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Contract Commitments & Responsiveness o AshBritt maintains an active annual project schedule, offering our service expertise in special environmental, dredging, demolition, and waste disposal and emergency response disciplines. Furthermore, we carefully maintain our pre-event disaster contracts via pre-planning and preparation meetings and site visits, assessments and training exercises. A most common concern amongst clients is how a contractor's future commitments and workload will affect their ability to mobilize and to perform for them. This concern, though difficult for any disaster response contractor to address, is clearly warranted. Unfortunately, workloads are driven by natural disasters that are, by their nature, unpredictable. This fact is a shared risk in the disaster recovery industry and is common to all contractors. Nonetheless, the greatest assurance that we can provide our clients is that during our 15 years in the disaster response industry, we have never defaulted on a mobilization commitment, nor have we ever failed to complete a project. We only prioritize our clients based on the size and on the specialization of our management team. We strive to respond commensurate to the client's needs, and maintain a dedicated management structure to maximize project cohesion. We invite the evaluation committee to contact any of our clients, dating back to 1992, for validation of our responsiveness and follow-through. Please refer to Section 4 for an exhaustive list of references. Further, based on our recent record, we have clearly demonstrated we have the ways-and-means to respond and perform with speed, efficiency and, above all, excellence to any level of disaster. The following table lists select current AshBritt pre-event contract commitments as a primary (I) and secondary (2) contractor for disaster services. Communities noted by an "s" are shared contracts, in which we are designated as a qualified vendor. The following list should clearly indicate AshBritt's long term commitment and investment in the emergency services field. Term Term Term 06/05-06/08 06/05-06/08 06/06-12/10 05/04-05/09 01/07-12/09 07/05-07/10 04/06-04/08 01/06-12/08 07/05-07/10 09/06-08/09 09/06-09/09 06/06-04/08 G 01/06-06/08 04/05-12/08 10/06-09/09 07/06-06/08 08/04-03/08 06/07-05/09 07/04-06/08 09/06-09/09 07/06-07/08 08/03-12/08 09/06-09/09 01/08-12/11 08/05-08/10 07/07-08/10 04/04-12/08 05/07-12/11 09/06-12/08 07/06-07/09 07/02-07/08 10/07-10/09 06/04-12/08 11/05-11/08 09/06-09/09 06/04-08/10 08/05-11/08 08/07-08/10 09/06-08/08 05/04-12/08 08/06-04/09 11/05-12/07 06/03-06/08 08/05-06/08 07/07-04/11 05/02-08/11 06/04-09/05 06/04-0 en 09/01-09/08 06/06-06/07 12/07-07/10 11/07-11/10 09/05-09/08 06/06-06/11 09/04-0 en 09/06-08/11 06/05-06/08 06/05-06/10 06/05-06/08 06/05-06/08 04/07 -08/13 07/05-07/10 ua/ Vendor Providing an estimate of future commitments to other emergency response contracts both in man-hours per year and as a percentage of total workload for all key project personnel is challenging given the variations of disasters. Nonetheless, based on our current staff and assuming a storm season tantamount to 2004 (12,000,000 yd3, 18 clients, assuming 150 days per project and 14 hour work days), we calculate 1,303 hours (109 twelve hour days) for all mangers and supervisors and 2,224 hours (185 twelve hour days) for just project managers. This equals 3% and 6% of total assumed project hours (37,800), respectively. o As we will commit dedicated management team for the City of Sunny Isles Beach, regardless of the magnitude of the event, these statistics serve only to illuminate our management and resource capacity and responsiveness. AshBritt. Inc. I Sunny Isles Beach. FL I RFP No. 08-07-01 83