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QI.F.R. Ear rises loc.Q . DISASTER RESPONSE DIVISION ® 6. State and local trade agencies will be contacted, such as the Association of General Contractors (AGC) for example. They oftentimes maintain databases sorted by business classification and status and can provide a resource of small businesses in the area. 7. The Chamber of Commerce in the affected area will be contacted and asked to provide a listing of any (a) trade associations, (b) business development organizations and (c) HUBZone concerns. Contacts arising from these inquiries are followed up with calls to local subcontractors requesting detailed information leading to their qualification for work. With such action, TFR shall exhaust all avenues to identify, qualify and employ any local subcontractor. When local subcontractors are unavailable, outside sources may be contacted to achieve the desired mobilization goals, in accordance with our pre-qualified list of subcontractors. Disadvantaged Business Enterprise (DBE) Utilization During the past two (2) decades, TFR has actively promoted the participation of small and disadvantaged businesses in the performance of disaster-related debris removal projects. Born from a small tree service company in 1954, TFR was a long time small business enabled firm working in Memphis, Tennessee. Renamed TFR and incorporated in 1989, owner, Tipton Rowland, considers this sector of the industry to be a vital and reliable source of debris management resources recalling his days as a small business owner himself. As such, TFR executives are directly involved in the achievement of small and disadvantaged El) business plans and goals by project. Good Faith Effort TFR is continually working to achieve higher goals for qualified small and disadvantaged business subcontractors. For the purposes of this proposal, TFR will strive to meet or exceed the expectations of the work under the contract to small and/or disadvantaged businesses. Subcontractor Management TFR manages subcontracts through a five-step process: 1. Selection of most appropriate subcontractors. This is done through balancing geography and capability. Local subcontractors are almost always more cost effective as they go home at night to sleep and eat. They also have local resources for materials, supplies and equipment repairs, and thus, are preferred. 2. The issuing of the formal subcontract establishes contract compliance requirements, formalizes expectations, and provides an established, impartial mechanism for quick resolution of disputes as they arise. 3. Production is tracked, and expectations are communicated daily. 4. Daily active Quality Control results in immediate identification and correction of problems. 5. QC and other reporting gets rolled up regularly into contract compliance and reporting, such as small business subcontracting plans. 49