Management & Harris County, TX I Project Recovery CDBG Program Hydrological Science, 2009 Mr. Russo managed technical program and staffing for the HUD -mandated Texas State University, Bachelor of environmental reviews (Tier II Site Specific Reviews) ), Damage Assessment Science in General Agriculture, Inspection/Cost Estimate, and LBP program in accordance with 24 CFR Part 58 and the 2002 current Puerto Rico PRHOH R3 Program Environmental Review (Tier II) Procedures for an estimated 2,500 hurricane and flood damaged properties as a result of Hurricane Harvey in 2017. Director of Environmental Services (March 2022 - Present) State of Florida I Rebuild Florida CDBG Program Mr. Russo managed technical program and staffing for the HUD -mandated environmental reviews (Tier II Site Specific Reviews) ), Damage Assessment Inspection/Cost Estimate and LBP Inspection program in accordance with 24 CFR Part 58 and the current Florida Department of Economic Opportunity (DEO) Program Environmental Review (Tier II) Procedures for an estimated 7,000 flood damaged properties. Resume Nick J. Russo III, Senior Management Team Director of Environmental Services (March 2022 — Present) State of Texas I Rebuild Texas CDBG Program Mr. Russo managed the HUD -mandated environmental reviews program and staffing (Tier II Site Specific Reviews), Damage Assessment Inspection/Cost Estimate and LBP Inspection program in accordance with 24 CFR Part 58 and the Texas General Land Office (GLO) Program Environmental Review (Tier II) Procedures for an estimated 1,200 flood damaged properties. PREVIOUS EMPLOYERS Director of Environmental & Sustainability Services (2021 — 2022) Harris County Engineering Department I Houston, TX • Lead the environmental services team in achieving program goals, objectives, and sustainability metrics. Coordinated sustainability programs with other county departments. • Provided research and guidance to exuctives, clients, and other county departments, regarding federal, state, and local environmental regulations, initiatives, and programs. • Provided environmental regulatory planning, oversight, and agency coordination as a key member of the emergency management team within the Engineering Department. • Served as Debris Operations Manager for the response following Winter Storm Uri in 2021. Coordinated damage assessments, managed setup and operations of public debris drop-offs within the County, and managed right-of-way debris removal in heavily impacted areas of the County. Planning Section Leader — COVID-19 Non Congregate Medical Shelter (March -May, 2020) Harris County Engineering Department I Houston, TX • Mobilized a "Field Hospital" at the County's NRG Stadium Complex within 7 Days due to the rampant increase in COVID-19 infection and hospitalization rates. • Researched and negotiated a contract for a general contractor to fully mobilize and provide medical staff turnkey. • Planned and executed setup of the field hospital (NCMS) on time and under budget with an estimated cost of $30M. • Fully mobilized setup, monitored regional needs, and demobilized the operation over 30 days. Planning Section Leader — COVID-19 Continuity of Government Task Force (March 2020-March, 2022) Harris County Engineering Department I Houston, TX • Developed Harris County's COOP/COG plan specific to the COVID-19 Pandemic. • Created an online department web dashboard for the purpose of tracking the impact to county essential operations and manpower losses due to quarantine or illness. • Evaluated shelter contingencies for housing criminal justice populations. • Developed a Resource Guide with guidelines and procedures for implementation of 50 county departments to follow. Environmental Compliance Officer (2017 - 2021) Harris County Engineering Department I Houston, TX Executive staff member within the Office of the County Engineer, assisted in overseeing daily operations for the entire 700 member organization. He implemented and oversaw sustainability and regulatory compliance for seven divisions within the department including capital project management, facility management, and recovery & resiliency programs. Project Manager for $31 M in grant funded recovery/resiliency/stormwater projects. P. 1 O YEARS OF Q EXPERIENCE Areas of Expertise Disaster Response & Recovery Grant Administration Stafford Act Compliance Alternative Procedures Grant Experience FEMA Public Assistance CARES Act USDA Agriculture Recovery Block Grants HUD CDBG ARPA Education Auburn University, Bachelor of Arts, March 2000 Louisiana State University- Paul M. Hebert Law Center, Juris Doctorate, May 2004 Louisiana State University- Paul M. Hebert Law Center, Bachelor of Civil Law, May 2004 Allison McLeary, Esq. Senior Management Team EXPERIENCE SUMMARY Ms. Allison McLeary is an experienced emergency response and recovery executive with a demonstrated history of building meaningful relationships across all levels of government. As former Recovery Bureau Chief of the Florida Division of Emergency Management, she offers more than 3 years of direct experience administering grant programming throughout the State of Florida. She also served as Recovery Counsel for the Louisiana Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP). She is a steadfast advisor in planning for, responding to, and recovering from challenges and disasters. RELEVANT TETRA TECH EXPERIENCE Director, Disaster Recovery Programs (March 2021 — Present) Tetra Tech, Inc. Ms. McLeary serves as Director of Disaster Recovery Programs, providing policy guidance and program support. Ms. McLeary is an expert in FEMA policies, building and maintaining relationships with FEMA representatives. She analyzes policy and provides policy guidance to clients. She supports the Tetra Tech team to build programs that align with federal expectations and comply with client/federal requirements. She maximizes operational efficiencies by analyzing individual projects with a holistic lens, leveraging best practices from Tetra Tech debris management operations throughout the Nation. Additionally, Ms. McLeary coordinates relationships with funding agencies and local partners to streamline project operations. PREVIOUS EMPLOYERS Recovery Bureau Chief (March 2020 — February 2021) Compliance and Appeals Officer (December 2018 — February 2020) Florida Division of Emergency Management • Administered all FEMA Stafford Act programs for the State of Florida ($9.8+ Billion over 26 federally declared events under management) • Validated and Paid through FDEM an unprecedented $4.1 Billion in Recovery funds in the period January 2019-February 2021, including $2.7 Billion in PA and over $300 Million in USDA Agriculture Recovery Block Grants • Developed and implemented the State strategy for $1.275 Billion in CARES- Coronavirus Relief Fund payments to 55 medium and small counties. ($1.07 Billion validated and paid June 2020-February 2021) • Served as Alternate Governor's Authorized Representative and Deputy State Coordinating Officer for all FEMA declared events in Florida • Created a comprehensive FEMA PA Compliance program, including risk assessments, monitoring, and technical assistance and programmatic guidance tailored to address specific compliance risks Resume Allison McLeary, Esq., Senior Management Team Recovery Legal Counsel (January 2017 — November 2018) Louisiana Governor's Office of Homeland Security and Emergency Preparedness • Served as Recovery counsel- advising on all matters of emergency management and whole community Recovery o Programs included FEMA/Stafford Act programs and HUD -Community Development Block Grants (CDBG-DR) • Audit liaison to US Department of Homeland Security- Office of Inspector General and FEMA • Developed and delivered a comprehensive outreach and education technical assistance strategy to grant subrecipients in Louisiana FirstNet Program Manager (February 2015 — January 2017) Louisiana Division of Administration, Office of Technology Services • Oversaw a team effort to identify needs, preform gap analyses, and plan for the buildout of the State's portion of the Nationwide Broadband network, known as FirstNet. • Identified the needs and expectations of the State's 62,000+ first responders and worked with the US Department of Commerce and the FirstNet Authority to include those inputs in the $7 Billion RFP for the buildout and operation of the FirstNet network. State Police Legal Counsel (August 2003 — May 2013) Louisiana Department of Public Safety and Corrections, Louisiana State Police, Office of Legal Affairs • Counsel to State Police on matters of policy, operations, public records law, personnel management, emergency management/crisis response, and investigations • Served as legislative liaison and helped draft numerous bills and testified in committee on several measures including revisions to the electronic surveillance framework and the regulation of private security, and the role of volunteers in emergency response. • Represented the Louisiana Oil Spill Coordinator's Office and was assigned Attorney Supervisor throughout the response to the Deepwater Horizon event o Led a multi -agency team of in house, state agency lawyers in the early days of the disaster o Coordinated efforts among state agency counsel to ensure that necessary inputs needed for the response, damage assessment and claims under the Oil Pollution Act of 1990, Clean Water Act and other applicable federal and state laws were supported. YEARS OF 3 0+ EXPERIENCE ' MANAGED 1000+ FIELD MONITORS 5 CYS OF A /� DEBRIS � �/ � DES Areas of Expertise Solid Mobile and GIS Technology Resource Deployment and Tracking Readiness Training and Exercises Disaster Operations Support 20+Years Military Experience Grant Experience CDBG-DR Key Training/Certifications FEMA IS-632, IS-700, IS-922 MCDBA, Microsoft Certified Database Administrator MCSE, Microsoft Certified Network Engineer MCT, Microsoft Certified Trainer Disasters 4340 HURRICANE MARIA 4240 CA WILDFIRES 4223 TX FLOODING 4145 CO FLOODING 4115 SD WINTER STORM 4087 HURRICANE SANDY 4024 HURRICANE IRENE 4106 CT WINTER STORM 1609 HURRICANE WILMA 1602 HURRICANE KATRINA Education Thomas Edison University, Associate of Science, Nuclear Engineering Technology, 1997 Jeffrey Dickerson Senior Management Team EXPERIENCE SUMMARY Mr. Jeffrey Dickerson has more than 30 years of experience in program management, with extensive experience in technical organizational management, training, and readiness exercises. He is a military veteran with skills in leadership, training, and personnel development. As the Technical Applications Manager, Mr. Dickerson is responsible for the planning, development, deployment of technical applications supporting emergency response operations for the firm. Mr. Dickerson has extensive experience in process improvement and application of advanced technology to boost efficiency post -disaster field and data operations. He recently presented at the National Hurricane Conference on the use and application of technology to improve disaster response cost efficiency. Mr. Dickerson has led the development and support of Tetra Tech's RecoveryTrac' Automated Debris Management System (ADMS). As one of only three systems validated by the USACE, it is the preferred provider by the USACE debris contractors, providing ADMS services to 6 of 8 USACE districts globally. RecoveryTrac's flexibility and GIS capabilities provide best -in -class reporting and analysis tools. Additionally, RecoveryTrac' ADMS technology web -based data feeds enable direct integration into client GIS and emergency management systems. RELEVANT TETRA TECH EXPERIENCE Senior Project Manager (March 2021 — Present) Emergency Rental Assistance Program I Various Clients Established the infrastructure for 2 project offices supporting Call Center and Application Review services. The offices supported over 400team members providing Internet connectivity and workstation equipment. Communications included VOIP phone system, Call Center call handers, Email and SMS tools. Program Manager (July 2019 — Present) Puerto Rico Department of Housing (PRDOH) R3 Puerto Rico CDBG Program Mr. Dickerson managed technical program and staffing for the HUD -mandated environmental reviews (Tier II Site Specific Reviews) ), Damage Assessment Inspection/Cost Estimate, LBP, and Asbestos Inspection program in accordance with 24 CFR Part 58 and the current Puerto Rico PRDOH R3 Program Environmental Review (Tier II) Procedures for an estimated 60,000 hurricane and flood damaged properties. Program Manager (Oct 2019 — Present) Harris County, Project Recovery CDBG Program Mr. Dickerson managed technical program and staffing for the HUD -mandated environmental reviews (Tier II Site Specific Reviews), Damage Assessment Inspection/Cost Estimate, and LBP program in accordance with 24 CFR Part 58 for an estimated 2,500 hurricane and flood damaged properties. Project Manager (December 2018 — Present) State of Florida, Rebuild FL CDBG Program Mr. Dickerson managed technical program and staffing for the HUD -mandated environmental reviews (Tier II Site Specific Reviews), Damage Assessment Inspection/Cost Estimate and LBP Inspection program in accordance with 24 CFR Part Resume Jeffrey Dickerson, Senior Management Team 58 and the current Florida Department of Economic Opportunity (DEO) Program Environmental Review (Tier II) Procedures for an estimated 7,000 flood damaged properties. Project Manager (Nov 2018 — Present) State of Texas, Rebuild TX CDBG Program Mr. Dickerson managed the HUD -mandated environmental reviews program and staffing (Tier II Site Specific Reviews), Damage Assessment Inspection/Cost Estimate and LBP Inspection program in accordance with 24 CFR Part 58 and the Texas General Land Office (GLO) Program Environmental Review (Tier II) Procedures for an estimated 1,200 flood damaged properties. Project Manager (Jul 2018 — Oct 2019) State of North Carolina, Rebuild NC CDBG-DR Program Mr. Dickerson managed the HUD -mandated environmental reviews program and staffing (Tier II Site Specific Reviews) and LBP/Asbestos Inspection program in accordance with 24 CFR Part 58 and the NCEM/NCORR Program Environmental Review (Tier II) Procedures for an estimated 1,300 flood damaged properties. Deputy Project Manager (May 2017 — Present) State of Louisiana, Restore Louisiana (ReLa) CDBG Program Mr. Dickerson managed the HUD -mandated environmental reviews (Tier II Site Specific Reviews) in accordance with 24 CFR Part 58 and the current Restore Louisiana Program Environmental Review (Tier II) Procedures for over 24,500 flood damaged properties. GIS/Mobile Data Collection Manager (October 2017 — June 2018) Sonoma, Napa, Lake and Mendocino Counties, CA I Wildfire Disaster Debris Private Property Debris Removal (PPDR) Program Management As part of a FEMA-Army Corps of Engineers (ACE) contractor team, Mr. Dickerson supported the deployment and data management of the ACE compliant ADMS and GIS technologies to automate documentation of the private property hazard removal and fire debris removal mission. Mission assignment also included site assessment and environmental remediation sampling. Completed assessment, sampling and fire debris removal generating nearly 1.657MM tons of debris for nearly 7,900 properties. Advanced GIS mapping, document, and data analysis portals were used extensively to document FEMA, ACE, and California environmental requirements. GIS/ADMS Applications Manager (October 2016 — May 2017) States of Florida, Georgia, South Carolina and North Carolina I Hurricane Matthew Disaster Debris Public and Private Property Debris Removal (PPDR) Program Management Mr. Dickerson managed the deployment of customized GIS-enabled ADMS technology. The system documented removal of over 8.5 million CYs of debris and 198,000 tree hazards while supporting 720 ADMS field employee and 47 debris management sites at a removal rate of nearly 165,000 CYs/day. Project Manager (August 2016 — Present) Miami -Dade County, FL I Zika Mosquito Transmission Outreach and Remediation Program Mr. Dickerson designed, deployed, and managed 10 technical support staff and a GIS-based field data collection and reporting application to track the activities of 80 contractors assigned to reduce mosquito habitats and educate the public. The GIS database tracked over 300K outreach and remediation activities on nearly 650K parcels throughout the County. GIS/ADMS Applications Manager (October 2015 — Present) Lake and Calaveras Counties, CA I Wildfire Disaster Debris Private Property Debris Removal (PPDR) Program Management Mr. Dickerson managed the development and deployment of customized GIS-enabled ADMS technology to automate a private and commercial property hazard removal and demolition program, including environmental remediation sampling. Over 4,000 hazardous tree were removed, and 1,000 structures were demolished, generating nearly 100,000 cubic yards of mixed debris. Advanced GIS mapping, document, and data analysis portals were used extensively to document California environmental requirements. YEARS OF 1 5+ EXPERIENCE 2 5 O + PROJECTS REIMBURSED 4.5 B INVOICES Areas of Expertise Program Development Documentation Management Private Property Debris Removal Debris Removal Planning Debris Removal Monitoring Packet Management Geospatial Reporting Grant Experience FEMA-PA N RCS-EWP FHWA-ER CDBG-DR Disasters 4240 VALLEY AND BUTTE FIRES 4084 HURRICANE ISAAC 1971 AL TORNADOES 1791 HURRICANE IKE 1763 IA FLOODING 1609 HURRICANE WILMA 1602 HURRICANE KATRINA & SEVERAL MORE Certifications OSHA 40-Hour Asbestos Training IS-632: Debris Operations HSEEP-Certified OSHA Asbestos Health and Safety IS-30: Mitigation Grants System IS-100, 200, and 700: ICS and NIMS IS-630: Intro to the PA Process Ralph Natale Regional Supervisor/Project Manager EXPERIENCE SUMMARY Mr. Ralph Natale is the director of post -disaster programs for Tetra Tech, Inc. He leads the practices by developing programs, providing daily project support, and providing oversight and guidance to his team of project managers and projects. Mr. Natale is an expert in Federal Emergency Management Agency -Public Assistance (FEMA-PA) Grant Program reimbursement policies and has administered nearly 250 projects in his 15- year career. Mr. Natale specializes in large scale responses and has served as a principal in charge or project manager in response to some of the country's largest debris -generating disasters, including 19 state level responses after major hurricanes, floods, and fire events. This includes managing and documenting the removal of over 66 million cubic yards (CYs) of debris, 1.7M hazardous trees, and the program management of debris collection and demolition of over 35,000 parcels on fire removal projects and over 200,000 environmental samples. These programs equate to over $4.513 dollars of reimbursed invoices. RELEVANT TETRA TECH EXPERIENCE Subject Matter Expert (Debris Documentation, Program Management, Grant Management) Mr. Natale has served as a program manager and grant consultant for state and local governments during his extensive career in disaster debris industry. This includes the largest debris projects since Katrina for federal, State and local government work. Mr. Natale also supports missions as a senior consultant serving as a member of the State of Connecticut Emergency Operations Debris Task Force, where he was activated during the recovery operations following Hurricane Irene and Winter Storm Alfred. Mr. Natale has also served on the following projects: • Hurricane Ian (2022-Current) • State of California Dixie Fire Response (2021 - current) • Hurricane Ida (2021 - current) • Hurricane Laura (2021 - current) • State of California Camp Fire Response (2018- 2020) • Hurricane Michael local and USACE response (2018-2019) • NorCal Wildfires I USACE (2017-2018) • Hurricane Harvey (2017-2018) • Hurricane Ike, Severe Droughts, Floods I City of Houston, Texas (June 2009— Present) • Winter Storms I State of Connecticut, Interagency Debris Management Task Force (August 2010—Present) Principal in Charge/Senior Program Manager As director of post -disaster programs for Tetra Tech, Mr. Natale has focused on developing and improving program management processes. These processes ensure the most efficient methods of managing debris removal programs to maximize federal reimbursement via the FEMA 325, and 327 guidelines. As a senior program manager, Resume Ralph Natale, Regional Supervisor/Project Manager Mr. Natale ensures quality control and quality assurance of project managers' deliverables on all Tetra Tech projects. A representative list of projects he has worked on is included below. Hurricane Ian Following Hurricane Laura in September of 2022, Mr. Natale oversaw debris monitoring operations for many of Tetra Tech's Gulf Coast clients, including Collier County and associated cities with over 3,000 damaged homes and $2 billion in damage. Documentation required simultaneous tracking of right-of-way (ROW), leaner/hanger/stumps (LHS), parks, and private road debris streams from multiple applicants, with the County alone generating over 1.3 billion cubic yards of storm debris. Hurricane Laura Following Hurricane Laura in August of 2020, Mr. Natale oversaw debris monitoring operations for over 11 communities and 1,000 personnel across Louisiana. This included the Calcasieu Parish/Lake Charles area, where at peak Tetra Tech had nearly 600 monitors working in conditions typical of a category 4 hurricane. Without power or infrastructure, the operational response plan was implemented, and ourteam had to mobilize and establish power and infrastructure for all the projects. This was completed successfully without any debris haulers having to wait on monitoring resources. Hurricane Michael Following Hurricane Michael in September of 2018, Mr. Natale oversaw debris monitoring operations for several communities in the Florida Panhandle and a USACE response in Georgia that covered 12 counties. The devastation was 250 miles wide for this category 5 storm, which included working in areas that had no power or electricity for well over a month. At peak, Tetra Tech had nearly 600 monitors working in the field. Documentation was created for almost 10 million cubic yards of debris. Work also included NRCS funding of nearly 25 miles of waterways through Bay County, FL. Camp Fire Response Mr. Natale serves as project manager and is responsible for oversight of debris and environmental work related to the hazardous material removal of over 12,000 parcels located in the County of Butte. This is possibly the largest debris operation in history with over 2 billion dollars in costs. Northern California (NORCAL) Wildfire Response (November 2017-Present) Mr. Natale serves as principal in charge for USACE ADMS services for all the work completed after the Northern California wildfires in 2015. This included debris and environmental services of over 8,000 homes and over 1 billion dollars in costs. Mr. Natale oversees the overall project management team and assists with staffing and logistics for this four -county response. Florida Department of Environmental Protection (2016-2018) Mr. Natale serves as principal in charge for FDEP waterways debris removal programs (wet debris). Unlike conventional debris removal programs that are well established every waterways program needs a level of customization. Mr. Natale has provided this oversight working with the State of Florida, FEMA, and the local counties that recovery was being conducted. Counties worked post Matthews and Irma include Nassau, St. Johns, Ventura, Brevard, Monroe, Collier, Lee. California I Valley and Butte Fire (October 2015-2016) Mr. Natale helped create and implement programs for several projects after the Valley and Butte fires of 2015, which burned over 150,000 acers of forests and destroyed over 2,000 homes, with recovery costs of over $300 million. Each program developed was unique but necessary for the community as a whole to recover. Programs included geospatial live tracking of work completed and equipment deployed; mitigation of hazardous trees from rights of ways and private property that was fully funded by CalOES and FEMA; private property debris removal packet management and database support; and management of a unique mix of environmental scientists and debris specialists to provide documentation for remediation of asbestos and other contaminants left behind, including debris quantities. These clients included Lake County Public Works, CalRecycle (AJ Diani), CalRecycle (Sukut), and PG&E. State of New Jersey I Hurricane Sandy Disaster Recovery Operations (October 2012—January 2013) Mr. Natale supported debris monitoring efforts for seven separate municipalities and state agencies following Hurricane Sandy. These clients including but not limited to the City of Newark, City of Sayreville, Ocean Township, and the New Jersey Parks Department. Resume Ralph Natale, Regional Supervisor/Project Manager City of New Orleans; Jefferson Parish; and St. John the Baptist Parish, LA I Hurricane Isaac Debris Monitoring Operations (September —December 2012) Mr. Natale oversaw the debris monitoring efforts following Hurricane Isaac. During this effort, our team monitored the collection and disposal of over 670,000 CYs of debris. Mr. Natale coordinated with several local governments, including the City of New Orleans, Jefferson Parish, and St. John the Baptist Parish. State of Connecticut I Winter Strom Alfred Statewide Debris Monitoring Operations (October 2011—April 2012) Mr. Natale oversaw efforts to coordinate with 12 individual local governments and 45 Connecticut Department of Transportation towns to collect more than 1.5 million CYs of vegetative debris and remove over 100,000 hazardous trees. Mr. Natale has provided senior management on the following projects: • City of New Orleans, Louisiana I Hurricane Katrina Residential Demolitions (April 2010—Present) • Bastrop County, Texas I Wildfires (September 2011—August 2013) • City of Cedar Rapids, Iowa I Severe Flooding (May 2010—June 2011) • University of Iowa 12008 Severe Flooding (March 2012—Present) • City of Houston, Texas I Standing Dead Trees (May 2010—June 2011) • Terrebonne Parish, Louisiana I Hurricane Ike (July 2010—February 2011) • State of Connecticut Hurricane Irene (September 2011—November 2011) Project Management On large debris projects, Mr. Natale will be temporally relieved of his director duties by senior management support and focus on the management of a single project. As a result, Mr. Natale has managed some of the largest debris -generating projects in the country with great success. City of Houston, Texas I Hurricane Harvey (August 2017- Present) Hurricane Harvey caused an unprecedented Citywide flooding event with a total of 13 primary debris haulers responding. Mr. Natale helped create new systems and reports were developed to manage the debris haulers and support a live web feed on the Houston recovery webpage. To date the City and its debris haulers collected over 2.5 million cubic yards of flood debris. The project is expected to continue through the end of this year as residents continue to recover from this catastrophic event. Town of Hilton Head Island, South Carolina I Hurricane Matthew (October 2016—June 2017) Mr. Natale provided project management and oversight for the popular tourist destination, Hilton Head Island, following extensive damage caused by Hurricane Matthew. Within hours of the disaster, Mr. Natale was on -site to assess the damage and meet with Town officials. Mr. Natale managed the mobilization of a local team of debris monitors and established our automated debris management system (ADMS) for the City to provide real-time updates on the debris removal operations. In total, our team monitored the removal of 2,187,080 cubic yards of debris. New Jersey Department of Environmental Protection (NJDEP) I Hurricane Sandy Waterway Debris Removal Project (February 2013—January 2014) Mr. Natale developed and implemented many of the protocols and procedures to effectively manage the wet debris removal process. This has included the implementation of our proprietary automated debris management system (ADMS) technology, which has increased NJDEP's visibility to the day-to-day operations and provided real-time reporting of debris quantities. Due to Mr. Natale's excellent project management, NJDEP then tasked our team with monitoring the sediment removal process in the northern and southern region. City of Houston, Texas I Hurricane Ike Disaster Debris Program Management (October 2008—July 2010) Our response to the City of Houston following Hurricane Ike included the collection of over 5.5 million CYs of debris in 256 zones throughout the City. This also included 300 parks and open spaces. Mr. Natale also was tasked with managing the firm's largest hazardous tree removal program, involving the removal of over 214,000 hazardous trees accompanied by 630,000 photographs to document eligibility. Mr. Natale worked closely with the City of Houston to reconcile and provide detailed information of over $110 million in invoices and over $3 million in FHWA funds. Mr. Natale also helped reconcile and submit over $9 million in force account labor. 1 YEARS OF EXPERIENCE 4 DISASTERS Areas of Expertise FEMA Public Assistance Consulting Cost Analysis Project Worksheet Formulation Audit Preparation Grant Experience FEMA Public Assistance HUD Community Development Block Grant (CDBG) Program FEMA Community Disaster Loan (CDL) Key Training/Certifications FEMA IS-630 — Public Assistance FEMA IS-632 — Public Assistance Operations FEMA IS-632 — Debris Operations Donn Olson FFMA Specialist EXPERIENCE SUMMARY Mr. Donn Olson is a member of Tetra Tech's disaster recovery operations. In this role, Mr. Olson assists Tetra Tech clients in navigating federal grant programs for financial recovery from disasters. His knowledge of the Federal Emergency Management Agency (FEMA) Public Assistance (PA) Program assists the applicant with maximizing eligible reimbursements. Mr. Olson is a cross -cutting disaster recovery expert and has worked extensively in Project Worksheet (PW) formulation in areas such as debris removal, emergency protective measures, force account labor and equipment, and permanentwork. During the PA process, he specializes in document analysis, eligibility requirements, audit preparation, and closeout assistance, which allows the client to maximize reimbursement. Mr. Olson is intimately familiar with FEMA policies, expectations, and technology, including the FEMA GrantsPortal. Dueto his extensive experience working directly with clients and subgrantees, Mr. Olson has excellent soft skills when interfacing with stakeholders. Mr. Olson is also a leader of Tetra Tech's Disaster Policy Working Group, a thinktank focusing on the latest policy changes in the disaster recovery grant space. In addition to PA consulting, he assists clients with fraud prevention policy formulation for Federal grant programs such as the Community Development Block Grant (CDBG) program. RELEVANT TETRA TECH EXPERIENCE Document Specialist (August 2017 — Present) Houston, Texas I Hurricane Harvey Mr. Olson is currently working with the City of Houston to determine damages and effects of Hurricane Harvey, collecting and compiling data of the affected items and areas, interpreting the rules and guidelines in place for remedies. Responsibilities include: Education University of Phoenix Bachelor of • Assisting with financial recovery efforts as a result of Hurricane Harvey, Mr. Olson Science, Accounting, 2012 assists with the preparation of the Project Worksheets (PW) to FEMA • Assessing City of Houston (COH) documents for eligibility Houston Community College • Determining and documenting COH eligible costs Associate of Applied Science, Accounting, 2007 • Assigning team members for PW processing • Writing of and quality control of PW documentation • Coordinating teams for PW processing workflow • Training FEMA PA policies and PW writing to team members • Responding to PA policy and eligibility questions from team members • Preparing PW's including damage descriptions, scope of work for repairs, repair cost estimates and activities to support development of project worksheets from formulation through closeout • Quality control of cost estimates for building repairs/replacement • Subject matter expert for policy considerations and eligibility reviews Consultant (January 2010 — October 2017) Port of Galveston, Texas I Hurricane Ike Hurricane Ike made landfall in Galveston, Texas, on September 13, 2008.The Port of Galveston (Port) maritime infrastructure (piers, docks, apron, bulkheads, Resume Donn Olson, FEMA Specialist underground utilities, and roadways) was heavily impacted by up to 20-foot tidal surge forces carried over and past Galveston Island to the northern reaches of Galveston Bay and channels. Mr. Olson was a specialist working on the Port of Galveston project for the eight years and supported the identification of additional damage not captured by FEMA. Mr. Olson assisted with the preparation of the PWs to FEMA and supervised the processes of obligation and closeout of over 150 PWs. Document Specialist (April 2010 — June 2010) City of Galveston, Texas I Hurricane Ike Tetra Tech was hired by the City of Galveston, through a standing contract with the State of Texas Department of Rural Affairs, to help administer federal CDBG disaster recovery funds allocated for damage to City infrastructure sustained during Hurricane Ike. To repair damage from the storm, the City of Galveston completed 16 projects funded by CDBG program funds. Mr. Olson helped to provide complete grant application, administration, program management, and project delivery services for all CDBG program funded projects. Mr. Olson was also part of the team that provided assistance and oversight services for application development, environmental review, procurement, status reporting, compliance monitoring, project closeout, and audit. Document Specialist (September 2008 — December 2008) Fort Bend County, Texas I Hurricane Ike On September 12, 2008, Hurricane Ike impacted Fort Bend County with hurricane force winds and heavy rain, causing damage and debris across the County. With estimated damage of more than $15.3 million, the County requested that our team assist with applying for, administering, and managing FEMA PA funding for categories A—G. Mr. Olson assisted the Fort Bend County Auditor Office with financial recovery due to Hurricane Ike. He identified and gathered the documentation for Category A—G PWs, including reviewing all Force Account Labor and Force Account Equipment costs to ensure they were accounted for. Document Specialist (September 2008 — December 2008) City of Bellaire, Texas I Hurricane Ike On September 13, 2008, Hurricane Ike made landfall resulting in debris strewn throughout the City, public buildings damaged, public property damaged. With estimated damage of more than $300,000, the City requested that Tetra Tech assist with applying for, administering, and managing FEMA PA funding for categories B-G. Mr. Olson acted as the documentation specialist to gather and review all pre- and post -storm Category B force account equipment and labor. This resulted in the swift development of 2 FEMA PA PWs for categories Category B totaling approximately $300,000. Document Specialist (September 2008 — August 2011) City of Houston Solid Waste I Hurricane Ike On September 12, 2008, Hurricane Ike made landfall in Texas, leaving behind massive amounts of debris from high winds, inland flooding, and storm surge. The City of Houston was faced with the overwhelming task of managing their labor and equipment hours to seek reimbursement through the FEMA PA program. Mr. Olson was an instrumental member of the team that documented, organized, and processed this intricate set of data into the required FEMA format. This information was then evaluated by a team of industry experts to request full reimbursement of damage related costs. Brian Rutherford Emergency Management Planner EXPERIENCE SUMMARY YEARS OF 20+ Mr. Brian Rutherford has over 20 years of emergency management experience. His EXPERIENCE areas of expertise include disaster debris management, continuity of operations, emergency planning, mitigation, and recovery. Mr. Rutherford has been involved in a wide range of emergency management Areas of Expertise planning and response projects. Some of these include: disaster debris management Emergency Planning, Response and planning and response, public health emergency plan development, continuity of Recovery operations planning, infectious disease planning, plan assessments, public Continuity of Operations Planning information plan development, hazard mitigation planning, hurricane planning and Debris Management response, wildfire response, flooding response, training design and meeting Hazard Mitigation facilitation. Mr. Rutherford is also experienced in the design and evaluation of exercises Regional Coordination following Homeland Security Exercise and Evaluation Program principles. Training and Exercises Public Health Preparedness Prior to joining our team, Mr. Rutherford served as a public health planner for the Infectious Disease Planning Galveston County Health District in Texas. His responsibilities included coordinating Meeting Facilitation public health preparedness activities, overseeing the county's Strategic National Public Information Stockpile program, developing emergency plans, coordinating exercises, conducting training, and organizing conferences. While there, he also helped coordinate the Key Training/Certifications public health response to several emergencies, including Hurricane Rita, Hurricane Professional Continuity Practitioner Humberto, and the BP explosion in Texas City. FEMA Public Assistance Program and Eligibility Mr. Rutherford also held a position as an information specialist for the Texas FEMA Emergency Management Department of State Health Services, where he was responsible for coordinating Institute: Personal Development responses to media inquiries, public health preparedness planning, and response to Series public health emergencies. Homeland Security Exercise Evaluation Program RELEVANT TETRA TECH EXPERIENCE National Incident Management System 700 Project Manager (February 2022 — April 2022) Incident Command System 100, 200, Sarasota County, Florida I Disaster Debris Management Training 300,400 National Response Plan 800 Mr. Rutherford was the project manager and trainer in a project to train Sarasota Debris Management County staff in planning, operations, public information, and continuity of operations Fatalities Management in response to a debris generating disaster. 40 Hour HAZWOPER and refresher Project Manager (August 2020 — Present) Public Information Marin County, California I Disaster Debris Management Planning Hazard Mitigation Mr. Rutherford is managing a project to develop disaster debris management plans Education for Marin County, California, develop a disaster debris plan template for other counties Bachelor of Business Administration, in the region, conduct training and exercises. University of Houston -Downtown, Project Manager (July 2020 — Present) 2002 Burleson, Texas I Disaster Debris Management Planning Mr. Rutherford is managing a project to develop a disaster debris management plan and provide analysis of debris management sites for Burleson, Texas. Project Manager (March 2020 — Present) Brazoria County, Texas I Disaster Debris Management Planning Mr. Rutherford is managing a project to update the disaster debris management plan and provide analysis of debris management sites for Brazoria County. Resume Brian Rutherford, Emergency Management Planner Project Manager (February 2020 — Present) City of Culver City, California I Disaster Debris Management Planning Mr. Rutherford is managing a project to develop disaster debris management plans for the City of Culver City, California Project Manager (February 2020 — September 2020) Walton County, Florida I Hazard Mitigation Plan Update Planning Mr. Rutherford managed a project to update the hazard mitigation plan for Walton County, Florida. Planner (November 2019 — August 2020) San Mateo County, California I Disaster Debris Management Planning Mr. Rutherford was the lead planner in a project to develop a disaster debris management plan for San Mateo County, California. Consultant (October 2019) Harris County, Texas I Disaster Recovery Housing Program Mr. Rutherford assisted in a project to assess the Community Development Block Grant — Disaster Recovery (CDBG-DR) housing program for Harris County, Texas in response to Hurricane Harvey. Project Manager (March 2018 — Ongoing) City of Bellevue, Washington I Disaster Debris Management Planning Mr. Rutherford is coordinating with Perteet, Inc. to develop disaster debris management plans and evaluate debris management sites to speed recovery from a debris generating incident for the City of Bellevue, Washington. Planner (April 2018 — November 2018) City of Miami, Florida I Disaster Debris Management Planning Mr. Rutherford assisted in a project to update the disaster debris management plan for the city of Miami, Florida. In addition to updating the plan, Mr. Rutherford was also involved in developing a scope of work for debris removal contractors that will be procured to by the city following a disaster. Planner and Facilitator (September 2019 — February 2020) Southeast Pennsylvania Regional Task Force I Tabletop Exercise Mr. Rutherford coordinated with Bucks County, Chester County, Delaware County, Montgomery County, and the City of Philadelphia, to develop and conduct a debris management tabletop exercise. Trainer and Exercise Facilitator (September 2019 — December 2019) Metro Boston Homeland Security Region I Training and Tabletop Exercise Mr. Rutherford coordinated with the cities of Boston, Brookline, Chelsea, Cambridge, Everett, Quincy, Revere, Somerville, and Winthrop, to develop and facilitate training and conduct exercises in disaster debris management. Planner (August 2019 — Ongoing) City of Sugar Land, Texas I Hazard Mitigation Plan Update Planning Mr. Rutherford assisted in a project to update the hazard mitigation plan for the City of Sugar Land, Texas. Project Manager (April 2019 — October 2019) Debris Management Webinars and Workshop Mr. Rutherford managed a project to develop two webinars and a workshop for the Houston — Galveston Area Council jurisdictions. The webinars and workshop provide guidance in response to wildfires, tornadoes, and terrorism incidents. They also provided updates in Federal guidance, laws, and best practices in debris management. In addition, Mr. Rutherford prepared a report highlighting disaster debris and its effect on the lifespan of area landfills. Project Manager (November 2018 — March 2019) City of Livermore, California I Disaster Debris Management Planning Mr. Rutherford managed a project to develop disaster debris management plans for the City of Livermore, California. YEARS OF 35+ EXPERIENCE 5 DISASTERS Areas of Expertise Project/Program Management Disaster Response/Debris Cleanup Management Grant Development/Management and Administration Document Quality Control Naturally Occurring Asbestos Assessments Watershed Management Stream Restoration / Fisheries Enhancement TMDL Development Clean Water Act Support Water Quality Assessment Hazardous Waste Investigation and Remediation Key Training/Certifications ICS 100, 200, 700, 800 40 Hour OSHA HAZWOPER Certification, 1986 8 Hour OSHA Supervisor Training Course, 1988 8 Hour OSHA Health and Safety Refresher Course, 2021 EPA Training, Bioremediation of Hazardous Waste Sites, 1989 EPA Groundwater Monitoring Training Course, 1988 NRCS Training, Proper Functioning Condition of Riparian -Wetland Areas, 2001 Hansen Lotic Wetland Health Assessment Training, 2002 Environmental Monitoring and Assessment Program (EMAP) training, 2002 Education University of California at Davis, B.S. Soil and Water Science, 1985 Steve MacNeill Environmental Specialist EXPERIENCE SUMMARY Mr. MacNeill has more than 35 years of experience managing and performing environmental and hazardous waste site projects for private, local, state and federal clients. Mr. MacNeill's responsibilities have included all field and management aspects of hazardous waste projects including fire debris cleanup, remedial investigations (RI), feasibility studies (FS), removal actions (RA), expanded site inspections (ESI), site inspections (SI), preliminary assessments (PA), site reassessments, hazard ranking system packages (HRS), engineering evaluations and cost analyses (EE/CA) and restoration efforts. Mr. MacNeill has participated in wildfire -related debris characterization, removal, and confirmation sampling activities and has performed CERCLA (Superfund) related activities for the EPA in Regions 4, 5, 8, 9, and 10 under numerous EPA contracts dating back to 1986. He has followed the CERCLA process at many U.S Navy installations in EPA Region 9 during the period of 1990 through 2001. RELEVANT TETRA TECH EXPERIENCE Incident Commander (October 2021 — Present) CalRecycle I Northern and Central Fires Mr. MacNeill has served as the Consultant Incident Commander on the 2021 California Northern and Central Division Fire Response. The two divisions are comprised of 15 California Counties covering a large portion of Northern and Central California. In this capacity, Mr. MacNeill is responsible for overall direction of environmental and debris operations and staff performing site assessments, asbestos assessments and abatement, biological and archaeological assessments, debris and hazardous tree removal, air monitoring operations, and confirmation soil sampling. Mr. MacNeill provides overall staffing and logistical guidance for the movement of crews and equipment between the 15 counties to provide CalRecycle with maximized efficiency of staff and resources. Mr. MacNeill is also responsible for implementation of strategy and tactics to meet incident objectives for assessment, monitoring, and completion of debris removal operations. He provides coordination with debris contractor operational staff and management of environmental issues resulting from debris removal operations. Mr. MacNeill is responsible for day-to-day interaction with the State Incident Management Team, providing technical guidance on environmental and debris removal issues, and updates of debris cleanup progress. Branch Director (2019-2020) CalRecycle I Northern Branch Mr. MacNeill served as a Branch Director and Debris Group Supervisor on the 2020 California Northern Branch Fire Response. The Northern Branch is comprised of nine California Counties covering a large portion of Northern California. In this capacity, Mr. MacNeill is responsible for overall direction of environmental operations and staff performing site assessments, asbestos assessments and abatement, air monitoring operations, and confirmation soil sampling. Mr. MacNeill provides daily logistical guidance for the movement of crews and equipment between the nine counties to provide CalRecycle with maximized efficiency of staff and resources. Mr. MacNeill is also responsible for implementation of strategy and tactics to meet incident objectives for assessment, monitoring, and completion of debris removal operations. He provides coordination with debris contractor operational staff and management Resume Steve MacNeill, Environmental Specialist of environmental issues resulting from debris removal operations. Mr. MacNeill is responsible for day-to-day interaction with CalRecycle Operations and Planning staff, providing technical guidance on environmental issues, and updating CalRecycle on debris cleanup progress. On occassion, Mr. MacNeill has stepped in to run Operational Tactics meetings in the absence of the State Debris Group Supervisor. Environmental Branch Director (2018-2019) CalRecycle I Camp Fire Mr. MacNeill has served as both an Environmental Branch Director and Incident Commander on the 2019 Camp Fire Incident response. In this capacity, Mr. MacNeill is responsible for overall direction of environmental operations and staff performing site assessments, asbestos assessments and abatement, air monitoring operations, and confirmation soil sampling. Mr. MacNeill is also responsible for coordination with debris operations staff and management of environmental issues resulting from debris removal operations. Mr. MacNeill is responsible for day-to-day interaction with CalRecycle Operations and Planning staff, providing technical guidance on environmental issues, and updating CalRecycle on debris cleanup progress. During deris removal operations, Mr. MacNeill directed evaluation of over 600 commercial properties impacted by the Camp Fire for the potential to contain both California, and Resource Conservation and Recovery Act (RCRA) hazardous waste. The evaluation identified 113 parcels that required pre -removal profile sampling; resulting in identification of 13 parcels containing RCRA hazardous waste. These parcels have been addressed separately, with waste being transported to a Class 1 landfill. Mr. MacNeill also provided technical guidance and oversight for the abandonment of historic hand -dug wells identified during debris removal operations. As no state/local guidance for abandonment of hand -dug wells existed, he worked with the local County government to devlop a protocol and implemented the abandonment of 66 wells to alleviate physical hazards and to protect groundwater resources. Environmental Branch Director (2017-2018) CalRecycle I Carr Fire Mr. MacNeill served as an Environmental Branch Director during the 2018 Carr Fire Incident response. In this capacity, Mr. MacNeill was responsible for overall direction of environmental operations and staff performing site assessments, asbestos assessments and abatement, air monitoring operations, and confirmation soil sampling. Mr. MacNeill was also responsible for day-to-day interaction with CalRecycle Operations and Planning staff, providing technical guidance, and updating CalRecycle on debris cleanup progress. Mr. MacNeill also provided coordination with the California Department of Fish and Wildlife (Cal F&W), preparing stream crossing notifications for areas made inaccessible due to loss of bridges in the fire. The Redding area is home to the Sierra Nevada Yellow -Legged Frog, a species of special concern. Mr. MacNeill also coordinated with Cal F&W for identification and relocation of the frogs prior to construction of stream crossings. Stream reaches proposed for crossings were isolated with exclusion fencing and frogs captured and relocated to prevent injury during crossing construction activities Senior Field Team Lead (2017) U.S. Army Corps of Engineers I Northern California Wildfire Response Mr. MacNeill served as a senior field team lead and staff trainer during response to the 2017 Northern California Wildfires in Sonoma, Napa, and Mendocino counties, with the majority of his time spent in Santa Rosa, California in the Coffey Park, Larkfield/Wikiup, and Fountaingrove neighborhoods devastated by the fires. In this role, Mr. MacNeill provided senior leadership of tasks including: 1) assessment, mapping, and documentation of greater than 300 fire -impacted properties, including identification and flagging of major site utilities and hazards, 2) direction of construction contractors during debris removal and site cleanup activities, and 3) post -debris removal confirmation soil sampling to document completeness of site cleanup. During his more than three months in Northern California, Mr. MacNeill was responsible for training dozens of Tetra Tech and subcontracted responders in site documentation, debris removal oversight, and confirmation soil sampling protocols and documentation. PREVIOUS EMPLOYERS Project Manager Private Client I Superfund Site Waste Characterization, Recycling, and Disposal Project, Idaho For a private client, Mr. MacNeill served as the project manger in charge of completing characterization and proper disposal of more than 650 tons of chemical wastes generated at a former industrial facility in Southeast Idaho. During more than 40 years Resume Steve MacNeill, Environmental Specialist of operation, the facility produced vanadium products for steel strengthening, cathode products for battery manufacturers, and fertilizers for local customers. In addition to the disposal of chemical wastes, Mr. MacNeill was also responsible for directing recycling efforts of more than 600 tons of ferrous and non-ferrous materials at the site and overall cleanup and disposal of approximately 100 tons of non -recyclable materials left at the site when operations ceased. Project Manager Private Client I Superfund Site Supplemental Remedial Investigation and Cleanup Project, Idaho For a private client, Mr. MacNeill served as the project manager in charge of completing the Supplemental Remedial Investigation (SRI) at a former industrial facility in Southeast Idaho. During more than 40 years of operation, the facility produced vanadium products for steel strengthening, cathode products for battery manufacturers, and fertilizers for local customers. Former operations at the facility have resulted in widespread contamination of onsite soil and onsite and off -site groundwater with molybdenum and vanadium at levels exceeding risk -based concentrations (RBCs). The ongoing SRI will complete characterization of both onsite and off -site contaminants of concern (COC), will identify potential human and ecological receptors, and will focus efforts on specific areas in need of remediation in order to comply with the site record of decision (ROD). Phase II field efforts have been completed and have identified significant offsite migration of Site COCs in groundwater. Project Manager Private Client I Leaking Underground Storage Tank (UST) Investigation, Montana For a private client in northwest Montana, Mr. MacNeill is currently managing the investigation of leaking gasoline and diesel USTs. Two phases of this project have been completed and consisted of 1) a preliminary investigation with groundwater sampling to understand potential contaminant levels remaining after UST removal and numerous years of natural attenuation, and 2) a detailed investigation consisting of the installation and sampling of seven groundwater monitoring wells to assess the nature and extent of diesel and gasoline contamination in soil and groundwater. Project Lead Citizens Technical Environmental Committee (CTEC) I Butte Area/Silver Bow Creek and Montana Pole and Treating Plant Superfund Sites As part of KirK Environmental, LLC's contract with CTEC, Mr. MacNeill was involved for over six years as the project lead and technical expert for the Butte, MT citizens group at the nation's largest and most complex Superfund sites. Duties performed as part of this contract included the review of primary technical documents prepared as part of the Superfund process, preparation of detailed comments, attendance and participation at PRP group meetings and public meetings, discussions with EPA and State of Montana Department of Environmental Quality (MDEQ) representatives on behalf of CTEC, recommendations to EPA and MDEQ on process improvements and general guidance and explanation of the Superfund process to the CTEC board and the people of Butte, MT. Program Manager CalTrans I Environmental Services For 2 years while with Tetra Tech, Mr. MacNeill served as the program manager of the Tetra Tech environmental services contract with CalTrans. Duties performed while in this position consisted of preparing cost estimates, field sampling and analysis plans and quality assurance project plans and oversight of field sampling activities and report preparation on projects involving soil and groundwater contamination. Field Investigator U.S. Environmental Protection Agency I Region 9 Field Investigation Team (FIT) Contract For 2 years while with ICF Technology, Inc., Mr. MacNeill was a member of EPA's field investigation team, performing preliminary assessments/site inspections (PA/SI) at numerous active and abandoned hazardous waste sites. During this time, he performed CERCLA PA/SI investigations at semiconductor fabrication firms, shipyards, mines, and landfills. He collected environmental and hazardous waste samples from groundwater, surface water, and soil matrices. From the information collected, the sites were scored using the Hazard Ranking System (HRS) for possible inclusion on the National Priorities List. For many of these PA/Sls, he served as team leader, responsible for the coordination and training of team members. He also prepared sampling and analysis plans and site safety plans. 1 YEARS OF EXPERIENCE 8 DISASTERS Areas of Expertise Field Operations and Oversight QA/QC Environmental Remediation Debris Monitoring Project Management Scheduling and Dispatch Truck Certification Automated Debris Management System (ADMS) Environmental Cleanup Disasters VDOT Severe Winter Storm Hurricane Nicolas 4559 Hurricane Laura 5278 Camp Fire 4393 Hurricane Florence 4337 Hurricane Irma 4332 Hurricane Harvey 1791 Hurricane Ike Key Training/Certifications OSHA HAZWOPER 40-hour 8 Hr HAZWOPER Supervisor FEMA ICS-100 FEMA ICS-200 FEMA ICS-700 FEMA ICS-800 Nick Dragon Operations Manager (Collier County) EXPERIENCE SUMMARY Mr. Dragon has over 13 years of experience on over 8 disasters in environmental remediation, cleanup, and debris removal monitoring. Mr. Dragon has responded to several major hurricanes (Hurricanes Laura, Florence, Irma, Harvey, and Ike), and California Camp Fire for clients involving over 250,000 CYs of debris, including: Virginia Department of Transportation; Calcasieu Parish, LA; Harris County, TX; City of Houston, TX on 2 projects and Miami -Dade County, FL. He has experience verifying eligibilityand compliance; overseeing collection and disposal operations, and coordinating directly with debris contractors, data managers, and project managers to facilitate the success of fast-moving debris operations projects. Projects have included some of the nation's largest debris monitoring projects in recent history including serving as project manager for Calcasieu Parish, Louisiana's Hurricane Laura response, which accounted for nearly 7 million cubic yards of debris. He also served as project manager assisting the City of Beaufort, NC following Hurricane Florence. In addition to debris management experience, Mr. Dragon has over eight years of experience overseeing emergency commercial and residential emergency water and fire damage remediation work. Mr. Dragon was chosen for this project due to his experience in successfully leading large debris removal monitoring projects. RELEVANT TETRA TECH EXPERIENCE Regional Project Manager (October 2022 — Present) Collier County, FL I Hurricane Ian Tetra Tech provided disaster response monitoring services to the state of Florida following Hurricane Ian in October 2022. Making landfall as a category 4 storm, Hurricane Ian left a path of destruction which devastated the area. Mr.Dragon mobilized to Collier County and is serving as Regional Project Manager, overseeing all facets of debris removal operations. He is actively recruiting and training new local monitoring staff, Overseeing project financials, as well as gauging the respective client satisfaction and contract requirement fulfillment, ensuring the project runs smoothly and efficiently. Regional Project Manager (January 2022 — Present) State of Virginia Department of Transportation I Severe Winter Storm 2022 Serves as the Regional Manager for the 3 project areas, overseeing all facets of debris removal operations. Conducted and coordinated initial damage and debris quantification surveys for initial debris estimates. Coordinating recruiting and training of new local monitoring staff. Developed debris removal operations plans for all 3 district areas with the respective Project Managers for the cutting and removal of downed and broken trees throughout the areas. Oversees project financials and overall project health, as well as gauging the respective client satisfaction and contract requirement fulfillment. Resume Nick Dragon, Operations Manager (Collier County) Project Manager (August 2021 — September 2021) Harris County, TX I Hurricane Nicholas Served as the Project Manager for Harris County TX following Hurricane Nicholas. Mr. Dragon was responsible for staffing, training, field supervision, and the health and safety of field monitors. He also oversaw collection and disposal monitoring operations. Project Manager (September 2020 — Present) Calcasieu Parish, LA I Hurricane Laura Following Hurricane Laura in September 2020, Calcasieu Parish was completely devastated. The Tetra Tech team was in contact with Parish officials before, during, and immediately after the Hurricane's impact. As part of the project management team, Mr. Dragon was quickly deployed to coordinate with Parish Officials, initiate operations, and oversee the training and hiring of more than 470 local debris monitors. The project also required identification and permitting of 15 debris management sites. Our team monitored the removal over nearly 7 million cubic yards of debris and over 40,000 hazardous limbs and trees. Mr. Dragon opened the PPDR intake center to collect applications and oversaw the intake process. Following intake center operations, field property surveys were completed to collect private property debris quantities and evaluate structural damage for potential demolitions. Currently, the project is in the final QA/QC stages for FEMA submission to seek parcel approvements to prepare for debris removal operations to commence thereafter. Environmental Project Manager (September 2019 — Present) State of Texas GLO and Harris County Texas I Hurricane Harvey CDBG-DR Program Oversight of all inspections scheduling for various inspectors conducting inspections from lead based paint testing, environmental assessments, and interior damage assessments for the reconstruction/rehabilitation and reimbursement programs for damage resulting from the flooding during Hurricane Harvey in 2018. Coordinated with various staff to ensure timely production and submission of the final deliverable documentation. Coordinated and conducted weekly meetings with the clients to ensure contract requirements and timelines were tightly adhered to. Deputy Operations Section Chief — Inside Paradise West (January 2019-September 2019) CalRecycle I Camp Fire, CA Mr. Dragon served as the Deputy Operations Section Chief overseeing the debris removal operations for the west portion of the City of Paradise, CA following the November 2018 Camp Fire. The project was projected to require the demolition and debris removal of nearly 17,000 structures. General Foreman PG&E I Accelerated Wildfire Risk Reduction (AWRR) Program Mr. Dragon served as a general foreman overseeing quality assurance and quality control (QA/QC) of vegetation removal near PG&E powerlines. As a general foreman, Mr. Dragon was responsible for coordination dispatch and field oversight of over 50 certified arborists performing QA/QC of designated tree and brush removal. Project Manager City of Beaufort, NC I Hurricane Florence Mr. Dragon served as the initial project manager for the City of Beaufort following Hurricane Florence. Mr. Dragon met with the City once dangerous conditions subsided and worked with the City to develop a debris removal plan. He also trained the field right-of-way and disposal monitors for the project. Deputy Project Manager City of Houston, TX Waterways I Hurricane Harvey Hurricane Harvey severely impacted the City of Houston. Even after the debris was cleared from the residential right-of-way, disaster debris remained in waterways within the City. Mr. Dragon served as a deputy project manager where he was responsible for field supervision, coordination, health and safety, and QA/QC of field monitors documenting waterways debris removal. Deputy Project Manager Miami Dade County Parks I Hurricane Irma Following Hurricane Irma, over 76,495 trees were addressed in Miami Dade County Parks to remove hazardous hanger or trees that were a result of Hurricane Irma. Mr. Dragon served as Deputy Project Manager on this program. His responsibilities included the oversight, training, scheduling, health and safety, and QA/QC of field monitors. 14+ YEARS OF EXPERIENCE 26 DISASTERS Areas of Expertise Disaster Debris Management Right -of -Way Debris Removal Disposal Operations Private Property Programs Hazardous Tree Removal Category A documentation and eligibility requirements Disasters 4630 KY Tornado 4586 TX Winter Storm 3530TX Flooding 3554 TX Winter Storm 4454TX Storms and Flooding 4419 AL Tornado 4400 GA Hurricane Michael 4337 FL Hurricane Irma 4332 TX Hurricane Harvey 4297 GA Tornadoes 4283 FL Hurricane Matthew 4277 LA Floods 4245 TX Severe Storms 4155 SD Winter Storm Phil Ivey Operations Manager (City of Naples) EXPERIENCE SUMMARY Mr. Phil Ivey has overseen recovery operations in response to some the of country's largest debris -generating disasters, including Hurricanes Sandy, Irene, Ike, Katrina, Wilma, Dennis, and Ivan; the 2013 Boulder County, Colorado floods; the 2006 ice storms in Buffalo, New York; and the Groundhog Day tornadoes that swept through Central Florida in February 2007. He has worked in communities stretching from the Gulf Coast region to upstate New York providing disaster recovery operations to ensure compliance with all Federal Emergency Management Agency (FEMA) and other reimbursement agency regulations. He provides FEMA-related guidance during times of activation based on his extensive experience managing disaster recovery efforts. This includes debris collection and disposal and developing project worksheets to accurately record the data to ensure proper reimbursement, payment reconciliation, and guidance on adhering to local, state, and federal regulations and policies governing debris collection and disposal. RELEVANT TETRA TECH EXPERIENCE Project Manager (December 2021 — February 2022) City of Bowling Green and Warren County, Kentucky I Tornado The City of Bowling Green and Warren County, Kentucky woke up to Category 3 tornado and straight-line winds in December 2021. Tetra Tech staff met with officials from Bowling Green and Warren County to establish an action plan to clear roads and document the debris removal from the Right -of -Way (ROW) debris. Mr. Ivey oversaw the hiring and training of local staff, monitoring of debris removal from the ROW, and documentation for FEMA reimbursement. Project Manager (April 2021 —May 2021) City of Austin, Texas I Winter Storm 4145 CO Floods The city of Austin experienced a severe winter storm in April of 2021. When the 4086 Hurricane Sandy temperatures rose again many houses began to flood as pipes burst. Mr. Ivey served as 4084 Hurricane Isaac the project manager for the resulting cleanup and debris removal for the residents. He 4024 Hurricane Irene oversaw the documentation process for FEMA reimbursement, as well as the hiring and 1791 Hurricane Ike training of local staff. 1780 Hurricane Dolly Project Manager (June 2020 — September 2020) 1735 OK Winter Storms Hidalgo County, Texas I Severe Storms and Flooding & SEVERAL MORE The aftermath of a severe storm left Hidalgo County with intense flooding that Key Training/Certifications submerged houses and displaced residents across the Rio Valley. Tetra Tech was OSHA 510: 40-Hour Construction Safety deployed to document and monitor the removal of the water using large vacuum trucks OSHA 40-Hour HAZWOPER that worked 24 hours a day. Mr. Ivey served as the project manager and oversaw the OSHA 7600 Disaster Site Worker documentation of contractor activities for FEMA reimbursement; and the hiring, OSHA 10-Hour Construction Safety training, and scheduling of staff for 24 hour operations that lasted for months. NIMS IS-00700 Operations Manager (February 2020 to April 2020) City of Houston, Texas I Silt & Sand Removal Mr. Ivey served as operations manager for a large-scale dredging operation on Lake Houston in Houston, Texas. He was responsible for the integrity of all documents including progress reports, silt and sand removal quantification, disposal confirmation and project accounting Resume Phil Ivey, Operations Manager (City of Naples) Project Manager (March 2019 to May 2019) Lee County, Alabama I Tornado Immediately following the devastating tornado that ripped through Lee County Alabama and claimed the lives of 24 residents on March V 2019: • Mr. Ivey was immediately mobilized to Lee Countyto hire and train local staff, identify and assist with operations at a County debris management sites and work with County officials to establish debris collection zone maps, collection protocols and reporting requirements. • He successfully staffed the project entirely with Lee County residents and remained as the project manager for the entirety of the project. Regional Project Manager (October 2018 to February 2019) State of Georgia I United States Army Corps of Engineers (USACE) Mr. Ivey served a regional project manager for the USACE mission to remove debris that was a result of Hurricane Michael in the State of Georgia. He oversaw debris removal documentation requirements for the central region counties that were part of the USACE mission. Project Manager, (February 2017 to May 2017) City of Houston, Texas I Hurricane Harvey Mr. Ivey served as project manager for the parks department overseeing the removal of sand silt from the floods due to Hurricane Harvey. He was responsible for enforcement of the provisions of the Client's contract with collection contractors, serving as the primary point of contact for Client staff, Contractors and FEMA representatives and maintaining appropriate staffing levels. He also was responsible for implementing quality assurance and control measures, review of daily contractor activity, and review and submittal of contractor invoices. Regional Program Manager (September 2017 to January 2018) Cities of West Palm Beach, Boca Raton and Jupiter, Florida I Hurricane Irma Debris Removal Program Management Following Hurricane Irma in the fall of 2017, Mr. Ivey served as regional program manager for the Cities of West Palm Beach, Boca Raton and Jupiter Florida. He oversaw the deployment and training of over 200 monitors in the first 10 days of operations. Mr. Ivey closely coordinated the use of shared disposal facilities with City officials, County officials and multiple debris hauling contractors. He worked closely with officials in all 3 Cities to apply for and subsequently receive approval for private property debris removal programs. Project Manager, (September 2017 to February 2018) Cape Coral, Florida I Hurricane Irma Hurricane Irma's strong winds downed trees and left debris throughout the City and caused major damage to the City's canal system and seawall. Mr. Ivey served as the project manager for the waterways disaster debris monitoring operations, where he oversaw the removal of approximately 164,000 cubic yards of debris from the City's canals. Project Manager, (January 2017 to July 2017) City of Albany, Georgia I Severe Storm, Tornadoes, and Straight -Line Winds Mr. Ivey's responsibilities as project manager included project setup, health and safety, and training of field management staff, while abiding by all regulations. Project Manager, (August 2016 to December 2016) Ascension Parish, LA I Severe Storms and Flooding Mr. Ivey served as the project manager for the Ascension Parish following severe storms and flooding. His responsibilities included project setup, health and safety, and training of field management staff. Project Manager (October 2016 to May 2017) Volusia County, FL I Hurricane Program Management Mr. Ivey was the Senior Project manager and oversaw all debris removal monitoring field operations following Hurricane Mathew in 2016. Having previously served as project manager in Volusia County following the Groundhog Day tornadoes in 2007, Mr. Ivey's working knowledge of the County eliminated the need for a learning curve and allowed Mr. Ivey to expeditiously implement Tetra Tech's monitoring protocols. Frank Guthman Operations Manager (City of Marco Island) EXPERIENCE SUMMARY 8 YEARS OF Mr. Guthman is a Civil Engineer and regional project manager for Tetra Tech. He has EXPERIENCE supported a wide range of disaster recovery, land development, and improvement projects for public and private clients. He has managed large program and debris 14 DISASTERS monitoring projects, ensuring FEMA compliance of the PA and policy guidelines. As such, he has developed an extensive understanding of federal, state, and local Areas of Expertise regulations, protocols, processes, and guidance with respect to homeland security Project Management response, and recovery. Mr. Guthman served as project manager for the City of Lake FEMA PA Charles, LA following Hurricanes Laura and Delta, which accounted for the removal of more than 4 million CYs of debris. Additional tasks have included providing Civil Engineering construction phase services, Resident Engineering duties, grading, drainage, utility Disaster Recovery design and site layout. Debris Monitoring RELEVANT TETRA TECH EXPERIENCE Compliance Key Training/Certifications Project Manager (October 2022 — Present) Project Management I Orange County, FL I Hurricane Ian Mr. Guthman served as project manager for Orange County, FL, following Hurricane OSHA40-HourHAZWOPER Ian, which caused devastating damage to the County. Mr. Guthman assisted with OSHA 10-Hour Safety project initiation, identification of local debris management sites, and the hiring and FAA Licensed Drone/SUAS Remote training of locally hired debris monitors. Pilot Debris Group Supervisor (November 2021 — Present) Xactimate 28 Level 1 Certification CalRecycle I Norther Division Fires 2021 Education Mr. Guthman serves as debris group supervisor for CalRecycle Northern Division Roger Williams University, School of response cleanup efforts within Plumas and Tehama Counties. Mr. Guthman oversees Engineering, Bachelor of Science, Civil and manages all incident -related operational activities involving hazardous tree and Engineering, 2013 drebris removal. He is responsible for working closely with property owners and DDHTR contractors to overcome site specific challenges and requests while ensuring satisfaction and compliance to regulations and guidelines. County Field Liaison (February 2021 — October 2021) Clackamas County, OR I Oregon Wildfires and Straight-lin Winds 2020 Mr. Guthman supported cleanup efforts in Clackamas County after the community was impacted by the wildfires in September 2020. Mr. Guthman coordinated cleanup activities for both private property debris removal and hazardous tree removal along the County right-of-way. In addition to coordination, Mr. Guthman is the primary point of contact for property owners, ODOT, and contractors to answer questions that arise in the field. Mr. Guthman has also assisted in troubleshooting technical issues and providing input on work practices, health and safety, and environmental considerations. Debris Group Supervisor (November 2020 — January 2021) CalRecycle I Northern Branch Complex Fires 2020 Mr. Guthman served as debris group supervisor for hazardous tree assessment and hazardous tree removal program where he oversaw a team of monitors and trained arborists monitoring the removal of hazardous trees in the right-of-way. Project Manager (August 2020 — November 2020) City of Lake Charles, LA I Hurricanes Laura & Delta Resume Frank Guthman, Operations Manager (City of Marco Island) Mr. Guthman served as project manager for the City of Lake Charles, following subsequent hurricanes, Hurricane Laura and Hurricane Delta, which caused devastating damage to the City. Mr. Guthman assisted with project initiation, identification of 5 local debris management sites, and the hiring and training of over 250 locally hired debris monitors. To date, Tetra Tech has monitored the removal of over 4 million CYs of debris from the City. Operations Manager (April 2020 — June 2020) City of Chattanooga, TN I Severe Stroms and Tornadoes The City of Chattanooga, TN was impacted by one of the larges tornado outbreaks in the state's History. Having not experienced a debris generating event of this magnitude, the City immediately contracted with Tetra Tech to guide staff through a turn -key recovery effort. Mr. Guthman served as operations manager for the project where he assisted with hiring of local monitors, health and safety, and project oversight. In total,Tetra Tech monitored the removal of 322,000 CYs of vegetative debris and construction and demolition debris. The project also included monitoring debris removal from the City' parks. Operations Manager (March 2020 — May 2020) City of Nashville, TN I Severe Stroms and Tornadoes In the early morning of March 3, 2020, a powerful weather band produced 2 tornadoes that ripped through the City of Nashville, TN. Within hours of impact, Tetra Tech was mobilized to meet with City officials. As Operations Manager, Mr. Guthman assisted with implementation of Tetra Tech's ADMS, hiring and training of local field staff, identification of debris management sites, and project oversight. For this project, Tetra Tech worked quickly and efficiently to monitor the removal of over 300,000 CYs of debris in roughly 90 days. Operations Section Chief (February 2019 - February 2020) Butte County, CA I Camp Fire Mr. Guthman serves as a Deputy Operations Section Chief overseeing the debris removal operations for the east portion of the City of Paradise. The project required the demolition and debris removal of nearly 13,000 structures. Regional Project Manager (September 2018 — January 2019) North Carolina I Hurricane Florence Soon after Hurricane Florence devastated the Eastern shores of the Carolinas, Mr. Guthman served as the project manager assisting Craven County, Town of New Bern, Town of Trent Woods, and Town of River Bend during the ROW disaster debris removal monitoring operations. Project Manager (May 2018) Town of New Fairfield, CT and Town of Brookfield, CT I Macroburst Shortly after the macroburst devastated central parts of Connecticut, Mr. Guthman served as the project manager assisting the Town of New Fairfield during the ROW disaster debris removal monitoring operation. Project Manager (September 2017 — May 2018) Collier & Miami Dade Counties I FL Hurricane Irma Following Hurricane Irma's impact in South Florida, Mr. Guthman mobilized to Naples, FL where he served as project manager and assisted Collier & Miami Dade Counties with waterway disaster debris removal monitoring operations and Fire & Rescue, while following FEMA guidelines. Operations Manager (October 2016) Hilton Head Island I South Carolina Hurricane Matthew Mr. Guthman served as operations manager where he was responsible for implementing Tetra Tech's work plan, staffing, dispatching field personnel, and overseeing adherence to safety protocols. He also oversaw truck certifications, field and disposal operations. Regional Project Manager (September 2018 — January 2019) Various Locations in North Carolina I Hurricane Florence When Hurricane Florence devastated the Eastern shores of the Carolinas, Mr. Guthman served as the project manager assisting Craven County, Town of New Bern, Town of Trent Woods, and Town of River Bend during the ROW disaster debris removal monitoring operations. Edward (Wade) Greene Operations Manager (City of Everglades City) EXPERIENCE SUMMARY 6 YEARS OF Mr. Greene is a management professional with 6 years of experience spent working EXPERIENCE on debris -related projects for Tetra Tech clients across the nation. He is adept in all aspects of debris monitoring and is knowledgable on the required documentation to 13 DISASTERS satisfy the requirements of multiple funding sources. Mr. Greene is responsible for the CVS OF implementation of Tetra Tech's work plans, dispatching field personnel, staffing, safety 8.5 M+ DEBRIS procedures, field logistics, and training of personnel. He verifies eligibility and REMOVED compliance; oversees collection and disposal operations; and coordinates directly with debris contractors, data managers, and project managers to meet the goals of each client. Areas of Expertise Disaster Debris Program Management RELEVANT TETRA TECH EXPERIENCE Right-of-Way/Right-of-Entry Debris Project Manager (February 2023 — Present) Removal City of Austin, TX I Winter Storm Private Property Programs Mr. Greene is currently serving as the Project Manager for the City of Austin following Leaner/Hanger Programs the Central Texas Winter Storm in January of 2023. The project for the City is ongoing FEMA Reimbursement with three separate temporary debris sites, over 158 unique hauling units, and over 900,000 cubic yards of debris to date. Mr. Greene provides project oversight, training, Grant Experience and scheduling for both ROW collection and the Parks program. FEMA PA Project Manager (September 2022 — February 2023) NRCS Manatee County, FL I Hurricane Ian Disasters Hurricane Ian struck Florida in September of 2022 and generated exensive damage as Central Texas Winter Storm well as flooding as it crossed Central Florida. Manatee County activated Tetra Tech to Hurricane Ian assist as the monitoring firm for the clean up response that culminated in over 740,000 cubic yards of debris, with over 106 unique hauling units and five separate temporary Hurricane Laura disposal sites. Mr. Green worked as the Project Manager for the endeavor and oversaw Easter Tornados the collection of of vegetative debris, construction and demolition debris, as well as Hurricane Dorian hazardou tree and limb removal. Hurricane Irma Division Leader (October 2021 — September 2022) CalRecycle Fire, CA I Central Division of the Dixie/Caldor Fire California Wildfires Mr. Greene is serving as the division lead for 9 different counties in central California in Hurricane Matthew response to the Dixie and Caldor fires. His responsibilities include the day to day Key Training/Certifications coordination of approximately 100+ onsite staff, 18 debris task forces, 12 hazard tree HAZWOPR 40-hour removal teams, and 25 active disposal sites. Project Manager (August 2021 —October 2021) Education Audubon Nature Instititue, LA I Hurricane Ida Technical College of the Low County, Hurricane Ida swept through the Auduobon Nature Institute in August of 2021 and Degree in Progress Mr. Greene returned to assist in the recovery effort. He oversaw the collection of debris and hazardous trees for the Institute's golf course, park, and endangered species center. Operations Manager (February 2021 — August 2021) Department of Transportaion, VA I Winter Storm Mr. Greene managed field operations for hazardous tree surveys along with the quality assurance and quality control of associated tree data. Resume Wade Greene, Operations Manager (City of Everglades City) Project Manager (October 2020 — January 2021) Audubon Nature Instititue, LA I Hurricane Zeta In the aftermath of Hurricane Zeta, Mr. Greene was mobilized to assist the institute with their clean up of the park, zoo, nature center, and endangered species center. Mr. Greene was responsible for staff training, logistics, and project oversight for the collection of 10,000 CYs of debris and 2,500 hazardous leaners and hangers. Project Manager (September 2020 to October 2020) Cities of DeQuincy and Vinton, LA I Hurricane Laura Making landfall as a Category 4 storm, Hurricane Laura had a devastating impact throughout the State of Louisiana. Mr. Green served as project manager for the cities of DeQuincy and Vinton. Responsibilities included: • Establishing a staffing structure • Hiring and training local field monitors • Logistics, field oversight, and daily reporting Project Manager (July 2020) Colleton County, SC I Easter Tornado On the Monday after Easter a chain of severe storms swept across South Carolina, damaging over 1,500 homes. Colleton County activated Tetra Tech, under a pre -positioned contract to provide disaster debris monitoring services. As Project Manager, Mr. Greene's project responsibilities included: • Coordinating with City officials and debris removal contractors throughout operations. • Managing staffing, project oversight, logistics and reporting. Project Manager (November 2019 to December 2020) City of New Bern, INC I Hurricane Dorian Following the exhaustive efforts of the City of New Bern, North Carolina's (City) force account team to clear roadways and public use areas of debris generated by Hurricane Dorian, Tetra Tech was engaged to oversee, monitor and reconcile the final reduction and disposal of debris. Mr. Greene led our team's efforts to assist the City with post -disaster recovery which included daily project scheduling, tracking debris to final disposal, and documenting site remediation. Project Manager (October 2019 to November 2019) Colleton County, SC I Hurricane Dorian Mr. Greene managed Tetra Tech's engagement with Colleton County, SC following Hurricane Dorian. He was responsible for staff training and scheduling, logistics, field oversight and daily reporting. Project Manager (September 2019 to October 2019) Town of Summerville, SC I Hurricane Dorian Following Hurricane Dorian in September of 2019, Tetra Tech was tasked with oversight and documentation of the Town of Summerville's force account debris removal operation. Mr. Greene worked closely with Town officials to coordinate debris removal and disposal activities by Town staff. He was directly responsible for providing daily progress reports and cumulative quantities of debris removal. Branch Director (January 2019 to September 2019) CalRecycle Fire, CA I Camp Fire Mr. Greene served as Branch Director during Tetra Tech's engagement with Cal Recycle following the most destructive wildfire in California State History. Responsibilities included: 0 Day-to-day coordination of approximately 40 field staff. Resume Wade Greene, Operations Manager (City of Everglades City) • Managing conflict resolution in the field, coordination with property owners, and ensuring the that the projects' Debris Removal Operations Plan (DROP) was adhered to. Division Supervisor — (September 2018 to January 2019) CalRecycle Fire, CA I Carr Fire Mr. Greene served as the Division Supervisor following the Carr Fire that destroyed more than 1,600 structures across 229,000 acres Northern California in July and August of 2018. He was responsible for oversight of field staff, ensuring that Tetra Tech's Health and Safety Plan was executed and followed, maintaining the integrity of field documentation and upward daily reporting of field activities in his assigned area with his direct reports. Operations Manager (June 2018 to August 2018) Danbury, New Fairfield, Southbury, Brookfield, Connecticut I Severe Storms, Tornadoes, and Straight -Line Winds In late May of 2018, Southwest Connecticut experienced one on of the most severe tornado outbreaks in State History. Tetra Tech was activated by multiple Cities and Town to oversee and document the removal of debris generated by this unprecedented event. In total, Tetra Tech documented the removal and disposal of nearly 200,000 cubic yards of FEMA eligible debris. Mr. Greene served as field Operations manager for 4 affected communities. He was responsible for staff training and scheduling, truck certifications and coordinating field operations with debris removal contractors. Operations Manager (November 2017 to June 2018) USACE (Napa & Mendocino Counties, California) I Wildfire Disaster Mr. Greene served as Operations Manager associated with the remediation of over 500 properties that were damaged or destroyed during the Northern California wildfire of 2017. Mr. Greene was responsible for scheduling of staff, ensuring that all Tetra Tech and USACE safety protocols were strictly followed, oversaw daily reporting and quality control of all field documentation. Operations Manager (October 2017) Collier County, Florida I Hurricane Irma During recovery operations for Collier County, Florida following Hurricane Irma, Mr. Greene was brought in to oversee the initiation specialized debris removal programs, including right-of-way debris removal; processing, site management and haul - out; private road and gated community debris removal; leaner, hanger and stump removal; and waterway debris removal. Mr. Greene's experience and knowledge of specialized programs was essential in training new staff, establishing debris removal protocols in conjunction with the County's debris removal hauler, and ensuring Tetra Tech's reporting mechanism met the County's needs. Operations Manager (September 2017) Broward County, Florida I Hurricane Irma Less than a year after being impacted by Hurricane Matthew, Brevard County was again hit by Hurricane Irma. Tetra Tech monitored the collection of over 17,000 loads constituting nearly 654,000 cubic yards of debris. At peak operations, Mr. Greene oversaw the day-to-day management of 55 monitors working in the field. Mr. Greene was part of Tetra Tech's immediate response team. Mr. Greene's responsibilities included on -boarding and training new staff, working with disposal site monitors to ensure efficient disposal operations and overseeing truck certification activities. Operations Manager (February 2017 to May 2017) Beaufort County, South Carolina I Hurricane Matthew Waterway Debris Prior to Hurricane Matthews impact on the County in October of 2016, the Tetra Tech team worked with County staff to devise a project specific mobilization plan. Throughout the storm's impact, our team was in regular contact with County staff throughout the storm's impact and was in the County's operation center 12 hours after Storm conditions had surpassed. Mr. Greene assisted the County in their waterway debris removal program. His responsibilities included training staff, coordinating daily operations with the County's debris hauler, following Tetra Tech's health and safety protocols, and providing daily reports to Tetra Tech Senior management 2 YEARS OF EXPERIENCE 7 DISASTERS Areas of Expertise Supervision of Field Operations Scheduling & Dispatch Debris Removal Monitoring Truck Certification Key Training/Certifications Hazwoper40 hr Education Lincoln Academy, High School Diploma, 2008 Will Coleman Field Supervisor (Collier County) EXPERIENCE SUMMARY Mr. William Coleman has a diverse background in disaster response and recovery efforts. He has served in various roles including Operations Manager, Deputy Project Manager, Task Force Leader, Field Supervisor, and Field Monitor. He has experience working on recovery projects in multiple states, including Florida, Virginia, California, and Alabama. He has a strong track record of overseeing operations, ensuring compliance with regulations and standards, and managing resources. He has also demonstrated exceptional leadership skills and a commitment to ensuring efficient and effective operations. Mr. Coleman's experience has equipped him with a comprehensive understanding of the entire disaster recovery process, making him a valuable asset to any team. RELEVANT TETRA TECH EXPERIENCE Operations Manager (September 2022 — Present) Collier County, FL I Hurricane Ian As an Operations Manager for Hurricane Ian recovery efforts, Mr. Coleman was responsible for overseeing and coordinating the day-to-day operations in Collier County. This included managing resources, ensuring compliance with regulations and standards, communicating with contractors and field staff, and making decisions to ensure efficient and effective operations. Quality Control Specialist (September 2022 — December 2022) New Mexico I New Mexico 2022 Fires Mr. Coleman served as a quality control specialist for Tetra Tech's response to the wildfires of 2022 in New Mexico. As of December 2022, 904,422 acres had burned across the state. He worked closely with field monitors, supervisors, and the data team to ensure quality assurance and quality control (QA/QC). Operations Manager (June 2022 — August 2022) Fredericksburg, VA I VDOT Winter Storms Mr. Coleman served as an operations manager for the Virginia Department of Transportation following the unprecedented Winter Storms of February 2021. He was responsible for training and scheduling the disposal site staff in a response that spanned over multiple counties in Virginia. Deputy Project Manager (February 2022 — June 2022) Richmond, VA I VDOT Winter Storms Mr. Coleman served as Deputy Project Manager for the Virginia Department of Transportation following the unprecedented Winter Storms of February 2021. He was responsible for client communications and supervised all aspects of operations, dispatch, and time verification. Mr. Coleman also worked closely with office staff such as Operations Manager, Project Coordinators, and Data Managers. Task Force Leader (July 2021 — December 2021) Trinity, CA I CalRecycle Northern Branch Wildfires Mr. Coleman was a Task Force Leader for the Northern Branch Fire response project which included hazardous tree assessment and hazardous tree removal. He supervised a team of disposal monitors in the removal of both debris and hazardous trees across multiple counties. Resume Will Coleman, Field Supervisor (Collier County) Field Supervisor (April 2021—June 2021) Dallas County, AL I Hurricane Zeta Following Hurricane Zeta, Tetra Tech was activated in Dallas County to provide disaster debris monitoring services. Mr. Coleman served as field supervisor where he supervised field monitors to ensure documentation of the removal of a total of more than 220,000 CYs of debris and 10,000 hanging trees and limbs. The project also included monitoring debris removal from rural areas. Field Monitor (August 2020 — April 2021) Bay County, FL I Hurricane Micahel Mr. Coleman was responsible for monitoring and documenting the removal of hazardous debris and trees. His responsibilities included recording information for load tickets, monitoring contractor safety, and reporting any damage resulting in the removal of debris. Field Monitor (May 2020— June 2021) Dallas County, AL I Hurricane Zeta Mr. Coleman was responsible for monitoring and documenting the removal of hazardous debris and trees. Which included recording information for load tickets, monitoring contractor safety, and reporting anydamage resulting in the removal of debris. 4 YEARS OF EXPERIENCE 4 DISASTERS Areas of Expertise Disaster Debris Monitoring Supervision of Field Operations Truck Certification Key Training/Certifications Hazwoper 40 Education High School Diploma Roderick Moore Field Supervisor (City of Naples) EXPERIENCE SUMMARY Mr. Moore has over 4 years of experience responding to recent disasters, including fires, hurricanes, and winter storms, in a field supervision role. He performed load calls for trucks delivering debris, maintained records, confirmed address/codes, accurately enter information into required databases, communicates with management and other site personnel to de-escalate issues, document any issues and statuses following project requirements and instructions. RELEVANT TETRA TECH EXPERIENCE Operations Manager (April 2022 — June 2022) VDOT Culpeper Winter Storm 2022 Mr. Moore served as Operations Manager for Winter Storms of the City of Culpeper, VA in January 2022. Mr. Moore oversaw the operations of disposal sites as well as the training of scheduling of disposal site staff. Disposal Supervisor (January 2022 — April 2022) VDOT Culpeper Winter Storm 2022 Mr. Moore was responsible for monitoring and documenting the removal of hazardous debris. Which included recording information for load tickets, monitoring contractor safety and reporting any damage. Field Supervisor (September 2021 — December 2021) Dixie Fire I California Mr. Moore was a field supervisor for Central Branch Dixie Fire response project which includes hazardous tree assessment and hazardous tree removal. He supervised a team of disposal monitors in the removal of both debris and hazardous trees across multiple counties. Task Force Leader (March 2019 — November 2019) Camp Fire I Paradise, CA Mr. Moore oversaw daily duties of Camp Fire response project which included logistical responsibilities such as tracking and collecting inventory. Providing unit rate tickets for the removal of asbestos. Field Supervisor (December 2018 — March 2019) Hurricane Michael I Albany, GA Tetra Tech provided disaster response monitoring services to Georgia and Florida surrounding areas, after Hurricane Michael devastated the area in October 2018. Mr. Moore was responsible for overseeing day to day operations, supervising disposal and tower monitors. 3 YEARS OF EXPERIENCE 4 DISASTERS Areas of Expertise Project Management Staff Training Dispatch and Scheduling Debris Removal Operations Hazardous Tree Eligibility QA/QC Disasters Hurricane Laura CalRecycle Northern Branch VDOT Severe Storms Hurricane Ian Key Training/Certifications 40 Hour Hazwoper Certified Environmental Specialist Education SOWELA Technical Community College, Nursing (RN), August 2018- August 2020 High School Diploma, LaGrange High School, 2012 Courtney Morris Field Supervisor (City of Marco Island) EXPERIENCE SUMMARY Ms. Morris is a motivated field supervisor that facilitates recovery efforts for disaster areas. As someone who has been affected by a natural disaster, she has supported multiple hurricane and wildfire projects to provide program management and monitoring services. Ms. Morris has a thorough understanding of FEMA and reimbursement documentation requirements and coordinates with monitoring staff and contractors to exceed client expectations. Most recently, she has been assisting clients on the Florida west coast following the 2022 hurricane season. RELEVANT TETRA TECH EXPERIENCE Project Manager Ms. Morris is responsible for overseeing various aspects of daily operations, including scheduling, health and safety management, field oversight, and quality assurance and quality control to ensure successful completion of the project. Additionally, this position includes managing inventory, equipment distribution, and field staff management to guarantee efficiency. She possesses excellent organizational and leadership skills to achieve objectives while maintaining a high standard of quality and safety. • Hurricane Ian — Florida Department of Environmental Protection (FDEP) - Delnore Wiggins Pass State Park Field Supervisor As a field supervisor, Ms. Morris was responsible for the quality control of debris site/tower monitors, field coordinators, project inspectors, and additional locally hired field supervisors and ensuring that documentation being captured is FEMA-compliant during debris removal operations. • Hurricane Laura - Lake Charles, LA • Hurricane Laura - Lake Charles Private Property Debris Removal (PPDR) • Virginia Department of Transportation (VDOT) Culpepper District VA 164 • Hurricane Ian- Collier County, FL Crew Leader Serving as a Crew Leader, Ms. Morris is responsible for cooperatively coordinating with contractors, site inspection teams, and project management staff to accurately document all aspects of the debris removal process. Focusing on hazardous tree removal, she closely monitors cut crews and maintains a strong knowledge of debris classification and eligibility, as well as health and safety protocols. • Northern Branch Fires - CalRecycle Field Debris Monitor Ms. Morris is responsible for monitoring and documenting the removal of hazardous material, ensuring that only eligible debris is collected for loading and hauling. This included recording information for load tickets, monitoring contractor safety, and reporting any damage resulting in the removal of debris. • Hurricane Laura - Lake Charles, LA 6 YEARS OF EXPERIENCE 15 DISASTERS Areas of Expertise Field Operations Disposal Operations Private Property Programs Leaner/Hanger Programs Health and Safety Documentation Reporting Key Training/Certifications HAZWOPER 40 Brandon Norwood Field Supervisor (City of Everglades City) EXPERIENCE SUMMARY Mr. Norwood is a quality oriented professional with over six years of field experience. He has a proven knowledge of data entry, operations management, and operating policies/procedures. Mr. Norwood is responsible for monitoring and documenting the removal of hazardous debris and trees, which includes recording information for load tickets, monitoring contractor safety, and reporting any damage resulting from the removal of debris. RELEVANT TETRA TECH EXPERIENCE Field Supervisor As a field supervisor, Mr. Norwood is responsible for overseeing and supervising debris monitoring activities at both loading and disposal sites. He is in charge of coordinating daily activities and, identifying and addressing any safety concerns, and troubleshooting any issues that may affect the work area. It is also a supervisor's responsibility to ensure accurate measurement of load hauling compartments and that all truck certifications are complete and available to all parties involved. ICS 100 • Hurricane Ian- Cape Coral ICS 200 • Hurricane Ian- Collier County • Hurricane Ida- St James Parish Education . Hurricane Laura- Calcasieu Parish College of the Desert, Associates Degree in Hospitality 1998 • Hurricane Harvey- City of Houston Division Supervisor Mr. Norwood served as a Division Supervisor after the Camp Fire in California, where he oversaw and managed Task Force Leaders that were assigned to monitor and document debris removal efforts. Mr. Norwood was responsible for field oversight, QA/QC, health and safety, and field documentation. Task Force Leader Mr. Norwood served a Task Force Leader for multiple fire response projects in the State of California and New Mexico.This includes hazardous tree assessment and hazardous tree removal. He supervised a team of Crew Leaders in the removal of both debris and hazardous trees across multiple counties. • Tulare County, CA- 2023 Floods • Merced County, CA- 2023 Winter Storm and Flooding • 2022 New Mexico Fires • CalRecycle Dixie Fire Disposal Site Monitor Tropical Storm Imelda I Orange County, TX As a Disposal Site Monitor, Mr. Norwood's daily tasks involve documenting measurements and computations, completing recordkeeping of contract haulers' cubic yardage, and documenting load tickets before permitting trucks to proceed to the tipping area. The role also includes performing DOT vehicle certification of qualified participants and documenting various logs and additional documentation received from the jobsite. 15 YEARS OF EXPERIENCE Areas of Expertise FEMA Reimbursement and Audit Support Reimbursement Policies and Procedures RecoveryTrac- ADMS Data Management Debris Monitoring Compliance Invoice Reconciliation Geospatial Analysis Disasters 4337 Hurricane Irma 4332 Hurricane Harvey 4283 Hurricane Matthew Collier County FL Severe Storms 4269 TX Flooding 4240 CA Valley Fire 4223 TX Flooding 4166 SC Winter Storm 4165 GA Winter Storm 4145 CO Flooding 4087 Hurricane Sandy 4080 Hurricane Isaac 4046 CT Winter Storm 4029 TX Wildfires 3268 NY Snowstorm 1609 Hurricane Wilma Education University of Florida Bachelor of Science, Psychology, 2005 Paris Atkinson Data Manager EXPERIENCE SUMMARY Ms. Paris Atkinson is a senior data manager and billing/invoice analyst whose responsibilities include data management, management of monitoring documentation for the Federal Emergency Management Agency (FEMA), invoice reconciliation, and the use of our automated debris management system (ADMS). She has extensive experience on all aspects of program data management up to and including project closeout and post -closeout audit support. Ms. Atkinson possesses knowledge and understanding of federal grant programs, including the Federal Highway Administration (FHWA) Emergency Relief (ER) Program and FEMA Public Assistance (PA) Program. RELEVANT TETRA TECH EXPERIENCE Project Management Oversight (September 2021 — Present) Louisiana Region I Hurricane Ida Ms. Atkinson provided senior level regional management in support of Tetra Tech's response to Hurricane Ida in Louisiana. She was instrumental in training and scheduling staff, leading debris hauler truck certification teams and establishing project infrastructures. Finance & Administration Chief (March 2019 — September 2021) Camp Wildfire (Butte County) I CalRecycle The Camp Wildfire was the most destructive fire in California history. As Finance and Administration Chief, Ms. Atkinson provides guidance and management on all of the financial and cost analysis and cost efficiency aspects of the tree removal operations. She is responsible for reviewing auditing invoices to ensure that they are accurate, defendable, and reimbursable by the state and federal (if applicable) agencies supplying disaster relief funding. In total, Ms. Atkinson has managed the data associated with over 1.5 million tickets. Regional Project Manager (November 2018 — March 2019) State of Georgia — United States Army Corps of Engineers (USACE) Ms. Atkinson is currently serving as the overall regional data manager for the USACE mission to remove debris that was a result of Hurricane Michael in the State of Georgia. She oversees the regional data manager from the northern, central, and southern regions and provide senior leadership and oversight. Data Assessment Manager (September 2018-December 2018) Carr Fire — CalRecycle Ms. Atkinson served as a data manager on the Carr Fire recovery program in Shasta County, CA. Ms. Atkinson was responsible for supporting the electronic management and tracking of site documentation and quality assurance and quality control on the project database used for tracking debris removal costs and daily reconciliation. Debris Subject Matter Expert Montgomery County, Pennsylvania I Multi -Jurisdictional DDMP Ms. Atkinson served as a debris subject matter expert and supported Montgomery County in establishing and implementing a multi jurisdictional debris management planning program. Ms. Atkinson and the project team developed a debris management strategy based on the assessment of the County's existing resources, landfill and disposal capacity, and debris management site options. Ms. Atkinson also Resume Paris Atkinson, Data Manager assisted in the development of multiple debris forecast models to estimate the resulting debris volumes following a disaster as well as the County's capacity to address debris using internal equipment and resources. Regional Data Manager (September 2017-August 2018) State of Florida I Hurricane Irma I Disaster Debris Program Management Hurricane Irma impacted almost the entire state of Florida. As such, Tetra Tech managed numerous program management and monitoring projects throughout the state. Ms. Atkinson served as a regional data manager and oversaw daily data and invoice reconciliation operations of projects throughout Florida including Hillsborough County, Polk County, Miami -Dade County and Orange County. Ms. Atkinson provided senior level leadership and guidance to field data managers including FEMA compliance management, QA/QC of collection data, and the management and documentation of specialized programs such as hazardous tree and hanger removal. Ms. Atkinson also managed a team of invoice reconcilers who reviewed and submitted reconciled hauler invoices to clients. Regional Data Manager (August 2017-June 2018) State of Texas I Hurricane Harvey I Disaster Debris Program Management Mr. Atkinson served as a regional data manager following the aftermath of Hurricane Harvey. She provided senior level leadership and guidance to field project managers. Ms. Atkinson verified field data managers followed standard operating procedures to manage and report debris collection statistics and progress. Ms. Atkinson also managed a team of invoice reconcilers that reviewed and submitted reconciled hauler invoices to Tetra Tech's Texas clients. Regional Data Manager (September 2016-June 2017) State of Florida I Hurricane Matthew I Disaster Debris Program Management Ms. Atkinson served as a regional data manager and provided senior level leadership and guidance to field project managers. Hurricane Matthew primarily impacted Florida's east coast communities such as Volusia, Flagler, and St. John's County. Ms. Atkinson also performed quality assurance checks on field data managers to verify proper project reporting and data management. Ms. Atkinson also led a team of reconcilers to review and process debris hauler invoices for submission to Tetra Tech's Florida clients. Senior Data Manager (October 2015—August 2016) Lake County, California I Valley Fire Disaster Debris Program Management Lake County, California was one of the counties severely impacted by the Valley Fire, which burned over 76,000 acres across Lake, Napa, and Sonoma Counties prior to being fully contained. Tetra Tech was retained by the County to provide program management and debris monitoring services. In addition to a right-of-way debris and hazardous tree removal program, the County also initiated a selective private property debris removal (PPDR) program. One of the unique aspects of the County is the enormous trees along the rights -of -way. Thousands of fire hazard trees were identified throughout the County that, though located on private property, could post a threat to County maintained roads. As a result, the County initiated a selected PPDR program to address standing dead trees on private property that could impact County roads. Ms. Atkinson served as a senior data manager and was responsible for FEMA compliance management, including QA/QC of data and managing the documentation. 6 YEARS OF EXPERIENCE Areas of Expertise Debris Removal QA/QC Julie Grant Data Manager EXPERIENCE SUMMARY Ms. Grant began her Debris Management career during the recovery efforts following Hurricane Irma. She has provided technical assistance and financial reconciliation on multiple large-scale responses. She has removed more than 6 million cubic yards of disaster -related debris. Julie has also managed removing and documenting hazardous trees and limbs on multiple projects with local, state, and tribal governments. She has experience with hazardous material removal, waterway debris removal operations, and collection and processing of Right -of -Entry (ROE) for private property removal operations. She has supported multiple projects in analytic and specialist roles. Invoicing Data Management and Reporting RELEVANT TETRA TECH EXPERIENCE Documentation Data Manager (February 2022 — Present) Multiple Projects Certifications Julie is a full-time data manager for nationwide debris monitoring efforts and an First -Aid and CPR invoicing analyst. Her efforts have included Hurricane Ian - Collier County ROW Project where she was the Lead Data Manager. Julie led a team of 4 local data FEMA: IS-100, IS-200, IS-230, IS- managers. She oversaw the accurate reconciliation of over $25 million in debris 240.b, IS-241.b, IS-242.b, ICS-300, removal including over 1.3 million Cubic Yards of Vegetation, Construction and ICS-400, IS-632.a, IS 633, IS 634, IS- Demolition, and Concrete.11,000 pounds of Household Hazardous Waste,1,900 White 700, IS-800, IS-1000 Goods with and without Freon. Three DMS and 4 resident drop-off sites. This included the removal of the debris from City, County, Private and Insured Roads. Hurricane Ian - Florida Department of Environmental Protection Parks Project. She oversaw the accurate reconciliation of over $9 million including 11 counties and 21 individual parks with over 182,000 CY of Vegetation, Construction and Demolition, Concrete and Sand and over 3,900 trees. This included 26 DMS sites. Her efforts have also included New Mexico wildfires, 2022 Winter Storms in VA, Hurricane Ida in MS, and the Severe Storms, Tornadoes, and Flooding of LA. She has assisted in the training of new data managers. She has also written guides and instructions to ensure data compliance. Escalations Eligibility Specialist (August 2021 — December 2021) ERAP Project I State of Texas Julie was an eligibility specialist for the escalations team. Her efforts assisted over 200 families with over 1.9 million dollars of rental assistance. She contacted applicants via phone and email to complete application packets. She devised ways to optimize procedures to maintain compliance. She conducted income calculations and duplication of benefits reviews. Herteam oversaw assisting cases with imminent court dates for eviction.This required ensuring case files were accurate and complete within extremely tight deadlines. Lead Data Manager (January 2021 — August 2021) Alameda, South Obenchain, Klamath fires I State of Oregon Julie led a team of 12 data managers. Her area included Southern Oregon. She oversaw the accurate reconciliation of debris removal from over 2,000 homesites, 400 commercial properties, 91,000 trees assessed, and over 88,000 trees removed. She collected and processed over 3,000 ROE/Hold Harmless Agreements. She processed, reconciled, and invoiced over 3 million cubic yards of Burned Debris/Ash, Contaminated Soil, Asbestos, Burned vehicles, and metals. Resume Julie Grant, Data Manager Data Manager/Field Supervisor (2018-2019) Washington County I State of Florida Julie was an LHS Field Supervisor before bridging over to data manager for debris monitoring efforts after Hurricane Michael. She oversaw 7 Cutting crews and 20 Debris monitors. She held morning safety briefs for over 170 debris monitors at their peak. She moved to data management and invoicing for more than 1.9 million cubic yards of debris and over 50,000 hazardous trees removed from the right-of-way (ROW), parks, private roads, and gated communities. This project had over $13 million in federal reimbursements. Field Supervisor (2017-2018) Alachua County I State of Florida Julie was a Field Supervisor after Hurricane Irma. She oversaw 3 DMS and one resident drop-off site. These sites documented the drop-off and final disposal of over 500,000 cubic yards of storm -related debris. This project had over $1.9 million in federal reimbursements. PREVIOUS EMPLOYERS Supervisor (2016-2017) Accounts Payable I AeroCare Holdings Julie was a supervisor of the Accounts Payable department. She led and trained a team of 10-15. She maintained positive relationships with vendors, delivering timely payments and smoothly resolving issues. She streamlined processes cutting more than 100 hours from the monthly workload. Her department received, processed, and paid over 8,000 invoices weekly for a national company. She ensured proper coding of all invoices and balanced the G/L on a monthly basis. She oversaw all company expense reports and credit cards, reviewing transactions and flagging concerns. She led her team to maintain highly accurate and fully compliant accounts for Medicare (federal) operations. Supervisor (2003-2013) Store/Bank Auditor I Publix Julie was a supervisor in the store bank audit department. She led and trained a team of 15 who verified transaction compliance with inspections of cash on hand, Bank orders, and deposits. She was responsible for facilitating solid lines of communication with all levels of management. Her department was responsible for the monthly reconciliation of all cash flow through 4 divisions every month. She facilitated the corporate side of a significant theft investigation involving local, state, and federal authorities assisting in ending a million -dollar theft ring. She was the key contact person for three national banks and three security truck companies, ensuring audits and documentation were provided in compliance with laws and regulations. Geoff Reinhart Billing/Invoice Analyst EXPERIENCE SUMMARY YEARS OF Mr. Geoff Reinhart is an experienced CPA with both public and private sector 13 EXPERIENCE experience. As a billing and invoice analyst at Tetra Tech, Mr. Reinhart is responsible for reconciling contractor invoices and performing quality control on data to ensure than all FEMA guidelines for debris removal monitoring are Areas of Expertise successfully fulfilled. Accounting RELEVANT TETRA TECH EXPERIENCE Fixed Assets Billing and Invoice Analyst (April 2019 - Present) Oracle Tetra Tech I Orlando, FL Peoplesoft Responsible for reconciling contractor invoices for debris removal and corresponding Key Training/Certifications services. Ensured contractor invoice payment packages were submitted to the client in a timely manner. Certified Public Accountant • Performed QA/QC on data points required for payment recommendation Education Bachelor of Science in Accounting . Managed team of analysts to ensure QA/QC processes were performed accurately and efficiently in Managerial Accounting, Florida . Verified FEMA guidelines for debris removal were met State University, 2006 PREVIOUS EMPLOYERS Audit Senior (July 2018 to April 2019) Forehand & Associates I PA - Orlando, FL • Oversee multiple full -cycle financial statement audits and reviews from the planning stage through issuance. • Financial Statement preparation for all assigned engagements, including Income Statement, Balance Sheet, Statement of Cash Flow, Disclosures & Supplementary Information required by the users of the Financial Statements. • Design and perform analytical procedures/analysis to detect unusual financial statement relationships. • Perform internal control analysis and substantive procedures. Identify and communicate accounting and auditing matters to managers and partners. • Identify and communicate accounting and auditing matters to managers and partners. • Propose adjusting journal entries and discuss audit findings with key management and / or owners. • Document audit procedures and cross reference work papers. • Key role in launching two firm -wide software implementation projects. Accounting Manager (January 2017 to July 2018) Lowndes, Drosdick, Doster, Kantor & Reed, PA I Orlando, FL • Lead and manage five of the Firm's ten Finance professionals, including selection/hiring, delegation of duties, performance management, development and training with indirect oversight of the remaining five members. • Responsible for overseeing all aspects of the month -end and year-end close as well as maintenance of all accounting ledgers including monthly review of all account reconciliations and journal entries. • Review all Operating account disbursements on a weekly basis prior to sending to the Admin. Committee for approval. Resume Geoff Reinhart, Billing/Invoice Analyst • Perform analytical procedures/analysis on the preliminary financial statements prior to close. • Complete oversight and preparation of the annual budget. • Prepare the monthly and quarterly Board of Directors reporting package. • Prepare the weekly financial cash forecast. • Ongoing assessment of current controls to ensure accuracy of financial reporting and develop controls as needed. • Manage and lead special projects and prepare ad -hoc reports as needed. • Oversight and management of the Firm's new Accounts Payable application as well as the implementation of the Trust Reserve feature and Direct Deposit program for employee Expense Reimbursements. Assistant Controller (May 2016 to December 2016) Transaction Data Systems I Orlando, FL • Oversee all aspects of month -end close for parent company and three subsidiaries. • Prepare GAAP & Proforma Financial Statement Reporting Package, including: Income Statements, Balance Sheets, Statements of Cash Flow, Key performance Indicator Reports, Quality of Earnings Reports, and various Ad Hoc reports as needed. • Review the work completed by the Parent Company's Accounting Manager & subsidiary's controller, including the monthly reconciliation package and all journal entries. • Perform analytical procedures/analysis on the financial statements. • Assist in the preparation of the annual budget using key assumptions and prior year knowledge. • Prepare monthly and quarterly financial update presentations for the Board of Directors. • Prepare weekly financial snapshots for the CEO & Controller. • Manage the needs of the external auditors to ensure the process is as efficient and effective as possible. Staff Auditor II (April 2014 to May 2016) EY I Orlando, FL • Conduct comprehensive financial audits and agreed -upon procedures. • Perform analytical procedures/analysis to detect unusual financial statement relationships. • Perform internal control and substantive procedures. Identify and communicate accounting and auditing matters to seniors and managers. • Propose adjusting journal entries and discuss audit findings with clients. Identify and communicate accounting and auditing matters to seniors and managers. • Prepare PBC lists and confirmation requests. • Document audit procedures and cross reference work papers. • Create management representation letter comments and recommendations and draft audit reports for management review. Lead Staff Accountant (December 2007 to March 2014) Stanton & Gasdick, PA I Orlando, FL • Oversee firm -wide accounting including the daily activities of three staff accountants. • Personally manage seven timeshare escrow accounts and oversee all postings. • Responsible for month -end General Ledger review and adjustments as well as yearly 1099 preparations. • Oversee Accounts Payable and Accounts Receivable as well as firm -wide billing. • Ensure all trust accounts are in compliance with Florida's trust account guidelines. • Simultaneously complete timeshare funding as well as firm -wide incoming and outgoing wires. 20 YEARS OF EXPERIENCE Areas of Expertise GIS Programming ESRI Enterprise Geodatabase and Services GNSS Survey Grade Data Collection ArcGIS Pro / ArcMap Operation and Support ArcGIS Server and AGOL Administration Training/Certification GISP - URISA Education Florida State University Master of Science, Geography, 2004 Louisiana State University Bachelor of Science, Geography, 1999 Casey Ogden GIS Specialist EXPERIENCE SUMMARY Mr. Casey Ogden has more than 20 years of experience in Geographic Information Systems (GIS), with experience with the ESRI suite of products. He holds a Master's degree from the Florida State University with a Certificate of Emergency Management, as well as, a Bachelor's Degree from Louisiana State University in the field of Geography. As the geospatial applications manager, Mr. Ogden manages a team of five GIS personnel and is responsible for developing GIS applications that are efficient, accurate, and cutting edge. RELEVANT TETRA TECH EXPERIENCE GIS Applications Manager (September 2022 — Present) Hurricane Ian Response I Multiple Jurisdictions Making landfall as a large category4 storm, Hurricane Ian left devastating effects across the state of Florida. Mr. Ogden serves as a GIS Applications Manager and has authored web applications using ESRI's web app builder and dashboard platforms to depict live debris pick-up locations and incident reporting. Of these, custom dashboards were created per client specification to meet the public needs both internally and externally. PREVIOUS EMPLOYERS GIS Applications Manager (July 2022 — Present Ashbritt I USACE Mr. Ogden has initiated a Smartsheet/web application integration for real-time property status updates. Additionally, he has introduced site assessment and tree tag mapping automation techniques. GIS Applications Manager (April 2022 — Present) CA, Office of Emergency Services Mr. Ogden has produced a toolset for boundary maps that aid in wildfire management for the Office of Emergency Services in California. This includes functions that calculate tree hazard status, provide buffer analysis, and generate parcel boundary maps. GIS Applications Manager (April 2022 — August 2022) Harris County Mr. Ogden is responsible for automating day/night noise level reporting to include measurements to nearest roadways, railroads, airports, and managing map book production for debris zone map books. GIS Developer (June 2021—May 2022) NASA (Genex Systems) Mr. Ogden created an ArcGIS web app builder site that links data submitted for personnel to the reserved parking dataset by applying immediate calculation attribute rules developed using Arcade expressions in ArcGIS Pro. This application also incorporates validation attribute rules and smart editor rules to restrict editing capability and manage data content. This JSC Parking Application includes an editor, security viewer and viewer site, and replaces the existing parking management system. Resume Casey Ogden, GIS Specialist Assistant CTO and GIS Team Lead (Jan 2017—May 2017) Mr. Ogden automated Coastal Risk Rapid Assessment / Risk Footprint reports by utilizing ArcGIS Modelbuilder and Python scripts, turning a 3-hour process into a 1 minute runtime, and allowing the user the ability to enter an address and receive a comprehensive flood report for any address in the United States. Established various property specific tools that determine flood vulnerability by analyzing Parcels, Light Detection and Ranging (LIDAR), Tidal Gauges, Flood Zones (NFHL), and Storm Surge models (SLOSH). Product outputs include graphs, tables, and maps in a variety of formats, csv, excel, pdf, and images. GIS Manager (Nov 2015—Sept 2016) NAVY, NRJ (Capstone Corporation) Mr. Ogden assisted Navy Region Japan's Emergency Management Division by maintaining the'One Clear Picture' GIS web application. Duties included providing training to military personnel on techniques to broadcast Emergency Incidents to the region and establishing links/feeds from Disaster Monitoring Agencies. GIS Specialist (Oct 2014—Oct 2015) NOAA, (Cyberdata Technologies) Mr. Ogden created and fully automated GIS tools that parse ASCII files to display Tropical Cyclone Rainfall and Hurricane Best Track operational products. The mapping product that he developed, and is now in production, is the Arrival of Tropical Storm Force Winds. GIS/Mobile Data Collection Manager (August 2012—June 2014) Cablevision Systems As GIS lead, Mr. Ogden managed contracts related to LIDAR and high -resolution aerial imagery in South Florida, Los Angeles, and New York. With this technology, he performed Equivalent Power Flux Density (EPFD) analysis of potential service towers and directed site survey efforts to determine possible interference with alternative Direct Broadcast Satellite (DBS) providers. Additionally, he was responsible for identifying serviceable homes based on line of sight/diffraction analysis and parcel/tax roll databases, which were the drivers for site selection, sales territory development and the mapping application utilized by door- to-door sales team. He also developed process to automate publishing of ArcGIS Server web services to report Wi-Fi antenna performance changes, as well as co -developed Wi-Fi coverage prediction tool to measure dB loss from access point to potential customer residences. 24 YEARS OF EXPERIENCE Areas of Expertise Operations Management Call Center Operations Performance Management Team Building Talent Acquisition &Training Call Script Development Quality Assurance Account Management Financial Analysis Fluent in Spanish Key Training/Certifications US Army —Telecommunications Call Center Operator; Military Police Education Associate of Art in Language Studies, City Colleges of Chicago James Walker Santiago Call Center Manager EXPERIENCE SUMMARY Mr. Walker Santiago is an expert in call center operations management with over 24 years of experience. Previously, Mr. Walker Santiago oversaw call center operations of numerous organizations. He is skilled at optimizing procedures to decrease call times, increase retention of representative talent, and maintain a large volume of incoming calls. Mr. Walker Santiago joined Tetra Tech in August of 2021 to assist in the development and management of call centers for various clients for the Emergency Rental Assistance (ERA) program. ERA programs aim to make funding available to households unable to cover rent expenses due to the COVID-19 pandemic. These call centers have been a vital part of program communication with tenants and property owners to ensure government funds are disbursed to eligible households. RELEVANT TETRA TECH EXPERIENCE Call Center Manager (August 2021 — Present) Various Clients I Emergency Rental Assistance Program Mr. Walker Santiago served as manager for call centers across various Tetra Tech client ERA programs. He led customer service representatives to better perform and improve the overall quality of service. Mr. Walker Santiago established objectives to provide representatives with opportunities to expand their knowledge of their assigned client's ERA services. He created call center reports to analyze data to be used to further improve team performance and troubleshoot issues. Mr. Walker Santiago oversaw call center operations for the following clients: • Greenville County, SC • Forsyth County and City of Winston-Salem, NC • Leon County, FL • Broward County, FL • Pinellas County & City of St. Petersburg, FL • City of Orlando, FL • Mobile County, AL • Richland County, SC • Charleston County, SC PREVIOUS EMPLOYERS Customer Experience Specialist (January 2020 — September 2020) Sumter County Board of County Commissioners (BOCC) I Sumter County, FL Mr. Walker Santiago provided an elevated customer experience for a high -volume government call center. He maintained exceptional quality assurance standards while handling calls to the Sumter County BOCC. Mr. Walker Santiago assisted citizens by answering inquires and resolved issues and complaints by following up with and deescalating situations. Director of Call Center Operations (October 2019 — December 2019) Nexus Services Inc. I Verona, VA Mr. Walker Santiago managed the operations of a call center for an immigration assistance company with the goal of reducing overcrowding in jails. Mr. Walker Resume James Walker Santiago, Call Center Manager Santiago oversaw the facilitation of the call monitoring process and developed key performance indicators and corporate social responsibility policies. He coached his team to ensure adherence to policy, managed scheduling, and organized shift bidding. Operations Tech Manager (April 2019 — August 2019) TRANSFORMCO I Orlando, FL Mr. Walker Santiago managed a team of 23 technicians in the Ocala and Gainesville regions. He coordinated the daily workflow between his technician team and the dispatch center. He mentored all technicians to better upsell products to customers and sell warranty packages for all electronics within the customers' homes. Mr. Walker Santiago also handled all service call escalations and resolved customer issues and complaints. Operations Manager (May 2013 — November 2018) Faneuil Incorporated I Orlando, FL Mr. Walker Santiago governed call center operations for an outsourcer with multiple government and private sector contracts. This call center received upwards of 500,000 calls yearly. Mr. Walker Santiago was responsible for a $17 million budget covering the forecasting and profit & loss statements across 8 different programs. He handled employee relations, significantly improving retention through the enforcement of company policies and procedures. During his time in this role, Mr. Walker Santiago recruited over 1,500 inspectors and nearly 500 translators to aid government contractors after Hurricane Maria in Puerto Rico. He coordinated with the senior vice president to set business goals and communicated with senior leadership to report competitive activity and business reviews. Program Manager (June 2009 — January 2012) MEDMIDIA USA I Yardley, PA As program manager, Mr. Walker Santiago oversaw the daily operations of a high -volume call center for a pharmaceutical marketing solutions provider. This call center received over 100,000 calls per year. He hired, trained, and managed a team of 20 bilingual customer service representatives. Mr. Walker Santiago developed a plan to evaluate and retain the customer service skills of his representatives. He authored workflows, call scripts, and tests. Mr. Walker Santiago interacted with clients and partnered with client services to support development and user acceptance testing of Seibel systems. Operations Manager (May 1999 — June 2009) ICT Group Inc. I Philadelphia, PA Mr. Walker Santiago spearheaded call center operations for a multinational outsourcing company across 15 major pharmaceutical clients. He recruited, trained, and managed a team of over 350 customer service representatives. Mr. Walker Santiago evaluated the performance of 5 direct reports for each client. His training and partnership with workforce management significantly reduced staff turnover. The incentive program Mr. Walker Santiago created led to sustained high performance standards. For new clients, Mr. Walker Santiago would map out workflows and translate scripts from English into Spanish. He continually recommended process improvements upon analysis of employee and customer feedback. Mr. Walker Santiago successfully reduced Average Handling Time (AHT) from 7.5 minutes to 4.5 minutes within 3 months. He also developed and implemented a first -contact call center for a major pharmaceutical emergency product recall. 4 YEARS OF EXPERIENCE 1 O+ DISASTERS Areas of Expertise Project Coordination Project Setup Organization QA/QC Scheduling and Dispatch Debris Monitoring Health and Safety Key Training/Certifications 40 Hour HAZWOPER IS-00700.b I S-00200.c IS-00100.c Education High School Diploma Shelia Jenkins Project Coordinator EXPERIENCE SUMMARY Shelia Jenkins brings valuable experience to debris recovery efforts, with a diverse range of roles in project coordination, field accounting and administration, disposal site monitoring, and field debris monitoring. As a Project Coordinator, Shelia has been instrumental in ensuring the smooth operation and organization of projects, handling essential documentation, and facilitating communication between field staff and Tetra Tech's payroll and HR departments. She has successfully managed the onboarding process for field monitors, processed 19 forms, conducted training, and monitored the field timekeeping system in Tetra Tech's response to hurricanes, wildfires, Tornados, and winter storms/ flooding. Shelia also has extensive field debris monitoring experience. Her role as a Disposal Site Monitor involved meticulous documentation of measurements, cubic yardage, and load tickets. As a Field Debris Monitor, Shelia effectively oversaw the removal of hazardous material, ensuring proper debris collection and documenting load tickets, while prioritizing contractor safety and promptly reporting any damage. Shelia's expertise and dedication make her a valuable asset in debris recovery operations. RELEVANT TETRA TECH EXPERIENCE Project Coordinator As a Project Coordinator, Shelia is an essential member of the project management team whose primary responsibility is to ensure the smooth operation and organization of the project and its documentation. Collaborating closely with the Project Manager, Ms. Jenkins plays a crucial role in distributing necessary information between field staff and Tetra Tech's payroll and HR departments. In this role, she is also responsible for the onboarding of field monitors, 19 processing, training, and monitoring of Tetra Tech's field time keeping system. • Hurricane Laura: Acadia Parish, City of Alexandria, Calcasieu Parish, Vermillion Parish • Hurricane Delta: City of Youngsville, LA • Hurricane Zeta: Wilcox County, AL • Hurricane Nicholas: Angleton, City of Brazoria, TX • Hurricane Ida: City of Central, City of Covington, Hunterdon County, Iberville Parish, St. James Parish, Lutcher, Gramercy, LA • VDOT: Culpeper, Fredericksburg, Petersburg, Richmond, South Hill • Hurricane Ian: Collier County, FL • Hurricane Ian FDEP: Delnore Wiggins Pass State Park, Koresan State Park • East Palestine Norfolk Train Derailment Office Accounting and Administrative Staff Ms. Jenkins served as a part of Tetra Tech's office accounting and administrative staff in response to wildfires in Northern California. She was responsible for processing the time logs of all Tetra Tech and subcontractor employees, coordinating with payroll and HR, and ensuring adherence to State labor laws. 0 CalRecycle 2021 Fires Resume Shelia Jenkins, Project Coordinator Disposal Site Monitor As a Disposal Site Monitor, Ms. Jenkin's daily tasks involved documenting measurements and computations, completing recordkeeping of contract haulers' cubic yardage, and documenting load tickets before permitting trucks to proceed to the tipping area. The role also includes performing DOT vehicle certification of qualified participants and documenting various logs and additional documentation received from the jobsite. Additionally, documenting the truck hauling compartment condition using digital photographs is required. • Metro Nashville and Davidson County, TN • Hurricane Laura- Calcasieu Parish and City of DeQuincy, LA • Hurricane Laura- Orange County, TX Field Debris Monitor As a field Debris Monitor, Ms. Jenkins was responsible for monitoring and documenting the removal of hazardous material, ensuring that only eligible debris is collected for loading and hauling. This includes recording information for load tickets, monitoring contractor safety, and reporting any damage resulting in the removal of debris. • Hurricane Laura- City of Alexandria, LA • Hurricane Zeta- City of Diamondhead and Hancock County, MS • Metro Nashville and Davidson County, TN • Hurricane Sally- City of Pensacola, FL • Hurricane Ida- Somerset County, NJ • VDOT (Culpeper and Fredericksburg, VA) Professional Certifications, Training, and Licensing Tetra Tech remains abreast of the latest guidance, issues being debated, and current best practices through participation in expert groups, attendance in training and conference sessions, and working with national experts in disaster recovery operations, emergency management, national security, information technology, public health, transportation, and critical infrastructure protection. Our proposed team possesses key certifications that help them provide quality technical services and have attended numerous training courses related to debris operations and emergency management. Some of these include: • Occupational Safety and Health Administration • IS-230: Fundamentals of Emergency Management (OSHA) Disaster Site Worker Course • IS-547: Introduction to Continuity of Operations • OSHA 10-Hour Construction Safety Certification (COOP) • OSHA 40-Hour HAZWOPER Certification • IS-631: Public Assistance Operations I • G-202: Debris Management • IS-632: Introduction to Debris Operations • IS 100: Introduction to Incident Command System • IS-634: Introduction to FEMA's Public Assistance • IS-120: Introduction to Exercises Program • IS 191: ICS/EOC Interface • IS-700: National Incident Management System • IS-200: Basic Incident Command • IS-800: National Response Program • IS 242: Effective Communication • ICS 300: Intermediate ICS for Expanding Incidents • IS-288: Local Volunteer and Donations Management • Intermediate Workzone Traffic Control (FDOT) Additionally, all collection and disposal monitors and field supervisors must attend a debris monitoring training session prior to working. In addition, our environmental health and safety training program helps our business operate in a manner that protects the health and safety of our employees, customers, business partners, community neighbors, and the environment. Our field teams attend daily safety sessions with field employees to discuss potential hazards and review safe work practices. •II' MEET OUR PROJECT MANAGER Ralph Nataie "I have been very fortunate to serve the Florida solid waste and public works industry for over 30 years. During this time, I served as Principal in Charge or Project Manager on many of the largest disaster activations in the United States. From my experience, I have a deep appreciation of the challenging scope and complexity of a major disaster impacting communities in Collier County. It will require a refined process, organization, and a steady hand that I am uniquely prepared for." RALPH NATALE Exaerience Hiahliahts Hurricane Ian (2022-Current) State of California Dixie Fire Response (2021- current) Hurricane Ida (2021 - current) Hurricane Laura (2021- current) State of California Camp Fire Response (2018- 2020) Hurricane Michael local and USACE response (2018-2019) NorCal Wildfires (2017-2018) Hurricane Harvey (2017-2018) Hurricane Ike, Severe Droughts, Floods (June 2009—Present) Winter Storms, State of Connecticut (August 2010—Present) Identify any proposed subcontractors to accomplish the work. Include the name of the individuals) to be assigned, and an overview of their experience and qualifications related to debris monitoring and disaster planning services Tetra Tech seeks opportunities to work with small, women -owned, minority -owned, and disadvantaged business enterprises (DBE) where specific and individual capabilities complement our own for the benefit of the successful completion of a project. While Tetra Tech is a large, multi -national firm with sufficient resources to complete most any project, we are committed to upholding the requirements for contracting with local businesses and small, minority -owned, and/or women - owned businesses included within 2 CFR 200.321 and within the County's RFP. As evidence of the Tetra Tech Disaster Recovery division's commitment to local and minority participation in our projects, in February 2019, Tetra Tech received the City of Houston Goods and Services Prime Contractor of the Year Award at the 6th Annual Champions of Diversity Awards Ceremony. Tetra Tech is honored to be selected for such award, and it demonstrates our commitment to work with minority, women, small, and disadvantaged business enterprises. Most recently, Tetra Tech Tetra Tech received the 2022 Dwight D. Eisenhower Award for Excellence in the Services Tetra Tech receiving the City of Houston Goods and Services Prime Contractor of the Year Award at the 6` Annual Champions of Diversity Awards Ceremony. Category for our effective small business subcontracting programs. The award recognizes large U.S. prime contractors that have excelled with their small business subcontracting programs by creating optimal opportunities for use of small businesses in all socioeconomic categories. The award was presented during the U.S. Small Business Administration's (SBA) National Small Business Week's virtual award ceremony on May 5, 2022. Tetra Tech does not discriminate on the basis of social and economic disadvantage, race, color, sex, gender, disability, or national origin. While Tetra Tech would certainly be open and willing to discuss with the County or participating entities any local or minority firms that they would like to see involved in a project or recovery effort, given the anticipated scope of work and Tetra Tech's capabilities, Tetra Tech does not anticipate the solicitation of subcontractors for this project. Scan the QR code to the right or click here to view Tetra Tech's 2020 More Business for Your Business webinar for the Harris County and Houston, Texas area. �rl � #' . ' E,R .�• Describe any significant or unique accomplishments or recognition received by Proposer or its subcontractors in previous similarservices. Industry Leading Awards Tetra Tech was founded as a civil engineering firm by four technical specialists and has based itself in Pasadena, California since 1966. Its select group of technical experts provided engineering services for waterways, harbors, and coastal areas. During these first decades, Tetra Tech completed projects that had global significance, from a groundbreaking tsunami wave study for the Atomic Energy Commission to master planning and designing coastal protection measures for Egypt's Nile River Delta. During the 1980s, Tetra Tech met the expanding need for environmental remediation, which involved groundwater modeling, landfill closing, and restoring contaminated military and manufacturing facilities and sites. The firm completed highly visible projects on behalf of the Department of Defense, the Environmental Protection Agency, and other federal agencies, all of which launched the company to its place among the leading environmental and engineering firms in the United States. Tetra Tech was incorporated in Delaware on February 4, 1988, and authorized to do business in California on March 21, 1988. In December 1991, Tetra Tech became a publicly traded enterprise. Since its initial public offering, the company has grown substantially, expanding its markets, services, and clientele through internal growth and strategic acquisitions. Today, Tetra Tech is a global leader in providing engineering and technical services. The company is acknowledged for its cutting -edge expertise in sophisticated environmental analysis, modeling, and design and for delivering this expertise effectively across an entire project life cycle. Engineering News -Record (ENR) is the engineering industry's leading magazine providing industry -wide rankings on a wide range of services. Clients recognize ENR's rankings as a benchmark for a firm's standing in a service area. They are based on revenue and often are interpreted as reflecting a firm's market share in that service area. These rankings also provide a differentiator when describing Tetra Tech's impact in a specific area. For example, Tetra Tech has been ranked #1 in Water for 20 consecutive years. N TETRA TEC14 Tetra Tech ENR Rankings ENR Engineenng News -Record ENVIRONMENTAL RANKINGS 1 Water Treatment/Supply 2 Environmental Science 2 Solid Waste 6 Engineering/Design DESIGN RANKINGS 1 Treatment/Desalination 2 Dams&Reservoirs 2 Wind Power 8 General Building Environmental Firms in International Markets 12 Global Design Firms Source: Engineering News -Record issues: 7 f25J22, 8/8/22, 9/19/22, and 5(1/23 Leadership Recognition within the Community Battles are won by great leadership and the support of a great organization. At Tetra Tech, we feel strongly that we have both of these required credentials. Unlike other firms, we have the executive leadership that stood side -by -side with the County's executive team and public works department following Hurricanes Irma and Ian. Our project leadership team has the support of a 27,000 employee strong publicly -traded organization with significant financial assets. Our project team, led by Project Manager Ralph Natale, has a great vision for the recovery of Collier County following a disaster event because we have witnessed it firsthand. Our leadership can communicate what it takes for a community to recover from disasters, recover from blight, recover financially, and flourish. We understand the level of effort and the fight that is involved — from Austin, TX to Washington, DC — and we are prepared to stand shoulder to shoulder with the County again like we did in the wake of Hurricane Ian. Tetra Tech has the executive leadership, local program management capabilities, technological capabilities, and extensive financial resources to ensure that Collier County is always prepared and ready to respond to the next disaster event that may impact the County. The Tetra Tech team includes national experts in disaster recovery and federal grant program management. Our experts have been invited to share their knowledge as subject matter experts for some of the industry's most dynamic events and audiences, including: • National Hurricane Conference • Florida Governors Hurricane Conference • National Emergency Management Association (NEMA) Annual Conference • National Hazardous Materials Management Association Annual Conference • Solid Waste Association of North America Annual Conference (WasteCon) • Maryland Emergency Management Association Conference • Government Finance Officers Association Conference • Texas Homeland Security Conference • North Carolina Emergency Management Conference • National Forum for Black Public Administrators Conference We bring this industry involvement and leadership to our partnership with the County as we endeavor to make the County's disaster debris removal program a best -in -class case study of success. What do our clients say? Efficiency and Agility 'Tetra Tech's experienced project management and efficient working relationship with the City's hauler firm made it possible to accommodate the fluctuating needs for staffing and resources. As such, the City of Alexandria was one of the first municipalities of its size to complete debris removal operations following Hurricane Laura. Based on Tetra Tech's efficiency and agility, they have my recommendation for disaster debris services." -Darren Green, City of Alexandria, Louisiana Speed, Accuracy, and Transparency "We are very thankful for the transparency into project operations and the speed and accuracy of the progress reports provided to help the Parish maintain abreast of the project's progress. Tetra Tech's real-time reporting and geoportal capabilities were integral in keeping us informed. Tetra Tech staff were attentive and responsive to our inquiries and displayed a high-level of professionalism. Throughout the project, it was evident that your team had the experience and expertise needed to successfully complete our debris management program and assist with FEMA reimbursement." -Huey Bryan Borill, Acadia Parish Police Jury, Louisiana Professionalism Matched by None 'Tetra Tech was quickly onsite and ready to move into action with a professionalism matched by none. Tetra Tech's management team worked hand in hand with our contractors, county crews and county staff to ensure that all FEMA compliance requirements were held to exemplary status, paying special attention to details, and the unique needs of our county and our citizens. Your entire team demonstrated outstanding skills for disaster recovery management, and I will attest to their superior management skills and team work. Tetra Tech's diligence, initiative, and assertiveness with all contractors, FEMA, and our own staff contributed to the success of our hazardous tree removal program." -Clara Beckett, Bastrop County, Texas Untiring Efforts and Expertise 'The initial contact and support provided by your entire team was outstanding... Immediately upon their arrival, they integrated with our County task force, which was comprised of Emergency Manager and Public Works Division personnel, and constantly provided essential guidance. The support you provided in terms of FEMA requirement interpretation, and overall project management was always reassuring to our task force. Most importantly, the Tetra Tech team worked extremely well with our debris collection contractor — CERES, and our FEMA mission assigned USACE representatives ... The Tetra Tech teams' untiring efforts and expertise are most likely one of the reasons the county successfully completed the 45-day emergency debris removal operation — on time and in budget." -John Agan, Hamilton County, Tennessee �L N TETRA TECH The County requests that the vendor submits no fewer than three (3) and no more than ten (/0) completed reference forms from clients during a period ofthe lastSyears whose projects are ofa similar nature to this solicitation as a part of their proposal. Provide information on the projects completed by the Proposer that best represent projects ofsimilar size, scope and complexity of this project using form provided in Form S. Proposers may include two (2) additional pages for each project to illustrate aspects of the completed project that provides the information to assess the experience of the Proposer on relevant project work. In accordance with the County's specifications above, Tetra Tech has provided the following projects as a representative sample of our experience and accomplishments in performing services that are similar in scope, complexity, and magnitude to the County within the past 5 years. The completed reference forms and their respective project descriptions have been provided on the following pages. 1 iI yy" • T., r 61L J 4 Polk County z 'r _ r Polk County's location near the center of Florida put its residents directly in the path of CLIENT Hurricane Ian. As Ian crossed the state, bringing heavy rain and high winds, our management team was available to the County both prior to and immediately following the hurricane. Tetra Polk County, Florida Tech aided the County in opening seven debris management sites (DMS) and two citizen drop-off sites. The DMS sites were strategically picked throughout the county to allow for DURATION shorter windshield time for the debris hauling trucks to make for a more efficient right-of-way (ROW) program. Ian: October 2022 —February 2023 Tetra Tech provided and monitored a call center for the County, where hundreds of residents Irma: September 2017- called in daily with complaints and to make the County aware of their debris pickup needs. September 2018 This allowed the County to focus on more critical needs. In addition to the certifying and monitoring of ROW clean-up of over 50 tandem hauling units at the height of the project, PROJECT SIZE Tetra Tech also monitored the leaners and hangers program for the County; a total of 16,396 Ian: 1,107,000 CYs hazardous limbs and trees were cut throughout the County's public ROW. Tetra Tech also coordinated with the County all right -of -entry forms as well as gate codes to allow the Irma:2,270,031 CYs contractor access to pick up the debris within the many gated neighborhoods throughout both the municipalities and the County. In total, Tetra Tech monitored the removal of over 1.1 COST million cubic yards of debris from both the unincorporated County and municipalities. Ian: $2,950,997 In 2017, Hurricane Irma caused significant destruction with nearly 20,000 homes and Irma: $6,190,877 businesses suffering structural damage and many more without power. REFERENCE The County activated Tetra Tech under a pre -positioned contract to conduct disaster debris monitoring services. Once again, our staff was available to the County both prior to and Michael Teate, Roads and immediately after the storm passed, whereupon a dedicated team began the hiring and ramp- Drainage Maintenance up process. At peak operations, 153 debris local personnel were hired to monitor the debris Manager removal process throughout the County. Along with the 2,000,000+ yards of debris 300 Sheffield Road monitored by Tetra Tech, our team also monitored the eligible removal of over 30,000 Winter Haven, FL 33880 dangerous hanging limbs and leaning trees. The comprehensive services performed by (863) 581-0541 (mobile) Tetra Tech include right-of-way debris removal; processing, site management and haul -out; private road and gated community debris removal; and leaner, hanger and stump removal. (863) 535-2200 (office) In addition, Tetra Tech was instrumental in coordinating and separating the debris removal from both public and private roads in 15 County municipalities as well as the management of 13 temporary disposal locations. Our team worked with County officials to segregate cost allocations to these 15 municipalities. Collier County Co ie-r County Procurement Services Division Form 4 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: ' Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) Name: Michael Teate (Evaluator completing reference questionnaire) Email: michaelteate@polk-county.netFAx: Solicitation 23-8124 Company: Polk County Roads and Drainage (Evaluator's Company completing reference) 863-535-2200 x 2234 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Project Budget: Hurricane Ian $20 million Completion Date: February 28, 2023 Project Number of Days: 150 Days Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 4/27/2023 9:04 PM p. 87 Every year, California experiences devastating wildfires that claim lives, destroy property, and harm the environment. The Camp Wildfire of November 2018 damaged or destroyed more than 18,000 structures and scorched more than 153,000 acres of land in Butte County, making it the most destructive wildfire in California's history, as well as the world's costliest natural disaster in 2018. CalRecycle retained Tetra Tech to provide certified arborists to assess hazardous trees that presented access issues on properties, as well as administrative and technical support services for disaster debris and hazardous tree removal throughout Butte County. Tetra Tech performed debris management services and environmental monitoring operations on behalf of CalRecycle for both private and commercial burned parcels. The hazardous material of concerns included asbestos, lead, polychlorinated biphenyls, mercury, and, in some cases, radiation. Tetra Tech provided this support within Incident Command System roles, including command, operations, and planning. Our team coordinated waste streams and appropriate landfill disposals; conducted hazardous materials assessments; monitored demolition, structural ash, and debris removal contractors; managed data; performed real-time air monitoring; and collected soil confirmation samples from cleaned properties to ensure safe transfer back to their respective owners. This complex, multifaceted project required Tetra Tech to continuously assess a myriad of logistical, regulatory, and technical challenges and develop solutions for CalRecycle to quickly restore property ownership to the residents of Butte County. For the Camp Fire, Tetra Tech streamlined environmental and debris management activities, focusing on exact work products to rapidly deliver timely and accurate project information through an integrated and reliable information management system. This entailed the use of Tetra Tech's proprietary automated debris management system, RecoveryTracr to provide real-time financial tracking to all stakeholders. CLIENT CalRecycle/CalOES in Butte County, California DURATION January 2019 — Ongoing PROJECT HIGHLIGHTS Debris removal on over 12,700 properties Manage costs and progress of 12,700 fire damaged properties Tracked 175,000 environmental samples COST $225,000,000 (estimated) REFERENCE Stephen Eto, North Branch, Debris Group Supervisor 1001 1 Street, P.O. Box 4025 Sacramento, CA 95812 (916) 341-6132 Ourteam utilized in-house subject matter experts who worked directly with CalRecycle stephen.eto@calrecycle.ca.gov and local officials and functioned as an extension of CalRecycle Operations, dealing with homeowner issues and complex debris removal operations. Our team also used drones to capture difficult -to -collect information for debris operations on steep hillsides and assist in quickly locating debris over large areas during the site assessment phase. Additionally, given that thousands of residents had been displaced and hotels in the area were at maximum capacity, Tetra Tech established and maintained a base camp area to house 300 field personnel. While cleanup of burned properties was at the forefront of the Camp Fire Incident, Tetra Tech utilized sound environmental science and data innovation to complete multiple tasks on behalf of CalRecycle. This work included rigorous health, safety, and environmental assessments, both for workers on site and for the surrounding community; real-time data collection; evaluation of public health effects and impacts; and proper site and waste management to confirm that structural ash and debris were properly inspected and disposed. Collier County Co ie-r County Procurement Services Division Form 4 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: ' Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) Name: Stephen Eto (Evaluator completing reference questionnaire) Email: Stephen.eto@cal recycle. ca.gov FAX: Company: CalRecycle (Evaluator's Company completing reference) Solicitation 23-8124 (916) 693-7429 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: DRR21048, A&M for 2021 Fires Completion Date: Project Budget: $115,900,000 Oct 2023 Project Number of Days: 762 days, 25 months Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 9 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 99 As Contract Manager, I was able to rely on Tetra Tech to respond to additions in scope and complexity for the project. They were able to respond to added contractors to monitor, management of tribal cultural monitoring and biological nesting bird surveys. 4/27/2023 9:04 PM p. 87 Harris County, Texas, (County) located along the Texas Gulf Coast, is one of the four largest counties in the United States and the largest to have been hit by a hurricane. In fact, over the past 15 years, the County has been affected by three hurricanes: Ike in 2008, Harvey in 2017, and Nicholas in 2021. Following each of those incidents, Tetra Tech responded by providing truck certification, debris monitoring, and financial recovery services to enable the County to recover from each of those disasters. Hurricane Nicholas On September 14, 2021, Hurricane Nicholas made landfall in Matagorda County as a Category 1 hurricane. It weakened and became a tropical storm as it approached Harris County. While not as damaging as Hurricanes Ike and Harvey, the tropical force winds of what then became Tropical Storm Nicholas damaged some structures and knocked down trees and power lines. Tetra Tech coordinated with County debris haulers to document the removal of 5,999 cubic yards of debris. Hurricane Harvey On August 25, 2017, Hurricane Harvey made landfall as a Category 4 hurricane near Port Aransas, Texas. The behemoth storm then slowed to a crawl as it moved back into the Gulf of Mexico and dumped over 50 inches of rain in Harris County and other jurisdictions in Southeast Texas, resulting in historic flooding. The County again reached out to Tetra Tech for assistance. Tetra Tech worked with the County to provide debris monitoring services, program management, and reimbursement assistance in the removal of over 1,200,000 cubic yards of flood -related debris. Tetra Tech also provided the County with support on the implementation of FEMA directives on private property and commercial debris removal. Tetra Tech also assisted the County in the development of an after -action report to capture the lessons learned from the response efforts. Hurricane Ike On the evening of September 12, 2008, Hurricane Ike made landfall in Texas leaving in its wake massive amounts of debris from high winds, inland flooding, and storm surge. Our team assisted Harris County with the monitoring and cost reimbursement for the removal of over 2.5 million yards of debris from the public right-of-way in response to Hurricane Ike. CLIENT Harris County, Texas DURATION Hurricane Nicholas: September 2021 — November 2021 Hurricane Harvey: September 2017 — February 2018 Hurricane Ike: September 2008 — March 2009 PROJECT SIZE Hurricane Nicholas: 5,999 CYs Hurricane Harvey: 1,211,023 CYs Hurricane Ike: More than 2,500,000 CYs COST Hurricane Nicholas: $40,707 Hurricane Harvey: $3,700,000 Hurricane Ike: $17,497,835 REFERENCE Austin Appleton, Manager, Emergency Management and Disaster Recovery 1111 Fannin, 11th Floor, Houston Texas, 77002 As part of the recovery effort, our team also assisted the County with the monitoring (713) 274-3611 of the removal of over 60,000 dangerous limbs and leaning trees from the austin.appleton@harriscountytx.gov unincorporated areas of the County. Our team managed 13 temporary debris sites as well as 7 public debris drop-off sites located throughout the unincorporated County. Our team also provided FEMA reimbursement assistance associated with all categories of FEMA financial grant assistance (Categories A-G) associated with the County Facilities and Property Maintenance Department of over 75 individual properties County -wide. Collier County Co ie-r County Procurement Services Division Form 4 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: ' Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) Name: (Evaluator completing reference questionnaire) Email: FAX: Company: (Evaluator's Company completing reference) Solicitation 23-8124 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Project Budget: Completion Date: Project Number of Days: Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work. 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 Overall comfort level with hiring the company in the future (customer satisfaction). TOTAL SCORE OF ALL ITEMS 4/27/2023 9:04 PM p. 87 i ti '•i T • i k 4- Hurricanes Ian and Nicole: Hurricane Ian, one of the strongest hurricanes to strike Florida, hit Volusia County in 2022. During the cleanup efforts for Hurricane Ian, Hurricane Nicole swept through Florida as a late -season storm. Tetra Tech assisted the County in debris removal from right of way, hazardous trees, beaches, and from gated communities during the recovery effort. Tetra Tech monitored more than 500,000 cubic yards (CYs) of debris with both the Ian and Nicole cleanup efforts. Hurricane Matthew: In 2016, Hurricane Matthew skimmed Florida's eastern coastline as a Category 3 and 2 storm. The storm left the County with downed powerlines, toppled trees, and flooded homes. Our team was available to the County prior to landfall and in the immediate aftermath of Hurricane Matthew. Tetra Tech was a crucial part of the operations planning team, providing consulting in the Emergency Operations Center while initial operations were unfolding and helping with special tasks like securing temporary debris sites permits and compiling the documentation to request FEMA approval of debris collection on private roads. In total, our team monitored 1,058,962 CYs of debris. Additionally, our team of grant management specialists assisted in administering FEMA federal grant funding services and grant administration. Groundhog Day Tornadoes: In 2007, our firm was retained by Volusia County to assist with monitoring cleanup efforts following the Groundhog Day tornadoes that swept through Central Florida during the early morning hours of February 2, 2007, leaving 20 people dead and many others injured and without homes. Our team monitored the collection and disposal of approximately 135,000 CYs of debris and provided program management services to monitor and document data used to secure reimbursement from FEMA. CLIENT Volusia County DURATION Ian and Nicole: October 2022 - present Matthew: October 2016 — February 2017 Tornadoes: February 2007 — April 2007 PROJECT SIZE Ian and Nicole: 539,066 CYs Matthew: 1,058,962 CYs Tornado: 136,411 CYs COST Ian and Nicole: $1,401,098 Matthew: $1,967,757 Tornado: $531,477 REFERENCE Arden Fontaine, Activity Project Manager 123 W Indiana Avenue, Room 402 Deland, FL 32720 Office: 386-736-5965 x15621 afontaine@volusia.org "', Collier County Co ier COUVIty Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. Solicitation 23-8124 (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) % -L.: h Name: A � J e.r f Company: � (Evaluator completing reference questionnaire) (Evaluator's Company completing reference) Email: a CQ-" ' e L ua ; ". 0-5 FAX: Telephone:C5 j5G) -7 3 � -SST 6 ►' Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the /item or form will be scored "0." Project Description: Completion Date: Project Budget: A/ f /. S" ivy Project Number of Days: boo -.4Fee Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). / v 2 Ability to maintain project schedule (complete on -time or early). q 3 Quality of work. `U 4 Quality of consultative advice provided on the project. l% 5 Professionalism and ability to manage personnel. /v 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) / O 7 Ability to verbally communicate and document information clearly and succinctly. / o 8 Abiltity to manage risks and unexpected project circumstances. 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. r V 10 Overall comfort level with hiring the company in the future (customer satisfaction). / TOTAL SCORE OF ALL ITEMS 99 4/27/2023 9:04 PM p. 87 Evaluation Criteria No.3: Capacity ofThe Firm Indicate the number of contracts the contractor currently has with other entities for the provision of Disaster Planning Services and or Disaster Monitoring Services. Hurricane Ian was a devastating Category 4 hurricane that made landfall in Southwest Florida on September 28, 2022. A destructive storm surge was pushed inland in coastal areas like Collier County, Fort Myers & Punta Gorda, while high winds and extreme rainfall caused catastrophic damage and flooding across Florida's interior. It is estimated that Hurricane Ian caused more than $50 - $90 billion in damages in Florida. Due to the devastating impacts from Hurricane Ian, Tetra Tech performed debris monitoring services for 38 clients in Florida, including Collier County. We successfully mobilized 1,300 staff in more than 5 days and monitored the removal of 16.7 million cubic yards of debris across the state. At Tetra Tech, our ability to serve our clients begins and ends with our seasoned disaster recovery professionals. Our team consists of experienced emergency managers, disaster preparedness specialists, engineers, surveyors, and hazardous waste technicians who possess hands-on experience in recent disasters and emergencies as well as prevention, mitigation, preparedness, response, and recovery programs. Tetra Tech's disaster recovery professionals have managed projects in response to hurricanes, floods, tornadoes, fires, ice storms, and straight-line wind events in 20 states with simultaneous activations in nine (9) states. This has included large-scale debris monitoring involving a minimum of 1 million cubic yards (Cl) of debris for over 30 government entities. Tetra Tech currently has thirteen (13) standby contracts for Disaster Monitoring/Planning Services with entities within 100 miles of Collier County, FL. Should the County require additional information, Tetra Tech can provide supplemental information upon request. Upon careful consideration of our contractual obligations and the capacity of our logistics, equipment, staffing, and ability to mobilize across Florida, we certify that the County will receive our full commitment to always ensure this contract's success. Moreover, we are intentionally assessing future engagements in the area to ensure that we can successfully respond and deliver with dedicated attention once awarded the work. Proven Ability to Respond to Multiple Simultaneous Contract Commitments While Tetra Tech is an organization of over 27,000 employees with the capability to mobilize for numerous communities, we are very careful not to overextend our staff and resource capability to ensure that we can successfully meet our clients' expectations. As elaborated throughout this proposal, we have the existing staff, systems, and policies needed to respond to the County's needs rapidly and effectively. Due to the nature and deep pool of resources of our firm, we are able to scale to meet the County's need regardless of size or scope of work. As demonstrated by our prior success in multiple simultaneous activations across the country, Tetra Tech's size, depth, and breadth of resources have consistently proven to be an asset for our clients. Tetra Tech is recognized for its ability to quickly and effectively respond to large-scale projects. Since 1990, Tetra Tech has been providing comprehensive emergency response services to both governmental and private clients. Most notably, we have continuously supported the U.S. Environmental Protection Agency's (EPA) Emergency Response and Removal program since 1995, serving as prime contractor or subcontractor in eight of the ten regions across the country. Over this time, we provided technical consulting expertise on nearly 2,000 emergency response efforts nationwide. We have responded to all types of incidents, including industrial plant explosions, chemical fires, train derailments, oil spills, and pipeline ruptures impacting environmentally sensitive areas, clandestine drug laboratory operations, mercury spills in residences and schools, releases of unknown hazardous substances, chemical and biological agent incidents, and natural disasters, such as floods, tornadoes, and hurricanes. Regional Approach to Planning Tetra Tech understands that the Southwestern region of Florida is susceptible to frequent hurricanes. Given our historical knowledge and understanding of operations in the region, our team carefully decides on what contracts we take on, ensuring capacity for all clients we serve. Tetra Tech can respond more quickly to client needs and provide on -site support because we plan resources in advance of contract activation. Dedicated Leadership Year -Round Due to our nearby contracts and contracts throughout the state, Tetra Tech has dedicated leadership resources available to the County before, during and after activation. Tetra Tech management is dedicated to IV serving the County, whenever needed, including under blue -skies. The relationships built over time contribute to smoother project execution and enhance Tetra Tech's capacity to complete work effectively. Strong Logistics Capabilities 4 Tetra Tech's internal structure includes a Logistics Section responsible for acquisition, management, and distribution of all resources required to 0- support our operations in Florida. Our warehouse in Orlando stores over Q 120 fully stocked bays of debris monitoring equipment and assets 0- capable of supporting over 50 simultaneous recovery operations for over 90 days, just over 3 hours from Collier County. Surge Staffing As our recruiting team has a history of working in Southwest Florida, Tetra Tech has the capability to swiftly assemble and deploy local teams within 24 hours. By employing staff locally, we ensure that our staff in Collier County are fully committed to their assignments for the County AAA Q without any splitting of resources across different projects. Following AAA Hurriucanes Ian and Nicole, Tetra Tech hired, onboarded, and trained 223 local staff for response and recovery efforts. Lessons Learned Tetra Tech has responded to 16 disaster events in the State of Florida since 2001, which results in a better understanding of the local market dynamics, regulations, and cultural nuances. This knowledge is curcuial when executing projects or delivering services within the County, assisting our team with navigating potential challenges and changing requirements, such as the completing the new Florida Recovery Obligation Calculation (F-ROC) documentation for reimbursement. 39 OTETRA TECH Indicate the number contractor disputes, claims; related to the provision of Disaster Planning Services and Disaster Monitoring Services resulting in mediation, arbitration, or court fillings at any point in the last five years. In the normal course of business, Tetra Tech, Inc. is subject to certain claims and lawsuits typically filed against the engineering and consulting professions, including contractual disagreements, workers' compensation, personal injury and other similar lawsuits. Tetra Tech maintains insurance coverage for its business and operations, subject to certain deductibles and policy limits against such claims. As described in Tetra Tech's most recent quarterly and annual reports filed with the U.S. Securities and Exchange Commission, Tetra Tech believes that the resolution of any such claims will not have a material effect on its financial position or results of operations. As such, Tetra Tech certifies that as of the submission of this proposal, it has: • no current claims, arbitrations, administrative hearings, mediations and lawsuits related to disaster debris monitoring services; no pending lawsuits related to disaster debris monitoring services; and nojudgements from lawsuits related to disaster debris monitoring services. Specify the location(s), including the complete physical address, where the work for these services will be performed, including work performed bysubcontractors, If applicable. Tetra Tech has 22 offices throughout the state, including our disaster recovery headquarters and fully stocked warehouse in Central Florida. Tetra Tech's disaster recovery headquarters is located at 2301 Lucien Way, Suite 120, Maitland, FL 32751. With more than 1,340 employees in the state, Tetra Tech will be operating from our disaster recovery headquarters in Maitland, Florida for this project. Tetra Tech is mere hours away to mobilize rapidly to our clients throughout the state. Florida is ourhome. We live here, we workhere, and raise ourfamilies here. We are personally invested in the recovery of Collier County and the response to future debris -generating events. Tetra Tech Team Florida Office Locations gill", Tallahassee* Key • Jacksonville Tetra Tech Team Office Lynn Haven 22 Offices in Florida Maitland Over 1,340 Employees Clearwater Tampa* rlando�Cocoa* Throughout the State Bartow 9Part St. Lucie Sarasota** 4OStuart OWest Palm Beach Boynton Beach Fort Myers 0 00 Hollywood Estero 0 Hialeah 1pMiami •Multiple offices inthis city Tetra Tech does not anticipate the involvement of subcontractors for this project, as the scope of work is within the realm of capabilities that Tetra Tech offers. Details of Proposefs stafflnq resources, at the location that will provide services to the County as well as corporately, by discipline and the number ofpersonnel within each discipline. Clients count on us to respond in their time of need, and we have never failed to deliver. As Tetra Tech always plans for the worst case scenario, we ensure our capacity is above that. We understand that communities in the Southwest Florida region have been heavily ravaged by storms in the last 20 years and have staffing and resource plans in place to ensure that we are able to respond successfully and completely to our clients every time. Our ability to respond rapidly is accelerated by utilizing the following: • Incident Command System (ICS) Structure: Our projects are operated under the ICS structure and have a proven track record of meeting even the most challenging staffing level requirements. ICS allows the Tetra Tech project team to scale as needed, coordinate response, establish common processes for planning and managing resources, and adapt organizational structure to match the needs and complexities of projects. Ability to Hire Rapidly: Tetra Tech's immediate response staffing plan utilizes our vast network of disaster recovery professionals, including full-time employees, reserve staff from the Tetra Tech Disaster Recovery Unit, and local hires. Our staffing process has rapidly mobilized project teams for major disaster recovery projects nationwide. We prioritize deploying local staff, which benefits the local post -disaster economy and reduces mobilization and transportation costs. In addition to maintaining an extensive field st, FF . Tetra Tech can deploy our Field Human Resoui Hiring Center, which is designed to be quickly m transported, and set up to allow near immediate r( for field staffing needs. The number of train( representatives can scale up to 20 at a moment's nc with the ability to hire 200+ staff per day. Under t process, local teams can be hired, trained, anc deployed within 24 hours. Depth of Resources: Tetra Tech will operate from and maintains a fully stocked warehouse located in Orlando, Florida with over 120 fully stocked bays of debris monitoring supplies capable of supporting over 50 simultaneous recovery operations for over 90 days. We also have dedicated logistics staff that manages resources and supplies and can have a fully functioning field office in a matter of days, and often several simultaneous offices at once. Tetra Tech has consistently deployed large-scale mobilizations of hundreds of staff and thousands of dollars' worth of equipment to multiple clients in a matter of days and on very short notice. Scalability and Staffing Resources Our scalable disaster recovery operations are staffed by a deep bench of experienced disaster recovery professionals that operate from our Disaster Recovery Headquarters in Maitland, Florida at 2301 Lucien Way, Ste. 120 Maitland, FL 32751. Tetra Tech's disaster recovery roster from this office includes: This core team provides management and oversight to our disaster response and recovery operations. They are seasoned experts in their field, with experience managing disaster recovery projects in response to hurricanes, floods, tornadoes, fires, ice storms, and straight-line wind events in 20 states and simultaneous activations in nine states. While the Tetra Tech senior management team has worked together for more than 15 years, the firm also frequently welcomes new talent to meet client needs. Positions will be filled using Tetra Tech's vast network of disaster recovery professionals, including full-time employees and local hires. Additionally, with more than 27,000 employees working from 550 offices worldwide, Tetra Tech's capacity includes personnel across 80+ disciplines. We have ample management and technical capacity to support large, complex contracts across our diverse markets globally. Tetra Tech's extensive recruitment network and supply chain enables us to scale -up quickly and staff highly qualified personnel. The depth and breadth of our capacity is demonstrated across many disciplines. Tetra Tech has a wide range of staff available as needed across the nation and has provided an abbreviated list of personnel type by discipline below. Additional Staff Resources Available Scope. SEOC Operation 680 Incident Management Team 340 Logistic 88 Volunteer Coordination 27 Public Assistance 170 Individual Assistance 30 Hazard Mitigation 47 Public Information 27 Information Technology 15 Declaration Requests 40 rocurement 40 Resource Distributions 18 Plannin Sheltering 500 ebris I 2,500+ Engineering 100 Proven Ability to Respond to Multiple Simultaneous Contract Commitments While Tetra Tech is an organization of over 27,000 employees with the capability to mobilize for numerous communities, we are very careful not to overextend our staff and resource capability to ensure that we can successfully meet our clients' expectations. Upon careful consideration of these contractual obligations and the capacity of our logistics, equipment, staffing, and ability to mobilize across Florida, we certify that the County will receive our full commitment to always ensure this contract's success. Moreover, we are intentionally assessing future engagements in the area to ensure that we can successfully respond and deliver with dedicated attention once awarded the work. As elaborated throughout this proposal, we have the existing staff, systems, and policies needed to respond to the County's needs rapidly and effectively. Due to the nature and deep pool of resources of our firm, we are able to scale to meet the County's need regardless of size or scope of work. As demonstrated by our prior success in multiple simultaneous activations across the country, Tetra Tech's size, depth, and breadth of resources have consistently proven to be an asset for our clients. Tetra Tech is recognized for its ability to quickly and effectively respond to large-scale projects. Since 1990, Tetra Tech has been providing comprehensive emergency response services to both governmental and private clients. Most notably, we have continuously supported the U.S. Environmental Protection Agency's (EPA) Emergency Response and Removal program since 1995, serving as prime contractor or subcontractor in eight of the ten regions across the country. Over this time, we provided technical consulting expertise on nearly 2,000 emergency response efforts nationwide. We have responded to all types of incidents, including industrial plant explosions, chemical fires, train derailments, oil spills, and pipeline ruptures impacting environmentally sensitive areas, clandestine drug laboratory operations, mercury spills in residences and schools, releases of unknown hazardous substances, chemical and biological agent incidents, and natural disasters, such as floods, tornadoes, and hurricanes. Rapid Response Methodology In many cases, we respond rapidly within 24 hours of receiving notice -to -proceed and fully staff projects within 7 days. Our staffing process has rapidly mobilized project teams for major disaster recovery projects nationwide, leveraging both our in- house and on -call staff with demonstrated disaster response training and experience. We prioritize deploying local staff to the maximum extent practical, which not only benefits the local economy but also reduces mobilization and transportation costs. Our team has successfully deployed large-scale mobilizations of hundreds of staff and thousands of dollars' worth of equipment to multiple clients in a matter of days and on very short notice. Ultimately, the strategy, structure, and staffing requirements for the project organization are based on client expectations and the desired outcome. Tetra Tech's project team can scale as needed, coordinate response, establish common processes for planning and managing resources, and adapt organizational structure to match the needs and complexities of projects. For every contract we hold, we have staff available. A sample of rapid deployments and timeframes is provided below. Abbreviated Representative Tetra Tech Response Deployment Hurricane Ian (2022) 1,300 5 days Hurricane Laura (2020) 1,200 4 days Hurricane Isaias (2020) 50 3 days Tornadoes (2020) 120 3 days Hurricane Michael (2018) 665 4 days Hurricane Florence (2018) 450 3 days California Wildfires (2017) 1,700 10 days Hurricane Harvey (2017) 1,600 10 days Hurricane Maria (2017) 275 10 days Hurricane Irma (2017) 2,500 10 days Hurricane Matthew (2016) 800 5 days Hurricane Isaac (2012) 400 3 days Hurricane Irene (2011) 500 5 days Hurricane Ike (2008) 3,200 10 days Hurricane Gustav (2008) 250 5 days Hurricane Wilma (2005) 1,500 14 days Hurricane Dennis (2005) 250 5 days Rapid Recruiting During program ramp -up, we focus on hiring locally. We deploy several methods for outreach and recruitment for local staff, including targeted outreach in community hubs, extensive networking with potential candidates, and coordination with local support groups. We will work closely with our local business partners and project success sponsors to recruit and retain locally -based staff. Community organizations Local newspapers Vocational training organizations Job boards of local colleges and Facebook Faith -based organizations universities Linkedln Semi-annual career fairs Supermarkets Twitter Labor unions Employment and job training Glassdoor Apprentice programs websites Indeed Job Corps All project locations Career Builder Unemployment Department All satellite offices Chambers of Commerce Tetra Tech will comply with the County's staffing requirements and coordinate with the County and the debris removal contractor's project manager to estimate the number of field monitors that will be required for the following day. To be responsive and mitigate overstaffing, Tetra Tech requests that the debris removal contractor release the next day's schedule by 5 p.m. so that our project manager can dispatch the appropriate number of field monitors. Field Hiring Center In addition to maintaining an extensive case management and community outreach staff database, Tetra Tech can deploy our Field Human Resources (HR) Hiring Center which is designed to be quickly mobilized to allow near immediate response for staffing needs. In fact, in most cases, Hiring Centers are ready in less than 72 hours from the notice to proceed.The number of trained HR representatives can scale up to 20 at a moment's notice — allowing Tetra Tech to hire 200+ staff per day per hiring location. Under this process, local teams can be hired, trained, and deployed quickly. Tetra Tech monitors the project work plan to meet the needs of the project throughout the engagement, including fluctuations in staffing needs. As the work volume decreases after the initial surge upon program launch, we typically reduce staffing levels accordingly. Our utmost priority is to balance workload and customer service — providing the proper amount of field staff to maintain pace with activity in the workflow. Typically, during the program demobilization process, Tetra Tech works with each employee to determine the next step in their professional journey — very frequently another project with our team. Many of our current project management staff members began their career with Tetra Tech as locally hired staff and have grown with us into national senior leadership positions. Spotlight On: Staffing with Local Support Tetra Tech will deploy a community -based approach, in which we will provide the overarching structure, processes, and technology systems — while leveraging our local knowledge of local small and minority -based businesses. We have been leaders in the field of disaster debris monitoring for more than 25 years. Over that time, we have led the market in developing training programs, standard operating procedures, and a best -in -class ADMS. To ensure success with the County, we have assembled a team of technical experts in FEMA reimbursement and debris monitoring operations (led by our Project Manager, Mr. Ralph Natale). Our staffing load will be driven by the nature of the disaster. We will provide a full-time Project Manager that will ensure that the County's needs are being met. Four or more Operations Managers will report directly to Mr. Natale to ensure that our collection and disposal monitoring operations are efficient and meet FEMA requirements. We will supply one field supervisor for approximately every 10 field monitors. Finally, we will supply one field monitor for every contractor loading device. Support staff including environmental, scheduling, data management, GIS, safety, and contract administration will further support the project. 1 Project Manager 1 or More Operations Managers 1:10 Field Supervisor to Field Monitor Ratio N TETRA TECH W Financial Stability Tetra Tech is a stable company with annual operating revenue exceeding $4.5 billion. Our size, diversity, and financial stability give us the capacity to undertake and successfully complete projects of all sizes and complexities with no financial risk to our clients. Tetra Tech has nearly $1 billion of liquidity available, allowing us to meet contractual obligations for disaster response operations regardless of funding flows or payment processing during large disasters. We have proven this in management of more than $12 billion in federal funding across our more than 650 activations in response to over 100 declared disasters. Our record of performance reflects a well -managed, growing, successful, and financially strong and stable company. In an era marked by significant economic upheaval, Tetra Tech has been able to sustain fiscal discipline, maintain a stable and diverse contract and client base, and provide high -quality, cost-effective services. The significant global demand for our services has resulted in Tetra Tech achieving new all -time -high records in fiscal year 2022 for revenue, net revenue, earnings per share, and backlog. In fiscal year 2022, gross revenue was $3.5 billion and net revenue increased to $2.8 billion, up 9 percent and 11 percent, respectively from 2021.Our differentiated high -end services generated all -time -high operating income of $340 million resulting in an Earnings Per Share of $4.86, up 14 percent from last year. As of October 2022, Tetra Tech had $185.1 million of cash and cash equivalents, as well as access to an additional $784.3 million of borrowing available under our credit facilities, totaling in more than $969 million available. Tetra Tech currently boasts annual revenues of more than $4.5 billion and employs 27,000 personnel in 550 offices worldwide. We ended the year with an all -time -high backlog of $3.74 billion, up 8 percent from the same time last year. While it was an exceptional year for orders, we finished the year with the highest bookings of orders in the history of the Company, exceeding $1.3 billion just in the fourth quarter. During the year, we added more than $5 billion in new contract capacity worldwide to address flood risk management, water and sanitation, dam safety, carbon mitigation, biodiversity, renewable energy, and a wide range of environmental data analytics solutions. Our strong, broad -based backlog provides us with extraordinary visibility and momentum. If Proposer' staffing resources includes subcontractors, submit the name of the firm(s) who will perform each discipline. Detail howsubcontractors will be used and to what extent. Tetra Tech does not anticipate the solicitation of subcontractors for this project. An organizational diagram clearly identifying key personnel who are designated to provide the services to the County and indicate their functional relationship to each other. Organizational Chart The proposed organization structure is based on industry best practices and an understanding of geography and the distinct management responsibilities of each position. Our proposed organizational structure ensures orderly communication, distribution of information, effective coordination of activities, and accountability. Tetra Tech's project team can scale as needed, coordinate response, establish common processes for planning and managing resources, and adapt organizational structure to match the needs and complexities of projects. Legend © Staff mem6erpreviously served Collier County Paris Atkinson Data Manager JuIle Grant Data Manager Geoff Reinhart Billinglinvoice Anaylst Casey Ogden G1S Specialist James Walker Santiago Call Center Manager Sheila Jenkins Project Coordinator Nick Dragon Will Coleman LOCAL HIRES Collection Monitors Dcbris Sitc/Towcr Monitors COLLIER COUNTY Phil Ivey Roderick Moore LOCAL HIRES Collection Monitors Dcbris Site/Towcr Monitors *Tetra Tech will deploy staff to these citites if activated Jonathan Burglel •' Chuck Mcl endon John Buri Nick Russo III Ralph Natale © Allison McLeary, Fsq. Jeff Dickerson FEMA SPECIALIST Brian Rutherford Steve MacNeill Frank C�uthmano Edward Greene ELD SUPERVISOR FIELD SUPERVISOR 'OF MARCO ISLAND) {CITY OF EVERGLADES CITY) Courtney Morris 0 Brandcn Norwood LOCAL HIRES LOCAL HIRES Collection Monitors Collection Monitors Debris Sitc/Towcr Monitors Dcbris Sitc/Towcr Monitors Provide a narrative of the firm' experience in filing and receiving federal (FEMA, FHWA, etc.) and state reimbursements including all project work sheets and other documentation required for reimbursement of disaster recovery work. a. Provide a list of federal, state, and local FEMA projects over the past five (5) years including the success or failure of the project, including amounts reimbursed, pending, and denied Over the course of working with hundreds of local and state governments on disaster debris management projects, our team has developed a deep understanding of FEMA, FHWA, NRCS, and other reimbursement and regulatory agencies' policies and procedures. Our efforts allow clients to maintain their focus on continuing daily operations while relying on us to oversee the management of debris removal operations in compliance with programmatic guidelines and procedures. Additionally, we have supported clients across the state and have successfully helping our clients navigate the Florida Department of Emergency Management reimbursement and closeout process. Our understanding of requirements for eligibility, documentation, and reimbursement has helped our clients obtain over $12 billion in reimbursed costs. Our team has direct experience with federal grant programs, including • FEMA PA Program (including Section 406 mitigation and Section 428 alternative procedures program) • FEMA Hazard Mitigation Grant Program (HMGP, Section 404 mitigation) • FEMA Hazard Mitigation Assistance (HMA) • FEMA Individual Assistance (IA) Program • FHWA-Emergency Relief (FHWA-ER) Program • FHWA Transportation Investment Generating Economic Recovery Grant • Natural Resources Conservation Service (NRCS) Emergency Watershed Protection • U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant Program (CDBG) • U.S. Treasury Coronavirus Aid, Relief, and Economic Security (CARES) Act and COVID-related funds For this engagement, Tetra Tech anticipates that majority of reimbursement will be pursued through the FEMA PA Program. Our team holds comprehensive qualifications in working both for and with FEMA. Tetra Tech maintains six current contracts directly supporting FEMA, in addition to our routine work with FEMA as part of state and local projects seeking FEMA reimbursement. Tetra Tech is able to maximize FEMA PA disaster debris reimbursement funding for the County based on the following: • Procedures Tailored to FEMA: Our data management and document storage procedures are tailored to facilitate FEMA review and the generation of project worksheet versions throughout the entire project. We incorporate changes or updates to the FEMA PA Program and Policy Guide (PAPPG) into our procedures for field documentation and data management as they occur. Our software systems, RecoveryTracTm and RecoveryTracTm Grants Management were designed with FEMA programs in mind and were built to interface with FEMA Grants Portal/Grants Manager. • Comprehensive Understanding of FEMA Regulations: Our management team and field staff fully understand FEMA rules and regulations for hand -loaded vehicles; stump, limb, and tree removal at unit rates; volumetric load calls at temporary disposal site locations; and right-of-way (ROW) debris removal eligibility. This allows us to monitor contracts to the smallest detail while concurrently managing and documenting the operation using proven methodologies that maximize FEMA reimbursement. • Direct Relationships with FEMA Regional Representatives: Our team maintains strong relationships with many of the lead federal coordinating officers, debris specialists, PA coordinators and officers, and other staff. Regular interface and communication with FEMA at the headquarters, regional, and local levels allow our team to obtain quick responses on disaster -specific guidance and issues. Having been former State and Federal officials, our employees know how to successfully navigate FEMA PA and should issues arise, who to call upon to get quick remedies. • Team of Grant Experts to Assist with Funding and Audits: Our grant management experts have assisted clients with applying for and retaining grant funds, even after closeout and audit processes. Our FEMA appeals and funding specialists have worked with FEMA closeout officers to obtain millions of previously deobligated dollars for communities. While the best course of action is to avoid audits or appeals, there are sometimes unavoidable disagreements with program administrators. We have a bench of accountants, attorneys and program experts to draw upon to try and come to a resolution outside of the audit or appeals process, or when all else fails, appeal or arbitrate certain unacceptable decisions. Overview of Federal Grant Funding Experience 2022 Iowa, State of CV19 CCS 227,500,000 ■ ■ ■ ■ 2022 Lexington County, SC DR 4241 CDBG-MIT 15,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2022 City of Philadelphia, PA DR 4618 PA 30,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2021 Texas, State of CV19 ERAP 1,308,000,000 ■ ■ ■ ■ 2021 Richland County SC CV19 ERAP 12,500,000 ■ ■ ■ ■ 2021 Broward County, FL CV19 ERAP 58,965,000 ■ ■ ■ ■ 2021 Charleston County, SC CV19 ERAP 22,200,000 ■ ■ ■ ■ 2021 Pinellas County, FL CV19 ERAP 21,400,000 ■ ■ ■ ■ 2021 St. Petersburg, FL CV19 ERAP 8,000,000 ■ ■ ■ ■ 2021 Leon County, FL CV19 ERAP 19,600,000 2021 Mobile County, AL CV19 ERAP 12,300,000 2021 Winston-Salem/Forsyth City, NC CV19 ERAP 11,500,000 2021 Greenville County, SC CV19 ERAP 15,800,000 2021 Orlando, FL CV19 ERAP 8,600,000 2021 Lexington County, SC DR-4241 CDBG-MIT 15,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2021 Monroe County, FL DR-4337 CDBG-DR 15,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2021 Walton County, FL CV19 COVID PA 131,470 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2021 Frisco, TX DR 4586 FEMA PA 700,000 ■ ■ ■ ■ ■ ■ ■ 2021 Frisco, TX CV19 FEMA PA 500,000 ■ ■ ■ ■ ■ ■ ■ 2021 Frisco, TX CV19 CRF 3,700,000 ■ ■ ■ ■ ■ ■ ■ ■ 2021 Harris County, TX DR 4586 PA 12,300,000 ■ ■ ■ ■ ■ 2021 Philadelphia, PA DR 4618 PA 30,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2021 Ft. Myers, FL DR 4486 PA, CRF 2,748,000 ■ ■ ■ ■ DR-4514 2020 Hamilton County, TN FEMA PA 1,000,000 CV19 ■ 2020 Commonwealth of Massachusetts DR 4496 FEMA PA 200,000,000 ■ 2020 Harris County, TX DR 4855 FEMA PA 200,000,000 ■ 2020 Houston, TX DR 4855 FEMA PA 10,000,000 ■ 2020 Miami, FL DR-4337 Appeals 17,000,000 2020 Houston, TX CV19 CRF 404,000,000 2020 Philadelphia, PA CV19 CRF 276,400,000 2020 Palm Beach County, FL CV19 CRF 261,000,000 2020 Brevard County, FL CV19 CRF 105,000,000 2020 U.S. Virgin Islands Housing DR 4335-VI CDBG-MIT 2,000,000,000 DR 4340-VI 2020 LA GOHSEP Vernon -County DR 4559 PA 13,000,000 2020 LA GOHSEP Lafayette Delta DR 4570 PA 14,488,000 2020 LA GOHSEP Abbeville Laura DR 4559 PA 376,000 2020 LA GOHSEP Lafayette Laura DR 4559 PA 3,757,000 2020 LA GOHSEP Abbeville Delta DR 4570 PA 222,000 ■ Elm ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2020 Houston, TX DR 4586 PA 10,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2020 Long Beach, CA DR 4482 PA, CRF 150,753,000 ■ ■ ■ ■ ■ ■ 2020 Iowa Department of Human DR 4482 CRF 7,800,000 ■ ■ ■ Services 2020 LA GOHSEP SAL DR 4570, PA 312,600,000 ■ ■ ■ ■ ■ ■ DR 4559 2020 LA GOHSEP COVIDI9 TO 8.2 DR 4484 PA 87,048,000 ■ 2020 CR-Mass COVID-19 WO3/05 DR 4496 PA 75,000,000 ■ ■ ■ ■ ■ ■ 2020 State of Connecticut DR 4500 PA 450,000,000 ■ ■ ■ ■ ■ ■ 2020 Philadelphia, PA DR 4506 PA, CRF, 375,000,000 ■ ■ ■ ■ ■ ■ ■ HMGP 2020 Dunedin, FL DR 4486 PA 38,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ 2020 Harris County, TX DR 4485 PA, 200,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ CRF 426,000,000 2020 Houston, TX CRF 404,000,000 ■ ■ 2020 Houston, TX DR 4332 PA 575,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2019 Harris County, TX DR 4332 CDBG 1,200,000,000 ■ ■ ■ ■ ■ 2019 Missouri, State of DR 4451 PA 2,947,200 ■ ■ ■ ■ 2019 Missouri, State of DR 4435 PA 5,664,229 ■ ■ ■ ■ 2019 Commonwealth of Puerto Rico DR 4339 PA, HMGP 60,000,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ 2019 Barnwell County, SC DR 4479 HMGP 4,800,000 2018 State of Florida DEO DR 4337 CDBG-DR 616,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2018 Callaway, FL DR 4399 PA 50,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2018 Lynn Haven, FL DR 4399 PA 50,000,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2018 Dougherty County, GA DR 4400 PA 10,000,000 ■ ■ 2018 Albany, GA DR 4400 PA 10,000,000 ■ ■ 2018 Ventura County, CA DR 4353 PA 100,000,000 ■ ■ ■ ■ 2018 Callaway, FL DR 4399 PA 27,098,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2018 Lynn Haven, FL DR 4399 PA 54,810,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2018 Albany, GA DR 4400 PA 17,773,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 2018 Anchorage, AK DR 4413 PA 11,936,000 ■ ■ ■ ■ ■ ■ ■ ■ 2018 Lake County, CA DR 5262 PA 21,531,000 ■ 2018 Ventura County, CA DR 4407 PA 76,755,681 ■ 2018 Lake County, CA DR 4399 PA 2018 Walton County, TX FMA 2018 Houston, TX DR 4485 PA 2017 Albany, GA 2017 Dougherty County, GA 2017 Port of Corpus Christi, TX 2017 Butte County, CA DR 4277 DR 4332 DR 4337 DR 4332 DR 4294 DR 4297 DR 4297 DR 4332 DR 4407 PA PA PA PA 1,990,433,000 ■ 1,500,000 ■ 12,500,000 ■ ■ ■ ■ ■ ■ ■ ■ ■ 1,600,000,000 2,400,000,000 6,000,000 50,000,000 14,000,000 ■ 12,500,000 10,000,000 ■ ■ ■ ■ ■ ■ ■ 1,500,000,000 ■ ■ 1 ■ b. Provide information pertaining to closed, active, and pending FEMA disputes, audits, or lawsuits Tetra Tech is committed to Collier County from before disaster strikes and until after audits are closed. We have provided end - to -end support to our clients up to and beyond closeout, including FEMA disputes and audits. A representative example of past clients we have supported during dispute resolution includes, but is not limited to: • Our team is currently retained by the Louisiana Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP) to assist on hundreds of appeals related to 11 disasters dating back to Hurricane Katrina in 2005. • Our team is currently working with FEMA's new VAYGo process for clients in Texas such as Fort Bend County and the City of Houston along with the Commonwealth of Puerto Rico. • Tetra Tech worked on five (5) appeals for PWs related to Tropical Storm Irene. As a result, four appeals were overturned, and one appeal upheld. • During our work with the Port of Galveston, our team has been involved in appeals related to storm -induced erosion and 705(c) claims. At this time, we have been successful on the appeals, with many remaining to be decided by FEMA region during first appeal. • Our team supported the successful appeal of over $400,000 of previously deobligated funds in response to the 2004 Hurricanes Charley, Frances, and Jeanne for Lake County, Florida. These funds were associated with debris collected on private roads and gated communities. Our team did a comprehensive GIS analysis of the debris collected in question and was able to appeal the decision and obtain reimbursement from FEMA. c. Provide an explanation ofunrecovered FEMA reimbursements. Tetra Tech has not had any unrecovered FEMA reimbursements based on quality, accuracy, or timeliness of documentation. Tetra Tech has supported clients on eligibility and procurement determination disputes, as detailed in response to item b. Evaluation Criteria No.4: Approach Project Understanding Over the last two decades, Tetra Tech has provided a variety of disaster recovery assistance to Collier County — from debris management planning and training to major post -disaster debris monitoring assignments. In September of 2022, Category 4 Hurricane Ian crushed Collier County to the north, with winds approaching 155 miles per hour. Tetra Tech provided Collier County with debris monitoring services for its right-of-way (ROW) debris, hazardous leaners and hangers, parks, and private roads. Tetra Tech is also providing FEMA Public Assistance services to the County. Our team has monitored 1,371,802 CYs of debris since activation. Tetra Tech also recently completed an update of Collier County's Disaster Debris Management Plan. Following a direct landfall by Hurricane Irma in 2017, Tetra Tech provided total program management for the Collier County debris removal mission. In addition to debris monitoring, we served as the County's representative, tasked with overseeing ROW debris removal; processing, site management and haul -out; private road and gated community debris removal; and leaner, hanger and stump removal. At the peak of the project, Tetra Tech employed nearly 200 monitors and, over the course of four months, monitored nearly 64,000 loads of debris and over 25,000 leaner and hanger removals. In total, Tetra Tech monitored over 4,000,000 CYs of debris. In January 2016, Collier County was forced to manage debris after a straight-line windstorm left a swath of damaged and downed trees across the County. The County tasked Tetra Tech with the rapid ramp -up to monitor disposal of debris from the impacted areas. Tetra Tech worked for the County for a three-week period and monitored and documented the contractor's removal of over 44,000 cubic yards of vegetative debris during this brief timeframe. In the spring of 2006, nearly six months after Hurricane Wilma struck Collier County, damage assessments revealed that waterways throughout the County contained storm - generated hazardous debris that caused impediments and obstructions to the natural flow of watershed drainage. The County determined that an estimated 47 miles of waterways and canals were affected and required debris removal. Additionally, proposed staff members, Ralph Natale, Phil Ivey, and Paris Atkinson directly served the City of Naples as key staff during Tetra Tech's 2005 Hurricane Wilma response and recovery efforts. Since Tetra Tech's work for Collier County after Hurricane Wilma, our team has maintained a true partnership with the County in helping prepare for the next potential event. The County holds an annual War Games to prepare County and municipality staff — as well as other agency and private sector partners — for what to expect and what actions to take following a hurricane or other disaster event. Tetra Tech has been an active participant in this annual event for years and has helped lead the training for all participants. It is crucial that Collier County and its residents are partnered with a firm who will be able to provide an immediate and dedicated response in the event another debris - generating incident occurs, no matter the size. Tetra Tech has carefully reviewed the scope of work requested in the request for proposal (RFP) and can assure the County that we have the experience, understanding, and knowledge to successfully perform all aspects of the scope of work. Provide a detailed plan of the Proposer's ability to meet the requirements for Disaster Planning Services and Debris Monitoring Services Tetra Tech is the best partner to provide this scope of work for Collier County because we have done it before, multiple times. Our proven experience gives us an unparalleled understanding of County's operations and unique challenges. Tetra Tech's capabilities and methodology to drive a successful project for the County include: • Past Experience and Relationship with the County: Our unique understanding of the County's infrastructure and operational needs following a disaster, as demonstrated by our previous experience providing disaster debris monitoring services following Hurricanes Wilma, Irma and Ian. • Continuous Coordination and Communication with County Officials and Stakeholders: A dedicated project management team will be appointed to coordinate with the County's throughout the year, notjust during times of activation. • Immediate Response Capabilities: Tetra Tech has disaster recovery personnel and 22 offices throughout the state and utilizes an immediate response staffing and logistics plan that follows the Incident Command System (ICS) structure, allowing County to return to the business of running day-to-day operations. • Focus on Hiring Locally: Tetra Tech focuses on hiring and training local residents, benefiting the local economy, and reducing mobilization and transportation costs. • Project Transparency and Real-time Reporting: Our proprietary Recoveryirac'' automated debris management system (ADMS) technology, provides detailed reporting systems and mapping capabilities that are available in real- time to the County and tailored to the County's data needs. • Maximum Reimbursement for the County: Tetra Tech's stringent quality assurance program and adherence to reimbursement agency requirements for eligibility, documentation, and reimbursement that will help the County receive and retain the maximum reimbursement allowed following a disaster. Plan to Meet the County"s Requirements Tetra Tech's project management principles include five critical pillars: transparency, resources, compliance, efficiency, and mitigation. • Transparency: Maintaining visibility of the project's contractual scope, prioritization, schedule, budget, and cost areas. Real-time data sharing creates a common operating platform and allows the County, its debris removal contractors, and our team to access the same accurate information, which markedly improves their ability to execute efficiently. • Resources: Ensuring availability and proper distribution of staff and equipment. We have never failed to respond to a client, regardless of the size of the project. Our resources include the largest pool of qualified environmental and disaster recovery professionals in the nation. • Compliance: Maximizing reimbursement funding as well as documenting and managing potential issues. Tetra Tech's RecoveryTrac'' ADMS enables consistency, efficiency, and compliance in the documentation process. Tetra Tech field teams strictly adhere to funding agency requirements with up-to-the-minute awareness of changes in legislation, in -process quality controls, and guidance from our leadership team. • Efficiency: Keeping pace with scheduled goals and milestones throughout project work. We maintain the industry's largest staff of disaster professionals to facilitate immediate mobilization. RecoveryTrac'' ADMS reports real-time data, and our QA/QC team checks documentation as work is being completed.The Countywill have real-time access to data and can geospatially visualize work activities, whether in our system or as an export to their own system. • Mitigation: Identifying risks, managing the project risk matrix, and documenting risks encountered. Tetra Tech provides a unique understanding of the various critical functions of debris monitoring (project management, environmental, logistics, data, grant management, etc.). This experience allows our team members to proactively identify risks, appropriately develop and document mitigation measures, and continually improve. Additionally, our unique understanding of the County's infrastructure and operational needs following a disaster, as demonstrated by our previous experience providing disaster debris monitoring services following Hurricanes Wilma, Irma, and Ian. We have learned the critical importance of coordinating closely with the various County departments engaged in disaster response, including solid waste, planning, operations, and public relations. Provide details of implementation plan and schedule for work specified. Implementation Plan Each phase of Tetra Tech project management has documented procedures that govern the execution to provide scalable, consistent, high -quality results. We use a systematic approach with frequent in -process quality checks to execute our project processes. Our general project approach includes tasks in each of the phases: initiation, mobilization, execution, and closeout. • Initiation (Pre -Event) o Annual coordination — Conduct annual trainings and meetings to plan and test execution protocols and identify potential risks/mitigation opportunities. o Contract review— Review contracts for understanding of contractual requirements and possible cost savings. o Communication systems checks — Verify that communication systems function as designed and reporting needs are understood. • Mobilization (Immediately Prior to and Following Event) o Scope, tasking, and budget — Determine services required, performance metrics, schedule, and budget constraints. o Deployment and resource requirements — Develop work plan and safety plans. Update risk matrix for work plan specifics. o Staging of equipment and resources — Coordinate movement of required support equipment/supplies and setup of communication and information systems. • Execution (Post -Event) o On -boarding and training staff— Conduct suitability for work checks and provide targeted training program based on work and safety plans. o Monitoring — Supervise field operations, quality assurance/quality control (QA/QC) in -process checks, prioritization of resource management, and project reporting. o Communication — Conduct status meetings and communicate project metrics and other pertinent information. o Issue tracking/resolution — Conduct issue identification, staff communication, and resolution tracking. • Closeout (Post -Event) o Documentation deliverable — Produce and deliver required documentation to support auditing. o Demobilization — Manage reduction in staff, post -use maintenance, and movement of equipment and supplies. o Audit support — Provide continued availability of information systems to support closeout information requests. Provide an operational plan that outlines the mobilization/operation/demobilization procedures before, during, and after a disaster event. Include a breakdown of the time required to perform each task Including guaranteed times to mobilize forces, establish an onsite emergency response and communication center, and begin operations. The operational plan should include a breakdown of the manpower (position titles and number of support personnel) and equipment that will be assembled during each phase of the Proposer' response including all post -event activities related to assembling, documenting, and submitting any/all reimbursement claims to FEMA or other grant -funding sources. Operational Schedule 1— , Based on Tetra Tech's understanding of the County and their needs, we have developed a draft mobilization schedule with key project management tasks in chronological order. Z _ The timeline is based on a typical activation; however, Tetra Tech is prepared to work with n6dent the County to adjust the timing of the specific elements below to meet the County's .. needs. 43 Execution Prior to an event with warning (such as a hurricane), our team will begin monitoring the landfall of any tropical system at H-96 and will coordinate via conference call with the County. Following an event without warning (such as tornadoes or flooding), Tetra Tech "Mm will begin response at H-0. Operational Response Timeline for Debris -Generating Events • Conduct annual pre -event meeting with the County and debris contractor Pre -event Meet with the • Review the County's disaster recovery contracts for FEMA (normal County to review compliance conditions) plans and • Update critical documents and files, including any GIS files and documents DDMPs • Contact the County and initiate daily conference call • Determine resource requirements from debris model H-96 Review capabilities • Review the County's emergency policies and contracts and resources . Establish contact with the County's debris hauler and ensure Tetra Tech has the most up to date copy of the debris hauler contract Incident Planning • Review possible critical areas of concern, hospitals, major transit systems, historic districts, environmental issues, and critical infrastructure • Review protocols for private property, gated communities, and Execute public drop-off sites H 72 responsibilities and • Review debris management site (DMS) locations and follow up activate contracts with the State on permitting procedures • Estimate equipment requirements and DMS capacity to haul and stage debris • Prepare ADMS technology for mobilization • Conduct regular meetings with County staff as requested Monitor storm • Confirm staging location and begin mobilization of resources H-48 track and continue • Mobilize project assets and begin base camp coordination and preparations logistics (food, water, housing, etc.) with the County and Tetra Tech headquarters (if necessary) 0 Review list of priority roads and the operational plan Ralph Natale Nick Russo Brian Rutherford Paris Atkinson Casey Ogden Ralph Natale Nick Russo Ralph Natale Nick Russo William McGowen Ricardo Bosques Ralph Natale Nick Russo Nick Dragon William McGowen Ricardo Bosques Paris Atkinson Casey Ogden • Obtain GIS files for municipalities that the County will assist with debris removal • Continue to update and gather updates from the County's debris hauler • Save all critical documents and files to the network drive, USB drive, and laptop hard drive H-24 Prepare final . Certify emergency road clearance equipment (in coordination reports with the County's debris hauler) • Determine emergency road clearance priorities H-0 ARRIVAL OF NOTICE EVENT/INITIATE RESPONSE TO NO -NOTICE EVENT Execution • Receive notice to proceed with not to exceed • Begin emergency push Ralph Natale Maintain time and materials (T&M) logs for push equipment Nick Russo • Coordinate with the County to conduct preliminary damage Nick Dragon assessments and road closures (if requested) William McGowen • Supervisors report to pre -designated locations and prep staff Ricardo Bosques Paris Atkinson on project Casey Ogden H +24 Emergency push . Begin establishing ADMS infrastructure William Coleman • Begin recruiting and training monitors, project coordinators, Julie Grant and data staff Roderick Moore Initiate opening of DMS locations Courtney Morris Follow up with State -level environmental regulations on Local Staff as needed. debris permits (if required) • Work with the County to establish public information protocols to respond to concerns and comments • Continue emergency push Ralph Natale Emergency push/ • Continue preliminary damage assessment Nick Russo H +48 damage 0 Develop debris cost estimate required for presidential disaster declaration assessment . Develop operational plan for disaster -specific issues Refine health and safety plan for disaster -specific issues Nick Dragon Disaster debris • Begin hauling truck certification William Coleman H +72 vehicle • Install ADMS tower monitor infrastructure Julie Grant certification/ . Train monitors on policies, ADMS, and safety Roderick Moore site preparation . Open public drop-off sites as requested Courtney Morris Local Staff as needed Ralph Natale Nick Russo Nick Dragon William McGowen Ricardo Bosques Paris Atkinson • Assign monitors to trucks Casey Ogden Begin debris . Assign supervisors to monitors William Coleman H +96 collection . Hold morning and afternoon meeting with County staff and Julie Grant monitoring debris hauler Roderick Moore Implement QA/QC procedures Courtney Morris Brandon Norwood City of Naples - Phil Ivey City of Marco Island - Frank Guthman City of Everglades City - Wade Green Local Staff as needed. Right- • Continue ROW collection Week 1+ (ROW) debris debris . Address household hazardous waste (HHW) issues (if critical) 0 Issue daily reports/GIS maps collection • Hold daily meetings with the County, hauler, and/or monitoring State/FEMA as required • Staff citizens debris management hotline (if requested) • Define supplemental programs required (private roads, HHW) and prepare eligibility request • Provide ADMS reports and real-time monitoring access Establish client GeoPortal to provide insight into project Ralph Natale Data management Nick Russo Week 1+ and invoice . progress Review truck metrics provided by RecoveryTrac- ADMS Ricardo Bosques reconciliation . Initiate weekly reconciliation Paris Atkinson Casey Ogden • Initial payment recommendations with retainage Julie Grant • Prepare damage/cost estimates Ralph Natale Reimbursement 0 Compile supporting documentation (debris permits, debris Nick Russo support/grant Week 1+ contracts, etc.) Steven McNeil administration • Liaise with local FEMA region officers, state -level emergency Donn Olson (FEMA, NRCS) management representatives, U.S. Army Corps of Engineers (USACE), etc. • Waterway debris removal • Private property debris removal (PPDR) Special projects (if Public drop-off sites Week 2+ required) HHW • Mud/silt/sand removal (from storm drains, ditches, etc.) Identify areas of operational concern and make disaster - specific recommendations to FEMA to improve efficiency • Facilitate kickoff meetings with primary stakeholders Financial recovery • Draft a PA work plan assistance staff Conclude/review preliminary damage assessments Week 3+ engaged (if Gather documentation for project worksheet (PW) requested) development • Identify opportunities for mitigation • Conduct site visits Project Closeout • Final reconciliation • Retainage release • Release hard copy files Project Document • Provide electronic database completion turnover/closeout • Assist with PW development • Assist the County with long-term reimbursement • Audit assistance 0 Appeal support if necessary Ralph Natale Nick Russo Nick Dragon William McGowen Ricardo Bosques Paris Atkinson Casey Ogden William Coleman Julie Grant Roderick Moore Courtney Morris Brandon Norwood City of Naples - Phil Ivey City of Marco Island - Frank Guthman City of Everglades City - Wade Green Local Staff as needed Ralph Natale Nick Russo Ricardo Bosques Paris Atkinson Donn Olson Julie Grant Equipment Tetra Tech maintains a warehouse located in Orlando with over 120 fully stocked bays of debris monitoring supplies capable of supporting over 50 simultaneous recovery operations for over 90 days. Tetra Tech has consistently deployed large-scale mobilizations of hundreds of staff and thousands of dollars' worth of equipment to multiple clients in a matter of days and on very short notice. The Exhibit lists available equipment and facilities readily available upon activation. Resource List ADMS Handheld Units 6,000 300 Time and Materials Forms 5,000 100 Truck Certification Forms 35,000 500 ADMS Ticket Stubs 1,800,000 120,000 Ha u I Out Ticket Stubs 300,000 12,000 Placards 5,500 500 Kits Project Manager Kits (1 Per 100 4 Monitors) 100 Project Coordinator Kits (1 Per 4 100 Monitors) 100 Human Resources Kits (1 Per 2 100 Monitors) 60 Collection Monitor Kits (1 Per 12-14 25 Monitors) 225 Disposal Monitor Kits (1 Kit Per 10 Disposal Site) 165 Leaner/Hanger/Stump Kits (1 2 Per 50 Monitors) 140 [Equipment" Laptops 700 20 Mifi (Mobile Wiireless) 90 20 High Speed Scanners 70 20 Printers 145 20 Mobile Command Office 2 0 Gas Trucks To Be Obtained from Pre -Contracted Vendor Modular Work Locations To Be Obtained from Pre -Contracted Vendor Generators To Be Obtained from Pre -Contracted Vendor Portable Facilities To Be Obtained from Pre -Contracted Vendor *All field documents are replenished as theyare needed. Tetra Tech has several emergency vendors with the ability **ADMS units are readily a vailable and can be ordered as needed on a 24-hour turnaround. Provide samples of reporting to such as record keeping and reporting. Reporting Tetra Tech has extensive experience in collecting, managing, and tracking financial and project data. Our firm has a full suite of existing reports to allow for custom reporting on all metrics requested from our clients. Tetra Tech has years of experience tracking invoice amounts and payments, budget forecasting, change order and work order attributable costs, etc. We understand the importance of accurate data and cost tracking and have developed several reports over the years to enhance visibility into essential project aspects. A sample of the variety of reports we are able to issue are summarized on the following pages. Empowered Insights with Customized Reporting Tetra Tech's daily status reports will provide the information County needs, including: ✓ Daily cubic yards/tons collected by material and by phase ✓ Cumulative totals in cubic yards/tons by debris type ✓ Number of debris removal crews and equipment operating ✓ Number of debris monitors infield ✓ Cubic yards/ton by debris type hauled to final disposal ✓ Location of final disposal ✓ Total cubic yard/tons hauled to recycling or salvage facilities ✓ More Daily Report Tetra Tech has a suite of reports that are automated from RecoveryTrac'' ADMS and available in real-time via PC, tablet, or smart phone. Although the reports are available at any time to the County, Tetra Tech will submit a daily status report that includes daily cubic yards/tons collected by material and program, cumulative cubic yard/tons collected, number of debris monitors in the field, cumulative cubic yards/tons hauled to final disposal, and daily/cumulative hazard removals. Below are samples of these reports created for recent projects. Additionally, Tetra Tech takes pride in the customization of reports to meet our client's specific needs and provided reports tailored to any metrics not captured in the generic reports. Daily Budget Status Reports Tetra Tech provides a variety of daily reports that capture costs incurred, invoicing statuses, projections of work, debris totals, task force productivity, evaluation of integrity controls, recommendations, budget forecasting, and other metrics, as requested. Some specific examples of daily reports issued for prior projects include: • Finance Daily Budget Status Report: This report's focus is on invoice reconciliation statuses, budget forecasting, and daily burn rates, contract service expenditure, work order and change order not -to -exceed tracking, and client recommendations based on analyses. • Contractor Daily Production: This report graphs debris type tonnages on a per debris removal team basis by day. This graph also utilizes a slicer to restrict data displayed in the graph to a particular task force and also a timeline to allow for a specific day or range of dates to be shown. • Debris Removal Team Daily Production: This report displays the ticket data summarizing the CYs or tonnage associated with tickets from properties assigned to the contractor. This graph also utilizes a slicer to restrict data displayed in the graph to a particular task force and also a timeline to allow for a specific day or range of dates. • Daily Report Contractor Expenditure: Displays the services included in the project for the contractor. Also shows the quantity and cost amount of each service per day as well as the project to date total of all services. This report also calculates the average daily cost estimate based on the average daily cost for the previous five days. Sample Custom Report Developed LlnitRate Lan 2021 - mi zozi Date selection CALCASIEU PARISH 1.0.. Pnme Cenwmr Sub Connmmr 1, Service Type mew e I Al. I All all TTO Per[en,ageConlrihulion of Leaner Hanger Stump removal �y5crvi[e Codes CII:x doe to s.hll[d to Fxat:na� .� �� .s,unu ocdlacdl.orajp le[a,rm Cwmper'npn of PrpducW'q= •wpx: ��. w� w.. - w]w GaYOG WV WA _,[ wi,sJ-avYdw Wu ILa ■ w wuv.wuau Wu. wa, [a wan[-avxewwu-wa. a, wurl-oaneuwu-wa-,w wow-[Inuawwu-wa _ I, [au,x-amvnwwu wa-m aoww-amxow Wu-wa' ea wow-aauaw Wu-wa ■ Y wow-nmwow wu-wa - x, Campn.iaon w7 Haurds 6y Type wvb ryp. Wly e.vep. ,mr.oa.. ose M. • Its • go— q • • «„�+ •® • • s 1 •rdo .w,..�w�e,alc eY wxard TlPr & Mewurwrwn, [law CrEw EHfi[ien[y gy Oay Sample Custom Report - Debris Volumes by Municipality Debris Volume In Cubic Yards By Day By Deb ris Type •C&D *VEGETATIVE Debris Volume In Cubic Yards By Applicant By Debris Type •csu •vE.crarnr ¢enr. 1■ �� p�� �_ Debris Collected By Location Percent Of Total Debris Volume Received By Applicant h Average Load Call % By Day 0— Ob W. xp,s s..M Hauling Units & Debra Volume In Cubic Yards By Day Truck Productivity in Cubic Yards [rap and Bottum 20%] Cubic Yards By Applicant By Day •r�res Ha�ur.yur,n —IrrT•xxnm...•worvr_..•nrurw....luaTus._•Puucw. .aosuw_n.nra._ na s tm so <. r x� u l I o a�x+a o.r u,r oti l I III 11 1 I *'r P. sW}e .. ,. n! U 1, c s.a es :vY � Sample Assessment Summary Report or- as RecoveryTrac Assessment Summary Report WATERWAYS SURVEY {Count: ;5} (Gourd 5) Incident No. Status Priority data PP-201Cr291816 Acirre 1151261713.40 Frosting disaster debris. Zone GPS Cotxdinatec Reporting5upervlttor Indian Rrver Lagoon 29 45G892. -30 564128 John Doe (B215254) Monthly Budget Completion Status Tetra Tech's monthly budget completion status report summarizes financial data collected during the month for all contractors. Additionally, a robust forecast is incorporated along with a summary of recommendations based on the project's operations during the previous month. aTETRA TECH Repert Dale 12/xfxoxo PLoj e[t$tart Date 8/1/2D20 Centn[t Entl Date 8/39f2D22 Contn[t Da zRemai nin b66 Toni Estimatetl A—,,, rxpentleI $ 680,932I Toni Estimatetl Remaining Contmtt 3utlget $ "66,_25 Estimated Co, ­Days Remain, ng With Current Fore[art w2o Total Estimrted WOAmoun[EaperWCW S 680,432]5 Ertl matetl Remaining Work Ortler rldgt $ 329p6], 25 Estimatetl Contract Da sRemainln With Current Forecast t26 Monthly Budget Status Report Labor Cost Per Day S[spmm sv¢Awm Svpwm 5[opmm Estimatetl Monthly Amoum[ost $ M3 a57 25 sspwm Are Dail burn Rite $ 2S36.1A sapwm ' All Figures Are Estimates Pend Ing Final R—ndl latinn ss P^ep—a d by ;a TETRA TECH �Pmjectm Date Estimatetl labor $ 235,SSy.25 $680,93275 �1 Proj ect Manager $ 29, 690.W $ 83,D]O.W Finance antl Atlmin,s[rative CM1,ef Deputy Fin ante antl Atl min istrative CM1ief, Contractors $ 25,]68.]5 $ 72,a-75 DeP�ry Fi n ance and Adm i nlstrative Chi ef,lnvoice $ 55,722. Ea $160,03].Se Data M anagement PLofess, In $ 43,725.W $191,69].Se Fin ance Au,stann m tM1 a DFC, ContraR $ 2],S1AAD $ 86,3]D.W FinanceAUlstann1t heDFG,Invoice $ 45,2]D 00 $ 11,]60.W ORteMcounting antl Administrative Start $ 7,631W $ 7,699.W Estimated Cost Basis On -Demand Budget Reports Tetra Tech is able to provide budget reports on demand facilitated by superior cost and quantity tracking in the RecoveryTrac` database. Previous custom on -demand budget reports include a combination summary of debris quantity data combined with financial metrics. Waterway Debris Removal Monitoring Tetra Tech is also vastly experienced in the debris monitoring and custom reporting needs of waterway debris removal. When waterway debris removal monitoring is required, Tetra Tech will deploy staff experienced in debris eligibility in teams of two to survey designated waterways efficiently and accurately. RecoveryTracT"and geospatial technology will be used to survey designated waterways and capture GPS coordinates and photographs of disaster -related debris. For the purposes of the preliminary survey, Tetra Tech will identify disaster debris that is floating, partially submerged, fully submerged, or located along the shore both below and above the mean -high waterline. The exhibit below shows a sample Assessment Summary Report generated by Tetra Tech's RecoveryTracT' system. During the waterway debris collection, monitors will oversee collection and loading of barges. Once the load is full, the debris is offloaded and transferred into pre -assigned trucks to be delivered to the DMS. Similar to right-of-way (ROW) debris, the waterway debris will be verified and logged at the DMS. Sample Assessment Summary Report IRecoveryTrac Assessment Summary Report I I ATERWAYS SURVEY (Count: 6) (Count= 5) Incident No. Status Priority Date Zone GPS Coardlnates Reponing Supervisor PP-201rr291816 Active HvrF.W 11512D17 13.40 Indtan Rr. Lagoon Fioating disaster debris. 11 • . " srt: \k7rm1 .. 11' 1L 1 11 Incident Reporting Another key feature of our ADMS technology is that it allows field monitors to report incidents and provide supporting photographs in real time to the County, Tetra Tech, and the debris contractor. Examples of incidents include reporting pre- existing damage, damage caused by the contractor, debris piles skipped bythe contractor, safety hazards, and other incidents critical to a debris removal program. As monitors complete incident reports in the field, the information and supporting photographs are uploaded to the Tetra Tech reporting server. Depending on the type of incident, priority e-mails may be sent out by the reporting server to County representatives, Tetra Tech's project team, and debris contractor representatives. Our firsthand experience assisting local governments with recovering from disasters has shown that accurately capturing and photographing pre-existing damage can alleviate residential damage claims that may be submitted to the County. Additionally, the incident map developed from the collection information is essential to quickly identify unresolved contractor damages before the completion of the program. Incident Report RecoveryTrac Incident Summary Report Incident Type Total Active Closed Pct Compl Avg Day Out Hi Pri Emp Invl Contr Invl Own Invl DAMAGE TO PROPERTY 2 2 0 0.0 61 0 0 1 0 Totals 2 2 0 0.0 61.0 0 0 1 0 DAMAGE TO PROPERTY (Count: 2) PRIVATE PROPERTY -MAILBOX (Count: 1) Incident No. status Priority Date Emp Invl Cont Invl Own Invl Location ReportingMonitor DP-2020-30961 Active Normal 9PAQ02g 526:00 PM NO NO NO 1313 GREEN ROAD STREET (30=31,- DARE ADEYANJD [5B6714) 03.257046) MAILBOX DOWN BEFORE THE ARRIVAL OF THE DEBRIS TRUCK. Final Report Tetra Tech has extensive experience completing final reports for disaster debris removal projects. The Final Report will summarize the pre -debris removal, pre -tree removal, and post -debris and post -tree removal conditions. The Final Report typically includes the initial and final assessments, ROE, summary of quantities of materials removed, environmental sampling information, pre and post -work photographs, and final sign off. In addition, data can be downloaded directly from the RecoveryTrac' system using ESRI's ArcGIS feature services. These feature services allow location base selection and download of the data contained within the selected area. RecoveryTrac' Fleet history, including individual route history can be downloaded and is available over the life of the project. Upon project closeout, geospatial data will be provided in an ESRI File Geodatabase (FGDB). Non-geospatial data would be provided in Microsoft Excel format, as directed by the County. The data formats provided do not require a RecoveryTrac' license. Provide a narrative of the proposed approach and methodology for engaging with the County to perform duties. Disaster Debris Management Plan (DDMP) Project Approach As a result of our past disaster debris monitoring and DDMP services, our team understands infrastructure and vulnerability, to risks typically encountered in Florida, such as hurricanes, flooding, and winter storms. We are prepared to assist with each task identified by the County along with necessary supporting tasks and guidance. As such, our project approach addresses the following items: 1. Orienting plan stakeholders to debris management operations. 2. Analyzing potential debris management sites (DMSs) for the temporary staging and reduction of debris. 3. Developing the DDMP and a DDMP template. 4. Conducting training on the DDMP to familiarize stakeholders with their role in the plan. 5. Conducting a tabletop exercise to evaluate the participating jurisdictions to activate and conduct debris management operations. 6. Producing an after -action report and improvement plan following the exercise to document lessons learned from the exercise and establish corrective actions and timelines for making improvements to enhance the jurisdictions' capabilities to respond and recover from a debris generating disaster. Tetra Tech develops DDMPs that span the four phases of debris operations. The concept of operations below describes the processes of how to achieve the objectives of the DDMP. This section is organized chronologically to demonstrate the activities that will take place during each phase of debris operations including Preparedness, Response, Recovery, and Long -Term Recovery. PREPAREDNESS • Develop/update mass debris management plans • Develop/update hazard mitigation plans • Conduct debris trainings and exercises • Coordinate with debris contractors to confirm documentation is in place • Inventory in-house resource to support debris operations RESPONSE • Conduct preliminary damage assessments • Activate debris services contractors • Conduct road clearing • Begin truck certifications • Attend Applicant Briefing in conjunction with the State and FEMA • Identify and assess debris management sites RECOVERY • Establish and open debris management sites • Attend FEMA Exploratory Call and help develop damage inventory • Attend FEMA Recovery Scoping Meeting • Conduct right of way collection • Develop FEMA project worksheets • Conduct special debris programs for o Household hazardous waste o Dangerous trees o Parks o Private property debris removal o Waterways o Derelict vessels LONG-TERM RECOVERY • Compile and reconcile documentation • Prepare audits as necessary • Closeout debris projects Task 1: Update Documents in Existing Plan Project Planning Meeting. Tetra Tech will initiate the project by conducting a project planning meeting with the project sponsor. During this meeting, Tetra Tech and the project sponsor will establish the overarching planning objectives that will define the disaster debris management planning process, determine project milestones, and introduce the Tetra Tech project team members. Together, the Tetra Tech project manager and the project sponsor will accomplish the following: • Confirm the project schedule, deliverables, and planning assumptions. • Identify and collect data needed for plan development. • Identify participants to serve on the Disaster Debris Planning Team (DDPT). Work Plan. Within one week of the project planning meeting, the Tetra Tech project manager will provide the DDPT with a detailed work plan, which will identify the core goals, objectives, and scope of the DDMP project. Once approved, the work plan will guide the development, execution, and follow-up phases of the project. Tetra Tech's project manager will collaborate with the DDPT to identify and confirm critical meeting and project milestone dates. Project Kickoff Meeting. Following the project planning meeting, Tetra Tech will begin the project by facilitating a two- hour project kickoff meeting with the DDPT members. The kickoff meeting will highlight the disaster debris management planning process, the need for various staff involvement from each jurisdiction in the overall project as well as outline the phases and timeline of the DDMP planning project. The kickoff meeting will be conducted onsite or can be conducted via online meeting platform. Task 2: DMS Analysis During task 2, Tetra Tech will conduct a site evaluation of sites believed to be most promising as potential DMS locations. The site visits will last approximately 1.0 hour each. Tetra Tech will develop a detailed set of criteria (acreage, zoning, traffic conditions, environmental considerations, proximity to schools, etc.) to identify potential properties suitable for use as DMS locations. After the site evaluations, Tetra Tech will prepare a DMS report with rankings of the potential DMS locations that were evaluated by the Tetra Tech project team. This detailed site report will include the following information: • Maps showing site location • Photographs of site • Site size and layout • Ease of ingress and egress • Surrounding land uses • Historical eligibility of site • Recommended reduction methods • Public versus private property • Distance from bodies of water • Potential debris management operation and environmental issues and considerations such as burning, traffic, smell, noise, and community impact • Competing resource considerations (jurisdictions competing for the same sites, such as privately owned and operated landfills) • Jurisdictions to be served by the site Tetra Tech will request that the jurisdictions involve the Florida Department of Environmental Protection (FDEP) to make them aware of each jurisdiction's plans to use these sites as DMS locations. Task3: Development of the DDMP and DDMP Template Tetra Tech will work with the DDPT to develop a DDMP with appendices to address the specific needs of each participating jurisdiction. The DDMP will comply with the National Incident Management System (NIMS), Incident Command System (ICS), FEMA Public Assistance Program and Policy Guide FP 104-009-2, Federal Highway Administration (FHWA) Emergency Relief Fund guidelines, and FDEP and U.S. Environmental Protection Agency (EPA) best practices for debris management. On -Site Working Group Meetings. Tetra Tech will conduct working group sessions with DDPT members as well as key members of each jurisdiction's staff for their input into the various aspects of the DDMP and appendices. Working group sessions will last approximately one hour each and could include representatives from departments including: emergency management, public works, finance, County management, code enforcement, public information, County attorney, solid waste, police, fire, parks and information technology. Draft DDMP Development. The DDMP will include the following key components: • Organizational structure, role, and contact information for jurisdictions and departments involved in debris removal, handling, transportation, processing and disposal operations, including options for mutual aid • Clearly defined ICS based management structure and reporting process strategies and processes that support effective debris forecasting, monitoring, and estimating • DMS Report (ranking, acreage, location, maps, photos, etc.) • Debris removal zone maps • Debris management collection and handling strategies based on debris types and mixes (vegetative debris; hazardous trees; construction and demolition debris; hazardous waste; electronic waste and white goods) • Monitoring of DMS locations • Identification and assessment of area -specific potential hazards and threats and the corresponding potential for generation of disaster debris • Pre -event preparations prior to an impending debris -generating incident • Post -event response (major and minor events) • Sample public information content and press releases • Debris reduction options • Sample MOU for the sharing of resources in response to a debris generating incident • Final disposal of debris including methods for maximizing material diversion though reuse and recycling • Use of contracted services for debris operations including processes for pre -qualifying contactors • Sample request for proposal for debris hauling services • Private property debris removal and demolition processes • Sample right -of -entry agreement • Health and safety considerations • Environmental and other regulations DDMP Template. In addition to the draft DDMP, Tetra Tech will also develop a draft DDMP template with instructions for other stakeholder jurisdictions in the region. Plan Review Meeting. A draft version of the DDMP and jurisdiction specific appendices will be delivered to the DDPT for review and comment. After a sufficient review period (approximately two weeks), Tetra Tech will conduct a half -day, on -site or via online meeting platform, plan review meeting with the DDPT to discuss comments and gather additional input for incorporation into the final version of each of the DDMPs. Based on the feedback during the plan review meeting and other comments received during the review period, Tetra Tech will revise the DDMP and deliver it to the DDPT for final comment. Tetra Tech will incorporate revisions into the final version. Task4: DDMP Training Upon completion of the final draft, Tetra Tech will conduct a combined onsite training for the agencies and stakeholder communities participating in the project. The training can also be conducted via online meeting platform.The DDMP training will familiarize community staff with debris management strategies, departmental responsibilities, as well as financial and regulatory considerations in debris management. The training will last approximately 2 hours. County or the stakeholder communities will provide the facilities for the training. Tetra Tech will provide up to 100 copies of the training presentation to attendees. in April or May of each year, Tetra Tech will assist Collier County in conducting an annual pre -hurricane season Strategic Debris Management Planning Exercise (SDMPE) to review the current debris removal plan and process, and to train all personnel associated with the debris management mission. Additionally, Tetra Tech will participate in annual meetings and/or training workshops with the County and others as required to establish and/or review applicable policies and procedures, specific to Collier County. Task5: Debris Management Tabletop Exercise For task 5, Tetra Tech will conduct a tabletop exercise to evaluate and discuss the ability of staff to activate and manage debris operations in response to a disaster. Participants in the tabletop will discuss key aspects of debris operations in the context of a scenario. In addition, questions that align to exercise objectives will be developed to help facilitate discussion. The tabletop exercise will be developed to be in compliance with the U.S. Department of Homeland Security's Exercise Evaluation Program (HSEEP). As such, the following steps will be taken in the development of the exercise: Initial Planning Meeting. An Initial Planning Meeting (IPM) will be conducted with Tetra Tech and the Exercise Planning Team (EPT) to determine the goal, objectives and agenda for the exercise. In addition, the Tetra Tech team will coordinate with the EPT to determine the scenario to be used to guide discussion, identify participants to invite to the exercise, identify the exercise location and discuss other logistical considerations. Based on the discussion during the IPM, Tetra Tech staff will draft exercise documents to discuss during the Final Planning Meeting (FPM) to familiarize staff with debris management strategies, departmental responsibilities, as well as financial and regulatory considerations in debris management. The IPM will take place during the same trip as the plan review meeting or will be conducted via online meeting platform. Final Planning Meeting. The purpose of the final planning meeting (FPM) is to provide a working session for exercise planning discussion and to allow the EPT the opportunity to review and approve the exercise documents prepared by Tetra Tech. During this meeting, the EPT will review and provide final feedback on the situation manual (SitMan), exercise evaluation guides (EEGs), support requirements, and additional evaluation materials. This meeting will serve as a pivotal point in the exercise development process. The Tetra Tech Team will use pre -developed checklists to confirm that remaining exercise details have been addressed. The EPT will also confirm the established timeframe for the conduct of the exercise and provide additional input related to the exercise logistics. The final planning meeting will be conduct via online meeting platform. Situation Manual (SitMan). Tetra Tech will develop a SitMan for the exercise that provides participants with the information they need to participate in the discussion -based exercise. The SitMan will include the following: • General information section/introduction with an overview of the specific exercise activity • Ground rules section describing the expectations for exercise participants • Objectives and scope section containing information developed during the design phase, including the identified capabilities and associated exercise objectives • Exercise agenda section presenting a list of the scheduled activities • Scenario information, including the scenario narrative, timeline, and messages, if used • Discussion questions and points designed to generate discussion as outlined in the exercise objectives • Appendices containing additional information to support the exercise, including acronym guides, glossaries, relevant web site lists, contact numbers, organization charts, maps, models, etc. • Exercise participant feedback form Facilitator/Evaluator Handbook. Tetra Tech will develop a facilitator/evaluator handbook that contains guidance that facilitators and evaluators need to fully understand the procedures and responsibilities for exercise facilitation, evaluation, and support. The facilitator/evaluation handbook will detail the scenarios for the duration of the exercise, develop guidelines for facilitation, explain the exercise concepts, establish the management structure for the exercise, and establish and define logistics and administration. The facilitator/evaluation handbook includes the evaluation tools, data collection instruments, and function -specific EEGs. Tetra Tech will conduct a briefing with the facilitators/evaluators to review the handbooks and assign tasks in preparation for the exercise. Exercise Evaluation Guides. Early in the exercise development process, Tetra Tech can identify personnel to serve as facilitators/evaluators. If the EPT chooses not to use Tetra Tech for exercise evaluation, evaluators will be chosen by the EPT. These individuals will make up the exercise evaluation team and will be responsible for completing the EEGs used to evaluate participants' performance in carrying out their assigned roles and responsibilities during the exercise. As part of the process, Tetra Tech will train the evaluation team on the purpose and effective use of EEGs. As a baseline, Tetra Tech will use the latest version of the HSEEP EEGs to develop customized exercise -specific EEGs exercise. Exercise Registration. Tetra Tech will provide registration of exercise participants on the day of the exercise. Exercise Facilitation. Tetra Tech will design the exercise to engage participants during a compressed timeframe. Tetra Tech exercises typically last a total of four hours. After four hours, participants are fatigued and often experience diminishing returns with each additional hour. Tetra Tech recommends completing the exercise while participants are still alert enough to provide meaningful exercise evaluation. The hotwash immediately following the exercise is helpful in identifying and summarizing the findings and next steps from the exercise. The Tetra Tech Team will provide one lead facilitator and two facilitator/evaluators for the exercise. The lead facilitator will oversee the actions of exercise functions/operations and serve as the point of contact for issues relating to the exercise. If needed, the exercise may also be conducted via online meeting platform. Task 6: After Action Report and Improvement Plan Tetra Tech's goal in the development of after -action reports (AAR) and improvement plans (IP) is to validate strengths and identify areas for improvement so the County can take actions to address areas needing improvement and enhance their capability to prepare for and recover from a large debris generating incident. Tetra Tech will develop and utilize an HSEEP- compliant AARAP template that will be preapproved by Collier County to accomplish this objective as follows: • Allow for the collection of supporting data • Provide for the analysis of data to compare against expected outcomes Provide a process to determine needed changes to procedures, plans, staffing, equipment, communications, organizations, and interagency coordination to facilitate expected outcomes The AAR is a critical post -exercise or post -incident document developed in collaboration with local staff and other stakeholders to the County. It serves as a historical record of lessons learned and provides findings and recommendations for enhancements to policies, plans, and/or procedures. Through years of experience in developing AARs, Tetra Tech understands the importance AARs play in day-to-day operations of state and local jurisdictions and agencies. Many of our proposed project staff members have seen firsthand that AARs are useful tools to document and validate best practices or operational enhancements. AARs help agencies and jurisdictions document shortfalls in areas such as staffing or their inability to sustain operations for extended periods of time. In some cases, documenting such deficiencies in an AAR has led to jurisdictions/agencies receiving additional approval and/or funding to increase their staffing levels or purchase needed resources. After Action Report. Tetra Tech Team will prepare an after -action report (AAR). The AAR will document the goals and objectives, provide a synopsis of the exercise and an analysis of strengths as well as identifying and providing recommendations for areas needing improvement. Tetra Tech will deliver the draft AAR within four weeks. After Action Meeting. Following delivery of the AAR, Tetra Tech will conduct an after -action meeting with the EPT and key participants. The after -action meeting may be conducted via online meeting platform. During this meeting, the EPT will establish its improvement plan (IP) matrix, committing to actions and timelines to remedy deficiencies identified in the exercise. Tetra Tech will finalize the IP matrix within two weeks following the after -action meeting. Debris Monitoring Project Approach RecoveryTracTk'Automated Debris Management System ecoveryTrac MM Our team has spent years on research and development to streamline the debris collection documentation process, with a focus on minimizing the cost to our clients while improving the visibility of debris project operations. RecoveryTrac'' ADMS is the result of these efforts. RecoveryTrac'' ADMS is a scalable and fully featured disaster management application designed to address the operational challenges faced during a disaster recovery project. Our proprietary RecoveryTrac'' ADMS technology is validated by the U.S. Army Corps of Engineers (USACE).The system provides real-time collection of data and offers multiple solutions to data management, reporting, invoice reconciliation, and project controls that cannot be achieved with a paper -based program. Tetra Tech has implemented RecoveryTrac'' ADMS technology on our last 200 FEMA PA -eligible projects. On these projects, our clients and FEMA found this state-of-the-art technology to increase efficiency and improve the management of debris removal efforts. Tetra Tech's RecoveryTrac'' ADMS system is regarded as the #1 debris tracking system in the industry for the following reasons: • Most Broadly Tested ADMS in the Industry — RecoveryTrac'' ADMS is a proven system that has been used to execute the largest USACE activations involving ADMS technology, including the State of California NORCAL Fire response and the State of Georgia Hurricane Michael statewide activations. During simultaneous response to Hurricanes Harvey and Irma in 2017, Tetra Tech deployed approximately 6,000 ADMS devices to collect and manage data for over 100 projects. No other system has tracked and documented as much debris as RecoveryTrace' • Stable and Secure ADMS System — RecoveryTrac'' ADMS is the industry leader in secure data systems. The RecoveryTrac' system is securely hosted in the Microsoft Azure Government high -availability, cloud -based data center with restricted access and transaction -level auditing. The database is continually backed up and immediately replicated to an off -site location. The database is geospatially based and is maintained and synchronized with the reporting database in near real-time to maximize system performance, availability, and security. • Unmatched Flexibility to Meet the Needs of Any Client — The system is designed to be fully customizable and allows for multiple data collection methods to streamline the debris collection documentation process with a focus on minimizing the cost to our clients and improving the visibility and transparency of debris project operations. • Unrestricted by Hardware — Because RecoveryTrac` ADMS utilizes readily available hardware, there are no restrictions to the amount of ADMS units our team can provide. Our team stocks thousands of units and can expand to fit any client's needs, including multiple simultaneous activations. Benefits of RecoveryTrac' ADMS Ability to Respond. Combined with the on -hand inventory of thousands of handheld devices and the ability to rapidly procure additional equipment through preferred vendor relationships, the County can rely on our mobilization strategy for zero -day activations in disasters covering large areas with little or no -notice. The on - hand inventory can be on -site and ready to use within 24 hours of a notice to proceed, and additional needs can be met quickly (in most cases, 72 hours or less). Simple and Intuitive. A key foundation of our mobilization strategy is the ability to quickly hire and train local residents and begin debris removal operations. The mobile application is simple to understand and intuitive, allowing most users to begin using the device once the standard monitor training is completed. Cost Effective. RecoveryTrac'' ADMS combines the advantage of automation and the desire of our customers to control costs by utilizing widely available commercial equipment and increasing the simplicity of operations. Reliable and Stable. Based on the Android operating system, RecoveryTrac'' ADMS is secure and reliable. This minimizes the interruptions in field operations due to technical difficulties and reduces the number of support personnel required to maintain the system. RecoveryTrac'" ADMS Key Facts • Owned and operated by Tetra Tech • Thousands of mobile units on -hand and ready for state-wide multi -district mobilizations • Meets USACE specifications for electronic debris monitoring handhelds • Real-time situation awareness of field resources and efficient direction to support the County's priorities • Real-time GIS web services for EOC information and visualization systems • Capable of collecting data regardless of cellular service • Automated photograph and GPS capture • Provides reports and pass map tracking in real-time • Minimizes chance of fraud through real - Technical Support. RecoveryTrac'"° ADMS is designed to be self -repairing when time monitoring possible; most support needs are resolved by field supervisors who are able to reach • Minimizes data entry and human error field monitors within 15-30 minutes in most cases. In addition, we have dedicated • Expedites invoice reconciliation technicians at disposal sites and provide a field service center to maintain and repair • Intuitive and user-friendly equipment. Truck Tracking. Our system is capable of providing with real-time location data for debris hauler assets. This translates into the ability to manage assets to those hardest hit locations or distribute assets more evenly based on issues such as first -pass completion, traffic patterns, and hot spots. Real -Time, Customized Reporting.The key to successful management of a debris project is the timely availability of relevant information needed to make sound decisions and respond to anomalies before they become issues. Our powerful reporting engine allows the user to monitor contractor performance, track damages, track street -by -street debris removal progress, and identify and resolve potential problems as they happen. The geospatial reporting systems within RecoveryTrac, provide real-time information that raises the bar for post -disaster project management. The RecoveryTracT" Process The steps of the RecoveryTrac"° ADMS process are as follows: 1. TRUCK CERTIFICATION Akk Debris hauler trucks are certified a using handheld devices. A certification form is printed with unique bar code, and (0—.010 v'' provided to the driver and debris `OrTOr site/tower monitor. 3. LOAD TICKET CREATION Once the truck is full, the monitor selects the debris type, and scans the control ticket to assign a load number. 2. COLLECTION MONITORING Field monitors scan the truck certification form to open a control ticket, and record waypoints as the truck is loaded. 4. LOAD TICKET DATA As the truck proceeds to the disposal site, collection data is uploaded to the server, and utilizing Look Ahead, the ticket nw;p information is sent to the disposal monitor before the truck arrives.' I / OQ 6. DISPOSAL DATA UPLOAD The disposal ticket is printed, the data is uploaded to the system, where it can be utilized for real-time reporting. 5. DISPOSAL SITE RECEIVING The control ticket is given to the driver and taken to the DMS, where it is scanned by the site monitor. The site monitor confirms truck, debris type, and enters the load call. Even when there is no cellular connection, the handheld devices continue to operate in connected mode; however, the data is stored on the device until a data connection is restored. The device periodically searches for this connection, and when services are device automatically uploads the stored ticket data. RecoveryTracTm ADMS Features Tetra Tech brings significant experience and understanding in the design and build of disaster debris removal data management systems that offer data collection, storage, sharing, analysis, and reporting. Because of our previous experience, we have several ready -to -use components already built and ready to deploy. These components can be quickly repurposed saving time and cost while ensuring field work starts quickly. Some examples of these existing capabilities and tools include: Industry -standard ArcGIS Feature Services delivers RecoveryTrac' ADMS data and serves as foundational building block for the applications. Initial Work Surveys document results of initial surveys to quickly collect, display, and summarize data into actionable operations planning. This data, including photographs, can be used to organize and deploy resources to improve speed and efficiency of the operation. Work lists and optimized routes can be generated by the RecoveryTrac; system. As the routes are completed, the locations are marked complete. Services: Our operational and data experience with disaster debris monitoring, combined with the best GIS and data professionals in the industry, results in top -shelf solutions to the most complicated data and tracking needs. • RTIRecoveryTrac ❑ebrisAuditData RT2020 (FeatureServer) • RTIRecoveryTrac ❑ebrisAuditData RT2020 (MapServer) • RTIRecoveryTrac ❑ebrisRemovaVData RT2020 (FeatureServer) • RTIRecoveryTrac ❑ebrisRemovalData RT2020 (MapServer) • RTIRecoveryTrac MonitorLocations v1 (MapServer) • RTIRT2018 ProjectBoundaryData v1 (FeatureServer) • RTIRT2018 ProjectBoundaryData v1 (MapServer) • RTIRT2018 ProjectZoneData v1 (FeatureServer) • RTIRT2018 ProjectZoneData 0 (MapServer) • RT/RT2018 SiteObservationsIncidentData v1 (FeatureServer) • RT/RT2018 SiteObservationsIncidentData vl (MapServer) • RTIRT2020 ProjectZoneData 0 (FeatureServer) • RTIRT2020 ProjectZoneData 0 (MapServer) y ovaoaa.�sa�c e . .]om,sMn pBM]0.JMld DI M-II- �. �Po cnaNn���.r of @ n � E fez Ad a ym ��a ores P, 06 Mz0 3 1 _ a 8 oast. �a$ The Driving Distance Analysis tool is used to calculate estimated distance and drive time based on the existing road network. This planning tool is used as a parameter to design the shortest route, work list planning, and other operational factors. The Standardized ROW Grid Index layout is available in several formats, including GIS Mapping applications, mobile data collection apps, and hard copy maps. Map segment areas are configurable for size and allow attribute modification for tasks, including contractor, quality, and safety review tasks. An automation tool built to validate routes taken to TDSRS/DMS. When a vehicle enters a checkpoint buffer area, the position record is annotated as passing the checkpoint. Route maps can be created, along with custom reporting as specified by operational requirements. Fleet tracking data provides complete route information. The data can be made available to show live tracking or view route history. Transportation analysis services are available, or data exports can be provided for County requests. # j Legend 20 Mlle Radius 89 Mlle Radius . V PxeiF a � arz mz Legend Cnetk Point • Truck Raute C11eck Poln� Legend Geospatial Technology Specifications For more than two decades, Tetra Tech has been an industry leader in the innovative use of Geographic Information Systems (GIS) technology. Our analysts produce site maps and illustrations, and manage large, multi -disciplinary environmental datasets. They are highly experienced in GIS and database automation, applications programming, spatial modeling, 3D modeling, advanced image analysis, and interactive web mapping. Tetra Tech has worked with the largest federal and state agencies on wide-ranging GIS projects, including the Department of Defense and the Federal Aviation Administration. As part of Tetra Tech's debris monitoring services, Tetra Tech has utilized GIS to conduct more meaningful debris collection analysis. Tetra Tech operates with the goal to turn clients' data into knowledge to better manage disaster recovery, improve strategic planning, and facilitate decision making that maximizes efficiency. Tetra Tech is also an expert in data collection, including various methods of aerial survey such as Light Detection and Ranging, land survey, and hydrographic survey. Tetra Tech develops web -based GIS systems which allow clients to view and share project information with multiple users through customized map interfaces. These tools save time and money by communicating information quickly and efficiently to aid in the decision -making process throughout the life of a project. The best way to understand disaster debris removal data is to visualize it. Beyond charts and graphs, Tetra Tech is leading the industry in GIS technology integration and disaster debris monitoring operations. �'� �� �� i %� M•i : rMi�+. �.•i• Ee.dr E,�_one.Aa.,,,,xa • -•„i. a • LEG-L i._1 _: �. �. Aid ,paw t9ti.�.,i.♦• Na,�, Ewdreheb-A.sTse ♦ ! W/W*�I^�!• ♦ VECE,ATNEnN00E1Y �M • • 1 • CONSrRUCT,OWDEM0uri0, .,, 5 y�••� •r i:- •• v i .:.,,. ,.,!ti♦ @�L `•fi�ka t� •ti �..rK'' +"' L—d Fdn.p L-6 s- On w Aka, it z9 •^ ^ �ti*" � a /•T F i �s ♦ ,_ VEGETATNEM'OO�Y • • „• , Y . � � ', • � ♦ CONGTR13L11ON6➢EMOLR'QV Af.• rid ♦iif�S "N..,:.�..�:+� - Enad RdN.p lyyh.n,-Eya 11?8 i�� � �• .• !fi,�� + = vECErarwem,carn- •♦ �•y � [ .�, ,. � � � _ .�wii�:.tY•_ coNsrxucnonimEMOLRraN •t {M.,FS.I�"'i4i j'�• ` _ i A,�'�:T yYti., �'�1/►♦ �, 'E _ .,. .. - V Pnlvd Bwndary F ♦� ; If 47, ` x 0 � `�"�-"��a!ie•Es:•HERE, Garmin, IM1CRE�_ Our ADMS technology is integrated with GIS features at every stage to provide a real-time view into project operations. With the RecoveryTrac' system, the County and its stakeholders gain constant access to webmaps and webapps that clearly capture project operations within the County's geographic bounds. We understand the County's expectations for GIS technology specifications and guidelines and are proud to affirm that the RecoveryTrac'"system meets or exceeds all requirements, as detailed below. GIS Technology Specifications Customizable Our system provides the right data, to the right audience, at the right time. Our GIS platform is role -based and Secure and requires user login to access sensitive mission data. User permissions are customizable to reflect the Reporting needs of the County, its Commissioners, and even the public to properly capture and report on project progress and activity. Key tools include damage reporting, progress and planned operations. The outputs from these tools are targeted to the audience and configurable for more consistent messaging. User Friendly All RecoveryTrac' GIS portals include easy -to -use tools to search, identify, and select data. Whether the Dashboards County is looking for the big picture of project operations through a heat map of debris removal locations or wants to drill down into detail to refine truck driving distances based on debris management site locations — our system is equipped to provide an extensive range of data reporting and analysis. Our dashboards and data portals are designed with the end -user in mind, providing the information needed in as few clicks as possible. Additionally, GIS analysis tools are provided to allow users to leverage in performing advanced data research. Using the Microsoft PowerBl interface, the RecoveryTrac' data platform is simple, intuitive, and endlessly customizable. Real -Time Tetra Tech has extensive experience in collecting, managing, and tracking financial and project data. We Reporting understand that disaster debris operations are constantly progressing and, as a result, we respect the County's preference to rely on real-time reporting and minimize static data sharing. Our communications model is based on real-time and near -real-time validated mission information, available in dynamic web -based reporting portals. Although these reports are available at any time to the County, Tetra Tech is able to submit periodic static reports should the need arise. Our systems are GIS driven, as ticket locations are collected in real-time, it is actively performing a spatial comparison with geofenced layers. These geofenced layers can include county boundary, debris zones, parks, as well as funding sources. This allows data managers and stakeholders access to key information that can be visualized and filtered in a PowerBl report, which isjust one of many output components. Recording in The RecoveryTracT system has several options for recording and reporting geospatial data. Proven methods Real -Time offered include pass completion based on route dispatch and road centerline status update using mobile and desktop GIS data collection, and pass completion based on visual inspection and road centerline status update using mobile GIS data collection. Photographs RecoveryTrac' mobile apps can record events or data gathering with photos, such as missed debris piles, and Delivery safety and accident reports, surveys, damages, operational observations, and custom mission data collection/reporting needs. When documenting loading operations and events, one or more digital images can be taken and electronically linked to the ticket as directed operationally or as user feels is necessary to support documentation. Real -Time All mission disposal site statistics are calculated as information is updated in the system and made available Access for back office and field reporting. Ticket and Tower personnel role and status is available real-time through the mission ArcGIS Online portal which shows the current location, status and contact information. RecoveryTrac' mobile apps update the system to the QC, QA, and Supervisor locations and status every 3 minutes making it easy to locate staff while in the field. Real-time status of truck locations is available through RecoveryTrac'' Fleet when up to the minute asset location and route taken information is required. An ArcGIS Online Web mission portal is provided with mission equipment/crew location, status, and other relevant metrics to provide constant access to operational data. In the following pages, we have provided additional detail about the RecoveryTracT system's features and capabilities in geospatial technology. RecoveryTrac;' ADMS and GIS services leverage the scalability and performance provided by Microsoft Azure Service and Amazon Web Service platforms, allowing Tetra Tech to reliably meet any needs the County may encounter in disaster debris monitoring operations. Spotlight On: Geospatial Reporting Pei Recovery"Trac" reporting tells the story of recover with actionable insights.aw_P..-,4,_,4y:. The RecoveryTrac— GIS portal contains a rich set of mission planning tools that leverage existing datasets with real-time operational information to focus on keeping operations aligned with mission strategy and financial performance. Geospatial services provide detailed reporting and visualization of project progress parameters and GIS data supporting operations. Services include real-time and near -real- time validated mission information with easy -to -use tools to search, identify, select, and analyze data. As project operations progress, Tetra Tech provides ongoing access to real time data through the RecoveryTraclm reporting portal. Our proven reporting tools include geospatial reports that reflect critical project information, from reporting pass completion to monitoring real-time truck locations. As shown above, the RecoveryTrac' reporting portal is a reliable and evolving source of information to keep the County and its stakeholders constantly aware of project status. Tetra Tech has provided a sample of the phases from Collier County following Hurricane Ian in motion within the RecoveryTrac' system below. DAY 1 -15 DAY 16-30 COLLIER COUNTY DEBRIS TICKET VOLUME HURRICANE IAN 2022 f Legend Volume 0 Low 0 Medium High DAY 31 is DAY 96-6LI ^^^•^ -Very High DAY 51 - 75 DAY 76 - 90 - a TETRA TECH 0 10 20 40 Mlles `-, N TETRA TECH 77 Pickup Locations RecoveryTrac=' ADMS provides additional ticket detail that can be leveraged for mission needs. At each debris pile, the Loading QC Monitor marks the location of the debris pile to collect GPS coordinates. This generates a 'route' that can be used for several purposes. This route information has been used on missions for various purposes, including road pass and completion tracking, constituent questions (when/where pickups have occurred), and allocation of costs when removing debris from several locations in one load. As shown in the side -by -side graphic below, having the pickuplocation data readily available in addition to the loadcompletion location is a stark differentiator and benefit of the RecoveryTrac=' ADMS. Ticket Location (End Point only) PNEw� �o . . . • � Pnwo� a. • aNE� o• � o RecoveryTrac Pickup Locations � m 0 ao ®®m m o wow °moo �S° B� k • Progress Tracking Tracking and reporting mission progress presents several challenges to the operations team. Collection of progress reports, aggregation, and presentation of data can be time consuming and rarely can keep up with the pace of operations. RecoveryTrac' ADMS offers several methods to address and solve these challenges that have been used in previous missions. Tetra Tech has complete flexibility in changing roadways to any color to indicate completion and provide a progress report. Tracking using pickup locations or directly updating road segments are two of the most popular methods that provide excellent visibility of progress with reduced effort to maintain real-time information sharing in the geospatial environment. Another way we present metrics is through dashboards. Dashboards provide the ability to visualize the amount of debris being collected per community on a cumulative and daily basis. Examples of these illustrations are shown below. Progress Tracking Using Pickup Locations �y�y w��r,yrE�.••..R. �� �a o V`,,; r ���9Si�� a - Ghv 9� j hrR. Progress Tracking with Road Segments Status Complete First Pass Second Pass Driving Distance Analysis ems. CIO 3 ii Miles t.agentl CD6ier DNS Sites TETRATECH d M.i.r DMS Srte Oma.rmsS -15 mi... D'*M Di't.— 120 Ml—D;Zm Di 1. Oiednce 1S. A...a.o MmMe lC.-50nlyj-"Mi—Griwq �—' p—, mxg o�s�arces h�. D —m .n See �$10glny Site L ti Work List and Issue Tracking Several components of the Contractor Quality Control report and the mission planning requirements can be tracked and reported using tools provided with RecoveryTrac' ADMS. In addition to initial identification and collection of events and issues, the disposition can also be managed. Recent applications include: • Initial Work Surveys. Documenting results of windshield surveys can be quickly collected, displayed, and summarized into actionable mission planning. This data, including photographs, can be used to organize and deploy resources to improve speed and efficiency of the mission. • Missed Debris tocations. Separation of debris stream can complicate collection since the streams cannot be mixed in most cases. The RecoveryTrac'system can mark the exact location, which is shown in the GIS Portal. Worklists can begenerated by RecoveryTracT' and optimized routes generated for "Hot Shot" crews to collect. As the routes are completed, the locations can be marked complete. • Safety and Injury Reporting. Quickly and accurately documenting required safety briefing and inspections are a key mission requirement. The RecoveryTrac;' system can assist with identifying trends across the span of operations based on reports and documentation of property damage, arguments, unsafe practices, and injuries. Hotshot Work List for Collection Optimized Route for Collection p �Po ciianxi � C o B k - �creex tice�s.e N : • � P ° N Advanced Features — Driving Route Determination RecoveryTrac' Fleet provides advanced features that go beyond tracking and geofencing. Compliance and billing support can be augemented through these features. A mission may require debris hauling vehicles to take a specific route to minimize traffic and road wear. By establishing check points along required routes, Recoveryirac' Fleet can accurately determine the route taken and provide compliance reporting. When a truck enters a check point buffer area, the postion record is annotated as passing the checkpoint. Route maps can be created, along with custom reporting as specified by mission requirements. The route determination data can be used to validate contractual invoicing and compliance and for traffic studies. Route Determination by Passing Check Points Route Checkpoints Used for Compliance - n Legentl�no nt nutter scum Rd COOn Legend ChecK Polnt .er oak• -..,c • Tnick Route -� Check Point Buff— RecoveryTrac' Fleet Fleet tracking is a powerful platform to manage mission resources, monitor and report on compliance. A key benefit of the RecoveryTrac='solution is the ability to start tracking simply and quickly without the need for expensive equipment installations, service contracts and other expenses of commercial tracing systems. Reports can be run for any specified time period to export all information on a vehicle's route, trips, or a summary of statistics. Each resource is assigned a unique identification, this unique ID is used to enable tracking and can be customized but is normally the Employee number orTruck/Crew number assigned during mission certification. RecoveryTrac' Fleet mobile app is available for the IOS or Android platforms, configuration and setup is simple, provide the unique ID and turn on tracking in the app. The app has both a "tracking enabled" mode and a "tracking disabled" mode so that mission resources can turn off tracking after working hours. RecoveryTrac' Fleet has features that can improve overall mission coordination and communication, including: • Live asset position including real-time metrics • Route history, or'breadcrumb' reporting to view routes and analyze performance • Safety and compliance features including maximum speed and driver road hours • Transportation management features including dispatch, and route optimization and performance tools • Provides support for both driver based (phone) and vehicle based (installed) tracking Fleet Tracking Module Boni 49�rzoe/i7�eob�o _ A 'V aQ9� fl a� ,A Emergency Push During the emergency push period, debris removal contractors coordinate with County crews to clear blocked roadways for emergency vehicle passage. Tetra Tech can support the County with emergency push efforts. Tetra Tech services may include the following: • Document blocked roads that require immediate clearance • Help staff maintain maps or databases to track road clearance progress and other essential tasks, as requested • Administer the sign -in and sign -out of labor and equipment to track time and materials (T&M) charges • Maintain reimbursement documentation of emergency push work • Coordination with the County to conduct preliminary damage assessments and road closures • Establish public information protocols to respond to concerns and comments Debris Estimate Methodology It is critical to understand estimated quantities of debris to adequately plan for project operations and mobilization. Tetra Tech has found that rather than relying on a single approach, a combination of debris -estimating methodologies generally produces a more accurate estimate. Tetra Tech uses the following debris -estimating methodologies: • Data -driven debris -estimating model.Tetra Tech has developed a data -driven debris -estimating model that takes into consideration factors such as hurricane strength category, estimated storm surge, coastal households, amount of vegetative cover, dockage, and other unique factors to develop debris estimates for a community. • Field survey. "Boots on the ground" Tetra Tech staff will also work to estimate the expected volume of debris. Tetra Tech's experienced field staff complete windshield surveys, and the information collected is aggregated by an experienced project manager to generate field survey -based debris estimates. • Aerial surveys. Finally, Tetra Tech can develop debris estimates using Unmanned Aircraft Systems (UAS, or more commonly drones) to estimate debris quantities from inaccessible areas. Tetra Tech drones can capture topographic survey data, including orthophoto, contour, digital terrain, and dense point cloud data to develop estimated volumes of debris within an impacted community. Surveying Affected Areas for Special Situations or Emergencies Tetra Tech will customize the RecoveryTrac'"° ADMS system to meet the data capture needs of the special situation or emergency surveys outlined in the RFP (including identifying tree stumps, root balls and associated cavities, hazardous trees, construction and demolition debris, or other potentially hazardous situations). Benefits of using digital data capture and custom electronic forms include: • Integration with applications: The RecovelyTrac'"° survey tool can be integrated into Surveyl23, iForms, Collector, and other standard geospatial survey tools typically used for surveying affected areas. • Implementation of required fields: Tetra Tech will designate required fields that must be completed on forms before the user can move on to the next data capture event. This avoids incidents of failure to capture key information in the field due to user error. • Standardized data entry: Tetra Tech will use drop -down menus and pick lists whenever practical to standardize data capture. This approach avoids use of synonyms and personalized nomenclature that can hinder data analysis and cause confusion during data interpretation. • Direct correlation with project -specific database: Tetra Tech's electronic forms and custom database are developed in concert, allowing for direct mapping between data fields captured in electronic forms and those used within the database. These tools facilitate rapid and accurate upload and storage of data, without requiring manipulation of data. After surveying and logging findings of special situation or emergency surveys, Tetra Tech maintains a list of potentially hazardous locations and situations. The RecoveryTrac'' database is used to coordinate and track the appropriate dispatch of staff and equipment to remediate the hazard, as well as reporting to the County on the status of the hazard, actions taken, and post -event status. Damage Reporting Following a disaster, the County will need to evaluate Countywide damages and identify priorities. Preliminary damage assessments are a critical component to the County receiving a disaster declaration following a major debris -generating event. If tasked, Tetra Tech is prepared to supplement County staff and assist in conducting electronic damage assessments. Tetra Tech's Recoveryirac'' ADMS technology would be used to conduct damage assessments and collect supporting data, including photo documentation of damages. The collected information would be reported real-time through web -based maps that depict damage assessment progress. Tetra Tech has recently supported damage assessment efforts for local governments following Hurricane Harvey in Texas and Hurricane Maria in Puerto Rico. A sample image of Tetra Tech's web -based damage assessment report is provided below. HOME - PA Site Visit i] Details + Add - I Edit °o°o Basemap I Add Features Pebr. Auclancx Site Ys:ts Category A:Category B:Category C: select aPA Debris Emergercy Road Category... Removal Protective Sy — Measures and Bridges Gbegory Utegory E: Cabe9ary F: Cabe9ory ❑: Water Publlc Publlc c: Parks, comrel Buildi y utilities Recrcatio�ta Facilities and Cor.trrh I, and other �r UNDO Esn.mm ArcGrE Marketplace Help . Terms of rise Privacy Contact Esri Report Abuse Vehicle Certification Damage Assessment Report ® Save - w Share i2i Print Q Directions �J Measure ]J Bookmarks Attorrnay ' {! Good — Library FEMA Category FEMA Sob - Category 00000,00 PDA Site {I Site Name ■ FEMA Q Designation Numher © Cause Of �j Damage QI Damage Fir;, Descri pion eap,ist Temp Work Church P © Complete Efl Temp Work To Be Co Tetra Tech uses the RecoveryTrac'' system to electronically certify all trucks used in an activation. Our team follows a proven vehicle certification procedure that complies with FEMA guidelines and results in maximum reimbursement. Our certification includes: • Unique truck numbers for contractor crews and equipment • Automated truck certification form, including: o FEMA guidelines on truck certification documentation and volume calculations o Barcode for automated ticket scanning • Vehicle notations on the truck certification form and vehicle placard, informing tower monitors of sideboards, tailgates, or other modifications • Photographs of vehicles, vehicle cavities, and drivers • Periodic spot checks and recertification of trucks to identify trucks altered after initial certification NEW MAP PA Find address or place q veteran;; / h,amahal i Category E: Public Buildings and Content I Building - 12 Historic Courthouse 193-0R-CA Earthquake Structural damage and water damage Emergency work Ongoing neu e F - f Presby,erian / J Church County of Napa, aACCG, Esn, HERE, DeLonne, Iikerm IISGs, naDA, EPA 2 - a Benefits of using Tetra Tech's mobile truck' certification application include: • Electronic volume calculations • Instantaneous upload to the RecoveryTrac'"° database • Immediate QA/QC checks to verify the truck certification calculations • Automated photo -matching of truck and driver photographs The truck certification application allows us to complete truck certifications in 30916 less time than with a paper -.based system. Truck Certification Report Truck Certification Report Td%0C Cert6 %C,Ahd Cao t, a,n Ceefi 7Caoacnv CERES 62 3709 71.33 TOWS: 62 3709 11.33 ontmetor: CERES Su4Cmwwwr 1: CREEL BROTHERS SabCem,.w 2 Troek lie (d AK CM Om, $I= VeF.eie T, V0.6. Tieyemcb FexuM4 H'A Simi SS Wn M191141 AM ACTNf P23476011A) SELF1CAD04 TRu0( Pnmay BaxJL xW x nl 212x100x96 = 203$200 0I + 1 Type. Box (L x W x H1 56>1100z7e=416100.0 (. ) Typ 116x (L R w x H) 6100ax11= 113710 01 1 Type Box 0 x W x M 4x1*,Q1 a 8r00 0 (. ) Td:a Vdame 2571900 0 Cu ", (116656�= 55.12 Cuyde @bmPWro d View Side Vie. view I mn; Vi,. Field Operations The Tetra Tech debris monitoring program includes the following: Tetra Tech Daily Field Operations 1. Work Scheduling 4. Field Supervision Tetra Tech will coordinate with the debris removal contractor's project manager to estimate required staffing numbers for the following day.To be responsive and overstaffing, Tetra Tech requests that th hauler release the next day's schedule k 2. Check -In Field monitors report to a staging location prior to the commencement of daily operations for a briefing by the project manager or field supervisors and for the distribution of safety gear, map books, and ADMS handheld devices to document debris removal operations. 3. Deployment A field monitor is assigned to one loading unit or to a leaner and hanger removal crew. In Instanc- es where leaner and hanger crews have multiple saw operators, the cut crew can request the addition of a monitor (this typically happens when a cut crew can complete over 60 hazard removals per day). Responsibilities of the field supervisor monitor include training, QA/QC of work being performed, verifying load ticket accuracy, and responding to field monitor and debris contractor issues. Tetra Tech utilized National Incident Management System supervisor ratios for span of control and efficiency of operations_ 5. Field Documentation Field monitors will verify proper loading of debris and will document that contractors and their subcontractors adhere to local, state, and federal regulations and safety guidelines. Debris removal procedure discrepancies are reported to the supervisor. If a field monitor feels a justifiable need to stop operations, the monitor will refrain from issuing a ticket until the debris hauler supervisor and a Tetra Tech supervisor determine an a pprop riate action. 5. Daily Closeout At the close of operations each day, all field monitors will report to the staging area to clock out, turn in their ADMS handheld device, and receive a debrief from field supervisors. Debris Management Site Monitoring Tetra Tech has industry -leading experience t assisting local and state governments with locating and permitting DMS locations before a disaster event as well as post - disaster. Based on State environmental agency guidelines, DMS locations typically require baseline soil testing before use. - - - Following the completion of work at the DMS locations, the baseline soil testing is used to verify site remediation is complete. As DMS locations are activated, Tetra Tech will provide a minimum of two disposal monitors per site, which may scale depending on site layout and operational needs. The disposal monitors will verify that the debris contractor passes through the ___ __-___._� __5_110 DMS and will verify accurate and comp lete !a° LeaMd CdlierDM55ites ca�,o,n�ss reM"senryo� documentation. Several daily audits will be .c'TETRA TECH 46Jw �MS611e(Ce14o 50 N 15 Minute �-iinB Distance performed by project managers and Wh supervisors to verify that load call data is consistent and accurate. Documentation kept by Tetra Tech DMS disposal monitors includes • Load Ticket. Documents that debris removal complies with all FEMA requirements. • Disposal Monitor Log. Used as backup documentation as required by FEMA. • Scale Manifest Tickets. For weight -based debris hauling contracts, Tetra Tech will digitize and catalog scale tickets. • Incident Report. Tetra Tech will document property damage, arguments, unsafe practices, and injuries. • Photographic Documentation. Tetra Tech disposal supervisors will photograph a DMS frequently to create a visual timeline of the site. • QA/QC of Field Tickets. Disposal monitors review and verify collection monitors' work in the field. Load Call Estimate Examples Example A. The mounded portion of the load offsets the areas A ......• 5ojo.......... where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 45 percent. B .......• ....... Example B. The mounded portion of the load offsets the areas where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 70 percent. c ......• •••• Example C. The mounded portion at the front of the load offsets 85% the area in the back where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate is 85 percent. Example D. The mounded portion of the load offsets the areas 95/e e where the load drops below the fill line. Because the load includes light and medium debris, the load percentage estimate nr1 is 95 percent. Load Ticket Tracking Report Samples Elnd aaaress or waca q 3 ___. � © T 1- , - ,. I...� - s �m nea,s� ��. Loads ass- nor Aearn ze ea sr ao.� r Bonita Oa - . s a. nr aea-n ao •s E\ • vwETaTlw�000� oNS PuoION _.. ♦ CEACH-r..v—MO_T.ON 1 5 Let essL SP_9 - �eoana I •'rM 4 Fvx Rage or Ladd T.,ka Pre1128 iN+-.gar £ s v' /iano� DI &��.�IO_,-.ON - ��!* �esl counuyciue ceumn nue ♦ BEACH.('-D oor L ci.n - _ Load Pickup Loca[ions-On -Aft., 11.28 g z = s �.c'1"fana. Xr a via ae v,N,,. �LCLTnTwB�rv000. cC__ _ CONsrPUCrIONeo_.n C_ ON 717� s rncr ♦ co.nm� (�� •• ci�e rve Load Piek.p Loeadon¢-Pre 11.28 •�w _ `_ a ♦ vwsTaTlv=iw000v C—TRUCCONeoBMOLT.ON • �•, H �oa��.e � - .,e��m, moai ei�a a Prolae�eoundary ,�rya.k + +tip •,�,` •♦ _ i rc.♦ \ Beni yrA J T jr' �' •,• • • o �o•=c. ^F . ..�s5 P., Ra `,. Irk srl'9IR� • oYF �'� � Inez one s�.d enure ui.0 ♦ • nna. _ - Kenai coa > - 6 • ire FIL OnCo �a ., •~ My � :1� - o em N�Q � •�+,5 •}�,i� '.Eland • © I. aan - - Lcad Tlckee on Bedch Approved Areas O —� .i _ R�p•+. • cc..-i.. i. Load Tickers on Private Roads • • Yaner •• i• • �••• r- • i• Load Tlcketson Insurance Roadways jI . � � •• Project Boundary • w •� �•A ,h• N J y, • op `ow Y `� Z Residential Drop -Off Sites Residential drop-off sites can be beneficial by allowing residents to address disaster debris on their property. However, to be eligible by FEMA, the County must verify that only their residents are using the drop-off site and prevent commercial debris contractors from disposing of debris at the residential drop-off site. Tetra Tech can assist the County in monitoring residential drop-off sites and verifying County residence before a resident unloads debris at the site. Right -of -Way Collection Reporting Our RecoveryTrac' ADMS technology allows the County to view debris collection points, truck locations, monitor locations, damage, incidents, and daily metrics at any given time. The additional geospatial reporting capabilities are made possible through the Tetra Tech approach to field monitoring. At each debris collection point, the field collection monitor marks the waypoint or location of the debris pile to collect GPS coordinates. The map on the following page displays the waypoints associated with each collection ticket issued in the field. The waypoint collection report is updated in real time and can be filtered by date. Waypoint Collection/Hazardous Tree Maps An additional feature of our ADMS technology is that each handheld device reports back the location of the device regularly. By leveraging this location information, Tetra Tech can view monitor locations and truck locations in real time, as demonstrated below. Truck Locations Stumps and Leaners/Hangers Guidance established by FEMA requires supporting photo documentation for each ticket issued for hazardous tree or hanger removal services. The previous standard for monitoring firms was to take supporting photographs with a digital camera and manually associate the photos to each tree ticket. Tetra Tech utilizes ADMS technology to automatically associate photographs for all hazardous tree and hanger removal operations, which eliminates the potentially extensive labor associated with this task. Additionally, our ADMS technology and software is designed to manage photo documentation by compressing and securely storing photos for field validations and audits in real time. The ability to associate photo documentation to unit rate tickets is critical for FEMA reimbursement, QA/QC, and fraud deterrence. As work in the field is completed, the information and supporting photos are uploaded directly to our database for QA/QC checks. A QA/QC manager verifies that the photographs comply with FEMA regulations and that all measurements meet the County's contractual agreement with the contractor. 7 C...0 I Ir.lr 1 pd 1 k..1 Hazardous Tree Mobile Suite Real -Time Ticket Report Incident Summary Report TY roll AU- C—d PclCmpl AVOO.YO.1 Hi P. Emylnvl CPn N,1 Own ] ATIONS I 1 0 00 1242 0 0 0 0 I I 0 ... 1242.0 0 0 0 0 EIOTNER(Co 1) MaOEM Rw —1 —W — E. MM C.ni17N 00n M9 LOCMpn 1 ,nip 1 1321 1MY A0. Np I241"171.Q PLI NO NO NO ih ALLEN0.+LE STREET Ef...i. F-.........,.: Q8.WX16.96W0 5 NOWA REEA US)REMOVEOSTUMP NO WIIERLENtl tlTYCREMAI9nE Unit RateTicket Ticket DateTime: 12f 1 &M18 10:52 AM Appr-nt CFFY OF LYNN HAVEN Disaster FL - HURRICANE M ICHAEL Contractor ASHBRrT Sub -Contractor TRFRIVERS-ARBOWRO Crew Na: 7103M 5upengsor. JONATHAN COLL INS Hazard Type: 1A -HAZARDOUS HANGERS REMOVAL GPS(Lat,Lngy 3D.221035.-B5.657865 Address 812 BRADFORD CIRCLE Measure: 5.00 Unit Count 1.00 Start Time: 12f 15i2018 1):35 AM Endrme 12116M1 S 10:52 AM Monitor Nacre (kQ: JOELLY HARVEY (R232189) Unit Rate Ticket Geoportal Report As monitors complete unit rate tickets for hazardous trees or hangers, their locations are logged and collected. The map below displays locations where hazardous tree or hanger removals were documented in the field. Clicking on the marker allows the user to review the data and photos collected by the field monitor (see example below). The unit rate ticket report is updated in real-time. Unit Rate Ticket Map • LOWT An COY IN INESMME ,..- . 0 &—go IS CW+m d7 Td..4war OWN i'A600 4t�a�+t03P 7:51 AO C+l+ pfxO�xlSn+�1 ":...... Public Information Tetra Tech is prepared to assist with developing a means for the County to manage inquiries from residents regarding the debris removal process. Tetra Tech has staffed debris hotlines for some of the largest disasters that have impacted the United States and can help the County establish and staff debris hotline (including supplying equipment, phone lines, etc.) to respond to public inquires and concerns. Public information for debris operations should focus on two components: safety for handling debris and proper set - out procedures. Many hurricane -related injuries and deaths occur after the incident because citizens do not safely address disaster damage and debris. Some of these deaths and injuries could be avoided if residents were provided timely information on how to safely address disaster -related damage to their homes. Public information for residents should include safety precautions for assessing their damaged homes and operating dangerous equipment to remove debris. In addition to safety instructions, proper set -out procedures are critical to ensure that the County can maximize recycling opportunities, reduce impacts to landfill capacity, and maintain efficient debris removal operations. Public information should include instructions for residents to properly separate their debris streams such as HHW, electronic waste, construction and demolition debris, vegetative debris, and white goods. Public information should provide residents with specific instructions for separating and bundling their debris and include any information for citizen drop-off locations. Public messages must meet the needs of the community to ensure all populations receive and understand critical information in a culturally appropriate and effective manner. Tetra Tech will coordinate with the County public information officer to ensure the correct information regarding debris operations is provided to the public in a format that is accessible to the County diverse population, in a language all can understand. Upon our team's mobilization to the County following a disaster, we will work with the County's staff in support of critical messaging to the public. This may include supporting the county's public information officer with material and resources to be distributed to the public regarding debris collection sorting in the public right of way, debris operations collection status, and other messaging needs. If requested by the county, Tetra Tech can also support call center operations to assist with residents questions. Messaging and Dashboards Tetra Tech is also able to convey the abundance of data in a user-friendly, digestible way via dashboard reporting. Dashboards offer a visual representation of the cumulative and daily collection of debris per community. An example of a broad illustration of project progress within Collier County is shown below. Progress Tracking with Dashboards Collier County Debris Removal Dashboard TOTALS TO DATE BY COMMUNITY 11/08 DAILYTOTALS BY COMMUNITY Csrcrsl Naples CRyd Maw Cyo Naples East Naples Eve, Wla Oy Golden Gate entral Naplea Cyo Marco C1,,1Naples —Naples Golden Gate 44,942 65,245 266,944 123,202 5,249 77,886 244 1,554 1,660 2,254 1,351 Napl.. N.pl,a 11,679 24,270 233,881 66,636 54,811 82,524 194 1,852 4,240a 40paa 2,734 C__ - _ _ - P, �;,,,ry 1 ee —h o.M Wiowema -- redwcrer Is�bi k — rvc ml Tuck ce I Cyof Ci f Faa Naples Golden Gate Immokalea North Rural Estates South Urban mral Naples Naplea W. Naples Naples Naples Estates Truck Count 6 ' ZNodh Naples DAILY TOTAL LOADS Tuck Count: 19 CKyof Naples t Tv kCount 25 TCRy rvcol Marw k Count T 2. p Car4 CRyof Gy of East Naples Golden Gate lmmokalee North Naples Rual Estates SouUrban Naples Marco Naples Naples Estates Flyers In situations where power and internet access are unavailable, traditional methods prove effective. Distributing flyers has been a successful approach, particularly at Points of Distribution (PODS) and partnering businesses such as home repair stores and grocery stores that resume operations after a severe event. In rural areas, the American Red Cross often includes flyers with each hot meal distributed. Additionally, providing flyers to first responders during their morning meeting muster in the initial busy days of an event (including fire, law enforcement, and emergency medical services) enables them to pass them on to individuals they encounter. To enhance visibility and prevent outdated information, it is advisable to print the flyers on brightly colored paper and change the color daily. This way, outdated flyers can be easily identified and replaced with current ones when posted on business doors. V - A- Public Information Campaigns FB�y a eas ai i DEBRIS SEPARATION Separate debris into the six categories shown below. DO NOT STACK OR LEAN Placing debris near or an trees, poles, or other s rutfures makes remi difficult This indudes fire hydrants and meters. UNSURE WHERETO PLACE DEBRIS? If you dont have a sidewalk ditch, or utility line in front of your houm place debris at the edge of your property before the Curb. APPI WHI Air Dis Fire • Rel Sta We We The City is assessing and removing debris from homes and other structures impacted by Hurricane Irma. An estimated 2,039,785 cubic yards of debris was generated and will take some time to remove. Crews are actively working to remove debris and collection is progressing as quickly as possible. Your cooperation in following I Debris Removal Guidelineswill help speed the clean-up effort. Visit page often to track the progress of work crews and to get an estimate of when they a re expected inyour area. Your patience is greatly appreciated aswework together to recoverfrom the hurricane. Freq uently Asked Questions 43,439 V Hazardous Trees/Limbs Removed Deti Management Measured in Cubic Yards CVI 2,039.785 CV Total Debris Generated n"c'! } ..ilillll�Illl�llll What Gets Picked Where Do l Place Where Are Overall Prapreeafo UP? My Debris Far Pick Collection Cream? data Clicktolearnmore- Up? _I, -rc to find out. CI{ck here tofntl oat. _ CIirk to learn more �00 ses 01) 9= Who do I call for more information? The Disaster Hatkne is available Monday through Saturday from 8 a.m. to 5 p.m. Call 888-173-4567 for assistance. Call Center Operations Emergency events place tremendous stress on public information centers. Tetra Tech routinely provides call center operations to our clients following natural disaster events. We can deploy a remote call center with trained staff if needed by the County. With our experienced team and advanced technical infrastructure, Tetra Tech can quickly assess needs and provide an end -to -end solution that includes a communications plan, toll -free numbers, operator staffing, call documentation, and reporting. Providing this service allows our clients to focus on the problems at hand, while staying connected and responsive to the community's need for information. Tetra Tech has provided these services to communities impacted by some of the worst disasters of our time. I Tetra Tech successfully operated a call center for Harris County OHSEM following Hurricane Harvey in 2017 and stood it up within 24 hours of a Notice to Proceed. We have also provided this service to Osceola and Polk County, FL following Hurricane Irma; and the City of Houston, City of Galveston, Galveston County, and Montgomery County, TX following Hurricane Ike. Tetra Tech will provide and operate a phone line for citizens tqV in requests or complaints from 8:30 a.m. to 5:00 p.m. daily and provide voice messaging capabilities, or answering machine, for after-hours callers. A sample hotline call log from Osceola County is included below. Wed, 4Oct 201707,47,38 Debris Removal Wed, 4Oct 201708:00:03 Debris Removal Wed, 4Oct 20170808:19 Debris Removal Wed, 4Oct 20170823:17 Debris Removal Wed, 4Oct 2017084735 Debris Removal Wed, 4Oct 20170851.31 Debris Removal Wed,4 Oct 2017 08 53,55 Debris Remova l Wed,4 Oct 2017 10:0136 Debris Remova I Oct 2017 10:0733 Debris Remova Sample Call Log lllllllllllllllllcalled to get information about when we would be doing a second pass and wanted the drop off location information. Advised as of right now we do not have aschedule and provided drop off address. called to make sure her debris would be collected. Advised her debris will be collected. called to get information about when we would be in her area to collect debris. Advised there is no schedule and that 1 ee4S4a did receive calls about contractors being in her area called to get information about when we would be collecting debris. Advised there is no set schedule and it could take several months. Advised some callers in the kissimmeearea have seen the contractors collecting debris. calling because they picked up his tree branches but not his construction but he's willing to take it the landfill and I gave him �eeF5449 the info. Called to get the address for the free drop off location. Provided eelord address. Mcalled to get information about when we would be In her area to collect debris. Advised there is no schedule and it could take several months. Advised I received calls from a couple residents saying they saw contractors in the klssimmee 469 area. called to get information about when we would be in her area to collect debris. Advised there is no schedule and I received a couple callsfrom residents saying theysaw 36 contractors in the kissimmeearea. called toget information about whenwewould be in her areatocollect debris. Advised there is no schedule andltcould take several months. Advised that regular service provider ea33 should still be collecting yard waste as usual. Radio Shows Recognizing the significant importance of radio during a disaster, Tetra Tech acknowledges that it is essential to establish a weekly call -in interview segment with a local talk radio station. This initiative serves multiple purposes, including cultivating a dedicated audience and facilitating prompt airtime during emergencies, thereby effectively addressing and dispelling rumors as they arise. It is highly recommended to foster relationships with talk radio stations during normal circumstances, providing them with weekly expert discussions on parish -related topics such as recycling, pet adoption, and parks and recreation. Utilizing these regular slots to promote preparedness (e.g., creating a plan, general preparedness tips, explaining contraflow procedures) is advisable, along with offering advanced explanations of the County's post -event response. News Releases The County's news releases are already exceptionally thorough with the exception of missing photos, maps, and other useful graphics that nearly all media outlets will share — especially when referencing detours or other location -specific news. News releases should be sent to: • All available media outlets, including TV, news, radio, and blogs, should be contacted and provided with news releases. These releases can be sent to the news@ email addresses typically used by outlets, ensuring broad distribution. Additionally, individual reporters with whom the Public Information Office (PIO) staff maintains personal relationships should also receive the releases. • Interested citizens should have the option to sign up for news releases on the website. While emergency alerts can be subscribed to on the website, there is currently no provision for receiving news releases. It is important to offer this option as expecting individuals to check the website daily for new releases is impractical. • All County employees should receive every news release. Each employee serves as a representative of the County, particularly during disasters, and should be well-informed to address any inquiries from the public, as well as from their friends, relatives, and neighbors. The employees play a crucial role as ambassadors for the entire parish, often being the primary point of contact for members of the public. Dedicated Team and Process for FEMA Reimbursement The flowchart below illustrates Tetra Tech's approach to the FEMA PA Program lifecycle. Our team has developed documentation processes to capture the data at each step along the way. Provide Damage M4M ' :: i . .Inventory � � Obtain Rebuilding Determinations Provide Additional Data 406/428 Specifications/ Reviews and Approval, Decision Making: Alternate/Improved, Mitigation Decision Data on Facility Recommendations, Attend Site Inspections Final Project Preliminary Determination & Design Final Design Procurement Construction Secure Funding Concurrence & Approval Initial Damage Estimates Through our experience working with clients in response to the 2020 hurricane season, FEMA is requiring greater documentation of disaster -generated damages than ever before in order to receive a disaster declaration. The proper reporting of damage by the public and inspection of the damage by the County and governmental officials is becoming increasingly important. Tetra Tech will assist the County in a systematic approach of cataloging, reporting, and documenting disaster -generated debris. We will develop a work plan with the County, ahead of storm season to maximize the efficient use of County and Tetra Tech resources to quickly and accurately find and report debris. the use of our proprietary RecoveryTrac' ADMS technology can assist the County in not only documenting this debris but also targeting resources to remove, haul, and monitor those operations. The County is supported by debris management consultant Chuck McLendon, who has served as principal in charge for 30+ major disaster activations, managing more than 100 million CYs of debris removed and upwards of $2.5 billion in FEMA PA reimbursement. Mr. McLendon maintains in-depth knowledge of the FEMA PA program, including an expert understanding of Federal Register 2 CFR Part 200 ("the Super Circular"). A critical part of painting the picture of the disaster event for FEMA is documentation regarding damage location using mapping and the nature of the damage using photo and descriptive evidence. The visualization of the event provides critical insight into the disaster itself and the required resulting response and recovery. To support the County in conducting initial damage estimates, Tetra Tech maintains a critical focus on compliance from the outset. Tetra Tech will coordinate with the County and its departments to integrate into the incident response framework by mobilizing staff to designated locations, leveraging local partners in specific jurisdictions, and working with citizen response teams. Tetra Tech has utilized several methods to complete and document damage estimates and will work with the County to identify and deploy the preferred solution. In addition to the assessment conducted on the ground by both County and Tetra Tech personnel, potential tactics include: • Public -accessible QR codes to report damage • GIS mapping • Social media mining to geotag photos of damages • UAS/drone documentation to identify most heavily impacted areas Immediate Needs Funding (INF) Immediate Needs Funding (INF), also referred to as Expedited Funding, is intended to meet an applicant's urgent needs in the initial aftermath of a disaster and is often a critical part of the initial disaster response and short-term recovery. In utilizing Expedited Projects for Emergency Work, FEMA provides expedited funding for Emergency Work Projects. Eligible activities typically include debris removal and emergency protective measures; as such, the funding may be used to cover such costs as overtime payroll, equipment costs, materials purchases, and debris removal and monitoring contracts when these costs are incurred for emergency work. FEMA is required to disallow all ineligible or unsupported costs. To avoid de -obligation of PA funding, it is critical that applicants sufficiently document costs by type. Knowing which information to capture during emergency work implementation is key and Tetra Tech has decades of experience in assessing eligibility of and documenting compliance for costs FEMA and the State normally require PA applicants to provide all supporting documentation for reimbursement for completed work, but they can relax this document requirement and provide initial funding to applicants for emergency work required in response to a declared event. Throughout the Expedited Project development process, Tetra Tech will assist the County in gathering and documenting work undertaken as well as providing a summary of the costs for emergency work not yet completed. Tetra Tech will assist the County with gathering the necessary inputs for completed work and developing and applying a sound methodology to present any projections of costs that are to be used to develop Expedited Projects. Expedited Projects are obligated at 50 percent of eligible costs incurred for Debris Removal (Category A) and Emergency Protective Measures (Category B) conducted within the first days following the disaster and provide the necessary cash flow to kick-start recovery and ease the transition to the more traditional reimbursement -based program. Once the initial award of the expedited project is processed at 50% of the eligible costs incurred or projected, the County will need to provide all required documentation prior to the remaining funds being awarded in a project amendment. After the receipt of the initial funding, Tetra Tech will assist the County in documenting the use of the expediting funding for eligible activities and work to develop the next version/amendment of the project, accounting for those funds and presenting any others that may have been incurred. Project Worksheet Completion and Application Process Tetra Tech's experienced grant managers are poised to help the County submit its initial Request for Public Assistance and attend or provide support for State -led applicant briefings, FEMA recovery scoping meetings (formerly known as kickoff meetings), or any other meetings with FEMA or the State in the development of projects. With the changes FEMA has made to their PA Delivery Model, eligibility determinations are no longer made "in the field" and the projects are written at the Consolidated Resource Centers. Close and consistent Tetra Tech is a nationwide leader in the administration of federal funding for disaster response and recovery. Our dedicated staff includes former federal and state level executives with decades of experience working with FEMA Region IV. interaction with FEMA staff is still crucial, so the County needs an experienced team to augment efforts in presenting any and all eligible costs and activities to FEMA for inclusion in projects. Submitting a complete damage inventory is key to presenting disaster -caused damage and costs to FEMA. Experienced Tetra Tech project support staff will help gather all necessary inputs for the best possible outcomes. By timely addressing requests for information and uploading related information and documentation, Tetra Tech facilitates timely obligation of project funding and access to federal dollars for recovery. One of the most often experienced barriers to timely obligation of projects and reimbursement of funds is lack of proper documentation. We work hand in hand with our clients to identify, gather, organize, and submit records reflecting any and all eligible activities undertaken. These records are audit -ready for our clients and paint the picture of well documented eligible work and costs to FEMA, the Department of Homeland Security's Office of Inspector General, County Inspector General, State Legislative Auditor, or others. We serve as a force multiplier for your staff and recognize the importance of timely responding to any Requests for Information (RFIs) received from federal or state officials. We coordinate with all involved to minimize any "back and forth" on such requests that often result in the loss of precious time. Our team of experts can also be onsite with FEMA's site inspectors to adequately capture, measure, and quantify damages. Time equals money, and our goal is to minimize the length of time the County spends waiting for return of eligible program dollars. Audit Support Our team has a proven track record of success in helping our clients resolve disputes with funding agencies such as FEMA or the Grantee (State). This includes support post -obligation audit and the appeal process. Throughout our FEMA-funded disaster response operations, we have only been involved with a handful of disputed projects over documentation. We believe in remaining proactive in preventing further appeals requires frequent meetings with state partners and FEMA regions to avoid situations whenever possible. Tetra Teach uploads documentation and project support with consistent file naming conventions. This organized, systematic approach enables timely and thorough review of documentation presented to FEMA and Florida. Furthermore, due to our staffs in-depth knowledge of FEMA reimbursement policies, we are often hired by applicants to assist them after FEMA determination memos and Office of Inspector General (OIG) audits even when we were not involved with the applicant during the recovery period. Recently, there has been a shift in the direct of FEMA to perform audits earlier in the disaster so that corrective actions can be made for the subrecipient or recipient. The three most common types of audits that we have supported within the first 2 years of the disaster include: FEMA Validate as You Go (VAYGo) Audits: Focus on disbursements to subrecipients on an annual basis 4D DHS DIG Capacity Audits: Focus on early detection of what issues might arise to promote corrective actions for recipients and subrecipients 00=_N r General Accountability office Audit: Focus on performance of subrecipients on grants and identifying opportunities for process improvement Tetra Tech has supported clients across disasters from 2016 through today on these up -front audits by: 1. Conducting pre -meeting with stakeholders 2. Preparing compliance checklists 3. Developing documentation notebooks 4. Attending meetings and providing subject matter expertise support 5. Responding to for Requests for Information Elements of our audit support strategy include: • Maintain Data Quality: Consistent quality checks are integrated throughout project operations to maintain data integrity from the beginning. • Retain the Data: Maintain the data on our secure, cloud -based storage site to mitigate the risk of data loss. • Respond Quickly: Acknowledge the question within 12 hours and respond to the audits within 48 hours of a request. • Maintain Communication: Establish weekly calls with auditors that provide visibility into County activities. • Stay Positive: Maintaining a positive spirit between the parties to foster a solution quickly. Contractor Reconciliation The RecoveryTrac'' system significantly reduces the amount of time needed for a contractor to generate an invoice and for the subsequent invoice reconciliation with Tetra Tech. To expedite contractor invoice reconciliation efforts, Tetra Tech requires copies of contracts for all primary debris contractors. After reviewing the necessary contract(s), Tetra Tech sets up the RecoveryTrac'' database to generate transactions applicable to contract terms for tickets issued to each debris contractor. Prior to the start of debris removal operations, Tetra Tech will meet with the debris contractor(s) to review: • The invoicing processes • Contract services established in our database • Tetra Tech data tools available for their use • Any other accounting needs as tasked by the County During this meeting, the typical components of the Tetra Tech payment recommendation will be reviewed, the process for adjustment reconciliation will be explained, and the debris contractor(s) will be trained on how to access Tetra Tech's suite of debris hauler reconciliation data reports (including reconciled transactional and live ticket data). If RecoveryTrac' ADMS will be used to document the debris contractor's work, Tetra Tech will review the automated reports generated by the system to verify that the dataset is sufficient to Our invoicing process includes several real - reconcile with that contractor's subcontractors, and to generate time QA/QC checks throughout the day, and invoices for payment bythe County. If another cost tracking system will a final daily comprehensive data analysis i performed at the close of operations. A final be used to document the debris contractor's work, Tetra Tech will QA/QC check is completed when the debris review the work that has to be documented to verify that our staff will contractor sends the invoice dataset to Tetra be able to capture the information needed for accounting and invoice Tech for reconciliation. Incongruencies in the review. debris contractor's data are flagged for review Whether using RecoveryTrac' ADMS or paper logs, Tetra Tech will use and must be resolved prior to the issuance of afinal invoice. our RecoveryTrac' database to store and review data generated in the field documenting debris contractor work. Several QA and QC checks of data will occur before the dataset is ready for reconciliation with the contractor. Services related to debris contractor work order or change order charges are also tracked within the system. Tetra Tech will submit invoices within the timeframes determined by the County. The process for contractor invoice reconciliation is as follows: 1. Debris contractor manually enters ticket detail into a contractor database or imports ticket data based on debris contractor reports. 2. Debris contractor generates an invoice for a specified period and submits the invoice and electronic backup to Tetra Tech for review. 3. Tetra Tech reviews the contractor data against RecoveryTrac' database records: a. If no discrepancies are identified, Tetra Tech notifies the debris contractor of no discrepancies in the data set. b. If discrepancies are identified, Tetra Tech generates a discrepancy report noting ticket numbers and differences between the two data sets. 4. If applicable, Tetra Tech will also perform a full reconciliation of end use/disposal facility data corresponding to debris contractor disposed debris. 5. Tetra Tech submits the discrepancy report for the debris contractor's review. The debris contractor revises its invoice based on the discrepancies and resubmits to Tetra Tech for review. 6. Once a debris contractor's invoice has been reconciled, Tetra Tech generates a payment recommendation and transmittal letter for each invoice and submits the invoice package for review bythe County.Tetra Tech's invoice package includes the following: a. Contractor invoice b. Tetra Tech transmittal letter and payment recommendation c. Cost allocation data, if applicable 7. Electronic copies of supporting documentation (i.e., load tickets, unit rate tickets, or time and material logs). Summary of Contractor Invoice Reconciliation Process If no discrepancies are identified, Tetra Tech notifies contractor that data is correct. Contractor generates invoice and submits electronically to Tetra Tech for review. Contractor revises invoice and resubmits to Tetra Tech for review. Contractor imports Tetra Tech reviews x Once reconciled, ticket details electronically contractor's data Tetra Tech generates from Tetra Tech. against RecoveryTracTM an invoice package database records. that includes the contractor's If discrepancies are invoice, Tetra Tech's identified, Tetra Tech generates a payment recommendation discrepancy report which details and a transmittal letter for differences and ticket number(s). the client`s review. Tetra Tech's Payment Recommendation Reports provide summarized and reconciled totals for contractor invoices. Payment Recommendation Report Thursday, December 8, 2022 Invoice Cover Information Invoice Number: 2219-003A Applicant: CHARLOTTE COUNTY Date Of Invoice: 11/062022 Contractor: ASHBRITT Gross Amount per' er Invoice: $6,364,492.80 Disaster: FL - HURRICANE IAN Amount Held In Retalnage: $0.00 Invoiced Date Range: FROM 10/04/2022 TO 10/29/2022 Net Amount Invoiced for Payment:l $6,364,492.80 Supporting Electronic Backup Summary Code Matching Service Description Invoiced Qty Invoiced Rate Invoiced Total 51A CRD DEBRIS REMOVAL FROM ROW TO TDSRS 24,514.45 $8.00 $196,115.60 50A IVEG DEBRIS REMOVAL FROM ROW TO TDSRS 1 771,047.151 $8.00 $6,168,377.20 Total Amount of Supporting Electronic Backup Data (This amount pending reconciliation): Amount Adjusted (Deducted) from Gross Invoice Total (Backup Difference): $6,364,492.80 $0.00 100% Payable Transactions: Invoiced Invoiced Resolved Resolved Ticket Item Qty Rate Invoiced Tetra Tech Match Resolved Date Qty Rate value Adjustment Reason 8884001-1 47.45 $8.00 $379.60 8884001 10/042022 47.451 1 $8.00 $379.60 $0.00 Verified and Approved 8884002-1 53.251 $8.00 $426.001 8884002 10/042022 53.251 $8.00 $426.00 $0.00 Verified and Approved Real -Time Cost Tracking Reports Tetra Tech can provide near real-time cost tracking reports which are customized in our RecoveryTraclm database for each debris contractor. Information is tracked as debris is collected. Any charges related to specific change orders or directed by additional project work orders are also tracked and summarized. Daily cost tracking can be used to reconcile data with debris removal contractors and can expedite invoice reconciliation. At project close, this cost tracking information across all project contractors is aggregated and summarized, with additional summaries evidenced for project work order and charge order expenditures, property totals per invoice, or by any other requested metric captured in the dataset. Ceres Work Order No. Commerc"ral l Residential APM DEBRTS REMOVAL PER LOT BURNED DEBRISANDASH DEBRIS REMOVAL PER LOT CONCRETE M.M. WRI VAL PER LOT CONTAMINATED SOI DASH 11EBRIS REMOVAL PER LOT CONTAMINATED SOIL-RESCRAPE DEBRIS REMOVAL PER EROSION LOT MISC CONTROL METALS COS RESIDENTIAL 0 CENTERVILLE ROAD 017010032 5 a3.E0 _ :. .,. 276.27 5 13-.7- S 1,337.32 C01 (R1) RESIDENTIAL 14115 CENTERVILLE ROAD 017020015 S 25,096.30 S 11,900.54 S 1,963.16 S 1,244.61 S 1,320.67 S 1,337.32 C06 RESIDENTIAL 0 CENTERVILLE ROAD 017040010 S 12,461.74 5 5,743.36 S 710.E-0 S 1,337.32 CO2 (R1) RESIDENTIAL 13454 CENTERVILLE ROAD 017050013 S 2,771.15 S 6,312.97 5 3,523.13 S 59.74 5 1,367.32 C01 (R1) RESIDENTIAL 5350 FORT HUMBUG ROAD 017050020 S 9,469.19 S 6,942.20 5 1,324.93 S 200.83 S 1,867.32 CO2 (R1) RESIDENTIAL 0 HARRIS HILLS ROAD 017060016 S 1,151.17 5 1,388.31 S 13U.92 S 1,867.32 C05 RESIDENTIAL 5062 H 0 0 PER LANE 017060022 S 1,028.88 S 1,1)72.92 S 275.34 S 174.14 S 1,367.32 CO3 (R1) RESIDENTIAL 5464 HARRIS HILLS ROAD 017060024 S 1,869.00 $ 3,567.51 S 5,600.95 S 256.76 S 1,367.32 C07 (R3) RESIDENTIAL 0 HARRIS HILLS ROAD 017060025 S 15,278.97 S 356.69 S 335.57 S 1,867.32 CO3 (R1) RESIDENTIAL 5217 HARRIS HILLS ROAD 017060026 S 11,980.54 S 16,430.43 S 6,105.72 S 635.12 S 1,867.32 COS RESIDENTIAL 4733 GOLD NUGGET ROAD 017070002 S 53,651.43 S 13,343.43 $ 1,421.35 S 4,113.36 S 1,867.32 CO3 (R1 ) RESIDENTIAL 13010 CENTERVILLE ROAD 017070011 S 197,461.31 S 59,698.65 S 68,8S4.67 S 772.07 S 6,733.02 S 1,367.32 CO2 (R1 ) RESIDENTIAL 12799 CENTER GAP ROAD 017070017 S 3,797.37 S 2,292.20 S 1,059.50 S 343.20 S 1,367.32 C05 RESIDENTIAL 13139 CENTERVILLE ROAD 017070020 S 13,86U.17 S 1,352.63 5 3,449.15 S 931.72 S 1,867.32 CO2 (R1) RESIDENTIAL 4775 GOLD NUGGET ROAD 017070025 S 37,225.72 S 19,330.34 5 6,973.32 S 597.42 S 1,867.32 C07 CR3] RESIDENTIAL 2547 HONEY RUN ROAD 017090009 S 27,072.52 S 3,563.63 5 19,199.20 S 2,751.53 S 1,507.52 S 1,367.32 C07 CR3] RESIDENTIAL 0 HONEY RUN ROAD 017090085 S 9,794.28 S 3,580.32 5 2,244.26 S 1.3".59 S 402.94 S 1,367.32 C07 (R3) RESIDENTIAL 2543 HONEY RUN ROAD 017090088 S 8,067.96 5 1,732.73 S 471.61 S 460.14 S 1,367.32 C05 RESIDENTIAL 4943 RICH BAR ROAD 017NONG 3 8,986.95 5 880.55 5 296.17 3 1,39732 C01 CR1J RESIDENTIAL 4980 RICH BAR ROAD 017NOG92 3 26,509.79 5 5,55980 5 2,89324 5 287.43 5 905.02 3 139732 REMO I 1304 CENTERVILLE RDA[ ® --®--- ®5350 FCRT HUME UG RC AD® ® ----- ® ----- ® ® ------ Project Controls Quality Assurance Implementing comprehensive QA/QC protocols and technologies is critical to a debris monitoring effort. Proper QA/QC protocols reduce Our ADMS technology expedites the QA/QC the amount of work associated with back -end data management, process and drastically reduces ticket errors that reduce invoice reconciliation timeframes, prevent fraud, and establish can result from traditional manual (paper and pen) a sound dataset for future audits. Throughout years of experience debris monitoring operations. assisting local governments with recovering from disasters and the subsequent audits, Tetra Tech has developed industry -leading QA/QC standards and protocols. The use of our ADMS technology expedites the QA/QC process and drastically reduces ticket errors that can result from traditional manual (paper and pen) debris monitoring operations. For example, monitors no longer must carry a GPS device and manually write in GPS coordinates because this is logged automatically. Due to the real-time information collected by our ADMS technology, Tetra Tech can establish a virtual command center to audit project information during the collection process and correct issues as they appear. For example, our ADMS technology provides reporting and tracking on any missed debris piles. This allows Tetra Tech to improve our responsiveness to resident complaints and provide real-time tracking tools to manage removal of these missed piles to the County. Missed Piles Tracking x Ste• 2U 1.2- a aaaa� Address 82 DE Employee Info Confabctor Info DRC (TRUCK 039231 J 039282) I Homeowner Info ' N6tes DRIVER COULD NOT REACH PILES DUE TO DUMPSTER. 40' Monitor C419ALONEY T (621329b) Zoom to ,- Fraud Prevention Several practices are used to prevent debris haulers from committing fraud both in the field and remotely by real-time data monitoring. At DMS locations, Tetra Tech disposal monitors or supervisors will randomly recertify a previously certified truck. Recalculating the truck hauling capacity helps verify that the original work was accurate and that nothing has been altered since certification. Additionally, ADMS technology displays a photo of the truck as a ticket is scanned by the disposal monitor. This makes it nearly impossible for a debris hauler to switch truck certifications between trucks or alter their truck configuration (i.e., remove sideboards). Fraud prevention reports are run daily to identify data anomalies that may be a result of fraud. The load call report shows all load calls for a given day/monitor to confirm no trucks are receiving extraordinarily high load calls. The load ticket report and unit rate daily ticket report determine if monitors are issuing an excessive number of tickets in relation to the average number of tickets per day. The RecoveryTrac;' system includes built-in project controls that alert the data manager to anomalies that may be indicative of fraud. For example, the following data features are flagged: Truck Turn -Around -Time. The time between last pick-up location and arrival of a truck at the DMS is tracked. A time that is too short may indicate that the debris hauler is not filling the vehicle to capacity. Out -of -Bounds. The municipality boundaries are programmed geospatially to confirm that debris pick-up remains within the eligible bounds of the County. Debris Type. Discrepancies between the debris type noted by the collection monitor and the debris type noted by the disposal monitor are flagged for review. Training In disaster response and recovery, training isn't one -size -fits -all. Tetra Tech customizes formal trainings to the duties of each participant, and hosts trainings with a Tetra Tech certified trainer. These trainings include modules specific to each client's needs and requirements, complete with information to ensure accurate field monitoring and ADMS implementation. By using interactive qualifying tools throughout training modules, Tetra Tech helps trainees better retain information while also screening and selecting the most qualified personnel as field monitors. To properly instruct both Tetra Tech staff and full-time County personnel participating in training, Tetra Tech has developed a training program that includes modules specific to the County. Training module topics include truck certification, load site monitor responsibilities, disposal monitor responsibilities, hazardous trees monitor responsibilities, and field supervisor responsibilities. Project managers, data managers, and operations managers follow standard operating procedures and protocols established in our concept of operations plan. Safety and Health Standards Tetra Tech's employees are the foundation of our business and protecting them at all work sites is our highest priority. The company subscribes to the philosophy that all occupational incidents can be prevented and that no incident is treated as an acceptable event when we execute our work. To achieve this, the company's health and safety processes are a vital and integral part of our work. Health and safety addressed in our operations and management systems is supported by strong leadership. Tetra Tech's leaders understand their responsibility and accountability to plan for safety and to ensure that safety measures are implemented. Preventing incidents also relies on a management system that regularly evaluates performance and identifies necessary adjustments to target continual improvement. The principal objectives of our program are codified in our written health and safety policy, which is endorsed and regularly monitored by the highest levels of our management team. Tetra Tech is committed to workplace safety. As such, a project -specific health and safety plan will be developed for the scope of work. Field staff assigned to the project will be trained on the health and safety plan. Additionally, Tetra Tech project managers have completed the Occupational Safety and Health Administration (OSHA) Disaster Site Worker course and have their 10-hour Construction Safety Certification. During a debris recovery operation, Tetra Tech project managers and supervisors routinely examine the safety of field and debris staging site operations and have the authority to shut down unsafe operations. Debris staging site monitors are equipped with the appropriate personal protective equipment, which may include hard hats, appropriate footwear, reflective vests, hearing protection, and eye protection. Additionally, Tetra Tech project managers conduct regular tailgate safety sessions with their field employees to alert them of potential work hazards and review safe work practices. Tetra Tech has incorporated COVID-19 awareness and safety procedures into all project Health and Safety Plans since the start of the pandemic. These protocols will be incorporated into the project Health and Safety protocols to support the County in slowing the spread of COVID-19. Spotlight On: Project Health & Safety Tetra Tech's employees are the foundation of our business, and protecting them at all work sites is our highest priority. The company subscribes to the philosophy that all occupational incidents can be prevented and that no incident is treated as an acceptable event when we execute our work. To achieve this, the company's health and safety processes are a vital and integral part of our work. Health and safety addressed in our operations and management systems is supported by strong leadership. Tetra Tech's leaders understand their responsibility and accountability to plan for safety and to ensure that safety measures are implemented. Preventing incidents also relies on a management system that regularly evaluates performance and identifies necessary adjustments to target continual improvement. The principal objectives of our program are codified in our written health and safety policy. A project -specific health and safety plan will be developed for the scope of work, and field staff will be trained on the health and safety plan. UTETRA TECH Tetra Tech's Award - Winning Safety Standards 2021: Perfect Record Award For operating 17,650 employee work hours without occupational injury or illness involving days away from work. 2021: Perfect Record Award For operating 7,418 employee work hours without occupational injury or illness involving days away from work. I2021: Occupational Excellence Achievement Award Recipient of 2021 award from National Safety Council EIIIIIIIIIII 2019: Million Work Hours Award For operating 3,000,000 employee hours without occupational injury or illness involving days away from work 2018: Safety Leadership Award Awarded for work completed 2013-2018. 0 102 Provide the Proposer' organizational structure and "chain ofcommand'ofthe Proposer' response team Tetra Tech works continually to refine its ability to respond efficiently and effectively. In doing so, Tetra Tech has developed and refined a Concept of Operations Plan (CONOPS). The CONOPS was developed using the six -step approach outlined in the FEMA Comprehensive Planning Guide 101 (CPG 101). The CONOPS incorporates principles outlined in the NIMS and follows the structure of ICS and best management practices. Compliant to ICS, an Incident Management Team (IMT) has four sections with distinctive roles and responsibilities during an activation, including Operations Section, Incident Action Planning (IAP) Section, Logistics Section, and Finance Section. Roles and responsibilities are based on functional areas and may not necessarily follow normal corporate reporting structure. Processes within the deployment plan are developed for estimating the level of response and structuring that response by the IMT and in the field by the "theaters of operations" (TOO) and their management teams. The deployment plan discusses specific responsibilities of the IMT, the task forces associated with the IMT, and positions within the TOO. The deployment plan also contains the standard operating procedures for the Tetra Tech Response and Recovery Practice during disaster events. Incident Command Structure Jonathan Burgiel Incident Commander 1 Chuck McLendon Deputy Incident Commander Business Development/ Contract/ Client Liaison Subcontract Manager Health and Safety ■I SEEN MEN Chris Burns Logistics Section Operations Planning Section Administration Section Finance Section (R&R) Section Supply/ Theaters* Documentation Recruiting Project Set Up Warehouse 00001 &Situation Unit and Financials - Data Skilled Staff Travel IAP ISAs Reporting Monitors Facilities Weather PCs Updates Invoicing Onboarding G Ground Job Aids � Time/Expenses Support ADMS Claims � Field Records I Collector Mgmt. �� Labor Laws INEEN Subs RecoveryTrac Resource Unit Un- i employment Financial GIs Management TT Workers Personnel Comb � Invoicing SharePoint 00001 Complaints Standby Personnel As part of our CONOP's plan every Theater of Operations has a dedicated Operations Team that ensures every client has access to the team that is proposed. Adjustments are made yearly by June I It when staff that were proposed become unavailable. This exercise ensures our ability to respond. During periods of activation, proposed Project Manager, Ralph Natale, will delegate all other duties to other staff in order to be completely and solely dedicated to Collier County response and recovery efforts. Data Manager Project Coordinator 1 Data Clerk Incident Command Structure Theater of Operations (TOO) Matt Mooneyll Theater Program Manager ' Theater ADMS Ralph Natale Theater Logistics Project Manager Operations Manager Field Safety Officer Field Supervisor Field Supervisors Collection Monitors Disposal Monitors Theater PC HR Accounting Theater Data Mgr. Theater Health & Safety Tetra Tech's emergency management professionals, many of whom are certified ICS instructors, provide guidance to our disaster recovery staff on how to effectively organize and respond to disasters. Our debris project managers have spent many hours in emergency operations centers across the country and understand how ICS works at the local and state level. Our debris project managers know how to apply IC-100, 200, 700, and 800 training in the field. We understand the value ICS has in organizing for disasters, so we strive to implement these principles into our business processes. Per ICS, during disaster response operations, our structure includes an incident commander and section chiefs for operations, logistics, action planning, and finance and administration. We establish twice daily calls using Microsoft Teams with the incident command team and section chiefs to establish our incident action plan, identify resources needs, and plan for any deficiencies. We have a dedicated health and safety officer who oversees the operation and coordinates with health and safety personnel at each project location. Proposer shall thoroughly explain: • Accessibility and a vailability for meetings, general communications, coordination, and supervision. • How the Proposer physically plans on attending pre -scheduled meetings. • How the Proposer plans on ensuring accessibility and a vailability during the term of the Agreement. Tetra Tech is fully committed to providing Collier County with the response and recovery resources that they need, when they need it, every time. Tetra Tech commits to providing the County with a dedicated local project manager, dedicated operational team, preseason preparedness and planning assistance, industry -leading data systems. Tetra Tech understands the importance of accessibility, availability, and effective communication throughout the duration of the Agreement. We prioritize open and consistent communication with our clients, and commit to providing Collier County with the following: Accessibility and Availability for Meetings and General Communications: We are committed to being accessible and available for meetings, general communications, coordination, and supervision. Our project manager and operational team will maintain regular communication channels with the County. We will promptly respond to inquiries, provide progress updates, and address any concerns or issues that may arise. Attendance at Pre -Scheduled Meetings: To physically attend pre -scheduled meetings, our dedicated local project manager will make the necessary arrangements to be present. We understand the importance of face-to-face interactions and will prioritize attending meetings in person. Ensuring Accessibility and Availability During the Term of the Agreement: Throughout the term of the agreement, we will establish clear lines of communication and maintain accessibility. Our project manager and project team will be available to address any urgent matters or provide updates promptly. We will ensure that communication channels are open and responsive, utilizing various means such as email, phone calls, and project management software. To maintain a high level of accessibility and responsiveness, we will establish mutually agreed -upon response times for communication, ensuring that inquiries or requests are acknowledged and addressed within specified timeframes. Pre -Event Assistance Efficient and effective recovery requires solid planning, and there is no more critical element of disaster recovery than preparedness planning. With hundreds of fulltime in-house planners, responders, exercise design specialists and subject matter experts, Tetra Tech has the depth, experience, and track record to support the nation's largest and most complex clients in planning for disaster. Specific elements of our preparedness planning efforts include testing, training, and exercise programs, debris management planning, and DMS permitting and compliance monitoring. Annual Planning Meetings Tetra Tech will meet with the County on an annual basis to provide: Senior Management Advisory team member Ralph Natale is HSEEP-Certified. Knowledge of the HSEEP framework allows our team to follow a common approach in program management, design, and development when conducting and evaluating preparedness priorities. Annual coordination. Conduct annual trainings and meetings to plan and test execution protocols and identify potential risks/mitigation opportunities. This will include a half -day debris management training session. Contract review. Review contracts for understanding of contractual requirements and possible cost savings. Communication systems checks. Verify that communication systems function as designed and reporting needs are understood. Tetra Tech will provide a list of key personnel that may be involved in the disaster debris monitoring activities, including contact information. Tetra Tech can provide comprehensive training and exercises for the County. Our training and exercises include realistic scenarios based on our experience responding to many of our nation's most challenging disasters. We provide detailed case studies of local government responses to disasters and the challenges they had to conquer. For annual exercise(s) to determine the adequacy of the debris removal plan and debris management process, Tetra Tech can provide tabletop, functional, or full-scale exercises with Homeland Security Exercise and Evaluation Program (HSEEP)-trained instructors. DMS Permitting and Compliance Monitoring A critical element of annual pre -season preparedness planning is working with our clients to verifythat they have an adequate number and capacity of debris management sites to handle most any scale of disaster and ensuring that sites are properly permitted and meet state and federal environmental and historic preservation requirements. Our goal is to mitigate potential issues by coordinating closely with the state to document and permit sites in accordance with federal and state policies. Proposer' Risk Management Plan that includes a list of risks related to the provision of services, the potential consequences or impact of each (e.g., cost, schedule, technical) and ProposeKmitigation procedures for each item. Tetra Tech is committed to continuously improving the processes by which we provide our products and services. We have an uncompromising commitment to providing our customers with quality technical products and services while meeting the highest level of ethical and regulatory standards and performance in our jobs. In addition, our environmental health and safety program helps our business operate in a manner that protects the health and safety of our employees, customers, business partners, community neighbors, and the environment. Tetra Tech remains abreast of the latest guidance, issues being debated, and current best practices through participation in expert groups, attendance in training and conference sessions, and working with national experts in emergency management, national security, information technology, public health, transportation, and critical infrastructure protection. Throughout the development of our workplans, we apply our frontline knowledge of emergency response and recovery. Our technical expertise is always backed by our inherent understanding of people and politics. We design plans that are user friendly and reflect the unique characteristics of the region. We advise our clients of best practices nationwide and adapt them to suit the region as appropriate. Should any issues or concerns arise during our disaster recovery with Collier County, Tetra Tech is confident that we can provide a solution. Managing Delays Inability of a debris contractor to Tetra Tech will provide burn rate analysis to verify the proper equipment is being respond with sufficient equipment provided. This will be adjusted as more accurate debris estimates are available. Leapfrogging by the contractor (cherry Leapfrogging can be detrimental to the efficiency of operations and will be picking work being performed) reported by Tetra Tech. Delayed invoices by the contractor Tetra Tech will work to make the contractors aware of an appropriate timeframe for invoicing and will communicate with the County if deadlines are not being met. Not adjusting deadlines for collecting As damage estimates become more accurate (as is typical throughout the process), debris and work schedule that is based Tetra Tech will work with the County officials to adjust the timeline to appropriately on an update -to -date estimated work reflect the changing estimates. to be completed ADMS Contingencies While other contractors may encounter challenges with ADMS and project technologies, Tetra Tech's RecoveryTrac' ADMS is designed to operate in harsh post -disaster conditions and has been battle -tested on hundreds of activations. Our technology suite is capable of operating without cellular service, GPS service, and grid power to provide service continuity no matter the scenario the County may encounter. aG0 G� {() Absence of Cellular Service Absence of GPS Service Loss Grid Power �O0 SO Data Backup I OI O Seamless shift from connected to disconnected mode. I O I O Internal data store without connectivity. Alternate Tools NFCrnodedaa 10 Ih.dcollec[ion to disposal data without connectivity. Portable satellite data €or mission operations. r � Power Backup Car chargers provided toeach nwnitor. Generators stocked in warehousefordeployment. ®Equipment Backup Limited field supervisor to monitor ratio provides back-up devices. In addition, there are events out of the control of all parties that could negatively impact a debris removal operation (for example, inclement weather). In the event any of these circumstances occur, Tetra Tech will work closely with the County to refine timelines and support an expeditious recovery for the County. Common Challenges and Solutions Common Challenge Tetra Tech Solution During a project, access to areas and Tetra Tech utilizes the following methods for a solution: connectivity between project staff can be • Proactive Data Collection compromised. • Access to GIS Layers • Drone Surveys • Operate with the use of NFC 00 Nationwide shortages in the labor market Tetra Tech focuses on hiring local staff that not only make it difficult for many firms to meet the it have the expertise we expect of our own staff, but the personnel requirements needed for debris local knowledge that gives our clients an edge in management and FEMA reimbursement project execution. Tetra Tech boasts a dedicated HR projects. team and utilizes virtual and in -person recruitment. _ Data and communications management Tetra Tech keeps data and communications open - can be a challenge from sheer volume. ended with our clients and their communities using There are many factors to consider, from public -facing information, in-house digital media, accurate reporting to public relations. communications and PR, and transparent reporting. Throughout project execution, compliance Our management team and field staff fully understand with FEMA regulations is one of the biggest FEMA rules and regulations across FEMA programs. This challenges that our clients consider during allows us to monitor contracts to the smallest detail the recovery process. An open line of communication with FEMA and its representatives isn't always possible for many communities across the country. Correspondence can take a lot of time, slowing down the program as a result. As a FEMA program draws to a close, final program and financial reports must be submitted. _ Accurate reporting is built up by strong .... maintenance of records, open communications, qualified and effective fits and Appeals staff, and knowledge of FEMA rules and regulations. Any deviation from these elements can lead to complications in the auditing process. while managing and documenting the operation using proven methodologies that maximize FEMA reimbursement. Our team maintains strong relationships with many of the lead federal coordinating officers, PAAA officers, and other staff. Regular interface and communication with FEMA at the headquarters, regional, and local levels allow our team to obtain quick responses on guidance and issues. Tetra Tech maintains a timely closeout with its FEMA programs, boasting audit -ready file maintenance, FEMA grants portal experience, and data and documentation integrity. Our grant management experts have assisted clients with applying for and retaining grant funds, even after closeout and audit processes. Our FEMA appeals and funding specialists have worked with FEMA closeout officers to obtain millions of previously deobligated dollars. Tetra Tech Minimizes Risk with Proven Approach Tetra Tech's approach to disaster debris operations is firmly rooted in five key areas. First, we have built a Project Management Organization around discipline and standards of practice. Second, we are always prepared, and we help our clients to be equally prepared. Third, we understand that while we are a people -driven organization, we must also have the field logistics to support our front lines. Fourth, our approach to field operations is our heart and soul and has been refined through hundreds of field activations. Finally, our mission is to get our clients financially whole. To do that, we must have best -in -class data collection, management, and reporting systems. Staffing and Logistics From our senior management and project management team leading our operations, and our debris management consultants advising on strategy, to our surge hiring and training methodologies, Tetra Tech is the best suited partner to deliver the scope of work without fail. Describe any other unique services that your firm can provide. Tetra Tech is committed to bringing the best of the industry to the County. Based on our prior experience with similar programs and success in executing more than 650 federal grant -funded projects, we have amassed a library of innovations, from increasing granularity of documentation through GIS systems to mobilizing real-time data dashboards for decision -making. In consideration of the County's unique objectives and scope, Tetra Tech subject matter experts have begun the process of analysis and concepting innovative solutions that may benefit the County's federal grant program administration, as shown below. GIS Systems Repetitive Increasing Capacity Damages Ownership Building Leveraging Best Practices to Get Results In addition to our regular innovations in information -sharing through KPIs and reporting, we also maintain excellent relationships with FDEM and FEMA to support streamlined program management. We are aware of the needs and expectations for documentation as a subrecipient and have familiarity with the state -level players and processes in Florida. We are experts in integrating and leveraging data sets to paint the picture for state and federal funding agencies, and we maintain and share current awareness of emerging changes in federal policies and procedures. In all, our goal is to leverage ourtools, experience, and forward -thinking approach to help the County deliver its recovery projects efficiently, effectively, and creatively. Utilization of Drone Technology Tetra Tech is leading the emergency management industry in the use of drone technology for a variety of different functions including debris estimation, damage assessment, traffic analysis, and other critical functions. Our staff includes FAA licensed drone remote pilots with significant experience in utilizing drone technologies to the maximum benefit of our clients. Tetra Tech provides integrated mapping solutions using state- of-the-art mapping software, airborne and mobile sensors and camera systems, and a robust information technology infrastructure. Our clients receive accurate, innovative geospatial and mapping solutions for commercial, governmental, and defense applications. Evidence of this innovation in action is our disaster response team's utilization of Unmanned Aircraft Systems (UAS or more commonly, "drones") in a variety of applications to enhance our documentation and provide our clients with increased visibility into project scope and operations. Our team has used UAS technology to help conduct damage Our ASPRS-certified photogrammetrists, FAA - assessments in communities affected by disasters. Data and certified UAS pilots, certified geographic imagery provided via UAS not only provides a more complete information systems professionals, MAR visual than photos alone, but also allow our team to survey areas analysts, and remote sensing and survey that may be inaccessible after an incident. We can leverage this professionals work together to provide the technology to reduce time spent accumulating ground survey latest tools and technologies to support our data for large areas, to collect higher resolution data, and to clients' goals and objectives. Tetra Tech's provide real-time data capture to our clients. In addition to geomatic technologies professionals support damage assessments, the technology is used in a similar fashion to provide increased visibility into debris removal operations and our clients with a full suite of services —from is particularly helpful for documenting parcel demolition and air, land, water, and desktop. site remediation to better illustrate work progression throughout the course of a project. Our project teams have also used aerial imagery obtained from UAS to illustrate the progression of debris processing and removal at DMS locations. UAS technology is especially useful in monitoring waterway disaster debris removal projects. Oftentimes, ease of accessibility can be an issue when working the length of some waterbodies. By using the data provided by UAS, our project team can assess the area and develop smart workplans. Furthermore, aerial images provided by UAS can demonstrate work progression on waterways where visibility from the shore is obscured. Local Government Liaisons Client satisfaction is paramount in our culture. Having an in-depth understanding of our client's goals, domain, constraints, and resources enables us to approach customer challenges holistically and address implicit and emerging needs. We aim to build partnerships with our clients through deliberate, continuous, and effective communication and outreach, and our project managers work closely with clients to make informed business decisions. Our global presence and close proximity to clients give us unparalleled insight into their needs. We focus on delivering high - quality, cost-effective products to maintain our reputation and earn the trust and respect of existing and potential clients. Communication between government agencies is always challenging following disaster events. While it is critical for local, state, and federal agencies that have similar missions, often times those communications are inadequate or ineffective. In addition to the commitment and understanding of County goals mentioned above, Tetra Tech has a history of providing staff augmentation support to our state agency clients with local area liaisons. These are staff that have operational experience but are already trained in FEMA-PA and FHWA-ER policy. Time Management Accurately logging, monitoring, and reporting on labor hours is critical to the success and efficiency of an emergency response operation. We are excited to introduce the RecoveryTrac' Time module to the County, which includes the features detailed on the following page. TM — ecoverRyTrac r Time Management Dgfl9 Lih ldm 0h Taur•.d�• Rillrh- Rrrr.k © SearchlFilters open Date Range aange z week ❑ • Action Date 2222022 Organizations ❑ 02222022 Find items ❑ .12D22 Projects Employee Search by Name or Number Portal and Users Tools&Extras Submitted Returned Verified Approved Page 1 of t 3 0 13 0 ` Employee Organization Project ALEXANDER, VICKIE Tetra Tech, Inc Calcasieu Parish -Lateral Drainage DMS Benoit Sheryl Cos Environmental Calcasieu Parish -Lateral Drainage DMS Santa f ruz Co CA Ins IIII� Recovery uev Lnc, Inv, anc P' Dsf1a Lh ism oh 'Wed, .I— Gill a E•= Dr eek ® Santa Cruz Co CA lns ReooW., Flr ® live I:nr., InY, ant. 4' 09I17 dh 14m 1h 30M luxsda•; Fdl.t.a tlrer.k ® Santa Cruz Co CA Ins Recovery FAD ® Coc, ev Ins, anc P• of 2S Status Submitted v Reviewed n Flag Time Activity Flag Tme Time Record Status ® cio kee in wo king Al aroa ous mory noaino / VFW!%, meaiareak Appmved / aana ores eory noaino ® wing Appmved / a9:oa ows morvnonin� ❑ 02222022 BENOIT, CAI Tetra Tech, Inc Calcasieu Parish- Lateral Drainage DMS Reviewed v ❑ 0212wm CARLIN, DEREK Tetra Tech, Inc Calcasieu Parish -Lateral Drainage DMS Reviewed v ❑ 0227J2022 CARLIN, STEVEN Tetra Tech, Inc Calcasieu Parish- Lateral Drainage DMS Reviewed v ❑ 02222022 CELESTINE, ERLISS Tetra Tech, Inc Calcasieu Parish -Lateral Drainage DMS Submitted v 1 Additional Services Tetra Tech has access to the full range of personnel with key expertise in relevant topic areas across the disaster recovery continuum. Efficient and effective recovery requires solid planning, and there is no more critical element of disaster recovery than preparedness planning. With hundreds of fulltime in-house planners, responders, exercise design specialists and subject matter experts, Tetra Tech has the depth, experience, and track record to support the nation's largest and most complex clients in planning for disaster. Specific elements of our preparedness planning efforts include testing, training, and exercise programs, debris management planning, and DMS permitting and compliance monitoring. Our team offers services in all areas of security, disaster preparedness, and emergency response and recovery. Our additional service offerings include: Evaluation Criteria No. 5: Cost of Services to The County Hourly Labor Rates for Debris Monitoring Services Table 1 below provides Tetra Tech's proposed hourly labor rates to the positions listed in the County's RFP. Table 1: Hourly Rates [1] Position (or Equivalent) Hourly Rate Project Manager $ 79.00 Operations Manager $ 70.00 Field Supervisor $ 48.00 Debris Monitor $ 36.00 Loading Site Monitor $ 36.00 Tower/Site Monitor $ 36.00 Public Drop -Off Site Monitor $ 34.00 Supervisor - Administrative, Financial, or Call Center $ 55.00 Assistant - Administrative, Financial, or Call Center $ 34.00 Additional Positions Table 2 lists additional positions and hourly labor rates that may be necessary to complete the scope of work requested by the County. The additional positions listed will be used as needed to facilitate the scope of work. Magnitude, duration, and intensity of the incident will dictate the appropriate response and level of service required to manage the recovery effort. Table 2: Additional Rates [1] Environmental Specialist / Compliance Specialist $ 83.00 Environmental Support Admin $ 55.00 Emergency Management Planner $ 125.00 Emergency Management Assistant Planner $ 65.00 Grant Manager $ 115.00 Dispatch Scheduling Manager $ 55.00 [1 ] The hourly rates are inclusive of all costs of labor, personal safety equipment for Tetra Tech's staff, necessary equipment (excluding rentals) and tools and any other items required for Tetra Tech's team members to perform the services required under the RFP (excluding chargeable materials). 0 TETRA Proposal for Sol Debris Monitoring and Disaster Planning Services Collier County, Florida Required Forms I June 2023 Co Ye-r COUVIty Procurement Services Division Vendor Check List IMPORTANT: Please review carefully and submit with your Proposal/Bid. All applicable documents shall be submitted electronically through BidSync. Vendor should checkoff each of the following items. Failure to provide the applicable documents may deem you non-responsive/non-responsible. XGeneral Bid Instructions has been acknowledged and accepted. XCollier County Purchase Order Terms and Conditions have been acknowledged and accepted. Form 1: Vendor Declaration Statement Form 2: Conflict of Interest Certification xProof of status from Division of Corporations - Florida Department of State (If work performed in the State) - http://dos.myflorida.com/sunbiz/ should be attached with your submittal. xVendor MUST be enrolled in the E-Verify - https://www.e-verify.gov/ at the time of submission of the proposal/bid. R Form 3: Immigration Affidavit Certification MUST be signed and attached with your submittal. xE-Verify Memorandum of Understanding or Company Profile pace should be attached with your submittal. xForm 4: Reference Questionnaire form must be utilized for each requested reference and included with your submittal, if applicable to the solicitation. XForm 5: Grant Provisions and Assurances package in its entirety, if applicable, are executed and should be included with your submittal. XVendor W-9 Form. xVendor acknowledges Insurance Requirements and is prepared to produce the required insurance certificate(s) within five (5) days of the County's issuance of a Notice of Recommend Award. x The Bid Schedule has been completed and attached with your submittal, applicable to bids. xCopies of all requested licenses and/or certifications to complete the requirements of the project. XAll addenda have been signed and attached. RCounty's IT Technical Architecture Requirements has been acknowledged and accepted, if applicable. xAny and all supplemental requirements and terms has been acknowledged and accepted, if applicable. Co Yer Co1.nty Procurement Services Division Form 1: Vendor Declaration Statement BOARD OF COUNTY COMMISSIONERS Collier County Government Complex Naples, Florida 34112 Dear Commissioners: The undersigned, as Vendor declares that this response is made without connection or arrangement with any other person and this proposal is in every respect fair and made in good faith, without collusion or fraud. The Vendor hereby declares the instructions, purchase order terms and conditions, requirements, and specifications/scope of work of this solicitation have been fully examined and accepted. The Vendor agrees, if this solicitation submittal is accepted by Collier County, to accept a Purchase Order as a form of a formal contract or to execute a Collier County formal contract for purposes of establishing a contractual relationship between the Vendor and Collier County, for the performance of all requirements to which this solicitation pertains. The Vendor states that the submitted is based upon the documents listed by the above referenced solicitation. The Vendor agrees to comply with the requirements in accordance with the terms, conditions and specifications denoted herein and according to the pricing submitted as a part of the Vendor's bids. Further, the Vendor agrees that if awarded a contract for these goods and/or services, the Vendor will not be eligible to compete, submit a proposal, be awarded, or perform as a sub -vendor for any future associated work that is a result of this awarded contract. IN WITNESS WHEREOF, WE have hereunto subscribed our names on this 31 day of May , 2023 in the County of Oran e , in the State of Florida Finn's Legal Name Address: City, State, Zip Code: Florida Certificate of Authority Document Number Federal Tax Identification Number *CCR # or CAGE Code *Only if Grant Funded Telephone: Email: Signature by: (Typed and written) Title: Tetra Tech, Inc. 2301 Lucien Way, Ste. 120 Maitland, FL 32751 P19034 95-4148514 078E8 321-441-8500 Business Unit President Additional Contact Information Send payments to: Tetra Tech, Inc. (required if different from Company name used as payee above) Contact name: Jonathan Burgiel Title: Business Unit President Address: PO Box 911642 City, State, ZIP Denver, CO 80291-1642 Telephone: 321-441-8500 Email: TDR.Contractsna,tetratech.com Office servicing Collier County to place orders (required if different from above) Contact name: Title: Address: City, State, ZIP Telephone: Email: Co Ye-r Co1.nty Procurement Services Division Form 2: Conflict of Interest Certification Affidavit The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated with this solicitation does not pose an organizational conflict as described by one of the three categories below: Biased ground rules — The firm has not set the "ground rules" for affiliated past or current Collier County project identified above (e.g., writing a procurement's statement of work, specifications, or performing systems engineering and technical direction for the procurement) which appears to skew the competition in favor of my firm. Impaired objectivity — The firm has not performed work on an affiliated past or current Collier County project identified above to evaluate proposals / past performance of itself or a competitor, which calls into question the contractor's ability to render impartial advice to the government. Unequal access to information — The firm has not had access to nonpublic information as part of its performance of a Collier County project identified above which may have provided the contractor (or an affiliate) with an unfair competitive advantage in current or future solicitations and contracts. In addition to this signed affidavit, the contractor / vendor must provide the following: 1. All documents produced as a result of the work completed in the past or currently being worked on for the above -mentioned project; and, 2. Indicate if the information produced was obtained as a matter of public record (in the "sunshine") or through non-public (not in the "sunshine") conversation (s), meeting(s), document(s) and/or other means. Failure to disclose all material or having an organizational conflict in one or more of the three categories above be identified, may result in the disqualification for future solicitations affiliated with the above referenced project(s). By the signature below, the firm (employees, officers and/or agents) certifies, and hereby discloses, that, to the best of their knowledge and belief, all relevant facts concerning past, present, or currently planned interest or activity (financial, contractual, organizational, or otherwise) which relates to the project identified above has been fully disclosed and does not pose an organizational conflict. Tetra Tech, Inc. Compan Name ature Jonathan Burgiel, Business Unit President Print Name and Title State of Florida County of Orange The foregoing instrument was acknowledged before me by means of ® physical presence or ❑ online notarization, this 31 day Of May (month), 2023 (year), by Jonathan Burgiel ,Flame of person acfk9owledging). ': •. SANDRAM. FAJARD0 /,•��': Notary Public • State of Florida y 7 Commisswn M HN 234558 My Comm. Expires Mar 9, 2026 3onded through National MM Assn. Personally Known OR Produced Identification Personally Known Type of Identification Produced (Signature of/No4ary Public) Sandra M. Fajardo (Print, Type, or Stamp Commissioned Name of Notary Public) 2/23/23, 8:25 PM Detail by Entity Name DIVISION OF CORPORATIONS i1 1 J�v_t;lJs I �j � .org 0 �Pcjp 'rr C)'.�f- ml offi(401. 1asy of Ilu 1dal web.We Department of State / Division of Corporations / Search Records / Search by Entity Name / Detail by Entity Name Foreign Profit Corporation TETRATECH, INC. Filing Information Document Number P19034 FEI/EIN Number 95-4148514 Date Filed 04/28/1988 State DE Status ACTIVE Last Event CORPORATE MERGER Event Date Filed 12/30/2003 Event Effective Date 01/02/2004 Principal Address 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Changed: 07/14/2003 Mailing Address 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Changed: 07/14/2003 Registered Agent Name & Address CT CORPORATION SYSTEM 1200 S. PINE ISLAND ROAD PLANTATION, FL 33324 Name Changed: 03/18/1992 Address Changed: 03/18/1992 Officer/Director Detail search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=TETRATECH P1... 1/5 2/23/23, 8:25 PM Name & Address Detail by Entity Name Title Senior Vice President, Chief Engineer BROWNLIE, WILLIAM R 3475 E. Foothill Blvd. Pasadena, CA 91107 Title Senior Vice President, Corporate Administration LEMMON, RICHARD A 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Executive Vice President, CFO and Assistant Secretary BURDICK, STEVEN M 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Chairman of the Board, CEO Batrack, Dan L. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title EVP, Chief Sustainability and Leadership Development Officer Shoemaker, Leslie L 3475 E. Foothill Blvd. Pasadena, CA 91107 Title Senior Vice President, Corporate Controller, Chief Accounting Officer Carter, Brian N 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director Lewis, J. Christopher 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director Thompson, J. Kenneth 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=TETRATECH P1... 2/5 2/23/23, 8:25 PM Detail by Entity Name Ritrievi, Kimberly E 3475 E FOOTHILL BLVD PASADENA, CA 91107 Title Director Volpi, Kirsten M 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title SVP BIAGI , JAMES Q, Jr. 4967 U.S. Hwy 42 Ste. 210 Louisville, KY 40222 Title Director Maguire, Joanne M. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Senior Vice President and President of the Client Account Management Division and Commercial/International Services Group Amidon, Derek G 4750 W. 2100 South Ste. 400 Salt Lake City, UT 84120 Title Senior Vice President, President of the Government Services Group and President of the United States Government Division Argus, Roger R. 1230 Columbia Street Suite 1000 San Diego, CA 92101 Title Secretary Hopson, Preston 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title VPFS JENKINS, LAWRENCE E 201 E. PINE ST. ORLANDO, FL 32801 Title Director search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=TETRATECH P1... 3/5 2/23/23, 8:25 PM Detail by Entity Name Birkenbeuel, Gary R. 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title President Hudkins, Jill 3475 E. FOOTHILL BLVD PASADENA, CA 91107 Title Treasurer Wu, Jim 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director GANDHI,PRASHANT 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Title Director OBIAYA, CHRISTIANA 3475 E. FOOTHILL BLVD. PASADENA, CA 91107 Annual Reports Report Year Filed Date 2021 01 /04/2021 2022 01 /03/2022 2023 01 /12/2023 Document Images 01/12/2023 --ANNUAL REPORT View image in PDF format 01/03/2022 --ANNUAL REPORT View image in PDF format 01/04/2021 --ANNUAL REPORT View image in PDF format 01/02/2020 --ANNUAL REPORT View image in PDF format 01/02/2019 --ANNUAL REPORT View image in PDF format 05/18/2018 --AMENDED ANNUAL REPORT View image in PDF format 01/03/2018 --ANNUAL REPORT View image in PDF format 11/21/2017 --AMENDED ANNUAL REPORT View image in PDF format 01/05/2017 --ANNUAL REPORT View image in PDF format 01/12/2016 --ANNUAL REPORT View image in PDF format 01/07/2015 --ANNUAL REPORT View image in PDF format 04/24/2014 --AMENDED ANNUAL REPORT View image in PDF format 01/10/2014 --ANNUAL REPORT View image in PDF format search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=TETRATECH P1... 4/5 2/23/23, 8:25 PM Detail by Entity Name 01/03/2013 --ANNUAL REPORT View image in PDF format 02/09/2012 --ANNUAL REPORT View image in PDF format 01/18/2012 --ANNUAL REPORT View image in PDF format 02/15/2011 --ANNUAL REPORT View image in PDF format 01/29/2011 --ANNUAL REPORT View image in PDF format 01/28/2010 --ANNUAL REPORT View image in PDF format 01/14/2009 --ANNUAL REPORT View image in PDF format 02/15/2008 --ANNUAL REPORT View image in PDF format 03/12/2007 --ANNUAL REPORT View image in PDF format 02/08/2006 --ANNUAL REPORT View image in PDF format 02/23/2005 --ANNUAL REPORT View image in PDF format 01/31/2005 --ANNUAL REPORT View image in PDF format 05/13/2004 --ANNUAL REPORT View image in PDF format 05/05/2004 --ANNUAL REPORT View image in PDF format 03/01/2004 --ANNUAL REPORT View image in PDF format 12/30/2003 -- Merger View image in PDF format 07/14/2003 --ANNUAL REPORT View image in PDF format 03/03/2002 --ANNUAL REPORT View image in PDF format 05/15/2001 --ANNUAL REPORT View image in PDF format 05/04/2000 --ANNUAL REPORT View image in PDF format 04/07/1999 --ANNUAL REPORT View image in PDF format 07/29/1998 --ANNUAL REPORT View image in PDF format 04/09/1997 --ANNUAL REPORT View image in PDF format 02/09/1996 --ANNUAL REPORT View image in PDF format 04/14/1995 --ANNUAL REPORT View image in PDF format Florida Department of State, Division of Corporations search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetaiI?inquirytype=EntityName&directionType=Initial&searchNameOrder=TETRATECH P1... 5/5 Co Ye-r Co1.nty Procurement Services Division Form 3: Immigration Affidavit Certification This Affidavit is required and should be signed, by an authorized principal of the firm and submitted with formal solicitation submittals. Further, Vendors are required to be enrolled in the E-Verify program (hqps://www.e-verify.Rov/), at the time of the submission of the Vendor's proposal/bid. Acceptable evidence of your enrollment consists of a copy of the properly completed E- Verify Company Profile page or a copy of the fully executed E-Verify Memorandum of Understanding for the company which will be produced at the time of the submission of the Vendor's proposal/bid or within five (5) day of the County's Notice of Recommend Award. FAILURE TO EXECUTE THIS AFFIDAVIT CERTIFICATION AND SUBMIT WITH VENDOR'S PROPOSALBID MAY DEEM THE VENDOR'S AS NON -RESPONSIVE. Collier County will not intentionally award County contracts to any Vendor who knowingly employs unauthorized alien workers, constituting a violation of the employment provision contained in 8 U.S.C. Section 1324 a(e) Section 274A(e) of the Immigration and Nationality Act ("INA"). Collier County may consider the employment by any Vendor of unauthorized aliens a violation of Section 274A (e) of the INA. Such Violation by the recipient of the Employment Provisions contained in Section 274A (e) of the INA shall be grounds for unilateral termination of the contract by Collier County. Vendor attests that they are fully compliant with all applicable immigration laws (specifically to the 1986 Immigration Act and subsequent Amendment(s), that it is aware of and in compliance with the requirements set forth in Florida Statutes §448.095, and agrees to comply with the provisions of the Memorandum of Understanding with E-Verify and to provide proof of enrollment in The Employment Eligibility Verification System (E-Verify), operated by the Department of Homeland Security in partnership with the Social Security Administration at the time of submission of the Vendor's proposal/bid. Tetra Tech, Inc. Company ame Signature Jonathan Burgiel, Business Unit President Print Name and Title State of Florida County of Orange The foregoing instrument was acknowledged before me by means of N physical presence or ❑ online notarization, this 31 day of May (month), 2023 (year), by Jonathan Burgiel (name of person acknowledging). . � ► saNORn M. FAJARDO yp� 42 '%•� notary Public • State of Florida (Sign to e of Notary Public) Commission # NH 234558 oa My Comm. Expires Isar 9, I026 .w Eooded through National Notary Aun. Sandra M. Fajardo (Print, Type, or Stamp Commissioned Name of Notary Public) Personally Known OR Produced Identification Personally Known Type of Identification Produced � eriYM,...�... Company ID Number: 1296212 THE E-VERIFY MEMORANDUM OF UNDERSTANDING FOR EMPLOYERS ARTICLE I PURPOSE AND AUTHORITY The parties to this agreement are the Department of Homeland Security (DHS) and the Tetra Tech (Employer). The purpose of this agreement is to set forth terms and conditions which the Employer will follow while participating in E-Verify. E-Verify is a program that electronically confirms an employee's eligibility to work in the United States after completion of Form 1-9, Employment Eligibility Verification (Form 1-9). This Memorandum of Understanding (MOU) explains certain features of the E-Verify program and describes specific responsibilities of the Employer, the Social Security Administration (SSA), and DHS. Authority for the E-Verify program is found in Title IV, Subtitle A, of the Illegal Immigration Reform and Immigrant Responsibility Act of 1996 (11RIRA), Pub. L. 104-208, 110 Stat. 3009, as amended (8 U.S.C. § 1324a note). The Federal Acquisition Regulation (FAR) Subpart 22.18, "Employment Eligibility Verification" and Executive Order 12989, as amended, provide authority for Federal contractors and subcontractors (Federal contractor) to use E-Verify to verify the employment eligibility of certain employees working on Federal contracts. ARTICLE II RESPONSIBILITIES A. RESPONSIBILITIES OF THE EMPLOYER 1. The Employer agrees to display the following notices supplied by DHS in a prominent place that is clearly visible to prospective employees and all employees who are to be verified through the system: a. Notice of E-Verify Participation b. Notice of Right to Work 2. The Employer agrees to provide to the SSA and DHS the names, titles, addresses, and telephone numbers of the Employer representatives to be contacted about E-Verify. The Employer also agrees to keep such information current by providing updated information to SSA and DHS whenever the representatives' contact information changes. 3. The Employer agrees to grant E-Verify access only to current employees who need E-Verify access. Employers must promptly terminate an employee's E-Verify access if the employer is separated from the company or no longer needs access to E-Verify. Page 1 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- orM ...�... Company ID Number: 1296212 4. The Employer agrees to become familiar with and comply with the most recent version of the E-Verify User Manual. 5. The Employer agrees that any Employer Representative who will create E-Verify cases will complete the E-Verify Tutorial before that individual creates any cases. a. The Employer agrees that all Employer representatives will take the refresher tutorials when prompted by E-Verify in order to continue using E-Verify. Failure to complete a refresher tutorial will prevent the Employer Representative from continued use of E-Verify. 6. The Employer agrees to comply with current Form 1-9 procedures, with two exceptions: a. If an employee presents a "List B" identity document, the Employer agrees to only accept "List B" documents that contain a photo. (List B documents identified in 8 C.F.R. § 274a.2(b)(1)(B)) can be presented during the Form 1-9 process to establish identity.) If an employee objects to the photo requirement for religious reasons, the Employer should contact E-Verify at 888-464-4218. b. If an employee presents a DHS Form 1-551 (Permanent Resident Card), Form 1-766 (Employment Authorization Document), or U.S. Passport or Passport Card to complete Form 1-9, the Employer agrees to make a photocopy of the document and to retain the photocopy with the employee's Form 1-9. The Employer will use the photocopy to verify the photo and to assist DHS with its review of photo mismatches that employees contest. DHS may in the future designate other documents that activate the photo screening tool. Note: Subject only to the exceptions noted previously in this paragraph, employees still retain the right to present any List A, or List B and List C, document(s) to complete the Form 1-9. 7. The Employer agrees to record the case verification number on the employee's Form 1-9 or to print the screen containing the case verification number and attach it to the employee's Form 1-9. 8. The Employer agrees that, although it participates in E-Verify, the Employer has a responsibility to complete, retain, and make available for inspection Forms 1-9 that relate to its employees, or from other requirements of applicable regulations or laws, including the obligation to comply with the antidiscrimination requirements of section 274B of the INA with respect to Form 1-9 procedures. a. The following modified requirements are the only exceptions to an Employer's obligation to not employ unauthorized workers and comply with the anti -discrimination provision of the INA: (1) List B identity documents must have photos, as described in paragraph 6 above; (2) When an Employer confirms the identity and employment eligibility of newly hired employee using E-Verify procedures, the Employer establishes a rebuttable presumption that it has not violated section 274A(a)(1)(A) of the Immigration and Nationality Act (INA) with respect to the hiring of that employee; (3) If the Employer receives a final nonconfirmation for an employee, but continues to employ that person, the Employer must notify DHS and the Employer is subject to a civil money penalty between $550 and $1,100 for each failure to notify DHS of continued employment following a final nonconfirmation; (4) If the Employer continues to employ an employee after receiving a final nonconfirmation, then the Employer is subject to a rebuttable presumption that it has knowingly Page 2 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- orM,...�... Company ID Number: 1296212 employed an unauthorized alien in violation of section 274A(a)(1)(A); and (5) no E-Verify participant is civilly or criminally liable under any law for any action taken in good faith based on information provided through the E-Verify. b. DHS reserves the right to conduct Form 1-9 compliance inspections, as well as any other enforcement or compliance activity authorized by law, including site visits, to ensure proper use of E-Verify. 9. The Employer is strictly prohibited from creating an E-Verify case before the employee has been hired, meaning that a firm offer of employment was extended and accepted and Form 1-9 was completed. The Employer agrees to create an E-Verify case for new employees within three Employer business days after each employee has been hired (after both Sections 1 and 2 of Form 1-9 have been completed), and to complete as many steps of the E-Verify process as are necessary according to the E-Verify User Manual. If E-Verify is temporarily unavailable, the three-day time period will be extended until it is again operational in order to accommodate the Employer's attempting, in good faith, to make inquiries during the period of unavailability. 10. The Employer agrees not to use E-Verify for pre -employment screening of job applicants, in support of any unlawful employment practice, or for any other use that this MOU or the E-Verify User Manual does not authorize. 11. The Employer must use E-Verify for all new employees. The Employer will not verify selectively and will not verify employees hired before the effective date of this MOU. Employers who are Federal contractors may qualify for exceptions to this requirement as described in Article II.B of this MOU. 12. The Employer agrees to follow appropriate procedures (see Article III below) regarding tentative nonconfirmations. The Employer must promptly notify employees in private of the finding and provide them with the notice and letter containing information specific to the employee's E-Verify case. The Employer agrees to provide both the English and the translated notice and letter for employees with limited English proficiency to employees. The Employer agrees to provide written referral instructions to employees and instruct affected employees to bring the English copy of the letter to the SSA. The Employer must allow employees to contest the finding, and not take adverse action against employees if they choose to contest the finding, while their case is still pending. Further, when employees contest a tentative nonconfirmation based upon a photo mismatch, the Employer must take additional steps (see Article III.B. below) to contact DHS with information necessary to resolve the challenge. 13. The Employer agrees not to take any adverse action against an employee based upon the employee's perceived employment eligibility status while SSA or DHS is processing the verification request unless the Employer obtains knowledge (as defined in 8 C.F.R. § 274a.1(1)) that the employee is not work authorized. The Employer understands that an initial inability of the SSA or DHS automated verification system to verify work authorization, a tentative nonconfirmation, a case in continuance (indicating the need for additional time for the government to resolve a case), or the finding of a photo mismatch, does not establish, and should not be interpreted as, evidence that the employee is not work authorized. In any of such cases, the employee must be provided a full and fair opportunity to contest the finding, and if he or she does so, the employee may not be terminated or suffer any adverse employment consequences based upon the employee's perceived employment eligibility status Page 3 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- or�... Company ID Number: 1296212 (including denying, reducing, or extending work hours, delaying or preventing training, requiring an employee to work in poorer conditions, withholding pay, refusing to assign the employee to a Federal contract or other assignment, or otherwise assuming that he or she is unauthorized to work) until and unless secondary verification by SSA or DHS has been completed and a final nonconfirmation has been issued. If the employee does not choose to contest a tentative nonconfirmation or a photo mismatch or if a secondary verification is completed and a final nonconfirmation is issued, then the Employer can find the employee is not work authorized and terminate the employee's employment. Employers or employees with questions about a final nonconfirmation may call E-Verify at 1-888-464- 4218 (customer service) or 1-888-897-7781 (worker hotline). 14. The Employer agrees to comply with Title VI of the Civil Rights Act of 1964 and section 274B of the INA as applicable by not discriminating unlawfully against any individual in hiring, firing, employment eligibility verification, or recruitment or referral practices because of his or her national origin or citizenship status, or by committing discriminatory documentary practices. The Employer understands that such illegal practices can include selective verification or use of E-Verify except as provided in part D below, or discharging or refusing to hire employees because they appear or sound "foreign" or have received tentative nonconfirmations. The Employer further understands that any violation of the immigration -related unfair employment practices provisions in section 274B of the INA could subject the Employer to civil penalties, back pay awards, and other sanctions, and violations of Title VI could subject the Employer to back pay awards, compensatory and punitive damages. Violations of either section 274B of the INA or Title VI may also lead to the termination of its participation in E-Verify. If the Employer has any questions relating to the anti -discrimination provision, it should contact OSC at 1-800-255-8155 or 1-800-237-2515 (TDD). 15. The Employer agrees that it will use the information it receives from E-Verify only to confirm the employment eligibility of employees as authorized by this MOU. The Employer agrees that it will safeguard this information, and means of access to it (such as PINS and passwords), to ensure that it is not used for any other purpose and as necessary to protect its confidentiality, including ensuring that it is not disseminated to any person other than employees of the Employer who are authorized to perform the Employer's responsibilities under this MOU, except for such dissemination as may be authorized in advance by SSA or DHS for legitimate purposes. 16. The Employer agrees to notify DHS immediately in the event of a breach of personal information. Breaches are defined as loss of control or unauthorized access to E-Verify personal data. All suspected or confirmed breaches should be reported by calling 1-888-464-4218 or via email at E-Verify(a_dhs.gov. Please use "Privacy Incident — Password" in the subject line of your email when sending a breach report to E-Verify. 17. The Employer acknowledges that the information it receives from SSA is governed by the Privacy Act (5 U.S.C. § 552a(i)(1) and (3)) and the Social Security Act (42 U.S.C. 1306(a)). Any person who obtains this information under false pretenses or uses it for any purpose other than as provided for in this MOU may be subject to criminal penalties. 18. The Employer agrees to cooperate with DHS and SSA in their compliance monitoring and evaluation of E-Verify, which includes permitting DHS, SSA, their contractors and other agents, upon Page 4 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- orM,...�... Company ID Number: 1296212 reasonable notice, to review Forms 1-9 and other employment records and to interview it and its employees regarding the Employer's use of E-Verify, and to respond in a prompt and accurate manner to DHS requests for information relating to their participation in E-Verify. 19. The Employer shall not make any false or unauthorized claims or references about its participation in E-Verify on its website, in advertising materials, or other media. The Employer shall not describe its services as federally -approved, federally -certified, or federally -recognized, or use language with a similar intent on its website or other materials provided to the public. Entering into this MOU does not mean that E-Verify endorses or authorizes your E-Verify services and any claim to that effect is false. 20. The Employer shall not state in its website or other public documents that any language used therein has been provided or approved by DHS, USCIS or the Verification Division, without first obtaining the prior written consent of DHS. 21. The Employer agrees that E-Verify trademarks and logos may be used only under license by DHS/USCIS (see M-795 (Web)) and, other than pursuant to the specific terms of such license, may not be used in any manner that might imply that the Employer's services, products, websites, or publications are sponsored by, endorsed by, licensed by, or affiliated with DHS, USCIS, or E-Verify. 22. The Employer understands that if it uses E-Verify procedures for any purpose other than as authorized by this MOU, the Employer may be subject to appropriate legal action and termination of its participation in E-Verify according to this MOU. B. RESPONSIBILITIES OF FEDERAL CONTRACTORS 1. If the Employer is a Federal contractor with the FAR E-Verify clause subject to the employment verification terms in Subpart 22.18 of the FAR, it will become familiar with and comply with the most current version of the E-Verify User Manual for Federal Contractors as well as the E-Verify Supplemental Guide for Federal Contractors. 2. In addition to the responsibilities of every employer outlined in this MOU, the Employer understands that if it is a Federal contractor subject to the employment verification terms in Subpart 22.18 of the FAR it must verify the employment eligibility of any "employee assigned to the contract" (as defined in FAR 22.1801). Once an employee has been verified through E-Verify by the Employer, the Employer may not create a second case for the employee through E-Verify. a. An Employer that is not enrolled in E-Verify as a Federal contractor at the time of a contract award must enroll as a Federal contractor in the E-Verify program within 30 calendar days of contract award and, within 90 days of enrollment, begin to verify employment eligibility of new hires using E-Verify. The Employer must verify those employees who are working in the United States, whether or not they are assigned to the contract. Once the Employer begins verifying new hires, such verification of new hires must be initiated within three business days after the hire date. Once enrolled in E-Verify as a Federal contractor, the Employer must begin verification of employees assigned to the contract within 90 calendar days after the date of enrollment or within 30 days of an employee's assignment to the contract, whichever date is later. Page 5 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- or�... Company ID Number: 1296212 b. Employers enrolled in E-Verify as a Federal contractor for 90 days or more at the time of a contract award must use E-Verify to begin verification of employment eligibility for new hires of the Employer who are working in the United States, whether or not assigned to the contract, within three business days after the date of hire. If the Employer is enrolled in E-Verify as a Federal contractor for 90 calendar days or less at the time of contract award, the Employer must, within 90 days of enrollment, begin to use E-Verify to initiate verification of new hires of the contractor who are working in the United States, whether or not assigned to the contract. Such verification of new hires must be initiated within three business days after the date of hire. An Employer enrolled as a Federal contractor in E-Verify must begin verification of each employee assigned to the contract within 90 calendar days after date of contract award or within 30 days after assignment to the contract, whichever is later. c. Federal contractors that are institutions of higher education (as defined at 20 U.S.C. 1001(a)), state or local governments, governments of Federally recognized Indian tribes, or sureties performing under a takeover agreement entered into with a Federal agency under a performance bond may choose to only verify new and existing employees assigned to the Federal contract. Such Federal contractors may, however, elect to verify all new hires, and/or all existing employees hired after November 6, 1986. Employers in this category must begin verification of employees assigned to the contract within 90 calendar days after the date of enrollment or within 30 days of an employee's assignment to the contract, whichever date is later. d. Upon enrollment, Employers who are Federal contractors may elect to verify employment eligibility of all existing employees working in the United States who were hired after November 6, 1986, instead of verifying only those employees assigned to a covered Federal contract. After enrollment, Employers must elect to verify existing staff following DHS procedures and begin E-Verify verification of all existing employees within 180 days after the election. e. The Employer may use a previously completed Form 1-9 as the basis for creating an E-Verify case for an employee assigned to a contract as long as: i. That Form 1-9 is complete (including the SSN) and complies with Article II.A.6, ii. The employee's work authorization has not expired, and iii. The Employer has reviewed the Form 1-9 information either in person or in communications with the employee to ensure that the employee's Section 1, Form 1-9 attestation has not changed (including, but not limited to, a lawful permanent resident alien having become a naturalized U.S. citizen). f. The Employer shall complete a new Form 1-9 consistent with Article II.A.6 or update the previous Form 1-9 to provide the necessary information if: i. The Employer cannot determine that Form 1-9 complies with Article II.A.6, ii. The employee's basis for work authorization as attested in Section 1 has expired or changed, or iii. The Form 1-9 contains no SSN or is otherwise incomplete. Note: If Section 1 of Form 1-9 is otherwise valid and up-to-date and the form otherwise complies with Page 6 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- orM,...�... Company ID Number: 1296212 Article II.C.5, but reflects documentation (such as a U.S. passport or Form 1-551) that expired after completing Form 1-9, the Employer shall not require the production of additional documentation, or use the photo screening tool described in Article II.A.5, subject to any additional or superseding instructions that may be provided on this subject in the E-Verify User Manual. g. The Employer agrees not to require a second verification using E-Verify of any assigned employee who has previously been verified as a newly hired employee under this MOU or to authorize verification of any existing employee by any Employer that is not a Federal contractor based on this Article. 3. The Employer understands that if it is a Federal contractor, its compliance with this MOU is a performance requirement under the terms of the Federal contract or subcontract, and the Employer consents to the release of information relating to compliance with its verification responsibilities under this MOU to contracting officers or other officials authorized to review the Employer's compliance with Federal contracting requirements. C. RESPONSIBILITIES OF SSA 1. SSA agrees to allow DHS to compare data provided by the Employer against SSA's database. SSA sends DHS confirmation that the data sent either matches or does not match the information in SSA's database. 2. SSA agrees to safeguard the information the Employer provides through E-Verify procedures. SSA also agrees to limit access to such information, as is appropriate by law, to individuals responsible for the verification of Social Security numbers or responsible for evaluation of E-Verify or such other persons or entities who may be authorized by SSA as governed by the Privacy Act (5 U.S.C. § 552a), the Social Security Act (42 U.S.C. 1306(a)), and SSA regulations (20 CFR Part 401). 3. SSA agrees to provide case results from its database within three Federal Government work days of the initial inquiry. E-Verify provides the information to the Employer. 4. SSA agrees to update SSA records as necessary if the employee who contests the SSA tentative nonconfirmation visits an SSA field office and provides the required evidence. If the employee visits an SSA field office within the eight Federal Government work days from the date of referral to SSA, SSA agrees to update SSA records, if appropriate, within the eight -day period unless SSA determines that more than eight days may be necessary. In such cases, SSA will provide additional instructions to the employee. If the employee does not visit SSA in the time allowed, E-Verify may provide a final nonconfirmation to the employer. Note: If an Employer experiences technical problems, or has a policy question, the employer should contact E-Verify at 1-888-464-4218. D. RESPONSIBILITIES OF DHS 1. DHS agrees to provide the Employer with selected data from DHS databases to enable the Employer to conduct, to the extent authorized by this MOU: a. Automated verification checks on alien employees by electronic means, and Page 7 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- orM,...�... Company ID Number: 1296212 b. Photo verification checks (when available) on employees. 2. DHS agrees to assist the Employer with operational problems associated with the Employer's participation in E-Verify. DHS agrees to provide the Employer names, titles, addresses, and telephone numbers of DHS representatives to be contacted during the E-Verify process. 3. DHS agrees to provide to the Employer with access to E-Verify training materials as well as an E-Verify User Manual that contain instructions on E-Verify policies, procedures, and requirements for both SSA and DHS, including restrictions on the use of E-Verify. 4. DHS agrees to train Employers on all important changes made to E-Verify through the use of mandatory refresher tutorials and updates to the E-Verify User Manual. Even without changes tc E-Verify, DHS reserves the right to require employers to take mandatory refresher tutorials. 5. DHS agrees to provide to the Employer a notice, which indicates the Employer's participation in E-Verify. DHS also agrees to provide to the Employer anti -discrimination notices issued by the Office of Special Counsel for Immigration -Related Unfair Employment Practices (OSC), Civil Rights Division, U.S. Department of Justice. 6. DHS agrees to issue each of the Employer's E-Verify users a unique user identification number and password that permits them to log in to E-Verify. 7. DHS agrees to safeguard the information the Employer provides, and to limit access to such information to individuals responsible for the verification process, for evaluation of E-Verify, or to such other persons or entities as may be authorized by applicable law. Information will be used only to verify the accuracy of Social Security numbers and employment eligibility, to enforce the INA and Federal criminal laws, and to administer Federal contracting requirements. 8. DHS agrees to provide a means of automated verification that provides (in conjunction with SSA verification procedures) confirmation or tentative nonconfirmation of employees' employment eligibility within three Federal Government work days of the initial inquiry. 9. DHS agrees to provide a means of secondary verification (including updating DHS records) for employees who contest DHS tentative nonconfirmations and photo mismatch tentative nonconfirmations. This provides final confirmation or nonconfirmation of the employees' employment eligibility within 10 Federal Government work days of the date of referral to DHS, unless DHS determines that more than 10 days may be necessary. In such cases, DHS will provide additional verification instructions. ARTICLE III REFERRAL OF INDIVIDUALS TO SSA AND DHS A. REFERRAL TO SSA 1. If the Employer receives a tentative nonconfirmation issued by SSA, the Employer must print the notice as directed by E-Verify. The Employer must promptly notify employees in private of the finding and provide them with the notice and letter containing information specific to the employee's E-Verify Page 8 of 17 E-Verify MOU for Employers i Revision Date 06/01/13 E-Verifv- orM,...�... Company ID Number: 1296212 case. The Employer also agrees to provide both the English and the translated notice and letter for employees with limited English proficiency to employees. The Employer agrees to provide written referral instructions to employees and instruct affected employees to bring the English copy of the letter to the SSA. The Employer must allow employees to contest the finding, and not take adverse action against employees if they choose to contest the finding, while their case is still pending. 2. The Employer agrees to obtain the employee's response about whether he or she will contest the tentative nonconfirmation as soon as possible after the Employer receives the tentative nonconfirmation. Only the employee may determine whether he or she will contest the tentative nonconfirmation. 3. After a tentative nonconfirmation, the Employer will refer employees to SSA field offices only as directed by E-Verify. The Employer must record the case verification number, review the employee information submitted to E-Verify to identify any errors, and find out whether the employee contests the tentative nonconfirmation. The Employer will transmit the Social Security number, or any other corrected employee information that SSA requests, to SSA for verification again if this review indicates a need to do so. 4. The Employer will instruct the employee to visit an SSA office within eight Federal Government work days. SSA will electronically transmit the result of the referral to the Employer within 10 Federal Government work days of the referral unless it determines that more than 10 days is necessary. 5. While waiting for case results, the Employer agrees to check the E-Verify system regularly for case updates. 6. The Employer agrees not to ask the employee to obtain a printout from the Social Security Administration number database (the Numident) or other written verification of the SSN from the SSA. B. REFERRAL TO DHS 1. If the Employer receives a tentative nonconfirmation issued by DHS, the Employer must promptly notify employees in private of the finding and provide them with the notice and letter containing information specific to the employee's E-Verify case. The Employer also agrees to provide both the English and the translated notice and letter for employees with limited English proficiency to employees. The Employer must allow employees to contest the finding, and not take adverse action against employees if they choose to contest the finding, while their case is still pending. 2. The Employer agrees to obtain the employee's response about whether he or she will contest the tentative nonconfirmation as soon as possible after the Employer receives the tentative nonconfirmation. Only the employee may determine whether he or she will contest the tentative nonconfirmation. 3. The Employer agrees to refer individuals to DHS only when the employee chooses to contest a tentative nonconfirmation. 4. If the employee contests a tentative nonconfirmation issued by DHS, the Employer will instruct the Page 9 of 17 E-Verify MOU for Employers i Revision Date 06/01/13 E-Verifv- orM ...�... Company ID Number: 1296212 employee to contact DHS through its toll -free hotline (as found on the referral letter) within eight Federal Government work days. 5. If the Employer finds a photo mismatch, the Employer must provide the photo mismatch tentative nonconfirmation notice and follow the instructions outlined in paragraph 1 of this section for tentative nonconfirmations, generally. 6. The Employer agrees that if an employee contests a tentative nonconfirmation based upon a photo mismatch, the Employer will send a copy of the employee's Form 1-551, Form 1-766, U.S. Passport, or passport card to DHS for review by: a. Scanning and uploading the document, or b. Sending a photocopy of the document by express mail (furnished and paid for by the employer). 7. The Employer understands that if it cannot determine whether there is a photo match/mismatch, the Employer must forward the employee's documentation to DHS as described in the preceding paragraph. The Employer agrees to resolve the case as specified by the DHS representative who will determine the photo match or mismatch. 8. DHS will electronically transmit the result of the referral to the Employer within 10 Federal Government work days of the referral unless it determines that more than 10 days is necessary. 9. While waiting for case results, the Employer agrees to check the E-Verify system regularly for case updates. ARTICLE IV SERVICE PROVISIONS A. NO SERVICE FEES 1. SSA and DHS will not charge the Employer for verification services performed under this MOU. The Employer is responsible for providing equipment needed to make inquiries. To access E-Verify, an Employer will need a personal computer with Internet access. ARTICLE V MODIFICATION AND TERMINATION A. MODIFICATION 1. This MOU is effective upon the signature of all parties and shall continue in effect for as long as the SSA and DHS operates the E-Verify program unless modified in writing by the mutual consent of all parties. 2. Any and all E-Verify system enhancements by DHS or SSA, including but not limited to E-Verify checking against additional data sources and instituting new verification policies or procedures, will be covered under this MOU and will not cause the need for a supplemental MOU that outlines these changes. Page 10 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- or�... Company ID Number: 1296212 B. TERMINATION 1. The Employer may terminate this MOU and its participation in E-Verify at any time upon 30 days prior written notice to the other parties. 2. Notwithstanding Article V, part A of this MOU, DHS may terminate this MOU, and thereby the Employer's participation in E-Verify, with or without notice at any time if deemed necessary because of the requirements of law or policy, or upon a determination by SSA or DHS that there has been a breach of system integrity or security by the Employer, or a failure on the part of the Employer to comply with established E-Verify procedures and/or legal requirements. The Employer understands that if it is a Federal contractor, termination of this MOU by any party for any reason may negatively affect the performance of its contractual responsibilities. Similarly, the Employer understands that if it is in a state where E-Verify is mandatory, termination of this by any party MOU may negatively affect the Employer's business. 3. An Employer that is a Federal contractor may terminate this MOU when the Federal contract that requires its participation in E-Verify is terminated or completed. In such cases, the Federal contractor must provide written notice to DHS. If an Employer that is a Federal contractor fails to provide such notice, then that Employer will remain an E-Verify participant, will remain bound by the terms of this MOU that apply to non -Federal contractor participants, and will be required to use the E-Verify procedures to verify the employment eligibility of all newly hired employees. 4. The Employer agrees that E-Verify is not liable for any losses, financial or otherwise, if the Employer is terminated from E-Verify. ARTICLE VI PARTIES A. Some or all SSA and DHS responsibilities under this MOU may be performed by contractor(s), and SSA and DHS may adjust verification responsibilities between each other as necessary. By separate agreement with DHS, SSA has agreed to perform its responsibilities as described in this MOU. B. Nothing in this MOU is intended, or should be construed, to create any right or benefit, substantive or procedural, enforceable at law by any third party against the United States, its agencies, officers, or employees, or against the Employer, its agents, officers, or employees. C. The Employer may not assign, directly or indirectly, whether by operation of law, change of control or merger, all or any part of its rights or obligations under this MOU without the prior written consent of DHS, which consent shall not be unreasonably withheld or delayed. Any attempt to sublicense, assign, or transfer any of the rights, duties, or obligations herein is void. D. Each party shall be solely responsible for defending any claim or action against it arising out of or related to E-Verify or this MOU, whether civil or criminal, and for any liability wherefrom, including (but not limited to) any dispute between the Employer and any other person or entity regarding the applicability of Section 403(d) of IIRIRA to any action taken or allegedly taken by the Employer. E. The Employer understands that its participation in E-Verify is not confidential information and may be disclosed as authorized or required by law and DHS or SSA policy, including but not limited to, Page 11 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 erifv- or-,...� ... Company ID Number: 1296212 Congressional oversight, E-Verify publicity and media inquiries, determinations of compliance with Federal contractual requirements, and responses to inquiries under the Freedom of Information Act (FOIA). F. The individuals whose signatures appear below represent that they are authorized to enter into this MOU on behalf of the Employer and DHS respectively. The Employer understands that any inaccurate statement, representation, data or other information provided to DHS may subject the Employer, its subcontractors, its employees, or its representatives to: (1) prosecution for false statements pursuant to 18 U.S.C. 1001 and/or; (2) immediate termination of its MOU and/or; (3) possible debarment or suspension. G. The foregoing constitutes the full agreement on this subject between DHS and the Employer. To be accepted as an E-Verify participant, you should only sign the Employer's Section of the signature page. If you have any questions, contact E-Verify at 1-888-464-4218. Page 12 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 � - eriY fr. Company ID Number: 1296212 Approved by: Employer Tetra Tech Name (Please Type or Print) Title Michelle L Renta Signature Date Electronically Signed 05/03/2018 Department of Homeland Security — Verification Division Name (Please Type or Print) Title USCIS Verification Division Signature Date Electronically Signed 05/03/2018 Page 13 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- Company ID Number: 1296212 Information Required for the E-Verify Program Information relating to your Company: Tetra Tech Company Name 2301 Lucien Way Ste 120 Company Facility Address Maitland, FL 32751 Company Alternate Address County or Parish ORANGE Employer Identification Number 954148514 North American Industry 561 Classification Systems Code Parent Company Number of Employees 100 to 499 Number of Sites Verified for 51 Page 14 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 E-Verifv- Company ID Number: 1296212 Are you verifying for more than 1 site? If yes, please provide the number of sites verified for in each State: ALABAMA 1 site(s) ARKANSAS 1 site(s) ARIZONA 1 site(s) CALIFORNIA 1 site(s) COLORADO 1 site(s) CONNECTICUT 1 site(s) DIST OF COL 1 site(s) DELAWARE 1 site(s) FLORIDA 1 site(s) GEORGIA 1 site(s) IOWA 1 site(s) IDAHO 1 site(s) ILLINOIS 1 site(s) INDIANA 1 site(s) KANSAS 1 site(s) KENTUCKY 1 site(s) LOUISIANA 1 site(s) MASSACHUSETTS 1 site(s) MARYLAND 1 site(s) MAINE 1 site(s) MICHIGAN 1 site(s) MINNESOTA 1 site(s) MISSOURI 1 site(s) MISSISSIPPI 1 site(s) MONTANA 1 site(s) NORTH CAROLINA 1 site(s) NORTH DAKOTA 1 site(s) NEBRASKA 1 site(s) NEW HAMPSHIRE 1 site(s) NEW JERSEY 1 site(s) NEW MEXICO 1 site(s) NEVADA 1 site(s) NEW YORK 1 site(s) OHIO 1 site(s) OKLAHOMA 1 site(s) OREGON 1 site(s) PENNSYLVANIA 1 site(s) PUERTO RICO 1 site(s) RHODE ISLAND 1 site(s) SOUTH CAROLINA 1 site(s) SOUTH DAKOTA 1 site(s) TENNESSEE 1 site(s) TEXAS 1 site(s) UTAH 1 site(s) VIRGINIA 1 site(s) VIRGIN ISLANDS 1 site(s) VERMONT 1 site(s) WASHINGTON 1 site(s) WISCONSIN 1 site(s) WEST VIRGINIA 1 site(s) WYOMING 1 site(s) Page 15 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 � eriY�... Company ID Number: 1296212 Information relating to the Program Administrator(s) for your Company on policy questions or operational problems: Name Shannon Stuver Phone Number (541) 482 - 8939 Fax Number Email Address Shannon.Stuver@tetratech.com Name Diane Stopa Phone Number (703) 885 - 5518 Fax Number Email Address Diane.Stopa@tetratech.com Name Karen Bollinger Phone Number (816) 412 - 1743 Fax Number Email Address Karen. Bollinger@tetratech.com Name Danielle De Herrera Phone Number (626) 470 - 2419 Fax Number Email Address Danielle.DeHerrera@tetratech.com Name Michelle L Renta Phone Number (321) 441 - 8507 Fax Number Email Address Michelle.Renta@tetratech.com Page 16 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 � - eriY fr. Company ID Number: 1296212 Page intentionally left blank Page 17 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 Collier County Co Yer County Procurement Services Division Form 4 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: ' Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) Name: Stephen Eto (Evaluator completing reference questionnaire) Email: stephen.eto@calrecycle.ca.gov FAX: Company: CalRecycle (Evaluator's Company completing reference) Solicitation 23-8124 (916) 693-7429 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: DRR21048, A&M for 2021 Fires Completion Date: Project Budget: $115,900,000 Oct 2023 Project Number of Days: 762 days, 25 months Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 9 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 99 As Contract Manager, I was able to rely on Tetra Tech to respond to additions in scope and complexity for the project. They were able to respond to added contractors to monitor, management of tribal cultural monitoring and biological nesting bird surveys. 4/27/2023 9:04 PM p. 87 Collier County Co Yer County Procurement Services Division Form 4 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: ' Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) Name: Austin Appleton (Evaluator completing reference questionnaire) Email:austin.appleton@harriscountytx.gov FAX: Company: Harris County Engineering Dept. (Evaluator's Company completing reference) Solicitation 23-8124 713-274-3611 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Hurricane Harvey Debris Monitoring Completion Date: October 2018 Project Budget: $3,633,506.20 Project Number of Days: — 395 days Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 Excellent performance! 4/27/2023 9:04 PM p. 87 Collier County Co Yer County Procurement Services Division Form 4 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: ' Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) Name: Michael Teate (Evaluator completing reference questionnaire) Email: michaelteate(a_)polk-county.netFAX: Solicitation 23-8124 Company: Polk County Roads and Drainage (Evaluator's Company completing reference) 863-535-2200 x 2234 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Project Budget: Hurricane Ian $20 million Completion Date: February 28, 2023 Project Number of Days: 150 Days Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 4/27/2023 9:04 PM p. 87 Collier County Co yer Covcnty Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: Debris Monitoring and Disaster Planning Services (Solicitation No.23-8124) Reference Questionnaire for: Tetra Tech, Inc. (Name of Company Requesting Reference Information) Ralph Natale, Director of Operations (Name of Individuals Requesting Reference Information) Name: .lA , J e-r (Evaluator completing reference questionnaire) Email: a C,_ 4-`` , e L Vd us 4 0`5 FAX: Solicitation 23-8124 Company: 4 / 0I,'k eb'_.iY (Evaluator's Company completing reference) :L5f6(o) -7 3 (, - n (P X- Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the /item or form will be scored "0." Ha �. ,'c � n e � Project Description: � Completion Date: Project Budget: Project Number of Days: BOO .` V-1 Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). / 0 2 Ability to maintain project schedule (complete on -time or early). 3 Quality of work. `U 4 Quality of consultative advice provided on the project. U 5 Professionalism and ability to manage personnel. / U 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 0 7 Ability to verbally communicate and document information clearly and succinctly. / p 8 Abiltity to manage risks and unexpected project circumstances. - U 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. (J 10 Overall comfort level with hiring the company in the future (customer satisfaction). TOTAL SCORE OF ALL ITEMS 99 4/27/2023 9:04 PM p. 87 FORM 5 IF APPLICABLE GRANT PROVISIONS AND ASSURANCES FORMS ARE PROVIDED IN SEPARATE PACKAGE AND MUST BE COMPLETED AND EXECUTED IN ITS ENTIRTY AND RETURNED WITH THE SUBMISSION OF THE BID/PROPOSAL. FAILURE TO DO SO MAY DEEM YOU NON- RESPONSIVE. EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES FEDERAL EMERGENCY MANAGEMENT AGENCY PUBLIC ASSISTANCE The supplemental conditions contained in this section are intended to cooperate with, to supplement, and to modify the general conditions and other specifications. In cases of disagreement with any other section of this contract, the Supplemental Conditions shall govern. This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. Pursuant uniform requirements of federal awards (2 CFR Part 200.23) the definition of CONTRACTOR is an entity that receives a Contract / Purchase Order. Compliance with Federal Law, Regulations and Executive Orders: The Sub -Recipient (County) agrees to include in the subcontract that (i) the subcontractor is bound by the terms of the Federally -Funded Subaward and Grant Agreement, (ii) the subcontractor is bound by all applicable state and Federal laws and regulations, and (iii) the subcontractor shall hold the Division and Sub -Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. Specifically, the Contractor shall be responsible for being knowledgeable and performing any and all services under this contract in accordance with the following governing regulations along with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. 0 2 C.F.R. Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards 0 44 C.F.R. Part 206 o The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended, 42 U.S.C. 5121 et seq., and Related Authorities o FEMA Public Assistance Program and Policy Guide EXHIBIT I - 1 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Access to Records: The contractor agrees to provide the County, the Florida Department of Emergency Management, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representative's access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representatives' access to construction or other work sites pertaining to the work being completed under the contract. (4) In compliance with section 1225 of the Disaster Recovery Act of 2018, the County and the Contractor acknowledge and agree that no language in this contract is intended to prohibit audits or internal reviews by the FEMA Administrator or the Comptroller General of the United States. Affirmative Socioeconomic Steps: If subcontracts are to be let, the prime contractor is required to take all necessary steps identified in 2 C.F.R. § 200.321(b)(1)-(5) to ensure that small and minority businesses, women's business enterprises, and labor surplus area firms are used when possible. Changes: To be allowable under a FEMA grant or cooperative agreement award, the cost of any contract change, modification, amendment, addendum, change order, or constructive change must be necessary, allowable, allocable, within the scope of the grant or cooperative agreement, reasonable for the scope of work, and otherwise allowable. DHS Seal, Logo, and Flags: The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre- approval. The contractor shall include this provision in any subcontracts. Domestic Preference for Procurements: As appropriate and to the extent consistent with law, the non - Federal entity should, to the greatest extent practicable under a Federal award, provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States (including but not limited to iron, aluminum, steel, cement, and other manufactured products). The requirements of this section must be included in all subawards including all contracts and purchase orders for work or products under this award. For purposes of this section: "Produced in the United States" means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. "Manufactured products" means items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer -based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber. License and Delivery of Works Subject to Copyright and Data Rights: The Contractor grants to the County, a paid -up, royalty -free, nonexclusive, irrevocable, worldwide license in data first produced in the performance of this contract to reproduce, publish, or otherwise use, including prepare derivative works, distribute copies to the public, and perform publicly and display publicly such data. For data required by the contract but not first produced in the performance of this contract, the Contractor will identify such data and grant to the County or acquires on its behalf a license of the same scope as for data first produced in the performance of this contract. Data, as used herein, shall include any work subject to copyright under 17 U.S.C. § 102, for example, any written reports or literary works, software and/or source code, music, choreography, pictures or images, graphics, sculptures, videos, motion pictures or other audiovisual works, sound and/or video recordings, and architectural works. Upon or before the completion of this contract, the Contractor will deliver to the County data first produced in the performance of this contract and data required by the contract but not first produced in the performance of this contract in formats acceptable by the County. No Obligation by Federal Government: The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. EXHIBIT I - 2 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Prohibition on Covered Telecommunications Equipment or Services: (a) Definitions. As used in this clause, the terms backhaul; covered foreign country; covered telecommunications equipment or services; interconnection arrangements; roaming; substantial or essential component; and telecommunications equipment or services have the meaning as defined in FEMA Policy, #405-143-1 Prohibitions on Expending FEMA Award Funds forcovered Telecommunications Equipment or Services As used in this clause — (b) Prohibitions. (1) Section 889(b) of the John S. McCain National Defense Authorization Act for Fiscal Year2019, Pub. L. No. 115-232, and 2 C.F.R. § 200.216 prohibit the head of an executive agency on or after Aug.13, 2020, from obligating or expending grant, cooperative agreement, loan, or loan guarantee funds on certain telecommunications products or from certain entities for national security reasons. (2) Unless an exception in paragraph (c) of this clause applies, the contractor and its subcontractors may not use grant, cooperative agreement, loan, or loan guarantee funds from the Federal Emergency Management Agency to: (i) Procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (ii) Enter into, extend, or renew a contract to procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (iii) Enter into, extend, or renew contracts with entities that use covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system; or (iv) Provide, as part of its performance of this contract, subcontract, or other contractual instrument, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. (c) Exceptions. (1) This clause does not prohibit contractors from providing — (i). A service that connects to the facilities of a third -party, such as backhaul, roaming, or interconnection arrangements; or (ii). Telecommunications equipment that cannot route or redirect user data traffic or permit visibility into any user data or packets that such equipment transmits or otherwise handles. (2) By necessary implication and regulation, the prohibitions also do not apply to: (i). Covered telecommunications equipment or services that: i. Are not used as a substantial or essential component of any system; and ii. Are not used as critical technology of any system. (ii). Other telecommunications equipment or services that are not considered covered telecommunications equipment or services. (d)Reporting requirement. (1) In the event the contractor identifies covered telecommunications equipment or services used as a substantial or essential component of any system, or as critical technology as part of any system, during contract performance, or the contractor is notified of such by a subcontractor at any tier or by any other source, the contractor shall report the information in paragraph (d)(2) of this clause to the recipient or subrecipient, unless elsewhere in this contract are established procedures for reporting the information. (2) The Contractor shall report the following information pursuant to paragraph (d)(1) of this clause: (i) Within one business day from the date of such identification or notification: The contract number; the order number(s), if applicable; supplier name; supplier unique entity identifier (if known); supplier Commercial and Government Entity (CAGE) code (if known); brand; model number (original equipment manufacturer EXHIBIT I - 3 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES number, manufacturer part number, or wholesaler number); item description; and any readily available information about mitigation actions undertaken or recommended. (ii) Within 10 business days of submitting the information in paragraph (d)(2)(i) of this clause: Any further available information about mitigation actions undertaken or recommended. In addition, the contractor shall describe the efforts it undertook to prevent use or submission of covered telecommunications equipment or services, and any additional efforts that will be incorporated to prevent future use or submission of covered telecommunications equipment or services. (e) Subcontracts. The Contractor shall insert the substance of this clause, including this paragraph(e), in all subcontracts and other contractual instruments. Program Fraud and False or Fraudulent Statements or Related Acts: The Contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. Rights to Inventions Made Under a Contract or Agreement: Exempt from FEMA Public Assistance Funding Suspension and Debarment: (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by the County. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. Procurement of Recovered Materials (§200.323) (Over $10,000): In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA - designated items unless the product cannot be acquired— Competitively within a timeframe providing for compliance with the contract performance schedule; Meeting contract performance requirements; or At a reasonable price. Information about this requirement, along with the list of EPA -designated items, is available at EPA's Comprehensive Procurement Guidelines webpage: https://www.epa.gov/smm/comprehensive- procurement-guideline-cpg-program. The Contractor also agrees to comply with all other applicable requirements of Section 6002 of the Solid Waste Disposal Act. Termination for Cause and Convenience (over $10,000): See Standard Purchase Order and/or Contract Terms and Conditions Byrd Anti -Lobbying Amendment (31 U.S.C. § 1352 (as amended) (over $100,000): Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." EXHIBIT I - 4 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Contractors must sign and submit a certification to the County with each bid or offer exceeding $100,000. See Certifications and Assurances and the end of this document. Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708) (over $100,000): Where applicable, all contracts awarded by the solicitor in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $27 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The County or FEMA shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." For contracts that are only subject to Contract Work Hours and Safety Standards Act and are not subject to the other statutes in 29 C.F.R. § 5.1 "Further Compliance with the Contract Work Hours and Safety Standards Act. (1) The contractor or subcontractor shall maintain payrolls and basic payroll records during the course of the work and shall preserve them for a period of three years from the completion of the contract for all laborers and mechanics, including guards and watchmen, working on the contract. Such records shall contain the name and address of each such employee, social security number, correct classifications, hourly rates of wages paid, daily and weekly number of hours worked, deductions made, and actual wages paid. (2) Records to be maintained under this provision shall be made available by the contractor or subcontractor for inspection, copying, or transcription by authorized representatives of the Department of Homeland Security, the Federal Emergency Management Agency, and the Department of Labor, and the contractor or subcontractor will permit such representatives to interview employees during working hours on the job. EXHIBIT I - 5 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Clean Air Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Federal Water Pollution Control Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders, or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Administrative, Contractual, or Legal Remedies (over $250,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competent jurisdiction. CONSTRUCTION ACTIVITIES Equal Employment Opportunity Clause (§60-1.4): Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. (2) The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. (3) The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. (4) The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor EXHIBIT I - 6 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Clean Air Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Federal Water Pollution Control Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders, or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Administrative, Contractual, or Legal Remedies (over $250,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competent jurisdiction. CONSTRUCTION ACTIVITIES Equal Employment Opportunity Clause (§60-1.4): Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. (2) The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. (3) The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. (4) The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor EXHIBIT I - 6 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES union or workers' representatives of the contractor's commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. (5) The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. (6) The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (7) In the event of the contractor's noncompliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole or in part an the contractor may be declared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. (8) The contractor will include the portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance: Provided, however, that in the event a contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the administering agency, the contractor may request the United States to enter into such litigation to protect the interests of the United States. Davis Bacon Act: Exempt under FEMA Public Assistance Funding Copeland Anti -Kickback Act: Exempt under FEMA Public Assistance Funding EXHIBIT I - 7 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Compliance with Federal Law, Regulations, And Executive Orders and Acknowledgement of Federal Funding Certification This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. The contractor will comply with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. If the Contractor subcontracts any of the work required under this Agreement, a copy of the signed subcontract must be available to the County for review and approval. The Contractor agrees to include in the subcontract that (1) the subcontractor is bound by the terms of this Agreement, (ii) the subcontractor is bound by all applicable state and federal laws and regulations, and (iii) the subcontractor shall hold the County and the Grantor Agency harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. The County may document in the quarterly report the Contractor's progress in performing its work under this agreement. On behalf of my firm, I acknowledge, the grant requirements identified in this document. Vendor/Contractor Name Tetra Tech, Inc. Date May 31, 2023 Authorized Signature EXHIBIT I - 8 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY and VOLUNTARY EXCLUSION Contractor Covered Transactions (1) The prospective subcontractor of the Sub -recipient, Collier County, certifies, by submission of this document, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. (2) Where the Sub -recipient's subcontractor is unable to certify to the above statement, the prospective contract shall attach an explanation to this form. CONTRACTOR Tetra Tech, Inc. By: nature Jonathan Burgiel, Business Unit President Name and Title 2301 Lucien Way, Ste. 120 Street Address Maitland, FL 32751 City, State, Zip LMRMKLLL3LG5 UEI Unique Entity Identifier (for SAM.gov verification) May 31, 2023 Date Sub -Recipient Name: Collier County Board of County Commissioners DEM Contract Number: TBD FEMA Project Number: TBD EXHIBIT I - 9 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COUNTY ANTICIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT ivill be verified. Unverifiable statuses will require the PRI ME to either provvde a reviseed statement or provide source documentation that validates a A. PRIME VENDORICONTRACTOR INFORMATION PRIME NAME PRIME FE'D NUMBER CONTRACT DOLLAR AMOUNT Tetra Tech, Inc. 95-4148514 TBD 15TIE }; M - t --0; DS-CERTIFIED DLiADVANIAGED, VETMM y (!3 15 THEACTIVITY OF THIS OOMTRA-Cr.- MINORITiORk"iOkj. EN BUSI N ESS ENTE RPRISE? DBE? Y © CONSTRUCTION? Y (611E/PABE)WBE) OR HAVE A 5MALL DISADVANTAGED BUSINESSSA€ERTIFICATOhFROM THESPAALLBUSINESS MBE? Y © ODNSULTATION? Y ADMINISTRATION? ASERVICE DISABLED VETERAN? WEER Y © OTHER? Q N 5DB 6A? '{ IS THIS SUBMISSIONA IREVISION71 F YES, REVISION NUMBER D. IF PRIME HAS SUBCONTRACTOR OR SU?PLIER LVHO IS A QISACIVANTAOED MINORITY, )NOMEN-OWNED, SMAL- BUSINESS CONCERN OR SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SECTION DBE IAjWBE SUM ONTRACTOR OR SUPPLIER I TYPE OF WORK OR I ETHNICITYCODE I SUBJSUPPLIER PERCENT OFCONTP6{T VETERAN I NAME SPECIALTY {See Below] DOLLAR AMOUNT I DOLLARS TOTALS C. SECTION TO BE COMPLETED BY PRIME VENDOR/CONTRACTOR NAME OF SUBMTTTER 'DATE TrTLE OF SUBMITT ER Jonathan Burgiel May 31, 2023 Business Unit President EMAIL ADDRESS OF PRIME {SUBMITTER) TELEPHONE CUMBER FAX NUMBER TDR.Contracts@tetratech.com 321-441-8500 321-441-8501 NOTE: This information is used to track and report anticipated DBE ar MBE participation in federally -funded contracts- The anticipated DBE or MBE amount is voluntary and ivill not become part of the contractual terms. This form must be submitted at time of response to a sal icitatbn- If and when awarded a County corlLTa€t, the prime will be asked to update the information for the grant compliance fi les. ETHN*cfIX I®E BlackArnerican BA Hispani€American HA M*mAmerican NA Subcont.,SsianAmerican SAA AsianrPadfi€American APA Non -Minority Women NIAW Other: not of any udium group listed O I D. SECTI0N TO BE COMPLETED BY COWER COUNTY I DEPARTMENT N AME I OOLLI ER ODNTRACT v TIFEIIRF P ar POIREQ, I SRANT PR OG RAMYOONTRACT IACCEPTED BY_ I DATE I EXHIBIT I - 10 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceeding $100,000) The undersigned [Contractor] certifies, to the best of his or her knowledge, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. Tetra Tech, Inc. Contractor (Firm Name) SWature of Contractors Authorized Official Jonathan Burgiel, Business Unit President Name and Title of Contractor's Authorized Official May 31, 2023 Date EXHIBIT I - 11 9 Request for Taxpayer Give Form to the Form (Rev. October 2018) identification Number and Certification requester. Do not Department of the Treasury I send to the IRS. Internal Revenue Service t+ Go to wwwJmgov1FormW9 for Instructions and the latest information. 1 Name (as shown on your Income tax retum). Name Is required on this line; do not leave this line blank Tetra Tech, Inc. 2 Business name/dlsregarded entity name. If different from above m3 Check appropriate box for federal tax classification of the person whose name Is entered on line 1. Check only one of the 4 Esc me4 ptlons (codes apply only to ro following seven boxes, i certain entitles, not individuals; see a instructions on page 3): o ❑ IndivlduaVsole proprietor or 0 C Carporetion [3S Corporation ❑Partnership ❑ Trust/estate G t P . single -member LLC I Exempt payee code of any) CD M ❑ Umited liability company. Ester the tax classification (C=C corporation, S=S corporation, P=Partnership)► p` Note: Check the appropriate box in the line above for the tax classification of the single -member owner. Do not check Exemption from FATCA reporting w LLC If the LLC is classified as a single -member LLC that is disregarded from the owner unless the owner of the LLC Is Q u another LLC that Is not disregarded from the owner for U.S. federal tax purposes Otherwise, a single -member LLC that code (If any) Is disregarded from the owner should check the appropriate box for the tax classification of Its owner. 0 ❑ Other (see instructions)► 44ApWa to.ccaAu MM4.dWWda&*US) 5 Address (number, street, and apt. or suite no.) See instructions. Requester's name and address (optional ,3475 East Foothill Boulevard _ . 8 City, state, and ZIP code Pasadena, CA 91107 17 Ust account number(s) here (optional) identification Number Enter your TIN In the appropriate box. The TIN provided must match the name given on line 1 to avoid social security number �] backup withholding. For Individuals, this is generally your social security number (SSN). However, for a resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other m 7— entities, it is your employer Identification number (EIN). If you do not have a number, see Now to get TIN, later. or Note: If the account is in more than one name, see the Instructions for line 1. Also see What Name and I Employer Identtncation number Number To Give the Requester for guidelines on whose number to enter. 7-77 j"1 1 1 1 Certification Under penalties of perjury, I certify that: 1. The number shown on this form Is my correct taxpayer Identification number (or I am waiting for a number to be Issued to me); and 2. 1 am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Intemal Revenue Service (IRS) that I am subject to backup withholding as a result of a failure to report all Interest or dividends, or (c) the IRS has notified me that 1 am no longer subject to backup withholding; and 3. 1 am a U.S. citizen or other U.S. person (defined below); and 4. The FATCA code(s) entered on this form Of any) indicating that I am exempt from FATCA reporting is correct. Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are c urre ntly subject to backup withholding because you have failed to report all Interest and dividends on your tax retum. For real estate transactions, item 2 does not apply. For mortgage Interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and generally, payments other than Interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part 11, later. Sign Signature of /® D I—A Dat//Here U.S. person► fi � e ► 03 14 2023 General instructions Section references are to the Intemal Revenue Code unless otherwise noted. Future developments. For the latest Information about developments related to Form W-9 and its instructions, such as legislation enacted after they were published, go to www.hs.gov1Fom1W9. Purpose of Form An individual or entity (Form W-9 requester) who Is required to file an Information return with the IRS must obtain your correct taxpayer Identification number (fIN) which may be your social security number (SSN), individual taxpayer identification number (MN), adoption taxpayer Identification number (ATIN), or employer identification number (EIN), to report on an Information return the amount paid to you, or other amount reportable on an information retum. Examples of information retums Include, but are not limited to, the following. • Form 1099-INT (interest eamed or paid) - Form 1099-DIV (dividends, Including those from stocks or mutual funds) • Form 1099-MISC (various types of Income, prizes, awards, or gross proceeds) • Form 1099-B (stock or mutual fund sales and certain other transactions by brokers) • Form 1099-S (proceeds from real estate transactions) • Form 1099-K (merchant card and third party network transactions) • Form 1098 (home mortgage Interest), 1098-E (student loan Interest), 1098-T (tuition) • Fonn 1099-C (canceled debt) • Form 1099-A (acquisition or abandonment of secured property) Use Form W-9 only if you are a U.S. person (including a resident alien), to provide your correct TIN. if you do not return Form W-9 to the requester with a TIN, you might be subject to backup withholding. See What is backup withholding, later. Cat. No. 10231X Form W-9 (Rev. 10.2018) ACORO® CERTIFICATE OF LIABILITY INSURANCE DA E(MM2022 WY) THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Aon Risk Insurance Services West, Inc. Los Angeles CA Office CONTACT NAME: (AICNNo. Ext): (866) 283-7122 ((A No.): (800) 363-0105 E-MAIL ADDRESS: 707 Wilshire Boulevard Suite 2600 INSURER(S) AFFORDING COVERAGE NAIC # Los Angeles CA 90017-0460 USA INSURED INSURER A: Zurich American Ins CO 16535 Tetra Tech, Inc. 3475 E. Foothill Boulevard Pasadena, CA 91107 USA INSURERB: American Guarantee & Liability Ins Co 26247 INSURERC: Allied world surplus Lines Ins Co 24319 INSURERD: American International Group UK Ltd AA1120187 INSURER E: INSURER F: COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. Limits shown are as requested INSR LTR TYPE OF INSURANCE ADD INSD SUBR WVD POLICY NUMBER POLICY EFF MM/DD/YYYY POLICY EXP MM/DD/YYYY LIMITS X COMMERCIAL GENERAL LIABILITY GL0181740 -04 10 Ol 2022 10/01/2023 EACH OCCURRENCE $2 , 000, 000 CLAIMS -MADE X❑ OCCUR DAMAGE TO RENTED PREMISES Ea occurrence $1, 000, 000 X MED EXP (Any one person) $10 , 000 X,C,U Coverage PERSONAL &ADV INJURY $2,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $4 , 000 , 000 POLICY PRO JECT Fx1 LOC PRODUCTS - COMP/OP AGG $4,000,000 OTHER: A AUTOMOBILE LIABILITY BAP1857085-04 10/01/2022 10/01/2023 COMBINED SINGLE LIMIT Ea accident $5,000,000 BODILY INJURY ( Per person) X ANY AUTO BODILY INJURY (Per accident) OWNED SCHEDULED AUTOS ONLY AUTOS X HI RED AUTOS X NON -OWNED ONLY AUTOS ONLY PROPERTYDAMAGE Per accident D X UMBRELLA LIAB OCCUR 62785232 10/01/2022 10/01/2023 EACH OCCURRENCE $5,000,000 EXCESS LIAB H CLAIMS -MADE AGGREGATE $5,000,000 DED I X RETENTION$100,000 A s WORKERS COMPENSATION AND EMPLOYERS' LIABILITY YIN ANY PROPRIETOR/ PARTNER/ EXECUTIVE N WC2540616-04 WC1857087-04 10/01/2022 10/01/2022 10/01/2023 10/01/2023 X STATUTE EORH E.L. EACH ACCIDENT $1, 000, 000 OFFICER/MEMBER EXCLUDED? (Mandatory in NH) N / A E.L. DISEASE -EA EMPLOYEE $1, 000, 000 If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE -POLICY LIMIT $1, 000, 000 c Professional Liability and 03120276 0/01/2022 10/01/2023 Each Claim $5,000,000 Contractor's Pollution Prof/Poll Liab Aggregate $5,000,000 Liability SIR applies per policy ter s & condi ions DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE Evidence of Insurance EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE 1_/9Ll1M Jex 9_0* c/Gti!/�Cd �f'Ld4 e/elf ©1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD State of Florida Department of State I certify from the records of this office that TETRA TECH, INC. is a Delaware corporation authorized to transact business in the State of Florida, qualified on April28, 1988. The document number of this corporation is P 19034. I further certify that said corporation has paid all fees due this office through December 31, 2023, that its most recent annual report/uniform business report was filed on January 12, 2023, and that its status is active. I further certify that said corporation has not filed a Certificate of Withdrawal. Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Twelfth day of January, 2023 e retat y of l tC' Tracking Number: 8116527869CC To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https://services.sunbiz.org/Filings/CertificateOfstatus/CertificateAuthentication Co per County Procurement Services Division Date: May 31, 2023 Email: Kristofer.Lopez@colliercountyfl.gov Telephone: (239) 252-8375 Addendum #1 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum #1 Solicitation 23-8124 Debris Monitoring and Disaster Planning Services The following clarifications are issued as an addendum: 1. As re -ads: RFP Opens June 1, 2023 @ 3:00 nra Now reads: RFP Opens June 14, 2023 n, 3:00 PM 2. Question & Answer period has been extended until June 6, 2023 @ 5:00 PM 3. Administrative note: The resultant contract from this RFP is expected to begin in July 2024. If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenced solicitation. May 31, 2023 Date Tetra Tech, Inc. (Name of Firm) Co per County Procurement Services Division Date: June 1, 2023 Email: Kristofer.Lopez@colliercountyfl.gov Telephone: (239) 252-8375 Addendum #2 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum #2 Solicitation 23-8124 Debris Monitoring and Disaster Planning Services The following clarifications are issued as an addendum: Change 1: 4. Equipment As reads: b) GafitraetoF shall inspeet, measur-e, deetitnent (ineluding photographs) the equipment and .. Now reads: b) When certifyingthe he capacity of a hauling vendor truck, the Debris Monitoring Firm will also complete the following tasks to confirm the hauling vendor is in compliance with FDOT regulations: • Obtain a copy of the Annual Mechanic Inspection Certificate • Confirm USDOT number is displayed on both side of the truck • Obtain a copy of the Insurance Certificate • Obtain a copy of the Operator's CDL License • Obtain a copy of the Operator's Medical Certificate • If any trucks do not meet the above requirements, the truck will NOT be certified, and the Debris Monitoring Firm will notify the County. 2. Revised solicitation has been uploaded. 23-8124 Solicitation Revised If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referAnced solicitation. June 1, 2023 Date Tetra Tech, Inc. (Name of Firm) Co per County Procurement Services Division Date: June 9, 2023 Email: Kristofer.Lopez@colliercountyfl.gov Telephone: (239) 252-8375 Addendum #3 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum #3 Solicitation 23-8124 — Debris Monitoring and Disaster Planning Services The following clarifications are issued as an addendum: Change 1. Local Vendor Preference Form has been removed from the Required Forms. If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenred solicitation. June 9, 2023 Date Tetra Tech, Inc. (Name of Firm) Collier County Procurement Services Division Date: June 9, 2023 Email: Kristofer.Lopez@colliercountyfl.gov Telephone: (239) 252-8375 Addendum #4 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum #4 Solicitation 23-8124 — Debris Monitoring and Disaster Planning Services This addendum is issued identifying the following clarification to the scope of work, changes, deletions, or additions to the original solicitation document for the referenced solicitation: Change 1. Detailed Scope of Work, Section 8. Invoice and Audits: Words stpask tIffough are deleted from the Solicitation document: 8. INVOICES AND AUDITS: b) Invoices shall reference the appropriate purchase order number and include audit quality detail to satisfy reimbursement agencies requirements. Invoices will be split into geographic, type of activity, and other segmentations as specified by the County and will use an invoice numbering system approved by the County. d) Contractor shall maintain financial and other records to justify all costs incurred in performing the work for a minimum of seven (7) years from completion of the work. e) The County shall have access to all information, such as books, records, and documents as required for the purpose of inspection, reproduction, or audit without restriction. If records are unavailable locally, it shall be the Contractor's responsibility to ensure that all required records are provided to the County within a time period specified by the County without additional cost to the County. For Changes above, please see revised Solicitation document. If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenced solicitation. June 9, 2023 Date Tetra Tech, Inc. (Name of Firm) FIXED FEE PROFESSIONAL SERVICE AGREEMENT # 23-8124 foI DEBRIS MONITORING AND DISASTER PLANNING SERVICES THIS AGREEMENT, made and entered into on this day of , 2024 , by and between Tetra Tech, Inc. authorized to do business in the State of Florida, whose business address is 2301 Lucien Way, Ste. 120, Maitland, FL 32751 ,(the "Contractor") and Collier County, a political subdivision of the State of Florida, (the "County"): WITNESSETH: 1. The Agreement shall be fora five (5 )year period, commencing ❑ Apra[; or on July 8, 2024 ,and terminating on five ( 5 ) year(s) from that date or until all outstanding Purchase Order(s) issued prior to the expiration of the Agreement period have been completed or terminated. The County may, at its discretion and with the consent of the Contractor, renew the Agreement under all of the terms and conditions contained in this Agreement for one ( 1 ) additional five ( 5 ) year(s) periods. The County shall give the Contractor written notice of the County's intention to renew the Agreement term prior to the end of the Agreement term then in effect. The County Manager, or his designee, may, at his discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred and eighty (180) days. The County Manager, or his designee, shall give the Contractor written notice of the County's intention to extend the Agreement term prior to the end of the Agreement term then in effect. 2. COMMENCEMENT OF SERVICES. The Contractor shall commence the work upon issuance of a ❑■ Purchase Order ❑ ❑ Werk-9r-der- 3. STATEMENT OF WORK, The Contractor shall provide services in accordance with the terms and conditions of ❑■ Request for Proposal (RFP) ❑ �+#�+et�-fie # 23-8124 including all Attachment(s), Exhibit(s) and Addenda and the Contractor's proposal referred to herein and made an integral part of this Agreement. � The Contractor shall also provide services in accordance with Exhibit A — Scope of Services attached hereto. Page 1 of 15 Fixed Price Professional Service Agreement [2023_ver.2] D O 3.1 This Agreement contains the entire understanding between the parties and any modifications to this Agreement shall be mutually agreed upon in writing by the Parties, in compliance with the County's Procurement Ordinance, as amended, and Procurement Procedures in effect at the time such services are authorized. 3.2 The execution of this Agreement shall not be a commitment to the Contractor to order any minimum or maximum amount. The County shall order items/services as required but makes no guarantee as to the quantity, number, type or distribution of items/services that will be ordered or required by this Agreement. THE AGREEMENT SUM. The County shall pay the Contractor for the performance of this Agreement based on Exhibit B- Fee Schedule, attached hereto and the price methodology as defined in Section 4.1. Payment will be made upon receipt of a proper invoice and upon approval by the County's Contract Administrative Agent/Project Manager, and in compliance with Chapter 218, Fla. Stats., otherwise known as the "Local Government Prompt Payment Act". 4.1 Price Methodology (as selected below): El Lump Sum (Fixed PF!G8); A *m fixed total pFise effeF D ng f49F a pFejeGt� the F06146 .. t.nnnf......A #em the Ge nt y to the RtFa6t8 .. and, as a b pFaGtiee theFe aFe hG .I.. n atn.'nl pFesented atheF the n ntFa Gtnr :.w. St peFfe FFA W Time and Materials: The County agrees to pay the contractor for the amount of labor time spent by the contractor's employees and subcontractors to perform the work (number of hours times hourly rate), and for materials and equipment used in the project (cost of materials plus the contractor's markup). This methodology is generally used in projects in which it is not possible to accurately estimate the size of the project, or when it is expected that the project requirements would most likely change. As a general business practice, these contracts include back-up documentation of costs; invoices would include number of hours worked and billing rate by position (and company (or subcontractor) timekeeping or payroll records), material or equipment invoices, and other reimbursable documentation for the project, in eluding labor, FnateFial.. equipment n..n.1.ead et..) fGF .. Fepet'tiye n....J nt n identify the 't , and the bewF n�n't? sarten, ets�The irtbsiss •~,nT•y-�„�-m;;�-pr;os�l�ti-n.,u,;,,� received (no contractor inventory or cost verification). 4.2 Any County agency may obtain services under this Agreement, provided sufficient funds are included in their budget(s). Page 2 of 15 QA(1 Fixed Price Professional Service Agreement [2023_ver.2] 4.3 Payments will be made for services furnished, delivered, and accepted, upon receipt and approval of invoices submitted on the date of services or within six (6) months after completion of the Agreement. Any untimely submission of invoices beyond the specified deadline period is subject to non-payment under the legal doctrine of "laches" as untimely submitted. Time shall be deemed of the essence with respect to the timely submission of invoices under this Agreement. 4.4 The County, or any duly authorized agents or representatives %J the County, shall have the right to conduct an audit of Contractor's books and records to verify the accuracy of the Contractor's claim with respect to Contractor's costs associated with any Payment Application, Change Order, or Work Directive Change. two •_ — moll 10 — --- — - -- Mrstl:— ♦ _ _ •• ♦ . _ _ •• ♦ _ ♦ .WIL_ • • _ w ♦ • w E kite my 5. SALES TAX. Contractor shall pay all sales, consumer, use and other similar taxes associated with the Work or portions thereof, which are applicable during the performance of the Work. Collier County, Florida as a political subdivision of the State of Florida, is exempt from the payment of Florida sales tax to its vendors under Chapter 212, Florida Statutes, Certificate of Exemption # 85-8015966531 Co Page 3 of 15 Fixed Price Professional Service Agreement [2023_ver.2] Od0 6. NOTICES. All notices from the County to the Contractor shall be deemed duly served if mailed or emailed to the Contractor at the following: Company Name: Address: Authorized Agent: Attention Name & Title: Telephone: E=Mail(s): Tetra Tech, Inc. 2301 Lucien Way, Ste. 120 Maitland, FL 32751 Jonathan Burgiel, Business Unit President Betty Kamara, Contractual Representative (321) 441-8500/ (407) 803-2551 TDR.Contracts@tetratech.com All Notices from the Contractor to the County shall be deemed duly served if mailed or emailed to the County to: Board of County Commissioners for Collier County, Florida Division Name: Solid and Hazardous Waste Management Division Director: Kari Hodgson Address: 3339 Tamiami Trail East, Bldg H, Suite 302 Naples, FL 34112 Administrative Agent/PM: Vanessa Caporale Telephone: (239) 252-5158 E-Mail(s): vanessa.caporale@colliercountyfl.gov The Contractor and the County may change the above mailing address at any time upon giving the other party written notification. All notices under this Agreement must be in writing. 7. NO PARTNERSHIP. Nothing herein contained shall create or be construed as creating a partnership between the County Cl"d the Contractor or to constitute the Contractor as an agent of the County. 8. PERMITS: LICENSES: TAXES. In compliance with Section 218.80, F.S., all permits necessary for the prosecution of the Work shall be obtained by the Contractor. The County will not be obligated to pay for any permits obtained by Subcontractors. Payment for all such permits issued by the County shall be processed internally by the County. All non -County permits necessary for the prosecution of the Work shall be procured and paid for by the Contractor. The Contractor shall also be solely responsible for payment of any and all taxes levied on the Contractor. In addition, the Contractor shall comply with all rules, regulations and laws of Collier County, the State of Florida, or the U. S. Government now in force or hereafter adopted. The Contractor agrees to comply with all laws governing the responsibility of an employer with respect to persons employed by the Contractor. Page 4 of 15 Fired Price Professional Service Agreement 9. NO IMPROPER USE. The Contractor will not use, nor suffer or permit any person to use in any manner whatsoever, County facilities for any improper, immoral or offensive purpose, or for any purpose in violation of any federal, state, county or municipal ordinance, rule, order or regulation, or of any governmental rule or regulation now in effect or hereafter enacted or adopted. In the event of such violation by the Contractor or if the County or its authorized representative shall deem any conduct on the part of the Contractor to be objectionable or improper, the County shall have the right to suspend the Agreement of the Contractor. Should the Contractor fail to correct any such violation, conduct, or practice to the satisfaction of the County within twenty-four (24) hours after receiving notice of such violation, conduct, or practice, such suspension to continue until the violation is cured. The Contractor further agrees not to commence operation during the suspension period until the violation has been corrected to the satisfaction of the County. 10. TERMINATION. Should the Contractor be found to have failed to perform his services in a manner satisfactory to the County as per this Agreement, the County may terminate said Agreement for cause; further the County may terminate this Agreement for convenience with a thirty (30) day written notice. The County shall be the sole judge of non-performance. In the event that the County terminates this Agreement, Contractor's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Contractor shall not be entitled to any other or further recovery against the County, including, but not limited to, any damages or any anticipated profit on portions of the services not performed. 11. NO DISCRIMINATION. The Contractor agrees that there shall be no discrimination as to race, sex, color, creed or national origin or any other class protected by federal or Florida law. 12. INSURANCE. The Contractor shall provide insurance as follows: A. FW Commercial General Liabilitv: Coverage shall have minimum limits of $2,000,000 Per Occurrence, $4,000,000 aggregate for Bodily Injury Liability and Property Damage Liability. The General Aggregate Limit shall be endorsed to apply per project. This shall include Premises and Operations; Independent Contractors; Products and Completed Operations and Contractual Liability. B. FM Business Business Auto Liabilitv: Coverage shall have minimum limits of $1,000,000 Per Occurrence, Combined Single Limit for Bodily Injury Liability and Property Damage Liability. This shall include: Owned Vehicles, Hired and Non -Owned Vehicles and Employee Non -Ownership. C. ❑� Workers' Compensation: Insurance covering all employees meeting Statutory Limits in compliance with the applicable state and federal laws. Page 5 of 15 Fixed Price Professional Service Agreement [2023_ver.2] d0 O The coverage must include Employers' Liability with a minimum limit of $11000,000 for each accident. � ■ - O - -- • - 0 - .Nil id�>tiiri�.iiiia.iii i�iv G+�*(1 ill�ili�tr.H-r��,�►�i. is7►�stAlT►vRn - 2 . .• Q 0 � . Q i � _ __� , _ - _ ♦. - .• a .. - 0114 Contractor's Professional Liability (otherl: Coverage shall have minimum limits of $1,000,000 per occurrence. K, � (other): Coverage shall have minimum limits of $ per occurrence. Special Requirements: Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR, Collier County Government shall be listed as the Certificate Holder and included as an "Additional Insured" on the Insurance Certificate for Commercial General Liability where required. This insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Contractor's policy shall be endorsed accordingly. Current, valid insurance policies meeting the requirement herein identified shall be maintained by Contractor during the duration of this Agreement. The Contractor shall provide County with certificates of insurance meeting the required insurance provisions. Renewal certificates shall be sent to the County thirty (30) days prior to any expiration date. Coverage afforded under the policies will not be canceled or allowed to expire until the greater of: thirty (30) days prior written notice, or in accordance with policy provisions. Contractor shall also notify County, in a like manner, within twenty-four (24) hours after receipt, of any notices of expiration, Page 6 of 15 Fixed Price Professional Service Agreement cancellation, non -renewal or material change in coverage or limits received by Contractor from its insurer, and nothing contained herein shall relieve Contractor of this requirement to provide notice. Contractor shall ensure that all subcontractors comply with the same insurance requirements that the Contractor is required to meet. 13. INDEMNIFICATION. To the maximum extent permitted by Florida law, the Contractor shall defend, indemnify and hold harmless Collier County, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, whether resulting from any claimed breach of this Agreement by Contractor, any statutory or regulatory violations, or from personal injury, property damage, direct or consequential damages, or economic loss, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Contractor or anyone employed or utilized by the Contractor in the performance of this Agreement. This indemnification obligation shall not be construed to negate, abridge or reduce any other rights or remedies which otherwise may be available to an indemnified party or person described in this paragraph. This section does not pertain to any incident arising from the sole negligence of Collier County. 13.1 The duty to defend under this Article 13 is independent and separate from the duty to indemnify, and the duty to defend exists regardless of any ultimate liability of the Contractor, County and any indemnified party. The duty to defend arises immediately upon presentation of a claim by any party and written notice of such claim being provided to Contractor. Contractor's obligation to indemnify and defend under this Article 13 will survive the expiration or earlier termination of this Agreement until it is determined by final judgment that an action against the County or an indemnified party for the matter indemnified hereunder is fully and finally barred by the applicable statute of limitations. 14. AGREEMENT ADMINISTRATION. This Agreement shall be administered on behalf of the County by the Solid and Hazardous Waste Management Division 15. CONFLICT OF INTEREST. Contractor represents that it presently has no interest and shall acquire no interest, either direct or indirect, which would conflict in any manner with the performance of services required hereunder. Contractor further represents that no persons having any such interest shall be employed to perform those services. 16. COMPONENT PARTS OF THIS AGREEMENT. This Agreement consists of the following component parts, all of which are as fully a part of the Agreement as if herein set out verbatim: Contractor's Proposal, Insurance Certificate(s), Exhibit A Scope of Services, Exhibit B Fee Schedule, ❑E RFP/ ❑ q ❑ — r------) # 2M 124 , Page 7 of 15 Fixed Price Professional Service Agreement [2023_ver.2] pd`J including Exhibits, Attachments and Addenda/Addendum, 0 subsequent quotes, and ❑■ Other Exhibit/Attachment: Federal Contract Provisions and Assurances 17. APPLICABILITY. Sections corresponding to any checked box (m) will expressly apply to the terms of this Agreement. 18. SUBJECT TO APPROPRIATION. It is further understood and agreed by and between the parties herein that this Agreement is subject to appropriation by the Board of County Commissioners. 19. PROHIBITION OF GIFTS TO COUNTY EMPLOYEES. No organization or individual shall offer or give, either directly or indirectly, any favor, gift, loan, fee, service or other item of value to any County employee, as set forth in Chapter 112, Part III, Florida Statutes, Collier County Ethics Ordinance No. 2004-05, as amended, and County Administrative Procedure 5311. Violation of this provision may result in one or more of the following consequences: a. Prohibition by the individual, firm, and/or any employee of the firm from contact with County staff for a specified period of time; b. Prohibition by the individual and/or firm from doing business with the County for a specified period of time, including but not limited to: submitting bids, RFP, and/or quotes; and, c. immediate termination of any Agreement held by the individual and/or firm for cause. 20. COMPLIANCE WITH LAWS. By executing and entering into this Agreement, the Contractor is formally acknowledging without exception or stipulation that it agrees to comply, at its own expense, with all federal, state and local laws, codes, statutes, ordinances, rules, regulations and requirements applicable to this Agreement, including but not limited to those dealing with the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended, as well as the requirements set forth in Florida Statue, §448.095; taxation, workers' compensation, equal employment and safety including, but not limited to, the Trench Safety Act, Chapter 553, Florida Statutes, and the Florida Public Records Law Chapter 119, if applicable, including specifically those contractual requirements at F.S. § 119.0701(2)(a)-(b) as stated as follows: IT IS THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT. IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, IT SHOULD CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: Division of Communications, Government and Public Affairs 3299 Tamiami Trail East, Suite 102 Naples, FL 34112=5746 Telephone: (239) 252-8999 Email: PublicRecordRea uest(a7colliercountVfi.gov Page 8 of 15 Fixed Price Professional Service Agreement [2023_ver.2] pd'J The Contractor must specifically comply with the Florida Public Records Law to: 1. Keep and maintain public records required by the public agency to perform the service. 2. Upon request from the public agency's custodian of public records, provide the public agency with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in this chapter or as otherwise provided by law. 3. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the contract if the Contractor does not transfer the records to the public agency. 4. Upon completion of the contract, transfer, at no cost, to the public agency all public records in possession of the Contractor or keep and maintain public records required by the public agency to perform the service. If the Contractor transfers all public records to the public agency upon completion of the contract, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Contractor keeps and maintains public records upon completion of the contract, the Contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the public agency, upon request from the public agency's custodian of public records, in a format that is compatible with the information technology systems of the public agency. If Contractor observes that the Contract Documents are at variance therewith, it shall promptly notify the County in writing. Failure by the Contractor to comply with the laws referenced herein shall constitute a breach of this Agreement and the County shall have the discretion to unilaterally terminate this Agreement immediately. 21. OFFER EXTENDED TO OTHER GOVERNMENTAL ENTITIES. Collier County encourages and agrees to the successful Contractor extending the pricing, terms and conditions of this solicitation or resultant Agreement to other governmental entities at the discretion of the successful Contractor. 22. AGREEMENT TERMS. If any portion of this Agreement is held to be void, invalid, or otherwise unenforceable, in whole or in part, the remaining portion of this Agreement shall remain in effect. 23. ADDITIONAL ITEMS/SERVICES. Additional items and/or services may be added to this Agreement in compliance with the Procurement Ordinance, as amended, and Procurement Procedures, Page 9 of 15 Fixed Price Professional Service Agreement [2023_ver.2] pd`J 24. DISPUTE RESOLUTION. Prior to the initiation of any action or proceeding permitted by this Agreement to resolve disputes between the parties, the parties shall make a good faith effort to resolve any such disputes by negotiation. The negotiation shall be attended by representatives of Contractor with full decision -making authority and by County's staff person who would make the presentation of any settlement reached during negotiations to County for approval. Failing resolution, and prior to the commencement of depositions in any litigation between the parties arising out of this Agreement, the parties shall attempt to resolve the dispute through Mediation before an agreed -upon Circuit Court Mediator certified by the State of Florida. The mediation shall be attended by representatives of Contractor with full decision -making authority and by County's staff person who would make the presentation of any settlement reached at mediation to County's board for approval. Should either party fail to submit to mediation as required hereunder, the other party may obtain a court order requiring mediation under section 44.102, Fla. Stat. 25. VENUE. Any suit or action brought by either party to this Agreement against the other party relating to or arising out of this Agreement must be brought in the appropriate federal or state courts in Collier County, Florida, which courts have sole and exclusive jurisdiction on all such matters. - - . _ - - r AAZ� FOR - - - - - - - - - - WA W VIA a TIN WE - - - - - VTZXT;Fff No 9 M Mal - Ay-.. • - AlAIATAFAINNEEN �■ AGREEMENT STAFFING. The Contractor's personnel and management to be utilized for this Agreement shall be knowledgeable in their areas of expertise. The County reserves the right to perform investigations as may be deemed necessary to ensure that competent persons will be utilized in the performance of the Agreement. The Contractor shall assign as many people as necessary to complete required services on a timely basis, and each person assigned shall be available for an amount of time adequate to meet required services. ■ � -� - � -- _ � _ - ----_.. .-A AA �VW.NENOO-V-YAT FAR 0 ORDER OF PRECEDENCE (Grant Funded). In the event of any conflict between or among the terms of any of the Contract Documents and/or the County's Board Page 10 of 15 Fixed Price Professional Service Agreement [2023_ver.2] pd� approved Executive Summary, the terms of the Agreement shall take precedence over the terms of all other Contract Documents, except the terms of any Supplemental Conditions shall take precedence over the Agreement. To the extent any conflict in the terms of the Contract Documents cannot be resolved by application of the Supplemental Conditions, if any, or the Agreement, the conflict shall be resolved by imposing the more strict or costly obligation under the Contract Documents upon the Contractor at County's discretion. 28. ASSIGNMENT. Contractor shall not assign this Agreement or any part thereof, without the prior consent in writing of the County. Any attempt to assign or otherwise transfer this Agreement, or any part herein, without the County's consent, shall be void. If Contractor does, with approval, assign this Agreement or any part thereof, it shall require that its assignee be bound to it and to assume toward Contractor all of the obligations and responsibilities that Contractor has assumed toward the County. 29. SECURITY. The Contractor is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records on each employee and make them available to the County for at least four (4) years. All of Contractor's employees and subcontractors must wear Collier County Government Identification badges at all times while performing services on County facilities and properties. Contractor ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the contractor's business. The Contractor shall immediately notify the Collier County Facilities Management Division via e-mail (DL-FMOPS(7a colliercountJ. %. j v) whenever an employee assigned to Collier County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. Failure to notify within four (4) hours of separation may result in a deduction of $500 per incident. Collier County Sheriff's Office (CCSO) requires separate fingerprinting prior to work being performed in any of their locations. This will be coordinated upon award of the contract. If there are additional fees for this process, the Contractor is responsible for A costs. (Intentionally left blank -signature page to follow) Page 11 of 15 Fixed Price Professional Service Agreement [2023_ver.2] py� IN WITNESS WHEREOF, the parties hereto, by an authorized person or agent, have executed this Agreement on the date and year first written above. ATTEST: Crystal K. Kinzel, Clerk of the Circuit Court and Comptroller By: Dated (SEAL} Contractor's Witnesses: Contractor's First Witness TTw00/print witness namet econd Witness TType! int witness nameT Approved BOARD OF COUNTY COMMISSIONERS COLLIER COUNTY, FLORIDA BY= Chris Hall , Chair Tetra Tech Inc. Contractor onathan tiur el tsusiness unit Yresictent TType/print signature and titleT Page l2 of 15 Fixed Price Professional 5ervica Agreement [2p23_ver.2j �� Exhibit A Scope of Services 0 following this page (containing 9 ❑ this exhibit is not applicable page/s) Page 13 of 15 Fixed Price Professional Service Agreement [2023_ver.2] Obi EXHIBIT A SCOPE OF SERVICES Collier County is located on Florida's Gulf Coast, The County is comprised of the City of Naples, the City of Marco Island, Everglades City, and the unincorporated community, Immokalee. The County encompasses approximately 1,997 square miles and has a full-time population of 375,752 residents that increases during the winter months. The Primary Contractor is Tetra Tech, LLC and Secondary, Thompson Consulting Services, LLC, for a wide range of Debris Monitoring and Disaster Planning Services resulting from a disaster. During emergency situations, the County reserves the right to assign all or portions of the work to one or more of the awarded Contractors via the issuance of a Purchase Order for an assigned task based on availability and need, as determined to be in the best interest of the County. SCOPE OF WORK The Contractors) shall provide a wide range of Debris Monitoring and Disaster Planning Services resulting from a disaster and will follow the principles of the National Incident Management Systems (NIMS), along with the County's current Debris Management Plan, and state and federal regulations. Services will include, but shall not be limited to, emergency and disaster planning, response, recovery, and communication efforts, debris management and monitoring as needed or requested by the County. The services provided may include facilitating communication and coordination between local, state, and federal agencies, County contractors, insurance representatives and other related agencies. Contractor shall furnish all equipment, labor, materials, supplies, licensing, transportation, and other components necessary to provide Debris Monitoring and Disaster Planning Services that will meet the requirements of this Scope of Work. Contractors) must be registered with the State of Florida, Division of Corporations to do business in Florida and must maintain any licenses required by the Florida Department of Business & Professional Services for the provision of services covered under this solicitation. The County shall issue purchase orders for these services on an as needed basis. A written scope of work will be provided for each service, with specific instructions and project deliverables. The County reserves the right to add or remove services. There is no guaranteed quantity of services. 1. EMERGENCY AND DISASTER PLANNING SERVICES Contractor shall provide the following services; a) Develop and/or revise Disaster Debris Management Plan(s) (DDMP) and/or Response and Recovery Plan(s). b) Identify and obtain proper permits for new Debris Management Sites (DMS). c) Develop or assist with private property access Communication Plan(s), Right -of --Entry Agreements, and Hold Harmless Agreements. d) Upon request by the County, provide a minimum of eight (8) hours of training, to the County personnel, in relation to the services requested in this solicitation. e) Updating and providing critical documents and files such as electronic web -based database and printing of planning maps. f) The Contractor shall develop and implement comprehensive recovery strategies designed to maximize federal and state assistance. g) Other planning, response, mitigation, and recovery assistance as requested. h) Assist County in conducting an annual pre -hurricane season Strategic Debris Management Planning Exercise (SDMPE) to determine the adequacy of the debris removal plan, the debris management process, and to train all Exhibit A —Scope of Services Ob'� personnel associated with the debris management mission, to be held in April or May of each year. i) Contractor, at no cost to the County shall participate in annual meetings and/or training workshops with the County and others as required to establish and/or review applicable policies and procedures, specific to the County. 2. EMERGENCY AND DISASTER RESPONSE AND MONITORING SERVICES Contractor shall provide the following services: a) Contractor will be under the general direction of the County's designated representative indicated on each work assignment. b) The Contractor's Project Manager shall be the County's primacy point of contact and be responsible for all services and personnel provided. c) When a disaster is imminent, the County will notify the Contractor 48 to 72 hours prior to a known event with their intent to activate. For events with limited or no warning, the County will contact the Contractor as soon as practical. d) Services that may be requested under the work assignment may include, but are not limited to: 1. Perform debris assessments and advise of areas impacted, quantities of debris and types of debris generated, and eligibility of the debris regarding grant agencies policies. 2. Assign personnel to provide field assessments immediately following a disaster and throughout recovery efforts, as requested. Assessments may include identifying tree stumps and the management of root balls and associated activities, hazardous trees, construction and demolition (C&D) debris, boats, vehicles, sand, hazmat, and/or other potentially hazardous situations. The Contractor must keep a list of these locations, track and coordinate the appropriate dispatch of equipment and make frequent reports to the County on any post event remedial action. 3. Estimate and advise of equipment requirements and DMS capacity to haul and stage debris. 4. Review processes and protocols of DDMP, including but not limited to, private property, gated communities, public drop-off sites, and communications, and recommend modifications in response to specific disaster or emergency. Review list of priority, public and private roads, and the operational plan. 5. Assist the County by providing guidance for compliance with state and federal agency policies and procedures. 6. Facilitate and coordinate meetings within Collier County. 7. Facilitate communication and provide professional oversight guidance with FEMA, FHWA, FDOT, FDEP, FDH, NCRS, USACE, the State of Florida and other federal, state, county and local agencies and coordination with state insurance representatives to ensure compliance with regulations. The Contractor shall stay current with these policies and procedures and notify the County immediately as changes occur. 8. Complete or assist in completing FEMA Project Worksheets. Submit Worksheets on behalf of the County. .Monitor all work in process to make sure the proper work authorizations, permits, and other prerequisites, have been received. The Contractor shall work closely with the County and local agencies and regulators to clarify and resolve any compliance issues, as well as determine requirements for and to obtain necessary permits, licenses, certifications, if requested. Provide guidance and assist in obtaining permits, licenses, and certifications required for debris recovery operations. Permits that are typically required for debris recovery operations include, but are not limited to: • Structural Permits —construction permits, demolition permits. • Environmental Permits —asbestos/lead paint abatement, construction permits, and demolition permits. • Clean Water Act Permits — emergency discharge permit, indirect discharge permit, wetlands disturbance permit, and storm water management permit. • Clean Air Act (Emissions) Permits — burn permits (air curtain incinerators), stack -monitoring permit, fugitive emissions (dust) control. 2 Exhibit A —Scope of Services Od0 • Florida Department of Environmental Protection (FDEP) permits for debris management sites and public drop-off sites. 10. Perform Truck Certifications in accordance with FEMA guidance and provide a truck certification report that lists all truck identification numbers, contractor or sub name, date of verification, and verifier's name. 11. Provide personnel to monitor and record debris collection activities as specified by the County. 12. Provide audit quality load -ticket information and provide reports as requested by the County. 1I Provide individual load -ticket information to the Debris Collection Contractor, its subcontractors, and the County. Load tickets shall be designed or formatted so that pertinent information is collected to meet grant agencies documentation requirements for reimbursement purposes. Load -tickets shall be in an electronic format. Contractor personnel shall be equipped with portable electronic devices to immediately provide load -ticket information to the driver of a Debris Collection Contractor vehicle. 14. Monitor the Debris Collection Contractor's progress and provide a progress report to the County on a continual basis. The Contractor may elect to utilize a web -based interface or other software program to provide information to the County as long as the format is compatible with the County's interface and software systems. 15. Provide a plan to manage and execute the County's Geographic Information System (GIS) debris management site tacking and debris collection tracking progress real time. 16. Record on a map the streets where debris was collected and provide an accounting of any remaining, ineligible piles as well as those streets that have been completed. 17. Provide all analysis and Geogt•aphical Information System (GIS) related information in formats compatible with the county's systems. 18. Provide daily operations reports to the County representative throughout the duration of any debris removal operation or response activity, including but not limited to photos, quantities, areas serviced, etc., and after - action report as frequently requested. 19. Provide personnel for DMS and public drop-off site management and ensure sites are closed and secured, at the end of each operation day. Conduct end of day duties, such as verifying all trucks have left the disposal site, unloaded their collection vehicles, and ceased collection of debris at the end of each operational day addressing daily safety reports and include corrective action recommendations, and locking down of the facility. Provide daily reports of site activities, including but not limited to photos, compliance, and recommendations as needed, as requested. 20. Conduct periodic inspections of the Debris Collection Contractor(s) work areas to ensure that safety regulations are complied with such as traffic control, and the use of personal safety equipment. Promptly correct any errors, omissions, deficiencies, or conflicts in the product of the Debris Collection Contractor and/or its subcontractors. 21. Implement and operate a customer call center to answer citizens questions regarding debris recovery operations. Develop a Communications and Customer Service Coordination Plan for the County's approval. Which will include Public Information and Coordination Plan for the County's approval. 22. Respond to and resolve public complaints and concerns. If requested, provide daily reports of complaints and associated outcomes. 23. If requested, provide recommended schedules and communications for the public established during a disaster. 24. Review and verify invoices submitted by the Debris Collection Contractor's). The review and verification process shall be completed within five (5) calendar days of receipt of the invoice from the Debris Collection Contractor. This includes the submittal of the invoice to the County. Discrepancies in invoices or documentation shall be resolved by the Contractor with assistance of the County within three (3) calendar day 3 Exhibit A —Scope of Services OdC Review will include verification that Debris Collection Contractor(s) invoices are split into geographic area, type of activity, and other segmentations as specified by the County and use an invoice numbering system approved by the County. 25. Verify that damage to property has been repaired by the responsible party. The Contractor will prepare and submit daily damage reports to the County throughout the duration of any debris removal operation as requested Coordinating with County personnel to respond to problems in the field, to include residential or commercial property damage claims in the process of debris removal. Contractors(s) shall establish a reporting system and provide staff for the professional management of a receiving phone, email complaints, or damage claims. The Contractor shall investigate and assist in documentation of claims if requested by the County. 26. Prepare all documents and support materials in Microsoft format such as Word and Excel. Provide both hard copy and electronic format, as requested. 27. Provide database in a format approved and compatible with the County. This database shall include information on debris removal including, but not limited too; load tickets, load locations, debris type, vehicle certification information, stump removal, hanger removal data, leaner removal, and determination of pass status (first push, first pass, second pass, and subsequent passes), zone, etc. 28. Obtain temporary permits and licenses as required, these shall be secured and paid for by the Contractor unless other arrangements are made with the County. 29. Prepare final reports and project closeout reports. 30. Perform other duties as directed by the designated County personnel. 3. CONTRACTOR'S PERSONNEL Contractor shall provide knowledgeable, trained personnel to perform the services requested within this Scope. The Contractor will be required to remove personnel that the County finds unable to provide services in a professional manner. Contractor personnel shall consist of the following positions (or equivalents). a) Project Manager (PM) • Contractor shall provide a PM for each work assignment issued. The County may approve the PM to manage multiple orders dependent upon the services requested by the County. • The PM serves as the primary point -of -contact for the County and is responsible for all services and associated personnel. • The PM shall assist in developing incident specific debris recovery plans when requested by the County. • The PM will ensure proper personnel are provided to assist as needed. • As requested, the PM shall provide information to complete work assignment including estimated expenses and timing of those expenses. • As requested, the PM will provide cost reasonableness assessments for costs requested by Debris Collection Contractor. • The PM shall attend meetings related to debris recovery operations as requested by the County. • PM shall be responsible for completion and closure of all work assignment issued to Contractor. b) Operations Manager (OM) • OM coordinates and oversees field operations for the Contractor • OM shall attend meetings related to debris recovery operations as requested by the County. • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide. c) Field Supervisor (FS) • The FS shall report to the OM. • FS shall supervise the Debris Monitors (DM). • FS shall resolve field operational and safety issues and communicate issues to the OM. • FS shall schedule and deploy DMs and oversee their daily activities at the loading, disposal, and staging sites. • Conduct or supervise the accurate measurement of load compartments and accurately compute volume capacity 4 Exhibit A — Scope of Services Od0 of the load compartments in cubic yards (CY) for truck certifications. • Document through digital photographs and record measurements and computations for all truck certifications. • Collect daily logs from the DMs and tabulate truck load data for the daily report. • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide. d) Debris Monitor (DM) • Monitors all aspects of the debris removal operation, including activities at loading, staging and disposal sites. • DMs may have different roles and responsibilities at different stages in the debris removal operation which include the following titles (or equivalents): 1. Loading Site Monitor (LSM) —performs on -site, street -level debris monitoring at all loading sites to verify debris eligibility based on the Contract requirements, and initiates debris removal documentation using load tickets. Duties include, but are not limited to: o Photographs of debris. Document location of debris and identify the type of debris. o Estimate load volumes. Issue load tickets to the Debris Collection Contractor. o Checks for safety considerations such as downed power lines, utility meters and backflows, fire hydrants, mailboxes and children playing in the area. o Ensures that traffic control needs are in place and trucks and equipment are operated safely. o Documents and photographs damage to property caused by Debris Collection Contractor. Report damages to FS. o Ensures that loads of debris are contained within the load compartment and if applicable, covered before leaving the loading area. o Record location and information for debris that was not collected and the reason why. o Performs other duties as directed. 2. Tower/Site Monitor (TSM) —duties include, but are not limited to: o Accurately measures and documents load hauling compartments prior to debris hauling operations. o Periodically checks and recertifies load hauling compartments. o Verifies quantity of debris in the Debris Collection Contractor's load. o Photograph loads of debris for documentation purposes. Load information shall be recorded with or attached to the photograph. o Sign each load ticket before permitting trucks to proceed from the check -in area to the tipping area. o Verifies that Debris Collection Contractor's loading compartment is empty prior to leaving the DMS and or disposal site. o Collects and secures all load tickets and provides tickets to the FS at the end of the shift or as directed by the FS. o Performs other duties as directed. 3. Public Drop -Off Site Monitor (PDS) —duties include, but are not limited to: o Confirms participant eligibility. o Records participants information such as their name, home address, and type of debris. o Provides site instructions to PDS participants. o Documents, signs, and provides load tickets to the Debris Collection Contractor removing debris from the PDS. o Collects and secures participant information and load tickets and provides to the FS at the end of the shift. o Performs other duties as directed. e) Supervisor —Administrative, Financial or Call Center (SUP) —duties include, but are not limited to: o Coordinates area of responsibility debris recovery operation including assigned staff. o Implements and maintains a debris management system for load tickets and documentation. o Provides daily, weekly, or other periodic reports for the County. o Review and reconciles invoices for the Debris Collection Contractor(s). o Provides reconciled invoices to the County for review. o Serves as the point of contact to the County for a call center. 5 Exhibit A — Scope of Services o Provides training as directed by the County's to the call center staff. o Coordinates and or assists with Right-of--Entry/Hold Harmless for private property verification and eligibility. o Performs other duties as directed. f) Assistant — Administrative, Financial or Call Center (AS) — duties include, but are not limited to: o Enters and verifies data accuracy. o Creates reports. o Answers calls and records callers information. o Research property records. o Performs other duties as directed. The types and number of positions utilized by the Contractor shall be approved in writing by the County prior to the Contractor's use of the position(s). If the Contractor has not been granted approval to use a position(s), then the Contractor will be responsible for all costs and expenses they have incurred for utilizing position. Contractor shall not be compensated for stand-by time. Contractor shall provide personnel with a badge that clearly identifies them as an employee of the Contractor. Information on the badge shall include logo or name of the Contractor name and recent photograph of the individual. The name badge shall be worn and displayed so that it is visible to the public. All name badges shall be collected at the end of each shift and held in a secure location by the Contractor. At the termination of employment with the Contractor all name badges shall be accounted for and destroyed. Any use of subcontractors shall be approved in writing, in advance, by the County. Subcontractor's hourly rates shall not exceed the Contractor's hourly rates for equivalent positions. 4. EQUIPMENT a) All equipment utilized by the Contractor, including the vehicles of temporary staff, shall follow federal, state, and local regulations. Equipment and vehicles shall be maintained so that they are clean, free of fluid leaks, and in good working order. Vehicles that are not marked with the Contractor's logo and name shall display a temporary sign with the Contractor's logo and name and indicate that they are working with debris recovery operations. b) When certifying the capacity of a hauling vendor truck, the Debris Monitoring Firm will also complete the following tasks to confirm the hauling vendor is in compliance with FDOT regulations: • Obtain a copy of the Annual Mechanic Inspection Certificate • Confirm USDOT number is displayed on both side of the truck • Obtain a copy of the Insurance Certificate • Obtain a copy of the Operator's CDL License • Obtain a copy of the Operator's Medical Certificate • If any trucks do not meet the above requirements, the truck will NOT be certified, and the Debris Monitoring Firm will notify the County. c) Contractor shall provide and issue equipment labels for debris recovery equipment unless a Debris Collection Contractor provides their own labels. All debris recovery equipment shall be labeled with the primary Debris Collection Contractor's name, that includes the assigned debris recovery vehicle number, cubic yard capacity, and a brief description of the equipment. 6 Exhibit A —Scope of Services Odd d) Contractor shall keep a record of all debris recovery equipment and personnel. e) Contractor shall periodically spot check debris recovery equipment to ensure that the Debris Collection Contractors have not substituted or modified debris recovery equipment. Discrepancies shall be immediately reported to the County and the equipment shall be immediately taken out of service by the Debris Collection Contractor until the discrepancy has been resolved. 5. ENVIRONMENTAL PROTECTION a) Contractor shall comply with federal, state, and local regulations regarding environmental protection. b) Contractor shall immediately report and document all incidents to the County such as, but not limited to, hydraulic fluid leaks, oil spills or fuel leaks. The County shall review and approve any cleanup. 6. MOBILIZATION a) Within twenty-four (24) hours of the County being placed in the National Oceanic Atmospheric Administration five (5) day hurricane forecast, the Contractor shall contact the County regarding potential activation. b) It shall be the Contractor's responsibility to maintain regular contact with the County prior to a known threat. For unforeseen events such as a tornado, the Contractor shall report to the County within six (6) hours after issuance of an approved mobilization purchase order. c) Contractor shall provide a representative to the County's Emergency Management Operations Center (EOC), or other location as requested by the County. d) Within forty-eight (48) hours of issuance of an approved purchase order, the Contractor shall begin to mobilize resources. Within seventy-two (72) hours of issuance of an approved purchase order, the Contractor shall be fully operational and ready to provide debris monitoring services. e) As part of the Contractor's mobilization, the Contractor may have to provide an office trailer and restroom facilities, or other accommodations as approved by the County for their staff, including temporary labor, until all orders have been completed. 7. WORK HOURS a) Contractor shall conduct debris monitoring operations during daylight hours, unless otherwise directed by the County. Work may be performed seven (7) days per week. Adjustments to work hours, as local conditions may dictate, shall be coordinated between the County and the Contractor. b) Contractor shall be capable of monitoring debris reduction operations at DMS locations on a twenty-four (24) hour, seven (7) days a week basis. 8. INVOICES AND AUDITS a) Invoices shall reference the appropriate purchase order number and include audit quality detail to satisfy reimbursement agencies requirements. Invoices will be split into geographic, type of activity, and other segmentations as specified by the County and will use an invoice numbering system approved by the County. b) Contractor shall maintain financial and other records to justify all costs incurred in performing the work for a minimum of seven (7) years from completion of the work. c) The County shall have access to all information, such as books, records, and documents as required for the purpose of inspection, reproduction, or audit without restriction. If records are unavailable locally, it shall be the Contractor's responsibility to ensure that all required records are provided to the County within a time period specified by the County without additional cost to the County. 7 Exhibit A —Scope of Services OH^ 9. REPORTS AND DOCUMENTATION a) Contractor shall prepare and submit operational reports as requested by the County. Reports shall document the activities and progress of debris recovery operations. Information that may be required in the requested reports: • Progress of the debris collection operation to include: o Area of collection o Estimation of quantities o Types of debris collected, reduced, and hauled to final disposal sites o Number of debris collection crews, vehicles, and personnel. • DMS site reports to include: o Number of daily participants o Number of load tickets issued o Number of debris in cubic yards removed from the site by type of debris b) Contractor shall document daily recovery operations to ensure that proper records are maintained for reimbursement of expenses by grant agencies. This includes meeting notes and correspondences with the recover contractors, regulatory, and emergency management agencies. c) Contractor shall assist the County in preparing reports necessary for reimbursement by grant agencies for disaster recovery operations by the County. 10. PROTECTION OF PUBLIC AND PRIVATE PROPERTY a) The Contractor shall repair any damages caused by the Contractor's monitoring operations in a timely manner at no expense to the County. All complaints relative to damage shall be investigated by the Contractor and a detailed report submitted to the County within 24 hours from the notice of the complaint. The detailed report shall include, at a minimum, the location of the damage, description of the damage, photograph of the damage, property owner information, site contact information, and a timeline for the damage to be resolved by the Contractor. b) If there is a disagreement between the property owner and the Contractor regarding the completion of the repair, the County shall make the final determination on completion of the repair. 11. SECURITY &SAFETY a) In performance of services, the Contractor shall comply with regulatory requirements including federal, state, special district, and local laws, rules, regulations, orders, codes, criteria, and standards. b) Contractor shall take reasonable steps to ensure safety of residents and staff. This includes assuring that traffic control measures have been implemented by the Debris Collection Contractor which may include the use of traffic cones and personnel to direct traffic. c) The Contractor shall comply with the Department's security guidelines on facility security policies, this may include a Level 1 or Leve12 background screening in accordance with Florida law. d) The Contractor is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state, and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records on each employee and make them available to the County for at least four (4) years. e) All of Contractor's employees must always wear Collier County Government Identification badges while performing services on County properties. Subcontractors may be required to wear ID badges as determined by the County. Contractor ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to 8 Exhibit A —Scope of Services Ob'� the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the Contractor's business. f) The Contractor shall immediately notify the Collier• County Facilities Management Division via e-mail (DL- FMOPS@colliercountyfl.gov) whenever an employee assigned to Collier County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. g) Collier County Sheriff's Office (CCSO) requires separate fingerprinting prior to work being performed in any of their locations. This will be coordinated upon award of the contract. If there are additional fees for this process, the Contractor is responsible for all costs. Issues - The Contractor shall immediately notify the appropriate County upon discovery of any new or problematic issues. The Contractor shall not proceed with repairs or leave the system inoperable if an issue is discovered without written authorization by the appropriate County representative. 12. FEE ADJUSTMENT Prices shall remain firm for the initial term of the contract. The Contractor may request a fee adjustment six (6) months prior to the contract renewal date. The fee adjustments shall be fully documented, including documentation of compliance with FEMA cost reasonableness requirements, and submitted to the County in writing. The County may, at their sole discretion, refuse to accept the adjusted rates. In the event the County does not wish to accept the adjusted rates and the matter cannot be resolved with mutual satisfaction of both parties, the contract will not be renewed. Any approved fee adjustments shall become effective as of the renewal date or upon Board approval. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing structure. 9 Exhibit A —Scope of Services Ob'� Exhibit B Fee Schedule following this page (pages I Page 14 of 15 through Fixed Price Professional Service Agreement [2023_ver.2] OdO FEE SCHEDULE Table 1: Hourly Rates [1] • Ninno Project Manager $ 79.00 Operations Manager $ 70.00 Field Supervisor $ 48.00 Debris Monitor $ 36.00 Loading Site Monitor $ 36.00 Tower/Site Monitor $ 36.00 Public Drop -Off Site Monitor $ 34.00 Supervisor - Administrative, Financial, or Call Center $ 55.00 Assistant - Administrative, Financial, or Call Center $ 34.00 Additional Positions Table 2 lists additional positions and hourly labor rates that may be necessary to complete the scope of work requested by the County. The additional positions listed will be used as needed to facilitate the scope of work. Magnitude, duration, and intensity of the incident will dictate the appropriate response and level of service required to manage the recovery effort. Table 2: Additional Rates [1] Environmental Specialist /Compliance Specialist $ 83.00 Environmental Support Admin Emergency Management Planner $ 125.00 Emergency Management Assistant Planner $ 65.00 Dispatch Scheduling Manager $ 55.00 [1] The hourly rates are inclusive of all costs of labor, personal safety equipment forTetra Tech's staff, necessary equipment (excluding rentals) and tools and any other items required forTetra Tech's team members to perform the services required under the RFP (excluding chargeable materials). Ob'O Description: Other ExhibivAttachment FEDERAL CONTRACT PROVISIONS AND ASSURANCES 0 following this page (pages ❑ this exhibit is not applicable 1 through 11 Page 15 of 15 Fixed Price Professional Service Agreement [2023_ver.2] p�7 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES FEDERAL EMERGENCY MANAGEMENT AGENCY PUBLIC ASSISTANCE The supplemental conditions contained in this section are intended to cooperate with, to supplement, and to modify the general conditions and other specifications. In cases of disagreement with any other section of this contract, the Supplemental Conditions shall govern. This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. Pursuant uniform requirements of federal awards (2 CFR Part 200.23) the definition of CONTRACTOR is an entity that receives a Contract / Purchase Order. Compliance with Federal Law, Regulations and Executive Orders: The Sub -Recipient (County) agrees to include in the subcontract that (i) the subcontractor is bound by the terms of the Federally -Funded Subaward and Grant Agreement, (ii) the subcontractor is bound by all applicable state and Federal laws and regulations, and (iii) the subcontractor shall hold the Division and Sub -Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. Specifically, the Contractor shall be responsible for being knowledgeable and performing any and all services under this contract in accordance with the following governing regulations along with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. 0 2 C.F.R. Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards 0 44 C.F.R. Part 206 o The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended, 42 U.S.C. 5121 et seq., and Related Authorities o FEMA Public Assistance Program and Policy Guide EXHIBIT I - 1 O�'7 , EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Access to Records: The contractor agrees to provide the County, the Florida Department of Emergency Management, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representative's access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representatives' access to construction or other work sites pertaining to the work being completed under the contract. (4) In compliance with section 1225 of the Disaster Recovery Act of 2018, the County and the Contractor acknowledge and agree that no language in this contract is intended to prohibit audits or internal reviews by the FEMA Administrator or the Comptroller General of the United States, Affirmative Socioeconomic Steps: If subcontracts are to be let, the prime contractor is required to take all necessary steps identified in 2 C.F.R. § 200.321(b)(1)-(5) to ensure that small and minority businesses, women's business enterprises, and labor surplus area firms are used when possible. Changes: To be allowable under a FEMA grant or cooperative agreement award, the cost of any contract change, modification, amendment, addendum, change order, or constructive change must be necessary, allowable, allocable, within the scope of the grant or cooperative agreement, reasonable for the scope of work, and otherwise allowable. DHS Seal, Logo, and Flags: The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre- approval. The contractor shall include this provision in any subcontracts. Domestic Preference for Procurements: As appropriate and to the extent consistent with law, the non - Federal entity should, to the greatest extent practicable under a Federal award, provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States (including but not limited to iron, aluminum, steel, cement, and other manufactured products). The requirements of this section must be included in all subawards including all contracts and purchase orders for work or products under this award. For purposes of this section: "Produced in the United States" means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. "Manufactured products" means items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer -based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber. License and Delivery of Works Subject to Copyright and Data Rights: The Contractor grants to the County, apaid-up, royalty -free, nonexclusive, irrevocable, worldwide license in data first produced in the performance of this contract to reproduce, publish, or otherwise use, including prepare derivative works, distribute copies to the public, and perform publicly and display publicly such data. For data required by the contract but not first produced in the performance of this contract, the Contractor will identify such data and grant to the County or acquires on its behalf a license of the same scope as for data first produced in the performance of this contract. Data, as used herein, shall include any work subject to copyright under 17 U.S.C. § 102, for example, any written reports or literary works, software and/or source code, music, choreography, pictures or images, graphics, sculptures, videos, motion pictures or other audiovisual works, sound and/or video recordings, and architectural works. Upon or before the completion of this contract, the Contractor will deliver to the County data first produced in the performance of this contract and data required by the contract but not first produced in the performance of this contract in formats acceptable by the County. No Obligation by Federal Government: The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. EXHIBIT I - 2 Oy0 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Prohibition on Covered Telecommunications Equipment or Services: (a) Definitions. As used in this clause, the terms backhaul; covered foreign country; covered telecommunications equipment or services; interconnection arrangements; roaming; substantial or essential component; and telecommunications equipment or services have the meaning as defined in FEMA Policy, #405-143-1 Prohibitions on Expending FEMA Award Funds forcovered Telecommunications Equipment or Services As used in this clause — (b) Prohibitions. (1) Section 889(b) of the John S. McCain National Defense Authorization Act for Fiscal Year2019I No. 115-232, and 2 C.F.R. § 200.216 prohibit the head of an executive agency on or after Aug.13, 2020, from obligating or expending grant, cooperative agreement, loan, or loan guarantee funds on certain telecommunications products or from certain entities for national security reasons. (2) Unless an exception in paragraph (c) of this clause applies, the contractor and its subcontractors may not use grant, cooperative agreement, loan, or loan guarantee funds from the Federal Emergency Management Agency to: (i) Procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (ii) Enter into, extend, or renew a contract to procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (iii) Enter into, extend, or renew contracts with entities that use covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system; or (iv) Provide, as part of its performance of this contract, subcontract, or other contractual instrument, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. (c) Exceptions. (1) This clause does not prohibit contractors from providing — (i). A service that connects to the facilities of a third -party, such as backhaul1 roaming, or interconnection arrangements; or . Telecommunications equipment that cannot route or redirect user data traffic or permit visibility into any user data or packets that such equipment transmits or otherwise handles. (2) By necessary implication and regulation, the prohibitions also do not apply to: (i). Covered telecommunications equipment or services that: i. Are not used as a substantial or essential component of any system; and ii. Are not used as critical technology of any system. (ii). Other telecommunications equipment or services that are not considered covered telecommunications equipment or services. (d)Reporting requirement. (1) In the event the contractor identifies covered telecommunications equipment or services used as a substantial or essential component of any system, or as critical technology as part of any system, during contract performance, or the contractor is notified of such by a subcontractor at any tier or by any other source, the contractor shall report the information in paragraph (d)(2) of this clause to the recipient or subrecipient, unless elsewhere in this contract are established procedures for reporting the information. (2) The Contractor shall report the following information pursuant to paragraph (d)(1) of this clause: (i) Within one business day from the date of such identification or notification: The contract number; the order number(s), if applicable; supplier name; supplier unique entity identifier (if known); supplier Commercial and Government Entity (CAGE) code (if known); brand; model number (original equipment manufacturer EXHIBIT I - 3 Ob'D EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES number, manufacturer part number, or wholesaler number); item description; and any readily available information about mitigation actions undertaken or recommended. (ii) Within 10 business days of submitting the information in paragraph (d)(2)(i) of this clause: Any further available information about mitigation actions undertaken or recommended. In addition, the contractor shall describe the efforts it undertook to prevent use or submission of covered telecommunications equipment or services, and any additional efforts that will be incorporated to prevent future use or submission of covered telecommunications equipment or services. (e) Subcontracts. The Contractor shall insert the substance of this clause, including this paragraph(e)I in all subcontracts and other contractual instruments. Program Fraud and False or Fraudulent Statements or Related Acts: The Contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. Rights to Inventions Made Under a Contract or Agreement: Exempt from FEMA Public Assistance Funding Suspension and Debarment: (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180,905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by the County. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. Procurement of Recovered Materials (6200.323) (Over $10,000): In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA - designated items unless the product cannot be acquired— Competitively within a timeframe providing for compliance with the contract performance schedule; Meeting contract performance requirements; or At a reasonable price. Information about this requirement, along with the list of EPA -designated items, is available at EPA's Comprehensive Procurement Guidelines webpage: https://www.epa.gov/smm/comprehensive- procurement-guideline-cpg-program. The Contractor also agrees to comply with all other applicable requirements of Section 6002 of the Solid Waste Disposal Act. Termination for Cause and Convenience (over $10,000): See Standard Purchase Order and/or Contract Terms and Conditions Byrd Anti -Lobbying Amendment (31 U.S.C. § 1352 (as amended) (over $100,000): Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." EXHIBIT I - 4 OdD EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Contractors must sign and submit a certification to the County with each bid or offer exceeding $100,000. See Certifications and Assurances and the end of this document. Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708) (over $100,000)a Where applicable, all contracts awarded by the solicitor in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $27 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The County or FEMA shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." For contracts that are only subject to Contract Work Hours and Safety Standards Act and are not subject to the other statutes in 29 C.F.R. § 5.1 "Further Compliance with the Contract Work Hours and Safety Standards Act. (1) The contractor or subcontractor shall maintain payrolls and basic payroll records during the course of the work and shall preserve them for a period of three years from the completion of the contract for all laborers and mechanics, including guards and watchmen, working on the contract. Such records shall contain the name and address of each such employee, social security number, correct classifications, hourly rates of wages paid, daily and weekly number of hours worked, deductions made, and actual wages paid. (2) Records to be maintained under this provision shall be made available by the contractor or subcontractor for inspection, copying, or transcription by authorized representatives of the Department of Homeland Security, the Federal Emergency Management Agency, and the Department of Labor, and the contractor or subcontractor will permit such representatives to interview employees during working hours on the job. EXHIBIT I - 5 �4"'J EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Clean Air Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Federal Water Pollution Control Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders, or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C$ 1251 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Administrative, Contractual, or Legal Remedies (over $250,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competent jurisdiction. CONSTRUCTION ACTIVITIES Equal Employment Opportunity Clause (960-1.4): Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. (2) The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractorI state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. (3) The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. (4) The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor EXHIBIT I - 6 Oy0 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES union or workers' representatives of the contractor's commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. (5) The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. (6) The contractor will furnish all information and reports required by Executive Order 11246 of September 241 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (7) In the event of the contractor's noncompliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole or in part an the contractor may be declared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. (8) The contractor will include the portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance: Provided, however, that in the event a contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the administering agency, the contractor may request the United States to enter into such litigation to protect the interests of the United States. Davis Bacon Act: Exempt under FEMA Public Assistance Funding Copeland Anti -Kickback Act: Exempt under FEMA Public Assistance Funding EXHIBIT I - 7 OdO EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Compliance with Federal Law, Regulations, And Executive Orders and Acknowledgement of Federal Funding Certification This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. The contractor will comply with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. If the Contractor subcontracts any of the work required under this Agreement, a copy of the signed subcontract must be available to the County for review and approval. The Contractor agrees to include in the subcontract that (1) the subcontractor is bound by the terms of this Agreement, (ii) the subcontractor is bound by all applicable state and federal laws and regulations, and (iii) the subcontractor shall hold the County and the Grantor Agency harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. The County may document in the quarterly report the Contractor's progress in performing its work under this agreement. On behalf of my firm, I acknowledge, the grant requirements identified in this document. Vendor/Contractor Name Tetra Tech, Inc. Date May 31, 2023 Authorized Signature EXHIBIT I - 8 Od0 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY and VOLUNTARY EXCLUSION Contractor Covered Transactions (1) The prospective subcontractor of the Sub -recipient, Collier County, certifies, by submission of this document, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. (2) Where the Sub -recipient's subcontractor is unable to certify to the above statement, the prospective contract shall attach an explanation to this form. CONTRACTOR Tetra Tech, Inc. By: A ignature Jonathan Burgiel, Business Unit President Name and Title 2301 Lucien Way, Ste. 120 Street Address Maitland, FL 32751 City, State, Zip LMRMKLLL3LG5 UEI Unique Entity Identifier (for SAM.gov verification) May 31, 2023 Date Sub -Recipient Name: Collier County Board of County Commissioners DEM Contract Number: TBD FEMA Project Number: TBD EXHIBIT I - 9 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COUNTY ANTICIPATE[} UISACrVANTA��ECf, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT Gall be verifi d. Unverifab!e statuses will require the PR!'ME to either prcivde a revised statement or provide source documentation that validates a A. PRIME VENDOR/CONTRACTOR IPJFORMATION PR.Ih1E NAlAE PRIl.4E FE-ID NUl+16ER C(5lITRACT 661LAR AhAOUldT Tetra Tech, Inc. 95-4148514 TBD 1STHE PRMIE A FLORIDA-CERTIFIED DISADYANTN ED, VETER.44 Y © =S THE ACTI'vITY OF THIS CONTRACT... PAIlIOPITY ORt+ OWEN BUSINESSENTERPRISE? DBE? i © COtJSTRUCTI3N ? Y (DBEjfA"r iVi BE) OR H4'vE A SMALL DISADVANTAGED BUS!NESSSACERTIFICATION FROWTHE StdALLBUSINESS 10BE? 6d Q CONSULTATION? Y ADMINISTRATION? A SERVICE DISABLED VETERAN41BE? Y (3 OTHER* N SDB 33A? Y L' TH'+;S SUBMISS',ON A REVISSICIN?i Y U eF "YES, REV:=SIGN NUMBER B. IF PRIME HAS SUBCONTRACTOR C)R SUPPLIER WHO IS A DISADVANTAGED MINORITY, WOMEN -OWNED, SMALL BUSINESS CONCERN OR SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SECTION D BE SUBCON7FLACTOR TYP OR ETH NAME'RSLIPPLIER I SPEC1OTRYX I ee Bet[ ODE TOTAL SUB/SUPPLIER I PERCENT OF CONTAIYCT DOLLAR AMOUlvT DOLLARS C:. SEC:TION TO BE C©MPLETED BY PRIME VENDOR/C:ONTRACTOR NAME OF SUBMITTER DATE TITLE OF SUBMfTTER Jonathan Burgiel May 31, 2023 Business Unit President EMAILADDRESS OF PRIME (SUBMrTTER) TELEPHONE NUMBER FAX NUMBER TDR.Contracts@tetratech.com 321441-8500 321441-8501 NOTE: This information is gisedto Traci:' and report anticipated DBE or h!16E participation in federally -funded contracts. The anticipated DBE or NiBE amount is voluntary and awll not become part of the contractual terms. This forn-� must be suthiiitted at time of resgronse to a solicitation. J and when awarded a County contrast, the prince will be asked to update the information for the grant compliance files. ETHNICiiY CODE BlackAmeri[an BA Hispanic American HA Native American NA 5ubcont. Asian American SAA Asian -Pacific American APA Non-Minodti Womenj Nmw other: not of any other group listed O D£PARTl,1ENT NAf�4E ACCEPTED BY: D. SECTION TO BE COMPLETED BY CC)LLIER COUNTY x iIFBiRFP or DATE EXHIBIT I - 10 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceeding $100,000) The undersigned [Contractor] certifies, to the best of his or her knowledge, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all wbawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosureI if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. Tetra Tech, Inc. Contractor (Firm Name) ature of Contracto`r�'Authorized Official Jonathan Burgiel, Business Unit President Name and Title of Contractor's Authorized Official May 31, 2023 Date EXHIBIT I - 11 Electronic Submittal bw _-YCO 11"i er Coun = O I a Request for Proposal N o. 24 q Debris Monitoring & Disaster Planning Services Due Date / Time: June 14, 2023 3:00 pm t h o m p s o n CONSULTING SERVICES TABLE OF CONTENTS Collier County, Florida Request for Proposal No. 23-8124 Debris Monitoring & Disaster Planning Services Table of Contents SECTION Cover Letter / Management Summary............................................................................................1 Firm's Experience............................................................................................................................. 2 Exhibit 2-1: Staff Experience Matrix Exhibit 2-2: Key Personnel Resumes Capacityof the Firm......................................................................................................................... Approach.......................................................................................................................................... 4 Exhibit 4-1: Sample Report CostFee Schedule............................................................................................................................5 Required Forms Documents & Certifications.................................................................................. 6 Vendor Checklist Form No. 1: Vendor Declaration Statement Form No. 2: Conflict of Interest Certification Division of Corporations Evidence (Sunbiz) Form No. 3: Immigration Affidavit Certification E-Verify Memorandum of Understanding Form No. 4: Certification for Claiming Status as a Local business (Not Applicable) Form No. 5: Reference Questionnaire Form No. 6: Grant Provisions and Assurance (Federal Provisions) W-9 Form Certificate of Insurance Acknowledged Addenda t h o m p s o n CONSULTING SERVICES SECTION 1 Cover Letter /Management Summary June 14, 2023 Procurement Services Division 3295 Tamiami Trail East, Bldg. C-2 Naples, FL 34112 Submitted electronically to: https://www.bidsync.com/bidsync-cos/ RE: Request for Proposal No. 23-8124 — Debris Monitoring & Disaster Planning Services Dear Members of the Selection Committee, Thompson Consulting Services, LLC (Thompson) along with our teaming partner Viriya Consulting, is pleased to submit the enclosed proposal to provide Collier County, Florida (County) with professional debris monitoring and disaster planning services. Thompson is a full -service emergency management planning, response, disaster recovery and grant management consultancy. Our consultants have over years of combined experience in supporting local and state agencies in response to hurricanes, tornadoes, floods, ice storms, earthquakes, wildfires, rockslides, oil spills and other natural disasters. Our approach to providing disaster response and recovery services maintains a primary focus on the efficient and effective utilization of resources while assisting our clients with navigating the funding channels of the Federal Emergency Management Agency's (FEMA) Public Assistance (PA) program as well as other post -disaster grant programs. We believe Thompson is best suited to assist the County with debris monitoring and disaster planning services for the following reasons: DISASTER RESPONSE EXPERIENCE WITH COLLIER COUNTY & THE STATE OF FLORIDA: Thompson has served as a stand-by debris monitoring services provider on behalf of the County since . Since then, Thompson has maintained operational readiness and supported the County following Hurricane Irma which resulted in the removal of over cubic yards of debris from parks and facilities within Collier County. In addition, Thompson's consultants have responded to disaster incidents in the State of Florida since Hurricane Charlie in 2004. Over the last six years, Thompson has provided debris removal monitoring and grant consulting services to Florida clients following Hurricane Matthew in 2016, Hurricane Irma in , Hurricane Michael in , Hurricane Sally in , and Hurricane Ian in 2022. We are well positioned to work closely with the County, the Florida Division of Emergency Management (FDEM), Florida Department of Transportation and the Florida Department of Environmental Quality to implement a compliant and efficient disaster debris removal monitoring program. POST -DISASTER DEBRIS REMOVAL MANAGEMENT & FEMA FUNDING EXPERIENCE: Thompson's experience with post -disaster debris removal monitoring and management services spans three decades and accounts for the administration of more than billion of debris removal funding on behalf of more than local and state government agencies. Thompson's consultants are amongst the most educated, qualified, and dynamic in the industry, having responded to some of the most devastating incidents to impact the United States. This experience means the County can rest assured that its disaster reimbursement is in the hands of the industry's most qualified professionals, and ..: will stand by our wort from project inception to regulatory closeout and audit. thorn pson CONSULTING SERVICES COVER LETTER / MANAGEMENT SUMMARY DELIVERY EFFICIENCY & AUTOMATED DEBRIS MANAGEMENT SYSTEM: Thompson's debris removal monitoring experience includes the documentation of over million K_,_,S4 cubic yards of debris. We have consistently demonstrated Thompson's delivery efficiency through the use of our automated debris management system (ADMS), the Thompson Data Management Suite (TDMS). TDMS is used to electronically capture data, such as employee credentialing, equipment barcoding, GPS coordinate, digital TDMS photography, etc. in the field and ensure accurate and timely reporting to the County. provides real- TDMS significantly reduces the quantity of hours required to perform equivalent time access services by competitors with "lower" hourly rates. TDMS has been routinely deployed to data on FEMA reimbursed projects and meets the process requirements for the U.S. Army Corps of Engineers (USACE) Advanced Contracting Initiative. ABILITY TO QUICKLY RESPOND: Thompson has personnel and resources on stand-by should a debris generating incident occur. With corporate and branch offices, including a corporate office in Maitland, Florida, we will be able to deploy staff and resources within hours of receiving notice to proceed. Thompson is set up to quickly adapt to the uncertain and changing needs of the County and understands that this ability to rapidly respond to the County is of paramount importance. LOCAL PREFERENCE FOR HIRING MONITORS: It is Thompson's intent to fill temporary debris monitoring positions with Collier County residents in need of work. Thompson will provide qualified residents with safety training and job training with experienced debris monitoring supervisors. We will make sure that all local hires are thoroughly and properly trained prior to being deployed to monitor a debris removal crew. This effort will help residents participate in the County's recovery efforts with a eaningfu ..,iNact and earn a competitive hourly wage. COMMITMENT TO SAFETY AND QUALITY: Thompson is the debris monitoring firm that performs motor vehicle operating record reviews and as -needed drug screening for temporary employees. This practice results in a team of monitors that is both safe and committed to quality. In addition, Thompson deploys a quality assurance team to each of its projects to ensure that certain quality standards are being upheld, regardless of the operating conditions and climate. Thompson has the experience and resources necessary to be responsive to the County's debris monitoring and disaster planning needs following a disaster incident. We stand prepared to guide the County through the debris removal and recovery process while working with FDEM and the FEMA Public Assistance program to achieve maximum disaster recovery cost reimbursement for the County. We would be honored to to serve as the County's debris monitoring and disaster planning services provider and stand prepared to exceed the service expectations of the County. Best regards, THOMPSON CONSULTING SERVICES, LLC n Hoyle, President AUTHORIZED POINTS OF CONTACT: Jon Hoyle, President 2601 Maitland Center Parkway, Maitland, FL 32751 0: 407.792.0018 1 C: 321.303.2543 1 F: 407.878.7858 E-mail: jhoyle@thompsoncs.net t h o m p s o n CONSULTING SERVICES Nate Counsell, Executive Vice President 2601 Maitland Center Parkway, Maitland, FL 32751 0: 407.792.0018 1 C: 407.619.27811 F: 407.878.7858 E-mail: ncounsell@thompsoncs.net 1-2 SECTION 2 Firm's Experience Firm Overview Thompson Consulting Services, LLC is a full -service emergency response, disaster recovery and grant management consultancy, organized as a subsidiary of Thompson Holdings, Inc. (Thompson) which also includes our affiliate companies Thompson Engineering and Watermark Design Group. What began as a small company doing basic soils and materials testing in Mobile, Alabama has since grown into a national corporation with corporate and branch offices throughout the southeastern United States. Our ongoing success, strong growth, consistent project delivery and commitment to client satisfaction can be traced back to when our founder, Vester J. Thompson, established the high standards that lay the foundation of our work ethic. These standards are still upheld today and summarized as follows: • Excellence in workmanship • Innovative solutions • Timely, responsive service • Cost effectiveness As a employee -owned company with more than personnel spanning the consulting, engineering and architecture disciplines, commitment to these standards ensures a universal threshold for project quality. Our staff has a vested interest in providing safe, quality driven, successful projects that are completed on time and within budget. The corporate organizational chart below graphically depicts the relationship between the Thompson Family of Companies and provides a brief summary of each company's service offerings. Thompson Consulting Services will serve as the contracting entity for the services requested by Collier County, Florida (County). •rtrr •rar• rr�r• SERVICES Full -Service Engineering Environmental Consulting Construction Management thompson CONSULTING SERVICES t h o m p s o n thompson CaNSUCrING SE3IYICES SERVICES Disaster Debris Removal Monitoring Grant Administration Infrastructure f Housing Mitigation ..rrr •.arr •.rrr ■af.r a SERVICES Architecture Services Interior Design Master Planning RIM FIRM'S EXPERIENCE Years Of Experience FIRM DATA SUMMARY Thompson was founded in and has been providing FIRM NAME disaster debris monitoring and program management services since 1979 following Hurricane Frederic. Since then, our Thompson Consulting Services, LLC organization has supported various local, state, and federal entities, including the United States Army Corps of Engineers ADDRESS 2601 Maitland Center Parkway (USACE), throughout the Nation respond to and recover from a Maitland, Florida 32751 variety of natural disasters. In , Thompson Consulting Services, LLC was formed to focus solely on disaster PHONE I FAX preparedness, response and recovery service offerings and 407-792-0018 1 407-878-7858 brings over years of experience to the County through our family of companies and personnel. WEBSITE Office Locations www.thompsoncs.net With 2E corporate and satellite offices scattered throughout EMAIL the Southeast United States, Thompson has the resources and info@thompsoncs.net capabilities to support the County's debris monitoring and disaster planning needs. The County's contract will be serviced YEAR ESTABLISHED from Thompson's corporate office in Maitland, Florida. In addition, Thompson is experienced and capable of establishing 2011 a field office within the County should the need arise. STATE OF FORMATION Thompson has provided our full list of office locations below. Delaware • Atlanta, Georgia • Lake Charles, Louisiana • Baton Rouge, Louisiana • Maitland, Florida FEDERAL ID NO. • Chattanooga, Tennessee • Metairie, Louisiana 45-2015453 • Clarksville, Tennessee • Millington, Tennessee DUNS / SAM NO. I CAGE CODE • Daphne, Alabama • Mobile, Alabama 9686771581 7NZ42 • Dothan, Alabama • Moss Point, Mississippi • Evergreen, Alabama • Orange, Texas E-VERIFY ID • Harriman, Tennessee • Pelham, Alabama 1111126 • Helena, Alabama • Pensacola, Florida OFFICERS • Houston, Texas • Raleigh, North Carolina Jon Hoyle, President • Jackson, Mississippi • Richland, Mississippi Nate Counsell, Executive VP • Kenner, Louisiana • Savannah, Georgia John H. Baker, III, BOM • Knoxville, Tennessee • Troy, Alabama Chad Brown, BOM Michael Manning, BOM t h o m p s o n 2_2 CONSULTING SERVICES FIRM'S EXPERIENCE Disaster Response Experience Thompson has provided disaster response and recovery services to over federal, state, and local government entities in planning for and responding to a variety of disaster incidents, such as hurricanes, tornados, floods, ice storms, wildfires, earthquakes, oil spills and other natural disasters. Our emergency response and disaster recovery consultants have over years of combined experience and have responded to some of the most devastating incidents to impact the United States in the last two decades. This work has resulted in the documentation of over million cubic yards of debris and our clients successfully applying for and retaining more than $4.5 billion of federal grant funding for debris removal. 300+ federal, state, and local clients 60+ federally declared disaster responses 150+ million cubic yards of debris $4.5+ billion in federal grant funding Our approach to providing disaster response and recovery services to the County maintains a primary focus on the efficient and effective utilization of available resources while assisting the County in navigating the funding and compliance channels of the Florida Division of Emergency Management (FDEM) and the Federal Emergency Management Agency (FEMA) Public Assistance (PA) Program. Thompson's consultants have performed debris monitoring and grant administration services for over Federal Emergency Management Agency (FEMA) and Federal Highway Administration (FHWA) reimbursable federally declared disasters and emergencies. A summary of our experience over the last decade is provided in the table below, and a comprehensive staff experience matrix has been provided as Exhibit 2-1 following this section. I able 2- 1 : Funding Administered by Disaster Grant Funds Grant Funds Disaster Year Administered Disaster Year Administered New Mexico Wildfires (FEMA DR-4652) 2022 TBD Hurricane Sandy (FEMA DR-4085-4086) 2012 $250,000,000 Hurricane Ian (FEMA DR-4673) 2022 TBD Hurricane Isaac (FEMA DR-4080-4081) m 2012 $2,000,000 KY Severe Storms (FEMA DR-4630) 2021 TBD Indiana Tornados (FEMA DR-4058) 2012 $2,500,000 Hurricane Ida (FEMA DR-4611) 2021 TBD Hurricane Irene (FEMA DR-4024) 2011 $4,500,000 Hurricane Zeta (FEMA DR-4576) 2020 $23,000,000 Alabama Tornados (FEMA DR-1971) 2011 12010 $25,000,000 Hurricane Sally (FEMA DR-4563,4564) 2020 $180,000,000 Iowa Flooding (FEMA DR-1763) $1,640,325 Hurricane Laura (FEMA DR-4559) 2020 $48,000,000 MA Snow Storm (FEMA DR-1813) 2009 $896,475 Hurricane Dorian (FEMA DR-4465) 2019 $5,000,000 Hurricane Ike (FEMA DR-1791) 2008 $445,504,160 Hurricane Michael (FEMA DR-4399, 4400) 2018 $40,000,000 Hurricane Gustav (FEMA DR-1786) 2008 $19,374,540 Hurricane Florence (FEMA DR-4393, 4394) 2018 $12,000,000 Hurricane Dolly (FEMA DR-1780) 2008 $17,241,000 Hurricane Maria (FEMA DR-4339) 2017 TBD Missouri Ice Storm (FEMA DR-1676) 2007 $31,523,000 Hurricane Irma (FEMA DR-4337, 4338) 2017 $100,000,000 New York Winter Storm (FEMA DR-1665) 2006 $20,700,000 Hurricane Harvey (FEMA DR-4332) 2017 $20,000,000 Hurricane Wilma (FEMA DR-1609) 2005 $214,491,000 Hurricane Matthew (FEMA DR-4283-86) 2016 $100,000,000 Hurricane Rita (FEMA DR 1606) 2005 $96,000,000 Louisiana Severe Flooding (FEMA DR-4277) 2015 $65,000,000 Hurricane Katrina (FEMA DR 1602-1604) 2005 $914,304,040 t h o m p s o n 2_3 CONSULTING SERVICES FIRM'S EXPERIENCE Grant Funds Grant Funds Disaster Year Administered Disaster Year Administered SC Severe Flooding (FEMA DR-4241) 2015 $35,000,000 Hurricane Ivan (FEMA DR-1551) 2004 $243,332,500 Winter Storm Pandora (FEMA DR-4211) 2015 $750,000 Hurricane Frances (FEMA DR-1545) 2004 $5,000,000 Winter Storm Pax (FEMA DR-4166) A 2014 $200,000,000 Hurricane Charley (FEMA DR-1539) 2004 $97,085,850 Thompson's clients benefit from our long and consistent history in providing disaster response and recovery services through the incorporation of program management best practices gained over the years and understanding of current federal disaster recovery guidelines and procedures. State of Florida Experience *5 Thompson's consultants have responded to disaster incidents in the State of Florida since Hurricane Charlie in . Recently, Thompson has provided debris federally declared removal monitoring and grant consulting services to Florida clients following FL responses since Hurricane Matthew in 2016, Hurricane Irma in 2017, Hurricane Michael in 2018 2014, Hurricane Sally in , and Hurricane Ian in Z022. 4182 Since 2010, Thompson has responded to federally declared disaster incidents in the State of Florida and supported local and state clients in monitoring and state and local documenting nearly million cubic yards of disaster debris. We are well clients supported positioned to work closely with the County, the Florida Division of Emergency Management (FDEM), Florida Department of Transportation and the Florida 32 Department of Environmental Quality to implement a compliant and efficient disaster debris removal monitoring program. million cubic yards of debris documented Past Performance Prior Experience with Collier County Thompson has served as a stand-by debris removal monitoring services provider for the County since 201' and has maintained operational readiness in the event that the County is in need of our services. Thompson has previously been activated by the County to perform debris monitoring services following Hurricane Irma in 2017. Following the devastating impacts of Hurricane Irma, Thompson was able to deploy resources and personnel immediately following a notice to proceed from the County and begin debris removal monitoring operations in County maintained parks and facilities. Thompson monitored and documented the removal of over cubic yards of debris as well as over hazardous and hanging limbs, trees, and stumps. Thompson understands the unique challenges and programs the County may face in the event of a future disaster. We are prepared to continue to provide disaster debris removal monitoring services to the County and strive to continually meet the service expectations the County has established. Prior Similar Experience The following select project examples highlight our experience and capabilities performing similar services to the scope of work requested by the County and include several recent examples that t h o m p s o n 2_4 CONSULTING SERVICES FIRM'S EXPERIENCE demonstrate our experience and ability to guide local governments to meet the FEMA Public Assistance Program eligibility requirements for debris removal and monitoring. In addition, many of these projects provide evidence of our ability to perform damage assessment, right- of-way monitoring, hazardous leaner/hanger removal, private property debris removal (PPDR), disposal site monitoring, solid and hazardous waste management, and FEMA reimbursement. Escambia County, Florida Sept. 2020 - Mar. 2021 Hurricane Sally Debris Removal Monitoring Debris Quantity: 4,400,000 CY 2020 Hurricane Sally: Thompson has maintained a stand-by debris monitoring services contract with Escambia County since 2018. Since then, Thompson has supported the County in planning and preparedness efforts through the update of the County's Debris Management Plan in 2019 and assistance in developing scope of work materials for the County's debris hauler procurement. Thompson assisted Escambia County with their debris removal operations and FEMA PA activities following the impacts of Hurricane Sally. Thompson immediately responded to the County following the passing of Hurricane Sally to begin on -boarding and training local residents as debris removal monitors. Concurrently, Thompson's management team was present at the County's EOC and worked with the County to perform damage assessments and develop detailed debris and budget estimates, formalize a disaster specific collection and disposal plan including the selection and permitting for temporary debris management sites county -wide, and solicit final pricing from the County's pre -qualified debris management contractors for evaluation and award. The County selected three (3) debris management contractors and operations were divided among three separate zones. All equipment was certified, and debris removal tracked and reported using Thompson's Automated Debris Management System, the Thompson Data Management Suite (TDMS). TDMS allowed the County access to real-time reporting, live mapping and a variety of program and budget management tools through the Client Portal. Overall, Thompson monitored, documented, and substantiated reimbursement for the removal of 4.4M cubic yards of debris and 86,948 hazardous limbs and trees. City of Daytona Beach, Florida 2016, 2017, 2022 Debris Removal Monitoring & FEMA Grant Management Support Debris Quantity: 790,000 CY 2022 Hurricane Ian: Thompson was activated by the City of Daytona Beach (City) to provide disaster debris monitoring services following the impacts of Hurricane Ian. The City suffered from extensive wind damage and storm -surge impacting sea walls. Thompson was able to mobilize immediately deploying personnel and equipment to begin debris removal operations including right-of-way debris removal and the removal of hazardous leaning trees and hanging limbs. Throughout project operations, Thompson monitored the removal of over 343,000 cubic yards of debris and 3,450 hazardous trees and limbs from the City. 2017 Hurricane Irma: Following Hurricane Irma, the City once again activated Thompson to provide disaster debris removal monitoring and FEMA PA services. Thompson immediately began coordinating with the City's debris removal contractor to determine crew configurations and onboarding local residents for debris removal monitor positions. Thompson monitored and documented the removal of over 117,077 cubic yards of debris, completing operations in less than three months. 2016 Hurricane Matthew: Thompson assisted the City with their debris removal operations and FEMA PA activities following the devastating impacts of Hurricane Matthew. Thompson immediately responded to the City following the passing of Hurricane Matthew to begin on -boarding and training local residents as debris removal monitors. Over all, Thompson monitored, documented, and substantiated reimbursement for the removal of 330,000 cubic yards of debris. In addition, Thompson has assisted the City with the identification of t h o m p s o n 2_5 CONSULTING SERVICES FIRM'S EXPERIENCE eligible projects, provided FEMA policy and process guidance, and continues to provide hands-on support to prepare and review documentation and FEMA project worksheets. Thompson's FEMA PA consultants have a seven-year history of performance with the City. DDMP Update: In 2015 the City Public Works Department contracted Thompson to assist in updating their existing Disaster Debris Management Plan to meet current FEMA guidelines. The updated DDMP defines debris management roles and responsibilities and policies and procedures the City will refer to following a debris generating incident. Thompson also conducted validity assessments of the City's pre -identified temporary debris management site locations. Terrebonne Parish, Louisiana Disaster Debris Removal Monitoring & PPDR 2012, 2019, 2020, 2021 Debris Quantity: 2,883,000 CY 2021 Hurricane Ida: Following the devastating effects of Hurricane Ida, Thompson was once again activated by the Parish to monitor debris removal efforts. The Parish performed various debris removal operations including right-of-way debris removal, private property debris removal and program administration, hazardous leaning/hanging trees and limb removal, and waterway/marine debris removal. Overall, Thompson monitored the removal of over 2.7 million cubic yards of debris from the Parish. 2020 Hurricane Zeta: In October 2020, Hurricane Zeta produced extremely strong winds and heavy rains causing severe damage to the Southeastern United States. The Parish activated Thompson's stand-by debris monitoring contract to support right-of-way debris removal operations throughout the Parish. Thompson was able to quickly mobilize and perform expeditious and efficient monitoring of the removal of over 12,000 cubic yards of debris from the Parish. 2019 Hurricane Barry: Following Hurricane Barry, the Parish activated Thompson to assist in monitoring and documenting debris removal efforts. Thompson immediately mobilized to the Parish and began implementing debris removal monitoring operations. In just two weeks, Thompson substantiated nearly 52,000 cubic yards of debris and assisted the Parish in a swift and efficient recovery operation. 2012 Hurricane Isaac: After Hurricane Isaac made landfall, Thompson immediately responded to Terrebonne Parish by deploying a field management team to train and on -board local residents to monitor and document emergency push and debris removal operations. As Isaac's eye passed over the Parish, high winds and heavy rainfall generated debris and downed trees and power lines throughout the Parish. Thompson worked with Terrebonne Parish on an expedited debris removal schedule, and after close coordination with the Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP), Louisiana Department of Environmental Quality (LDEQ), and FEMA, completed emergency time and materials as well as ROW debris removal in less than 30 days. In addition, Thompson assisted the Parish with the development and implementation of a leaner hanger program in Parish parks. Thompson managed and documented the removal of nearly 56,000 CY of debris in order to satisfy FEMA and State reimbursement requirements. Solid Waste Authority of Palm Beach County, Florida Oct. 2016 - Feb. 2018 Hurricane Debris Removal Monitoring Debris Quantity: 2,300,000 CY 2017 Hurricane Irma: In preparation for the potential impacts of Hurricane Irma, a strong Category 4 hurricane, the Solid Waste Authority of Palm Beach County decided to activate its stand-by debris removal monitoring contract with Thompson. Following the passing of the storm and the allowance for safe reentry into the County, Thompson quickly mobilized to begin documenting debris removal efforts throughout the County. Thompson monitored debris removal in over 18 communities within the County, as well as documenting all disposal loads brought to the SWA's landfills. Over 2 million cubic yards of debris was documented by Thompson. t h o m p s o n 2_6 CONSULTING SERVICES FIRM'S EXPERIENCE 2018 Hurricane Matthew: When Hurricane Matthew brushed Palm Beach County in 2016, the Solid Waste Authority of Palm Beach County (Authority) did not immediately elect to activate their emergency debris removal contracts. When the Authority made the decision to supplement their franchise haulers debris removal capacity and activate its emergency disaster debris removal contractor, Thompson mobilized within 24 hours with experienced debris management personnel and full Automated Debris Management System (ADMS) capabilities. Within two weeks of activation, Thompson monitored the removal of 14,500 cubic yards of vegetative debris, with an emphasis on providing relief to hot spots within the County identified by the Authority and its customers. Thompson continues to support the Authority's recovery efforts with FEMA reimbursement support for contractor costs incurred as a result of Hurricane Matthew. Mobile County, Alabama Sept. 2020 - Apr. 2021 Disaster Debris Removal Monitoring Debris Quantity: 533,400 CY Thompson has a long history of supporting the County during disaster recovery efforts following some of the most devastating disaster events to impact the United States. Thompson provided disaster response and recovery services to the County following Hurricane Katrina in 2005 which resulted in the removal of over 785,000 cubic yards of debris throughout the County. 2020 Hurricane Sally & Zeta: Thompson was activated by the County to perform disaster debris removal monitoring services following Hurricanes Sally and Zeta in 2020. Thompson coordinated closely with the County and their debris removal hauler to monitor and document the removal of over 270,400 and 263,000 cubic yards of debris from Hurricanes Sally and Zeta respectively. Additionally, Thompson monitored the removal of over 45,000 hazardous leaning and hanging limbs and trees from the County. City of Fort Lauderdale, Florida Sept. — Dec. 2017 / Apr. 2020 — Present Hurricane Irma Debris Removal Monitoring / PPDR Debris Quantity: 460,000 CY Thompson has maintained a stand-by debris monitoring contract with the City of Fort Lauderdale (City) for over five years prior to being activated following Hurricane Irma in September of 2017. During that time, Thompson performed annual debris training and disaster response process reviews with the City in order to maintain a high level of operational readiness should our debris monitoring team ever be needed to respond. 2020 COVID-19: Thompson is currently supporting the City of Fort Lauderdale with its recovery of grant funds to support the City's COVID-19 pandemic response efforts. This includes Category B costs related to the Cit' ys labor, equipmentd , an material use for pandemic response costs as well as the establishment of temporary non -congregate shelters. Thompson has maintained an active knowledge of the disaster -specific guidance issued by FEMA for the COVID- 19 declarations and continues to support the City as FEMA mobilizes to begin administering its PA program. Additionally, Thompson is coordinating with the City to identify its expenditures and potential grant funding opportunities, such as those available through the US Department of Health and Human Services (HHS) and the Center for Disease Control (CDC). 2017 Hurricane Irma: In advance of Hurricane Irma, the City activated Thompson's contract, and Thompson deployed a response team to the City immediately following passage of Hurricane Irma. Thompson began debris operations immediately with over 75 field staff ready due to our pre -deployment of resources. Thompson monitored the removal of over 460,000 cubic yards of vegetative, construction and demolition debris, as well as the removal of hazardous limbs from 12,000 trees and the complete removal of over 400 hazardous leaning trees. Thompson also worked closely with the City and its stakeholders to obtain approval for, and implement a FEMA approved private property debris removal program that has resulted in the removal of debris from private property and gated communities. t h o m p s o n 2_7 CONSULTING SERVICES FIRM'S EXPERIENCE Furthermore, high wind and storm surge displaced nearly 60,000 cubic yards of beach sand onto A1A, City sidewalks, City parking lots, and other facilities including picnic areas and volleyball courts. The sand on A1A was pushed back to the beach entrances and onto the sidewalks during the emergency push, leaving massive 10- foot piles of sand covering the iconic Fort Lauderdale Beach wave wall. Within hours of a notice to proceed, Thompson began coordinating with the City, County, FDEP and FEMA to begin emergency sand recovery and screening to remove the large piles and return the sand to the beach. Thompson coordinated with the Contractor to ensure project completion within an expedited debris removal schedule that allowed the City to quickly recover from the costly environmental and economic impacts of Hurricane Irma. Aransas County, Texas Hurricane Harvey Debris Removal Monitoring Sept. 2017 — Dec. 2018 Debris Quantity: 2,775,000 CY 2017 Hurricane Harvey: Following the devastating impacts of Hurricane Harvey, Aransas County selected Thompson to assist in implementing and properly documenting debris removal operations throughout the County. Thompson was selected by the County for these services and immediately began project operations following a notice to proceed. Working closely with thy County and their designated debris removal contractor, Thompson, to date, has substantiated over 2.7 million cubic yards of right-of-way debris removal and nearly 75,000 cubic yards of special program debris removal from private property and parks collection. Hillsborough County, Florida Hurricane Ian Debris Removal Monitoring Oct. 2022 — Feb. 2023 Debris Quantity: 669,650 CY Thompson has maintained a stand-by debris monitoring contract with the County since 2020 before being activated following Hurricane Ian in September of 2022. During that time, Thompson maintained a high level of operational readiness should our debris monitoring team ever be needed to respond. 2022 Hurricane Ian: Hurricane Ian was one of the deadliest hurricanes to impact the State of Florida and caused widespread flooding and extensive damage. Hillsborough County was impacted due to tornadoes and high winds causing large amounts of debris and infrastructure damage. Thompson was called upon by the County to provide debris removal monitoring and recovery services and was able to respond immediately. Overall, Thompson substantiated the removal of over 669,650 cubic yards of debris from the County. Additionally, Thompson has monitored the removal of over 300 hazardous limbs and trees throughout the County. Kentucky Transportation Cabinet Aug. 2022 - Present / May 2021 - Nov. 2021 Debris Removal Monitoring Debris Quantity: 332,000 TN / 1 1 1,000 CY / 250,000 TN 2022 Severe Storms & Flooding: Following severe storms in August, the Commonwealth suffered extreme flooding, landslides and mudslides producing large quantities of vegetative and construction debris. Thompson was able to respond to the KYTC immediately and mobilized personnel and equipment resources to begin debris removal monitoring operations. Thus far, Thompson has substantiated the removal of over 332,000 tons of debris from the Commonwealth. 2021 Severe Winter Storms: In early 2021, the Commonwealth of Kentucky was affected by severe winter storms which generated widespread amounts of debris across multiple counties. The KYTC activated its stand-by Master Services Agreement (MSA) with Thompson to monitor debris removal operations. The MSA serves all twelve (12) highway districts within the Commonwealth, and Thompson was tasked with providing services in sixteen (16) counties across four (4) affected districts. Thompson implemented our ICS response structure to respond immediately by mobilizing equipment and staff, including approximately 81 temporary debris monitors to begin monitoring all debris removal efforts. Each district had unique operational needs, some requiring distinctive substantiation and reporting by separate t h o m p s o n 2_8 CONSULTING SERVICES FIRM'S EXPERIENCE pieces of contractor equipment and hours logged operating this equipment. Thompson was able to work hand - in -hand with the district to provide these unique reporting parameters ensuring successful and efficient debris removal efforts. Throughout all counties, Thompson monitored the removal of over 2,100 hazardous leaning/hanging limbs and trees, and over 111,000 cubic yards and 250,000 tons of vegetative debris. City of Deland, Florida Debris Removal Monitoring & FEMA PA Support 2016, 2017, 2022 Debris Quantity: 213,300 CY 2022 Hurricane Ian: Thompson was activated by the City to provide disaster debris monitoring services following the impacts of Hurricane Ian. The City suffered from wind damage and extensive flooding from increased rainfall. Thompson was able to mobilize immediately deploying personnel and equipment to begin debris removal operations including right-of-way debris removal and the removal of hazardous leaning trees and hanging limbs. Throughout project operations, Thompson monitored the removal of approximately 60,000 cubic yards of debris and over 640 hazardous trees and limbs from the City. 2017 Hurricane Irma: Following Hurricane Irma, the City activated Thompson's stand-by disaster debris removal monitoring contract, and Thompson immediately began coordinating with the City and onboarding local residents for debris removal monitor positions. Thompson monitored and documented the removal of over 112,850 cubic yards of debris, as well as the removal of hazardous limbs from 1,900 trees completing operations in less than four months. 2016 Hurricane Matthew: Thompson assisted the City with their debris removal operations and FEMA PA activities following the devastating impacts of Hurricane Matthew. Thompson immediately responded to the City to begin on -boarding and training local residents as debris removal monitors. Overall, Thompson monitored, documented, and substantiated reimbursement for the removal of 44,000 cubic yards of debris and 177 hazardous tree limbs in under 45 days. Staff Overview Thompson's staff of consultants is amongst the most educated, qualified, and dynamic in the industry. Our personnel are disaster recovery and response experts, 70+ business, and financial consultants; registered professional engineers, geologists, and surveyors; scientists; and technical professionals in the following disciplines: years of civil, structural, environmental, geotechnical, hydraulic, mechanical, and electrical experience engineering. Thompson has over multi -disciplined personnel on staff with diverse qualifications that can be drawn upon to address any project needs. Proposed Project Organization Thompson is committed to staffing the County's debris monitoring services requirements in accordance with the management staffing and key personnel proposed herein. As requested, an organizational chart graphically presenting Thompson's proposed project staffing and key personnel has been provided in Section 3, Capacity of the Firm. JON HOYLE will serve as the Principal -in -Charge for the County and provide support as needed to ensure project operations are in accordance with the County's expectations. Mr. Hoyle has over nineteen years of experience providing management and oversight for disaster response and recovery efforts and grant writing administration / program management throughout the Nation. He has managed 75 projects under contracts that total over $2.5 billion in grant administration and recovery efforts that required the t h o m p s o n 2_9 CONSULTING SERVICES FIRM'S EXPERIENCE mobilization of over 5,000 field and professional personnel over the past 10 years. His programmatic experience includes FEMA-PA, FHWA-ER, NRCS-EWP, HUD-CDBG, FEMA-HMGP, and others. SIMON CARLYLE will serve as the Client Liaison for the County and serve as a direct point of contact to address the County's needs throughout the term of the contract. Mr. Carlyle has over sixteen years of experience working with state and local governments providing disaster debris removal monitoring services. He has responded to over 30 disaster incidents and has extensive knowledge of federal, state, and local policies and reimbursement guidelines. OLIVER YAO will serve as the Project Controller for the County to oversee contractual requirements and budget expectations. He will also make certain project operations are implemented in accordance with the contract and task order(s) issued by the County. Mr. Yao has sixteen years of experience providing program management and oversight of disaster response and recovery projects throughout the Nation. DON GRAINGER will serve as the Project Manager for the County overseeing day-to-day operations of the project as well as working closely with the County's debris hauler to coordinate crew requirements and scheduling. Mr. Grainger has over six years of experience managing debris removal programs. His experience includes serving as a project manager during the Baldwin County, Alabama debris removal monitoring mission following Hurricane Sally, which accounted for the collection and documentation of over 1.7 million cubic yards of debris. DANNY GARDNER will serve as the Data Manager for the County. Mr. Gardner has served as a data manager, program manager and grant management consultant for multiple federally funded grant programs on projects totaling approximately $2 billion. His extensive understanding of the eligibility requirements, federal regulations and policies across many federal grant programs allows clients to maximize disaster recovery and mitigation reimbursement. COREY THOMAS will serve as the FEMA Public Assistance Liaison and work directly with the County to oversee the financial recovery of all eligible costs associated with FEMA PA, HUD CDBG-DR, HHS and CDC funded activities. Mr. Thomas has assisted more than 80 communities following presidentially declared disasters and emergencies to recover more than $1.5 billion in federal grant funding. He has served state and local governments including Sevier County and the City of Gatlinburg, Tennessee, the South Carolina Department of Transportation (SCDOT), Palm Beach County, Florida, Tuscaloosa, Alabama, and dozens of other jurisdictions. NICOLE LEHMAN will serve as the Planning and Preparedness lead for the County. Ms. Lehman has fourteen years of disaster response and recovery experience. She is well versed in the programs, agencies, procedures, and regulations involved in successfully running disaster debris management operations. Recently Ms. Lehman served as a Project Manager for the Lee County, Florida, debris mission following Hurricane Ian. In addition, Ms. Lehman provides annual training to many of our clients regarding debris removal monitoring operations and FEMA policy guidance. PATRICK GARDNER will provide GIS and mapping support to the County. Mr. Gardner has over nine years of experience and has supported recovery operations in this capacity for several large-scale, multi- state, region, and municipal disaster incidents. He is well versed in ESRI ArcGIS applications and utilizing geospatial data to convey project operations and progress. Mr. Gardner is also a Federal Aviation Administration Certified Remote Pilot for Small Unmanned Aircraft. t h o m p s o n CONSULTING SERVICES FIRM'S EXPERIENCE WES HOLDEN Mr. Holden has eighteen years of experience providing data management and disaster recovery software application development for disaster response and recovery efforts throughout the United States for a broad range of local and state government clients. The following table further summarizes the background and experience of our key personnel and outlines our staff's extensive experience managing and monitoring projects of all size and scale, including many resulting in the documentation of over 1,000,000 cubic yards on behalf of local and state governments. (ey per- -e. -, ween proviu in rxnivic z Table 2-2: Summary of Project Team Experience Name, Education, Background Representative Experience Jon Hoyle Principal -in -Charge MBA — Finance/Management 19 Years of experience Simon Carlyle Client Liaison 16 Years of experience Oliver Yao Project Controls — Escambia County, FL-3,700,000 CY — South Carolina DOT — 3,000,000 CY — Puerto Rico DOT — 1,000,000 CY — Aiken County, SC— 1,500,000 CY — Lee County, FL— 2,300,000 CY — Harris County, TX— 2,500,000 CY — Calcasieu Parish, LA— 6,700,000 CY — Pinellas Co, FL— 380,000 CY — City of Lake Charles, LA — 3,400,000 CY — Sarasota Co, FL — 288,000 CY — Baldwin Co, AL-4,400,000 CY — Beaufort Co, SC— 1,700,000 CY MS — Management & Finance — Beaufort Co, SC — 1,700,000 CY — Hidalgo Co, TX — 187,000 CY — Baldwin Co, AL-4,400,000 CY — Hamilton Co, TN—408,000 CY 16 Years of experience — Bay County, FL—1,200,000 CY — Linn Co, IA — 1,100,000 CY Don Grainger Project Manager — Beaufort Co, SC—1,700,000 CY — Miami Dade Co, FL — 3,500,000 CY 7 Years of experience — Hamilton Co, TN — 408,000 CY — Harris Co, TX — 1,100,000 CY — Baldwin Co, AL — 4,400,000 CY — Dorchester Co, SC — 32,000 CY Corey Thomas FEMA Public Assistance Liaison MBA — Finance/Management — City -Parish E Baton Rouge — 2,000,000 CY — South Dakota — $60,000,000 — South Carolina DOT — $37,000,000 — Hurricane Alex — $3,500,000 14 Years of experience — Alabama Tornados — $25,000,000 — Hurricane Ike — $445,000,000 Danny Gardner Data Manager MBA — Finance/Management — SWA Palm Beach Co — 2,300,000 CY — Alabama DOT — 870,000 CY 14 Years of experience — Chatham Co, GA—1,400,000 CY — South Carolina DOT — 31000,000 CY — Baton Rouge, LA—1,800,000 CY — Escambia County, FL — 3,700,000 CY Nicole Lehman Planning and Preparedness BA— Psychology & Spanish — Puerto Rico DOT— 400,000 CY — Chatham Co, GA-1,400,000 CY 14 Years of experience — Fort Lauderdale, FL — 460,000 CY — Daytona Beach, FL — 330,000 CY — St. Augustine, FL-83,000 CY — Escambia County, FL-3,700,000 CY Wes Holden ADMS Deployment BS — Mgmt. Info. Systems — SWA Palm Beach Co — 2,300,000 CY — Alabama DOT — 870,000 CY 18 Years of experience — City -Parish E Baton Rouge — 2,000,000 CY — Chatham Co, GA—1,400,000 CY — South Carolina DOT — 3,000,000 CY — Aiken County, SC — 1,500,000 CY Patrick Gardner GIs / Environmental MS — Fisheries & Aquatic Sciences — Gadsden County, FL — 900,000 CY — Chatham Co, GA—1,400,000 CY BS — Marine Science — SWA Palm Beach Co, FL — 3,200,000 CY — Baton Rouge, LA — 1,800,000 CY 9 Years of experience — Fort Lauderdale, FL-400,000 CY — South Carolina DOT — 3,000,000 CY Professional Licenses and Certifications / Training Courses Thompson believes it is critical to educate our staff and provide them with the credentials that are recognized by the federal, state, and local emergency management community. Many of our staff members are credentialed with some combination of the certifications provided in the table below. t h o m p s o n 2 —11 CONSULTING SERVICES FIRM'S EXPERIENCE Also, many of our project management consultants hold various Occupational Safety and Health Administration (OSHA) certifications for safety and other project related activities. Table 2-3: Staff Certifications & Training Agency/Course Certification Title FEMA IS 1 _ Emergency Program Manager, an Orientation to the Position FEMA IS 30 Mitigation eGrants System for the Subgrant Applicant FEMA IS 31 Mitigation eGrants System for the Grant Applicant FEMA IS 100a Introduction to the Incident Command System FEMA IS 120a An Introduction to Exercises FEMA IS 200b ICS for Single Resources and Initial Action Incident FEMA IS 208 State Disaster Management _ FEMA IS 208a State Disaster Management FEMA IS 230 Principles of Emergency Management FEMA IS 230a Fundamentals of Emergency Management FEMA IS 241 Decision Making and Problem Solving FEMA IS 242 Effective Communication FEMA IS 253 Coordinating Environmental and Historic Preservation Compliance FEMA IS 292 Disaster Basics FEMA IS 386 Introduction to Residential Coastal Construction FEMA IS 393a Introduction to Hazard Mitigation FEMA IS 430 Introduction to Individual Assistance FEMA IS 546 Continuity of Operations (COOP) Awareness FEMA IS 547 Introduction to Continuity of Operations FEMA IS 548 Continuity of Operations Manager FEMA IS 630 Introduction to Public Assistance FEMA IS 631 Public Assistance Operations FEMA IS 632 Introduction to Debris Operations in FEMA's PA Program FEMA IS 634 Introduction to FEMA's Public Assistance Program FEMA IS 700 National Incident Management System (NIMS) an Introduction FEMA IS 9 Section 508 Awareness This coursework and continuing education allows our employees to remain current with ever -changing policy while earning certifications that will provide them with credibility within the federal, state and local emergency management community. Key Personnel Qualifications Debris Removal Program- Thompson's proposed team of disaster response and recovery experts have responded to some the most devastating natural disasters to impact the United States in the last decade. Each team member has served in a variety of recovery operations roles and has real -world experience managing and supporting special disaster recovery programs to include right-of-way (ROW), private property/right-of- entry (ROE) work, waterways clean-up and reimbursement, leaning tree and hanging limb removal, hazardous material removal, vessel and vehicle recovery, asbestos abatement, data management and hauler invoice reconciliation and contracting, and FEMA appeals assistance. Thompson's consultants have experience with all of the following disaster recovery programs. t h o m p s o n 2_12 CONSULTING SERVICES Debris Removal Monitoring — Debris hauling vehicle certification (volumetric) — Right -of -Way debris collection — Debris management site operations — Leaning tree, hanging limb, and hazardous stump removal — Parks debris removal — Private property debris removal — Right -of -Entry (ROE) administration — Waterway debris removal monitoring — Beach and shoreline restoration — Data management — Document management — Progress reporting Special Services Debris Removal Programs FIRM'S EXPERIENCE — Contractor invoice reconciliation and payment recommendation — Vessel and vehicle recovery — Asbestos abatement — Health and safety monitoring — Multi -jurisdictional coordination/scheduling — Damage claim resolution — Disaster recovery monitoring with handheld devices — Hazardous material removal — GIS reporting — Cost recovery/grant applications Thompson's consultants consider special debris removal programs such as private property/right of entry work, waterways clean-up, demolition management, vessel, and vehicle recovery, etc. as service offerings that our clients expect following a disaster event. Thompson's consultants have extensive and unique experience with private property debris removal and demolition housing initiatives, including the management of many of the largest multi -phase, multi -property demolition and housing initiatives in the United States over the past ten years. In addition, Thompson has extensive waterway/coastal recovery experience, including waterway, wetland and beach sand removal and restoration monitoring. A sample of Thompson's extensive experience with special debris removal monitoring programs includes, but is not limited to: • New Mexico Department of Transportation: Acequia Debris Removal Program • Puerto Rico Infrastructure Financing Authority: Private Property Debris Removal and Demolition • City -Parish of East Baton Rouge: C&D, HHW, E-Waste, White Goods • SC Department of Transportation: Leaning Trees/Hazardous Limbs • New York City: Abandoned Vehicle Recovery • Hancock County: Animal Carcasses • Sevier County: Private Property Debris Removal • City of Tuscaloosa: Structural Demolitions • City of Gulfport: Food Waste • City of Fort Lauderdale: Beach Sand Removal and Restoration • Alabama State Port Authority: Wetland Debris Removal • Aiken County, South Carolina: Waterway Debris Removal Thompson has extensive experience working closely with various federal, state, and local agencies, including departments of transportation, environmental protection, FEMA, FHWA and the NRCS to monitor special debris removal programs. Disaster Cost Recovery and Reimbursement Processes Thompson's consultants are well versed in federal program compliance regulations and policy for FEMA and other federal agencies. Our consultants thoroughly understand the programs, policies, and t h o m p s o n 2-13 CONSULTING SERVICES FIRM'S EXPERIENCE regulations related to disaster reimbursement and will use this knowledge to aid in the recovery and reimbursement of all eligible debris and other related project costs. Thompson's goal is to promote an effective recovery in the most efficient amount of time while focusing on the end product of reimbursement though compliance with all applicable federal, state and local regulations. Public Assistance Program Consulting Services — Preliminary damage assessment (PDA) data management tool development (categories A-G) — Collection and compilation of PDAs — Applicant kickoff meeting facilitation — Debris staging site consultation (environmental, logistical, etc.) — Project worksheet development — Housing inventory damage assessment — Direct administrative cost (DAC) support — Damage site surveying (photography, GPS, condition reports, cost estimation, etc.) — Small/large project formulation and scoping — Alternate / improved projects — Section 406 mitigation consultation — Procurement assistance — Expenditure review/approval and reconciliation — EMMIE monitoring/support — FEMA appeals assistance Grant Application, Administration, and Management Thompson's experience in supporting recovery efforts for local and state governments spans three decades and accounts for the administration of more than $4.5 billion in federal grant funding. Our consultants can draw upon their knowledge and experience in working with over eight different federal grant funding agencies and 15 grant programs, including the following: • Federal Emergency Management Agency . Department of Housing & Urban Development Public Assistance (PA) — Community Development Block Grant — Hazard Mitigation Grant Program (HMGP) — Pre -disaster Mitigation (PDM) — Flood Mitigation Assistance (FMA) • Federal Highway Administration (FHWA) — Emergency Relief (ER) • Environmental Protection Agency (EPA) — HOME Investment Partnership Program • Natural Resources Conservation Service (NRCS) — Emergency Watershed Protection (EWP) • Small Business Administration (SBA) • Department of Agriculture (USDA) :xperlence and Knowleage of Environmental Requirements In addition to our disaster related debris removal monitoring and grant administration experience, Thompson stands fully equipped and prepared to assist the County as needed with services related to permitting, solid waste management, hazardous waste management, asbestos abatement, lead based paint testing and other environmental and engineering inspection requirements. Our Environmental Group was established in 1982 and is comprised of environmental engineers, water/wastewater engineers, geologists, biologists, NEPA specialists, GIS specialists, soils scientists, hazardous materials managers, asbestos and lead -based paint specialists, storm water and erosion control experts, safety professionals, inspectors, and technicians. Debris Management Planning Thompson has leveraged the lessons that we have learned from managing previous disaster debris programs as well as our strong regulatory knowledge and capabilities to develop several comprehensive debris management plans (DMP). Thompson works closely with our clients throughout the DMP t h o m p s o n 2-14 CONSULTING SERVICES FIRM'S EXPERIENCE development process to make certain the resulting plan is in accordance with the Federal Emergency Management Agency (FEMA) Public Assistance Program and Policy Guide and contains the components critical to the success of a debris removal operation. Though conceptually similar, Thompson understands that each DMP will vary to reflect the intricacies and needs of our clients. Our plan development process is scalable and flexible depending on the need for developing a new plan or updating an existing plan; or the need for selecting and validating potential debris management sites (DMS) or to have existing sites reviewed and permitted by specific state agencies. Typically, the geographic size, population characteristics, propensity for and type of disaster, and many other factors dictate the complexity of a DMP. Subcontractor Participation Viriya Consulting �t.. Thompson is proudly joined on this submittal by teaming partner Viriya Consulting (Viriya). Viriya is an emergency and grant management firm IRIYA as well as a Section 3 business concern that is headquartered in Joplin, Missouri. Viriya was founded in 2017 to assist the City of Joplin with their CDBG-DR recovery in response to the 2011 EF5 tornado that devastated the city. Viriya has expanded its capabilities to offer comprehensive emergency and grant management services with a cadre of more than 75 professional and technical staff servicing clients from coast to coast. Viriya provides leading market solutions at competitive rates, and their model is designed to address the individual needs of clients. Viriya aims to build relationships that foster a collaborative vision and drive toward achieving shared goals. As a subconsultant, Viriya Consulting will assist Thompson in providing grant management and financial oversight support. In this capacity, Viriya has extensive experience including but not limited to: HARRIS COUNTY, TX — HURRICANE HARVEY DISASTER RECOVERY: Virya provided grant administration, project management and financial oversight services on behalf of Harris County following Hurricane Harvey. Virya's team supported the development and submission of over 150 FEMA Public Assistance projects across four (4) County precincts and assisted in the obligation of reimbursement for over $90 million dollars through the FEMA PA program. Additionally, Viriya assisted the County develop and submit FHWA ER projects accounting for over $27 million dollars. MASSACHUSETTS EMERGENCY MANAGEMENT AGENCY — COVID-19 RECOVERY: Viriya provided project management, technical assistance, expense tracking, and reporting support to applicants across the Commonwealth in order to receive reimbursement for COVID-19 pandemic response and recovery. To maximize FEMA PA funding reimbursement, Viriya worked directly with over 75 applicants throughout the program lifecycle, from the submission of their Request for Public Assistance to project obligation. In total, Viriya assisted in project obligations totaling over $1 billion dollars. Resumes for proposed Viriya personnel have been included in Exhibit 2-2 following this section and their role has been graphically presented within the Organizational Chart in Section 3, Capacity of the Firm. t h o m p s o n CONSULTING SERVICES FIRM'S EXPERIENCE Experience & Knowledge of Federal, State & Local Emergency Management Our recent disaster recovery and debris monitoring experience in Florida, Georgia, Texas, South Carolina, Virginia, Louisiana, Mississippi, and Alabama demonstrates Thompson's ability to comply with application requirements of the FEMA Public Assistance Program and Policy Guide (PAPPG) for Debris Removal as well as other guidance documents and eligibility requirements issued by FEMA. Thompson closely monitors changes to FEMA policy and guidance so that we can make the appropriate changes to our own practices and procedures in order to best protect the clients we serve. For instance, our team is thoroughly versed and ready to implement the PAPPG which incorporates and supersedes language from other PA Program publications including FEMA 325, 327 and the 9500 Series. Thompson's consultants are well versed in federal program compliance regulations and policy for FEMA and other federal agencies. Although the guidance listed below is not exhaustive in nature, it is a sample of specific material which may shape the County's recovery. Our consultants understand the material contained in these documents and will use this to aid in the recovery and reimbursement of all eligible debris and other related project costs in conjunction with local regulations and existing agreements. Thompson's goal is to promote an effective recovery in the most efficient amount of time while focusing on the end product of reimbursement though compliance with all applicable federal, state and local regulations. • Local/state government debris management plan/standard operating procedures • Local/state government purchasing guidelines and manuals • Local government code of ordinances • Local memorandums of understanding or mutual aid agreements • FEMA Public Assistance Program and Policy Guide (FEMA PAPPG) • FEMA Damage Assessment Operations Manual (April 5, 2016) • OMB Circular A-87 — Cost Principles for State, Local and Indian Tribal Governments • OMB Circular A-133 — Audits of States, Local Governments and Non -Profit Organizations • 44 CFR Part 13 — Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments Thompson's approach to providing disaster debris monitoring services begins with the desired outcome at the forefront of what we do: document debris removal in a manner to ensure maximum grant reimbursement to our clients. Through past experience and lessons learned, we have been able to develop a fine-tuned and tested approach to efficiently and effectively meet or exceed the FEMA compliance regulation standards for maximum reimbursement to our clients. When dealing with disaster recovery and compliance with FEMA and other federal agency regulations, not many things can take the place of first-hand experience. Our debris monitoring and reimbursement procedures, tools and training methods are the results of a unique blend of theoretical and applied implementation strategies on real recovery projects. The County receives the benefits of past client successes which have been retained and included in our program knowledge base. By the same token, we have been able to actively morph our tools based on the ever - changing environment of debris monitoring and reimbursement assistance. t h o m p s o n 2-16 CONSULTING SERVICES EXHIBIT 2-1: STAFF EXPERIENCE MATRIX t h o m p s o n CONSULTING SERVICES STAFF EXPERIENCE MATRIX Thompson Consulting Services _ \ u - - i m = a o a N N �_ ,i E � �, o o E o ° o �� o yv m¢ �, c f0 �m c m c a cE a co a ca u cc 0 m= £ N "O i cc N C oE a� �c ac a =� •i E a as a- -- taE m Cubit �� c v �c d'- � - �'o N � E'o �� v•' ou .om ¢� Event/Client FEMA- DR Yardage/ Tonnage �m Oy, O° Yc m° � av � a �'o '�v f6v - m- " - 3m w� E W w EVENT TOTAL CUBIC YARDS-11,479,698 Altamonte Springs, FL 4673 20,613 Apopka, FL 4673 77,316 Bonita Springs, FL 4673 247,116 Casselberry, FL 4673 21,225 Clewiston, FL 4673 8,022 Cocoa, FL 4673 3,005 Daytona Beach, FL 4673 342,909 ♦ ' DeBary, FL 4673 57,507 ♦ ' Deland, FL 4673 55,929 ♦ ' Desoto County, FL 4673 569,372 ♦ ♦ ♦ ■ Ft. Myers, FL 4673 641,023 Ft. Myers Beach, FL 4673 756,295 ♦ ♦ ♦ ♦ ♦ ♦ ♦ _ Hendry County, FL 4673 41,132 Hillsborough County, FL 4673 669,652 ♦ ♦ ♦ ■ ♦ - Kissimmee, FL 4673 19,823 ♦ ♦ ♦ ! ♦ - LaBelle, FL 4673 13,697 ♦ ♦ ♦ _ ♦ - Lakeland, FL 4673 117,102 ♦ ♦ ♦ ♦ - Lee County FL Schools 4673 30,023 ♦ ♦ ♦ ■ ♦ - Lee County, FL 4673 5,743,776 ♦ ♦ ♦ ♦ - Ocoee, FL 4673 37,377 ♦ ♦ ♦ �♦ I ♦ - Orlando, FL 4673 82,079 ♦ ♦ ♦ ♦ - Ormond Beach, FL 4673 123,441 ♦ ♦ ♦ ■ I ♦ - Oviedo, FL 4673 33,706 ♦ ♦ ♦ I ♦ - Port Orange, FL 4673 297,678 ♦ ♦ ♦ ♦ �y ♦ - Sanibel, FL 4673 1,457,258 ♦ ♦ ♦ ♦ ♦ I ♦ - Wellington, FL 4673 3,387 ♦ ♦ ♦ ♦ ' Winter Garden, FL 4673 9,235 NEW MEXICO WILDFIRES 2022-2023 EVENT TOTAL TONNAGE - 49,552 NMDepartment ofTransportation 4652 49,552 KENTUCKY SEVERE STORMS & FLOODING EVENT TOTAL TONNAGE - 331,818 KY Transportation Cabinet 4663 331,818 EVENT TOTAL CUBIC YARDS - 542,050 USACE DRC 4630 433,857 Mayfield, KY 4630 108,193 �thompson Page l/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a) v > bo C 0 o L" ECL v VI o u ` a E O- 7 Ol u� 0 JZ O O C O N E > O > O Y O o N C — N C o N 0 "O a > N ° N N a m O. Ots 0 U N L E a E g N'� o w m Y" Lz 3 m c c._ E .� Eon ¢ In > ac° " m me E v 01 a0 v is O" uj ° c" c� mE 0° a 0, •`m n c o0 c o a rsc =� o .� E pa a c a o� a! aEi Cubic N ur i a)0 G.c �- " Lm d u.i cc t Ym ,> U .O m mm c„ 3o Yo vi 0 mE m O >E O '�E r- °= O U "_ Eo ¢ g Yardage/ a g / Event/Client FEMA- DR Tonnage UQ cccc2 0-2 0 �cc 0 m ac �z am dU Da �z HURRICANE • EVENT TOTAL CUBIC YARDS—11,760,000 Ascension Parish, LA 4611 469,000 City of Denham Springs, LA 4611 71,000 City -Parish of East Baton Rouge, LA 4611 922,000 Jefferson Parish, LA 4611 1,621,600 ♦ ♦ l LA Department of Transportation 4611 2,038,000 ♦ ♦ ' Livingston Parish, LA 4611 1,324,000 Town of Sorrento, LA 4611 9,400 St. Tammany Parish, LA 4611 2,530,000 ♦ ♦ ♦ ♦ - Terrebonne Parish, LA 4611 2,775,000 ♦ ♦ ♦ ♦ ♦ ♦ - ♦ SEVERE ••• STORMS EVENT TOTAL CUBIC YARDS — 42.800 Uty-F'anSh or Last Baton Kouge, LA Ascension Parish, LA EVENT TOTAL CUBIC YARDS—153,000 KY Transportation Cabinet 4592 153,000 ♦ ♦ ♦ ♦ - STORM SEVERE WINTER F EVENT TOTAL CUBIC YARDS — 64,000 City -Parish East Baton Rouge, LA 4590 64,000 STORMSEVERE WINTER F EVENT TOTAL CUBIC YARDS — 79,400 City of Corpus Christi, TX 4586 75,000 City of Pearland, TX 4586 4,400 ♦ , ♦ ♦ ♦ - HURRICANE ZETA 2020 EVENT TOTAL CUBIC YARDS—1,473,700 Jefferson Parish, LA 4577 143,000 Terrebonne Parish, LA 4577 12,000 City of Gautier, MS 4576 7,700 Jackson County, MS 4576 438,000 ♦ ♦ ♦ ♦ - City of Long Beach, MS 4576 112,000 ♦ ♦ ♦ ♦ - City of Pascagoula, MS 4576 42,000 ♦ ♦ ♦ ♦ - Clarke County, AL 4573 243,000 ♦ ♦ ♦ ♦ - City of Mobile, AL 4573 261,400 Mobile County, AL 4573 263,000 ♦ ♦ ♦ ♦ Pr Washington County, AL 4573 213,000 ♦ F STORMSEVERE WINTER F EVENT TOTAL CUBIC YARDS — 477,000 City of Norman, OK 4575 477,000 • • F EVENT TOTAL CUBIC YARDS — 77,221 — City -Parish East Baton Rouge, LA 4570 77,221 t h o m p s o n PAGE 2/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O N 0 v > bo C O. 0 CL o _ L" E v H o iJ ` E G 7 N O C O u C N E > O > > O E Y C o 7 w N C N'� f — N ' C o S'E N 0 "O a N > C N m O ° cc N N .� a O. m O. Dis 0 ¢ In N L E a y 2 m ° m e w E m 0 y^ Lz v a 3 `y �c c._ 0. E o Eon v c > a ac° o° a 0, " •`m n c o0 c o a m =� o .� E E pa is uj a c c" a c� o� mE a! Cubic aEi YvOi m ur i a)0 G.c '—' " Lm N O W z r Ym O '> E O o� " m O U '=E .O u� ¢ J2 Yardage/ g / a o� c� u¢ 3o Yo vi o a �` o m >E c '�E �w °� om "_ uV Eo O g �z Event/Client FEMA- DR Tonnage oOc� 0-2 cc a a` EVENT TOTAL CUBIC YARDS — 9,456,677 Escambia County, FL 4564 4,427,522 City of Gulf Breeze, FL 4564 98,600 AL Dept. of Transportation 4563 2,451,641 City of Gulf Shores, AL 4563 656,203 ♦ ' ♦ ♦ ■ City of Mobile, AL 4563 408,450 Mobile County, AL 4563 270,400 City of Orange Beach, AL 4563 644,782 ♦ ♦ ♦ S City of Spanish Fort, AL 4563 95,162 EVENT TOTAL CUBIC YARDS — 2,415,052 Grant Parish, LA 4559 1,186,807 Jefferson Davis Parish, LA 4559 215,825 City of Jennings, LA 4559 54,600 ♦ ♦ ♦ �� LA Dept. of Transportation 4559 139,000 ♦ ♦ ♦ ♦ - City of Natchitoches, LA 4559 31,600 ♦ ♦ ♦ ♦ - City of Pineville, LA 4559 36,700 ♦ ♦ ♦ ♦ - Vernon Parish, LA 4559 726,831 ♦ ♦ ♦ ♦ - Winn Parish, LA 4559 148,789 EVENT TOTAL CUBIC YARDS — 426,440 IA Dept. of Homeland Security and EM 4557 406,000 ♦ , ♦ ♦ _ City of Bertram. IA 4557 20,440 EVENT TOTAL CUBIC YARDS — 2,400 New Hanover County, NC TROPICAL O. D, 2019 4568 2,400 EVENT TOTAL CUBIC YARDS — 3,755 City of Beaumont, TX 4466 3,850L City of Liberty, TX 4466 3,755 EVENT TOTAL CUBIC YARDS—186,600 Currituck County, NC 4465 31,200 Dare County, NC 4465 155,400 EVENT TOTAL CUBIC YARDS — 87.359 IerreDOnne varlsn, LA City -Parish East Baton Rouge, LA EVENT TOTAL CUBIC YARDS — 4,392,415 Leon County, FL 4399 1,043,757 City of Tallahassee, FL 4399 427,650 Gadsden County, FL 4399 1,524,442 Jackson County, FL 4399 499,627 �thompson PAGE 3/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a)0 v > bo C o CL o Y" E v o u ` a E O. 7 " Ol u� 0 O i �+ O C C N > > > Y O 7 N C Vf - N \ S'E N "O N � C N O cc N N O. m O. O U E L O E O E o 2 N'� ° o o 0 a y^ > m �c ° E .� a Eon c O ¢ In N a y m m e w E m v Lz v o 3 v c._ O" c > ac° o° a0, " •`a o0 Mc o rsc o 01 E pa is .> ac c" c� mE v �r nc vY o'o a =� �� c "� 3> o� "a E o� �=E .O ;� CUBIC N O N� i cN 3a �- �o vi d 0 rE u.i t O >E O ',E U op °� O U "_ Eo ¢ J2 g Yardage/ g /oOc� a� o WW o m a`� �� o'm W m Ca` LLz Event/Client FEMA- DR Tonnage Tyndall Air Force Base, FL 4399 57,466 i ♦ ` Georgia Department of Transportation 4400 184,527 ♦ ♦ ■ ♦ r Thomas County, GA 4400 45,031 EVENT TOTAL CUBIC YARDS - TBD Town of Bogue, NC 4393 8,915 Carteret County, NC 4393 1,507,059 ♦ ♦ ' Cumberland County, NC 4393 1,319c ♦ ♦ ■ City of Jacksonville, NC 4393 269,383 ♦ ♦ ■ ♦ �♦ Dept. of Transportation, NC 4393 14,153c ♦ ♦ ■ Town of Swansboro, NC 4393 30,816 EVENT TOTAL CUBIC YARDS - 460,000 Dept. of Transportation, PR 4339 1,275,612 ♦ Nor- EVENT TOTAL CUBIC YARDS-12,000,000 City of Altamonte Springs, FL 4337 68,144 City of Bonita Springs, FL 4337 536,487 ♦ ♦ ♦ ■ ♦ _ City of Casselberry, FL 4337 31,317 ♦ ♦ ♦ ♦ - Citrus County, FL 4337 173,920 ♦ ♦ ♦ ♦ Hendry County, FL 4337 300,110 ♦ ♦ ♦ _ ♦ - City of Cooper City, FL 4337 153,376 ♦ ♦ ♦ ♦ - City of Crystal River, FL 4337 3,142 ♦ ♦ ♦ ♦ - City of Daytona Beach, FL 4337 117,077 ♦ ♦ ♦ ♦ - City of Deland, FL 4337 129,377 ♦ d ♦ ♦ ♦ - City of Delray Beach, FL 4337 173,674 ♦ ♦ ♦ ♦ - City of Flagler Beach, FL 4337 27,515 ♦ ♦ ♦ ♦ - City of Ft Lauderdale, FL 4337 647,519 ♦ ♦ ♦ ♦ - City of Ft Myers, FL 4337 331,986 Town of Ft Myers Beach, FL 4337 24,783 ♦ ♦ ♦ ♦ r Glades County, FL 4337 40,827 Hernando County, FL 4337 118,699 City of Hialeah, FL 4337 211,704 ♦ , ♦ ♦ r City of Inverness, FL 4337 10,238 ♦ ' ♦ ♦ ` City of Lake Mary, FL 4337 55,826 ♦ 9 City of Lakeland, FL 4337 260,084 City of Largo, FL 4337 54,992 Lee County, FL 4337 2,319,785 City of Leesburg, FL 4337 27,118 Leon County, FL 4337 37,619 City of Maitland, FL 4337 36,443 Manatee County, FL 4337 560,188 ♦ ♦ ■ City of Margate, FL 4337 94,506 City of Miami Springs, FL 4337 165,755 ♦ ♦ ♦ �♦ Thompson PAGE 4/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a)0 v > bo C 0 o Y" E v o u ` a E O. 7 " Ol u� 0 J? O i �+ O C O C N E > O > > O Y O o 7 N C N - N \ a o S'E N 0 "O a N > C N O ° C N N a O. m O. 0a 0 U N L E v E y 2 N'� ° w m y^ Lz 3 m �c c._ E .� Eon ¢ > ac° o° a0, " •`a o0 Mc m o m e rsc E o v 01 E v o pa v is O" .> da c c" c� mE aEi u r nc a) 0 G .c a " o =� L m 'o .� "' cc Y m 'o 3 m 'o o " o0 "a "_ o o� '= E 'o u� Cubic Yardage/ g / �� a c„ 3a '- �o � w ,c,E ^ r o >E E ',E 0� U" "= Eo ¢ a g Event/Client FEMA- DR Tonnage o� u¢ oOc��� o m a`� �� 0= d m ca` LL W City of Oak Hill, FL 4337 6,124 ♦ ♦ i City of Orange City, FL 4337 47,722 ♦ ♦ ■ City of Orlando, FL 4337 216,508 ♦ ♦ ■ City of Ormond Beach, FL 4337 157,371 City of Oviedo, FL 4337 39,208 City of Palm Bay, FL 4337 253,867 City of Stuart, FL 4337 17,851 ♦ ♦ ' Sumter County, FL 4337 116,322 ♦ ♦ ■ Solid Waste Authority Palm Beach Co 4337 3,035,786 ♦ ♦ ■ ♦ i City of Venice, FL 4337 12,817 IW- City of Vero Beach, FL 4337 69,897 ♦ ♦ ♦ 4 Volusia County, FL 4337 858,138 ♦ ♦ ♦ ` ♦ ♦ L Chatham County, GA 4338 100,889 hhL Georgia Department of Transportation 4338 27,559 2018 EVENT TOTAL CUBIC YARDS - 3,000,000 Aransas County, TX 4332 2,775,000 ♦ ,11110 IOU City of Beaumont, TX 4332 70,857 ♦ ♦ ♦ ♦ City of Lake Jackson, TX 4332 4,281 U Newton County, TX 4332 8,859 City of Santa Fe, TX 4332 22,690 ♦ ♦ ♦ ♦ - City of Texas City, TX 4332 22,400 EVENT TOTAL CUBIC YARDS - 676t City of Gatlinburg, TN 4293 404t Sevier County, TN 4293 272t ♦ MIN ♦ ♦ _ ♦ or EVENT TOTAL CUBIC YARDS OF DEBRIS - TBD City of Norfolk, VA 4291 29,000 City of Southern Shores, NC 4285 20,000 Dare County, NC 4285 96,000 City of Lumberton, NC 4285 26,000 SC Department of Transportation 4286 960,000 Chatham County, GA 4284 1,400,000 ♦ ' City of Effingham, GA 4284 11,000 ♦ 9 City of Pooler, GA 4284 17,000 Georgia Department of Transportation 4284 180,000 City of St. Augustine, FL 4283 83,000 City of Orange City, FL 4283 13,000 Elam City of Ormond Beach, FL 4283 170,000 City of Deland, FL 4283 57,000 City of Daytona Beach, FL 4283 330,000 ♦ ♦ ♦ ■ City of Palm Bay, FL 4283 99,000 Solid Waste Authority Palm Beach Co. 4283 14,000 ♦ ♦ ♦ �♦ Thompson PAGE 5/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a) v > bo C 0 CL o Y" E v VI o u ` a E O- 7 " Ol _ u� 0 y O i �+ O C C N > > > Y O 7 N C f — N ' S'E N "O N � C N O cc N N O. m O. O U E L O E O E o 2 N'� ° w o o 0 a y^ >• 3 m �c ° E .� a Eon c O ¢ In N a y m me E m 0 Lz va v c._ O" ° c" > ac° o° a0, " •`a nc o0 c o a rsc =� o 01 E pa is .> ac "a c� o� mE o 'o "' 'o 'o " o0 o 'o Cubic �� ° c„ 3a '- �o vi w ^ r o >E E ',E 0� U" "= Eo ¢ a g Yardage/ g / o� u°O¢ oOc� a2 o ,c,E �� o m a`�o'm d m ca` LLz Event/Client FEMA- DR Tonnage City of Vero Beach, FL 4283 27,000 STORMSSEVERE •OD EVENT TOTAL CUBIC YARDS OF DEBRIS -TBD (Projects Ongoing) City -Parish of East Baton Rouge, LA 4277 1,800,000 City of Denham Springs, LA 4277 250,000 STORMSSEVERE •OD EVENT TOTAL CUBIC YARDS OF DEBRIS - 44,736 Vernon Parish, LA 4263 7,706 Newton County, TX 4266 37,030 EVENT TOTAL CUBIC YARDS OF DEBRIS-120,000 SC Department of Transportation 4241 120,000 STORMSEVERE WINTER DO EVENT TOTAL CUBIC YARDS OF DEBRIS - 271,000 Putnam County, TN 4211 140,000 Fentress County, TN 4211 77,000 Overton County, TN 4211 54,000 ♦ ♦ ♦ ♦ E EVENT TOTAL CUBIC YARDS OF DEBRIS—144,000 City of Adamsville, AL 4176 22,000 City of Graysville, AL 4176 80,000 ♦ d ♦ ♦ �♦ City of Kimberly, AL 4176 20,000 Lee County, AL 4176 22,000 EVENT TOTAL CUBIC YARDS OF DEBRIS — 2,930,000 South Carolina DOT 4166 1,200,000 Georgetown County, SC 4166 105,000 Marion County, SC Williamsburg County, SC 4166 4166 25,000 40,000 Aiken County, SC 4166 1,500,000 Allendale County, SC 4166 60,000 EVENT TOTAL CUBIC YARDS OF DEBRIS — 950 Iberville Parish, LA (Waterways) 4080 950 EVENT TOTAL CUBIC YARDS OF DEBRIS —1,000 AL Port Authority (Wetlands) 4082 1,000 Town of Babylon, NY EVENT TOTAL CUBIC YARDS OF DEBRIS — 92,000 Terrebonne Parish, LA 4080 56,000 Thompson PAGE 6/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a) v > bo C o CL o Y" E v VI o u ` a E O. 7 " Ol _ u� 0 y J? O i �+ O C C N > > > Y O 7 N C f — N ' S'E N "O N G C N O cc in N O. m O. O U E L O E O E o 2 N'� ° w o o 0 a y^ > 3 m �c ° E .� a Eon c O ¢ In N a y m me E m 0 Lz va v c._ 0" ° c" > ac° o° a0, " •`a nc o0 Mc o a rsc =� o 01 E pa is 3> .> ac "a c� o� mE Cubic v �r a vY o'o '— o �� w 'o "' c r "� 'o 'o o� " o0 E o �=E 'o ;� a Yardage/ g / N� cN 3a �o vi rE >E ',E °� U" "_ Eo ¢ g Event/Client FEMA- DR Tonnage o� u¢ oOc��� o m a`�o'm W m Ca` LLz Denham Spring, LA 4080 9,000 Hancock County, MS 4081 23,000 Jackson County, MS 4081 4,000 EVENT TOTAL CUBIC YARDS OF DEBRIS — 465,000 Saluda Residency, Virginia DOT 4024 100,000 Petersburg Residency, Virginia DOT 4024 75,000 ' Ashland Residency, Virginia DOT 4024 200,000 , Chesterfield Residency, Virginia DOT 4024 15,000 ' ♦ ♦ ♦ i City of Portsmouth, Virginia 4024 50,000 ' Brunswick County, Virginia 4024 25,000 • 1• 1 EVENT TOTAL CUBIC YARDS OF DEBRIS — 450,000 City of Tuscaloosa, AL 1971 N/A Calhoun County, AL 1971 350,000 ♦ ' Alabama DCNR 1971 100,000 EVENT TOTAL CUBIC YARDS OF DEBRIS—18,944 City of Norman, OKI11 1926 18,944 0 ♦ _ ♦ 9 EVENT TOTAL CUBIC YARDS OF DEBRIS — 348,895 City of Nashville, TN [21 1909 275,540 City of Cedar Rapids, IA[21 1763 109,355 EVENT TOTAL CUBIC YARDS OF DEBRIS — 60,000 City of Chattanooga, TN N/A 60,000 EVENT TOTAL CUBIC YARDS OF DEBRIS — 59,765 Town of Spencer, MAT 1813 10,930 Town of Sterling, MAI11 1813 48,835 EVENT TOTAL CUBIC YARDS OF DEBRIS—12,275,208 City of Houston, TX111 1791 4,500,000 ♦ ♦ , ♦ ♦ R♦ Harris County, TX 111 1791 2,500,000 Galveston County, TX [31 1791 1,400,000 City of Baytown, TX 111 1791 1,000,000 ♦ ♦ ♦ ♦ ♦ ♦ _ Montgomery County, TX 111 1791 871,452 ♦ ♦ ♦ ♦ ♦ ♦ - Fort Bend County, TXI11 1791 415,000 ♦ ♦ ♦ ♦ ♦ ♦ - Town of Dauphin Island, ALM 1797 50,000 ♦ ♦ ♦' ♦ ♦ - Hardin County, TX I1] 1791 200,000 ♦ ♦ ♦ ♦ ♦ ' ♦ ! - City of Sugarland, TX 111 1791 125,000 ♦ ♦ ♦ ♦ ♦ ' ♦ - City of Missouri City, TX I�1 1791 97,238 EVENT TOTAL CUBIC YARDS OF DEBRIS — 968,727 t h o m p s o n PAGE 7/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a) v > bo C 0 CL o Y" E v VI o u ` a E O. 7 " Ol _ u� 0 y J? O i �+ O C O C N E > O > > O Y O o 7 N C f - N ' o o S'E N 0 "O a N G >• C N O ° cc in N a O. m O. c O U N L E a E y 2 N'� ° w m y^ Lz 3 m �c c._ E .� Eon ¢ In > ac° " m me E 0 01 va v is O" .> ° c" c� mE o° a0, •`a nc o0 c o a rsc =� o .� E pa ac "a o� Cubic aEi ur a a)0 G.c '- " o Lm w 'o "' z r Ym 'o '> 'o o� " o0 "_ o '=E 'o u� a Yardage/ g / �� c„ 3a �o vi ,c,E ^ o >E E ',E 0� U" "= Eo ¢ g Event/Client FEMA- DR Tonnage o� u¢ oOc� m a`�o'm d m ca` LLz Terrebonne Parish, LAM 1786 296,039 ♦ ♦ j St. Landry Parish, LA121 1786 225,000 ♦ ♦ ♦ ♦ ♦ ♦ ■ Iberville Parish, LAI�1 1786 179,185 ♦ ♦ ♦ ♦ ♦ i City of New Orleans, LA121 1786 136,559 City of Thibodaux, LA141 1786 78,820 ♦ ♦ ♦ �♦ St John the Baptist Parish, LAN 1786 53,124 EVENT TOTAL CUBIC YARDS OF DEBRIS - 612,0S0 Hidalgo County, TXI�1 1780 310,585 ♦ ♦ ♦ ♦ L♦ Cameron County, TXI�1 1780 301,465 IOWA FLOODING00 EVENT TOTAL CUBIC YARDS OF DEBRIS-200,000 City of Waterloo, IAI11 1763 200,000 STORMMIDWEST ICE 00 EVENT TOTAL CUBIC YARDS OF DEBRIS - 825,000 City of Norman, OKM 1735 750,000 City of Webb City, M0111 1736 75,000 1 •. 11 EVENT TOTAL CUBIC YARDS OF DEBRIS - 2,101,539 City of Springfield, MORI 1676 1,448,539 Io II, Greene County, M0121 1676 545,000 ♦ ♦ ♦ `♦ City of Lebanon, MOI�1 1676 108,000 BUFFALO SNO2006W STORM EVENT TOTAL CUBIC YARDS OF DEBRIS - 1,386,000 Town of Amherst, NY121 1655 800,000 Town of Tonawanda, NYI21 1655 200,000 ♦ ♦ ♦ ♦ . City of Lackawanna, NYI�1 1655 150,000 City of North Tonawanda, NYI�1 1655 100,000 Genesee County, NYI�1 1655 80,000 Erie County, NYI41 1655 50,000 Town of Alden, NYI41 1655 6,000 HURRICANE WILMA 00 EVENT TOTAL CUBIC YARDS OF DEBRIS - 8,579,640 Miami -Dade County, FLI�1 1609 Collier County, FL141 1609 3,000,000 932,000 ♦ ♦ ♦ ` City of Ft. Lauderdale, FL 121 1609 901,000 City of Hollywood, FL I�1 1609 600,000 ♦ ♦ ♦ ` Town of Davie, FL141 1609 593,789 ♦ ' City of Boca Raton, FL 141 1609 574,200 City of Plantation, FL 141 1609 366,551 ♦ ■ City of Parkland, FL 141 1609 244,910 ♦ ■ City of Weston, FL141 1609 244,395 ♦ ■ City of Cooper City, FL 141 1609 217,464 ♦ ■ City of Coral Gables, FL 141 1609 213,947 ♦ ■ Thompson PAGE 8/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a) v > bo C 0 CL o Y" E v VI o u ` a E O. 7 " Ol _ u� 0 y O i �+ O C O u C N E L > O E > > O E Y O o 2 7 N C N'� ° f — N ' o o S'E N 0 "O a y^ N � > C N m �c O ° E cc N N .� a Eon O. m O. c O ¢ In N ac° a " y m m e w E m v 01 Lz v o 3 v is c._ O" .> c c" c� > mE o° a0, ur •`a nc a)0 o0 Mc G.c o a " rsc =� o .� E z pa ac o� "a "_ o� '=E u� Cubic aEi a 3a '— �o o vi Lm w 'o "' ^ r o Ym 'o >E '> E 'o ',E " o0 0� o u "= 'o Eo ¢ a Event/Client FEMA- DR Yardage/ g / Tonnage �� o� c„ u¢ oOc� ,c,E m a`�o'm W m ca` g LLz Broward County, FL141 1609 204,105 City of Sunrise, FL141 1609 199,548 City of Oakland Park, FL141 1609 151,906 City of Miami Beach, FL141 1609 135,825 HURRICANE KATRINA 00 EVENT TOTAL CUBIC YARDS OF DEBRIS — 27,143,468 Hancock County, MS 141 1604 5,773,291 Jackson County, MS 141 1604 3,183,425 City of Gulfport, MS 1�1 1604 2,600,000 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ - Forrest County, MS 141 1604 2,496,933 ♦ ♦ - Jones County, MS 141 1604 1,961,427 ♦ ♦ - Harrison County, MS 111 1604 1,850,000 ♦ ♦ ♦ ♦ ♦ ♦ ♦ - Lamar County, MS 141 1604 1,533,579 - City of Pass Christian, MS 141 1604 1,484,288 ♦ ♦ - City of Pascagoula, MS141 1604 1,236,646 ♦ ♦ - Mobile County, AL 1605 789,658 ♦ ♦ ♦ - City of Mobile, AL 1605 728,469 ♦ d ♦ ♦ - George County, MS 141 1604 651,359 ♦ ♦ - Perry County, MS 141 1604 550,967 ♦ ♦ - Walthall County, MS141 1604 507,754 ♦ ♦ - City of New Orleans, LA121 1603 401,238 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ - Jefferson Parish, LA141 1603 397,770 ♦ ♦ - City of Slidell, LA 141 1603 153,165 ♦ J ♦ - City of Covington, LA 141 1603 143,919 ♦ ♦ - Lafourche Parish, LA141 1603 134,384 d Own Jasper County, MS 1604 131,251 ♦ ♦ ♦ 1W Town of Dauphin Island, AL 1605 94,037 City of Prichard, AL 1605 70,445 Clark County, MS 1604 90,134 City of Citronelle, AL 1605 48,423 City of Saraland, AL 1605 44,419 City of Satsuma, AL 1605 29,404 Choctaw County, AL 1605 26,409 City of Bayou Le Batre, AL 1605 18,336 ♦ ' City of Creola, AL 1605 7,719 City of Mt. Vernon, AL 1605 4,619 EVENT TOTAL CUBIC YARDS OF DEBRIS — 4.800.000 ietterson county, ix- Monroe County, FLI21 EVENT TOTAL CUBIC YARDS OF DEBRIS — 3,600,000 Santa Rosa County, FL h 1595 2,000,000 Escambia County, FL1�1 1595 1,200,000 ♦ ♦ ♦ �♦ Thompson PAGE 9/10 CONSULTING SERVICES STAFF EXPERIENCE MATRIX c O c O a)0 " > to C 0 CL o 2" E v o u ` a E O. 7 " N u� 0 O i �+ O C >_ N > > > Y O m N C f — N ' S'E N N am N O cc N N O. m O. O U E L O E O E o 2 N'� ° o o 0'O a y^ T m �c ° E .� a Eon ca O ¢ In N " y m me w E m v Lz "o 3 v c._ O c' c v c > `o a ac° o" a", " •`a o0 Mc o rsc o 01 E pa is .> "O c" c� mE aEi uY nc "Y G.c a " =� Lm .� ) (L 'o 3m 'o o— "_ " o� '=E 'o u� Cubic ° 3a '— o � "'o "' ^ r o >E E ',E " on 0` o U" "= Eo ¢ a Yardage/ g / �� o� c„ u¢ �o ,c,E o m a�o'm d m Ca` g LLz Event/Client FEMA- DR Tonnage oOc��� City of Pensacola, FL1�1 1595 400,000 HURRICANE IVAN 00 EVENT TOTAL CUBIC YARDS OF DEBRIS — 9,733,300 Escambia County, FL[�1 1551 7,681,500 ♦ ♦' City of Pensacola, Fl-R] 1551 1,343,000 ♦ ' Florida Dept. of Transportation['] 1551 708,800 ♦ ' EVENT TOTAL CUBIC YARDS OF DEBRIS — 200,000 City of Boca Raton, FL 1'] 1545 200,000 EVENT TOTAL CUBIC YARDS OF DEBRIS — 3,883,434 Charlotte County, FL[41 1539 1,870,669 City of Orlando, FL[�1 1539 1,035,500 ♦ ♦ ♦ ♦ ♦ a Orange County, FL[41 1539 977,265 [1] This work was completed by Beck Disaster Recovery's principal owners. Beck Disaster Recovery was acquired in 2009 and dissolved in 2011. Jon Hoyle, Thompson's President, served as the technical lead on this project. [2] This work was completed by Beck Disaster Recovery's principal owners. Beck Disaster Recovery was acquired in 2009 and dissolved in 2011. Nate Counsell, Thompson's Vice President, served as the technical lead on this project. [3] This work was completed by Beck Disaster Recovery. Beck Disaster Recovery was acquired in 2009 and dissolved in 2011. Nicole Counsell, Thompson's Grant Management Consultant, served as the technical lead on this project. [4] This work was administered by Asevotech for Ashbritt Environmental. Wes Holden, Thompson's Director of Operations, served as the technical data administration lead on this project. t h o m p s o n PAGE 10/10 CONSULTING SERVICES EXHIBIT 2-2: KEY PERSONNEL RESUMES t h o m p s o n CONSULTING SERVICES Jon Hoyle President FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 EDUCATION BA: International Relations MBA: Management and Finance t h o m p s o n CONSULTING SERVICES EXPERIENCE 18 years PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FEMA Hazard Mitigation Grant Program (404 and 406) FHWA ER Program CDBD Disaster Recovery CDBG Housing Mr. Hoyle has 18 years of experience providing management and oversight for disaster response and recovery efforts and grant writing administration / program management throughout the United States. He has managed 70 projects under contracts that total over $1.5 Billion in grant administration and recovery efforts that required the mobilization of over 5,000 field and professional personnel. PROJECT EXPERIENCE Escambia County, Florida, Hurricane Disaster Debris Removal Monitoring, 2020 Mr. Hoyle served as the principal -in -charge for Escambia County, Florida following Hurricane Sally. He was responsible for over -seeing cost controls for projects and maintaining contract obligations. Thompson provided FEMA reimbursement support as well as debris removal monitoring and substantiation for over 4M cubic yards of construction, demolition, and vegetative debris. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2017 - 2018 Hurricane Maria is regarded as the worst natural disaster on record to impact Puerto Rico. Following the devastating impacts of the storm Mr. Hoyle worked with DTOP to ensure proper procurement measures were in place to solicit and begin disaster debris removal and monitoring services. Ultimately, Thompson began performing debris monitoring services in three DTOP zones. Mr. Hoyle oversaw the establishment of project operations and is responsible for contract obligations and cost controls. Hurricane Irma, Disaster Recovery Operations, State of Florida, 2017 - 2018 Mr. Hoyle served as principal -in -charge during Thompson's state-wide mobilization in response to Hurricane Irma. Thompson conducted debris removal monitoring operations on behalf of 45 unique clients simultaneously. Mr. Hoyle was responsible for contract obligations and cost controls for all projects. Thompson provided debris monitoring and substantiation for more than 11.61M cubic yards of debris as a result of Hurricane Irma. Hurricane Matthew, Disaster Recovery Operations, Multiple States, 2016 - 2017 Mr. Hoyle served as principal -in -charge during Thompson's multi -state mobilization in response to Hurricane Matthew. Thompson conducted debris removal monitoring operations in five (5) states and 23 unique clients simultaneously. Mr. Hoyle was responsible for contract obligations, cost controls, and FEMA Category A&B reimbursement for all projects. Thompson provided debris monitoring and substantiation for more than 3.21M cubic yards of debris as a result of Hurricane Matthew. South Carolina Department of Transportation, Severe Flooding, 2015 - 2016 Mr. Hoyle again served on the Thompson management team during the SCDOT's response to statewide severe flooding. He was responsible for contract obligations, cost controls, and FEMA Category A&B reimbursement for all projects. Thompson provided debris monitoring services on behalf of the SCDOT in 11 counties as well as FEAM PA services to identify and document damages to approximately 600 sites and prepared and submitted both large and small project worksheets totaling over $35,000,000 and including hazard mitigation measures. Putnam, Fentress and Overton Counties, Tennessee, Sever Winter Storm, 2015 Mr. Hoyle served as the Principal -in - Charge during for all projects following a regional ice storm PAGE 1 / 2 JON HOYLE that impacted Tennessee. He managed and ensured all contracts and task orders were processed and implemented. South Carolina, Winter Storm Pax Regional Response and Disaster Recovery, 2014 Winter Storm Pax impacted the State of South Carolina generating widespread vegetative disaster debris. Thompson was activated by the South Carolina Department of Transpiration (SCDOT), Georgetown, Marion, Williamsburg, Aiken and Allendale Counties to provide debris removal monitoring services. Mr. Hoyle served on the Thompson management team responsible for contract obligations, cost controls, and FEMA Category A&B reimbursement for all projects. Thompson monitored, documented, and substantiated reimbursement for the removal of over 2,900,000 cubic yards of debris and the removal of 400,000 hazardous limbs and trees. Louisiana and Mississippi, Hurricane Isaac Regional Response and Disaster Recovery, 2012 In August 2012, Hurricane Isaac struck the Louisiana and Mississippi gulf coast with Category 1 strength winds and 24 hours of sustained rainfall. Mr. Hoyle served on the Thompson debris program team responsible for mobilizing and deploying project staff and resources to multiple jurisdictions along coastal Mississippi and Louisiana, including Jackson and Hancock County, MS, and Terrebonne Parish and Denham Springs, LA. In all, Thompson's field monitoring efforts documented and substantiated reimbursement for the removal of nearly 100,000 cubic yards of debris from roadways, canals, and beaches. Virginia Department of Transportation (VDOT), Multiple Locations, Hurricane Recovery Debris Monitoring, 2011 In the wake of Hurricane Irene the VDOT called upon their pre- position contractors to assist it with collecting and disposing of debris strewn about its rights -of -way in the Central and Eastern regions of the State. Thompson was tasked with providing debris removal monitoring services in the Ashland, Chesterfield, Petersburg, South Hill, and Saluda Residencies, which included a territory of 23 Counties. Mr. Hoyle served as the Principal -In -Charge acting as the liaison officer between the VDOT's pre -positioned contractors and the field management team. Alabama Department of Conservation and Natural Resources (ADCNR), Disaster Management and Debris Monitoring, Alabama, 2011 Mr. Hoyle served as the Project Manager for the disaster management and debris monitoring at Guntersville, Buck's Pocket, and Morgan's Cove State Parks following the crippling tornados of April 2011. The campgrounds were totally destroyed and massive amounts of debris were scattered in the roadways, trail systems, and fire lines. At peak, 90 crews were mobilized, managed, and monitored. Contract value totals $1.5-million. Calhoun County, Alabama, Tornado Recovery Operations, 2011 During April of 2011, north/central Alabama, eastern Mississippi, northwest Georgia, and southeast Tennessee, were struck with a record -breaking number of crippling, deadly tornados. Thompson was selected by Calhoun County to provide disaster response and recovery consulting services including grant administration and debris removal monitoring. Mr. Hoyle served as the Principal -In -Charge while supporting the field management team's efforts to aid the County in a swift recovery. Texas and Louisiana, Hurricane Ike Long Term Recovery, Infrastructure Repair and Grant Management Administration, 2008-2011 Following the devastating impact that Hurricanes Ike made on the Texas and Louisiana coast, Mr. Hoyle implemented and managed over 15 large long term recovery, infrastructure repair, and grant administration programs in Texas and Louisiana and helping obtain over $250 million FEMA PA, FHWA ER, and CDBG DR funds on behalf of local governments and agencies such as the Port of Galveston, City of Galveston, and Texas Department of Transportation. Escambia County, Florida, BP Deep -water Horizon Oil Spill Response, 2010 As oil threatened the beaches and waterways of Escambia County (Pensacola), FL during the summer of 2010, Mr. Hoyle deployed a team responsible for documenting and accounting for over $10 million of contracted efforts to contain the oil and mitigate the environmental impact the oil spill made on beaches, waterways, and tourism. Norman, Oklahoma, Ice Storm Deployment, 2008 Following a crippling ice storm in Norman, Oklahoma in 2008, Mr. Hoyle served as the Principal in Charge for a program to document and account for contracted response, recovery, and debris removal operations initiated by the City. The effort documented and substantiated over $3 million worth of eligible FEMA and FHWA funding. Florida and Mississippi, Hurricane Deployment, Hurricane Katrina, 2005-2007 Mr. Hoyle deployed teams to simultaneously respond to multiple local governments in Florida and Mississippi to provide debris monitoring and grant administration assistance. The effort documented and substantiated the removal of over 5,000,000 cubic yards of debris, representing $175 million of FEMA and FHWA reimbursement to local governments. PAGE 2/2 t h o m p s o n CONSULTING SERVICES Nathaniel Counsell Executive Vice President FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 PROGRAM EXPERIENCE EDUCATION BA: Economics MBA: International Business t h o m p s o n CONSULTING SERVICES EXPERIENCE 18 years FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FEMA Hazard Mitigation Grant Program (404 and 406) FEMA Severe Repetitive Loss Program FHWA ER Program CDBD Disaster Recovery CDBG Housing Mr. Counsell has 18 years of experience providing management and oversight for disaster response and recovery efforts throughout the United States. He has managed 80 projects under contracts that total over $1.5 Billion in recovery efforts that required the mobilization of over 5,000 field and professional personnel. PROJECT EXPERIENCE City of Mobile, Alabama, Hurricane Disaster Debris Removal Monitoring, 2020 - 2021 Mr. Counsell served as the principal - in -charge / corporate resource officer for the City of Mobile following the effects of Hurricane Sally. Severe flooding produced large amounts of construction, demolition, and vegetative debris, and Thompson monitored the removal of over 660,000 CY of debris from the City. Mr. Counsell ensured all projects had the resources necessary to implement monitoring operations including special debris removal programs involving City parks and the environmental preservation of historical flora. Solid Waste Authority of Palm Beach County (SWA), Hurricane Irma, 2017 - 2018 Mr. Counsell served as the principal -in -charge / program manager to coordinate debris monitoring and disposal operations throughout the county, this included performing monitoring services for 18 communities within the County and documenting all disposal loads brought to the SWA's landfills. Overall Thompson provided the substantiation for more than 3M cubic yards of debris as a result of Hurricane Irma. Hurricane Irma, Disaster Recovery Operations, State of Florida, 2017 - 2018 Mr. Counsell served as the principal -in - charge / corporate resource officer during Thompson's state- wide mobilization in response to Hurricane Irma. Thompson conducted debris removal monitoring operations on behalf of 45 unique clients simultaneously. Mr. Counsell ensured all projects had the resources necessary to implement monitoring operations for all projects and programs. Thompson provided debris monitoring and substantiation for more than 11.61M cubic yards of debris as a result of Hurricane Irma. Louisiana Severe Flooding, City of Baton Rouge, Parish of East Baton Rouge and Denham Springs, LA, 2016 - 2017 Mr. Counsell served as the principal -in -charge / corporate resource officer for the City of Baton Rouge, Parish of East Baton Rouge and Denham Springs disaster recovery operations conducted by Thompson. Each of these communities were severely impacted by massive flooding and required specialized debris removal programs. Recovery operations in the City / Parish of East Baton Rouge resulted in the collection of over 1.91M cubic yards of construction and demolition debris, the largest C&D removal program since Hurricane Katrina. Over 90% of the City of Denham Springs was impacted by flooding resulting in 250,000 CY of debris collected. Both projects also required extended ROW debris removal and Thompson worked with each community to implement a private property debris removal (PPDR) program. Mr. Counsell ensured all projects had the resources necessary to implement monitoring operations for all programs. He also worked closely with the leadership of each community to address public information concerns and worked closely with the debris removal contractors to assist in organized debris removal operations. South Carolina Department of Transportation, Severe Flooding, 2015 Mr. Counsell served as the corporate resource officer during the SCDOT's response to statewide severe flooding. Mr. Counsell ensured all projects had the IPAGE 1/2 NATHANIEL COUNSELL resources necessary to implement debris removal monitoring in 11 counties throughout the State. South Carolina, Winter Storm Pax Regional Response and Disaster Recovery, 2014 Winter Storm Pax impacted the State of South Carolina covering various regions of the State in up to 1.5" of ice which generated widespread vegetative disaster debris. Thompson was activated by the South Carolina Department of Transpiration (SCDOT), Georgetown, Marion, Williamsburg, Aiken and Allendale Counties to provide debris removal monitoring services. Mr. Counsell served on the Thompson management team responsible for contract obligations, cost controls, and FEMA Category A&B reimbursement for all projects. Thompson monitored, documented, and substantiated reimbursement for the removal of over 2,900,000 cubic yards of debris and the removal of 400,000 hazardous limbs and trees. Louisiana and Mississippi, Hurricane Isaac Regional Response and Disaster Recovery, 2012 In August 2012, Hurricane Isaac struck the Louisiana and Mississippi gulf coast with Category 1 strength winds and 24 hours of sustained rainfall. Mr. Counsell served on the Thompson financial team responsible for contract cost controls and FEMA Category A&B reimbursement for multiple jurisdictions along coastal Mississippi and Louisiana, including Jackson and Hancock County, MS, and Terrebonne Parish and Denham Springs, LA. In all, Thompson's data and financial management efforts authorized nearly a $1,000,000 of eligible contractor payments and substantiated reimbursement for the removal of nearly 100,000 cubic yards of debris from roadways, canals, and beaches. Virginia Department of Transportation (Multiple Locations), Hurricane Recovery and Debris Removal, 2011 In the wake of Irene, the Virginia Department of Transportation (VDOT) called upon their pre -position contractors to assist it with collecting and disposing of debris strewn about its rights -of - way in the Central and Eastern regions of the State. Thompson was tasked with providing debris removal monitoring services in the Ashland, Chesterfield, Petersburg, South Hill, and Saluda Residencies, which included a territory of 23 Counties. Mr. Counsell served as Project Manager for this engagement and oversaw all debris monitoring operations. Calhoun County, Alabama, Tornado Disaster Debris Monitoring, 2011 Mr. Counsell served as the Project Manager for disaster debris removal monitoring following the crippling tornados of April 2011. The project involved monitoring right-of-way collection of vegetative and construction and demolition (C&D) debris throughout the County and administering and monitoring contracted debris removal from private property through a right -of -entry (ROE) program as part of Operation Clean Sweep administered by FEMA and AEMA. Contract value totals $3-million. New Orleans, Louisiana, FEMA Funded Commercial and Residential Demolition Program, 2007-2009 Between 2007 and 2009, Mr. Counsell served as the Program Manager of the City of New Orleans residential and commercial demolition program, helping the City design and implement a multi -phase process for the identification, historical review, decommissioning, demolition, and disposal of over 1,500 residential and commercial structures located throughout the City. The program required coordinated cost tacking to 5 large Project Worksheets totaling over $50 million in FEMA Public Assistance Funding. Louisiana and Texas, Hurricane Deployment, Hurricanes Dolly, Gustav, and Ike, 2008-2010 Following the devastating impact that Hurricanes Dolly, Gustav, and Ike made on the Texas and Louisiana coast, Mr. Counsell deployed, implemented, and executed 10 large scale debris monitoring and grant administration programs in Texas and Louisiana and helped obtain $250 million FEMA PA, FHWA ER, and CDBG DR funds on behalf of local governments and agencies such as Terrebonne Parish, City of New Orleans, and City of Houston. South Florida, Hurricane Deployment, Hurricane Wilma, 2005-2006 Mr. Counsell deployed teams to simultaneously respond to 17 local governments in Broward, Miami -Dade, and Monroe County, FL to provide debris monitoring and grant administration assistance. The effort documented and substantiated the removal of over 5,000,000 cubic yards of debris, representing $175 million of FEMA and FHWA reimbursement to local governments. PAGE 2/2 t h o m p s o n CONSULTING SERVICES Simon Carlyle Vice President FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 PROGRAM EXPERIENCE thompson CONSULTING SERVICES EXPERIENCE 17 years FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FEMA Hazard Mitigation Grant Program (404 and 406) FHWA ER Program HUD CDBD Disaster Recovery HUD CDBG Housing Mr. Carlyle has 17 years of experience providing management and oversight for disaster response and recovery efforts throughout the United States. He has managed over 30 of the most devastating disaster events in Florida, Texas, Alabama, Virginia, Louisiana, South Carolina, Georgia, and Mississippi. Mr. Carlyle has extensive experience in all stages of disaster recovery and has a thorough knowledge of federal, state, and local policies. PROJECT EXPERIENCE Virginia Department of Transportation, Severe Winter Storm Debris Removal Monitoring, 2021 Mr. Carlyle served as client liaison for the Virginia Department of Transportation where he provided senior management oversight, coordinated staffing and logistics support, ensured unique health and safety plan was executed and oversaw and audited daily reporting. State of Louisiana — Multiple Communities, Hurricane Laura, 2020 - 2022 Mr. Carlyle served as the regional manager to multiple cities and parishes following the devastating effects of Hurricane Laura. He coordinated and provided support during debris monitoring and disposal operations throughout the state. State of South Carolina — Multiple Communities, Tornado Recovery Operations, 2020 Mr. Carlyle served as the regional manager during mobilization in response to an unprecedented number of tornados affecting the state. Following the tornado outbreak, Mr. Carlyle managed multiple projects overseeing debris removal operations and debris site quality control. State of South Carolina — Multiple Communities, Hurricane Dorian Recovery operations, 2019 Following the effects of Hurricane Dorian, an extremely powerful Category 5 hurricane, Mr. Carlyle served as the regional manager for multiple clients across the state. Mr. Carlyle provided program oversight, order preparation and quality assurance measures. Jefferson County & Orange County, Texas, Tropical Storm Imelda Disaster Recovery Operations, 2019 Mr. Carlyle served as regional manager on behalf of Jefferson County and Orange County, Texas following the devastating effects of Tropical Storm Imelda. The storm caused wide -spread flooding and produced large quantities of debris throughout the state. Mr. Carlyle assisted the counties in the removal and substantiation of over 100,000 cubic yards of debris. Lee County, Alabama, Tornado Disaster Recovery Operations, 2019 Mr. Carlyle served as the project manager for Lee County after it was impacted by one of the most fatal and highly destructive tornadoes in recent history. Mr. Carlyle was able to mobilize to the County within hours of a notice to proceed and began immediate coordination with local, state and federal officials. Mr. Carlyle worked closely with the County and the County's debris hauler to develop a debris removal strategy and schedule. Southwest Georgia — Multiple Communities, Hurricane Michael Response and Disaster Recovery, 2018 — 2019 Hurricane Michael was an extremely destructive Category 5 storm that impacted multiple states across the panhandle including Georgia. Mr. Carlyle served as a regional manager under a team providing debris monitoring and documentation under the United States Army Corps of Engineers. Mr. Carlyle oversaw field operations and served in a client liaison role. IPAGE 1 / 2 SIMON CARLYLE State of Florida — Multiple Communities, Hurricane Irma Recovery and Debris Removal Monitoring, 2017— 2018 Mr. Carlyle served as regional manager on behalf of nearly 20 cities and counties in the state of Florida following the impacts of Hurricane Irma. As regional manager, Mr. Carlyle was responsible for communicating with City and County administrators, scheduling debris removal operations, overseeing training, project staffing and data management, ensuring that debris and documentation remains accurate, representing clients in meetings with State and Federal officials, and coordination between County and City/Town government. State of Texas — Multiple Communities, Hurricane Harvey Disaster Debris Monitoring & Recovery Services, 2017 — 2018 Mr. Carlyle served as the regional manager for disaster debris removal monitoring in multiple cities and counties following Hurricane Harvey. Mr. Carlyle worked directly with impacted Cities, Counties, and respective communities, scheduling debris removal operations and task orders, and communicating all project matters related to the counties, cities, and towns to City and County staff. Beaufort County, South Carolina, Hurricane Matthew Recovery Operations & DDMP Development, 2016 — 2017 Mr. Carlyle has maintained a relationship with the County for nearly a decade. He worked closely with the County to provide support during annual trainings and assisted in the development of the County's Disaster Debris Management Plan (DDMP). Following Hurricane Matthew in 2016, Mr. Carlyle served as the project manager on behalf of the county and oversaw debris removal operations including the removal of over 1.7M cubic yards of debris and the removal of over 62,000 Hazardous hanging limbs and leaning trees. In addition, he successfully oversaw a waterway debris and vessel removal program. State of South Carolina — Multiple Communities, Winter Storm Pax Disaster Recovery, 2014 In February of 2014 Severe Winter Storm Pax impacted the State of South Carolina covering various regions of the State in up to 1.5" of ice which generated widespread vegetative disaster debris. Mr. Carlyle worked with multiple county and local governments to establish debris removal and incident response plans in order to begin responding to residential and community needs. Mr. Carlyle created debris removal and monitoring programs with communities that had no preposition contract or plans in place. City of Sioux Falls, South Dakota, Severe Winter Storm Recovery Operations, 2013 The City was severely impacted by a severe winter storm in the spring of 2013 causing damage and hazardous debris. Mr. Carlyle served as the project manager overseeing the deployment and activation of staffing and equipment resources. Mr. Carlyle also assisted the City in utilizing unique mapping parameters and reporting protocols. Nearly 30,000 hazardous hanging limbs were removed from the City. Bastrop County, Texas, Wildfire Recovery Services, 2011 — 2012 Mr. Carlyle served as the project manager following devastating wildfires that impacted the County. Mr. Carlyle led a team of experts who expedited project worksheets, maintained FEMA compliant documentation and initiated a private property debris removal program. City of Waveland, Mississippi, Hurricane Katrina Disaster Recovery & Private Property Debris Removal, 2006 The City was severely impacted by Hurricane Katrina and suffered widespread damage. Mr. Carlyle served as the project manager on behalf of the City and oversaw right-of-way debris removal operations, the removal of hazardous leaning and hanging limbs and trees, City parks debris removal operations, and private property debris removal projects. TRAINING & CERTIFICATIONS — IS-100: Introduction to ICS — IS-120: Introduction to Exercises — IS-00556: Damage Assessment for Public Works — IS-00559: Local Damage Assessment — IS-00634: Introduction to FEMA's Public Assistance Program — IS-700: Introduction to NIMS — Homeland Security Exercise and Evaluation Program (HSEEP) Certified PAGE 2/2 thompson CONSULTING SERVICES Eric Harrison Vice President / Field Operations FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 EDUCATION BS: Electronic Engineering Technology Graduate Certificate: Geographic Information Science t h o m p s o n CONSULTING SERVICES EXPERIENCE 17 years PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) FHWA ER Program Demolition Program Management Occupational Safety and Health Administration Implementation Mr. Harrison has 17 years of experience assisting communities with disaster response and recovery efforts throughout the United States. He has led and supported multiple debris operations through project management, mobilization of response teams, staging logistics, data management and permitting debris sites. Also, as a geographic information systems (GIS) specialist he has extensive experience in developing zone and routing maps for disaster recovery projects. PROJECT EXPERIENCE Hurricane Laura, Disaster Recovery Operations, Louisiana, 2020 Mr. Harrison served as the program manager for multiple contract activations across Louisiana following Hurricane Laura. He oversaw debris removal operations for eight (8) unique clients ensuring projects had all the necessary resources and adhered to federal, state and local requirements. Overall, Thompson monitored the removal of over 2.41M cubic yards of debris as a result of Hurricane Laura. Hurricane Michael, Disaster Recovery Operations, Florida and Georgia, 2018 - 2019 Mr. Harrison served as a program manager during Thompson's response to Hurricane Michael which included over 12 contract activations. Mr. Harrison assigned and managed project and operations managers across all projects and ensured each had the resources necessary to complete efficient and effective debris removal monitoring operations. Hurricane Florence, Disaster Recovery Operations, North Carolina, 2018 Mr. Harrison served as a program manager for Thompson's response missions following Hurricane Florence. Clients included the NCDOT, Carteret and Cumberland Counties and the City of Jacksonville. He ensured all projects were staffed appropriately and operating in accordance with federal, state and local requirements. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2017 - 2018 Mr. Harrison served as a program manager overseeing project operations for debris PAGE 1 / 2 monitoring services in three DTOP designated zones. He was responsible for ensuring all projects were operating in accordance with federal, state and local requirements and that project managers were operating consistently across the DTOP zones. Hurricane Irma, Disaster Recovery Operations, State of Florida, 2017 - 2018 Mr. Harrison oversaw Thompson's debris removal monitoring operations throughout the State of Florida. He assigned and managed project and operations managers across all projects and ensured each had the resources necessary to complete efficient and effective debris removal monitoring operations. Thompson provided debris monitoring and substantiation for more than 11.6M cubic yards of debris as a result of Hurricane Irma. Hurricane Matthew, Disaster Recovery Operations, Multiple States, 2016 - 2017 Mr. Harrison oversaw Thompson's debris removal monitoring operations in five (5) states and 23 unique clients simultaneously. He assigned and managed project and operations managers across all projects and ensured each had the resources necessary to complete efficient and effective debris removal monitoring operations. Thompson provided debris monitoring and substantiation for more than 3.21M cubic yards of debris as a result of Hurricane Matthew. South Carolina, Winter Storm Pax Regional Response and Disaster Recovery, 2014 Winter Storm Pax impacted the State of South Carolina which generated widespread vegetative disaster debris. Thompson was activated by the ERIC HARRISON South Carolina Department of Transpiration (SCDOT), Georgetown, Marion, Williamsburg, Aiken and Allendale Counties to provide debris removal monitoring services. Mr. Harrison served on the Thompson management team responsible overseeing operations, staffing and controls on all active projects. Thompson monitored, documented, and substantiated reimbursement for the removal of 1,000,000 cubic yards of debris and the removal of hazardous limbs from 154,000 hazardous trees. Hurricane Deployment, Hurricane Sandy, New Jersey, New York, 2012 Mr. Harrison deployed teams to respond to Hoboken, NJ and Babylon, New York following Hurricane Sandy to provide debris monitoring using ADMS and grant administration assistance. Mr. Harrison performed quality control of field supervisors and monitors utilizing ADMS to certify equipment, credential new monitors, and track debris removal. Concurrently, Mr. Harrison also deployed a field team skilled in ADMS and special programs to manage the extensive documentation associated with the identification, removal, and inventory management of flooded vehicles and vessels in New York City. Mississippi and Louisiana, Hurricane Deployment, Hurricane Isaac, 2012 Mr. Harrison deployed teams to simultaneously respond to four local governments in Terrebonne Parish, LA, Denham Springs, LA, Hancock County, MS, and Jackson County, MS to provide debris monitoring and grant administration assistance. The effort documented and substantiated the removal of nearly 100,000 cubic yards of debris in less than 45 days. Virginia Department of Transportation (VDOT), Hurricane Irene Recovery Operations, 2011 Mr. Harrison served as project manager overseeing disaster debris removal operations in the Richmond and Fredericksburg VDOT Districts which included six different residencies across the eastern part of state. The recovery efforts included the collection and removal of over 450,000 cubic yards of debris which was tracked and managed with TDMSweb. City of New Orleans, FEMA Funded Commercial and Residential Demolition Program, New Orleans, LA, 2007- 2011 Between 2007 and 2011, Mr. Harrison served as the Deputy Project Manager of the City of New Orleans Residential and Commercial Demolition Program. He was responsible for preparing applications for two historic review committees for demolition requests and for carrying out all required procedures set forth in City ordinances prior to committee review. Also, using GIS software Mr. Harrison mapped demolition progress and managed a demolition database of nearly 3,000 properties. The program required coordinated cost tacking to 5 large Project Worksheets totaling over $50 million in FEMA Public Assistance Funding. Louisiana and Texas, Hurricane Deployment, Hurricanes, Gustav, and Ike, 2008-2010 Following the devastating impact that Hurricanes Gustav and Ike made on the Louisiana and Texas coast, Mr. Harrison supported the debris monitoring operations in New Orleans as well as providing GIS support for multiple field operations in Texas. City of Waveland, Mississippi, Hurricane Deployment, Hurricane Katrina, 2005-2007 Mr. Harrison served as GIS specialist and assisted the City of Waveland, MS with developing zone maps, conducting damage assessments and leaner and hanger debris removal programs following Hurricane Katrina. Pembroke Pines, Florida, Hurricane Deployment, Hurricane Wilma, 2005-2006 Mr. Harrison served as the operations manager and assisted in the deployment of an immediate response team to provide storm debris cleanup and recovery planning on behalf of the City of Pembroke Pines, FL in response to Hurricane Wilma. He also assisted in the development of zone and routing maps for the City's recovery efforts. South Florida, Hurricane Deployment, Hurricanes Charley, Frances and Jeanne, 2004-2005 Mr. Harrison was a part of a response team to provide immediate on -site assistance and a wide range of disaster recovery management and storm debris clean-up monitoring services to aid multiple South Florida communities in making a quick recovery. Mr. Harrison assisted with surveying areas for special collection needs such as tree stumps, hazardous trees and construction and demolition (C&D) debris. TRAINING & CERTIFICATIONS — Occupation Safety and Health Administration (OSHA) 7600 Disaster Site Worker — Occupation Safety and Health Administration (OSHA) 10- hour Construction Safety — Federal Emergency Management Agency (FEMA) IS-700a — NIMS an Introduction — ArcGIS 9.x and ArcGIS Server 9.x — ArcGIS Spatial and Network Analyst PAGE 2/2 t h o m p s o n CONSULTING SERVICES Corey Thomas Vice President / Grants Management Services FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 PROGRAM EXPERIENCE EDUCATION BS: Communication, Advertising, and Public Relations MBA: Finance and Management t h o m p s o n CONSULTING SERVICES EXPERIENCE 14 years FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FEMA Hazard Mitigation Grant Programs (404 and 406) FHWA ER Program HUD CDBG Disaster Recovery Mr. Thomas has 14 years of project management and consulting experience assisting local and state governments in determining and claiming eligible costs under FEMA's Public Assistance program. He has assisted clients with developing project worksheets for all categories of work (A-G) and performed tasks associated with project formulation, scoping, cost estimating, 406 mitigation, project inspection, financial compliance, invoice and cost reconciliation, and appeals. Presenter: National Hurricane Conference, 2013 — Debris Monitoring and Contracting Training Workshop PROJECT EXPERIENCE City of Fort Lauderdale, Florida, COVID-19 Economic Recovery & Program Management, 2020 Mr. Thomas served as the grant management consultant for the City providing support in the recovery of grant funds for the response to the City's pandemic response efforts. Support included Category B cost reimbursement, as well as the identification of additional potential grant funding opportunities. Hurricane Irma, Disaster Recovery Operations, State of Florida, 2017 - 2018 Mr. Thomas served on the Thompson management team responsible for contract obligations, cost controls, and FEMA Category A&B reimbursement for all projects during Thompson's state-wide mobilization in response to Hurricane Irma. Thompson conducted debris removal monitoring operations on behalf of 45 unique clients simultaneously. Mr. Thomas conducted project kickoff meetings and coordinated ensured projects had the necessary personnel and equipment to implement monitoring operations. Thompson provided debris monitoring and substantiation for more than 11.61M cubic yards of debris as a result of Hurricane Irma. Hurricane Matthew State of Florida FEMA PA Consulting 2016 — 2017 Mr. Thomas provided subject matter expertise while overseeing a team of consultants responsible preparing project worksheets and supporting documentation to substantiate reimbursement of costs to perform eligible storm -related response and recovery work on behalf of seven Florida communities - Cities of Daytona Beach, St. Augustine, Ormond Beach, Deland, Deltona, Orange City and the Solid Waste Authority of Palm Beach County. In total, over 70 project worksheets substantiating more than $12 million in FEMA Public Assistance reimbursement will be submitted. Additionally, Thompson developed Hazard Mitigation Grant Program projects and applications to improve public infrastructure for each of our clients. South Carolina Department of Transportation (SCDOT), Severe Flooding FEMA PA Consulting, 2015 — 2016 Mr. Thomas provided subject matter expertise to SCDOT leadership while developing and implementing a financial recovery plan to recoup over $35 million in FEMA Public Assistance (PA) funding. He successfully managed a team of consultants responsible for developing over 200 project worksheets for emergency and permanent work which included repair, replacement and/or mitigation of over 500 damaged roads throughout the state. South Carolina Department of Transportation (SCDOT), Winter Storm Pax FEMA PA Consulting, 2014 - 2015 Winter Storm Pax impacted the State of South Carolina which generated widespread vegetative disaster debris. Thompson was activated by the SCDOT to provide FEMA PA consulting services related to the debris removal missions being IPAGE 1 / 2 COREY THOMAS performed throughout the State. Mr. Thomas assisted the SCDOT with the application of over $250 million in FEMA Category A reimbursement using alternative procedures in accordance with the Sandy Recovery Improvement Act of 2013. The effort included the consolidation of debris removal and monitoring data from five debris removal contractors and three monitoring firms for work completed in an 18 county area in order to obtain an increased federal cost share on behalf of SCDOT for performing an accelerated debris removal mission. Middlesex County Utilities Authority, NJ, FEMA Public Assistance Consulting, Hurricane Sandy, 2012-2013 Mr. Thomas provided FEMA PA consulting services to MCUA to assist the Authority with development of PWs to capture costs associated with debris removal, emergency protective measures, and permanent work. The MCUA suffered damages to sewage pumping stations estimated at over $200 million. Mr. Thomas continues to provide PA and HMA support to help the Authority properly navigate FEMA policy requirements and federal regulations. City of Fort Lauderdale, Florida, FEMA Public Assistance Consulting, Hurricane Wilma, 2012 Following hurricanes Wilma and Katrina in 2005, The City of Fort Lauderdale sustained widespread damage generating large amounts of debris throughout the City, particularly in parks and along beaches. In 2012, following a federal OIG audit of the City's FEMA project worksheets, approximately $10 million in funding for debris removal activities was de -obligated. Mr. Thomas assisted the City in collecting project documentation, preparing a formal appeal, and submitting to FDEM and FEMA Region IV. The State has supported the City's claims and FEMA approval of the $10 million appeal is expected in early 2013. Clark County, Indiana, FEMA Public Assistance Consulting, Severe Storms and Tornadoes, 2012 A massive EF-4 tornado caused widespread damage across a 20 mile long path in Clark County, IN on March, 2nd 2012, generating an estimated 1.2 million cubic yards of debris and over $40 million in damage. Responding to the County and State Incident Command Centers just days after the storm, Mr. Thomas served as grant management consultant, participating in debris operations and long-term FEMA PA program administration including PW preparation and audit and close-out support. City of Tuscaloosa, Alabama, FEMA Hazard Mitigation Grant Program Consulting, Severe Storms and Tornadoes, 2011 The City of Tuscaloosa was struck by one of the most deadly tornado outbreaks in recent history in April, 2011. Mr. Thomas served as a grant management consultant, preparing applications for ten community safe rooms to be funded by the HMGP. The safe rooms will provide shelter to over 2,000 residents and City employees during future emergencies. City of Daytona Beach, Florida, FEMA Public Assistance Consulting, Severe Storms and Flooding, 2009 The City of Daytona Beach was struck by severe storms and record rainfall during May, 2009. Thousands of labor and equipment hours associated with emergency response efforts, as well as costs associated with permanent repairs were incurred. Mr. Thomas assisted the City in identifying eligible costs and preparing PWs for Categories A-E and provided support throughout project implementation and closeout preparation. Port of Galveston, Texas, FEMA Public Assistance Consulting, Hurricane Ike, 2009-2011 During Hurricane Ike, the Port of Galveston's infrastructure was inundated with floodwaters caused by record storm surge. While the Port experienced over $100 million of damages as a result of the storm, not all damages were evident immediately following the event. Mr. Thomas identified additional eligible projects and prepared small and large project PWs to provide the Port with additional FEMA PA funding as well as prepare for grant closeout. TRAINING & CERTIFICATIONS — FEMA IS-30: Mitigation eGrants System for the Subgrant Applicant — FEMA IS-100a: Introduction to the Incident Command System — FEMA IS-208a: State Disaster Management — FEMA IS-230: Principles of Emergency Management — FEMA IS-253: Coordinating Environmental and Historic Preservation Compliance — FEMA IS-279: Retrofitting Flood Prone Residential Structures — FEMA IS-393a: Introduction to Hazard Mitigation — FEMA IS-630: Introduction to Public Assistance — FEMA IS-631: Public Assistance Operations — FEMA IS-632: Introduction to Debris Operations in FEMA's PA Program — FEMA IS-634: Introduction to FEMA's Public Assistance Program — FEMA IS-700a: National Incident Management System, An Introduction PAGE 2/2 t h o m p s o n CONSULTING SERVICES J IRIYA Anthony COX I Subject Matter Expert PROFILE Anthony is Viriya's Director of Emergency Management who brings more than 20 years of experience in serving the public through innovative solutions to complex problems. He led emergency management for the State of Arizona and has directed response and recovery operations on over 50 disaster declarations at the state and federal government level. In his leadership over infrastructure programs in Arizona, he helped establish the position of State Hazard Mitigation Officer and operationalize a strategy and plan for enhanced resiliency statewide through HMA programs (HMGP, FMA, PDM) and BRIC. He is nationally recognized as a leader in community services and management of emergencies. Since 2020, Anthony managed and supported multiple state and local clients with implementation of multiple emergency management programs, from preparedness to recovery efforts through the FEMA Public Assistance (PA) Grant Program for COVID-19 declarations. He is an expert in identifying opportunities for maximization of available federal funding and strategy for optimal program implementation to assure eligibility and regulatory compliance for clients. EXPERIENCE Viriya Consulting, Director of Emergency Management: November 2022 - Present Ernst & Young — Manager: 2021— 2022 • Provides project management support for clients throughout the country, guiding clients on effective use of various federal funding streams, including American Rescue Plan Act funding. • Assisted and was integral to the successful recoupment of COVID-19 response and recovery costs for national non-profit healthcare organizations through the FEMA PA program. Witt O'Brien - Director: 2021 • Helped make the Bloomberg Philanthropies COVID Federal Assistance e311 program a success. • Assisted cities throughout the U.S. by answering challenging technical questions related to the authorizing legislation. • Benefited clients by helping to expedite the flow of resources to them and properly maximizing and retaining this valuable funding. IEM - Manager: 2020 — 2021 • Lead teams engaged in recovery using federal programs. • Provided leadership and oversight of IEM recovery teams supporting such clients as the Commonwealth of Virginia and Orange and Los Angeles Counties in California. • Routinely assesses team methods, tools, and quality involved in the client support tasks. • Assures adherence to profit margins while providing exemplary results. Arizona State University - Faculty Associate: 2015 — Present • Teaches PAF-552 "Introduction to Emergency Management"- a Masters level course. Arizona Department of Emergency and Military Affairs - Deputy and Acting Director of Emergency Management: 2017 — 2020 • Led the division's staff, programs and budget to efficient and effective achievement of mission requirements. • Conducted oversight of a multimillion -dollar budget. • Responsible for multi -year strategic planning, maintained an emphasis on improvement of customer service and teamwork, and led alignment with SMART goals. • Directed lean transformation and continuous improvement efforts and deployed a professional, results -driven management system to transform the way the division conducts business. • Responsible for implementation, tracking and reporting on improved performance. Arizona Department of Emergency and Military Affairs - Assistant Director of Operations & Branch Manager: 2012 — 2017 • Arizona Department of Emergency and Military Affairs - Assistant Director of Operations & Branch Manager: 2012 — 2017 Arizona Department of Emergency and Military Affairs - Authorized Instructor and Adjunct Faculty Member: 2005 — 2018 • Taught Disaster Recovery, Individual Assistance, and Community Relations. Arizona Department of Homeland Security - Strategic Security Planner, Preparedness Program Manager: 2001— 2012 • Developed and maintained Arizona's state homeland security strategy. • Coordinated as the Intergovernmental liaison with federal, tribal, state and local partners. • Conducted outreach and education on prevention, preparedness and continuity of operations. • Gathered and analyzed information on all -hazards. • Provided and "over the horizon" all -hazards statewide assessment to internal and external stakeholders. • Collaborated with academia and the science community and maintained and updated all - hazard preparedness plans for comprehensive emergency response and recovery. EDUCATION Naval Postgraduate School Master of Arts, Security Studies Arizona State University Bachelor of Science, Justice Studies SHILLS AND OUALIFICATIONS • FEMA Grants Portal Expertise • FEMA Public Assistance Model • Project Management Experience • Adept FEMA Knowledge • Strategic Planning Grants Management • Team Building Process Improvement • Continuity Planning National Incident • Management System/Incident • Command System Hazard Mitigation • Planning Incident Response and • Recovery Planning Advanced • Professional Series Certificate, • Emergency Management Institute, 2016 J IRIYA �-✓ Erica COSS10 I Subject Matter Expert PROFILE Erica is a Project Manager with Viriya and brings over 19 years of experience in governmental affairs and disaster recovery. As both a federal employee and FEMA contractor, she has worked in a variety of roles for FEMA such as a Public Assistance Program Delivery Manager (PDMG), PDMG Task Force Leader, Site Inspector, Site Inspector Task Force Leader, and an analyst for the FEMA Region 6 Policy Team. Erica's robust understanding of FEMA policy and internal operations coupled with her project management skills and sincere passion for working with communities devastated by natural disasters allows her to effectively navigate nuanced and contentious issues with FEMA and recipients that lead to applicant -driven outcomes. Her prior experience working in a sector -based, high -profile recovery operations with supervisory responsibilities managing a staff of over 50 personnel, consisting of FEMA staff, local hires, and technical assistance contractors (TACs), make her the ideal project manager for any applicant. EXPERIENCE Viriya Consulting, LLC - Advanced FEMA Support Specialist / QC Lead and Manager: December 2020 — Present Massachusetts Emergency Management Agency, State of Massachusetts - COVID-19 Response Professional Services Support • Provide professional and technical support to Recipients within the FEMA Public Assistance (PA) delivery model. • Conduct Quality Assurance reviews on FEMA PA grant applications for disaster recovery projects. • Review Streamlined Project Applications (SPAS), narratives, methods of procurement, cost summaries and all supporting project development documentation to ensure consistency, completeness, and compliance with the Public Assistance Program and Policy Guide (PAPPG) and applicable FEMA policies, regulations and processes prior to project submission. • Analyze projects to identify issues, weigh alternatives and determine best approaches for resolution of complex issues prior to obligation. • Review and validate Applicant -submitted documentation, identify missing information, assess project eligibility risks and provide mitigation options. • Participate in weekly meetings with leadership and provide daily project status updates. Provide leadership guidance and training to the Quality Control (QC) team, delegate tasks and ensure deliverables are on schedule, consistent with FEMA guidance, and meet requirements. FEMA I Public Assistance Policy Advisor I January 2019 — March 2019 FEMA-4339-DR, Puerto Rico Hurricane Maria • Served as a primary source of policy advice and expertise to sectors on complex programmatic and intergovernmental matters in the recovery process. • Advised on the development of long- and short-range efforts and recommended solutions to resolved critical strategic problems. • Analyze programs and projects to ensure compliance with Federal regulations and policies. • Provide training workshops to address sector -specific questions and concerns. • Designed, developed and managed training programs and materials. • Identified opportunities for process improvements within assigned sectors. FEMA I Task Force Lead (TFL) — Health & Social Services (HSS) Sector I October 2018 — January 2019 FEMA-4339-DR, Puerto Rico Hurricane Maria • Directed/supervised 50+ staff on disaster response and recovery operations in the HSS Sector. • Monitored and communicated operational milestones and metrics to assess progress and evaluate quality through departmental progress reports. • Assisted senior level management in developing methods to overcome potential and existing program inadequacies and deficiencies. • Conducted final reviews, oversaw Recipient/Subrecipient engagement and established working relationships with staff and stakeholders. • Interpreted, recommended and developed operational policies to align program functions with changing program procedures. • Planned, coordinated, and led complex disaster responses and recovery operations using relevant disaster management practices, tools, techniques and frameworks. • Provided technical guidance in Grants Manager, implemented project goals and deadlines, and coordinated with the QA/QC and Cost Estimating Group to ensure completion of work. • Conducted weekly training with staff to teach different aspects of program and policy. • Managed and evaluated training and operational needs of staff and delivered knowledge and systems -based trainings regularly. FEMA I Public Assistance Crew Lead — Health & Social Services (HSS) Sector I July 2018 — October 2018 FEMA-4339-DR, Puerto Rico Hurricane Maria • Facilitated departmental teamwork efforts for project development. • Conducted Exploratory Calls, Recovery Scoping Meetings and weekly meetings with local and state officials. • Reviewed controversial and/or complex work applications for conformity to regulations. • Conducted weekly operational briefings with supervisors, peers, group staff and Public Assistance personnel. • Coordinated with the State/Commonwealth to ensure all requests for Public Assistance have been answered and assigned. • Obtain status reports on the Public Assistance program from assigned personnel and generate updates (i.e., trackers, spend plans, etc.) for upper management. • Served as a team lead who oversaw a staff of FEMA employees and technical assistance contractors (TACs), including planning and scheduling of work. • Trained, advised and guided team members to meet objectives effectively. EDUCATION University of Southern California, Los Angeles, CA Concentration in Kinesiology SHILLS AND QUALIFICATION • Project management • L0603 FIWA Tier III for First -Line • Strategic planning • Program development • Federal grant compliance • FEMA Public Assistance Program • Experience with Grants Manager • Bilingual (read & write in Spanish) • Public Trust Clearance Supervisors • Coach and evaluator • PA Delivery Management • Public Assistance Site Inspection • Grants Manager for PA Crew Leader • Sector -Based Alternative Procedures • FEMA/EME Course ICS Series } NRIYA �-✓ Matthew HerlOCker I Subject Matter Expert Matthew is a Subject Matter Expert with Viriya who brings over 25 years of emergency services experience to clients and Viriya's project teams. His career spans working as a first responder in several disciplines, local government emergency manager, and consultant to serving as a policy advisor to federal, state, and local agencies, leading organizational change, developing interagency/interdisciplinary teams, and shaping state and national disaster policies and procedures. He is also a national disaster recovery instructor. EXPERIENCE Viriya Consulting, Subject Matter Expert: February 2023 - Present Witt O'Brien's - Associate Managing Director: November 2018 - January 2023 County of Placer, California I Project Manager • Developed administrative procedures to facilitate smoother transition from response to recovery involving financial management systems and a public budget structure involving executives and financial managers, leveraging strategic reserves to reduce the administrative burden associated with unplanned grant revenues on standard accounting and the annual budget process. Hurricanes Irma and Maria (FEMA-4336-DR-PR/FEMA 4339-DR-PR); Puerto Rico Emergency Management Agency, San Juan, Puerto Rico I Project Manager • Project Worksheets for Emergency Work; supervised up to 100+ employees and subcontractor staff. Super Storm Sandy (FEMA-4085-DR-NY); New York City Housing Authority (NYCHA), New York, New York I Recovery Consultant • Policy advisor and grant funding specialist to NYCHA related to the Stafford Act. Areas of focus: Public Assistance program policy application and implementation; subject matter expert on eligibility issues; resolution of complex eligibility issues, including policy analysis and process management. APTIM - Director of Emergency Management: October 2014 - November 2018 Florida Severe Storms and Flooding (FEMA-4177-DR-FL); FEMA, Tallahassee, FL I Project Manager • Provided staff support to FEMA as a policy advisor and quality control/quality assurance (QAQC) specialist related to the Stafford Act supporting the State of Florida. Areas of focus: Public Assistance program policy application and implementation; QAQC for grant preparation; subject matter expert on eligibility issues; resolution of complex eligibility issues, including policy analysis and process management; operational flood mitigation planning. Super Storm Sandy (FEMA-4085-DR-NY); County of Nassau, Mineola, NY I Recovery Specialist • Provided staff support to the County of Nassau Office of Management and Budget. Policy advisor and grant application specialist to the county related to the Stafford Act. Areas of focus: Public Assistance program policy application and implementation; subject matter expert on eligibility issues; resolution of complex eligibility issues, including policy analysis and process management; development of administrative and financial tools to support implementation of the Public Assistance Program. URS Corporation - Senior Emergency Management Analyst: July 2008 - January 2011 Hurricane Isaac (FEMA-4080-DR-LA); Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP), State of Louisiana, Baton Rouge, LA I State Agency Liaison • Policy advisor to local governments related to the Stafford Act and Long -Term Community Recovery. Areas of focus: Public Assistance program policy application and implementation; subject matter expert on eligibility issues involving donated resources; resolution of complex eligibility issues, including policy analysis and process management; development of administrative and financial tools to support implementation of the Public Assistance Program. Hurricanes Katrina and Rita (FEMA- 1603 -DR-LA/FEMA- 1 607-DR-LA); Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP), State of Louisiana, Baton Rouge, LA State Agency Liaison • Responsible for assisting state agencies and local governments with support and guidance on FEMA's Public Assistance program. Other assignments included supporting the Community Disaster Loan program; resolving complex eligibility issues; policy analysis and process management; development of administrative and financial tools to support implementation of the Public Assistance Program; resolving eligibility problems with the Emergency Management Assistance Compact and developing corresponding reimbursement policy for the state emergency management agency that was distributed to all 49 states that provided assistance. EDUCATION National University Master of Education (with Distinction), Cross -Cultural Teaching California State University Bachelor of Arts, Public Administration SKILLS AND OUALIFICATION • Senior Program Leadership • Executive Strategic Initiatives • Organizational Change and Strategy Development • Business Development and Capture Management • Emergency Management Program Development • Operational Risk Management • Emergency Management Policy • Regulatory Compliance • Response to and Recovery from Complex Disasters Daniel Gardner Vice President / Data Operations FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 PROGRAM EXPERIENCE EDUCATION BSBA: Management Information Systems MBA: Finance and Management t h o m p s o n CONSULTING SERVICES EXPERIENCE 14 years FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FEMA Hazard Mitigation Grant Program (404 and 406) FEMA Severe Repetitive Loss Program CDBD Disaster Recovery CDBG Housing Mr. Gardner has served a program manager and grant management consultant for multiple federally funded grant programs on projects totaling approximately $160 million. His extensive understanding of the eligibility requirements, regulations and policies across many federal grant programs allows clients to maximize disaster recovery and mitigation reimbursement. He provides oversight throughout grant and project implementation and is intimately familiar with such activities as application development, public outreach, environmental review, vendor procurement, project and process monitoring, fair housing and Davis Bacon compliance, project closeout and program audits. Mr. Gardner has assisted clients obtain funding from multiple federally funded grant programs including the U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG) Program, the Federal Emergency Management Agency (FEMA) Public Assistance (PA) Program and the FEMA Hazard Mitigation Grant Program (HMGP). PROJECT EXPERIENCE Grant Parish, Louisiana, Hurricane Laura Disaster Recovery Operations, 2020 - 2021 Mr. Gardner served as the Data Manager overseeing all data operations for Grant Parish following the severe effects of Hurricane Laura. He was responsible for daily ticket reviews, data reconciliation and validation, daily reporting and contractor invoice tracking. Overall, Thompson has monitored and documented the removal of over 1.1M cubic yards of debris from the Parish. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2017 - 2018 Hurricane Maria is regarded as the worst natural disaster on record to impact Puerto Rico. Following the devastating impacts of the storm DTOP selected Thompson to perform debris monitoring services in three DTOP zones. Mr. Gardner served as Data Manager and was responsible for overseeing all daily ticket review, detailed road review and daily reporting. In addition, Mr. Gardner performs all contract review and invoice reconciliation. Hurricane Irma, Disaster Recovery Operations, State of Florida, 2017 - 2018 Mr. Gardner served as the lead Data Manager overseeing Thompson's state-wide mobilization in response to Hurricane Irma. Thompson conducted debris removal monitoring operations on behalf of 45 unique clients simultaneously within the State. Mr. Gardner was responsible for all QA/QC activities as well as contractor invoice reconciliation. Thompson substantiated more than 11.6M cubic yards of debris as a result of Hurricane Irma. Hurricane Matthew, Data Management Operations, 2016 - 2017 Mr. Gardner oversaw Thompson's data management operations, to include daily reporting, ticket/data review and invoice reconciliation for all projects activated as a result of Hurricane Mathew. Following the hurricane, Thompson was activated in five (5) states and 23 unique clients simultaneously. Managing a team of data administrators, Mr. Gardner ensured each client received customized daily reporting within 24 hours of debris removal operations beginning. He also worked closely with eight (8) different debris contractors to review and reconcile debris removal invoices and provide payment recommendations to each client. Thompson provided debris monitoring and substantiation for more than 3.21M cubic yards of debris as a result of Hurricane Matthew. IPAGE 1/2 DANIEL GARDNER South Carolina Department of Transportation, Severe Flooding Statewide Response, 2015 - 2016 The SCDOT activated Thompson to provide debris removal monitoring services in 11 counties throughout the State following severe storms and flooding. Mr. Gardner served on the on -site project kickoff team and managed the data reporting and invoice reconciliation tasks throughout the projects. He oversaw the daily review of data and produced reports for the Counties including a daily summary, cost estimation and contractor summary. Putnam, Fentress and Overton Counties, Tennessee, Severe Winter Storm, 2015 Mr. Gardner served on the on -site project kickoff team and managed the data reporting and invoice reconciliation tasks throughout the projects. He oversaw the daily review of data and produced reports for the Counties including a daily summary, cost estimation and contractor summary. Additionally, Mr. Gardner worked with the debris hauler to reconcile all project data for invoicing and provided payment recommendations to the Counties. All data was submitted to FEMA in a Project Worksheet ready package for immediate review and submission for reimbursement. South Carolina, Winter Storm Pax Regional Response and Disaster Recovery, 2014 In February of 2014 Severe Winter Storm Pax impacted the State of South Carolina covering various regions of the State in up to 1.5" of ice which generated widespread vegetative disaster debris. Thompson was activated by the South Carolina Department of Transpiration (SCDOT), Georgetown, Marion, Williamsburg, Aiken and Allendale Counties to provide debris removal monitoring services. Mr. Gardner managed the Thompson data management team responsible for validation and reporting of all project data. He was also responsible for data reconciliation and contractor invoicing. Thompson monitored, documented, and substantiated reimbursement for the removal of 2,000,000 cubic yards of debris and the removal of 400,000 hazardous limbs and trees. City of Hoboken, NJ, Emergency Operations Planning, Debris Monitoring, and FEMA PA Consulting, Hurricane Sandy 2012- 2013 The City of Hoboken was severely impacted by Hurricane Sandy, experiencing widespread flooding throughout the majority of the City. Mr. Gardner assisted with the oversight and coordination of debris removal operations immediately following the hurricane, and served as the Senior Grant Consultant during preparation the City's FEMA Project Worksheets. Louisiana and Mississippi, Hurricane Isaac Regional Response and Disaster Recovery, 2012 In August 2012, Hurricane Isaac struck the Louisiana and Mississippi gulf coast with Category 1 strength winds and 24 hours of sustained rainfall. Mr. Gardner served on the Thompson financial team responsible for contract cost controls and FEMA Category A&B reimbursement for multiple jurisdictions along coastal Mississippi and Louisiana, including Jackson and Hancock County, MS, and Terrebonne Parish and Denham Springs, LA. In all, Thompson's data and financial management efforts authorized nearly a $1,000,000 of eligible contractor payments and substantiated reimbursement for the removal of nearly 100,000 cubic yards of debris from roadways, canals, and beaches. City of Tuscaloosa, Alabama, Public Assistance and Long Term Recovery Grant Program, 2011 The City of Tuscaloosa was impacted by multiple large and small tornadoes in April, 2011. The largest tornado flattened a one mile by six mile swath of the City causing an estimated $85M in damage. Critical infrastructure was damaged and hundreds of residents lost their homes and property during the event. Mr. Gardner aided the City secure federal funding across several grant programs including CDBG, to assist with the rebuilding of lost public housing while focusing on the goal of energy efficiency and sustainability. TRAINING & CERTIFICATIONS — Homeland Security Exercise and Evaluation Program (HSEEP) — FEMA IS-31: Mitigation eGrants System for the Grant Applicant — FEMA IS-100a: Introduction to the Incident Command System — FEMA IS-208a: State Disaster Management — FEMA IS-230: Principles of Emergency Management — FEMA IS-253: Coordinating Environmental and Historic Preservation Compliance — FEMA IS-279: Retrofitting Flood Prone Residential Structures — FEMA IS-386: Introduction to Residential Coastal Construction — FEMA IS-559: Local Damage Assessment — FEMA IS-631: Public Assistance Assessment — FEMA IS-632: Introduction to Debris Operations in FEMA's PA Program — FEMA IS-634: Introduction to FEMA's Public Assistance Program — FEMA IS-700a: National Incident Management System (NIMS) An Introduction — FEMA IS-922: Applications of GIS for Emergency Management PAGE 2/2 t h o m p s o n CONSULTING SERVICES Wesley Holden Senior Vice President / ADMS Operations EDUCATION t h o m p s o n CONSULTING SERVICES EXPERIENCE Thompson Consulting Services BS: Management Information Systems 18 years 2601 Maitland Center Parkway Maitland, Florida 32751 PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FEMA Hazard Mitigation Grant Program (404 and 406) Mr. Holden has 18 years of experience providing data management and disaster recovery software application development for disaster response and recovery efforts throughout the United States for a broad range of local and state government clients. PROJECT EXPERIENCE Iowa, Midwest Derecho Disaster Recovery Response, 2020 - 2021 Following an unprecedented derecho that caused devastating damage statewide, Thompson was activated by the Iowa Department of Homeland Security and Emergency Management and the City of Bertram to provide debris removal monitoring services. Mr. Holden was responsible for overseeing the deployment of all equipment and personnel needed to begin debris monitoring operations and provided oversight of the implementation of Thompson's automated debris management system (ADMS). Overall, Thompson monitored the removal of over 425,000 cubic yards of debris resulting from the derecho event. Hurricane Irma, Disaster Recovery Operations, State of Florida, 2017 - 2018 Mr. Holden oversaw Thompson's ADMS deployment during Thompson's state-wide mobilization in response to Hurricane Irma. Thompson conducted debris removal monitoring operations on behalf of 45 unique clients simultaneously. Mr. Holden ensured all projects had the equipment and personnel necessary to perform monitoring operations utilizing Thompson's ADMS for all projects and programs. Thompson provided debris monitoring and substantiation for more than 11.61M cubic yards of debris as a result of Hurricane Irma. Hurricane Matthew, Disaster Recovery Operations, Multiple States, 2016 - 2017 Mr. Holden oversaw Thompson's ADMS deployment in five (5) states and 23 unique clients simultaneously as a result of Hurricane Matthew. He assigned and managed a team of ADMS operators across all projects. This effort included the setup, distribution and management of more than 500 ADMS handheld and hip printer units which enable real-time data collection of debris monitoring operations. Overall, Thompson provided debris monitoring and substantiation for more than 3.2M cubic yards of debris as a result of Hurricane Matthew. Chatham County, Georgia, Hurricane Matthew Recovery Operations, 2016 — 2017 Mr. Holden served as the project manager for debris removal monitoring services on behalf of Chatham County following Hurricane Matthew. He worked closely with the County and the debris removal contractor to ensure right-of-way (ROW), hazardous tree and limb, and private property debris removal (PPDR) programs were performed efficiently and in accordance with federal and state regulations. Thompson substantiated the removal of over 1,400,000 cubic yards of vegetative debris. South Carolina Department of Transportation, Severe Flooding, 2015 Following severe statewide flooding in South Carolina, SCDOT contracted Thompson to provide debris removal monitoring services in 11 counties throughout the State. Mr. Holden provided oversight of the implementation of Thompson's automated debris management system (ADMS), the Thompson Data Management Suite, and our handheld field units, TDMSmobile across all projects throughout the State. Mississippi Department of Transportation, Road Sign Tracking Analysis, 2015 The Mississippi Department of Transportation (MDOT) contracted Thompson to conduct an analysis of current roadway sign shop operations, systems IPAGE 1/2 WESLEY HOLDEN integration of roadway sign shop operations, field maintenance operations, data gathering, and creation of standard operating procedures of roadway sign creation and maintenance. Mr. Holden served as Project Manager and ensured project deliverables were completed and presented to MDOT stakeholders in accordance with the project task order. South Carolina, Winter Storm Pax Regional Response and Disaster Recovery, 2014 Winter Storm Pax impacted the State of South Carolina covering various regions of the State in up to 1.5" of ice which generated widespread vegetative disaster debris. Thompson was activated by the South Carolina Department of Transpiration (SCDOT), Georgetown, Marion, Williamsburg, Aiken and Allendale Counties to provide debris removal monitoring services. Mr. Holden provided oversight of the implementation of Thompson's automated debris management system (ADMS), the Thompson Data Management Suite, and our handheld field units, TDMSmobile. Overall Thompson deployed 450 units to document and substantiate reimbursement for the removal of an over 2,900,000 cubic yards of debris and the removal of 400,000 hazardous limbs and trees throughout the State. Town of Babylon, New York, Hurricane Sandy Recovery Operations, 2012 -2013 Following the devastating landfall of Hurricane Sandy, Mr. Holden provided oversight of the implementation of Thompson's automated debris management system (ADMS), TDMSmobile, which was utilized to track a number of different inventory metrics associated with the Town's debris removal program, including equipment deployed, trucks assigned to different work zones, debris types removed, debris collection locations, and recyclable material recovered. Louisiana and Mississippi, Hurricane Isaac Regional Response and Disaster Recovery, 2012 In August 2012, Hurricane Isaac struck the Louisiana and Mississippi gulf coast with Category 1 strength winds and 24 hours of sustained rainfall. Mr. Holden served on the Thompson financial team responsible for contract cost controls and FEMA Category A&B reimbursement for multiple jurisdictions along coastal Mississippi and Louisiana, including Jackson and Hancock County, MS, and Terrebonne Parish and Denham Springs, LA. In all, Thompson's data and financial management efforts authorized nearly a $1,000,000 of eligible contractor payments and substantiated reimbursement for the removal of nearly 100,000 cubic yards of debris from roadways, canals, and beaches. Clark County, Indiana, Tornado Recovery Operations, Data Management, 2012 Mr. Holden managed a team tasked with supporting data entry, document scanning and data management to track and report debris removal operations for Clark County. He was also in charge of debris hauler invoice reconciliation and payment recommendations. Calhoun County, AL, Tornado Recovery Operations, 2011 Mr. Holden served as the County's project manager during the disaster debris removal monitoring efforts following the April 2011 tornadoes. He was in charge of overseeing collection operations for the County to ensure that all debris removal and monitoring was within federal regulations. Texas, Hurricane Ike Data Management, 2008-2009 Following Hurricane Ike, Mr. Holden managed a team tasked with supporting data entry, document scanning, and data management to track and report debris removal operations for multiple municipalities and counties throughout Texas. At the peak of the engagement, Mr. Holden was tasked with managing the scanning and entry of over 250,000 documents and images per day. City of New Orleans, FEMA Funded Commercial and Residential Demolition Document Management, New Orleans, LA, 2007-2009 Between 2007 and 2009, Mr. Holden helped design a software application to electronically store critical field documents that supported a multi -phase process for the identification, historical review, decommissioning, demolition, and disposal of over 1,500 residential and commercial structures located throughout the City of New Orleans. Mississippi, Hurricane Katrina, Data Management 2005- 2007 Following the devastating impact that Hurricanes Katrina made on the Mississippi coast, Mr. Holden managed a data management operation responsible for inputting, tracking, and reporting the quantities of debris removed and disposed of by the United States Army Corps of Engineers contractors throughout the State of Mississippi. TECHNOLOGY EXPERTISE — Enterprise Web, Accounting and Document Management Applications — ASP.Net, VB.Net, C#, JavaScript, HTML, Visual Studio, Source Control — SQL Server, T-SQL, Stored Procedures, Index Tuning, Performance Management PAGE 2/2 thompson CONSULTING SERVICES Nicole Lehman Director of Client Services / Program Manager FIRM EDUCATION Thompson Consulting Services BA: Psychology and Spanish 2601 Maitland Center Parkway Maitland, Florida 32751 t h o m p s o n CONSULTING SERVICES EXPERIENCE 15 years PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FHWA ER Program CDBG Disaster Recovery CDBG Housing Ms. Lehman has 15 years of experience providing grant and program management support and oversight for disaster response and recovery efforts throughout the United States. Following Hurricane Ike, she managed multiple projects for Galveston County and the City of Galveston, the most heavily impacted communities by the storm. Presenter: National Hurricane Conference, 2013 — Debris Monitoring and Contracting Training Workshop PROJECT EXPERIENCE Escambia County, Florida, Hurricane Disaster Recovery Operations, 2020 - 2021 Ms. Lehman served as a program manager during the recovery operations and response by Escambia County following Hurricane Sally. She was responsible for ensuring all projects had the adequate resources necessary for completion, and that all projects were adhering to all federal, state, and local requirements. As the County's stand-by debris monitoring service provider, Ms. Lehman has provided planning support and preparedness services to the County. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2017 - 2019 Ms. Lehman served as a program manager overseeing project operations for debris monitoring services in three DTOP designated zones. She was responsible for ensuring all projects were operating in accordance with federal, state and local requirements. Fort Lauderdale, Florida, Hurricane Irma Disaster Recovery, 2017 Ms. Lehman served as program manager for Fort Lauderdale's recovery efforts following Hurricane Irma. Thompson monitored the removal of over 600,000 cubic yards of vegetative and construction and demolition debris, as well as the removal of hazardous limbs from 13,000 trees and the complete removal of over 450 hazardous leaning trees. In addition, Thompson implemented a sand recovery and screening operation to return the displaced sand to the public beaches. She coordinated closely with the City and the debris removal contractors to implement and carry out debris removal programs. City of Daytona Beach, Florida, Disaster Debris Management Plan Update, 2015 Ms. Lehman led a planning team in the update of the City's Disaster Debris Management Plan. The update included ensuring the plan met new FEMA policy and procedure guidance as well as a review and update of the City's debris management roles and responsibilities and the debris collection and monitoring strategies. Alabama Department of Transportation Southwest Region, Disaster Debris Management Plan, 2014 - 2015 Ms. Lehman assisted in the development and preparation of a Disaster Debris Management Plan (DDMP) for the ALDOT Southwest Region. She worked closely with the Region to develop the debris collection and monitoring strategies included in the plan. In addition Ms. Lehman reviewed debris management site options throughout the Region. South Carolina Department of Transportation (SCDOT), Winter Storm Pax Recovery Operations, 2014 Ms. Lehman is currently serving as operations manager for the SCDOT debris removal monitoring mission in Georgetown County. She is in charge of overseeing day-to-day operations for all monitoring projects including emergency road clearance, right-of-way collection, and removal of hazardous leaners and hangers on SCDOT maintained roadways throughout the County. IPAGE 1/2 NICOLE LEHMAN Georgetown County, South Carolina, Winter Storm Pax Recovery Operations, 2014 Ms. Lehman served as the operations manager for debris removal monitoring operations in Georgetown County. She was in charge of overseeing day- to-day operations for all monitoring projects including emergency road clearance, right-of-way collection, and removal of hazardous leaners and hangers on County maintained roadways. City of Hoboken, NJ, Emergency Operations Planning, Debris Monitoring, and FEMA PA Consulting, Hurricane Sandy 2012- 2013 The City of Hoboken was severely impacted by Hurricane Sandy, experiencing widespread flooding throughout the majority of the City. Ms. Lehman has served as the City's Project Manager for debris operations immediately following the hurricane, and PA Consultant in preparing the City's FEMA Project Worksheets. Additionally, Ms. Lehman assisted in the preparation of the City's Emergency Operations Plan, to help prepare the City and all department personnel to respond during future disaster events. Trinity Bay Conservation District, Texas, FEMA PA Project Worksheet Close-out and Audit Preparation, 2012 Ms. Lehman served as Grant Management Specialist for the final reconciliation of expenditures to grant funds received for Hurricane Ike bridge and facility replacements. Ms. Lehman organized all supporting documentation for project worksheets and prepared projects for close-out and federal audit. Louisiana and Mississippi, Hurricane Isaac Regional Response and Disaster Recovery, 2012 In August 2012, Hurricane Isaac struck the Louisiana and Mississippi gulf coast with Category 1 strength winds and 24 hours of sustained rainfall. Ms. Lehman served on the Thompson debris program team responsible for mobilizing and deploying project staff and resources to multiple jurisdictions along coastal Mississippi and Louisiana, including Jackson and Hancock County, MS, and Terrebonne Parish and Denham Springs, LA. Trinity Bay Conservation District, Texas, Disaster Debris Management Planning, 2012 Ms. Lehman assisted in the development and preparation of a Disaster Debris Management Plan (DDMP) for the Trinity Bay Conservation District in Chambers County, Texas to ensure increased eligibility for federal PA cost -share in accordance with recent changes to FEMA's PA Pilot Program. City of Tuscaloosa, Alabama, Severe Storms, Tornadoes, Straight-line Winds, and Flooding, 2011 Ms. Lehman served as project managerfor the City of Tuscaloosa, Alabama and ran the FEMA Public Assistance (PA) and assisted the City with the design and implementation of Housing Demolition Programs following the April 2011 tornadoes that devastated the City and caused an estimated $85M in damages. Escambia County, Florida, BP Deepwater Horizon Oil Spill Response, 2010 Ms. Lehman served as Program Manager of a program designed to minimize the impact that the BP oil spill made on Escambia County's (Pensacola area) beaches, waterways, and tourism. During this effort, over $1.5 million in claims for oil containment and public outreach were documented and substantiated. Ms. Lehman coordinated and documented the efforts of participating local, state, federal, and private to substantiate the BP claims. City of Galveston, Texas, Standing Dead Tree Removal Program, Hurricane Ike, 2009-2010 Following Hurricane Ike, Ms. Lehman monitored a contracted program to remove over 10,000 standing dead trees throughout the City that were killed as a result of saltwater inundation. The monitoring and documentation efforts substantiated over $3.5 Million in FEMA PA funding. In addition, Ms. Lehman worked with Galveston County to monitor and document over $62 million worth of debris removal programs including sand removal, vessel recovery, and private property debris removal. Galveston County/Bolivar, Texas, ROW Debris Removal and Specialized PPDR Programs Following Hurricane Ike, 2008- 2009 Ms. Lehman served as the Project Manager for Galveston County, including the Bolivar Peninsula and eleven cities within the County following Hurricane Ike. Ms. Lehman oversaw disaster debris removal programs and assisted the County with planning and implementing specialized voluntary and involuntary PPDR programs under which debris, sand, vessels, and hazardous materials were removed from over 1500 private properties on the Bolivar Peninsula and mainland Galveston County. TRAINING & CERTIFICATIONS — HAWOPER 40-hour Certification — OSHA 30-hour Certification — ISO 9000 — Applying for Federal Grants and Cooperative Agreements for Recipients Certificate — FEMA IS 700.a — National Incident Management Systems (NIMS) an Introduction PAGE 2/2 t h o m p s o n CONSULTING SERVICES Patrick Gardner GIS Manager FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 EDUCATION BS: Marine Science MS: Fisheries and Aquatic Sciences PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) t h o m p s o n CONSULTING SERVICES EXPERIENCE 9 years Mr. Gardner brings GIS and data management experience from the State University System of Florida. He oversaw data collection and processing for state and federally funded research projects. During this time, he worked both locally and internationally to complete grant deliverables. These deliverables included the creation of publication quality maps and figures which communicated complex spatial data into clear and coherent representations. Most recently, Mr. Gardner assists with data management, invoice reconciliation, and GIS analysis. PROJECT EXPERIENCE City of Mobile, Alabama, Hurricane Sally Recovery Operations, 2020 - 2021 Mr. Gardner served as the GIS manager for the City following Hurricane Sally. He was responsible for coordinating with the City to provide geospatial analysis and maps and figures representing City- wide debris monitoring operations data. Overall, Thompson monitored the removal of over 850,000 cubic yards of debris from the City. Hurricane Michael, Disaster Recovery Operations, Florida and Georgia, 2018 - 2019 Mr. Gardner provided GIS and data management services during Thompson's mobilization in response to Hurricane Michael which included over 12 contract activations. Mr. Gardner coordinated will each community to establish eligible roadway maps and was responsible for mapping data points through GIS and providing support to the QA/QC team. Hurricane Florence, Disaster Recovery Operations, North Carolina, 2018 Mr. Gardner provided GIS support for all of Thompson's projects following Hurricane Florence, including the NCDOT, Carteret and Cumberland Counties and the City of Jacksonville. Mr. Gardner also provided geospatial analysis utilizing Thompson's drone capabilities to measure and substantiate disaster debris piles. Hurricane Irma, Disaster Recovery Operations, State of Florida, 2017 - 2018 Mr. Gardner provided GIS and data management services during Thompson's state-wide PAGE 1 / 2 mobilization in response to Hurricane Irma. Thompson conducted debris removal monitoring operations on behalf of 45 unique clients simultaneously within the State. Mr. Gardner was responsible for mapping data points through GIS and providing support to the QA/QC team. Thompson substantiated more than 11.61M cubic yards of debris as a result of Hurricane Irma. Sevier County, Tennessee, Chimney Tops 2 Wildfire, 2016 - 2018 Mr. Gardner served as the onsite project manager overseeing debris monitoring services for right-of-way tree removal of standing dead trees as a result of the 2016 wildfires which burned over 17,000 acres and destroyed more than 2,400 properties. In addition, Mr. Gardner administered the private property debris removal program established to eliminate hazardous conditions located on private property. Dare County and included municipalities, North Carolina, Hurricane Matthew, 2016 Dare County activated Thompson to provide debris removal monitoring services to the county and local municipalities following Hurricane Matthew. Mr. Gardner assisted with data management and invoice reconciliation. South Carolina Department of Transportation, Severe Flooding Statewide Response, 2015 - 2016 The SCDOT activated Thompson to provide debris removal monitoring services in 11 counties throughout the State following severe storms and flooding. Mr. Gardner assisted with data reporting and invoice reconciliation tasks throughout the projects. IPATRICK GARDNER Putnam, Fentress and Overton Counties, Tennessee, Sever Winter Storm, 2015 Mr. Gardner assisted with data reporting and invoice reconciliation tasks throughout the projects. He oversaw the daily review of data for the Counties. All data was submitted to FEMA in a Project Worksheet ready package for immediate review and submission for reimbursement. South Carolina, Winter Storm Pax Regional Response and Disaster Recovery, 2014 In February of 2014, Severe Winter Storm Pax impacted the State of South Carolina covering various regions of the State in up to 1.5" of ice which generated widespread vegetative disaster debris. Thompson was activated by the South Carolina Department of Transpiration (SCDOT), Georgetown, Marion, Williamsburg, Aiken and Allendale Counties to provide debris removal monitoring services. Mr. Gardner assisted with the data management and invoice reconciliation. Thompson monitored and substantiated reimbursement for the removal of approximately 2,000,000 cubic yards of debris and the removal of 400,000 hazardous limbs and trees. Brevard County, FL, Hurricane Sandy Beach Renourishment, 2013 - 2014 Federal funding following Hurricane Sandy provided funding for Beach renourishment on Florida's east coast. While working for Land and Sea Surveying Concepts Inc., Mr. Gardner acted as surveying technician using real-time kinematic GPS to produce 1000 m beach elevation transects before and after sand renourishmnet. Environmental Project Experience Exploration, Habitat Characterization, and Coral Health Assessment in Flower Garden Banks National Marine Sanctuary, 2015 -2016 Mr. Gardner served as a Research Coordinator at Harbor Branch Oceanographic Institute at Florida Atlantic University. While assisting with this project in the lab, Mr. Gardner used transect photos to characterize habitat on shallow and mesophotic reefs. Field collections included technical diving to 170 fsw collect live coral tissue for RNA sequencing analyses. Development of Fisheries Independent, Habitat -Based indices of Abundance for Pre -Reproductive Gag Grouper in the Northeastern Gulf of Mexico, 2013 - 2015 As a research assistant Mr. Gardner performed counts of gag grouper on artificial reefs using closed-circuit rebreathers. He interpreted and classified side scan SONAR data, constructed sampling regimes, validated and analyzed data for use by resource managers, and created publication quality maps in ArcGIS. Impact of invertebrate grazers on freshwater algae in Kings Bay, FL, 2013 - 2015 As a research assistant, Mr. Gardner conducted fieldwork collecting freshwater invertebrate grazers and implemented lab studies to determine grazing rates on freshwater algae. Reproductive Biology of Invasive Lionfish (Pterois volitans/miles complex) from Little Cayman Island, 2013 - 2014 Mr. Gardner developed, implemented, and published results determining spawning seasonality, frequency and batch fecundity of invasive lionfish. This project was completed in fulfillment of his master's degree at the University of Florida. (Peer reviewed publication: Gardner PG, Frazer TK, Jacoby CA, Yanong RPE. 2015. Reproductive biology of invasive Lionfish (Pterois volitans) from Little Cayman. Frontiers in Marine Science 2:7). Assessing Organic Soil Amendments in Saltwater Marsh Restoration, 2007 - 2009 While a student at Eckerd College, Mr. Gardner served as a research assistant working in the field to collect plant biomass, invertebrate, and water samples. In the lab, he performed sulfide analysis, prepared plant biomass for nitrogen analysis, and composed a research paper on the effects of sulfides on wetland plants. In a supervisory role, he trained volunteers and interns for various project tasks. TRAINING & CERTIFICATIONS — Federal Aviation Administration Certified Remote Pilot for Small Unmanned Aircraft Systems — U.S. Environmental Protection Agency Scientific Diver — NAUI SCUBA Instructor — Department of the Interior Motorboat Operations Certification Course — First Aid, CPR, Oxygen Delivery, and Blood Bourne Pathogens — GIS Applications for Natural Resource Management, Florida Sea Grant PAGE 2/2 t h o m p s o n CONSULTING SERVICES Gary Brooks Project / Operations Manager FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 MILITARY EXPERIENCE United States Marine Corps PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) FHWA ER Program t h o m p s o n CONSULTING SERVICES EXPERIENCE 17 years Mr. Brooks has 17 years of experience managing debris monitoring operations throughout the United States. In addition to Right -of -Way (ROW) debris monitoring programs, Mr. Brooks has worked extensively on large scale debris reduction sites, including a temporary site in Pensacola, Florida that reduced over 1,000,000 cubic yards of Construction and Demolition debris following Hurricane Ivan. Mr. Brooks also has extensive experience Leaner, Hanger, and Stump Removal, Vessel Recovery and Waterways Debris Removal monitoring programs. PROJECT EXPERIENCE Escambia County, Florida, Hurricane Sally Disaster Recovery Operations, 2020 - 2021 Mr. Brooks served as the operations manager overseeing day-to-day operations for all debris monitoring operations including special projects such as public parks debris removal within the County and Private Property Debris Removal (PPDR) efforts. Thompson monitored the collection and removal of over 4.41M cubic yards of vegetative and construction and demolition debris from the County. Gadsden County, Florida, Hurricane Michael Recovery Operations, 2018 - 2019 Mr. Brooks served as the operations manager for debris removal monitoring efforts in Gadsden County, Florida, following Hurricane Michael. He was in charge of overseeing day-to-day operations for all monitoring programs including right-of-way (ROW) debris removal and hazardous tree and stump removal on County maintained roadways. Overall, approximately 1.51M cubic yards of debris was collected from the County. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2017 - 2018 Hurricane Maria is regarded as the worst natural disaster on record to impact Puerto Rico. Mr. Brooks served as the operations manager overseeing day-to-day debris removal monitoring operations from the North DTOP Zone. Solid Waste Authority of Palm Beach County (SWA), Hurricane Irma, 2017 - 2018 Mr. Brooks served as the project manager to coordinate debris monitoring and disposal operations throughout the County including performing monitoring services for 18 communities within the County and documenting all disposal loads brought to the SWA's landfills. Overall, Thompson provided the substantiation for more than 3M cubic yards of debris as a result of Hurricane Irma. South Carolina Department of Transportation, Hurricane Matthew Recovery Operations, 2016 — 2017 Mr. Brooks served as project manager for debris removal monitoring services on behalf of SCDOT following Hurricane Matthew. Mr. Brooks oversaw debris monitoring operations in seven counties, including Colleton, Darlington, Florence, Horry, Orangeburg, Sumter and Williamsburg. These operations substantiated the removal of over 956,000 cubic yards of vegetative debris. South Carolina Department of Transportation, Lexington and Richland Counties, South Carolina, Severe Flooding Recovery Operations, 2015 Mr. Brooks served as operations manager for debris removal monitoring in Lexington and Richland Counties on behalf of SCDOT following a severe flooding event. He oversaw day-to-day operations for right-of-way collection on SCDOT maintained roadways throughout the Counties. Putnam County, Tennessee, Severe Winter Storm Recovery Operations, 2015 Mr. Brooks served as the operations manager overseeing day-to-day debris removal monitoring operations throughout Putnam County. The County performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs on County maintained roadways. South Carolina Department of Transportation (SCDOT), Winter Storm Pax Recovery Operations, 2014 Mr. Brooks PAGE 1/2 GARY BROOKS served as the operations manager for the SCDOT debris removal monitoring mission in Williamsburg County. He was in charge of overseeing day-to-day operations for all monitoring projects including emergency road clearance, right-of-way collection, and removal of hazardous leaners and hangers on SCDOT maintained roadways throughout the County. Alabama State Port Authority, Hurricane Isaac Recovery, Wetland Debris Removal Monitoring, 2013 Mr. Brooks served as operations manager and field supervisor overseeing the debris removal monitoring effort in the ASPA Arlington Park wetlands in Mobile, AL. Debris impacting the 27-acre wetlands consisted of an up to four foot thick layer of logs and wood debris carried into the park by the storm surge in late August 2012. The FEMA-funded debris program involved specialized, low -impact debris removal techniques in accordance with the United States Corps of Engineers permit. A total of 771 cubic yards of debris was successfully removed, allowing for the recovery of the wetlands. Denham Springs, Louisiana, Hurricane Isaac Recovery Operations, 2012 Mr. Brooks served as an operations manager for debris removal monitoring efforts on behalf of Denham Springs following the landfall of Hurricane Irene. He was in charge of overseeing day-to-day operations for all monitoring projects including emergency road clearance and debris removal operations and right-of-way collection of over 9,300 CY of vegetative and construction and demolition (C&D) debris throughout the affected areas. Clark County, Indiana, Tornado Recovery Operations, 2012 Mr. Brooks served as an operations manager for debris removal efforts following the devastating February severe weather incident which swept through the County and surrounding areas. He was in charge of overseeing day-to-day operations for all monitoring staff throughout the County. City of Portsmouth, Virginia, Hurricane Irene Recovery Operations, 2011 Mr. Brooks served as field supervisor overseeing disaster debris removal operations for the City of Portsmouth, VA following Hurricane Irene. The recovery efforts included the collection and removal of over 50,000 cubic yards of debris from the City. Alabama Department of Conservation and Natural Resources, Tornado Debris Removal Monitoring, 2011 The devastating tornados in the spring of 2011 ripped through the State of Alabama and ravaged two of the state parks. Mr. Brooks served as the parks field supervisor to oversee field monitors tasked to monitor the removal and reduction of thousands of damaged trees in compliance with FEMA 325 and 327 guidelines. City of Baytown, Texas, Hurricane Debris Removal Monitoring, 2008 In 2008, Mr. Brooks served as the field project manager on the City of Baytown debris monitoring effort. Mr. Brook's monitoring team oversaw, monitored, and documented the removal of over 1,000,000 cubic yards of storm debris by two prime contractors. Mr. Brooks also coordinated with the City, State, and FEMA to monitor the removal of derelict vessels displaced by the Hurricane Ike storm surge onto public property. Town of Amherst, New York, Snow Storm Debris Removal Monitoring, 2006 Following an unusual snow storm that collapsed the pre -fall vegetative canopy in Western New York in 2006, Mr. Brooks served as a field operations supervisor for the Town of Amherst's debris removal monitoring program. The effort monitored, documented, and secured FEMA funding for the removal of over 900,000 cubic yards of vegetative storm debris as well as damaged trees, and hanging limbs from the Town's Right -of -Way. Escambia County, Florida, Hurricane Debris Disposal Monitoring, 2004 Following the devastating impact that Hurricane Ivan made on Escambia County, Mr. Brooks served as the Debris Management Site (DMS) manager for Bronson Field, a former U.S. Military base that served as the largest DMS to support Escambia County's debris removal program. County -wide, three prime contractors removed nearly 8,000,000 cubic yards of vegetative and construction and demolition debris, nearly 30% of which was processed and reduced at Bronson Field. TRAINING & CERTIFICATIONS — Occupation Safety and Health Administration (OSHA) 30- hour Construction Safety — Occupation Safety and Health Administration (OSHA) 10- hour Construction Safety — Federal Emergency Management Agency (FEMA) IS-700a — NIMS An Introduction PAGE 2/2 t h o m p s o n CONSULTING SERVICES Raul Cardenas Project / Operations Manager FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 EDUCATION BA: Political Science MA: Liberal Studies — Political Theory t h o m p s o n CONSULTING SERVICES EXPERIENCE 17 years PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FHWA ER Program Mr. Cardenas has 17 years of experience supporting and managing debris monitoring operations throughout the United States. He has worked extensively on private property debris removal programs as well as, right-of-way (ROW) debris monitoring, and leaner, hanger, and stump removal programs in some of the largest areas impacted by debris generating events in the last decade. PROJECT EXPERIENCE City of Mobile, Alabama, Hurricane Sally Disaster Recovery Operation, 2020 - 2021 Hurricane Sally inundated the Gulf Coast with heavy rains and damaging winds causing large amount of disaster debris. Mr. Cardenas served as the operations manager for the City and monitored all debris removal operations including right-of-way (ROW) removal projects and hazardous tree and limb removal projects. Overall, Thompson monitored the removal of over 848,000 cubic yards of debris from the City. Aransas County, Texas, Hurricane Harvey Recovery Operations, 2017 — 2018 Mr. Cardenas served as the project operations manager for debris removal monitoring services on behalf of Aransas County following Hurricane Harvey. Mr. Cardenas oversaw day-to-day operations of the extensive right-of-way (ROW), parks, and private property debris removal (PPDR) programs. Thompson substantiated the removal of over 2.8 million cubic yards of vegetative debris. Chatham County, Georgia, Hurricane Matthew Recovery Operations, 2016 — 2017 Mr. Cardenas served as senior operations manager for debris removal monitoring services on behalf of Chatham County following Hurricane Matthew. Mr. Cardenas oversaw day-to-day operations of the extensive right-of-way (ROW), hazardous tree and limb, and private property debris removal (PPDR) programs. Thompson substantiated the removal of over 1,400,000 cubic yards of vegetative debris. City/Parish of East Baton Rouge, Louisiana, Severe Flooding, ROW and PPDR Program Management, 2016 - 2017 Mr. Cardenas served as a senior field supervisor for debris removal monitoring efforts on behalf of the City/Parish. He assisted in daily field operations for all monitoring programs including right-of-way (ROW) debris removal and an extended ROW Private Property Debris Removal (PPDR) program. To date over 1.8 million cubic yard of construction and demolition debris have been collected and more than 1,450 applicants participated in the extended ROW PPDR program. South Carolina Department of Transportation, Dorchester and Berkeley Counties, South Carolina, Severe Flooding Recovery, 2015 Mr. Cardenas served as operations manager for debris removal monitoring in Dorchester and Berkeley Counties on behalf of SCDOT following a severe flooding event. He oversaw day-to-day operations for right-of-way collection on SCDOT maintained roadways throughout the Counties. South Carolina Department of Transportation (SCDOT), Winter Storm Pax Recovery Operations, 2014 Mr. Cardenas served as the operations manager for the SCDOT debris removal monitoring mission in Marion County. He was in charge of overseeing day-to-day operations for all monitoring projects including emergency road clearance, right-of-way collection, and removal of hazardous leaners and hangers on SCDOT maintained roadways throughout the County. County- wide, nearly 500,000 cubic yards of vegetative debris was collected, temporarily disposed, and burned. In addition, nearly 45,500 hazardous trees were addressed. Marion County, South Carolina, Winter Storm Pax Recovery Operations, 2014 Mr. Cardenas served as the operations manager for debris removal monitoring operations in Marion IPAGE 1/2 RAULCARDENAS County. He was in charge of overseeing day-to-day operations for all monitoring projects including emergency road clearance, right-of-way collection, and removal of hazardous leaners, hangers on County maintained roadways. Virginia Department of Transportation (VDOT), Hurricane Irene Recovery Operations, 2011 Mr. Cardenas served as field supervisor overseeing disaster debris removal operations in the Richmond and Fredericksburg VDOT Districts which included six different residencies across the eastern part of state. The recovery efforts included the collection and removal of over 450,000 cubic yards of debris. MEMA, Hurricane Deployment, Hurricane Katrina, 2005- 2007 Mr. Cardenas worked as part of a disaster recovery team contracted by MEMA following Hurricane Katrina. The team was responsible for conducting damage assessments, reviewing Right -off -Way collection and disposal operations and the permitting of temporary debris sites. In addition, Mr. Cardenas would review leaner and hanger debris removal programs, private property debris removal programs, and other specialized debris removal programs performed by local governments and the United States Army Corps of Engineers to closely monitor compliance, eligibility, and proper documentation. South Florida, Hurricane Deployment, Hurricanes Charley, Frances and Jeanne, 2004-2005 Mr. Cardenas was a part of a response team to provide immediate on -site assistance and a wide range of disaster recovery management and storm debris clean-up monitoring services to aid multiple South Florida communities in making a quick recovery. Mr. Cardenas was assigned to multiple municipalities in Broward County, where he oversaw collection and disposal operations performed at County Debris Management Sites. In addition, Mr. Cardenas provided Quality Assurance/Quality control over municipal debris being disposed of and reduced at County Temporary Debris Management Sites. TRAINING & CERTIFICATIONS — OSHA 29 CFR 1910.120 40-Hour HAZWOPER Training — OSHA 29 CFR 1910.120 8-Hour Refresher Trainings — National Safety Council Defensive Driving Training — TSCA Title II 24-Hour Asbestos Inspection and Assessment Training — FEMA IS 700a. — National Incident Management System, An Introduction PAGE 2/2 thompson CONSULTING SERVICES Thomas "Tommy" Dorsey Project / Operations Manager FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 EDUCATION t h o m p s o n CONSULTING SERVICES EXPERIENCE BS: Emergency Management (In Progress) 11 years Manager of Environmental Safety and Health (MESH) PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) FHWA ER Program Mr. Dorsey has 11 years of experience managing debris monitoring and data management operations throughout the Southeast following some of the largest debris generating natural disaster in recent history. In addition to Right -of -Way (ROW) debris monitoring programs, Mr. Dorsey has worked extensively on Hazardous Leaner, Hanger, and Stump Removal programs. Mr. Dorsey has extensive knowledge in ADMS hardware, software, and communications infrastructure and has overseen day-to-day ADMS project operations and reporting in recent activations. PROJECT EXPERIENCE City of Orange Beach, Alabama, Hurricane Sally Disaster Recovery Operations, 2020 - 2021 The City of Orange Beach was inundated with heavy rains and damaging winds causing extensive damage throughout the City. Mr. Dorsey served as the operations manager for the City and oversaw day-to-day debris removal and monitoring operations including special projects such as marine and waterway debris removal. Thompson documented the removal of over 645,000 cubic yards of debris from the City. Town of Swainsboro, North Carolina, Hurricane Florence Recovery Operations, 2018 - 2019 Mr. Dorsey served as the operations manager for the Town of Swansboro following Hurricane Florence. Tommy was responsible for overseeing all debris removal operations within the Town including right-of- way collection projects and hazardous tree and limb removal as well. Overall, Thompson substantiated the removal of over 30,000 cubic yards of debris from the Town. City of Palm Bay, Florida, Hurricane Irma Recovery Operations, 2017 - 2018 Mr. Dorsey served as the operations manager overseeing day-to-day debris removal monitoring operations throughout the City of Palm Bay following the devastating impacts of Hurricane Irma. The City performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs on City maintained roadways. Thompson documented the removal of over 253,867 cubic yards of debris. City of Stuart, Florida, Hurricane Irma Recovery Operations, 2017 Mr. Dorsey served as the operations manager overseeing debris removal monitoring operations throughout the City of Stuart. Thought the efficiencies managed by Mr. Dorsey, the City was able to complete debris removal operations in less than 30 days. City of Vero Beach, Florida, Hurricane Matthew Recovery Operations, 2016 Mr. Dorsey served as the operations manager overseeing day-to-day debris removal monitoring operations throughout the City of Vero Beach. The City performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs on City maintained roadways. South Carolina Department of Transportation, Orangeburg, Bamberg and Clarendon Counties, South Carolina, Severe Flooding Recovery Operations, 2015 Mr. Dorsey served as operations manager and field supervisor for debris removal monitoring in multiple counties on behalf of SCDOT following a severe flooding event. He oversaw day-to-day operations for right-of-way collection on SCDOT maintained roadways throughout the Counties. Putnam County, Tennessee, Severe Winter Storm Recovery Operations, 2015 Mr. Dorsey served as the field supervisor supporting daily debris removal monitoring operations throughout Putnam County. He was also responsible for managing and supporting debris removal monitors in the field. IPAGE 1 / 2 THOMAS DORSEY The County performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs. Aiken County, South Carolina Winter Storm Pax Response and Disaster Recovery, 2014 In February of 2014 Severe Winter Storm Pax impacted the State of South Carolina covering various regions of the State in up to 1.5" of ice which generated widespread vegetative disaster debris. Thompson was activated by Aiken County to provide debris removal monitoring services. Mr. Dorsey served as the Operations Manager responsible for overseeing all of the Counties debris removal monitoring programs. The County performed ROW debris removal, hazardous trees and limb removal, and a waterway debris removal program throughout the historic Horse Creek Trail. Overall more than 1,400,000 cubic yards of debris was substantiated by Thompson in Aiken County. Jefferson Parish, LA, Hurricane Recovery Operations 2012 Mr. Dorsey served as an operations manager for debris removal monitoring efforts on behalf of Jefferson Parish following the landfall of Hurricane Isaac. He was in charge of overseeing day-to-day operations monitoring projects including truck certification, monitor training, emergency road clearance and debris removal operations and right-of-way collection. TRAINING & CERTIFICATIONS — HAZWOPER Supervisor - OSHA — 40-Hour HAZWOPER - OSHA — 30-Hour OSHA Safety for the Construction Industry — Over 50 FEMA EMI Courses PAGE 2/2 thompson CONSULTING SERVICES t h o m p s o n CONSULTING SERVICES Connie Stewart Field Operations Supervisor FIRM EXPERIENCE Thompson Consulting Services 17 years 2601 Maitland Center Parkway Maitland, Florida 32751 PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FHWA ER Program Ms. Stewart has 17 years of experience supporting and managing debris monitoring operations throughout the United States. She has worked extensively on private property debris removal programs as well as, right-of-way (ROW) debris monitoring, and leaner, hanger, and stump removal programs in some of the largest areas impacted by debris generating events in the last decade. PROJECT EXPERIENCE Alabama Department of Transportation (ALDOT), Hurricane Sally Disaster Recovery Operations, 2020 - 2021 Hurricane Sally inundated the Gulf Coast with heavy rains and destructive winds causing a large amount devastating debris. Ms. Stewart served as the operations manager for ALDOT and oversaw debris removal operations such as right-of-way (ROW) debris removal programs and hazardous tree/limb removal on ALDOT maintained roadways. Overall, more than 2.41M cubic yards of debris was monitored, collected, and removed. Jackson County, Florida, Hurricane Michael, 2018 - 2019 Ms. Stewart served as the operations manager overseeing day-to- day debris removal monitoring operations throughout the County following Hurricane Michael. The County performed right-of-way (ROW) debris removal programs, hazardous tree, limb and stump removal, and County parks debris removal projects. Thompson substantiated more than 120,000 cubic yards of debris. Carteret County, North Carolina, Hurricane Florence, 2018 - 2019 Following the landfall of Hurricane Florence, Carteret County experienced pervasive damage and extensive flooding. Ms. Stewart served as operations manager overseeing debris removal monitoring operations including right-of-way (ROW) debris monitoring, and leaner, hanger, and stump removal throughout the County. Overall, approximately 1.5 million cubic yards of debris was removed from the County. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2017 - 2018 Hurricane Maria is regarded as the worst natural disaster on record to impact Puerto Rico. Ms. Stewart served as the project coordinator overseeing day-to-day personnel management for various debris programs. Lee County, Florida, Hurricane Irma Recovery, 2017 - 2018 Ms. Stewart served as the operations manager overseeing day- to-day debris removal monitoring operations throughout the Lee County, including the City of Fort Myers and the Town of Fort Myers Beach. The County performed both hazardous tree and limb removal, right-of-way (ROW) and waterway collection programs on County maintained roadways/waterways. Overall, Thompson substantiated more than 2.4 million cubic yards of vegetative debris. City of Ormond Beach, Florida, Hurricane Matthew Recovery Operations, 2016 - 2017 Ms. Stewart served as the operations manager overseeing day-to-day debris removal monitoring operations throughout the City of Ormond Beach following Hurricane Matthew. The City performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs on City maintained roadways. Sumter County and City of Sumter, SC, Winter Storm Pax, 2014 Ms. Stewart served as a project manager and oversaw debris removal monitoring project operations from project inception to closing the local field office. Duties also included hiring, training and managing field supervisors and field monitors. New York Department of Transportation, Hurricane Sandy, 2012 — 2013 Ms. Stewart served as a project data manager and disposal site supervisor. Her responsibilities included IPAGE 1/2 CONNIE STEWART overseeing a crew of oil recovery technicians along the shoreline and barrier islands of the Mississippi coast line. US Army Corp of Engineers, New Orleans, LA, Levee Restoration, 2010- 2011 Ms. Stewart operated heavy equipment, including trackhoes, dozers and off -road dump trucks in removing and stockpiling clay for the USACE Levee Restoration Mission. In addition, Ms. Stewart served as the site Safety Officer. Decon Facility, Pascagoula, MS, BP Deep -water Horizon Oil Spill Response, 2010 Ms. Stewart served as a project manager overseeing a crew of oil recovery technicians along the shoreline and barrier islands of the Mississippi coast line. Galveston County, TX, Hurricane Debris Removal Monitoring, 2008 In 2008, Ms. Stewart served as a field operation manager for the Galveston County debris monitoring effort. Ms. Stewart managed a field team responsible for monitoring the removal of debris from the Bolivar Peninsula off of Galveston County. St. Landry Parish, LA, Hurricane Debris Removal Monitoring, 2008 Ms. Stewart served as a field operation manager for St. Landry Parish following Hurricane Gustay. Ms. Stewart was responsible for the hiring, training and management of field debris monitors overseeing right-of-way and leaner and hanger debris removal programs. Norman, Oklahoma, Ice Storm Deployment, 2007 - 2008 Following a crippling ice storm in Norman, Oklahoma in 2008, Ms. Stewart served as a field supervisor overseeing daily activities of a group of debris removal monitors and ensured project compliance. Monroe County, Florida, Hurricane Wilma, Waterway Debris Removal 2006 Ms. Stewart was responsible for hiring, training and managing field monitors to document waterway debris removal and derelict vessel removal programs throughout the Florida Keys. In addition, Ms. Stewart performed canal surveys identifying debris posing potential navigational hazards. City of Gulfport, MS, Hurricane Katrina, 2005-2006 Ms. Stewart was responsible for hiring, training and managing field monitors to document a variety of debris removal programs including, right-of-way, saltwater kill tree removal, private property debris removal, hazardous leaning tree and hanging limb removal, and abandoned storm damaged car and boat removal. She also oversaw a special program to provide temporary fencing around swimming pools. TRAINING & CERTIFICATIONS — FEMA Professional Development Series (consists of 7 different courses) — FEMA IS-00005.A An Introduction to Hazardous Materials — FEMA IS-00100.13 Introduction to Incident Command Systems ICS-100 — FEMA IS-00340 Hazardous Materials Prevention — FEMA IS-631 Public Assistance Operations 1 — FEMA IS-00632.A Introduction to Debris Operations — FEMA IS-00634 Introduction to FEMA's Public Assistance Program — FEMA IS-00700.A National Incident Management System (NIMS) An Introduction — FEMA IS-00703.A NIMS Resource Management — FEMA IS-00704 NIMS Communications and Information Management — FEMA IS-00800.13 Nation Response Framework, An Introduction — FEMA IS-00805 Emergency Support Function (ESF) #5 Emergency Management — FEMA IS-00810 Emergency Support Function (ESF) #10 Oil and Hazardous Materials Response — OSHA 16 Hour Course #7600 Disaster Site Worker — OSHA 40 Hour HAZWOPER + 8 Hour Refresher to Stay Current — OSHA 10 Hour Construction Safety and Health — OSHA 30 Hour Construction Safety and Health — OSHA 510 — Construction Safety and Health — OSHA 500 — Authorized Construction Safety and Health Instructor — TWIC Card — Class D CDL PAGE 2/2 t h o m p s o n CONSULTING SERVICES t h o m p s o n CONSULTING SERVICES Jeff Hollis Field Operations Supervisor FIRM EXPERIENCE Thompson Consulting Services 17 years 2601 Maitland Center Parkway Maitland, Florida 32751 PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FHWA ER Program Mr. Hollis has 17 years of experience supporting and managing debris monitoring operations throughout the United States. He has worked extensively on private property debris removal programs as well as, right-of-way (ROW) debris monitoring, and leaner, hanger, and stump removal programs in some of the largest areas impacted by debris generating events in the last decade. PROJECT EXPERIENCE Winn Parish, Louisiana, Hurricane Laura Disaster Recovery Operations, 2020 Mr. Hollis served as the operations manager for Winn Parish following Hurricane Laura. He oversaw all debris removal monitoring operations including right-of-way debris removal and hazardous tree and limb removal. Overall, 149,000 cubic yards of debris was documented and removed from the Parish. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2017 - 2018 Hurricane Maria is regarded as the worst natural disaster on record to impact Puerto Rico. Mr. Hollis served as the operations manager overseeing day-to-day debris removal monitoring operations from the South DTOP Zone. City of Santa Fe, Texas, Hurricane Harvey Recovery, 2017 - 2018 Mr. Hollis served as the operations manager overseeing day-to-day debris removal monitoring operations throughout the City of Santa Fe. The City performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs on County maintained roadways. City of St. Augustine, Florida, Hurricane Matthew Recovery Operations, 2016 - 2017 Mr. Hollis served as the operations manager overseeing day-to-day debris removal monitoring operations throughout the City of St. Augustine following Hurricane Matthew. The City performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs on City maintained roadways. Thompson documented over 83,000 cubic yards of vegetative debris. Lumberton, North Carolina, Hurricane Matthew, 2016 — 2017 Mr. Hollis served as operations manager for debris removal monitoring in Lumberton County, NC following Hurricane Matthew. He oversaw day-to-day operations including up to 35 debris removal monitors ADMS units for right-of-way collection on County maintained roadways. Overall, Thompson substantiated more than 26,000 cubic yards of vegetative debris. City/Parish of East Baton Rouge, Louisiana, Severe Flooding, ROW and PPDR Program Management, 2016 - 2017 Mr. Hollis served as a senior field supervisor for debris removal monitoring efforts on behalf of the City/Parish. He assisted in daily field operations for all monitoring programs including right-of-way (ROW) debris removal and an extended ROW Private Property Debris Removal (PPDR) program. To date over 1.8 million cubic yard of construction and demolition debris have been collected and more than 1,450 applicants participated in the extended ROW PPDR program. South Carolina Department of Transportation, Horry and Georgetown Counties, South Carolina, Severe Flooding Recovery Operations, 2015 Mr. Hollis served as operations manager for debris removal monitoring in Horry and Georgetown Counties on behalf of SCDOT following a severe flooding event. He oversaw day-to-day operations for right-of- way collection on SCDOT maintained roadways throughout the Counties. Allendale County, South Carolina, Winter Storm Pax Recovery Operations, 2014 Mr. Hollis served as the operations manager for debris removal monitoring operations in IPAGE 1 / 2 IJEFF HOLLIS Allendale County following Winter Storm Pax. He was in charge of overseeing day-to-day operations for all monitoring projects including emergency road clearance, right-of-way collection, and removal of hazardous leaners, hangers on County maintained roadways. County -wide, nearly 30,000 cubic yards of vegetative debris was collected, temporarily disposed, and burned. In addition, over 6,000 hazardous trees were addressed. South Carolina Department of Transportation (SCDOT), Winter Storm Pax Recovery Operations, 2014 Mr. Hollis served as operations manager for the SCDOT debris removal monitoring mission in Dillon County. He was in charge of overseeing day-to-day operations for all monitoring projects including emergency road clearance, right-of-way collection, and removal of hazardous leaners and hangers on SCDOT maintained roadways throughout the County. County -wide, nearly 200,000 cubic yards of vegetative debris was collected, temporarily disposed, and burned. Harris County, TX, Hurricane Debris Removal Monitoring, 2008 In 2008, Mr. Hollis served as afield operations manager for the Harris County debris monitoring effort. Mr. Hollis managed a field team responsible for monitoring the removal of over 2,500,000 cubic yards of debris. City of New Orleans, Louisiana, Demolition Field Manager, 2007-2008 Mr. Hollis served as a demolition field manager on the City of New Orleans residential demolition program in 2007 and 2008. Mr. Hollis was responsible for ensuring that each FEMA eligible property had been properly condemned, posted, and decommissioned prior to being demolished. In addition, Mr. Hollis was responsible for ensuring that properties containing Asbestos Containing Materials (ACM) were properly demolished and disposed of at Type I Disposal facilities. St. Landry Parish, Louisiana, Hurricane Gustav, 2008 Following the devastating impact that Hurricane Gustav, Mr. Hollis served as the field project manager for the Parish's debris removal monitoring program. Mr. Hollis's field team monitored and documented the removal of eligible storm debris and worked with the Parish, State, and FEMA to address many unique challenges. Parish -wide, nearly 225,000 cubic yards of vegetative and construction and demolition debris was collected. Escambia County, Florida, Hurricane Debris Disposal Monitoring, 2004 Mr. Hollis served a field supervisor responsible for overseeing field monitors and ensuring only eligible debris was collected. County -wide, nearly 8,000,000 cubic yards of vegetative and construction and demolition debris was collected. TRAINING & CERTIFICATIONS — OSHA 29 CFR 1910.120 40-Hour HAZWOPER Training PAGE 2/2 t h o m p s o n CONSULTING SERVICES Don Grainger Operations Manager FIRM Thompson Consulting Services 2601 Maitland Center Parkway Maitland, Florida 32751 MILITARY EXPERIENCE United States Army thompson CONSULTING SERVICES EXPERIENCE 6 years PROGRAM EXPERIENCE FEMA Public Assistance Emergency Work (Categories A-B) and Permanent Work (Categories C-G) FHWA ER Program Mr. Grainger has over six years of experience supporting and managing debris monitoring operations throughout the United States. He has worked extensively on private property debris removal programs as well as, right-of-way (ROW) debris monitoring, and leaner, hanger, and stump removal programs in some of the largest areas impacted by debris generating events in the last decade. PROJECT EXPERIENCE State of California, Wildfire Recovery Operations, 2021 Mr. Grainger served as the operations chief overseeing debris removal efforts following the devastating wildfires that swept California. Don was in charge of overseeing day-to-day debris removal monitoring operations throughout affected areas in the State. The impacted areas performed emergency road clearance and debris removal operations and right-of-way collection of vegetative, construction and demolition (C&D) debris throughout the affected areas. Baldwin County, Alabama, Hurricane Sally Disaster Recovery Operations, 2020 - 2021 Hurricane Sally inundated the Gulf Coast with heavy rains and destructive winds causing a large amount devastating debris. Mr. Grainger served as the project manager for Baldwin County and oversaw debris removal operations such as right-of-way (ROW) debris removal programs and hazardous tree/limb removal on County maintained roadways. Overall, more than 1.71M cubic yards of debris was monitored, collected, and removed. Hamilton & Davidson County, Tennessee, Tornado Recovery, 2020 Mr. Grainger served as the project manager overseeing day-to-day debris removal monitoring operations throughout Hamilton and Davidson counties following devastating tornados. The counties performed right-of-way (ROW) debris removal programs, hazardous tree, limb and stump removal, and County parks debris removal projects. Dorchester County, South Carolina, Hurricane Dorian, 2019 Following the landfall of Hurricane Dorian, Dorchester County PAGE 1 / 2 experienced pervasive damage. Mr. Grainger served as project manager overseeing debris removal monitoring operations including right-of-way (ROW) debris monitoring, and leaner, hanger, and stump removal throughout the County. Overall, approximately 31,500 cubic yards of debris was removed from the County. Multiple Counties, Georgia, Hurricane Michael, 2018 Hurricane Michael was a category 3 hurricane that impacted multiple states. Mr. Grainger served as the program manager for multiple contract activations across Georgia including Dougherty, Lee, Terrell, and Crisp counties. The counties performed right-of-way (ROW) debris removal programs, hazardous tree, limb and stump removal. Overall, 4.2M cubic yards of debris was monitored, collected, and removed across the State. Puerto Rico Department of Transportation and Public Works (DTOP), Hurricane Maria, 2018 Mr. Grainger served as a project manager overseeing project operations for debris monitoring services in the West DTOP designated zone. He was in charge of overseeing day-to-day debris removal monitoring operations throughout affected areas and DTOP zones. Miami -Dade County, Florida, Hurricane Irma Recovery, 2017 - 2018 Mr. Grainger served as the project manager overseeing day-to-day debris removal monitoring operations throughout Miami -Dade County. The County performed both hazardous tree and limb removal, right-of-way (ROW) and waterway collection programs on County maintained DON GRAINGER roadways/waterways. Overall, more than 3 million cubic yards of vegetative debris was removed from the County. Harris County, Texas, Hurricane Harvey Recovery Operations, 2017 Mr. Grainger served as the operations manager overseeing day-to-day debris removal monitoring operations throughout Harris following Hurricane Harvey. The County was severely impacted and performed both hazardous tree and limb removal as well as right-of-way (ROW) collection programs on County maintained roadways. Beaufort County, South Carolina, Hurricane Matthew, 2016 — 2017 Mr. Grainger served as the operations manager overseeing debris removal efforts on behalf of Beaufort County following Hurricane Matthew. Don was in charge of overseeing day-to-day debris removal monitoring operations throughout the County. The impacted areas performed emergency road clearance and debris removal operations and right-of-way collection of vegetative, construction and demolition (C&D) debris throughout the affected areas. TRAINING & CERTIFICATIONS — HAZWOPER 40HR — HAZWOPER Supervisor — ICS100 — ICS200 — ICS700 — HAZMAT- Transportation — OSHA 10- Construction Safety PAGE 2/2 thompson CONSULTING SERVICES SECTION 3 Capacity of the Firm Contractual Obligations Current Pre -Event Contracts Thompson strongly believes that responsible disaster response consultants should disclose their commitments so that perspective clients can gauge whether they can reliably provide critical resources in the event of mobilization. To ensure that we can deliver the full force of manpower committed in our proposal, Thompson limits its stand-by commitments to ensure that we can responsibly exceed our clients' expectations. Thompson is fully prepared to respond to both large and small disaster incidents, our technical approach is carefully developed to be scalable and flexible so that we remain extremely responsive and provide the appropriate level of resources required by our clients. Thompson Consulting Services has never failed to respond to a client or had a contract terminated. inompson estimates tnat r►. ►� Ul ►ess than 15�lo uj ny capacity to periur.r► uebrIS momtorrr►y U1su.5Le. response work in the State of Florida. The following table includes a list of Thompson's current stand-by contract commitments along the Gulf Coast. Table 3-1: Current Gulf Coast Executed Contracts Contracts by State Alabama Alabama Department of Transportation Alexander City, City of Dauphin Island, Town of Ono Island, Property Owners Association Florida Altamonte Springs, City of Apopka, City of Bonita Springs, City of Boynton Beach, City of Casselberry, City of Citrus County Cocoa, City of Collier County Daytona Beach, City of DeBary, City of Deland, City of Deltona, City of Desoto County Edgewater, City of Escambia County Flagler County Fort Lauderdale, City of Fort Myers, City of Hendry County Hialeah, City of Holly Hill, City of thompson CONSULTING SERVICES Orange Beach, City of Prichard, City of Saraland, City of Spanish Fort, City of Lee County, School District of New Smyrna Beach, City of North Palm Beach, Village of Ocean Ridge, Town of Ocoee, City of Orlando, City of Ormond Beach, City of Oviedo, City of Palm Bay, City of Palm Beach County School District Palm Beach County Solid Waste Authority Pasco County Pinellas County Plant City, City of Port Orange, City of Putnam County Sanibel, City of South Bay, City of South Daytona, City of St. Lucie County Stuart, City of 3-1 CAPACITY OF THE FIRM Contracts by State Jackson County Venice, City of Lake Worth, City of Vero Beach, City of Lake Worth Drainage District Volusia County Lakeland, City of Wellington, Village of Largo, City of West Palm Beach, City of Lee County Winter Garden, City of Louisiana Ascension Parish Livingston Parish Baton Rouge, City and Parish of East Natchitoches, City of Central, City of Sabine River Authority Denham Springs, City of St. Bernard Parish Grant Parish St. Tammany Parish Iberia Parish Terrebonne Parish Grant Parish Vernon Parish Jefferson Davis Parish Winn Parish Mississippi Gautier, City of Pascagoula, City of Jackson County Texas Aransas County Lumberton, City of Chambers County - Alternate McKinney, City of Corpus Christi, City of Pearland, City of Fort Worth, City of Pharr, City Galveston County Plano, City of Hardin County Richardson, City of Harris County — Alternate Santa Fe, City of Houston, City of Silsbee, City of Houston -Galveston Area Council (H-GAC) Sour Lake, City of Jackson County Texas City, City of Lake Jackson, City of Trinity Bay Conservation District La Porte, City of Thompson is fully prepared to respond to both large and small disaster incidents, our technical approach is carefully developed to be scalable and flexible so that we remain extremely responsive and provide the appropriate level of resources required by our clients. We have the capacity to execute the required services following a disaster that impacts the County and none of the listed contracts would interfere or preclude Thompson from providing the County the manpower and equipment needed to successfully implement debris monitoring operations. Simultaneous Contract Activations Thompson can deploy resources quickly and efficiently in disaster situations across the country and following major disaster events that require simultaneous multi- state, region, and local level contract activations. The following table summarizes Thompson's response to recent major disaster events requiring simultaneous contract activations. Table 3-2: Major Disaster Events and Simultaneous Contract Activations Disaster Event Activations Disaster Event Activations 2022 Hurricane Ian 30 2018 Hurricane Michael 6 2021 Hurricane Ida 10 2017 Hurricanes Harvey, Irma, Maria 54 t h o m p s o n 3_2 CONSULTING SERVICES CAPACITY OF THE FIRM Disaster Event Activations Disaster Event Activations 2020 Hurricanes Laura. Sallv. Zeta 17 2016 Hurricane Matthew 27 We recognize that each disaster situation is going to be different. Although we will always be able to leverage our extensive experience and capabilities, we are also prepared to draw on resources intelligently, prioritize efficiently, and act decisively when facing new challenges. To do this, Thompson promotes a collaborative working relationship with our clients and their debris removal contractors. We have worked closely with our clients and many different debris removal companies to work through the following challenges: _ogistic Considerations: When addressing a multi -state disaster response such as Hurricane Matthew, Thompson's debris removal monitoring assignments were extended over a large area including south central Louisiana and spanning nine hundred (900) miles along the Atlantic coast from Palm Beach County, FL to Norfolk, Virginia. To address client specific field personnel and equipment needs, Thompson implemented several operational hubs in six (6) states with logistical support to all projects. Large Scale ADMS Deployment to Monitor All Types of Debris Collection• Thompson's ADMS deployment following Hurricanes Harvey, Irma, and Maria in 2017 was one of the largest simultaneous ADMS deployments in history, with over 1,300 units deployed to over 55 work locations. Thompson's ADMS was configured to monitor the collection of nearly 15 million cubic yards of disaster related debris across a variety of waste streams including vegetative, construction and demolition (C&D), white goods, household hazardous waste, animal carcasses, sand, waterway, and private property debris removal. Staffing Execution Plan: Thompson maintains a professional recruiting and staffing department in house so that we can respond quickly and efficiently to surge staffing demands. We maintain a network of over 1,000 potential field monitors on call to supplement monitors sourced locally. When tasked with ramping up quickly, efficiently, and simultaneously over a six (6) state area following Hurricane Matthew, Thompson relied on dedicated resources that owned the ramp -up process. We did not, and do not currently, rely on any third -party staffing firms that do not understand the disaster business. This was critical to our success with the Hurricanes Irma, Sally, Ida, and Ian mobilizations. Thompson is extremely proud of our response time record and our ability to deploy resources quickly and efficiently in disaster situations across the country. As an example of our staffing abilities, we have summarized our response times to previous disasters and resources deployed in the following table. Table 3-3: Previous Response Times and Resources Deployed Number Field Staff Disaster Year of Clients Response Time Hired Hurricane Ian (FEMA DR-4673) 2022 30 Within 12-24 hours of NTP 2,538 Hurricane Ida (FEMA DR-4611) 2021 13 Within 12-24 hours of NTP 2,900 Hurricane Sally (FEMA DR-4563,4564) 2020 10 Within 12-24 hours of NTP 1,425 Hurricane Dorian (FEMA DR-4465) 2019 2 Within 24 hours of NTP 160 Hurricane Michael (FEMA DR-4399, 4400) 2018 13 24 hours prior to NTP 1,300 Hurricane Maria (FEMA DR-4339) 2017 1 Within 24 hours of NTP 1,200 Hurricane Irma (FEMA DR-4337, 4338) 2017 47 Within 12-24 hours of NTP 1,600 Hurricane Matthew (FEMA DR-4283-86) 2016 17 48 hours prior to NTP 600 South Carolina Severe Flooding (FEMA DR-4241) 2015 1 Within 48 hours of NTP 55 Winter Storm Pax (FEMA DR-4166) 2014 6 Within 48 hours of NTP 475 t h o m p s o n 3_3 CONSULTING SERVICES CAPACITY OF THE FIRM Disputes, Litigation & Claims Thompson does not currently have and has not had in the past five (5) years, any contractor disputes, claims nor any mediation, arbitration, or court filings with regard to a contract for services similar to those requested in the specifications. Furthermore, Thompson Consulting Services has never failed to respond to a project or provide the goods for which it has been contracted, nor had any contract cancelled or terminated unfavorably. Responding Office Location With corporate and satellite offices scattered throughout the Southeast United States, Thompson has the resources and capabilities to support the County's debris monitoring needs from near and afar. The County's contract will be serviced from Thompson's corporate office in +aitland, Florio which is less than four ( ) hours from the County and where over 30 full- and part-time employees support project operations. Corporate Office — Thompson Consulting Services, LLC 2601 Maitland Center Parkway Maitland, Florida 32751 email: info@thompsoncs.net I phone: 407-792-0018 1 fax: 407-878-7858 Staff Overview As a employee -owned company with personnel across the United States, Thompson maintains a commitment to excellence in workmanship; innovative solutions; timely and responsive service; and cost effectiveness. These standards are the foundation for Thompson's excellence in project quality and delivery. Thompson's staff has a vested interest in providing safe, quality driven, successful projects completed on time and within budget. A comprehensive staff experience matrix detailing Thompson's disaster recovery experience has been provided as Exhibit 2-1 and detailed staff resumes have been provided as Exhibit 2-2 following Section 2. Diversified Staff Qualifications & Disciplines Thompson's staff of consultants is amongst the most educated, qualified, and dynamic in the industry. Our personnel are disaster recovery and response experts, business, and financial consultants; registered professional engineers, geologists, and surveyors; scientists; and technical professionals in the following disciplines: civil, structural, environmental, geotechnical, hydraulic, mechanical, and electrical engineering. Thompson has over multi -disciplined personnel on staff with diverse qualifications that can be drawn upon to address any project needs. Thompson has provided the following list of personnel by discipline as evidence of our unique qualifications and credentials as well as our capacity to support projects of any size and scope. Tcrsovlvlcl b4 -Pisciplivlc Grant/Financial Consultants 10 Environmental Engineers 9 Debris Project Managers 25 Geologists 10 Debris Supervisors 50 Scientists/Environmental 20 On -call Debris Monitors 1000 Credentialed Inspectors 57 t h o m p s o n 3_4 CONSULTING SERVICES CAPACITY OF THE FIRM -Persovlvlel b4-Pisciplivle Construction Managers 26 Investigative / Roof Consultants 13 Architects 3 Professional Land Surveyors 9 Civil Engineers 30 LEED Accredited Professionals 5 Marine Engineers 4 Construction Engineering Inspectors 50 Structural Engineers 7 Construction Materials Techs 19 Geotechnical Engineers 14 C.P. - Stormwater Quality (CPSWQ) 1 Transportation Engineers 5 C.P. - Erosion & Sediment Control 5 Hydraulic Engineers 3 Safety Professionals 4 Thompson provides the County with access to a unique combination of experience, services, resources, and personnel through our family of companies. In addition, Thompson maintains a network of more than on -call debris removal monitoring managers and supervisors and more than inspectors, Thompson has the personnel and experience to support the County's debris monitoring needs. Subcontractor Particiaption Thompson is proudly joined on this submittal by teaming partner Viriya Consulting (Viriya). Viriya is an emergency and grant management firm as well as a Section 3 business concern that is headquartered in Joplin, Missouri. Viriya offers comprehensive emergency and grant management services with a cadre of more than 75 professional and technical staff servicing clients from coast to coast. As a subconsultant, Viriya Consulting will assist Thompson in providing grant management and financial oversight support. Information about Viriya's extensive experience and capabilities has been provided in Section 2, and resumes for proposed personnel have been included in Exhibit 2-2. Proposed Project Organization & Management Thompson is committed to staffing the County's debris monitoring services requirements in accordance with the management staffing and key personnel proposed herein. The following organizational chart graphically presents Thompson's proposed project staffing and key personnel. Figure 3-1: Organizational Chart Collier Couvlty RESOURCE OFFICER PRINCIPAL -IN -CHARGE Nate Counsell Jon Hoyle SAFETY OFFICER CLIENT LIAISON Dean Wolcott Don Grainger Simon Carlyle RECR-R OFFICER PROIEQ CONTROLS `Viriya Consulting(Viriya) Ceth McGill Olive Yaa Conner Kinkead Wes Holden Nicole Lehman Paul Lehman Jeff Hollis Gene Lars n Craig Miller Darin Matthews Briana Bastian Daniel Gardner Kyle Mizell Jomo Fagan Kevin Parker Corey Thomas Brent Sherman Rogerlones Colin Keogh Jacqueline Gibson Jonathan Clark Joey Kamer Keith Forrester TiffanyThompson Janae Norris Barnabas Waweru Gary Brooks Lamar Stokes Matthew Herlecker' Avery Ellis Diana Restrepc William Gregg Anthony Cox - Sean Janson Raul Cardenas Erica Cossio' Tommy Dorsey Connie Stewart Patrick Gardner Charles Crouch Katherine Soarez Mike Dickson laire McNichols LOCALLY H I RED FIELD STAFF Scott Hardy, P.E. lCollectionBryce Moore Charles Webber, P.E. Kyle Hoyle Nicholas Combs loev Huettemann t h o m p s o n 3_5 CONSULTING SERVICES CAPACITY OF THE FIRM Debris Removal Monitor Labor Force Sourcing Thompson's proposed staffing plan is designed to be flexible and scalable so that we can effectively and efficiently respond to the County's needs. We maintain a staff of full time and on -call disaster debris monitoring experts, consultants and supervisors that will be available to support the implementation and management of debris removal monitoring operations. In addition, Thompson maintains professional human resources and recruiting staff that have over years of experience in disaster response and recovery services available to assist in identifying and placing personnel. It is Thompson's intent to fill temporary debris monitoring positions with the County's qualified residents in need of war!- Thompson will provide qualified residents with safety training and on the job training with experienced debris monitoring supervisors. Thompson is the only debris monitoring firm that performs motor vehicle operating record reviews and as -needed drug screenings for its temporary employees. This practice results in a team of monitors that is both safe and committed to quality. We will make sure that all local hires are properly trained prior to being deployed to monitor a debris removal crew. In addition, this effort will help residents participate in the County's recovery efforts with a meaningful impact and earn a competitive hourly wage. Federal & State Reimbursement Thompson's clients benefit from our long and consistent history in providing disaster response and recovery services through the incorporation of program management best practices gained over the years and understanding of current federal disaster recovery guidelines and procedures. We have a comprehensive understanding of how agencies at the federal, state, and local levels coordinate during a recovery operation. Thompson's approach to providing disaster debris monitoring services begins with the desired outcome at the forefront of what we do: document debris removal in a manner to ensure maximum grant reimbursement to our clients. We will exercise judgment and expertise making every effort to limit services to those that will provide maximum reimbursement. Thompson encourages transparency with clients at every stage of the recovery process and will notify the County if at any time services provided may be ineligible for reimbursement. Thompson's proposed team has assisted some of the largest government agencies recently impacted by natural disasters to recover and retain FEMA A • Public Assistance grant funding for debris removal, force account operations and 4 5+ complex infrastructure repair, replacement, and mitigation projects. While many firms can offer experience and personnel in certain aspects of the County's billion in federal needs, Thompson provides professional consultants and engineers to deliver grant funding expertise in a variety of grant programs and tasks. Through past experience and lessons learned, we have been able to develop a fine-tuned and tested approach to efficiently and effectively meet or exceed the FEMA compliance regulation standards for maximum reimbursement to our clients. When dealing with disaster recovery and compliance with FEMA and other federal agency regulations, not many things can take the place of first-hand experience. Our debris monitoring and reimbursement procedures, tools and training methods are the results of a unique blend of theoretical and applied implementation strategies on real recovery projects. The County t h o m p s o n 3-6 CONSULTING SERVICES CAPACITY OF THE FIRM receives the benefits of past client successes which have been retained and included in our program knowledge base. By the same token, we have been able to actively morph our tools based on the ever - changing environment of debris monitoring and reimbursement assistance. History of Successful Reimbursement Thompson's consultants have performed project management and grant administration services for over 60 Federal Emergency Management Agency (FEMA) and Federal Highway Administration (FHWA) reimbursable federally declared disasters and emergencies. A summary of our experience over the last decade is provided in the table below. Table 3-4: Grant Programs and Funding Administered by Disaster Grant Funds Grant Funds Disaster Year Administered Disaster Year Administered Hurricane Ian (FEMA-DR 4673) 2022 TBD Hurricane Sandy (FEMA DR-4085-4086) 2012 $250,000,000 New Mexico Wildfires (FEMA-DR 4652) 2022 TBD Hurricane Isaac (FEMA DR-4080-4081) 2012 $2,000,000 kv I-- cr­, MPKAA na_argm Imi TRn Indiana Tornados (FEMA DR-4058) 2012 52.500.000 Hurricane Ida (FEMA DR-4611) 2021 TBD Hurricane Irene (FEMA DR-4024) 2011 $4,500,000 Hurricane Zeta (FEMA DR-4576) 2020 $23,000,000 Alabama Tornados (FEMA DR-1971) 2011 $25,000,000 Hurricane Sally (FEMA DR-4563,4564) 2020 $180,000,000 Iowa Flooding (FEMA DR-1763) 2010 $1,640,325 Hurricane Laura (FEMA DR-4559) 2020 $48,000,000 MA Snow Storm (FEMA DR-1813) 2009 $896,475 Hurricane Dorian (FEMA DR-4465) 2019 $5,000,000 Hurricane Ike (FEMA DR-1791) 2008 $445,504,160 Hurricane Michael (FEMA DR-4399, 4400) 2018 $40,000,000 Hurricane Gustav (FEMA DR-1786) 2008 $19,374,540 Hurricane Florence (FEMA DR-4393, 4394) 2018 $12,000,000 Hurricane Dolly (FEMA DR-1780) 2008 $17,241,000 Hurricane Maria (FEMA DR-4339) ' 2017 TBD Missouri Ice Storm (FEMA DR-1676) 2007 $31,523,000 Hurricane Irma (FEMA DR-4337, 4338) 2017 $100,000,000 New York Winter Storm (FEMA DR-1665) 2006 $20,700,000 Hurricane Harvey (FEMA DR-4332) 2017 $20,000,000 Hurricane Wilma (FEMA DR-1609) 2005 $214,491,000 Hurricane Matthew (FEMA DR-4283-86) 2016 $100,000,000 Hurricane Rita (FEMA DR 1606) 2005 $96,000,000 Louisiana Severe Flooding (FEMA DR-4277) 2015 $65,000,000 Hurricane Katrina (FEMA DR 1602-1604) 2005 $914,304,040 SC Severe Flooding (FEMA DR-4241) 2015 $35,000,000 Hurricane Ivan (FEMA DR-1551) 2004 $243,332,500 Winter Storm Pandora (FEMA DR-4211) 1 2015 $750,000 Hurricane Frances (FEMA DR-1545) 2004 $5,000,000 Winter Storm Pax (FEMA DR-4166) 2014 $200,000,000 Hurricane Charley (FEMA DR-1539) 2004 $97,085,850 The following select projects are examples of Thompson's client support from project start to closeout, audit, and appeals processes. Additional projects have been provided in Section 2, Firm's Experience. Hurricane Matthew Florida Recovery (DR4283) Oct. 2016 — Sept. 2017 FEMA Grant Management Support Funding Est. $12,000,000 Summary: Thompson provided disaster debris removal monitoring services to six Florida clients and assisted the following seven Florida clients in preparing project worksheets and supporting documentation to substantiate reimbursement of costs to perform eligible storm -related response and recovery work following Hurricane Matthew. — City of Daytona Beach, FL — City of Deltona, FL — City of Deland, FL — City of St. Augustine, FL — Orange City, FL — City of Ormond Beach, FL — Solid Waste Authoritv of Palm Beach Countv. FL These communities each suffered hurricane force winds, heavy rains and flooding which generated over one million cubic yards of debris and caused widespread damage to public infrastructure. Assisting clients throughout the region, Thompson's dedicated consulting team ensured all clients received equitable resources and that t h o m p s o n 3_7 CONSULTING SERVICES CAPACITY OF THE FIRM successes and efficiencies were leveraged to provide maximum value and service to each community. In total, Thompson developed over 70 project worksheets totaling more than $12 million in FEMA Public Assistance reimbursement. Brevard County, Florida December 2021 - Present Disaster Financial Recovery Support Funding Est. $49,200,000+ 2022 Tropical Storm Nicole: Brevard County was severely impacted by Tropical Storm Nicole, which made landfall along Florida's east coast just six weeks after Hurricane Ian. Thompson has met with County departments and leadership and is in the process of assisting the County with the development of its Damage Inventory. Damages included significant impacts to coastal infrastructure and beaches as well as flooding of County property and public waterways. Current damages are expected to include all categories of work (Categories A-G) with a total estimated cost of $30,000,000. 2022 Hurricane Ian: Thompson is currently providing support to Brevard County to secure federal grant funding in response to Hurricane Ian. Having held the Exploratory Call and FEMA Recovery Scoping Meeting (RSM), Thompson has also met with all departments to discuss project eligibility and is in the process of finalizing the Damage Inventory report. The County's damages include all categories of work (Categories A-G) and include widespread debris, special debris removal programs, traffic signs and signals, building and roof damages, utility damages and damages to park facilities including beaches and waterfront infrastructure. The County's Hurricane Ian related damages are currently estimated at $19,200,000. Closeout for Previous Events: In 2021, Thompson was selected to provide grant management and financial recovery services for Brevard County through a competitive pre -event solicitation. The County had struggled with previous activations and consultants and sought Thompson's expertise and client -focused approach to address outstanding State and FEMA requests related to previous disasters. Thompson quickly met with the County and applicable departments to identify priority items and begin addressing FDEM and FEMA requests for information (RFIs) to allow the County to secure obligated funding and advance through the closeout and audit process. The County had incurred more than $56,000,000 in eligible FEMA Public Assistance (PA) costs from Hurricanes Matthew, Irma, and Dorian. City of Ormond Beach, Florida Disaster Financial Recovery Support December 2016 - Present Funding Est. $14,800,000 2022 Hurricane Ian: Thompson is currently supporting the City with its Hurricane Ian financial recovery efforts and has also served as the City's debris monitoring firm for the third consecutive activation. The City sustained damages such as widespread debris removal (Category A), emergency protective measures including the use of force account labor and equipment (Category B) and some permanent work damages requiring repair or replacement (Categories C-G). Thompson staff has assisted the City with the development of its Damaged Inventory and is in the process of submitting Category A and B project worksheets for contracted debris removal and force account emergency protective measures. Additionally, Thompson is providing department -level consultation to ensure eligible damages are captured in full and sufficiently documented to support reimbursement of all incurred costs, which are currently estimated at $3,700,000. 2017 Hurricane Irma: Following Hurricane Irma, Thompson assisted the City with its FEMA Public Assistance claims for both emergency work (Categories A and B) and permanent work (Categories C-G). Thompson worked closely with the City and all applicable departments to prepare, submit and process PWs in an expedited manner, securing FEMA PA funding for projects valued at approximately $3,600,000. 2016 Hurricane Matthew: The City suffered widespread damage from Hurricane Matthew, including more than 520,000 cubic yards of debris across City properties and public rights of way. As with the other activations, Thompson provided both grant management/financial recovery support and disaster debris monitoring services. t h o m p s o n 3_8 CONSULTING SERVICES CAPACITY OF THE FIRM Permanent work damages included impacts to buildings (Category E), utilities (Category F) and park facilities (Category G). In total, Thompson assisted with the recovery of PA funding for nearly $7,500,000 in project costs. Ability to Submit Timely Reimbursement Thompson prides itself on our ability to provide the highest -level support in a timely manner. This ensures our clients are first in line to receive funding, whether it be through expedited project worksheets, strategic project structuring or proficient processing and submittal of debris removal invoices and supporting documentation. While we cannot control the speed at which FEMA reviews and obligates projects, our approach to timely and audit -ready project submittal is developed to make FEMA and FDEM's roles as streamlined as possible. FEMA Grants Portal Experience Since the advent of the FEMA Grants Portal, Thompson has actively utilized the system to submit project documentation, respond to Essential Elements of Information (EEI) and monitor project statuses on behalf of our clients. Our approach to timely submittal means our clients are better able to drive their recovery process and the Grants Portal allows for the ability to quickly respond to FEMA requests for information (RFIs) and submit supporting documentation. Thompson quickly responds to any outstanding needs while mitigating the need to duplicate administrative efforts all while holding FEMA accountable for a timely project review and obligation of funds. FEMA Performance Record Thompson is proud to have a success rate with adhering to FEMA Public Assistance regulations. Thompson does not have any closed, active, or pending FEMA disputes, audits, or lawsuits. In addition, Thompson is not aware of any denials for eligible service/work items performed for our clients. Thompson will assist the County on an as -needed basis throughout the audit process to help ensure the County recovers funding for all eligible work. t h o m p s o n 3-9 CONSULTING SERVICES SECTION 4 Approach Our Understanding Collier County (County) is comprised of 2,305 square miles in southwestern Florida, on the Gulf of Mexico. The County is the largest in the state by land area, however nearly the entire southeastern portion lies within the Big Cypress Natural Preserve. Most recently, in September 2022, the County experienced major impacts from Hurricane Ian which made landfall as a devastating Category 4 storm, the eyewall passing northwest of the County. As evidenced by Ian's extensive damage and resulting debris, the County is highly vulnerable to the impacts of future debris -generating disasters such as hurricanes, tropical storms, and tornadoes. Furthermore, the ever-present threat of rapid and dramatic rising sea levels around Florida's gulf coast increases the likelihood of increased severe flooding from a tropical weather event. As such, the County maintains a constant, high level of readiness to respond to a variety of hazards that may impact its citizens and consequently, is seeking proposals from qualified consultants to provide debris monitoring support and assist the County in navigating the funding and compliance channels of the Florida Division of Emergency Management (FDEM) and the Federal Emergency Management Agency (FEMA) Public Assistance (PA) Program. Thompson will use what we have learned from previous disaster recovery projects in South Florida, including experience with Collier County, and throughout the United States to improve the efficiency of the debris removal program, reduce the overall cost of the various debris removal programs, and expedite the County's recovery following a future disaster. We are familiar with the challenges that make debris removal and disaster recovery unique in the County and stand prepared to assist the County with implementing a recovery program that mitigates and addresses many of the County's recovery challenges, which may include: Knowledge and Familiarity with Collier County: Thompson's has served as a stand-by debris removal monitoring services provider for the County since 2014 and has maintained operational readiness in the event that the County is in need of our services. Thompson has previously been activated by the County to perform debris monitoring services following Hurricane Irma in . Following the devastating impacts of Hurricane Irma, Thompson was able to deploy resources and personnel immediately following a notice to proceed from the County and begin debris removal monitoring operations in County maintained parks and facilities. Thompson monitored and documented the removal of over _ cubic yards of debris as well as over hazardous and hanging limbs, trees, and stumps. Use of Automated Debris Management System to Ensure Accurate Reporting and Real- / Time Access to Project Data and Documentation: Thompson proposes using our ` Automated Debris Management System (ADMS), the Thompson Data Management Suite (TDMS), to ensure accurate and timely reporting to the County. We understand that daily progress reporting and mapping will be critical to the County, and Thompson's ADMS will real-time produce accurate, daily collection maps by collection zone. Through the TDMSportal, access todata which is detailed in the section below, the County will have real- time access to electronic ticket documentation, hazardous tree photos, contractor invoices, monitoring invoices, geographic information system (GIS) portal/maps, and other electronic supporting documents such as debris management site permits and project reports. Thompson's ADMS also fully supports electronic thompson 4_1 CONSULTING SERVICES APPROACH timekeeping eliminating administrative costs and providing the County with visibility into monitoring costs near real-time. Access to Enhanced GIS Technology and Capabilities: Thompson continues to expand our GIS resources and capabilities to better support debris removal management. This includes enhanced gathering, managing, and analyzing of data to provide spatial location information such as project boundaries and roadway maintenance responsibility designations (i.e. local vs. state roadways). A Dedicated Point of Contact with Thompson & Staff Availability: A major hurricane that impacts the County will result in multiple recovery initiatives that are managed by numerous County departments. Thompson will provide a dedicated on -site project team to ensure that each debris removal program is managed and documented properly to maximize available federal reimbursement. Additionally, Thompson's dedicated Client Liaison, Simon Carlyle, will be available to the County for the duration of any resulting contract and during all stages of disaster planning and/or recovery acknowledging all communication and information requests within 24-hov of receipt. Mr. Carlyle will be in constant communication with County officials before, immediately after impact, and throughout project operations. Thompson recognizes that each disaster situation is going to be different. Although we will always be able to leverage our extensive experience and capabilities, we are also prepared to draw on our resources intelligently, prioritize efficiently, and act decisively when facing new challenges. The exact number of dedicated on -site and off -site days of each assigned staff member as well as the various quantity of staff and technical expertise will vary depending on future disaster events and the needs of the County. Staffing resources will be deployed to the County from our Maitland, Florida headquarters within hours of receipt of notice to proceed from the County. Immediate, Well -Orchestrated, and Well Documented Force Account and Contractor Response during the 70-Hour Push: Following a disaster incident, the County has the responsibility to ensure that County maintained roadways are cleared and accessible as quickly and efficiently as possible. It is imperative that the County implements a coordinated response between force account and contracted resources. Thompson will ensure that all hours and activities are documented to substantiate FEMA reimbursement. Thompson will also work with the County and its debris removal contractors to expedite 70-hour push activities, focusing on the pre -determined list of priority roadways, while ensuring that the period of performance adheres to FEMA's eligibility standards and all labor and equipment time is tracked and documented. Proper Management of the Debris Removal Contractor's Pledged Resources and Commitments: Hurricanes Harvey and Irma and most recently Hurricane Ian are examples of how large regional disasters put pressure on contractor's ability to deliver trucks and resources necessary to complete debris removal missions in an expeditious manner. Thompson will work with the County and their debris removal contractor to determine and manage equipment and resource needs in a timely manner and throughout project operations. A Local Preference for Hiring Debris Monitors: It is Thompson's intent to fill temporary debris monitoring positions with County residents in need of work. Thompson will provide qualified residents with safety training, as -needed drug screening, and on-the-job training with experienced debris monitoring supervisors. We will make sure that all local hires are thoroughly and properly trained prior t h o m p s o n 4_2 CONSULTING SERVICES APPROACH to being deployed to monitor a debris removal crew. This effort will help residents participate in the County's recovery efforts with a meaningful impact and earn a competitive hourly wage. The Ability to Work Closely with FEMA and FDEM to get Disaster Specific Guidance in Writing: Thompson's staff maintains a strong working relationship with FDEM and FEMA Region IV. We will work to ensure that all guidance pertaining to waterway debris removal, tree removal, vehicle and vessel removal, and debris removal from private property, including demolitions, is obtained in writing prior to proceeding with specialized recovery operations. This will minimize the financial risk to the County of proceeding with costly contracted debris removal operations that are later under -funded or un-funded by FEMA and FDEM. Utilization of Technology Solutions Thompson's Automated Debris Management System (ADMS) Thompson has invested considerable resources in technologies to support more efficient debris removal monitoring. Among these technologies is our best -in -class ADMS solution, the Thompson Data Management Suite (TDMS). TDMS is a collection of hardware, software, and communications infrastructure for the management of years of TDMS data and documents related to disaster recovery. The suite provides near real time deployments debris collection data to applicants, grantees, FEMA, FHWA, debris removal contractors, and others without disrupting the speed of the recovery. Each major component of TDMS is summarized below: TDMSmobile: is an ADMS hardware solution that provides clients the option to manage and monitor debris recovery missions electronically in the field utilizing a handheld device and hip printer. The handheld device and system have configurable security settings to protect use and data. Specified locations, such as debris pickup and disposal sites, are captured by the GPS capabilities of the handheld and verified in the web -based system. TDMSmobile also has a disconnected architecture and is fully operational in a post storm environment where cellular networks are compromised or destroyed. TDMSweb: is a web -based application that serves as the backbone of the TDMS for storage and data management. TDMSweb provides access to viewing, querying, sorting, reporting, mapping and managing project related data and documents including electronic tickets, contractor invoices, text message updates, reports, and FEMA data and image exports. TDMSmaps: is a web -based GIs application that integrates geospatial and relational data to enhance management and public information capabilities. TDMSmaps provides full access to live maps, progress maps and query maps which assist in the evaluation of progress, assignment, or re -assignment of crews, and provide graphical information to make debris management decisions that support effective and efficient operations. Thompson can tailor progress and real-time operation mapping to meet the needs of the project. TDMSportal: is a web -based portal that serves as the client and contractor information center for contract documents, project costs, electronic tickets, accounting transactions and invoices. ►u►vlSportal --Cation. TDMSportal also provides access to viewing, querying, sorting, reporting, mapping, and managing t h o m p s o n 4-3 CONSULTING SERVICES project related data and documents. The portal eliminates email for document sharing and transfer and ultimately increases visibility between the applicant, Thompson, and the debris contractor. Through the implementation of these technologies, TDMS limits the propensity for human error, fraud, data entry error, and reconciliation challenges resulting in efficiencies, increased accuracy, and cost savings. Thompson owns and maintains DMS and does not lease any part of our ADMS solution from an alternate provider. APPROACH R single source to access all project data Successful Deployment History TDMS has been deployed by Thompson on nearly every FEMA eligible disaster debris removal monitoring project we have performed since -. TDMS can be utilized for a variety of programs and activities, including but not limited to: Truck Certification Demolitions Right -of -Way (ROW) Collection Haul Out/Disposal Hazardous Tree Work (L/H/S) Project and Data Administration Private Property Debris Removal (PPDR) Monitor Role and Time Management TDMS has also been evaluated and proven to meet the process requirements for the U.S. Army Corps of Engineers (USACE) Advanced Contracting Initiative (ACI). The following list includes a summary of each disaster incident and the number of handheld units deployed. Table 4-1: TDMS Deployments Disaster Units Deployed Disaster Units Deployed 2022 Hurricane Ian 2,015 2017 Hurricane Maria 375 2021 KY Sever Winter Storm 689 2017 Hurricane Irma 1,200 2020 Hurricane Delta 61 2017 Hurricane Harvey 400 2020 Hurricane Zeta 343 2016 Hurricane Matthew 876 2020 Hurricane Sally 1,619 2016 Louisiana Flooding 330 2020 Hurricane Laura 438 2015 South Carolina Flooding 180 2019 Hurricane Dorian 91 2014 Winter Storm Pax 475 2018 Hurricane Michael 1,300 2012 Hurricane Sandy 100 2018 Hurricane Florence 235 2012 Hurricane Isaac 12 Thompson maintains over TDMSmobile units on hand and has access to additional units within 24 hours of notification when necessary. In addition, TDMSmobile can operate on both Android and Apple devices further strengthening our ability to access additional units even during disaster conditions or global supply chain issues. Thompson's TDMSmobile devices have been deployed successfully over the last years, and from day one of debris removal operations Thompson will be able to provide the County with paperless ticketing. GIS Mapping Capabilities Thompson continues to expand our geographic information system (GIS) resources and capabilities to better support debris removal management. This includes enhanced gathering, managing, and analyzing thorn psuii 4-4 CONSULTING SERVICES data to provide spatial location information such as project boundaries and roadway maintenance responsibility designations (e.g., local vs. state roadways). Legend Street Ownership / County / Municipality / Private / state Figure 4-1 : Road Ownership Map x Thompson employs ArcGIS Pro, ESRI's latest desktop GIS application, which allows for seamless integration with our company's ArcGIS Online and Enterprise platforms. Additionally, we can integrate data collected through ESRI's Survey123 and Field Maps for display in ArcGIS applications (Web Mapping Applications, Dashboards, or StoryMaps). TDMSmaps is a web -based GIS application that integrates geospatial and relational data to enhance management and public information capabilities and is available to our clients through the TDMSportal. Thompson's clients have full access to a variety of live maps, progress maps and query maps and can be tailored to the needs of the County. Mass, F rogress, and Activity Mapping Progress and pass mapping, which geographically present debris removal contractor activity, is a valuable tool for our clients, the contractors, and the community. The ability to show which roadways debris removal crews have performed collection allows the client and project managers to evaluate progress, assign or re -assign crews, and make general debris management decisions. Figure 4-2: Road Clearance Pass Maps Jr Legend x oad Psss Sea.us / Undetermined / First Pass Complete / Second Pass Complete / Third Pass Comp€ete n t h o m p s o n 4_5 CONSULTING SERVICES APPROACH Progress maps r ' - "^' ' - •sed and sharer' with the public *) communicate debris removal activity. Zoom functions within the map can provide street -level detail. Debris monitor activity maps depict, in real-time, where monitors are documenting debris removal. Zoom features provide street -level view and ticket details including date, time, location debris collection type and quantity. Activity maps can also be searched by exact street addresses to check progress. Figure 4-3: Daily Debris Monitor Activity Maps ida Deb,s Daily " - ----- F__ M� -- Ida Debris Daily Map -.. '.." -.�• � "' a rn�ma,o. _ ua,.—� � �� � — I '} L s•..s...w+�ue .t4i.-t4� ,l�A _ - anc �=-s�. o.. a,oMs ;' L.., 1 Dashboards Thompson can also create GIS Operations Dashboard that displays real time data including daily and cumulative collection totals, collection locations, eligible/ineligible ticket locations, collection debris type breakdowns, etc. Dashboards can be created for a variety of debris removal programs, including private property debris removal. Figure 4-4: Punch List and Pass Map Dashboard Approach to Debris Removal Monitoring Maximizing Reimbursement Thompson's approach to providing disaster debris removal and disposal monitoring services begins with the desired outcome at the forefront of what we do: document debris removal in a manner to ensure maximum grant reimbursement to our clients. t h o m p s o n 4_6 CONSULTING SERVICES APPROACH Through past experience and lessons learned, we have been able to develop a fine-tuned and tested approach to efficiently and effectively meet or exceed the FEMA compliance regulation standards for maximum reimbursement to our clients. When dealing with disaster recovery and compliance with FEMA and other federal agency regulations, not many things can take the place of first-hand experience. Our debris monitoring and reimbursement procedures, tools and training methods are the results of a unique blend of theoretical and applied implementation strategies on real recovery projects. This approach is applied throughout all contract activities and all phases of the disaster preparedness, response, and recovery program for disaster debris removal monitoring. Figure 4-5: Disaster Debris Removal Monitoring Phase and Task Summary Non -Event / Preparedness and Planning Part of Thompson's commitment to pre -positioned clients is providing planning and training services to the communities we serve. Our team is constantly expanding education, training, and field experience in the disaster debris monitoring, grant management, and emergency management fields and will share their knowledge with County leadership and staff. Following contract award, Thompson will coordinate training schedules with the County to provide departments and key staff members training which will address prioritized topics, as requested by the County. In addition, Thompson can provide a variety of planning services, training programs, and tools and templates that can be utilized by the County in future disasters or participate in exercises related to the County's disaster preparedness, response, and recovery. A listing of sample services that can be provided to the County is provided below. • Disaster Debris Management Plans (DDMP) • FEMA Public Assistance (PA) Training • Identification of Debris Management Sites (DMS) • Procurement Assistance • Public Information • Mitigation Planning and Support • Comprehensive Emergency Management Planning • Executive Guidance to Commissions, Boards, and Panels Post -Event / Disaster Debris Removal Monitoring Operations Thompson has functionally organized our disaster debris removal monitoring operations by task predicated on the various debris streams and programs that can be expected based on our experience t h o m p s o n 4_7 CONSULTING SERVICES monitoring and documenting large scale debris removal operations. Thompson will tailor our approach to the County's debris recovery effort based on disaster specific challenges. Our tasks and task approach can be modified and scalable and our mobilization times can be either compressed or extended based on the needs of the County and the public. I able 4-2: MOa111ZGTIon I Imellne Task Mobilization Time _ Mobilization Program Management Immediately following NTP Damage Assessment 12-24 hours following notice to proceed (NTP) Onboarding and Training of Employees 12-24 hours following NTP Debris Program Implementation Health and Safety Plan Implementation 12-24 hours following NTP Measure and Certify Trucks by FEMA PAPPG Standards 12-24 hours following NTP Deploy Field Supervisors / Field Supervisors 24-48 hours following NTP Deploy Loading Site Collection Monitors 24-48 hours following NTP Deploy Debris Management Site Monitors 24-48 hours following NTP Monitor the Removal of Leaning Trees, Hanging Limbs, and 24-48 hours following NTP Hazardous Stumps Perform Special Debris Removal Programs (e.g., private TBD, based on input from FDEM and FEMA property debris removal) Data Management Accumulate and Review Daily Field Data (QA/QC) Onset of debris collection activities Reporting and Progress Mapping On -going throughout recovery operation Reconcile Contractor Invoices On -going throughout recovery operation Operational Breakdown Thompson provides a dedicated project team to ensure that each debris removal program is managed and documented properly to maximize available federal reimbursement. Additionally, the use of an Automated Debris Management System (ADMS) significantly reduces the quantity of hours and positions required to deliver FEMA compliant monitoring services including post -event activities such as assembling, documenting, and submitting supporting reimbursement documentation for FEMA claims and other grant -funding sources. The savings recognized are through the reduction of the number of staff required for supervisor and assistant (administrative and financial) positions. Thompson has developed a realistic operational plan which includes a breakdown of staffing estimates (position titles and estimated number of support personnel) based on a debris estimate of 2,000,000 cubic yards. Thompson has also provided an estimate of the percentage of hours each position will comprise of the total project hours. Thompson's best management practices coupled with our ADMS technology allows Thompson to provide industry leading field monitoring and documentation with minimal administrative costs. tstlmatlons & ASSUmptlons • Estimated average number of contractor's crews: • Estimated average truck capacity: thomP5on 4-8 CONSULTING SERVICES APPROACH • Each crew consisting of truck and trailer: • Estimated average load call: • Estimated trips per day and per crew: 6 • Estimated working days to complete: 60 • Ratio of field supervisors to monitors: 1:10 • Estimated debris management sites: 4 Table 4-3: Estimated Response to Event Positions Est. Staff Est. Hours Est. Days Total Hours % of Project Hours Project Manager 1 12 60 720 1% Field Supervisor 5 12 60 3,600 7% Loading Site Monitors 55 12 60 39,600 76% Tower/Site Monitor 8 12 60 5,760 11% Supervisor - Administrative, Financial, or Call Center 1 12 60 720 1% Assistant - Administrative, Financial, or Call Center 2 12 60 1,440 3% Thompson recognizes that each disaster situation is going to be different, and the exact number of assigned staff and field personnel as well as the technical expertise will vary depending on the severity. Mobilization Mobilization I Program Management Thompson will assist the County in overseeing the debris management operations, obtaining proper approvals for special debris removal programs, and providing in-depth working knowledge of a variety of recovery operations, USACE debris management guidelines, and FEMA eligibility and reimbursement guidelines. Thompson will work with the County to develop a project management plan to ensure that contracted debris removal is properly documented to substantiate FEMA PA, FHWA ER, and NRCS funding. Some of the initial considerations will include, but not be limited to: • Single/multiple debris removal • Loading Site Monitor Estimates, by collection contractors zone • Debris removal contractor rates and 0 Onboarding and safety training locations and specifications procedures • Debris estimates, by collection zone 0 Supervisor Assignments • Debris removal from gated communities 0 Progress reporting distribution lists and protocols In most cases, Thompson will deploy our project team in anticipation of receipt of a Notice -to -Proceed so that we can be responsive to the County's needs and effectively manage the deployment of personnel and resources. Upon receipt of a Notice -to -Proceed, Thompson will deploy Project Quality Assurance and Project Administrative initiation teams to the County. The Project Quality Assurance Team will consist of the Project Manager and appropriate number of Field Supervisors, based on the severity of the event. In addition to providing surge support to the County, t h o m p s o n 4_9 CONSULTING SERVICES APPROACH the Project Quality Assurance Team will serve as the field project management team. The Project Quality Assurance Team will be deployed with equipment kits to accommodate all field staff. The Project Administrative Team will consist of administrative/human resource employees. The Project Administrative Team will be temporarily deployed to the County to support and monitor the on - boarding process, including: • Employee application reviews • Debris Monitor Training • Motor Vehicle record checks • Health and Safety Plan Implementation Proposed Project Organization, Management and Qualifications: Thompson is committed to staffing the County's disaster debris removal monitoring and management project in accordance with the key personnel and organizational structure proposed in Section 3. Thompson will deploy one (1) Field Supervisor for every ten (10) monitors to appropriately supervise collection operations. Thompson is extremely proud of our response time record and our ability to deploy resources quickly and efficiently in disaster situations across the country. As an example of our staffing abilities, we have summarized our response times to previous disaster events and resources deployed in the following table. Table 4-4: Previous Response Times and Resources Deployed Number Field Staff Disaster Year of Clients Response Time Hired Hurricane Ian (FEMA DR-4673) 2022 30 Within 12-24 hours of NTP 2,538 New Mexico Wildfires (FEMA DR-4652) 2022 1 Within 12-24 hours of NTP 125 Kentucky Severe Winter Storm (FEMA DR-4592) 2021 1 Within 48 hours of NTP 529 Hurricane Ida (FEMA DR-4611) 2021 13 Within 12-24 hours of NTP 2,900 Hurricane Sally (FEMA DR-4563,4564) 2020 10 Within 12-24 hours of NTP 1,425 Hurricane Dorian (FEMA DR-4465) 2019 2 Within 24 hours of NTP 160 Hurricane Michael (FEMA DR-4399, 4400) 2018 13 24 hours prior to NTP 1,300 Hurricane Florence (FEMA DR-4393, 4394) 2018 13 48 hours prior to NTP 989 Hurricane Maria (FEMA DR-4339) 2017 1 Within 24 hours of NTP 1,200 Hurricane Irma (FEMA DR-4337, 4338) 2017 47 Within 12-24 hours of NTP 1,600 Hurricane Harvey (FEMA DR-4332) 2017 6 Within 12 hours of NTP 200 Hurricane Matthew (FEMA DR-4283-86) 2016 17 48 hours prior to NTP 600 Louisiana Severe Flooding (FEMA DR-4277) 2016 2 24 hours prior to NTP 440 South Carolina Severe Flooding (FEMA DR-4241) 2015 1 Within 48 hours of NTP 55 Winter Storm Pax (FEMA DR-4166) 2014 6 Within 48 hours of NTP 475 Thompson has provided disaster recovery services to various clients over the years; on past projects we have not had any issues with supplying sufficient amounts of equipment, supplies and personnel. However, we do have pre -event contracts in place to provide additional supplies as needed within . All equipment listed will be available to support the County during preparedness measures and post -disaster operations. The following items are supplied to field personnel prior to mobilization: • Safety Equipment: Hard hats, safety glasses, and safety vests are provided to all personnel. All personnel are required to wear steel toed boots at their own expense. Field supervisors are provided medical kits. t h o m p s o n 4-10 CONSULTING SERVICES APPROACH • Communication Device: Cell phones, and/or radios are provided to our field personnel based upon the project needs. • Laptops and Portable Printers / Scanners / Copiers / Fax Machines: These items are provided to the Thompson Team's management personnel for use in vehicles or mobile command centers as needed. • Additional Field / Office Supplies: All necessary forms (field documents, truck certification, etc.) and office supplies are kept in stock and provided prior to mobilization. A listing of our office and field equipment is shown in the following table. Table 4-5: Available Field Equipment Resources/Field Equipment Quantity Resources/Field Equipment Quantity Southeast Offices 26 Full Time Employees 400 ADMS Sets 2,800 Stand-by Disaster Recovery Employees 1,200 Computer — Desktop Station 175 Printers / Copier — Color Laser 1000 Computer— Laptop 175 Printers — Black and White Laser 25 Air Card 18 Printer / Copier / Scanner / Fax— Portable 30 MiFi Access Point 35 Digital Cameras 5 Communication —Cell Phones 213 Handheld GPS Units 100 Communication — Radios 83 Boats (12' to 22') 100 Communication — Desktop Phones 350 Trucks 6 Thompson servers automatically revert to a power backup system seamlessly with no loss of power when an outage occurs. This enables our employees to continue to work and respond quickly to our clients in a disaster event. Collaboration with the County: Immediately following a Notice -to -Proceed, Thompson will begin coordinating with the County and County Contractors to synchronize mobilization and response activities. Thompson will need the following information from the County prior to or upon mobilization: • Points of Contact • Copy of contract between County and debris removal contractor(s) • GIS shapefiles • List of priority roads • Preferred debris removal zones (if available) • Any inter -local agreements or memoranda of understanding with State, County or other municipalities Throughout the project, the Thompson Project Manager will identify critical path functions that will require close coordination between the County and Thompson. These may include: • Public Information 0 Information on FEMA • Private Property Issues 0 Damage reports and resolution • Special Needs Assistance Thompson will identify a lead for each function to serve as a direct interface with the appropriate County staff on each issue. he Thompson team member will be available in person, by phone, or email to communicate with the County and project stakeholders. To the extent that cellular connectivity is not available, Thompson will secure alternative communications methods (radios, satellite, etc.). t h o m p s o n 4_11 CONSULTING SERVICES A.... Debris Removal Contractor Coordination: Thompson recognizes that each disaster situation is going to be different and therefore promotes a collaborative working relationship with the County and their debris removal contractors. Immediately following a Notice -to -Proceed, Thompson will begin coordinating with the County and County Contractor(s) to synchronize mobilization and response activities. These activities may include: • Identification/confirmation of equipment staging area • Damage assessment • Emergency push • Zone assignment to contractors and subcontractors • Distinct field management based on authorized scopes of work • DMS permitting FEMA and State Agency Coordination: To the extent that it is required by the County, Thompson will serve as a liaison between the FEMA, FDEM, and other public entities to document and demonstrate that debris removal, response and recovery activities are eligible, allowable, and in compliance with FEMA Publication FP-104-009-2 Public Assistance Program and Policy Guide (PAPPG). Thompson will work with the County, FDEM, FEMA Region 4, and FEMA Headquarters to facilitate a transparent, well documented partnership throughout the recovery effort. This will allow Thompson to integrate Disaster Specific Guidance (DSG) issued from FEMA into the County's debris removal efforts, and pro -actively create a positive working relationship with participating stakeholder regulatory agencies. Scope and Budget Development: During the Debris Program Implementation stage, Thompson will work closely with the County and County contractors to develop scopes of work, project schedules and budgets in accordance with the contracts and task order(s) developed and issued by the County. It is Thompson's objective to deliver our services at or below estimated budgets for the anticipated period of performance. As needs change, particularly as the project nears completion, Thompson will adjust the number of personnel assigned to the contract accordingly. Thompson will immediately notify the County of any deviations from the budget, which may occur if the County requests changes to the level of assistance Thompson is to provide. Public Information Support: Thompson has a variety of Hurricane Season Dashhoard resources and tools to assist the County's public information REPORT and outreach efforts. During non-event times, prior to and immediately following a disaster incident, Thompson can work with the appropriate County staff to develop press releases to inform the public on topics related to debris removal efforts, including proper setout procedures for bringing debris to the right-of-way, anticipated collection start, progress and end dates, and notification of special debris collection programs available to the public. Thompson can also utilize our technology solutions, including our enhanced mapping capabilities, to provide project data summaries including debris types and collection totals as well as URL/web-based maps and dashboards that the County can share with the public. t h o m p s o n 4-12 CONSULTING SERVICES A...._. Thompson can also establish and staff a hotline to assist with public telephone inquiries and complaints regarding debris removal operations. Thompson will ensure that all calls are documented and assigned a status to track the complaint and resolution. Damage complaints concerning debris removal will be tracked and reported by debris contractor(s). All complaints will be provided to the project management team for resolution with the debris contractor. Thompson will provide a log of inquiries and complaints and their resolution to the County Project Manager on a weekly basis. Mobilization I Damage Assessment At the direction of the County, Thompson can assist with preliminary damage assessments in accordance with the FEMA Damage Assessment Operations Manual. Thompson will perform damage assessments with the County and County Contractor(s) to determine the scope of the damage, identify the need for special debris programs such as leaner/hanger/stump removal, and develop crew configurations and assignments. Damage assessment assistance may include, and is not limited to, participation in one or more of the following tasks: • Identifying damaged facilities • Documenting damages • Documenting work and cost • Other Considerations (codes and standards, repair vs. replacement, hazard mitigation etc.) All damage assessment documentation will be captured, digitized, and managed using TDMS. This information will allow Thompson and the County Contractor(s) to develop budget estimates to be used for task orders and Project Worksheet development. Estimation Methodology: For purposes of pre -event planning and understanding resource requirements, Thompson utilizes the US Army Corps of Engineers (USACE) debris -estimating model for developing debris estimates. The USACE developed this model based on debris generated by Hurricanes Frederic, Hugo and Andrew. The model contemplates the number of households in an urban/suburban area, as well as the category of storm, vegetative characteristics, commercial density and precipitation. The estimated quantities produced by the model have a predicted accuracy of ± 30%. Because of the margin of error in the model, Thompson validates the modeled result via windshield surveying and aerial drone flyover assessments in a post -disaster scenario. Windshield surveys provide debris removal professionals the opportunity to estimate the quantity of debris per parcel surveyed, which can be extrapolated to include the number of parcels within jurisdictional limits of the community. Aerial drone flyover assessments are important because they provide Thompson with the ability to gauge the consistency of the damage across the jurisdiction and provide a means for identifying areas that have been compromised which may be isolated without means of conventional travel due to debris or flooding. Mobilization I Onboarding and Training of Employees Thompson's staffing plans are designed to be flexible and scalable so that we can effectively and efficiently respond to the County's needs no matter the 100+ operating climate. Typically, Thompson begins the process of recruiting and on -boarding immediately upon contract award, not reactively following a monitors notice to proceed. Thompson will issue contingent job postings through a onboarded daily variety of outlets to pre -identify a pool of candidates to serve as future debris t h o m p s o n 4-13 CONSULTING SERVICES APPROACH loading site and tower/site monitors. Thompson will contact these candidates immediately following the issuance of a Notice -to -Proceed and simultaneously begin recruiting efforts for the County. Thompson is fully prepared to deploy the appropriate number of fully trained field staff to the County within 24 hours of receiving a Notice -to -Proceed and will make every effort to hire residents from impacted communities within the County to serve as debris monitors. In accordance with FEMA PAPPG, Thompson will train debris monitors, County employees, and other project stakeholders to have a complete understanding of the roles and responsibilities of the debris monitor, including: • Accurate and objective debris estimating techniques • Process for determining debris eligibility: (1) threat to public health/safety, (2) direct result of the disaster event, and (3) existing in the public right-of-way • A comprehensive understanding of all phases of debris management operations, including loading sites, debris management site (DMS), and final disposal locations • The ability to differentiate between debris types • Ability to operate ADMS device and issue load tickets properly • Understanding of collection site and DMS safety procedures • Understanding of the Thompson Health and Safety Plan • Understanding of the terms, conditions, and scope of the debris removal contract and other disaster specific guidance provided by FDEM, FDEP, and FEMA • Ability to communicate effectively and efficiently Ability to Onboard and Train within 24 Hours: Thompson has made a tremendous investment in our personnel, resources, technology, and tools to have the flexibility and scalability necessary to be an industry leader in debris monitoring. Part of this investment is in a proven process to identify, train, and equip local hires in a safe manner in extremely short periods of time. The table below outlines Thompson's local hire tasks and timelines to ensure that we deploy trained and safe local hires within 24 hours of a Notice -to -Proceed and fully staff the project within 72 hours of receipt of Notice -to -Proceed. Task Table 4-6: Local Hire Task Summary Mobilization Time Non- event local hire recruiting Year-round Local hire recruiting (activation imminent or issued) 12-48 hours Driver motor vehicle record check 12-48 hours Health and safety training 12-48 hours Loading site and tower/site monitor training _ 12-48 hours TDMS — debris management system training _ 12-48 hours Issuance of personnel protective equipment (PPE) First day of field operations for each monitor Project is fully staffed < 72 hours Debris Program Implementation Debris Program Implementation I Health and Safety Plan Thompson employees are trained to put the safety of anyone on a jobsite above all else — even a project timeline. Our behavioral -based program enables employees to conduct risk assessments to identify and t h o m p s o n 4-14 CONSULTING SERVICES APPROACH control or eliminate hazards. Most importantly, our employees are authorized and required to stop work when safety is compromised. Our employees work in a variety of environments, from the field to the office. We believe that the health and safety of our employees are best protected when our activities are properly planned, so we work in advance to determine the different types of training and information our employees need. Thompson will implement a Health and Safety Plan (HSP) that outlines site -specific precautions to avoid and mitigate the risk of hazards associated with work performed in the elements, around heavy equipment, near tree work, and close to vehicle traffic. The HSP will establish that work performed on the project shall comply with all applicable OSHA, State of Florida, and all other safety requirements provided by FEMA and its authorized contractors. Thompson will also provide a hard hat, reflective vest, safety glasses and hearing equipment to loading site and tower/site monitors, and field supervisors. In addition, Thompson will ensure that all loading site and tower/site monitors, and field supervisors report to work with a cell phone, protective shoes, long pants, hot, cold, and/or wet weather gear, sunscreen, and a supply of bottled water. Debris Program Implementation I Truck Certification In accordance with FEMA PAPPG standards, Thompson will complete equipment check -in and certification of trucks and other equipment mobilized by the Contractor so that debris removal operations can be recorded and substantiated in accordance with the terms, conditions, and unit rates in the County's debris removal contract. To comply with these standards, Thompson will observe and record the following information during truck certifications: • Valid truck registration • Volumetric capacity of the inside of the loading container • Calculated deductions of volumetric capacity for dog boxes, round container bottoms, and other volumetric capacity reductions • Brief physical description of the truck • Photographs of the truck and container Thompson will assign a unique identification number to each truck and a placard with the truck number affixed to each side of the debris removal truck. Debris Program Implementation I Deploy Field Supervisors Thompson will deploy Field Supervisors at a 10 monitor: 1 supervisor ratio to oversee, document, and substantiate debris removal efforts efficiently and effectively. Field Supervisors will: 1 • • Be prepared to operate a minimum of 12-14 hours per day, 7 days per monitor to week supervisor ratio • Verify that only eligible debris is being removed from designated public ROW and public property within assigned collection zones • Maintain regular communication with and ensure that loading monitors are documenting the collection and removal of eligible debris from approved public areas t h o m p s o n 4-15 CONSULTING SERVICES APPROACH • Confirm the completeness and accuracy of load tickets and field documentation generated by loading monitors to substantiate debris removal operations • Identify, address, and troubleshoot any questions or problems that could impact work safety and eligibility • Suggest methods to improve the efficiency of collection and removal of debris Field Personnel Timekeeping: After operations conclude each evening, Thompson project managers will perform a review on all clock in/clock out times to ensure that electronic time stamps are captured in TDMS. Time entries will be finalized on a nightly basis. Following each work week, individual monitor time logs are distributed in the field by Supervisors for employee review and approval. Any discrepancies in time are reviewed and reconciled by management before the monitor signs their timesheet. Debris Prociram Implementation I Deploy Debris Loading Site Monitors Thompson will deploy a loading site monitor for each piece of loading equipment deployed by the Contractor. The loading site monitor's primary responsibility is to observe, document, and substantiate the removal of eligible storm debris from County property and other collection zones identified and approved by the County. The loading site monitor will be responsible for: • Ensuring that only eligible, disaster related debris is removed for loading and hauling from approved public areas • Utilizing maps developed by the County and debris removal contractor that designate work zones eligibility: - eliminates threat to public health and safety - result of the disaster - located within assigned collection zone and on the right - Ensuring that debris collected is in accordance with the regulations, I of -way safety considerations, and contract terms of the specific waste stream (i.e., hazardous waste is not loaded into container of clean vegetative debris, etc.) • Recording the time, date, disaster number, truck number, and loading location using TDMS • Issuing load ticket to driver when loading container is fully loaded • Ensuring that debris loads are contained properly in the loading container prior to the departure of the truck from the loading location to the DMS • Checking for safety considerations and areas of potential problems (school zone, utility meters, power lines, mailboxes, etc.) and reporting potential issues to the Field Supervisor • Recording and reporting any damages caused to streets, curbs, utility meters, mailboxes, and other public property because of debris removal operations including photos, owner information, and circumstances of the damage within 24 hours of incident • Ensuring all white goods and freon containing appliances are sorted and ready for freon removal on site or separate transport for freon removal before final disposal • Certifying household hazardous wastes (HHW) are segregated, handled, loaded, and hauled in accordance with environmental laws and local, state, and federal regulations. HHW must be handled by specialists licensed by FDEP • Ensuring work area is clear of debris to the specified level before equipment moves to a new loading area t h o m p s o n 4-16 CONSULTING SERVICES APPROACH • Remaining in constant contact with their Field Supervisor • Other duties as directed by the debris management project manager or designated County personnel Debris Program Implementation I Deploy Hazardous Leaning Tree, Hanging Limb, and Stump Removal Monitors Thompson anticipates beginning hazardous tree removal operations prior to or concurrent with right-of- way (ROW) debris collection. By getting the bucket trucks out ahead of the debris removal trucks with hazardous tree and limb removal, the overall collection operation will be more efficient. Thompson will ensure that hazardous stumps are pre -approved by FEMA and that the stump removal process is documented to include before and after photographs and GPS coordinates. The leaner, hanger, and stump monitor will be responsible for: • Ensuring that only eligible leaners, hangers, and stumps are removed, as defined by FEMA PAPPG, from approved public areas • Recording the date, GPS location, physical address, and time that the work was performed • Measuring the eligible tree work in accordance with the County's contract • Photo documenting the work performed to facilitate an audit ready paper trail for FEMA review Debris Program Implementation I Deploy Debris Management Tower/Site Monitors Thompson will work with the County and their contractor(s) to establish the appropriate number of debris management site (DMS) required and staff each site with trained DMS Tower/Site Monitors. Tower/Site Monitors are responsible for completing the load transactions and recording debris volumes for loads that have been transported to the DMS for processing and storage or final disposal. DMS monitors will remain in contact with Field Supervisors and report any issues at the DMS site immediately. Tower/Site Monitors are responsible for observing and recording the following information: • Debris classification • Debris load call/volume estimation • Truck unloading time and date • Spot check photographs of loads before and after unloading as a Quality Assurance measure for load call methodology and to ensure that trucks are completely unloaded at the DMS • Identifying hand -loaded trucks and trailers to grade in accordance with low load compaction • Use badge credentials to electronically sign each ticket • Record load information from other agencies/entities that utilize County debris management sites • Ensure white goods and freon containing appliances are sorted and ready for freon removal • Document that white goods are cleaned and processed to remove putrescent debris inside and all oils, solvents, and refrigerants are removed • Verify and document that DMS has ample space to process collected white goods • Ensure hazardous and household hazardous wastes are segregated, handled, stored, and disposed in accordance with environmental laws and local, state, and federal regulations t h o m p s o n 4-17 CONSULTING SERVICES APPROACH • Document and immediately report any improper segregation of hazardous waste debris • Observe site safety and security and report any concerns or issues Debris Disposal Diversion: Thompson will work with the County and FDEP to develop a recycling/debris diversion plan that minimizes the amount of potentially recyclable debris that is disposed of at landfills. White goods, e-waste, metals, vegetative and other types of debris may be processed and recycled. Thompson will ensure that salvage operations are documented separately in accordance with FEMA policy. Debris Program Implementation I Damage Complaint Tracking Mitigating Damages: Thompson will proactively work with debris removal contractor(s) to discuss operational conditions to mitigate damages. Loading Site and Tower/Site Monitors are trained to identify and notify the debris removal contractors of potential causes of damage before they occur. Thompson can also appoint a Field Supervisor dedicated to receiving and documenting damages that occur and are reported from the Loading Site and Tower/Site Monitors. Documenting Damages: Loading Site and Tower/Site Monitors and Field Supervisors will be trained on the process for reporting and documenting damages, in addition Thompson will also appoint a dedicated Field Supervisor to each work zone for receiving damage reports and documenting all required information to track the incident from occurrence through resolution, including photographs, descriptions, and GPS coordinates. Tracking Damages: Thompson will assign a unique work order number to each damage complaint and will track the work order by the GPS coordinate of the complaint. A map will be maintained of all damage related work orders showing the status (identified, verified, and resolved) of each incident. Thompson will maintain the following information for each damage complaint work order and organize work orders by service area: • Work order point of contact • Responsible contractor/sub-contractor • Photographs of damage • Description of actions by responsible party • Photographs/other evidence of repair • Cost summary, if available Debris Program Implementation I Special Debris Removal Programs The damage caused by major debris events including hurricanes, tropical storms, tornadoes and flooding often create the need for special debris removal programs which include, but limited to: • Private property debris removal (PPDR) • Debris removal and restoration of waterways and canals • Debris removal from parks and recreation trails • Vehicle and vessel recovery and disposal • Hazardous waste and contaminated debris management • Debris removal from storm drains and catch basins To the extent necessary, Thompson management staff will review existing maintenance records to establish the pre -disaster conditions and ensure compliance with FEMA policy and work with the County's Contractor(s), FDEM, FDEP, NRCS, USACE and other regulatory agencies to expeditiously t h o m p s o n 4_18 CONSULTING SERVICES remove storm generated debris from affected public facilities. Special debris program monitors will be responsible for: • Demonstrating that the debris/sediment/vehicle presents a hazard or immediate threat to public health and safety • Ensuring that only eligible debris is removed as defined by FEMA PAPPG from approved public areas • Ensuring that contaminated debris/soil is handled, processed, and disposed in accordance with the type of contaminant • Verifying that any contaminated disaster -related debris is addressed by the specialist from FDEP and/or EPA and managed appropriately in the designated areas • Recording the date, GPS location, physical address, and time that the work was performed • Measure the eligible debris removal in accordance with the County's contract (e.g., linear foot) • Ensuring vehicles and vessels are abandoned, i.e., the vehicle/vessel is not the owner's property and ownership is undetermined • Verifying and documenting the chain of custody, transport and disposal of the vehicle or vessel • Photo documenting the work performed to facilitate an audit ready paper trail for FEMA review Monitor Beach Scraping, Stockpiling, Screening, Placement and Shaping: Storm surge and high winds associated with a future tropical storm or hurricane may result in extensive damage to beaches, including erosion and a variety of debris that could include marine debris, vessels, vegetative debris and construction and demolition debris from damaged or destroyed coastal structures and infrastructure. Thompson will assist in the development of a beach restoration program which will include cost and quality analysis of various sand sources and recovery methods. Debris removal from beaches involves a multitude of environmental, operational and funding challenges. Central to the matter is the fact that the removal of debris from beaches may involve as many as five (5) independent processes as summarized below: 1. Beach Scraping: process of recovering sand to a pre -determined depth for screening. Thompson will verify depth via transom readings at determined intervals. 2. Stockpiling of Debris Laden Sand: screened sand will be staged at locations along the beach. Thompson will account for debris laden sand in order to prevent double -counting. 3. Power -screening of Debris Laden Sand: stockpiled debris laden sand will be power -screened to level of granular acceptance. Thompson will perform QA/QC testing on the sand to ensure it meets minimum standards. 4. Screened Sand Placement: screened sand will be returned to scrape locations along the beach. Thompson will work with the debris contractor to manage quantities and locations for distribution. 5. Scraping of Placed Sand: placed sand will be shaped to its pre -storm configuration. Thompson will assist the County with ensuring that shaping meets minimum QA/QC standards established by the County. Depending on the individual beach impacted and the magnitude of the disaster, other means for beach debris removal such as raking may be implemented. To the extent that erosion can be demonstrated, and appropriate maintenance records are maintained, Thompson may also assist the County with dredge and pumping operations to re -nourish its beaches. t h o m p s o n 4-19 CONSULTING SERVICES APPROACH Private Property Debris Removal (PPDR) Monitoring: Thompson has extensive experience in developing and implementing private property debris removal (PPDR) programs, including the management of many of the largest multi -phase, multi -property demolition and housing initiatives in the United States over the past ten (10) years. Thompson will review local ordinances and design a PPDR program that demonstrates and documents that local governments have the legal authority (and FEMA eligibility) to perform a variety of debris removal programs on private property. We have performed comprehensive PPDR ordinance feasibility reviews and PPDR program implementation in California, Puerto Rico, Texas, Alabama, Mississippi, Louisiana, and Florida. To ensure that the PPDR program is successful, Thompson will have the following objectives during ordinance review: • Identify an ordinance that clearly grants the County with the authority to enter private property to remove and dispose of debris, such as a nuisance abatement or public nuisance ordinance. This is critical to establish legal authority and FEMA eligibility. • Establish a multi -step process to ensure that all proper notifications are made to property owners. • Develop a public outreach plan to ensure that residents in need can participate in the program. Upon review and approval of a proposed PPDR program by the County, FDEM, and FEMA Thompson will implement and document the program to maximize available reimbursement. PPDR programs may include: • Vegetative, construction and demolition (C&D), and mixed waste debris removal • Residential and commercial structural demolitions • Leaner, hanger, and stump removal In managing, monitoring, and documenting PPDR programs, Thompson will develop a property identification number for each property. Each property will have a PPDR "packet" that documents the following information: • Ordinance granting legal authority under which the private property debris removal work was performed • Documentation of all necessary actions taken to satisfy the requirements of the ordinance • Notification to property owner • Posting on property • Executed Right -of Entry Agreement • FEMA/FDEM Approval • FEMA Historic Preservation review / approval • Documentation of asbestos abatement (if necessary) • Documentation of utility disconnections (if necessary) • Field documents and site schematic documenting eligible work performed • Before/after photographs • Property close-out documentation t h o m p s o n 4_20 CONSULTING SERVICES APPROACH All PPDR documentation is managed through multiple elements of TDMS, including organizing and storing program and property documentation, mapping, and property status and program statistics. Figure 4-6: TDMSweb Management and Administration of PPDR Documents eb -beb J f � J d ].m[vw�,Nma Figure 4-7: PPDR Applicant Intake Dashboard Data Management Thompson utilizes technology as integral part of its approach to providing debris removal monitoring services for purposes of quality assurance/quality control (QA/QC), contractor invoice reconciliation, and reporting. Data Management I Quality Control / Quality Assurance Debris collection and disposal information generated from tickets created in the field utilizing TDMSmobile is uploaded into a secure electronic disaster debris data management system, TDMSweb, that summarizes debris quantities to include collection and disposal information by date, debris type, collection zone, and collection and disposal location. This information is reviewed daily through Thompson's quality assurance/quality control (QA/QC) queries and parameters which check of irregularities and outliers. Such queries and parameters include: t h o m p s o n 4-21 CONSULTING SERVICES APPROACH • Count of loads by collection truck • Average load call by truck • Trip time per load • Average load call by tower/site monitor • Trip distance • Count of loads by collection location .- C . c.n�vmm w.� . v�e�s Figure 4-8: Ticket Data Presented in TDMSweb oc�swa [occnca ayiojma=sasss {7 = F w® eb r� araRn 1 NI[ rK ►1 r - ON 3 .e.i ,,,ram•I _@P G \ `-" -7' rf �.m� ee 3+ Mllliif Y� t of I Thompson will also plot daily collection activities using GIS software to review collection locations against eligible County boundaries to ensure collection is occurring in designated work zones. Figure 4-9: Ticket Location and Boundary Mapping ' C �ExaNws[49ii1JTpnn5we41r.,aysaspx'aed=n(.6E9BfPbREAa ('; ieb oA i .Ixnne• in Wv:Fi pw ev Map I h.p Bp1de- f❑LL7LJ �,� T Fs1 Data Management I Reporting ig' raSpwh Fc�k Nao!Fiver anu s^mwn ® V . lJ U T U T i f Tri •tom T Y G O &_ 5l r ' r� Thompson collects a large amount of information from field operations daily and can provide our clients a variety of reports, maps, and dashboards to summarize this information. We develop and manage all reports in-house and can customize each product based on the client's reporting needs and program configuration. A sample report has been provided in Exhibit 4-1 following this section. Daily Debris Collection Report: Thompson's Daily Debris Collection Report is produced each day and summarizes the previous day's field activities as well as providing project metrics and trend reporting. t h o m p s o n 4_22 CONSULTING SERVICES A.... This can include, daily and cumulative haul totals or unit counts for each type of debris collected along with several other totals and statistics including but not limited to: • Date of reporting, client, disaster number, project, and contract number • Summary of the previous day's activities • Number of contractor certified equipment in field • Total number of monitors in the field • Minimum, maximum, and average load size • Average load call percentage • Days from debris removal start date • Days from FEMA Disaster Incident start • Disposal locations with debris totals The main body of the report contains standard reporting metrics to meet the requirements of FEMA, however, Thompson can adjust the Daily Debris Collection Report to also meet the needs of any additional contractual (e.g., requirement of minimum contractor trucks in field within a certain hours/days timeframe) or local needs (e.g., collection or political zones or districts). GIS Mapping and Dashboards: Thompson can also provide project data through GIS mapping and dashboards that also displays real time data including daily and cumulative collection totals, collection locations, eligible/ineligible ticket locations, collection debris type breakdowns, etc. Figure 4-10: Project Operations Dashboard Our goal is to provide efficient and effective insight into the debris removal and recovery operation through a customized approach to avoid submitting an unnecessary or overwhelming amount of "off the shelf" reports. Field Documentation: Thompson captures a variety of physical and digital field documentation through logs and our automated debris management system. Unique to Thompson, our process retains one physical copy of the electronic receipts created at the disposal site or in the field for unit rate work. These paper copies are housed with the other paper field logs throughout the life of the project as a backup for any technical issue that may arise in the field. Additional copies of the paper ticket are provided to the truck driver, scale house (if applicable) and the debris contractor representative. TDMSportal: A main component of TDMS, the TDMSportal, serves as the client and contractor information center. The TDMSportal provides real-time assess to project related documents and data, including but not limited to: t h o m p s o n 4-23 CONSULTING SERVICES • Contract documents • Environmental permits • Truck Certifications • Ticket and image details Data Management I Invoice Reconciliation APPROACH • Daily Reports • Maps (live, progress, pass, roadway) • Contractor invoice packages • Monitor invoice packages Thompson will perform a thorough review and reconciliation of contractor invoices submitted to the County. For contractor payments to be verified as accurate and correct, Thompson verifies truck certification, load transactions and unit rate transactions with its database. The reconciliation will include a review of the collection date, time, and location, as well as the debris volume, disposal time and location submitted by the Contractor against the data maintained by Thompson on behalf of the County. Upon completing the verification of each record being claimed for payment, Thompson will render a payment recommendation to the County. Thompson's payment recommendation will include the following: • A copy of the contractor invoice • Invoice back-up organized by program, date, service type, contract line item, and location • A summary of discrepancies identified • A payment recommendation report • A cover letter summarizing the reconciliation findings and payment recommendation Figure 4-1 1: Invoice Process Summary CLIENT /APPLICANT F-�'­t ed invoice 6. Pay debris hauler 1 7. Submit invoice package, backup and ge from TDMSport contractor invoice proof of payment to FEMA for PW Mitigating Operational Risks Thompson has drawn on years of experience performing disaster debris removal monitoring services and has incorporated best -practices in mitigating a variety of risks associated with these services. Thompson invests considerable resources in technologies to support efficient debris removal monitoring including the Thompson Data Management Suite (TDMS) a critical component to ensuring quality data captured for reimbursement by FEMA. The section above details how we utilize TDMS to capture, review, and present quality data in a FEMA audit -ready format. t h o m p s o n 4-24 CONSULTING SERVICES APPROACH Data Redundancy, Security and Accessibility Redundancy Thompson utilizes the latest technologies and scalable enterprise relational database management systems (RDMS) for data management. All production databases reside on Thompson owned, dedicated, and collocated servers in a Tier 3 data center that provides redundant power, space, and internet connectivity. Field level data collection with TDMS units are stored with Extensible Markup Language (XML) and stored in multiple locations on the localized device, middle tier servers, web servers and database servers. Middle tier processes control the batch level processing of the XML transactions with full rollback capabilities. The relational databases contain Globally Unique Identifiers (GUID) for all database table primary keys and foreign keys in a normalization concept of fourth normal form (41NIF), adhering to the highest professional data standards. Security Thompson takes a proactive approach to ADMS management by utilizing real time analytics in the field. Software is utilized on tablets that manage staff, truck and disposal site locations while analyzing real time trip times, departures, and productivity. Operational analytic reports are used throughout daily operations to identify possible outliers for investigation. In the event an ADMS unit is compromised, all load tickets for that day are immediately marked as ineligible and transferred to an investigation queue for review. Investigations typically will span 7 —14 days of tickets in search of anomalies or fraud by desktop audit and then progressing to a field audit, depending upon findings. All findings are presented to the Contractor and Client for review and can be disputed and re-evaluated by either party. Accessibility Thompson provides access to TDMSportal which houses all information related to a project in a user- friendly web interface (not just an FTP file share type site). TDMSportal contains real time access to all field data as well as project maps, reports, invoices, and other administrative functions. All data can be downloaded in excel or as a zipped package (include excel exports, ticket image PDFs, photographs, etc.). TDMSportal has been developed specifically with the end goal of easily exporting all FEMA Project Worksheet related documents from a single source following the completion of the removal operations. Closeout Thompson's team of consultants, engineers, cost estimators and subject matter experts are disaster recovery and grant management practitioners and implementers that maintain an active knowledge of federal policy and industry leading expertise in navigating federal programs to maximize and retain federal funding for impacted communities. FEMA PA Worksheet Development Thompson will assist the County with developing Project Worksheets (PWs) and necessary documentation to substantiate cost claims to FEMA for the Public Assistance (PA) program. Thompson will deploy consultants to coordinate PA operations with FDEM officials and prepare small and large project PWs to capture eligible costs incurred by the County. Throughout the PA process, Thompson t h o m p s o n 4-25 CONSULTING SERVICES APPROACH carefully tracks all associated labor and expenses in accordance with FEMA DAP 9525.9, outlining eligibility requirements for reimbursement of Direct Administrative Costs (DAC), allowing the County to be reimbursed for the majority of Thompson's PA Consulting costs. Though some costs may remain ineligible for reimbursement by declaration in federal guidelines (i.e., indirect costs for FEMA PA), Thompson's emphasis on efficient performance and accurate cost tracking will ensure the County receives maximum reimbursement for Thompson's services. Thompson applies a forward -thinking, collaborative, and cost-effective approach to FEMA PA consulting. Our tried and tested consultants are knowledgeable of PA program policy, requirements, and best - practices and draw upon experience to make certain PWs are efficiently and properly prepared, and whenever possible, are audit -ready at the time of submission. Through encouraging transparency between the County, FDEM, and FEMA, Thompson will seek to expedite County's recovery process, maximize reimbursement, and limit the need for post -submittal administration including audit preparation and appeals support. Thompson consultants have experience preparing and administering PWs in all categories of work (A-G and Z). Audit Ready Documentation Throughout the duration of the project, the County will be provided access to the TDMSportol, which will include all project documentation and reports required by FEMA for review. Thompson's documentation process mirrors the FEMA GrantsPortal to expedite the submittal and review process. For example, all reconciled invoices are delivered to the County for submission to FEMA as audit ready packages which include the contractor invoice, all supporting data in MS excel, Thompson's payment recommendation and an Adobe PDF of all associated load and unit tickets. Upon project completion, Thompson will provide the County with a final report that captures all reconciled cumulative project totals, with quantities broken out by debris type, DMS site, and final disposal location. A separate cost report, broken out by contract line item, will also be provided at project completion. Audit Support To the extent necessary, Thompson will provide the County with first and second appeal support for unfunded or de -obligated disaster related projects or initiatives that the County and Thompson mutually agree may be determined eligible by FEMA based on a re -review of existing project documentation or other review of new information presented to substantiate the eligibility of the project. t h o m p s o n 4-26 CONSULTING SERVICES EXHIBIT 4-1: SAMPLE REPORT t h o m p s o n CONSULTING SERVICES ***All data contained in this report is estimated until final reconciliation has occurred*** t h o m p s o n CONSULTING S-RVIGES DAILY SUMMARY Monday, February 6, 2023 Total Loads Collected: Average Loads per Truck/Trailer: Average Load by CYD: Minimum Load by CYD: Maximum Load by CYD: Hazardous Hanging Limbs Hazardous Trees (All Size) HAUL IN TREND Cubic Yards per Day Daily Report For: 2/6/2023 Client: "Confidential" Mission: Florida Hurricane Ian DR-4673-FL Debris Hauler: Crowder Gulf Report Generated On: 2/7/2023 FIELD MONITORS Monitor Count per Day 318 2/2 2/3 2/4 2/5 02/06 4 61 63 64 52 64 65 121 1/31 2/01 2/04 2/06 12,223 10,998 2/02 2/03 10,696 2/05 9,955 8,497 7,904 7,009 TREE WORK TREND rickets per Day 1/31 2/01 EQUIPMENT Truck & Trailer Count per Day 1/31 2/1 2/02 7 Monday, February 6, 2023 Days from Debris Removal Start: 125 Days from FEMA Disaster Incident Start: 138 HAUL OUT TREND Cubic Yards per Day 1/31 2/01 2/02 2/03 2/06 11,339 9,755 9,467 81754 2/04 2/05 10,863 6,967 5,251 2/03 2/04 2/05 2/06 02/06 Haul in Trucks/Trailers: 51 02/06 Haul out Trucks/Trailers: 31 2/2 2/3 2/4 2/5 2/6 ■ Haul Trucks ■ Unit Trucks © Thompson Consulting Services 2022 Daily Debris Activity Report Page 1 of 10 ***All data contained in this report is estimated until final reconciliation has occurred*** ® Daily Report For: 2/6/2023 Client: "Confidential" t h o m p s o n Mission: Florida Hurricane Ian DR-4673-FL CCINsU�T ING S-RVICEs Debris Hauler: Crowder Gulf Report Generated On: 2/7/2023 ROW Haul In Collection Detail Debris Type Vegetation Construction & Demolition (CD) Concrete Vessel Dirty Sand CYD Collection Totals Debris Type Dirty Sand (Morning of 02/07) Debris Type Monday, February 6, 2023 Daily Collection Loads CYD 110 5,579 95 4,340 1 36 Project to Date Loads CYD 71,311 3,682,331 43,456 2,146,767 484 10,375 11 598 5,483 143,575 120,745 5,983,646 CYD Loads Tons H H W 1 3 200 402 Tonnage Collection Totals 1 3 200 402 Waterway Haul In Collection Detail Monday, February 6, 2023 Daily Collection Project to Date Debris Type Loads CYD Loads CYD Waterway Vegetation - - 1,719 67,615 Waterway C&D - - 90 3,412 Waterway Collection Totals - - 1,809 71,027 Processed Debris Haul Out Detail 206 9,955 Loads Loads Tons Monday, February 6, 2023 Daily Haul Out Project to Date Debris Type Loads CYD Loads CYD Compact CD 68 6,721 9,192 _ 944,316 Sand CD 19 1,369 179 7,542 Clean Sand Soil - - 4,296 125,076 Mulch 25 2,773 5,301 581,688 Reuse Mulch - - 40 4,631 All Haul Out Totals 112 10,863 19,008 1,663,253 © Thompson Consulting Services 2022 Daily Debris Activity Report Page 2 of 10 SECTION 5 Cost Fee Schedule Thompson has completed and included the "Cost Fee Schedule" in the subsequent pages of this section. t h o m p s o n 5. 1 CONSULTING SERVICES o Disaster Planning Services o Debris Monitoring Services Provide details of implementation plan and schedule for work specified. Provide an operational plan that outlines the mobilization/operation/demobilization procedures before, during, and after a disaster event. Include a breakdown of the time required to perform each task including guaranteed times to mobilize forces, establish an onsite emergency response and communication center, and begin operations. The operational plan should include a breakdown of the manpower (position titles and number of support personnel) and equipment that will be assembled during each phase of the Proposer's response including all post -event activities related to assembling, documenting, and submitting any/all reimbursement claims to FEMA or other grant -funding sources. • Provide samples of reporting to such as record keeping and reporting. • Provide a narrative of the proposed approach and methodology for engaging with the County to perform duties. • Provide the Proposer's organizational structure and "chain of command" of the Proposer's response team • Proposer shall thoroughly explain: o Accessibility and availability for meetings, general communications, coordination, and supervision. o How the Proposer physically plans on attending pre -scheduled meetings. o How the Proposer plans on ensuring accessibility and availability during the term of the Agreement. • Proposer's Risk Management Plan that includes a list of risks related to the provision of services, the potential consequences or impact of each (e.g., cost, schedule, technical) and Proposer's mitigation procedures for each item. • Describe any other unique services that your firm can provide. EVALUATION CRITERIA NO. 5: COST OF SERVICES TO THE COUNTY (20 Total Points Available) Please complete list of positions with hourly rates required and add additional positions Contractor deems necessary to perform the requested services. Proposed hourly rates shall be inclusive of all costs of labor, personal safety equipment for the company's personnel, necessary equipment (excluding rentals) and tools and any other items required for the company's team members to perform the services requested (excluding chargeable materials). Position (or Equivalent) Hourly Rate Project Manager Operations Manager' $ 0.00 Field Supervisor $49.00 Debris Monitor 2 Loading Site Monitor 36.00 Tower/Site Monitor $ 36.00 Public Drop -Off Site Monitor $ 25.00 Supervisor - Administrative, Financial, or Call Center $ 50.00 Assistant - Administrative, Financial, or Call Center $ 22.50 Initial pricing is for grading purposes and are subject to change during negotiations with the selected Contractor. VENDOR CHECKLIST ***Vendor should check off each of the following items as the necessary action is completed (please see, Vendor Check List)*** Pricing Notes 'Duplicative management position not necessary to complete the scope of work requested by the County, therefore will not be charged to the County. Tasks associated with this position will be performed by the Project Manager. 2Duplicative position within the provided rate schedule. Tasks associated with this position will be performed by Loading Site Monitors. 12 SECTION 6 Required Forms & Certifications Thompson has completed and included the following forms in the subsequent pages of this section: • Form No. 1: Vendor Declaration Statement • Form No. 2: Conflict of Interest Certification • Division of Corporations Evidence (Sunbiz) • Form No. 3: Immigration Affidavit Certification • E-Verify Memorandum of Understanding • Form No. 4: Certification for Claiming Status as a Local Business (Not Applicable) • Form No. 5: Reference Questionnaire • Form No. 6: Grant Provisions and Assurance (Federal Provisions) • W-9 Form • Certificate of Insurance • Acknowledged Addenda t h o m p s o n 6.1 CONSULTING SERVICES Co *e-r County Procurement Services Division Form 1: Vendor Declaration Statement BOARD OF COUNTY COMMISSIONERS Collier County Government Complex Naples, Florida 34112 Dear Commissioners: The undersigned, as Vendor declares that this response is made without connection or arrangement with any other person and this proposal is in every respect fair and made in good faith, without collusion or fraud. The Vendor hereby declares the instructions, purchase order terms and conditions, requirements, and specifications/scope of work of this solicitation have been fully examined and accepted. The Vendor agrees, if this solicitation submittal is accepted by Collier County, to accept a Purchase Order as a form of a formal contract or to execute a Collier County formal contract for purposes of establishing a contractual relationship between the Vendor and Collier County, for the performance of all requirements to which this solicitation pertains. The Vendor states that the submitted is based upon the documents listed by the above referenced solicitation. The Vendor agrees to comply with the requirements in accordance with the terms, conditions and specifications denoted herein and according to the pricing submitted as a part of the Vendor's bids. Further, the Vendor agrees that if awarded a contract for these goods and/or services, the Vendor will not be eligible to compete, submit a proposal, be awarded, or perform as a sub -vendor for any future associated work that is a result of this awarded contract. IN WITNESS WHEREOF, WE have hereunto subscribed our names on this 6th day of June 2023in the County of Orange , in the State of Florida Firm's Legal Name: Thompson Consulting Services, LLC Address: 2601 Maitland Center Parkway City, State, Zip Code: Maitland_ Florida 32751 Florida Certificate of M 11000002276 Authority Document Number Federal Tax 45-2015453 Identification Number *CCR # or CAGE Code 7NZ42 *Only if Grant Funded Telephone: 407-792-0018 Email: Signature by: (Typed and written) Title: infoe-thompsoncs.net Additional Contact Information Send payments to: Thomason Consultina Services. LLC (required if different from Company name used as payee above) Contact name: Kyle Hoyle Address: 2601 Maitland Center Parkway City, State, ZIP Maitlandi Florida 32751 Telephone: 32 1-249-9976 Email: khoyle@thompsoncs.net Office servicing Collier County to place orders (required if different from above) Contact name: Title: Address: City, State, ZIP Telephone: Email: Co Ter Co-.nty Procurement Services Division Form 2: Conflict of Interest Certification Affidavit The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated with this solicitation does not pose an organizational conflict as described by one of the three categories below: Biased ground rules — The firm has not set the "ground rules" for affiliated past or current Collier County project identified above (e.g., writing a procurement's statement of work, specifications, or performing systems engineering and technical direction for the procurement) which appears to skew the competition in favor of my firm. Impaired objectivity — The firm has not performed work on an affiliated past or current Collier County project identified above to evaluate proposals / past performance of itself or a competitor, which calls into question the contractor's ability to render impartial advice to the government. Unequal access to information —The firm has not had access to nonpublic information as part of its performance of a Collier County project identified above which may have provided the contractor (or an affiliate) with an unfair competitive advantage in current or future solicitations and contracts. In addition to this signed affidavit, the contractor / vendor must provide the following: 1. All documents produced as a result of the work completed in the past or currently being worked on for the above -mentioned project; and, 2. Indicate if the information produced was obtained as a matter of public record (in the "sunshine") or through non-public (not in the "sunshine") conversation (s), meeting(s), document(s) and/or other means. Failure to disclose all material or having an organizational conflict in one or more of the three categories above be identified, may result in the disqualification for future solicitations affiliated with the above referenced project(s). By the signature below, the firm (employees, officers and/or agents) certifies, and hereby discloses, that, to the best of their knowledge and belief, all relevant facts concerning past, present, or currently planned interest or activity (financial, contractual, organizational, or otherwise) which relates to the project identified above has been fully disclosed and does not pose an organizational conflict. Thompson Consulting Services, LLC Company Name Signature Jon Hoyle President Print Name and Title State of Florida County of Orange The foregoing instrument was acknowledged before me by means of ® physical presence or ❑ online notarization, this 6th day of June (month), 20 .1 (year), by Jon Hoyle (name of person acknowledging). (Signature of Notary Public) Personally Known OR Produced Identification Personally Known Type of Identification Produced Michelle Pinns (Print, Type, or Stamp Commissioned Name of Notary Public) «' MICHELLE PINKS Notary Public • State of Florida Commission X HH 263542 or M1 My Comm. Expires May 11, 2026 Bonded through National Notary Assn. Co ler County Procurement Services Division Form 3: Immigration Affidavit Certification This Affidavit is required and should be signed, by an authorized principal of the firm and submitted with formal solicitation submittals. Further, Vendors are required to be enrolled in the E-Verify program (https://www.e-verify..ov/), at the time of the submission of the Vendor's proposal/bid. Acceptable evidence of your enrollment consists of a copy of the properly completed E- Verify Company Profile page or a copy of the fully executed E-Verify Memorandum of Understanding for the company which will be produced at the time of the submission of the Vendor's proposal/bid or within five (S) day of the County's Notice of Recommend Award. FAILURE TO EXECUTE THIS AFFIDAVIT CERTIFICATION AND SUBMIT WITH VENDOR'S PROPOSAL/BID MAY DEEM THE VENDOR'S AS NON -RESPONSIVE. Collier County will not intentionally award County contracts to any Vendor who knowingly employs unauthorized alien workers, constituting a violation of the employment provision contained in 8 U.S.C. Section 1324 a(e) Section 274A(e) of the Immigration and Nationality Act ("INA"). Collier County may consider the employment by any Vendor of unauthorized aliens a violation of Section 274A (e) of the INA. Such Violation by the recipient of the Employment Provisions contained in Section 274A (e) of the INA shall be grounds for unilateral termination of the contract by Collier County. Vendor attests that they are fully compliant with all applicable immigration laws (specifically to the 1986 Immigration Act and subsequent Amendment(s), that it is aware of and in compliance with the requirements set forth in Florida Statutes §448.095, and agrees to comply with the provisions of the Memorandum of Understanding with E-Verify and to provide proof of enrollment in The Employment Eligibility Verification System (E-Verify), operated by the Department of Homeland Security in partnership with the Social Security Administration at the time of submission of the Vendor's proposal/bid. Thompson Consulting Services, LLC Company Name Signature Jon Hoyle, President Print Name and Title State of Florida County of Orange The foregoing instrument was acknowledged before me by means of ® physical presence or ❑ online notarization, this 6th day of June (month), 2023 (year), by Jon Hoyle (name of person acknowledging). (Signature of Notary Public) Michelle Pinns (Print, Type, or Stamp Commissioned Name of Notary Public) Personally Known OR Produced Identification Personally Known E MICHELLE PINKS Type of Identification Produced ry Public • State of Florida ommission # HH 263542 omm. Expires May 11, 2026rough National Notary Assn. riE-Vefv— or �y�N� Company ID Number: 1111126 Approved by: Employer Thompson Consulting Services, LLC Name (Please Type or Print) Title Ryan Kelley Signature Date Electronically Signed 07/18/2016 Department of Homeland Security — Verification Division Name (Please Type or Print) Title USCIS Verification Division Signature Date Electronically Signed 07/18/2016 Page 13 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 � sect v- orE-Verif Company ID Number: 1111126 Information Required for the E-Verify Program Information relating to your Company: Thompson Consulting Services, LLC Company Name 2601 Maitland Center Parway Maitland, FL 32751 Company Facility Address Company Alternate Address County or Parish ORANGE Employer Identification Number 452015453 North American Industry 541 Classification Systems Code Thompson Holdings, Inc. Parent Company Number of Employees 10 to 19 Number of Sites Verified for 1 Page 14 of 17 E-Verify MOU for Employers I Revision Date 06/01/13 co Yer co1.rity Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 23-8124 Debris Monitoring & Disaster Planning Services Reference Questionnaire for: Thompson Consulting Services, LLC (Name of Company Requesting Reference Information) Oliver Yao, Vice President (Name of Individuals Requesting Reference Information) Name: David Waller, Deputy Public Works Director Email: .us FAX: N/A Company: City of Daytona Beach, Florida Telephone: 3 86-671-8681 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Hurricane Ian Disaster Debris Removal Completion Date: 01/2023 Monitoring Project Budget: $582,000 Project Number of Days: 90 days Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 co Yer co1.rity Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 23-8124 Debris Monitoring & Disaster Planning Services Reference Questionnaire for: Thompson Consulting Services, LLC (Name of Company Requesting Reference Information) Eric Harrison, Vice President (Name of Individuals Requesting Reference Information) Name: Ray Underwood, Public Works Director Company: City of Deland, Florida Email: Underwoodr@deland.org FAX: N/A Telephone: 386-626-7194 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Hurricane Ian Disaster Debris Removal Completion Date: 12/2022 Monitoring Project Budget: $134,600 Project Number of Days: Approximately 60 days Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 9 3 Quality of work. 9 4 Quality of consultative advice provided on the project. 9 5 Professionalism and ability to manage personnel. 8 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 9 8 Abiltity to manage risks and unexpected project circumstances. 9 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 9 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 92 co Yer co1.rity Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 23-8124 Debris Monitoring & Disaster Planning Services Reference Questionnaire for: Thompson Consulting Services, LLC (Name of Company Requesting Reference Information) Jon Hoyle, President (Name of Individuals Requesting Reference Information) Name: Jim Howes, Deputy Director — Waste Services Company: Escambia County, Florida Email: jehowes@myescambia.com FAX: N/A Telephone: 850-554-2752 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Hurricane Sally Disaster Debris Removal Completion Date: 03/2021 Monitoring & FEMA PA Services Project Budget: $7,600,000 Project Number of Days: Approximately 210 days Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100/100 co Yer co1.rity Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REOUIRED REFERENCE) Solicitation: 23-8124 Debris Monitoring & Disaster Planning Services Reference Questionnaire for: Thompson Consulting Services, LLC (Name of Company Requesting Reference Information) Corey Thomas, Vice President (Name of Individuals Requesting Reference Information) Name: Melissa Doyle, Division Manager Company: City of Fort Lauderdale, Florida Email: mdoyle@fortlauderdale.gov FAX: N/A Telephone: 954-828-6111 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Hurricane Disaster Debris Removal Completion Date: Ongoing Monitoring & FEMA PA Services Project Budget: $1,200,000 Project Number of Days: Ongoing Item Criteria Score (must be completed) 1 Ability to manage the project costs minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Q ality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc. 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Ability to manage risks and unexpected project circumstances. 10 9 Abili to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 co Yer co1.rity Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 23-8124 Debris Monitoring & Disaster Planning Services Reference Questionnaire for: Thompson Consulting Services, LLC (Name of Company Requesting Reference Information) Nate Counsell, Executive Vice President (Name of Individuals Requesting Reference Information) Name: Christina Richards, Budget Administrator Company: Solid Waste Authority of Palm Beach County, Florida Email: cichards@swa.org FAX: 561-683-0551 Telephone:561-640-4000 Ext.4535 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Hurricane Irma Disaster Debris Removal Completion Date: 02/2018 Monitoring & FEMA PA Services Project Budget: $4,400,000 Project Number of Days: Approximately 180 days Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES FEDERAL EMERGENCY MANAGEMENT AGENCY PUBLIC ASSISTANCE The supplemental conditions contained in this section are intended to cooperate with, to supplement, and to modify the general conditions and other specifications. In cases of disagreement with any other section of this contract, the Supplemental Conditions shall govern. This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. Pursuant uniform requirements of federal awards (2 CFR Part 200.23) the definition of CONTRACTOR is an entity that receives a Contract / Purchase Order. Compliance with Federal Law, Regulations and Executive Orders: The Sub -Recipient (County) agrees to include in the subcontract that (i) the subcontractor is bound by the terms of the Federally -Funded Subaward and Grant Agreement, (ii) the subcontractor is bound by all applicable state and Federal laws and regulations, and (iii) the subcontractor shall hold the Division and Sub -Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. Specifically, the Contractor shall be responsible for being knowledgeable and performing any and all services under this contract in accordance with the following governing regulations along with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. 0 2 C.F.R. Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards 0 44 C.F.R. Part 206 o The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended, 42 U.S.C. 5121 et seq., and Related Authorities FEMA Public Assistance Program and Policy Guide EXHIBIT I - 1 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Access to Records: The contractor agrees to provide the County, the Florida Department of Emergency Management, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representative's access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representatives' access to construction or other work sites pertaining to the work being completed under the contract. (4) In compliance with section 1225 of the Disaster Recovery Act of 2018, the County and the Contractor acknowledge and agree that no language in this contract is intended to prohibit audits or internal reviews by the FEMA Administrator or the Comptroller General of the United States. Affirmative Socioeconomic Steps: If subcontracts are to be let, the prime contractor is required to take all necessary steps identified in 2 C.F.R. § 200.321(b)(1)-(5) to ensure that small and minority businesses, women's business enterprises, and labor surplus area firms are used when possible. Changes: To be allowable under a FEMA grant or cooperative agreement award, the cost of any contract change, modification, amendment, addendum, change order, or constructive change must be necessary, allowable, allocable, within the scope of the grant or cooperative agreement, reasonable for the scope of work, and otherwise allowable. DHS Seal, Logo, and Flags: The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre- approval. The contractor shall include this provision in any subcontracts. Domestic Preference for Procurements: As appropriate and to the extent consistent with law, the non - Federal entity should, to the greatest extent practicable under a Federal award, provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States (including but not limited to iron, aluminum, steel, cement, and other manufactured products). The requirements of this section must be included in all subawards including all contracts and purchase orders for work or products under this award. For purposes of this section: "Produced in the United States" means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. "Manufactured products" means items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer -based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber. License and Delivery of Works Subject to Copyright and Data Rights: The Contractor grants to the County, a paid -up, royalty -free, nonexclusive, irrevocable, worldwide license in data first produced in the performance of this contract to reproduce, publish, or otherwise use, including prepare derivative works, distribute copies to the public, and perform publicly and display publicly such data. For data required by the contract but not first produced in the performance of this contract, the Contractor will identify such data and grant to the County or acquires on its behalf a license of the same scope as for data first produced in the performance of this contract. Data, as used herein, shall include any work subject to copyright under 17 U.S.C. § 102, for example, any written reports or literary works, software and/or source code, music, choreography, pictures or images, graphics, sculptures, videos, motion pictures or other audiovisual works, sound and/or video recordings, and architectural works. Upon or before the completion of this contract, the Contractor will deliver to the County data first produced in the performance of this contract and data required by the contract but not first produced in the performance of this contract in formats acceptable by the County. No Obligation by Federal Government: The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. EXHIBIT I - 2 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Prohibition on Covered Telecommunications Equipment or Services: (a) Definitions. As used in this clause, the terms backhaul; covered foreign country; covered telecommunications equipment or services; interconnection arrangements; roaming; substantial or essential component; and telecommunications equipment or services have the meaning as defined in FEMA Policy, #405-143-1 Prohibitions on Expending FEMA Award Funds forcovered Telecommunications Equipment or Services As used in this clause — (b) Prohibitions. (1) Section 889(b) of the John S. McCain National Defense Authorization Act for Fiscal Year2019, Pub. L. No. 115-232, and 2 C.F.R. § 200.216 prohibit the head of an executive agency on or after Aug.13, 2020, from obligating or expending grant, cooperative agreement, loan, or loan guarantee funds on certain telecommunications products or from certain entities for national security reasons. (2) Unless an exception in paragraph (c) of this clause applies, the contractor and its subcontractors may not use grant, cooperative agreement, loan, or loan guarantee funds from the Federal Emergency Management Agency to: (i) Procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (ii) Enter into, extend, or renew a contract to procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (iii) Enter into, extend, or renew contracts with entities that use covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system; or (iv) Provide, as part of its performance of this contract, subcontract, or other contractual instrument, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. (c) Exceptions (1) This clause does not prohibit contractors from providing — (i). A service that connects to the facilities of a third -party, such as backhaul, roaming, or interconnection arrangements; or (ii). Telecommunications equipment that cannot route or redirect user data traffic or permit visibility into any user data or packets that such equipment transmits or otherwise handles. (2) By necessary implication and regulation, the prohibitions also do not apply to: (i). Covered telecommunications equipment or services that: i. Are not used as a substantial or essential component of any system; and ii. Are not used as critical technology of any system. (ii). Other telecommunications equipment or services that are not considered covered telecommunications equipment or services. (d)Reporting requirement. (1) In the event the contractor identifies covered telecommunications equipment or services used as a substantial or essential component of any system, or as critical technology as part of any system, during contract performance, or the contractor is notified of such by a subcontractor at any tier or by any other source, the contractor shall report the information in paragraph (d)(2) of this clause to the recipient or subrecipient, unless elsewhere in this contract are established procedures for reporting the information. (2) The Contractor shall report the following information pursuant to paragraph (d)(1) of this clause: (i) Within one business day from the date of such identification or notification: The contract number; the order number(s), if applicable; supplier name; supplier unique entity identifier (if known); supplier Commercial and Government Entity (CAGE) code (if known); brand; model number (original equipment manufacturer EXHIBIT I - 3 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES number, manufacturer part number, or wholesaler number); item description; and any readily available information about mitigation actions undertaken or recommended. (ii) Within 10 business days of submitting the information in paragraph (d)(2)(i) of this clause: Any further available information about mitigation actions undertaken or recommended. In addition, the contractor shall describe the efforts it undertook to prevent use or submission of covered telecommunications equipment or services, and any additional efforts that will be incorporated to prevent future use or submission of covered telecommunications equipment or services. (e) Subcontracts. The Contractor shall insert the substance of this clause, including this paragraph(e), in all subcontracts and other contractual instruments. Program Fraud and False or Fraudulent Statements or Related Acts: The Contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. Rights to Inventions Made Under a Contract or Agreement: Exempt from FEMA Public Assistance Funding Suspension and Debarment: (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by the County. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. Procurement of Recovered Materials (§200.323) (Over $10,000): In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA - designated items unless the product cannot be acquired— Competitively within a timeframe providing for compliance with the contract performance schedule; Meeting contract performance requirements; or At a reasonable price. Information about this requirement, along with the list of EPA -designated items, is available at EPA's Comprehensive Procurement Guidelines webpage: https://www.epa.gov/smm/comprehensive- procu rement-g u ideline-cpg-prog ram. The Contractor also agrees to comply with all other applicable requirements of Section 6002 of the Solid Waste Disposal Act. Termination for Cause and Convenience (over $10,000): See Standard Purchase Order and/or Contract Terms and Conditions Byrd Anti -Lobbying Amendment (31 U.S.C. § 1352 (as amended) (over $100,000): Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." EXHIBIT I - 4 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Contractors must sign and submit a certification to the County with each bid or offer exceeding $100,000. See Certifications and Assurances and the end of this document. Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708) (over $100,000): Where applicable, all contracts awarded by the solicitor in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages, liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $27 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The County or FEMA shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." For contracts that are only subject to Contract Work Hours and Safety Standards Act and are not subject to the other statutes in 29 C.F.R. § 5.1 "Further Compliance with the Contract Work Hours and Safety Standards Act. (1) The contractor or subcontractor shall maintain payrolls and basic payroll records during the course of the work and shall preserve them for a period of three years from the completion of the contract for all laborers and mechanics, including guards and watchmen, working on the contract. Such records shall contain the name and address of each such employee, social security number, correct classifications, hourly rates of wages paid, daily and weekly number of hours worked, deductions made, and actual wages paid. (2) Records to be maintained under this provision shall be made available by the contractor or subcontractor for inspection, copying, or transcription by authorized representatives of the Department of Homeland Security, the Federal Emergency Management Agency, and the Department of Labor, and the contractor or subcontractor will permit such representatives to interview employees during working hours on the job. EXHIBIT I - 5 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Clean Air Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Federal Water Pollution Control Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders, or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Administrative, Contractual, or Legal Remedies (over $250,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competent jurisdiction. CONSTRUCTION ACTIVITIES Equal Employment Opportunity Clause (§60-1.4): Except as otherwise provided under 41 C.F.R. Part 60, all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. (2) The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. (3) The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. (4) The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor EXHIBIT I - 6 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES union or workers' representatives of the contractor's commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. (5) The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. (6) The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (7) In the event of the contractor's noncompliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole or in part an the contractor may be declared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. (8) The contractor will include the portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance: Provided, however, that in the event a contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the administering agency, the contractor may request the United States to enter into such litigation to protect the interests of the United States. Davis Bacon Act: Exempt under FEMA Public Assistance Funding Copeland Anti -Kickback Act: Exempt under FEMA Public Assistance Funding EXHIBIT I - 7 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Compliance with Federal Law, Regulations, And Executive Orders and Acknowledgement of Federal Funding Certification This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. The contractor will comply with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. If the Contractor subcontracts any of the work required under this Agreement, a copy of the signed subcontract must be available to the County for review and approval. The Contractor agrees to include in the subcontract that (1) the subcontractor is bound by the terms of this Agreement, (ii) the subcontractor is bound by all applicable state and federal laws and regulations, and (iii) the subcontractor shall hold the County and the Grantor Agency harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. The County may document in the quarterly report the Contractor's progress in performing its work under this agreement. On behalf of my firm, I acknowledge, the grant requirements identified in this document Vendor/Contractor Name Thompson Consulting Services, LLC Date 6/6/23 Authorized Signature EXHIBIT I - 8 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY and VOLUNTARY EXCLUSION Contractor Covered Transactions (1) The prospective subcontractor of the Sub -recipient, Collier County, certifies, by submission of this document, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. (2) Where the Sub -recipient's subcontractor is unable to certify to the above statement, the prospective contract shall attach an explanation to this form. CONTRACTOR Thompson Consulting Services, LLC By: 9 Jon Hoyle President Name and Title 2601 Maitland Center Parkway Street Address Maitland, Florida 32751 City, State, Zip QE8ZDM1CLE77 UEI Unique Entity Identifier (for SAM.gov verification) Date Sub -Recipient Name: Collier County Board of County Commissioners DEM Contract Number: TBD FEMA Project Number: TBD EXHIBIT I - 9 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COU NTY ANTIC.IIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT status will be verified. unverifable statuses will require the PR ME to either proi-ade a reoised statement or provide source do[urnentation t15at validates a status. A. PRIME VENDOR/CONTRACTOR INFORMATION PRIME NAME PRIME FE D NUMBER CONTFjKT DOLLAR AMOUNT Thompson Consulting Services, LLC 452015453 TBD ST-IEDz'-1:=-.O�_DA-CERTIFIEDDISACI'ANrAGED. : E y N 15THEACTIVITYOFTHIS 0ONTRACT.- h11N0RIT(OR VOW ENOUSINESSENTERPRISE? DBE- Y N CONSTRUCTION? Y N ;DBE/PABEjWBE) OR HAVE ASMALL DISADVAhTAGED BUSINESS SA€ERTIFICATIONFROM THE SMALL BUSINESS MOE? Y N 0DN5ULTATION? Y N ADMINISfRA.T10NT A5ERVICEDISABLED VETERAN WBE? Y N OTHER? Y N SD6 FLA. 'i N IS THIS SUBMISSION A REVISION? 'i N I F YES, RE VISION NUMBER D. IF PR1ME HAS SUBCONTRAUOR OR SUPPLIER WHO IS A DISADVANTAGED MINORITY, WOMEN -OWNED, SMALL BUSINESS CONCERN OR SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SEC nON DBE WWBE 5UEKONTRACTORORSU.PPLIER TYPE OF WORK OR ETH N IC ITY CO DE SUB/5LI PPLIER PERCENT OF CONTRACT VETERAN NAME SPECIALTY ;Sea Be owl DOLLAR AMOUNT DOLLARS TOTALS C. SECTION TO BE COMPLETED BY PRIME VENDORJCONTRACTOR NAME OF SUBMITTER DATE THLE OF SUB MITT=R Jon Hoyle 7/20/2023 President EPA 2dLADD RESS OF PRIME 15USMrrrERi TELEPHONE �,Uh9EE; FAX NUM BEP. 'ho Ie thorn soncs.net 407-792-0018 407-878-7858 N-:•-E: -his information is used to track and report anticipated DBE or MBE participation in federally-furrbed contracts- The anticipated DBE or MBE amount is voluntary and will not become part of the contractual terms. This form must be submitted at time of response to a sol icitation- If and when awarded a County contras, the prime will be asked to update the information for the grant compliance files. D. SECTION TO BE COMPLETED BY COWER COUNTS' I7EPARTMENTNAME :OWERODNTRA€T# IFivRFParPO/RE GRANT PROGRAM/OONTR.ACT ACCEPTED Br DATE E7EMO7K �E BladcArrrencan BA ckmeri[an HA NativeArrreri[an NA, Subcont.Asiankmerican 5AA Asianwacir�cArrreri[an APA Nan -Minority Women NIA* Other: not of any ntlrer group listed Cl EXHIBIT I - 10 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COUNTY ANTICIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT 'taus .rd be .'erified. Un':erftt a statuses :. 'I requ re -ne PP 1,1E to either prcr.•de a revised statement or provide source documentation that validates a a,. us. A. PRIME VENDOR/CONTRACTOR INFORMATION PRIME NAME PRIME FE D'.UIdBER CONTRACT DOLLAR AFAOUNT Thompson Consulting Services, LLC 45-2015453 TBD S THE PRIME A FLORIDA-CERTIFIED DISADVANT.GEO. ; =-ERAN + N 5 THE ACTIVITrOF THIS CONTRACT. '�11NORITr OR WOMEN BUSINESS ENTERPRISE? DBE- N CONSTRUCTION 7 r N DBE: MBEi P:6Ei OR HA'aE A SMALL DISADYAhTAGED BUSINESSSACEPTIFICATIONFROM THE SMALL BUSINESS MeE' + N CONSULTATONi r tJ ADMINISTRATION; ASEPoKEDISABLEDtiFrERAN' '•:°E? r N OTHEP% N No !0 N IS -,1 S 5UBMISS 0`+ A REVISION `I r IN I F YES. RE, SION NUN15ER B. IF PRIME HAS SUBCONTRACTOR OR SUPPLIER WHO IS A DISADVANTAGED MINORITY, WOMEN -OWNED, SMALL BUSINESS CONCERN OR SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SECTION DBE M:'Y.'BE SUBCONTRACTOR OR SUPPLIER TYPE OF ►VORK OR ETHNKITY CODE SUB/SUPPLIER PERCENT OF CONTFACT %IETERA•. NAME SPECIALTY (See Beim) DOLLAR AMOU'.T DOLLARS Not Applicable C. SECTION TO BE COMPLETED BY PRIME VENDOR/CONTRACTOR NAME OF SUBMITTER DATE TITLE OF SUBMFTTER Jon Ho le 6/9/2023 President EMAIL ADDRESS OF PRIME ISUBMITTER'I TELEPHONE NUMBER FAX NUMBER 407-792-0018 407-878-7858 NOTE: This Information is .Isee to tracl, and repor. ant apated DBE or MEE participation in federalv'unded contracts The antic:pated DBE or MBE amount is .o untar. and will not become ca-t c` the contractual terms. This form mist be submitted at time of response to a so'icitation f and :, h<n a.•: arded a : ounir contact, the prime wil'. be asked to update the information for the grant comphance fi ies. FTHNICtTV CODE EXHIBIT I - 10 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceeding $100,000) The undersigned [Contractor] certifies, to the best of his or her knowledge, that 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. Thompson Consulting Services, LLC Contractor (Firm Name) Sign ur of ontrac 's Authorized Official Jon Hoyle, President Name and Title of Contractor's Authorized Official Date EXHIBIT I - 11 Request for Taxpayer Give Form to the Form Identification Number and Certification requester. Do not (Rev. October2018) Department of the Treasury send to the IRS. Internal Revenue Service ► Go to www.irs.gov/ForrnW9 for instructions and the latest information. 1 Name (as shown on your income tax return). Name is required on this line; do not leave this line blank. THOMPSON CONSULTING SERVICES, LLC 2 Business name/disregarded entity name, if different from above `y 3 Check appropriate box for federal tax classification of the person whose name is entered on line 1. Check only one of the 4 Exemptions (codes apply only to following seven boxes. certain entities, not individuals; see a Cp ❑ Individual/sole proprietor or ElC Corporation ElS Corporation ElPartnership ❑ Trust/estate instructions on page 3): m ai c single -member LLC Exempt payee code (if any) ao 16 ❑� Limited liability company. Enter the tax classification (C=C corporation, S=S corporation, P=Partnership) ► S o 2 Note: Check the appropriate box in the line above for the tax classification of the single -member owner. Do not check Exemption from FATCA reporting c m 'C c LLC if the LLC is classified as a single -member LLC that is disregarded from the owner unless the owner of the LLC is from for U.S. federal Otherwise, LLC that code if an ( y) t u another LLC that is not disregarded the owner tax purposes. a single -member is disregarded from the owner should check the appropriate box for the tax classification of its owner. U y ❑ Other (see instructions) ► (Appi a to accounts rtaints—d outside the U.S.) y5 Address (number, street, and apt. or suite no.) See instructions. Requester's name and address (optional) a: 2601 MAITLAND CENTER PKWY 6 City, state, and ZIP code MAITLAND, FL 32751-4110 7 List account numbers) here (optional) JUM Taxpayer Identification Number (TIN) Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid Social security number backup withholding. For individuals, this is generally your social security number (S. However, for a resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other entities, it is your employer identification number (EIN). If you do not have a number, see How to get a TIN, later. or Note: If the account is in more than one name, see the instructions for line 1. Also see What Name and I Employer identification number Number To Give the Requester for guidelines on whose number to enter. M45 - 2 1 0 1 5 4 5 3 Certification Under penalties of perjury, I certify that 1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and 2. 1 am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am no longer subject to backup withholding; and 3. 1 am a U.S. citizen or other U.S. person (defined below); and 4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct. Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and generally, payments other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part 11, later. Sign Signature of He U.S. person ► Date ► 6/6/23 Generallnstructibris - Section references are to the Internal Revenue Code unless otherwise noted. Future developments. For the latest information about developments related to Form W-9 and its instructions, such as legislation enacted after they were published, go to www.irs.gov/FormW9. Purpose of Form An individual or entity (Form W-9 requester) who is required to file an information return with the IRS must obtain your correct taxpayer identification number (TIN) which may be your social security number (SSN), individual taxpayer identification number (ITIN), adoption taxpayer identification number (ATIN), or employer identification number (EIN), to report on an information return the amount paid to you, or other amount reportable on an information return. Examples of information returns include, but are not limited to, the following. • Form 1099-INT (interest earned or paid) • Form 1099-DIV (dividends, including those from stocks or mutual funds) • Form 1099-MISC (various types of income, prizes, awards, or gross proceeds) • Form 1099-B (stock or mutual fund sales and certain other transactions by brokers) • Form 1099-S (proceeds from real estate transactions) • Form 1099-K (merchant card and third party network transactions) • Form 1098 (home mortgage interest), 1098-E (student loan interest), 1098-T (tuition) • Form 1099-C (canceled debt) • Form 1099-A (acquisition or abandonment of secured property) Use Form W-9 only if you are a U.S. person (including a resident alien), to provide your correct TIN. If you do not return Form W-9 to the requester with a TIN, you might be subject to backup withholding. See What is backup withholding, later. Cat. No. 10231X Form W-9 (Rev. 10-2018) THOMENG-01 AFOSTER , 111. 0 CERTIFICATE OF LIABILITY INSURANCE �� DATE D/YYYY) 1 /4/2023 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT Abby Foster PHONE FAX -0350 (A/C, No, Ext): (334) 386-3609 No):(334) 244 PGIS, LLC dba Turner Insurance & Bonding Co. PO Drawer 230789 Montgomery, AL 36123 ADDRESS: afoster@turnerfirst.com INSURERS AFFORDING COVERAGE NAIC # INSURER A: Zurich American Insurance Co. 16535 INSURED INSURER B : INSURER C : Thompson Consulting Services, LLC INSURER D : 2601 Maitland Center Parkway Maitland, FL 32751 INSURER E INSURER F : COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MM DD YYY POLICY EXP MM DD YYY LIMITS COMMERCIAL GENERAL LIABILITY CLAIMS -MADE ❑ OCCUR EACH OCCURRENCE $ DAMAGE TO RENTED PREMISES Ea occurrence $ MED EXP (Any oneperson) $ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER: POLICY El PECOT- LOC OTHER: GENERAL AGGREGATE $ PRODUCTS - COMP/OP AGG $ $ A AUTOMOBILE LIABILITY ANY AUTO OWNED SCHEDULED AUTOS ONLY AUTOS HIRED L NON -OWNED AUTOS ONLY AUTOS ONLY BAP3534779 1/1/2023 2/1/2024 COMBINED SINGLE LIMIT Ea accident 1,000,000 $ X BODILY INJURY Perperson) $ BODILY INJURY Per accident $ PROPERTY DAMAGE Per accident $ $ UMBRELLA LIAB EXCESS LIAB OCCUR CLAIMS -MADE EACH OCCURRENCE $ AGGREGATE $ DED RETENTION $ $ A WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y/N ANY PROPRIETOR/PARTNER/EXECUTIVE X OFFICER/MEMBER EXCLUDED? (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below N / A WC3534777 1/1/2023 2/1/2024 X PER OTH- STATUTE ER E.L. EACH ACCIDENT 1,000,000 $ E.L. DISEASE - EA EMPLOYEE $ 1,000,000 E.L. DISEASE - POLICY LIMIT 1,000,000 $ DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE For information purposes only p p y THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE 4.011 4.- ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD / A� " CERTIFICATE OF LIABILITY INSURANCE DATE 1(MM/DD3 (MM/DDIYYYY) THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Cadence Insurance (Formerly BXS Insurance) 760 Howard Avenue, 2nd floor Biloxi MS 39530 CONTACT NAME: Patty Savage pICNNo Ext: 8002770856 A/C No:228-863-1957 E-MAIL ADDREss: patty.savage@cadencei'nsurance.com INSURER(S) AFFORDING COVERAGE NAIC # INSURERA: Scottsdale Insurance CO 41297 INSURED THOMINC-03 INSURER B : Thompson Consulting Services, LLC 2601 Maitland Center Parkway INSURER C : INSURER D Maitland FL 32751 INSURER E INSURER F : COVERAGES CERTIFICATE NUMBER: 1140384161 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MM/DDIYYYY POLICY EXP MM/DDIYYYY LIMITS A X COMMERCIAL GENERAL LIABILITY VRS0006382 1/1/2023 2/1/2024 EACH OCCURRENCE $5,000,000 Fv� CLAIMS -MADE OCCUR DAMAGE PREM SES� RENTEa o_cur ence $ 100,000 MED EXP (Any one person) $ 5,000 PERSONAL & ADV INJURY $ 5,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $10,000,000 POLICY jE LOC PRODUCTS - COMP/OP AGG $ 5,000,000 $ OTHER: AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT Ea accident $ BODILY INJURY (Per person) $ ANY AUTO OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ PROPERTY DAMAGE Per accident $ HIRED NON -OWNED AUTOS ONLY AUTOS ONLY L $ UMBRELLA LIAB OCCUR EACH OCCURRENCE $ AGGREGATE $ EXCESS LIAB CLAIMS -MADE DED RETENTION $ $ WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N PER OTH- STATUTE ER ANYPROPRIETOR/PARTNER/EXECUTIVE E.L. EACH ACCIDENT $ OFFICER/MEMBER EXCLUDED? ❑ N/A (Mandatory in NH) E.L. DISEASE - EA EMPLOYEE $ If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ A Professional Liab VRS0006382 1/1/2023 2/1/2024 Per Claim/Agg $5 mil/$10 mil Contractors Pollution Per Claim/Agg $5 mil/$10 mil Liability DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. Evidence of Coverage AUTHORIZED REPRESENTATIVE ©1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD Email: Kristofer.Lopez@colliercountyfl.gov CO ter County Telephone: (239) 252-8375 Procurement Services Division Addendum #1 Date: May 31, 2023 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum # 1 Solicitation 23-8124 — Debris Monitoring and Disaster Planning Services The following clarifications are issued as an addendum: 1. As R WP Opefis AiRe 1, Now reads: RFP Opens June 14, 2023 0) 3:00 PM 2. Question & Answer period has been extended until June 6, 2023 @ 5:00 PM 3. Administrative note: The resultant contract from this RFP is expected to begin in July 2024. If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenced solicitation. (Si i•u• •T •tt• Sevices. 6/6/23 Date Collier County Solicitation 23-8124 Collier Count y Procurement Servioes Division Date: June 1, 2023 Email: Kristofer.Lopez@colliercountyfl.gov Telephone: (239) 252-8375 Addendum #2 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum #2 Solicitation 23-8124 — Debris Monitoring and Disaster Planning Services The following clarifications are issued as an addendum: Change 1: 4. Equipment As reads: Now reads: bl When certifying the capacity of a hauline vendor truck, the Debris Monitoring Firm will also complete the following tasks to confirm the hauling vendor is in compliance with FDOT regulations: • Obtain a copy of the Annual Mechanic Inspection Certificate • Confirm USDOT number is displayed on both side of the truck • Obtain a copy of the Insurance Certificate • Obtain a copy of the Operator's CDL License • Obtain a copy of the Operator's Medical Certificate • If any trucks do not meet the above requirements, the truck will NOT be certified, and the Debris Monitoring Firm will notify the County. 2. Revised solicitation has been uploaded. 23-8124 Solicitation Revised If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenced solicitation. 6/6/2023 Date Thompson Consulting Services, LLC (Name of Firm) 6/2/2023 11:06 AM p. 138 Collier Count y Procurement Semoes Division Date: June 9, 2023 Email: Kristofer.Lopez@colliercountyfl.gov Telephone: (239) 252-8375 Addendum #3 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum #3 Solicitation 23-8124 — Debris Monitoring and Disaster Planning Services The following clarifications are issued as an addendum: Change 1. Local Vendor Preference Form has been removed from the Required Forms. If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenced solicitation. 6/12/23 Date Thompson Consulting Services, LLC (Name of Firm) C0 er Count y Procurement Servioes Division Date: June 9, 2023 Email: Kristofer.Lopez@colliercountyfl.gov Telephone: (239) 252-8375 Addendum #4 From: Kristofer Lopez, Procurement Strategist To: Interested Bidders Subject: Addendum #4 Solicitation 23-8124 — Debris Monitoring and Disaster Planning Services This addendum is issued identifying the following clarification to the scope of work, changes, deletions, or additions to the original solicitation document for the referenced solicitation: Change 1. Detailed Scope of Work, Section 8. Invoice and Audits: Words stFii& thFGug4 are deleted from the Solicitation document: 8. INVOICES AND AUDITS: b) Invoices shall reference the appropriate purchase order number and include audit quality detail to satisfy reimbursement agencies requirements. Invoices will be split into geographic, type of activity, and other segmentations as specified by the County and will use an invoice numbering system approved by the County. d) Contractor shall maintain financial and other records to justify all costs incurred in performing the work fora minimum of seven (7) years from completion of the work. e) The County shall have access to all information, such as books, records, and documents as required for the purpose of inspection, reproduction, or audit without restriction. If records are unavailable locally, it shall be the Contractor's responsibility to ensure that all required records are provided to the County within a time period specified by the County without additional cost to the County. For Changes above, please see revised Solicitation document. If you require additional information, please post a question on our Bid Sync (www.bidsync.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenced solicitation. 6/12/23 Date Thompson Consulting Services, LLC (Name of Firm) •ww•• thompson CONSULTING SERVICES DIVISION OF CORPORATIONS l !,lei �i.org un offir4d -�rmv of Florida ►vvbs'i e Department of State / Division of Corporations / Search Records / Search by Entity Name / Detail by Entity Name Foreign Limited Liability Company THOMPSON CONSULTING SERVICES, LLC Cross Reference Name THOMPSON CONSULTING SERVICES, LLC Filing Information Document Number FEI/EIN Number Date Filed State Status Last Event Event Date Filed Event Effective Date Principal Address 2601 Maitland Center Pkwy Maitland, FL 32751 Changed: 04/19/2021 Mailing Address 2601 Maitland Center Pkwy Maitland, FL 32751 M 11000002276 45-2015453 05/05/2011 DE ACTIVE DROPPING DBA 01 /20/2012 NONE Changed: 04/19/2021 Registered Agent Name & Address VCORP SERVICES, LLC 1200 S PINE ISLAND ROAD PLANTATION, FL 33324 Address Changed: 01/20/2022 Authorized Person(s) Detail Name & Address Title Manager COUNSELL, NATHANIEL 2601 Maitland Center Parkway Maitland, FL 32751 Title Manager HOYLE, JON 2601 Maitland Center Parkway Maitland, FL 32751 Title Manager MANNING, MICHAEL 2970 COTTAGE HILL ROAD Suite 190 MOBILE, AL 36606 Title Manager BAKER, JOHN, III 2970 COTTAGE HILL ROAD Suite 190 MOBILE, AL 36606 Title Manager BROWN, CHAD 2970 Cottage Hill Road Suite 190 Mobile, AL 36606 Annual Reports Report Year Filed Date 2021 04/19/2021 2022 03/04/2022 2023 04/19/2023 Document Images 04/19/2023 --ANNUAL REPORT 03/04/2022 -- ANNUAL REPORT 04/19/2021 --ANNUAL REPORT 05/21/2020 - ANNUAL REPORT 04/22/2019 -- ANNUAL REPORT 03/28/2018 -- ANNUAL REPORT View image in PDF format View image in PDF format View image in PDF format View image in PDF format View image in PDF format View image in PDF format 01/18/2017 -- ANNUAL REPORT View image in PDF format 03/07/2016 -- ANNUAL REPORT View image in PDF format 04/06/2015 - ANNUAL REPORT View image in PDF format 06/09/2014 -- ANNUAL REPORT View image in PDF format 04/10/2013 - ANNUAL REPORT View image in PDF format 04/05/2012 -- ANNUAL REPORT View image in PDF format 01/20/2012 -- Dropping Alternate Name View image in PDF format 05/05/2011 -- Foreign Limited View image in PDF format Florida Department of State, Division of Corporations EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COU NTY ANTIC.IIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT status will be verified. unverifable statuses will require the PR ME to either proi-ade a reoised statement or provide source do[urnentation t15at validates a status. A. PRIME VENDOR/CONTRACTOR INFORMATION PRIME NAME PRIME FE D NUMBER CONTFjKT DOLLAR AMOUNT Thompson Consulting Services, LLC 452015453 TBD ST-IEDz'-1:=-.O�_DA-CERTIFIEDDISACI'ANrAGED. : E y N 15THEACTIVITYOFTHIS 0ONTRACT.- h11N0RIT(OR VOW ENOUSINESSENTERPRISE? DBE- Y N CONSTRUCTION? Y N ;DBE/PABEjWBE) OR HAVE ASMALL DISADVAhTAGED BUSINESS SA€ERTIFICATIONFROM THE SMALL BUSINESS MOE? Y N 0DN5ULTATION? Y N ADMINISfRA.T10NT A5ERVICEDISABLED VETERAN WBE? Y N OTHER? Y N SD6 FLA. 'i N IS THIS SUBMISSION A REVISION? 'i N I F YES, RE VISION NUMBER D. IF PR1ME HAS SUBCONTRAUOR OR SUPPLIER WHO IS A DISADVANTAGED MINORITY, WOMEN -OWNED, SMALL BUSINESS CONCERN OR SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SEC nON DBE WWBE 5UEKONTRACTORORSU.PPLIER TYPE OF WORK OR ETH N IC ITY CO DE SUB/5LI PPLIER PERCENT OF CONTRACT VETERAN NAME SPECIALTY ;Sea Be owl DOLLAR AMOUNT DOLLARS TOTALS C. SECTION TO BE COMPLETED BY PRIME VENDORJCONTRACTOR NAME OF SUBMITTER DATE THLE OF SUB MITT=R Jon Hoyle 7/20/2023 President EPA 2dLADD RESS OF PRIME 15USMrrrERi TELEPHONE �,Uh9EE; FAX NUM BEP. 'ho Ie thorn soncs.net 407-792-0018 407-878-7858 N-:•-E: -his information is used to track and report anticipated DBE or MBE participation in federally-furrbed contracts- The anticipated DBE or MBE amount is voluntary and will not become part of the contractual terms. This form must be submitted at time of response to a sol icitation- If and when awarded a County contras, the prime will be asked to update the information for the grant compliance files. D. SECTION TO BE COMPLETED BY COWER COUNTS' I7EPARTMENTNAME :OWERODNTRA€T# IFivRFParPO/RE GRANT PROGRAM/OONTR.ACT ACCEPTED Br DATE E7EMO7K �E BladcArrrencan BA ckmeri[an HA NativeArrreri[an NA, Subcont.Asiankmerican 5AA Asianwacir�cArrreri[an APA Nan -Minority Women NIA* Other: not of any ntlrer group listed Cl EXHIBIT I - 10 FIXED FEE PROFESSIONAL SERVICE AGREEMENT # 23-8124 for DEBRIS MONITORING AND DISASTER PLANNING SERVICES THIS AGREEMENT, made and entered into on this day of 20 , by and between Thompson Consulting Service, LLC authorized to do business in the State of Florida, whose business address is 2601 Maitland Center Parkway, Maitland, FL 32751 ,(the "Contractor") and Collier County, a political subdivision of the State of Florida, (the "County"): WITNESSETH: 1. The Agreement shall be for a five ( 5 ) year period, commencing ❑ We- 1--le ef BE)aFd-appfeva4-,L or ❑■ on July 8, 2024 ,and terminating on five ( 5 ) year(s) from that date or until all outstanding Purchase Order(s) issued prior to the expiration of the Agreement period have been completed or terminated. The County may, at its discretion and with the consent of the Contractor, renew the Agreement under all of the terms and conditions contained in this Agreement for one ( 1 ) additional five ( 5 ) year(s) periods. The County shall give the Contractor written notice of the County's intention to renew the Agreement term prior to the end of the Agreement term then in effect. The County Manager, or his designee, may, at his discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred and eighty (180) days. The County Manager, or his designee, shall give the Contractor written notice of the County's intention to extend the Agreement term prior to the end of the Agreement term then in effect. 2. COMMENCEMENT OF SERVICES. The Contractor shall commence the work upon issuance of a ❑E Purchase Order ❑ ❑ Wed( Q . 3. STATEMENT OF WORK. The Contractor shall provide services in accordance with the terms and conditions of ❑■ Request for Proposal (RFP) ❑ +TT-V-t+se-te Bid-(98) ❑ O eF - # 23-8124 including all Attachment(s), Exhibit(s) and Addenda and the Contractor's proposal referred to herein and made an integral part of this Agreement. ❑■ The Contractor shall also provide services in accordance with Exhibit A - Scope of Services attached hereto. Page 1 of 15 Fixed Price Professional Service Agreement O [2023_ver.2] �'a 3.1 This Agreement contains the entire understanding between the parties and any modifications to this Agreement shall be mutually agreed upon in writing by the Parties, in compliance with the County's Procurement Ordinance, as amended, and Procurement Procedures in effect at the time such services are authorized. 3.2 The execution of this Agreement shall not be a commitment to the Contractor to order any minimum or maximum amount. The County shall order items/services as required but makes no guarantee as to the quantity, number, type or distribution of items/services that will be ordered or required by this Agreement. THE AGREEMENT SUM. The County shall pay the Contractor for the performance of this Agreement based on Exhibit B- Fee Schedule, attached hereto and the price methodology as defined in Section 4.1. Payment will be made upon receipt of a proper invoice and upon approval by the County's Contract Administrative Agent/Project Manager, and in compliance with Chapter 218, Fla. Stats., otherwise known as the "Local Government Prompt Payment Act". 4.1 Price Methodology (as selected below): El Lump Sum (Fixed PF!G8); A *m fixed total pFise effeF D ng f49F a pFejeGt� the F06146 .. t.nnnf......A #em the Ge nt y to the RtFa6t8 .. and, as a b pFaGtiee theFe aFe hG .I.. n atn.'nl pFesented atheF the n ntFa Gtnr :.w. St peFfe FFA W Time and Materials: The County agrees to pay the contractor for the amount of labor time spent by the contractor's employees and subcontractors to perform the work (number of hours times hourly rate), and for materials and equipment used in the project (cost of materials plus the contractor's markup). This methodology is generally used in projects in which it is not possible to accurately estimate the size of the project, or when it is expected that the project requirements would most likely change. As a general business practice, these contracts include back-up documentation of costs; invoices would include number of hours worked and billing rate by position (and company (or subcontractor) timekeeping or payroll records), material or equipment invoices, and other reimbursable documentation for the project, in eluding labor, FnateFial.. equipment n..n.1.ead et..) fGF .. Fepet'tiye n....J nt n identify the 't , and the bewF n�n't? sarten, ets�The irtbsiss •~,nT•y-�„�-m;;�-pr;os�l�ti-n.,u,;,,� received (no contractor inventory or cost verification). 4.2 Any County agency may obtain services under this Agreement, provided sufficient funds are included in their budget(s). Page 2 of 15 QA(1 Fixed Price Professional Service Agreement [2023_ver.2] 4.3 Payments will be made for services furnished, delivered, and accepted, upon receipt and approval of invoices submitted on the date of services or within six (6) months after completion of the Agreement. Any untimely submission of invoices beyond the specified deadline period is subject to non-payment under the legal doctrine of "laches" as untimely submitted. Time shall be deemed of the essence with respect to the timely submission of invoices under this Agreement. 4.e County, or any duly authorized agents or representatives of the County, shall have the right to conduct an audit of Contractor's books and records to verify the accuracy of the Contractor's claim with respect to Contractor's costs associated with any Payment Application, Change Order, or Work Directive Change. AAW Or _ 1 A wal 5. SALES TAX. Contractor shall pay all sales, consumer, use and other similar taxes associated with the Work or portions thereof, which are applicable during the performance of the Work. Collier County, Florida as a political subdivision of the State of Florida, is exempt from the payment of Florida sales tax to its vendors under Chapter 212, Florida Statutes, Certificate of Exemption # 85-8015966531 C. Page 3 of 15 Fixed Price Professional Service Agreement 6. NOTICES. All notices from the County to the Contractor shall be deemed duly served if mailed or emailed to the Contractor at the following: Company Name: Address: Authorized Agent: Attention Name & Title: Telephone: E-Mail(s): Thompson Consulting Services 2601 Maitland Center Parkway Maitland, FL 32751 Jon Hoyle President (407) 79M018 info@thompsoncs.net All Notices from the Contractor to the County shall be deemed duly served if mailed or emailed to the County to: Board of County Commissioners for Collier County, Florida Division Name: Solid and Hazardous Waste Management Division Director: Kari Hodgson Address: 3339 Tamiami Trail East, Bldg H, Suite 302 Naples, FL 34112 Administrative AgentlPM: Vanessa Caporale Telephone: (239) 252-5158 E-Mail(s)8 vanessa.caporale@colliercountyfl.gov The Contractor and the County may change the above mailing address at any time upon giving the other party written notification. All notices under this Agreement must be in writing. 7. NO PARTNERSHIP. Nothing herein contained shall create or be construed as creating a partnership between the County and the Contractor or to constitute the Contractor as an agent of the County. 8. PERMITS: LICENSES: TAXES. In compliance with Section 218.80, F.S., all permits necessary for the prosecution of the Work shall be obtained by the Contractor. The County will not be obligated to pay for any permits obtained by Subcontractors. Payment for all such permits issued by the County shall be processed internally by the County. All non -County permits necessary far the prosecution of the Work shall be procured and paid for by the Contractor. The Contractor shall also be solely responsible for payment of any and all taxes levied on the Contractor. In addition, the Contractor shall comply with all rules, regulations and laws of Collier County, the State of Florida, or the U. S. Government now in force or hereafter adopted. The Contractor agrees to comply with all laws governing the responsibility of an employer with respect to persons employed by the Contractor. Page 4 of 15 Fixed Price Professional Service Agreement [2023_ver.2] pdrJ 9. NO IMPROPER USE. The Contractor will not use, nor suffer or permit any person to use in any manner whatsoever, County facilities for any improper, immoral or offensive purpose, or for any purpose in violation of any federal, state, county or municipal ordinance, rule, order or regulation, or of any governmental rule or regulation now in effect or hereafter enacted or adopted. In the event of such violation by the Contractor or if the County or its authorized representative shall deem any conduct on the part of the Contractor to be objectionable or improper, the County shall have the right to suspend the Agreement of the Contractor. Should the Contractor fail to correct any such violation, conduct, or practice to the satisfaction of the County within twenty-four (24) hours after receiving notice of such violation, conduct, or practice, such suspension to continue until the violation is cured. The Contractor further agrees not to commence operation during the suspension period until the violation has been corrected to the satisfaction of the County. 10. TERMINATION. Should the Contractor be found to have failed to perform his services in a manner satisfactory to the County as per this Agreement, the County may terminate said Agreement for cause; further the County may terminate this Agreement for convenience with a thirty (30) day written notice. The County shall be the sole judge of non-performance. In the event that the County terminates this Agreement, Contractor's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Contractor shall not be entitled to any other or further recovery against the County, including, but not limited to, any damages or any anticipated profit on portions of the services not performed. 11. NO DISCRIMINATION. The Contractor agrees that there shall be no discrimination as to race, sex, color, creed or national origin or any other class protected by federal or Florida law. 12. INSURANCE. The Contractor shall provide insurance as follows: A. ❑■ Commercial General Liability: Coverage shall have minimum limits of $ 2,000,000 Per Occurrence, $ 4,000,000 aggregate for Bodily Injury Liability and Property Damage Liability. The General Aggregate Limit shall be endorsed to apply per project. This shall include Premises and Operations; Independent Contractors; Products and Completed Operations and Contractual Liability. Be FM Business .Auto Liability: Coverage shall have minimum limits of $1,000,000 � Per Occurrence, Combined Single Limit for Bodily Injury Liability and Property Damage Liability. This shall include: Owned Vehicles, Hired and Non -Owned Vehicles and Employee Non -Ownership. C. 0 Workers' Compensation: Insurance covering all employees meeting Statutory Limits in compliance with the applicable state and federal laws. Page 5 of 15 Fixed Price Professional Service Agreement [2023_ver.2] QdrJ The coverage must include Employers' Liability with a minimum limit of $110000000 for each accident. WA WAMLIVAL�11bALMOAMMI ^am--04 M— —1^1 IFIQ HTML im IF j.0■ Contractor's Professional Liability (other): Coverage shall have minimum limits of $ 1,000,000 per occurrence. Special Requirements: Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR, Collier County Government shall be listed as the Certificate Holder and included as an "Additional Insured" on the Insurance Certificate for Commercial General Liability where required. This insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Contractor's policy shall be endorsed accordingly. Current, valid insurance policies meeting the requirement herein identified shall be maintained by Contractor during the duration of this Agreement. The Contractor shall provide County with certificates of insurance meeting the required insurance provisions. Renewal certificates shall be sent to the County thirty (30) days prior to any expiration date. Coverage afforded under the policies will not be canceled or allowed to expire until the greater of: thirty (30) days prior written notice, or in accordance with policy provisions. Contractor shall also notify County, in a like manner, within twenty-four (24) hours after receipt, of any notices of expiration, Page 6 of 15 Fixed Price Professional Service Agreement [2023_ver.2] nd� cancellation, non -renewal or material change in coverage or limits received by Contractor from its insurer, and nothing contained herein shall relieve Contractor of this requirement to provide notice. Contractor shall ensure that all subcontractors comply with the same insurance requirements that the Contractor is required to meet. 13. INDEMNIFICATION. To the maximum extent permitted by Florida law, the Contractor shall defend, indemnify and hold harmless Collier County, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, whether resulting from any claimed breach of this Agreement by Contractor, any statutory or regulatory violations, or from personal injury, property damage, direct or consequential damages, or economic loss, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Contractor or anyone employed or utilized by the Contractor in the performance of this Agreement. This indemnification obligation shall not be construed to negate, abridge or reduce any other rights or remedies which otherwise may be available to an indemnified party or person described in this paragraph. This section does not pertain to any incident arising from the sole negligence of Collier County. 13.1 The duty to defend under this Article 13 is independent and separate from the duty to indemnify, and the duty to defend exists regardless of any ultimate liability of the Contractor, County and any indemnified party. The duty to defend arises immediately upon presentation of a claim by any party and written notice of such claim being provided to Contractor. Contractor's obligation to indemnify and defend under this Article 13 will survive the expiration or earlier termination of this Agreement until it is determined by final judgment that an action against the County or an indemnified party for the matter indemnified hereunder is fully and finally barred by the applicable statute of limitations. 14. AGREEMENT ADMINISTRATION. This Agreement shall be administered on behalf of the County by the Solid and Hazardous Waste Management Division 15. CONFLICT OF INTEREST. Contractor represents that it presently has no interest and shall acquire no interest, either direct or indirect, which would conflict in any manner with the performance of services required hereunder. Contractor further represents that no persons having any such interest shall be employed to perform those services. 16. COMPONENT PARTS OF THIS AGREEMENT. This Agreement consists of the following component parts, all of which are as fully a part of the Agreement as if herein set out verbatim: Contractor's Proposal, Insurance Certificate(s), A Exhibit A Scope of Services, Exhibit B Fee Schedule, ❑� RFP/ ❑ 9& ❑ -� - - -- --) # 2 M 124 Page 7 of 15 Fixed Price Professional Service Agreement [2023_ver.2] �drJ including Exhibits, Attachments and Addenda/Addendum, ❑% subsequent quotes, and ❑M Other Exhibit/Attachment: Federal Contract Provisions and Assurances 17. APPLICABILITY. Sections corresponding to any checked box (m) will expressly apply to the terms of this Agreement. 18. SUBJECT TO APPROPRIATION. It is further understood and agreed by and between the parties herein that this Agreement is subject to appropriation by the Board of County Commissioners. 19. PROHIBITION OF GIFTS TO COUNTY EMPLOYEES. No organization or individual shall offer or give, either directly or indirectly, any favor, gift, loan, fee, service or other item of value to any County employee, as set forth in Chapter 1121 Part III, Florida Statutes, Collier County Ethics Ordinance No. 2004-05, as amended, and County Administrative Procedure 5311. Violation of this provision may result in one or more of the following consequences: a. Prohibition by the individual, firm, and/or any employee of the firm from contact with County staff for a specified period of time; b. Prohibition by the individual and/or firm from doing business with the County for a specified period of time, including but not limited to: submitting bids, RFP, and/or quotes; and, c. immediate termination of any Agreement held by the individual and/or firm for cause. 20. COMPLIANCE WITH LAWS. By executing and entering into this Agreement, the Contractor is formally acknowledging without exception or stipulation that it agrees to comply, at its own expense, with all federal, state and local laws, codes, statutes, ordinances, rules, regulations and requirements applicable to this Agreement, including but not limited to those dealing with the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended, as well as the requirements set forth in Florida Statue, §448,095; taxation, workers' compensation, equal employment and safety including, but not limited to, the Trench Safety Act, Chapter 553, Florida Statutes, and the Florida Public Records Law Chapter 119, if applicable, including specifically those contractual requirements at F.S. § 119.0701(2)(a)-(b) as stated as follows: IT IS THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT. IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, IT SHOULD CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: Division of Communications, Government and Public Affairs 3299 Tamiami Trail East, Suite 102 Naples, FL 34112=5746 Telephone: (239) 252=8999 Email: PublicRecordRE Page 8 of 15 coil iercountyfi.gov Fixed Price Professional Service Agreement [2023_ver.2] The Contractor must specifically comply with the Florida Public Records Law to: 1. Keep and maintain public records required by the public agency to perform the service. 2. Upon request from the public agency's custodian of public records, provide the public agency with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in this chapter or as otherwise provided by law. 3. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the contract if the Contractor does not transfer the records to the public agency. 4. Upon completion of the contract, transfer, at no cost, to the public agency all public records in possession of the Contractor or keep and maintain public records required by the public agency to perform the service. If the Contractor transfers all public records to the public agency upon completion of the contract, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Contractor keeps and maintains public records upon completion of the contract, the Contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the public agency, upon request from the public agency's custodian of public records, in a format that is compatible with the information technology systems of the public agency. If Contractor observes that the Contract Documents are at variance therewith, it shall promptly notify the County in writing. Failure by the Contractor to comply with the laws referenced herein shall constitute a breach of this Agreement and the County shall have the discretion to unilaterally terminate this Agreement immediately. 21. OFFER EXTENDED TO OTHER GOVERNMENTAL ENTITIES. Collier County encourages and agrees to the successful Contractor extending the pricing, terms and conditions of this solicitation or resultant Agreement to other governmental entities at the discretion of the successful Contractor. 22. AGREEMENT TERMS. If any portion of this Agreement is held to be void, invalid, or otherwise unenforceable, in whole or in part, the remaining portion of this Agreement shall remain in effect. 23. ADDITIONAL ITEMS/SERVICES. Additional items and/or services may be added to this Agreement in compliance with the Procurement Ordinance, as amended, and Procurement Procedures. Page 9 of 15 Fixed Price Professional Service Agreement [2023_ver.2] pd� DISPUTE RESOLUTION. Prior to the initiation of any action or proceeding permitted by this Agreement to resolve disputes between the parties, the parties shall make a good faith effort to resolve any such disputes by negotiation. The negotiation shall be attended by representatives of Contractor with full decision -making authority and by County's staff person who would make the presentation of any settlement reached during negotiations to County for approval. Failing resolution, and prior to the commencement of depositions in any litigation between the parties arising out of this Agreement, the parties shall attempt to resolve the dispute through Mediation before an agreed -upon Circuit Court Mediator certified by the State of Florida. The mediation shall be attended by representatives of Contractor with full decision -making authority and by County's staff person who would make the presentation of any settlement reached at mediation to County's board for approval. Should either party fail to submit to mediation as required hereunder, the other party may obtain a court order requiring ., . . mediation under section 44102FlaStat 25. VENUE. Any suit or action brought by either party to this Agreement against the other party relating to or arising out of this Agreement must be brought in the appropriate federal or state courts in Collier County, Florida, which courts have sole and exclusive jurisdiction on all such matters. • ■ ,� .- a ._ _ �- --*- .,. ,...___-• -- - o- -• - ❑ AGREEMENT STAFFING. The Contractor's personnel and management to be utilized for this Agreement shall be knowledgeable in their areas of expertise. The County reserves the right to perform investigations as may be deemed necessary to ensure that competent persons will be utilized in the performance of the Agreement. The Contractor shall assign as many people as necessary to complete required services on a timely basis, and each person assigned shall be available for an amount of time adequate to meet required services. ❑ ORDER OF PRECEDENCE (Grant Fundedl. In the event of any conflict between or among the terms of any of the Contract Documents and/or the County's Board Page 10 of 15 Fixed Price Professional Service Agreement [2023 ver.2] approved Executive Summary, the terms of the Agreement shall take precedence over the terms of all other Contract Documents, except the terms of any Supplemental Conditions shall take precedence over the Agreement. To the extent any conflict in the terms of the Contract Documents cannot be resolved by application of the Supplemental Conditions, if any, or the Agreement, the conflict shall be resolved by imposing the more strict or costly obligation under the Contract Documents upon the Contractor at County's discretion. 28. ASSIGNMENT. Contractor shall not assign this Agreement or any part thereof, without the prior consent in writing of the County. Any attempt to assign or otherwise transfer this Agreement, or any part herein, without the County's consent, shall be void. If Contractor does, with approval, assign this Agreement or any part thereof, it shall require that its assignee be bound to it and to assume toward Contractor all of the obligations and responsibilities that Contractor has assumed toward the County. 29. SECURITY. The Contractor is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records on each employee and make them available to the County for at least four (4) years. All of Contractor's employees and subcontractors must wear Collier County Government Identification badges at all times while performing services on County facilities and properties. Contractor ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the contractor's business. The Contractor shall immediately notify the Collier County Facilities Management Division via e-mail (DL-FMOPS"W%Wdv liercount1gov) whenever an employee assigned to Collier County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. Failure to notify within four (4) hours of separation may result in a deduction of $500 per incident. Collier County Sheriff's Office (CCSO) requires separate fingerprinting prior to work being performed in any of their locations. This will be coordinated upon award of the contract. If there are additional fees for this process, the Contractor is responsible for all costs. (Intentionally left blank -signature page to follow) Page 11 of 15 Fixed Price Professional Service Agreement [2023_ver.2] O'�O IN WITNESS WHEREOF, the parties hereto, by an authorized person or agent, have executed this Agreement on the date and year first written above. ATTEST: Crystal K. Kinzel, Clerk of the Circuit Court and Comptroller By: Dated: (SEAL) Contractor's Witnesses: Contractor's First Witness Lydia Pena TType/print witness name I C R i 140D 2 aml tn Contrac s Second Witness QE ystal Santiago TType/print witness nameT BOARD OF COUNTY COMMISSIONERS COLLIER COUNTY, FLORIDA By: Chris Hall Chair Thompson Consulting Service, LLC Contractor Page 12 of 15 nixed Price Professional Service Agreement Exhibit A Scope of Services ❑■ following this page (containing 9 ❑ this exhibit is not applicable page/s) Page 13 of 15 Fixed Price Professional Service Agreement [2023_ver.2] OHO EXHIBIT A SCOPE OF SERVICES Collier County is located on Florida's Gulf Coast, The County is comprised of the City of Naples, the City of Marco Island, Everglades City, and the unincorporated community, Immokalee. The County encompasses approximately 1,997 square miles and has a full-time population of 375,752 residents that increases during the winter months. The Primary Contractor is Tetra Tech, LLC and Secondary, Thompson Consulting Services, LLC, for a wide range of Debris Monitoring and Disaster Planning Services resulting from a disaster. During emergency situations, the County reserves the right to assign all or portions of the work to one or more of the awarded Contractors via the issuance of a Purchase Order for an assigned task based on availability and need, as determined to be in the best interest of the County, SCOPE OF WORK The Contractors) shall provide a wide range of Debris Monitoring and Disaster Planning Services resulting from a disaster and will follow the principles of the National Incident Management Systems (NIMS), along with the County's current Debris Management Plan, and state and federal regulations. Servi Mces will include, but shall not be limited to, emergency and disaster planning, response, recovery, and communication efforts, debris management and monitoring as needed or requested by the County. The services provided may include facilitating communication and coordination between local, state, and federal agencies, County contractors, insurance representatives and other related agencies. Contractor shall furnish all equipment, labor, materials, supplies, licensing, transpot•tation, and other components necessary to provide Debris Monitoring and Disaster Planning Services that will meet the requirements of this Scope of Work. Contractors) must be registered with the State of Florida, Division of Corporations to do business in Florida and must maintain any licenses required by the Florida Department of Business & Professional Services for the provision of services covered under this solicitation. The County shall issue purchase orders for these services on an as needed basis. A written scope of work will be provided for each service, with specific instructions and project deliverables. The County reserves the right to add or remove services. There is no guaranteed quantity of services. 1. EMERGENCY AND DISASTER PLANNING SERVICES Contractor shall provide the following services: a) Develop and/or revise Disaster Debris Management Plan(s) (DDMP) and/or Response and Recovery Plan(s). b) Identify and obtain proper permits for new Debris Management Sites (DMS). c) Develop or assist with private property access Communication Plan(s), Right -of --Entry Agreements, and Hold Harmless Agreements. d) Upon request by the County, provide a minimum of eight (8) hours of training, to the County personnel, in relation to the services requested in this solicitation. e) Updating and providing critical documents and files such as electronic web -based database and printing of planning maps. f) The Contractor shall develop and implement comprehensive recovery strategies designed to maximize federal and state assistance. g) Other planning, response, mitigation, and recovery assistance as requested. h) Assist County in conducting an annual pre -hurricane season Strategic Debris Management Planning Exercise (SDMPE) to determine the adequacy of the debris removal plan, the debris management process, and to train all 1 Exhibit A —Scope of Services pd� personnel associated with the debris management mission, to be held in April or May of each year. i) Contractor, at no cost to the County shall participate in annual meetings and/or training workshops with the County and others as required to establish and/or review applicable policies and procedures, specific to the County. 2. EMERGENCY AND DISASTER RESPONSE AND MONITORING SERVICES Contractor shall provide the following services: a) Contractor will be under the general direction of the County's designated representative indicated on each work assignment. b) The Contractor's Project Manager• shall be the County's primary point of contact and be responsible for all services and personnel provided. c) When a disaster is imminent, the County will notify the Contractor 48 to 72 hours prior to a known event with their intent to activate. For events with limited or no warning, the County will contact the Contractor as soon as practical. d) Services that may be requested under the work assignment may include, but are not limited to: 1. Perform debris assessments and advise of areas impacted, quantities of debris and types of debris generated, and eligibility of the debris regarding grant agencies policies. 2. Assign personnel to provide field assessments immediately following a disaster and throughout recovery efforts, as requested. Assessments may include identifying tree stumps and the management of root balls and associated activities, hazardous trees, construction and demolition (C&D) debris, boats, vehicles, sand, hazmat, and/or other potentially hazardous situations. The Contractor must keep a list of these locations, track and coordinate the appropriate dispatch of equipment and make frequent reports to the County on any post event remedial action. 3. Estimate and advise of equipment requirements and DMS capacity to haul and stage debris. 4. Review processes and protocols of DDMP, including but not limited to, private property, gated communities, public drop-off sites, and communications, and recommend modifications in response to specific disaster or emergency. Review list of priority, public and private roads, and the operational plan. 5. Assist the County by providing guidance for compliance with state and federal agency policies and procedures. 6. Facilitate and coordinate meetings within Collier County. 7. Facilitate communication and provide professional oversight guidance with FEMA, FHWA, FDOT, FDEP, FDH, NCRS, USAGE, the State of Florida and other federal, state, county and local agencies and coordination with state insurance representatives to ensure compliance with regulations. The Contractor shall stay current with these policies and procedures and notify the County immediately as changes occur. 8. Complete or assist in completing FEMA Project Worksheets. Submit Worksheets on behalf of the County. 9. Monitor all work in process to make sure the proper work authorizations, permits, and other prerequisites, have been received. The Contractor shall work closely with the County and local agencies and regulators to clarify and resolve any compliance issues, as well as determine requirements for and to obtain necessary permits, licenses, certifications, if requested. Provide guidance and assist in obtaining permits, licenses, and certifications required for debris recovery operations. Permits that are typically required for debris recovery operations include, but are not limited to: • Structural Permits — construction permits, demolition permits. • Environmental Permits — asbestos/lead paint abatement, construction permits, and demolition permits. • Clean Water Act Permits — emergency discharge permit, indirect discharge permit, wetlands disturbance permit, and storm water management permit. • Clean Air Act (Emissions) Permits — burn permits (air curtain incinerators), stack -monitoring permit, fugitive emissions (dust) control. 2 Exhibit A — Scope of Services pdC • Florida Department of Environmental Protection (FDEP) permits for debris management sites and public drop-off sites. 10. Perform Truck Certifications in accordance with FEMA guidance and provide a truck certification report that lists all truck identification numbers, contractor or sub name, date of verification, and verifier's name. 11. Provide personnel to monitor and record debris collection activities as specified by the County. 12. Provide audit quality load -ticket information and provide reports as requested by the County. 13. Provide individual load -ticket information to the Debris Collection Contractor, its subcontractors, and the County. Load tickets shall be designed or formatted so that pertinent information is collected to meet grant agencies documentation requirements for reimbursement purposes. Load -tickets shall be in an electronic format. Contractor personnel shall be equipped with portable electronic devices to immediately provide load -ticket information to the driver of a Debris Collection Contractor vehicle. 14. Monitor the Debris Collection Contractot•'s progress and provide a progress report to the County on a continual basis. The Contractor may elect to utilize a web -based interface or other software program to provide information to the County as long as the format is compatible with the County's interface and software systems. 15. Provide a plan to manage and execute the County's Geographic Information System (GIS) debris management site tacking and debris collection tracking progress real time. 16. Record on a map the streets where debris was collected and provide an accounting of any remaining, ineligible piles as well as those streets that have been completed. 17. Provide all analysis and Geographical Information System (GIS) related information in formats compatible with the county's systems. 18. Provide daily operations reports to the County representative throughout the duration of any debris removal operation or response activity, including but not limited to photos, quantities, areas serviced, etc., and after - action report as frequently requested. 19. Provide personnel for DMS and public drop-off site management and ensure sites are closed and secured, at the end of each operation day. Conduct end of day duties, such as verifying all trucks have left the disposal site, unloaded their collection vehicles, and ceased collection of debris at the end of each operational day addressing daily safety reports and include corrective action recommendations, and locking down of the facility. Provide daily reports of site activities, including but not limited to photos, compliance, and recommendations as needed, as requested. 20. Conduct periodic inspections of the Debris Collection Contractor(s) work areas to ensure that safety regulations are complied with such as traffic contt•ol, and the use of personal safety equipment. Promptly correct any errors, omissions, deficiencies, or conflicts in the product of the Debris Collection Contractor and/or its subcontractors. 21. Implement and operate a customer call center to answer citizens questions regarding debris recovery operations. Develop a Communications and Customer Service Coordination Plan for the County's approval. Which will include Public Information and Coordination Plan for the County's approval. 22. Respond to and resolve public complaints and concerns. If requested, provide daily reports of complaints and associated outcomes. 23. If requested, provide recommended schedules and communications for the public established during a disaster. 24. Review and verify invoices submitted by the Debris Collection Contractor(s). The review and verification process shall be completed within five (5) calendar days of receipt of the invoice fiom the Debris Collection Contractor. This includes the submittal of the invoice to the County. Discrepancies in invoices or documentation shall be resolved by the Contractor with assistance of the County within three (3) calendar day 3 Exhibit A —Scope of Services Review will include verification that Debris Collection Contractor(s) invoices are split into geographic area, type of activity, and other segmentations as specified by the County and use an invoice numbering system approved by the County. 25. Verify that damage to property has been repaired by the responsible party. The Contractor will prepare and submit daily damage reports to the County throughout the duration of any debris removal operation as requested Coordinating with County personnel to respond to problems in the field, to include residential or commercial property damage claims in the process of debris removal. Contractors(s) shall establish a reporting system and provide staff for the professional management of a receiving phone, email complaints, or damage claims. The Contractor shall investigate and assist in documentation of claims if requested by the County. 26. Prepare all documents and support materials in Microsoft format such as Word and Excel. Provide both hard copy and electronic format, as requested. 27. Provide database in a format approved and compatible with the County. This database shall include information on debris removal including, but not limited too; load tickets, load locations, debris type, vehicle certification information, stump removal, hanger removal data, leaner removal, and determination of pass status (first push, first pass, second pass, and subsequent passes), zone, etc. 28. Obtain temporary permits and licenses as required, these shall be secured and paid for by the Contractor unless other arrangements are made with the County. 29. Prepare final reports and project closeout reports. 30. Perform other.duties as directed by the designated County personnel. 3. CONTRACTOR'S PERSONNEL Contractor shall provide knowledgeable, trained personnel to perform the services requested within this Scope. The Contractor will be required to remove personnel that the County finds unable to provide services in a professional manner. Contractor personnel shall consist of the following positions (or equivalents): a) Project Manager (PM) • Contractor shall provide a PM for each work assignment issued. The County may approve the PM to manage multiple orders dependent upon the services requested by the County. • The PM serves as the primary point -of -contact for the County and is responsible for all services and associated personnel. • The PM shall assist in developing incident specific debris recovery plans when requested by the County. • The PM will ensure proper personnel are provided to assist as needed. • As requested, the PM shall provide information to complete work assignment including estimated expenses and timing of those expenses. • As requested, the PM will provide cost reasonableness assessments for costs requested by Debris Collection Contractor. • The PM shall attend meetings related to debris recovery operations as requested by the County. • PM shall be responsible for completion and closure of all work assignment issued to Contractor. b) Operations Manager (OM) • OM coordinates and oversees field operations for the Contractor • OM shall attend meetings related to debris recovery operations as requested by the County. • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide. c) Field Supervisor (FS) • The FS shall report to the OM. • FS shall supervise the Debris Monitors (DM). • FS shall resolve field operational and safety issues and communicate issues to the OM. • FS shall schedule and deploy DMs and oversee their daily activities at the loading, disposal, and staging sites. • Conduct or supervise the accurate measurement of load compartments and accurately compute volume capacity 4 Exhibit A — Scope of Services C O� v of the load compartments in cubic yards (CY) for truck certifications. • Document through digital photographs and record measurements and computations for all truck certifications. • Collect daily logs from the DMs and tabulate truck load data for the daily report. • Perform duties and responsibilities as specified in Exhibit A, Public Assistance Debris Monitoring Guide. d) Debris Monitor (DM) • Monitors all aspects of the debris removal operation, including activities at loading, staging and disposal sites. • DMs may have different roles and responsibilities at different stages in the debris removal operation which include the following titles (or equivalents): 1. Loading Site Monitor (LSM) —performs on -site, street -level debris monitoring at all loading sites to verify debris eligibility based on the Contract requirements, and initiates debris removal documentation using load tickets. Duties include, but are not limited to: o Photographs of debris. Document location of debris and identify the type of debris. o Estimate load volumes. Issue load tickets to the Debris Collection Contractor. o Checks for safety considerations such as downed power lines, utility meters and backflows, fire hydrants, mailboxes and children playing in the area. o Ensures that traffic control needs are in place and trucks and equipment are operated safely. o Documents and photographs damage to property caused by Debris Collection Contractor. Report damages to FS. o Ensures that loads of debris are contained within the load compartment and if applicable, covered before leaving the loading area. o Record location and information for debris that was not collected and the reason why. o Performs other duties as directed. 2. Tower/Site Monitor (TSM) —duties include, but are not limited to: o Accurately measures and documents load hauling compartments prior to debris hauling operations. o Periodically checks and recertifies load hauling compartments. o Verifies quantity of debris in the Debris Collection Contractor's load. o Photograph loads of debris for documentation purposes. Load information shall be recorded with or attached to the photograph. o Sign each load ticket before permitting trucks to proceed from the check -in area to the tipping area. o Verifies that Debris Collection Contractor's loading compartment is empty prior to leaving the DMS and or disposal site. o Collects and secures all load tickets and provides tickets to the FS at the end of the shift or as directed by the FS. o Performs other duties as directed. 3. Public Drop -Off Site Monitor (PDS) —duties include, but are not limited to: o Confirms participant eligibility. o Records participants information such as their name, home address, and type of debris. o Provides site instructions to PDS participants. o Documents, signs, and provides load tickets to the Debris Collection Contractor removing debris from the PDS. o Collects and secures participant information and load tickets and provides to the FS at the end of the shift. o Performs other duties as directed. e) Supervisor —Administrative, Financial or Call Center (SUP) —duties include, but are not limited to: o Coordinates area of responsibility debris recovery operation including assigned staff. o Implements and maintains a debris management system for load tickets and documentation. o Provides daily, weekly, or other periodic reports for the County. o Review and reconciles invoices for the Debris Collection Contractor(s). o Provides reconciled invoices to the County for review. o Serves as the point of contact to the County for a call center. 5 Exhibit A — Scope of Services o Provides training as directed by the County's to the call center staff. o Coordinates and or assists with Right-of--Entry/Hold Harmless for private property verification and eligibility. o Performs other duties as directed. f) Assistant — Administrative, Financial or Call Center (AS) — duties include, but are not limited to: o Enters and verifies data accuracy. o Creates reports. o Answers calls and records callers information. o Research property records. o Performs other duties as directed. The types and number of positions utilized by the Contractor shall be approved in writing by the County prior to the Contractor's use of the position(s). If the Contractor has not been granted approval to use a position(s), then the Contractor will be responsible for all costs and expenses they have incurred for utilizing position. Contractor shall not be compensated for stand-by time. Contractor shall provide personnel with a badge that clearly identifies them as an employee of the Contractor. Information on the badge shall include logo or name of the Contractor name and recent photograph of the individual. The name badge shall be worn and displayed so that it is visible to the public. All name badges shall be collected at the end of each shift and held in a secure location by the Contractor. At the termination of employment with the Contractor all name badges shall be accounted for and destroyed. Any use of subcontractors shall be approved in writing, in advance, by the County. Subcontractor's hourly rates shall not exceed the Contractor's hourly rates for equivalent positions. 4. EQUIPMENT a) All equipment utilized by the Contractor, including the vehicles of temporary staff, shall follow federal, state, and local regulations. Equipment and vehicles shall be maintained so that they are clean, free of fluid leaks, and in good working order. Vehicles that are not marked with the Contractor's logo and name shall display a temporary sign with the Contractor's logo and name and indicate that they are working with debris recovery operations. b) When certifying the capacity of a hauling vendor truck, the Debris Monitoring Firm will also complete the following tasks to confirm the hauling vendor is in compliance with FDOT regulations: • Obtain a copy of the Annual Mechanic Inspection Certificate • Confirm USDOT number is displayed on both side of the truck • Obtain a copy of the Insurance Certificate • Obtain a copy of the Operator's CDL License • Obtain a copy of the Operator's Medical Certificate • If any trucks do not meet the above requirements, the truck will NOT be certified, and the Debris Monitoring Firm will notify the County. c) Contractor shall provide and issue equipment labels for debris recovery equipment unless a Debris Collection Contractor provides their own labels. All debris recovery equipment shall be labeled with the primary Debris Collection Contractor's name, that includes the assigned debris recovery vehicle number, cubic yard capacity, and a brief description of the equipment. 6 Exhibit A — Scope of Services d) Contractor shall keep a record of all debris recovery equipment and personnel. e) Contractor shall periodically spot check debris recovery equipment to ensure that the Debris Collection Contractors have not substituted or modified debris recovery equipment. Discrepancies shall be immediately reported to the County and the equipment shall be immediately taken out of service by the Debris Collection Contractor until the discrepancy has been resolved. 5. ENVIRONMENTAL PROTECTION a) Contractor shall comply with federal, state, and local regulations regarding environmental protection. b) Contractor shall immediately report and document all incidents to the County such as, but not limited to, hydraulic fluid leaks, oil spills or fuel leaks. The County shall review and approve any cleanup. 6. MOBILIZATION a) Within twenty-four (24) hours of the County being placed in the National Oceanic Atmospheric Administration five (5) day hurricane forecast, the Contractor shall contact the County regarding potential activation. b) It shall be the Contractor's responsibility to maintain regular contact with the County prior to a known threat. For unforeseen events such as a tornado, the Contractor shall report to the County within six (6) hours after issuance of an approved mobilization purchase order. c) Contractor shall provide a representative to the County's Emergency Management Operations Center (EOC), or other location as requested by the County. d) Within forty-eight (48) hours of issuance of an approved purchase order, the Contractor shall begin to mobilize resources. Within seventy-two (72) hours of issuance of an approved purchase order, the Contractor shall be fully operational and ready to provide debris monitoring services. e) As part of the Contractor's mobilization, the Contractor may have to provide an office trailer and restroom facilities, or other accommodations as approved by the County for their staff, including temporary labor, until all orders have been completed. 7. WORK HOURS a) Contractor shall conduct debris monitoring operations during daylight hours, unless otherwise directed by the County. Work may be performed seven (7) days per week. Adjustments to work hours, as local conditions may dictate, shall be coordinated between the County and the Contractor. b) Contractor shall be capable of monitoring debris reduction operations at DMS locations on a twenty-four (24) hour, seven (7) days a week basis. 8. INVOICES AND AUDITS a) Invoices shall reference the appropriate purchase order number and include audit quality detail to satisfy reimbursement agencies requirements. Invoices will be split into geographic, type of activity, and other segmentations as specified by the County and will use an invoice numbering system approved by the County. b) Contractor shall maintain financial and other records to justify all costs incurred in performing the work for a minimum of seven (7) years from completion of the work. c) The County shall have access to all information, such as books, records, and documents as required for the purpose of inspection, reproduction, or audit without restriction. If records are unavailable locally, it shall be the Contractor's responsibility to ensure that all required records are provided to the County within a time period specified by the County without additional cost to the County. 7 Exhibit A —Scope of Services 9. REPORTS AND DOCUMENTATION a) Contractor shall prepare and submit operational reports as requested by the County. Reports shall document the activities and progress of debris recovery operations. Information that may be required in the requested reports: • Progress of the debris collection operation to include: o Area of collection o Estimation of quantities o Types of debris collected, reduced, and hauled to final disposal sites o Number of debris collection crews, vehicles, and personnel. • DMS site reports to include: o Number of daily participants o Number of load tickets issued o Number of debris in cubic yards removed from the site by type of debris b) Contractor shall document daily recovery operations to ensure that proper records are maintained for reimbursement of expenses by grant agencies. This includes meeting notes and correspondences with the recover contractors, regulatory, and emergency management agencies. c) Contractor shall assist the County in preparing reports necessary for reimbursement by grant agencies for disaster recovery operations by the County. 10. PROTECTION OF PUBLIC AND PRIVATE PROPERTY a) The Contractor shall repair any damages caused by the Contractor's monitoring operations in a timely manner at no expense to the County. All complaints relative to damage shall be investigated by the Contractor and a detailed report submitted to the County within 24 hours from the notice of the complaint. The detailed report shall include, at a minimum, the location of the damage, description of the damage, photograph of the damage, property owner information, site contact information, and a timeline for the damage to be resolved by the Contractor. b) If there is a disagreement between the property owner and the Contractor regarding the completion of the repair, the County shall make the final determination on completion of the repair. 11. SECURITY &SAFETY a) In performance of services, the Contractor shall comply with regulatory requirements including federal, state, special district, and local laws, rules, regulations, orders, codes, criteria, and standards. b) Contractor shall take reasonable steps to ensure safety of residents and staff. This includes assuring that traffic control measures have been implemented by the Debris Collection Contractor which may include the use of traffic cones and personnel to direct traffic. c) The Contractor shall comply with the Department's security guidelines on facility security policies, this may include a Level 1 or Leve12 background screening in accordance with Florida law. d) The Contractor is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state, and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records on each employee and make them available to the County for at least four (4) years. e) All of Contractor's employees must always wear Collier County Government Identification badges while performing services on County properties. Subcontractors may be required to wear ID badges as determined by the County. Contractor ID badges are valid for one (1) year from the We of issuance and can be renewed each year at no cost to s Exhibit A —Scope of Services the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the Contractor's business. f) The Contractor shall immediately notify the Collier County Facilities Management Division via e-mail (DL- FMOPS@colliercountyfl.gov) whenever an employee assigned to Collier County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. g) Collier County Sherin s Office (CCSO) requires separate fingerprinting prior to work being performed in any of their locations. This will be coordinated upon award of the contract. If there are additional fees for this process, the Contractor is responsible for all costs. Issues - The Contractor shall immediately notify the appropriate County upon discovery of any new or problematic issues. The Contractor shall not proceed with repairs or leave the system inoperable if an issue is discovered without written authorization by the appropriate County representative. 12. FEE ADNSTMENT Prices shall remain firm for the initial term of the contract. The Contractor may request a fee adjustment six (6) months prior to the contract renewal date. The fee adjustments shall be fully documented, including documentation of compliance with FEMA cost reasonableness requirements, and submitted to the County in writing. The County may, at their sole discretion, refuse to accept the adjusted rates. In the event the County does not wish to accept the adjusted rates and the matter cannot be resolved with mutual satisfaction of both parties, the contract will not be renewed. Any approved fee adjustments shall become effective as of the renewal date or upon Board approval. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing structure. 9 Exhibit A —Scope of Services Exhibit B Fee Schedule following this page (pages Page 14 of 15 through ) Fixed Price Professional Service Agreement [2023_ver.2] Gp,O FEE SCHEDULE Position (or Equivalent) Hourly Rate Project Manager 95.00 Operations Manager $ 0.00 Field Supervisor $49,00 Debris Monitor Z Loading Site Monitor Tower/Site Monitor $ 36.00 Public Drop -Off Site Monitor $ 25.00 Supervisor - Administrative, Financial, or Call Center $ 50.00 Assistant - Administrative, Financial, or Call Center $ 22.50 Pricin Notes 'Duplicative management position not necessary to complete the scope of work requested by the County, therefore will not be charged to the County. Tasks associated with this position will be performed by the Project Manager. 2Duplicative position within the provided rate schedule. Tasks associated with this position will be performed by Loading Site Monitors. GPO Other ExhibiVAttachment FEDERAL CONTRACT PROVISIONS AND ASSURANCES Description. ❑0 following this page (pages 1 through 11 ❑ this exhibit is not applicable Page 15 of 15 Fixed Price Professional Service Agreement [2023_ver,2] GPO EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES FEDERAL EMERGENCY MANAGEMENT AGENCY PUBLIC ASSISTANCE The supplemental conditions contained in this section are intended to cooperate with, to supplement, and to modify the general conditions and other specifications. In cases of disagreement with any other section of this contract, the Supplemental Conditions shall govern. This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. Pursuant uniform requirements of federal awards (2 CFR Part 200.23) the definition of CONTRACTOR is an entity that receives a Contract / Purchase Order. Compliance with Federal Law, Regulations and Executive Orders: The Sub -Recipient (County) agrees to include in the subcontract that (i) the subcontractor is bound by the terms of the Federally -Funded Subaward and Grant Agreement, (ii) the subcontractor is bound by all applicable state and Federal laws and regulations, and (iii) the subcontractor shall hold the Division and Sub -Recipient harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. Specifically, the Contractor shall be responsible for being knowledgeable and performing any and all services under this contract in accordance with the following governing regulations along with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. 0 2 C.F.R. Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards 0 44 C. F. R. Part 206 o The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended, 42 U.S.C. 5121 et seq., and Related Authorities o FEMA Public Assistance Program and Policy Guide EXHIBIT I - 1 CAO EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Access to Records: The contractor agrees to provide the County, the Florida Department of Emergency Management, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representative's access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. (2) The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. (3) The contractor agrees to provide the FEMA Administrator or his authorized representatives' access to construction or other work sites pertaining to the work being completed under the contract. (4) In compliance with section 1225 of the Disaster Recovery Act of 2018, the County and the Contractor acknowledge and agree that no language in this contract is intended to prohibit audits or internal reviews by the FEMA Administrator or the Comptroller General of the United States, Affirmative Socioeconomic Steps: If subcontracts are to be let, the prime contractor is required to take all necessary steps identified in 2 C.F.R. § 200.321(b)(1)-(5) to ensure that small and minority businesses, womenIs business enterprises, and labor surplus area firms are used when possible. Changes: To be allowable under a FEMA grant or cooperative agreement award, the cost of any contract change, modification, amendment, addendum, change order, or constructive change must be necessary, allowable, allocable, within the scope of the grant or cooperative agreement, reasonable for the scope of work, and otherwise allowable. DHS Seal, Logo, and Flags: The contractor shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre- approval. The contractor shall include this provision in any subcontracts. Domestic Preference for Procurements: As appropriate and to the extent consistent with law, the non - Federal entity should, to the greatest extent practicable under a Federal award, provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States (including but not limited to iron, aluminum, steel, cement, and other manufactured products). The requirements of this section must be included in all subawards including all contracts and purchase orders for work or products under this award. For purposes of this section: "Produced in the United States" means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. "Manufactured products" means items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer -based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber. License and Delivery of Works Subject to Copyright and Data Rights: The Contractor grants to the County, apaid-up, royalty -free, nonexclusive, irrevocable, worldwide license in data first produced in the performance of this contract to reproduce, publish, or otherwise use, including prepare derivative works, distribute copies to the public, and perform publicly and display publicly such data. For data required by the contract but not first produced in the performance of this contract, the Contractor will identify such data and grant to the County or acquires on its behalf a license of the same scope as for data first produced in the performance of this contract. Data, as used herein, shall include any work subject to copyright under 17 U.S.C. § 102, for example, any written reports or literary works, software and/or source code, music, choreography, pictures or images, graphics, sculptures, videos, motion pictures or other audiovisual works, sound and/or video recordings, and architectural works. Upon or before the completion of this contract, the Contractor will deliver to the County data first produced in the performance of this contract and data required by the contract but not first produced in the performance of this contract in formats acceptable by the County. No Obligation by Federal Government: The Federal Government is not a party to this contract and is not subject to any obligations or liabilities to the non -Federal entity, contractor, or any other party pertaining to any matter resulting from the contract. EXHIBIT I - 2 CAO EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Prohibition on Covered Telecommunications Equipment or Services: (a) Definitions. As used in this clause, the terms backhaul; covered foreign country; covered telecommunications equipment or services; interconnection arrangements; roaming; substantial or essential component; and telecommunications equipment or services have the meaning as defined in FEMA Policy, #405-143-1 Prohibitions on Expending FEMA Award Funds forcovered Telecommunications Equipment or Services As used in this clause — (b) Prohibitions. (1) Section 889(b) of the John S. McCain National Defense Authorization Act for Fiscal Year2019, Pub. L. No. 115-232, and 2 C.F.R. § 200.216 prohibit the head of an executive agency on or after Aug.13, 2020, from obligating or expending grant, cooperative agreement, loan, or loan guarantee funds on certain telecommunications products or from certain entities for national security reasons. (2) Unless an exception in paragraph (c) of this clause applies, the contractor and its subcontractors may not use grant, cooperative agreement, loan, or loan guarantee funds from the Federal Emergency Management Agency to: (i) Procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (ii) Enter into, extend, or renew a contract to procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (iii) Enter into, extend, or renew contracts with entities that use covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system; or (iv) Provide, as part of its performance of this contract, subcontract, or other contractual instrument, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system. (c) Exceptions. (1) This clause does not prohibit contractors from providing — (i). A service that connects to the facilities of a third -party, such as backhaul, roaming, or interconnection arrangements; or . Telecommunications equipment that cannot route or redirect user data traffic or permit visibility into any user data or packets that such equipment transmits or otherwise handles. (2) By necessary implication and regulation, the prohibitions also do not apply to: (i). Covered telecommunications equipment or services that: i. Are not used as a substantial or essential component of any system; and ii. Are not used as critical technology of any system. (ii). Other telecommunications equipment or services that are not considered covered telecommunications equipment or services. (d)Reporting requirement. (1) In the event the contractor identifies covered telecommunications equipment or services used as a substantial or essential component of any system, or as critical technology as part of any system, during contract performance, or the contractor is notified of such by a subcontractor at any tier or by any other source, the contractor shall report the information in paragraph (d)(2) of this clause to the recipient or subrecipient, unless elsewhere in this contract are established procedures for reporting the information. (2) The Contractor shall report the following information pursuant to paragraph (d)(1) of this clause: (i) Within one business day from the date of such identification or notification: The contract number; the order number(s), if applicable; supplier name; supplier unique entity identifier (if known); supplier Commercial and Government Entity (CAGE) code (if known); brand; model number (original equipment manufacturer EXHIBIT I - 3 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES number, manufacturer part number, or wholesaler number); item description; and any readily available information about mitigation actions undertaken or recommended. (ii) Within 10 business days of submitting the information in paragraph (d)(2)(i) of this clause: Any further available information about mitigation actions undertaken or recommended. In addition, the contractor shall describe the efforts it undertook to prevent use or submission of covered telecommunications equipment or services, and any additional efforts that will be incorporated to prevent future use or submission of covered telecommunications equipment or services. (e) Subcontracts. The Contractor shall insert the substance of this clause, including this paragraph(e), in all subcontracts and other contractual instruments. Program Fraud and False or Fraudulent Statements or Related Acts: The Contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the contractor's actions pertaining to this contract. Rights to Inventions Made Under a Contract or Agreement: Exempt from FEMA Public Assistance Funding Suspension and Debarment: (1) This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the contractor is required to verify that none of the contractor, its principals (defined at 2 C.F.R. § 180,995), or its affiliates (defined at 2 C.F.R. § 180,905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). (2) The contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. (3) This certification is a material representation of fact relied upon by the County. If it is later determined that the contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. (4) The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions. Procurement of Recovered Materials (6200.323) (Over $10,000): In the performance of this contract, the Contractor shall make maximum use of products containing recovered materials that are EPA - designated items unless the product cannot be acquired— Competitively within a timeframe providing for compliance with the contract performance schedule; Meeting contract performance requirements; or At a reasonable price. Information about this requirement, along with the list of EPA -designated items, is available at EPA's Comprehensive Procurement Guidelines webpage: hops://www.epa.gov/smm/comprehensive- procurement-guideline-cpg-program. The Contractor also agrees to comply with all other applicable requirements of Section 6002 of the Solid Waste Disposal Act. Termination for Cause and Convenience (over $10,000): See Standard Purchase Order and/or Contract Terms and Conditions Byrd Anti -Lobbying Amendment (31 U.S.C. § 1352 (as amended) (over $100,000): Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient." EXHIBIT I - 4 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Contractors must sign and submit a certification to the County with each bid or offer exceeding $100,000. See Certifications and Assurances and the end of this document. Contract Work Hours and Safety Standards Act (40 U.S.C. 3701-3708) (over $100,000)5 Where applicable, all contracts awarded by the solicitor in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. 3702 and 3704, as supplemented by Department of Labor regulations (29 CFR Part 5). (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. (2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in paragraph (1) of this section the contractor and any subcontractor responsible therefor shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory), for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in paragraph (1) of this section, in the sum of $27 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in paragraph (1) of this section. (3) Withholding for unpaid wages and liquidated damages. The County or FEMA shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally -assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in paragraph (2) of this section. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraph (1) through (4) of this section and a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs (1) through (4) of this section." For contracts that are only subject to Contract Work Hours and Safety Standards Act and are not subject to the other statutes in 29 C.F.R. § 5.1 "Further Compliance with the Contract Work Hours and Safety Standards Act. (1) The contractor or subcontractor shall maintain payrolls and basic payroll records during the course of the work and shall preserve them for a period of three years from the completion of the contract for all laborers and mechanics, including guards and watchmen, working on the contract. Such records shall contain the name and address of each such employee, social security number, correct classifications, hourly rates of wages paid, daily and weekly number of hours worked, deductions made, and actual wages paid. (2) Records to be maintained under this provision shall be made available by the contractor or subcontractor for inspection, copying, or transcription by authorized representatives of the Department of Homeland Security, the Federal Emergency Management Agency, and the Department of Labor, and the contractor or subcontractor will permit such representatives to interview employees during working hours on the job. EXHIBIT I - 5 CAO EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Clean Air Act (over $150,000): 1. The contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. § 7401 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Federal Water Pollution Control Act (over $1509000): 1. The contractor agrees to comply with all applicable standards, orders, or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. 2. The contractor agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. 3. The contractor agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA. Administrative, Contractual, or Legal Remedies (over $250,000): Unless otherwise provided in this contract, all claims, counter -claims, disputes and other matters in question between the local government and the contractor, arising out of or relating to this contract, or the breach of it, will be decided by arbitration, if the parties mutually agree, or in a Florida court of competent jurisdiction. CONSTRUCTION ACTIVITIES Equal Employment Opportunity Clause (§60-1.4): Except as otherwise provided under 41 C.F.R. Part 601 all contracts that meet the definition of "federally assisted construction contract" in 41 C.F.R. § 60-1.3 must include the equal opportunity clause provided under 41 C.F.R. § 60- 1.4. During the performance of this contract, the contractor agrees as follows: (1) The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin. Such action shall include, but not be limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. (2) The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractorI state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin. (3) The contractor will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee's essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the contractor's legal duty to furnish information. (4) The contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor EXHIBIT I - 6 CAO EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES union or workers' representatives of the contractor's commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. (5) The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. (6) The contractor will furnish all information and reports required by Executive Order 11246 of September 241 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders. (7) In the event of the contractor's noncompliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole or in part an the contractor may be declared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. (8) The contractor will include the portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance: Provided, however, that in the event a contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the administering agency, the contractor may request the United States to enter into such litigation to protect the interests of the United States. Davis Bacon Act: Exempt under FEMA Public Assistance Funding Copeland Anti -Kickback Act: Exempt under FEMA Public Assistance Funding EXHIBIT I - 7 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES Compliance with Federal Law, Regulations, And Executive Orders and Acknowledgement of Federal Funding Certification This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. The contractor will comply with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives. If the Contractor subcontracts any of the work required under this Agreement, a copy of the signed subcontract must be available to the County for review and approval. The Contractor agrees to include in the subcontract that (1) the subcontractor is bound by the terms of this Agreement, (ii) the subcontractor is bound by all applicable state and federal laws and regulations, and (iii) the subcontractor shall hold the County and the Grantor Agency harmless against all claims of whatever nature arising out of the subcontractor's performance of work under this Agreement, to the extent allowed and required by law. The County may document in the quarterly report the Contractor's progress in performing its work under this agreement. On behalf of my firm, I acknowledge, the grant requirements identified in this document, Vendor/Contractor Name Tt�c�nit�son Consulting Services, LLC Date �J612� Authorized Signature EX�ilE31T I - 8 ono EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY and VOLUNTARY EXCLUSION Contractor Covered Transactions (1 } The prospective subcontractor of the Sub -recipient, Cnliier County, certi#ies, by submission of this document, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. {2} Where the Sub -recipient's subcontractor is unable to cerkify to the above statement, the prospective contract shall attach an explanation to this form. CONTRACTOR Thom_psan Gansulting Services LLC By: Name 2601 Maitland Genter Parkway Street Address Maitlandlorida 32751__ City, State. Zip CLE77 UEi Unique Entity Identifier {for SAM.gov verification) 6/6/23 Date Sub�Recipient Na�T7e: Collier County Board of Gounty Commissioners DEM Contract Number: TBD FEMA Project Number: TEED EXH181T I - 9 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES COLLIER COUNTY ANTICIPATED DISADVANTAGED, MINORITY, WOMEN OR VETERAN PARTICIPATION STATEMENT Statue Lei':' be vvif ed. un,�wat: a statuses ,: ! regtf to the PP ME to either ptc!vde a rev�=std statement of provide source dxumeniation that 4.alidates a status. A. PRIME VENDOR)'CONTRACTOR INFORMATION PRIF.IE Nkf.iE PRtfJE FE''D t;Ut.i5ER CONTRACT DOLL.APARIOUN7 Thompson Consulting Services, LLC 45-2015453 TBD mom MINOR STHE PR.I.tE .5 ft0;kr0A-CERTtF;ED D?54T14'Ati GED. VETERAN 'r f7 S THE ACTIVIT( Of THIS CONTRACT.,. t;iINQA1T'IOR'V40WENSUS ':hISSEIITEWISE? DBE? 1` N CONSTRUCTIOII v' N 'DGE t1EEri:BEi ORHS E.:Sh1ALLDISADI'OZAGED SUSfiUS £L CERTIVATOA FFOtTIt tvleV CONSULTAT'ONi I`i tJ ADAINISTRL71wl? 14%, ? Y N OTHER? r N NoISO! CA? 4' N IS TMS WBMISSON A REVISION % N F YES, pro; SION NumbER B, If PRIME HAS SUBCONTRACTOR OR SUPPLIER WHO IS A DISADVANTAGED MINORITY, WOMEWOWNED, SMALL BUSINESS CONCERN OR SERVICE DISABLED VETERAN, PRIME IS TO COMPLETE THIS NEXT SECTION mmmmm NEW DBE M/WBE SUBCONTRACTOR OR SUPPLIER TYPE OF WORK OR ETNNKiTY CODE SUB/SUPPLIER PERCENT OF CONTRACT IeTTERAN NAME SPECIALTY {See Below) DOLLAR AMOUNT DOLLARS Not Appficable I l TOTALS. C. SECTION TO BE COMPLETED BY PRIME VENDOR/CONTRACTOR NAME OF SUBMITTER DATE TrTLE OF SUBMMCR Jon Hoyle 6/9/2023 President EMAIL ADDRESS OF PRIME ISUBMFTTERj TELf PHONE NUMBER FAX NUMBER jhovIe&thomj2soncs. net 407-792-0018 407-8 i 8-7858 NOTE' Th:s ulcrn atio I is used to irac4; and report anticipatad DBE c f ",BE participation in federally •`untied contracts, Thai antic=paled DEE or fit BE anrou;ri is voluntari and ,+gill not become part of the contractual ierms. This form must be submAted at tame of response tea solicitation .t and when awarded a County contract, the prime wil be asked to update the information for the grant camp4ance f ies. i ETHNfCTTI' CODE B>ack.Atnarican BA hispanic «merican HA NativeAlnerkan NA _ Subtent, apanAmerican 54A Ar an4PSC01C AMee[Can APA M'on•t:ainorittY.onlen Nf,4ta Other: not of any other �retlp Isted O D. SECTION TO BE COMPLETED 8Y COLLIER COUNTY .EPARTf.'iENT tiAtAE _ COU.'EP. COIITF»CT p i'IfB�R:-P o� PO,+R:O'GRkf.T PRDvRAt.I(LD?3TkACT ACCEPTED BY; OATE EXHIBIT I - 10 EXHIBIT FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceeding $100,000) The undersigned [ContractorJ certifies, to the best of his ar her knowledge, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any.Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. �. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this cercation is a prerequisite for making or entering into this transaction imposed by 31, U.S.C, § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosureI if any. In addition, the Contractor understands and agrees #hat the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. Thompson Consulting Services, LLC Contractor (Firm Name) Jan HovleLPresident Name and Title of Contractor's Authorized Official 6l6/23 �. Date EXHIBIT I - 11 EXHIBIT I FEDERAL CONTRACT PROVISIONS AND ASSURANCES LOBBYING CERTIFICATION (To be submitted with each bid or offer exceedin $100,000) The undersigned [Contractor) certifies, to the best of his or her knowledge, that: 1. Na Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated fiunds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form- LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all wbawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made a entered into. Submission of this certification is a prerequisite for making or entering into #his transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor certifies or affirms the truthfulness and accuracy afi each statement of its certification and disclosure, if any. 1n addition, the Contractor understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any. Thorn scan Consulting Services. LLC Contractor {Firm Name) re'of Contrac�dr's Authorized Official ame and Title of Contractor's Authorized Official 616123 Date E7{HI81T I -11