Disaster Program & O perations Inc.

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• representatives as directed by, and coordinated with, City and the Debris Removal Contractor and we will attend all regular progress/coordination meetings, as required. DP&O will provide City minutes of all meetings to the within 24 hrs. after the meeting and with follow up items if necessary. D) Project Quality Control The Disaster Debris Project Manager and President, hold the ultimate responsibility for quality control of the work performed by DP&O's Project Team and all debris removal contractors. Their final review and approval of all work products is the last step in a series of checks and balances that ensures refinement and review of the work as it progresses. As with any project, effective QA/QC starts with identification of project roles upon initiation, which is a key element to our standard QA/QC program. Further, oversight and support will be provided from levels within the project organization. When a storm is impending (assuming prior notice is available), the City will contact DP&O and our staff will be on a 24-hour alert from this point forward. All communications (two-way radios, cell phones, E-mails, fax numbers) and support subcontractor's equipment, supplies, will be verified. DP&O will verify, assign and mobilize all resources as needed, to secure staging areas, based on storm movement and agreement with the City officials. E) Project Cost Control At DP&O, cost control is a key facet of our success. We pride ourselves in our ability to complete projects within or below project budgets. We have a history of satisfied clients that have come to rely on our abilities to complete projects within an established budget. We can accomplish this by our established, computer-based, cost control system. All labor, other direct costs and subcontractor costs are input into the system via labor time sheets, expense reports and subcontractor invoices. This information is then available to our staff as project reports guide the project manager in assessing the financial status of the project. These reports provide the project manager with the necessary information to identify cost variances and implement corrective actions. Controlling costs begins with the initiation of each project at DP&O. At the beginning of a project, the Project Manager and Finance Director provides each member of the Project Team with an agreed upon number of hours within which each task is expected to be completed. Daily project meetings provide each Project Manager with the required feedback to anticipate whether the expected labor expenditures will meet the project requirements. DP&O's response to the recovery process will be immediate, rapid, efficient, with acceptable cost controls, - accountability procedures, with written reports and submittals in place, to assure that the College will have the means to be reimbursed for all eligible disaster recovery costs from appropriate Federal and State Agencies. DP&O shall mobilize personnel for this task and shall be fully mobilized to begin debris monitoring operations within 72 hours following the day of the disaster. The purchase orders to DP&O may include, but not be limited to Monitoring Activities pursuant to Local, State, and Federal Rules and regulations and City's requirements, assistance and input to the updates to the above-mentioned plans as needed, as well as new purchase orders for financial , ® Disaster Program & Operations, Inc. Request for Proposals Disaster Debris Monitoring No. 18-04-03 57