Loading...
HomeMy WebLinkAboutTidal Basin City of Sunny Isles Beach FL RFP # 18-04-03 Disaster Debris Monitoring Services & Financial Recovery Assistance Submitted: 5/ 10/2018 2:30 PM EST S„N N Y ,s4, s< * F LO ORIGINAL TIDAL 1 BASIN alRFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance 1. Title Page 1 Response to REQUEST FOR PROPOSALS (RFP) No. 18-04-03 FOR DISASTER DEBRIS MONITORING SERVICES & FINANCIAL RECOVERY ASSISTANCE Opening Date: Thursday, May 10, 2018 at 2:30 PM 1 Received 44,L..., Submitted to: City of Sunny MAY 1 0 2018 Isles Beach Z 3y Attn: City Clerk City of\_ SunnYslBe _ach Office of the City Clerk Sunny Isles Beach Government Center 18070 Collins Avenue 1 Sunny Isles Beach, FL 33160 0 I Proposer's Firm: Tidal Basin Government Consulting, LLC (Tidal Basin) 126 Business Park Drive 1 Utica, NY 13502 Phone: 315-797-3035 1 Toll Free: 800-382-2468 Fax: 315-797-1090 https://tidalbasingroup.com 1 1 Primary Contact Person: John Marini President & CEO 1 126 Business Park Drive Utica, NY 13502 I Cell: 315-415-2963 jmarini@tidalbasingroup.com I I r RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance I 2. Table of Contents 1 1. Title Page 1 . I 2. Table of Contents 2 • 3. Transmittal Letter 5 I 4. Company Information 7 Proof of Insurance 7 Service Implementation Timeline 7 Outstanding Litigation 7 Financial Stability 7 IFinancial Statements 8 5. Qualifications and Requirements 9 IPre-Qualification Criteria Compliance 9 Properly Registered At The Time Of Application 16 IBest Qualified Firm To Perform The Contract 16 List of Contracts Of Similar Scope Currently In Effect Within The State Of FL 17 INumber of Disaster Services Contracts Currently Held 18 Proof of Bonding Capability 19 Certifications and Trainings 19 I 6. References • 20 7. Personnel Experience and Qualifications 21 IFirm's Background 21 Principals of the Company 22 IWorking with Debris Removal Companies/Major Subcontractor(s) 22 Organization of the Management Team 24 IStaffing Plan and Management/Senior Positions Working with the City 25 Documentation that Demonstrates Firm's Knowledge 26 IFirm's Experience and Success in Filling and Receiving FEMA/State Reimbursements 27 Data Management Platform 29 I Sample Reports 29 Other Technology Options and Capabilities 29 Personnel Provided 29 TIDAL IBASIN. Every Catastrophe,Every Recovery 2 I . all ` REP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance 8. Project Understandingand Technical Approach 30 PP IA. Approach and Process To Successfully Complete The Work 30 Provide Debris Specialists 30 Debris Monitoring 30 I Debris Monitoring- Experience 31 Debris Monitoring-Capacity/Depth of Staff 31 IAbility to Work within the City's Structure 31 Financial Recovery/Understanding of FEMA, FHWA and FDEM Guidelines 32 IData Management and Daily Reporting 32 Selection/Permitting Of Temporary Debris Storage&Site Locations 32 IScheduling Work For All Team Members And Contractors On A Daily Basis 33 Hiring,Scheduling, and Managing Field Staff 33 IMonitoring Recovery Contractor Operations and Improving Efficiency 34 Debris Monitoring Employees 34 I Daily Field Monitor Operations34 QA/QC Program 35 I Other Field Monitoring Support Services 35 Tower Monitoring 36 Public Drop-Off Site Operations 36 IWeekly Coordination Meetings with the Contractor 36 . Assisting The City.With Responding To Public Concerns And Comments 36 ICertifying Contractor Vehicles For Debris Removal 37 Entering load tickets into a database application 37 IDigitization of source documentation(such as load tickets) 37 Developing Daily Operational Reports To Keep The City Informed 38 IReview, Reconciliation,And Validation Of Debris Removal Contractors 38 Development of Project Worksheets(PWs) 38 I Preliminary Damage Assessment(Category C thru G): 38 B. Understanding of the Required Services/Support 39 I C. Disclosure of Sub-Contractors 40 D. Typical DMS Safety Plan and Operational Plan 40 IE. Consultant's Ability To Avoid And/or Mitigate Unforeseen Problems 40 TIDAL I . BASIN. Every Catastrophe,Every Recovery 3 1 . A '• an RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance tF. Exceptions 41 IAppendix 42 1. Acknowledgement of Addenda 42 I2. Bid Submittal Forms 42 3. Qualification Statement 42 I4. Non-Collusion Affidavit 42 5. Public Entity Crimes 42 6. Equal Opportunity/ m I 7. Conflict of Interest Statement Action Statement 42 42 I 8. Dispute Disclosure Form 42 9. Anti Kickback Affidavit 42 I 10. Attachment A: Price Proposal 42 11. Audited Financial Statements 42 I 12. Certificate of Authorization to do Business in the State of Florida 42 13. Proof of Insurance: Certificate of Insurance (COI) 42 I 14. Subcontracting Plan 42 15: Safety Plan Checklist 42 I 16. Debris Management Operational Plan Development Checklist 42 17. DLAN Overview 42 18. Sample Reports 42 I19. Resumes 42 I I I I TIDAL� cT� I BASIN. Every Catastrophe,Every Recovery 4 RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance 3. Transmittal Letter • IMay 10, 2018 City of Sunny Isles Beach Attn: City Clerk Sunny Isles Beach Government Center 18070 Collins Avenue Sunny Isles Beach, FL 33160 Dear Mr. Betancur: Tidal Basin Government Consulting, LLC (Tidal I Basin) is pleased to submit our proposal to the City of Sunny Isles Beach (the City) ini Why Tidal Basin is the Best response to its Request for Proposals (RFP) i Choice for Sunny Isles Beach . No. 18-04-03 for Disaster Debris Monitoring Current• incumbent with proven Services 8t Financial Recovery Assistance. In experience and capabilities I 2016, Adjusters International, Inc. (Al) Over 20 years of experience acquired Tidal Basin. We are now one • organization (Tidal Basin)— peerless in our and proven capabilities with the FEMA PA and HMGP programs ' ability to continue to provide a Total j Expertise in Debris Monitoring Solution® for disaster preparedness and • recovery, whether the need involves • Outstanding staff of qualified government grants or private property personnel ready to deploy within Iinsurance claims. The City can remain I 24 hours F • confident we are the same company with the • Current hands-on knowledge of I same outstanding staff and the same reliable FEMA policy changes,to include consulting services and support the City has the Post Katrina Emergency experienced throughout our relationship. Reform Act, Sandy Recovery . Improvement Act, Super Circulars, We have carefully reviewed and considered r ( and FEMA PA New Delivery I the nature of the City's need and partnered Model with two of our most talented, trusted, and I reliable firms. For this project, the Tidal Basin team consists of Tidal Basin, Florida Disaster Consultants (FDC), and Buffalo Computer Graphics (BCG). Collectively, we understand that the City desires expert-level debris monitoring, technical assistance, and FEMA advisory services related to current and future financial disaster I recovery.As such, we have designed a customized strategy and approach to help the City maximize and expedite debris monitoring, FEMA PA funding, manage its Hazard Mitigation TIDAL I RASIN. EveryCatastrophe,Every Recovery 5 (6416.) RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance Grant Management Program (HGMP) application and funding, assist with appeals, arbitrations, and negotiations with FEMA and the State, and retain funds during project closeout and audit. Our staff is actively engaged and has been supporting the City since September 2017 in support of the City's efforts related to Hurricane Irma, providing the immediate support necessary to establish a solid foundation for both initial and long-term recovery. Our incumbency has allowed us to build a collaborative relationship with City staff and as a result, we have become familiar with the City's unique requirements, challenges, organizational structure and internal processes. We affirm our continued commitment to the City and are fully capable and prepared to provide the required services and perform the tasks related to this project's execution. In selecting Tidal Basin, there is no learning curve as we are capable of "hitting the ground running" on behalf of the City, regardless of the situation, scope, or magnitude of the catastrophe. At Tidal Basin, our core strengths—hands-on expertise with the FEMA PA Program, history of client advocacy and retention, and dedication to enabling a full and efficient financial recovery— make us an invaluable addition to any emergency response and recovery team. Tidal Basin stands ready to continue assisting the City with sound fiscal management, recovery, and consulting services to support the organization, management, reimbursement, and administration of post-disaster grant funding. We are confident that the unique combination of our national expertise and local resources will prove to be the best value for the City of Sunny Isles Beach. Thank you for your consideration of our proposal and the opportunity to continue providing Isupport. Please see all required company information below. As President and CEO, I am the contact person and responsible company officer of the firm authorized to obligate the firm for this contract. Sincerely, • hn Marini resident &CEO Office: 315-797-3035 Toll Free: 800-382-2468 Cell: 315-415-2963 Fax: 315-797-1090 jmarini@tidalbasingroup.com 1 • TIDAL BASIN. Every Catastrophe,Every Recovery 6 Mill , . : RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance I 4. Company Information I Date Company Name Founded Business Entity Structure ITidal Basin Government Consulting, 1985 Limited Liability Company LLC (LLC) 1 Office Location Contact Info Internet Web Site Address Headquarters 800.382.2468 I126 Business Park Drive 315.797.3035 https://tidalbasingroup.com Utica, NY 13502 315.797.1090 (Fax_)_ _ _ _ _ _ 3300 N. Federal Highway 877.651.0800 I Suite 275 954.563.3074 ij Ft. Lauderdale, FL 33306 954.563.3096 (Fax) i __ __ 6767 N. Wickham Road 1 Suite 501 321.255.1434 Melbourne, Florida 33618 321.255.1142 (Fax) • I Proof of Insurance Please see proof of insurance in the Appendix. Service Implementation Timeline I . Tidal basin and team members have the ability to mobilize within 24 hours of notice to proceed. Outstanding Litigation I Tidal Basin confirms that there exists no litigation or any outstanding litigation that would threaten the viability of the firm or the performance of this contract. IFinancial Stability Tidal Basin is capable of effortlessly covering every cost associated with firm expenses based on I the City's prescribed 30, 60, and/or 90-day cycle. We have in our reserves, cash on hand to pay all expenses (to include employee expenses, overhead, equipment, travel, etc.) for a minimum of 180 days (6 months). The City can rest assured that our staff will keep accurate records, remain Itransparent, and make every effort to control project costs, ensuring the best use of City funds and maximum reimbursement from eligible funding streams. I Tidal Basin was formed in 2006 and merged in 2016 with Adjusters International, Inc. (Al), incorporated in 1985 with a core mission of helping clients achieve a sound recovery following a disaster. Since inception, our company has maintained a stable professional and financial work TIDAL IBASIN. Every Catastrophe,Every Recovery 7 1 1. - RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance 1 environment for our national staff. Tidal Basin currently maintains a $35 million line of credit I with Key Bank, ensuring our cash flow and financial obligations are met. Tidal Basin is a financially stable and dependable firm. As evidenced in the audited financial statements (sealed in a separate envelope and marked "Confidential"), we are a fiscally Iresponsible firm and adhere to the highest ethical standards regarding every aspect of our business, namely our fiscal responsibilities to both our government, our clients, and our staff. Financial Statements Please see Audited Financial Statements in the Appendix. I I I I I I I I I I I TIDAL BASIN Every Catastrophe,Every Recovery 8 I RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance 1 5. Qualifications and Requirements Pre-Qualification Criteria Compliance Tidal Basin specializes in disaster consulting services with a specialization in the FEMA public assistance (PA) program, hazard mitigation, insurance, and other funding sources. We have an existing contractual relationship with the City to provide these services along with debris monitoring and emergency management support services. We welcome the opportunity to continue to provide the City with top-of-the-line services in the areas of debris.monitoring and financial disaster recovery and planning. To do this, we are heading up a team that includes the following subcontractors, both of whom are leaders in their respective fields: Florida Disaster Consultants and Buffalo Computer Graphics. Details about each of these partners can be found in the body of the proposal, which details our collective understanding of the services to be provided and underscores our team's commitment to performing the requested work. The Tidal Basin team has decades of hands-on experience in Florida — including FEMA PA preparedness and recovery work we have done for the City, Martin County, Lee County, University of Miami, and Monroe County, among others—and maintains a strong regional presence with offices in Fort Lauderdale, Melbourne, Orlando, and Tavernier. The Tidal basin team maintains a staff of subject matter experts consisting of more than 200 trained and experienced debris, planning, response, recovery and mitigation staff and a seasoned management team to coordinate and oversee their efforts. We are unique in that we deliver a total response and recovery solution that includes debris . monitoring and management, planning and training, and strong expertise with the funding sources that make it all possible, including FEMA public assistance (PA), FHWA, and other disaster relief funding.With the total cost of debris cleanup operations typically accounting for over 27% of post-disaster recovery costs according to FEMA, our unsurpassed understanding of the FEMA PA and FHWA-ER programs is a major difference between ours and all other competitors. We also possess an unsurpassed understanding of the issues that have arisen during the implementation and interpretation of the Sandy Recovery Improvement Act of 2013 (SRIA). Due specifically to our involvement with Hurricane Sandy in New York and New Jersey and Alaska's recent disasters, we are current on the various nuances and policy changes associated with the PA program, including the implications of the SRIA; Alternative Procedures Pilot Programs for Debris Removal, Permanent Work, and Dispute Resolution; and FEMA Disaster Assistance Policy (DAP) 9525.9 Section 324 Management Costs and Direct Administrative Costs. Our understanding and experience will be leveraged on behalf of the City to anticipate issues, maximize reimbursement, and minimize misunderstandings. TIDAL BASIN. Every Catastrophe,Every Recovery 9 la -„-ZW.t.,. RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Tidal Basin is familiar with the complications involved in managing a debris removal and I monitoring program, with particular knowledge of the overlapping areas of responsibility and funding that come into play related to marine debris following a disaster event. These issues are complicated by the multiple stakeholders involved in maintenance of navigation channels, which I can include USACE, local sponsors, the State, local authorities, and private parties. Following a disaster, each of these areas must be addressed on a case-by-case basis to establish legal responsibility.At the determination of the State, debris removal may also extend upstream rn beyond the navigation channel itself, which may involve NRCS Emergency Watershed Protection (EWP) program funding. Tidal Basin's thorough knowledge of not only the FEMA PA program, but also USACE responsibilities and the NRCS EWP program allows us to guide and support the 1 City through the debris removal and monitoring process from a funding compliance standpoint. Tidal Basin has provided FEMA PA grant management and technical expertise for thousands of I sub-recipients, including debris management and monitoring services and related funding knowledge for several high-profile clients such as the Mississippi State Port Authority (MSPA) and Port of New Orleans (PONO) following Hurricane Katrina-For MSPA, Tidal Basin monitored I the demolition and debris removal at the Port's Commercial Small Craft Harbor. Tidal Basin monitored and took photos of debris removal barges as they came back to shore for offloading. The amount of debris was calculated by measuring the barge water displacement. For PONO, I Tidal Basin worked with PONO's debris removal contractors, the State, FEMA and US Coast Guard to perform debris removal operations. Tidal Basin's knowledge and advocacy efforts reversed an initial inadvertent exclusion from the State Marine Debris Removal Program of I PONO's Inner Harbor Navigation Canal, constructed in the early 1900s to connect the intra- coastal waterway to the Mississippi River. Under Tidal Basin's direction and with our assistance, PONO also drafted and submitted their first debris management plan, which was approved by IFEMA, granting PONO an additional 5% in increased federal cost share contribution. Following Hurricane Gustav (2008), Tidal Basin was tasked with seeking reimbursement for the removal of a derelict/sunken vessel at the dock in front of the Aquarium and worked directly with the State Ito receive all necessary approvals. Following Hurricane Sandy, Tidal Basin provided program management of the FEMA PA Iprogram for New York State. This included assisting applicants such as Nassau County with marine debris removal. The County removed approximately 2,729.36TN 10,917.44CY of disaster- related vegetative and construction & demolition (C & D) debris and approximately 112 Iabandoned/derelict vessels that were deposited in seven-local government-owned waterways throughout Nassau County. Tidal Basin's State Debris Team staff worked in coordination with I local governments, Nassau County and FEMA. Tasks undertaken by the Tidal Basin team included validating debris captured by side scan sonar, preliminary damage assessments of coastlines, working with county debris monitors to ensure their understanding of FEMA policy I 9523.5 Marine Debris, reviewing the estimated PW, and finishing the actual cost PW version ($12.8 million). TIDAL I BASIN. Every Catastrophe,Every Recovery . 10 I 11111 RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance • Tidal Basin's marine debris experience b s e pe ence related to the FEMA PA program is not limited to coastal waters. For example, clients such as the Sabine Neches Navigation District (SNND) in Texas and ICity of Cedar Rapids had interior waterway debris issues following the June 2008 floods Hurricane Ike and, respectively. SNND had complicating factors including damages and dredge I material placement within two states (Texas and Louisiana), which were deemed eligible as a result of Tidal Basin's help and involvement. The navigable Cedar River runs through the City of Cedar Rapids and following DR-1763-IA, the marine debris involved not only mixed debris (vegetative, boulders, etc.), but also privately-owned houseboats and other vessels that were I . damaged beyond repair. Issues such as ownership, responsibility, and the involvement of other federal agencies complicated the PA eligibility issues facing the City. The Tidal Basin team I reviewed and analyzed hundreds of thousands of dollars in invoices for debris removal and monitoring, including side scan sonar searches for debris, in order to establish and document eligibility. Each cost had to be analyzed for factors such as whether the damages were a result of I the declared disaster, legal responsibility, public interest, environmental, and historic preservation issues. 1 _ _ 1FDC brings a rich history of proven performance in the debris management field. For the City of Sunny Isles Beach, after debris were removed from local lL � roadways by City forces and taken to the TDMS, FDC monitored the city's I removal contractor operations from the TDMS to the final disposal site after Hurricane Irma. For the City of South Miami, FDC was contracted to assist the AFDC— J city with debris removal activities to include management of the TDMS, final I disposal operations, addressed leaner/hanger issues with the city and presented an operations plan for city forces to follow. Below, we provide highlights of FDC's most relevant experience: I 2011 Tornadoes: FDC was contracted to perform state public assistance (PA) duties for the Alabama Emergency Management Agency. Our staff advised the client on debris operations, developed project worksheets for sub-applicants, developed mitigation applications, and performed state close-out duties after the 2011 tornadoes. FDC was also contracted to advise the city of Hanceville on the FEMA Public Assistance (PA) Program and the Federal Highway Administration Emergency Relief Program reimbursement Iprocesses—specifically category A, B, and volunteer resource issues. Our staff ensured the city's financial team developed and retained proper documentation and provided debris monitor training to the city's maintenance staff. FDC was contracted to provide technical specialists with Ivarying skills, knowledge, licensing, certifications, and expertise necessary to respond to public assistance emergencies within the state of Alaska—specifically for the Department of Military& Veterans Affairs, Department of Homeland Security & Emergency Management Services when Iresponding to immediate recovery efforts of a disaster. I 2013 Storms and Flooding: FDC is currently contracted to process sub-applicants' request for reimbursement, evaluate cost overruns, carry out procurement procedures, and contract structures through our financial analysts. FDC also performs reviews of project worksheet scopes TIDAL IBASIN. Every Catastrophe,Every Recovery11 I ,,a) RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance and cost estimatingfactors, as well as closeout tasks on projects resultingfrom the 2013 severe storms, flooding, landslides, and mudslides for the State of Colorado Office of Emergency Management. Tropical Storm Debby: FDC was contracted to perform state public assistance (PA) duties for Tropical Storm Debby, FDC staff administers FEMA PA Grants to sub-applicants throughout the state. Duties include preparing for and hosting applicant briefings and kickoff meetings, performing site visits, as well as gathering necessary documentation and prep work for project worksheets. Hurricanes Rita and Wilma: Contracted to perform state closeout duties on all large project worksheets for Hurricanes Rita and Wilma in South Florida, FDC's staff worked directly with sub- applicants preparing documentation, coordinating FEMA reviews, and making final eligibility determinations before audit. FDC was contracted to perform statewide residential and commercial building inspections that determine eligibility of existing mitigation credits. These credits determined homeowner and business insurance rates set by Citizens Insurance Corporation. FDC was contracted to perform debris operations management duties for the Florida Department of Transportation D7 pre-event debris removal contract. Under this responsibility, FDC ensured contractor and DOT staff would properly document all debris operations for federal reimbursement purposes. FDC was contracted to write a continuity of operations and emergency management plan for CSR Professional Services, Inc., a Florida corporation that provides data breach reporting services. Hurricane Isaac: Contracted to perform project administration and QA/QC services in Plaquemines Parish, FDC's duties included invoicing reconciliation, landfill negotiations, assisting with permitting issues, certifying payment to subcontractors, and tracking daily workload. This project was for removal of over one million cubic yards of debris. Hurricane Sandy: FDC was contracted to advise Ocean City and their Debris Contractor, Byrd Brothers Emergency Services, on the FEMA reimbursement process in response to Hurricane Sandy. Through ongoing consulting, FDC worked to ensure proper FEMA documentation was developed and retained, as well as developed specialized monitor training to teach proper FEMA-approved monitoring procedures to Ocean City staff after Hurricane Sandy. FDC was contracted to provide public assistance services for Ocean County, Long Beach Township, and Beach Haven Township. Under this contract, FDC developed project worksheets, 406 mitigation improvements, as well as alternate and improved projects. FDC also provided a team of 404 Mitigation staff to assist in the application process after Hurricane Sandy. FDC was also contracted to provide QA/QC staff to perform invoice reconciliation services on Ocean County's PPDR contracts with various contractors after Hurricane Sandy. TIDAL BASIN. Every Catastrophe,Every Recovery 12 1 RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance I Under a sub-contract with the State of New Jersey Department of Environmental Protection IAgency, FDC provided waterway debris monitoring services for over 82 miles of coastline, rivers, lakes, and wetland debris. Tasks included removal operations and required report development for reimbursement after Hurricane Sandy. IFDC was contracted to provide request for reimbursement and closeout expertise to T and M Engineers Inc. Required tasks included organizing and uploading closeout quality backup I documentation to the state EM grants website, advisement on requests for other grant funds, preparation of building defensible closeout documents, and creation of documents to withstand Federal Office of the Inspector General Audits. IHurricane Sandy: Contracted to provide subject matter experts for debris management and 404 Mitigation activities for the State of New York's Office of Emergency Management in I response to Hurricane Sandy. FDC was also contracted to provide debris monitoring services for the New York Institute of Technology college campus in response to damages caused by Hurricane Sandy. 1 2011 Tornadoes: Contracted to advise the North Carolina Department of Transportation and their debris contractor, Byrd Brothers Emergency Services, on the FEMA and FHWA ER debris I reimbursement process in response to the April 2011 tornadoes. Contracted to advise Lee County on the federal reimbursement process, ensure proper FEMA and FHWA documentation was developed and retained, and provided monitor training I information to county staff after the April 2011 tornadoes. Contracted to advise Johnston County on the federal reimbursement process, ensure proper FEMA and FHWA documentation was developed and retained, and provided monitor training I information to county staff after the April 2011 tornadoes. FDC was contracted to consult with City of Pine Knoll Shores officials to explain the FEMA public assistance process, specifically, Category A and B issues, as well as manage debris operations to I ensure proper documentation was developed and retained. FDC also provided monitor training to the city's fire department staff. 1 Hurricane Ike: FDC was contracted to review all project worksheets written by FEMA staff for Tyler County after Hurricane Ike, as well as review Category A PW's and identify any additional funding available. As a result, FDC worked to recover an additional $2,000,000 of funding for the ICounty. I Hurricane Dolly: South Padre Island sub-contracted FDC to review all project worksheets written by FEMA staff for Hurricane Ike and Dolly. FDC reviewed, identified, and coordinated FEMA Public Assistance grants, FHWA ER funds, and insurance proceeds. Additionally, FDC 1 sought further funding opportunities from each agency for the client. 1 TIDAL IBASIN, Every Catastrophe,Every Recovery 13 I a+may \ RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance FEMA IA TAC III CONTRACT (BRAVO SECTOR): FDC is currentlycontracted to perform mass ) care/DRC management duties for the FEMA Individual Assistance—Mass Care Bravo Sector contract. Under this contract, FDC is responsible for Disaster Recovery Center management and operations, as well as other mass care duties. Bravo Sector is comprised of nine states, Puerto Rico, and the U.S. Virgin Islands. USACE ACI DEBRIS REMOVAL CONTRACT (LDR REGION) Currently contracted to perform QA/QC services for Ceres Environmental on all PPDR, Waterway, and ROW debris removal operations, FDC provides training to various staff of governmental agencies in the region. Buffalo Computer Graphics (BCG) has extensive experienced providing GIS, BCGimaging, and other services required under this RFP, to include: Ektucompateferaphiz Reference #1 Company Name: Colgate University Contact: Daniel B. Gough,.Director of Environmental Health and Safety Phone: 315-228-7994 Dates: 2014-Present Services Provided: System Type: DisasterLAN Emergency Manager Project Description: In response to campus and regional flooding encountered during Hurricanes Irene & Lee, emergency managers at Colgate University identified that they needed an emergency management system to allow key staff members to share information and coordinate their response. Buffalo Computer Graphics (BCG) was the logical choice to meet these needs because Colgate University emergency managers were already familiar with DisasterLAN (DLAN) software, which is used throughout New York State. Colgate University recently installed a DLAN Emergency Manager system to prepare for, respond to, and recover from incidents affecting the campus, staff, and students. DLAN allows university staff to have a common platform for displaying, prioritizing, and analyzing data from planned or emergency incidents. Colgate's system has been configured to meet the unique day- to-day business needs of the University, allowing staff members to become comfortable with the tools at their disposal long before an emergency occurs. Colgate uses DLAN daily to monitor informational feeds that are key to business operations at the university, as well as to manage large campus events, trainings, and exercises. . Reference#2 Company Name: University of British Columbia, Canada Contact: Reg Fountain, Manager, Emergency Management & Continuity Planning Phone: 604-822-1237 Dates: 2014 - Present Services Provided: System Type: DisasterLAN Local Responder Edition and Additional Modules: . GIS and Situation Reports • TIDAL BASIN. Every Catastrophe,Every Recovery 14 1 RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance Project Description: Located in Vancouver British Columbia Canada, UBC is a public research p I university and a preeminent institution of higher learning. Spanning two campuses, UBC is a primary employer, housing provider, and center for emergency management coordination in the Greater Vancouver Regional District, serving as one of several municipal entities responsible for I the City of Vancouver and surrounding areas. During emergencies UBC mobilizes up to six subsidiary command posts and a dozen task forces under a central EOC on Campus. Emergency managers at these geographically disparate locations around Vancouver are all able to share I information and situational awareness in real time with one another. DLAN's Communication Center also allows UBC to exchange communications and messages with their regional emergency management partners such as Metro Vancouver and surrounding cities and towns. I DLAN's unlimited user account licensing structure makes it possible for UBC to open up visibility and access to their system to anyone who needs it. I In July of 2014 UBC will be hosting multiple athletic events on campus as a venue for the Special Olympics Canada Summer Games 2014. This massive event was one of the driving factors for UBC in its purchase of a DLAN solution. BCG was able to install, configure, and train UBC staff to I use DLAN to prepare for and manage the games in a rapid two-week deployment.With DLAN's live GIS common operational picture viewer map, multi-jurisdictional capable Situation Reports module, and mobile device compatibility, it was a clear winner for UBC's needs in planning for I and responding to a planned event the size and scope of the Special Olympics Canada Summer Games 2014 in Vancouver. • I Reference#3 Company Name: Erie County Department of Emergency Services Contact: Daniel Neaverth, Commissioner I Phone: 716-858-4909 Dates: 2004-Present Services Provided: System Type: DisasterLAN Enterprise Edition, Additional Modules: GIS, IIncident Action Plans, Watch Command, Special Needs, and BCG's NY-Alert Mass Notification software Project Description: Buffalo Computer Graphics has been working with Erie County for over a Idecade on various emergency management projects. The Department of Emergency Services works closely with the entire emergency services community in Erie County, serving the public and first responders alike. As with all DisasterLAN systems, the Erie County system has been Iimplemented to meet the unique work flow needs of this county. DisasterLAN is being used in a shared, wide-scale environment in Erie County, where the county system has been rolled out to I local towns and villages. Local coordinators can also enter pre-planning data into the system including personnel data, organizational data, available resources, and anticipated needs. This information is managed at the local level but available at the county level for use during county- wide events. TIDAL IBASIN. Every Catastrophe,Every Recovery 15 I :In ill � - RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance 1 Properly Registered At The Time Of Application IPlease see Certificate of Authorization to do Business in the State of Florida in the Appendix. Best Qualified Firm To Perform The Contract ICapability Benefit to City of Sunny Isles Beach Debris Monitoring One call to Tidal Basin deploys a highly-qualified team of disaster I - I recovery specialists, debris monitoring experts, and claims professionals within 24 hours. I Advocacy Tidal Basin only represents and advocates for the insured, Recipient and Sub-Recipient, never FEMA or the insurance company. Our approach to field operations is based on flexible delivery of services, and we will perform as directed by the County__ Maximize Funding Our foundation is built upon obtaining the maximum financial recovery • for our clients, always striving for the best recovery, always asking "How ican we get the fullest possible funding for this client?" Hazard Mitigation Our trained mitigation staff recognize and suggest 406 Hazard 1 Focus Mitigation opportunities to maximize this funding resource under the FEMA program. In our most recent operations, nearly 21% of all project worksheets written achieved additional grant funding. Our mitigation staff has written successful HMGP grant applications and worked with LMS' in FL and across the country. Insurance Our public insurance adjusters are State-licensed professionals who Knowledge I have decades of experience working with the intricacies of disaster- type policies (e.g., National Flood Insurance Program, hurricane, earthquake,'etc.).We bring a Total Solution® to the Recipient, with in- 1 depth understanding and direct experience of how insurance programs and the Public Assistance Program intertwine. I Support from PDA Our expertise covers the entire spectrum of the FEMA PA Program. to Closeout In-House Ourstaffare employees of the company and therefore under our Professional Staff direction and control. Our employees subscribe to a stringent code of ethics and professional standards. e Fully Equipped Our staff arrives fully prepared with all necessary equipment to do the job, including laptop computers, specialized software, portable color printers, GPS units, digital cameras, cell phones, and safety equipment. ITempest-GEMS 1, Our intuitive, dynamic, and collaborative web-based grant management software (Tempest-GEMS) seamlessly and efficiently TIDAL BASIN. Every Catastrophe,Every Recovery 16 I 0 I. •.: RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance • I • Capability Benefit to City of Sunny Isles Beach 1 1 tracks costs, ensures compliance, and captures and stores other required data to keep the City audit-ready at all times. List of Contracts Of Similar Scope CurrentlyIn Effect Within The State Of FL I We have provided similar services to the following clients: Client #1 City of Hialeah, FL Reference Adriel Sanchez I Point of 501 Palm Avenue Contact Hialeah, FL 33010 305-606-3600 amsanchez@hialeahfl.gov Date July 2015 =Present __ ` j Contract Value $ 250,000 1 I Service(s) FEMA PA, Hazard Mitigation, Grants Administration, and Comprehensive Disaster Recovery Consulting Services IClient#2 Jefferson County, Texas I Carey Erickson, SPHR Patrick Swain Director of HR & Risk Management County Auditor Point of 1225 Pearl Street 1149 Pearl St, 7th Floor • I Contact Beaumont, TX 77701 Beaumont, TX 77701 409-839 2399 409-835-8500 - cericksonCa co jefferson.tx.us _pswaiin@ co jefferson.tx.u_s_ _ I Date October 2005—September 2011 Value $ 1,700,000_ Service(s) FEMA PA, Hazard Mitigation, Grants Administration, and Comprehensive Disaster Recovery Consulting Services I Client #3 Lee Coun #4 Cit of Ft. M ers #5 Cit of Sanibel I Reference Roger Desjarlais Judy Hartwell Judith Ann Zimomra Point of County Manager, Special Projects City Manager, City of Contact ` Lee County Accountant, City of Fort Sanibel IPO Box 398 Myers 800 Dunlop Road = Fort Myers, FL P.O. Drawer 2217 Sanibel, FL 33957 33901 Fort Myers, FL 33902-2217 239:472-3700 I239-533-2304 239-321-7321 j.zimomra@mysanibel.com • bwick@leegov.com JHartwell@cityftmyers.com Date August 2004—October 2006 _ f' Value $ 971,000 1 I TIDAL IBASIN, Every Catastrophe,Every Recovery 17 1 1 . '4....4, RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Client #3 Lee Coun #4 City of Ft. M ers #5 Ci of Sanibel Service(s) FEMA PA, Hazard Mitigation, Grants Administration, and Comprehensive Disaster Recovery Consulting Services 1 Client #6 Charlotte County, Florida Reference Cari Branco Point of Senior Division Manager Contact 941-743-1255 Date December 2014-Present Value $120,000 Service(s) FEMA PA, Hazard Mitigation, Grants Administration, and Comprehensive Disaster Recovery Consulting Services • 1 Number of Disaster Services Contracts Currently Held IActive Florida Contracts: Martin County . Baptist Health Services Monroe County Charlotte County Mount Sinai Medical Center ICity of Aventura Seminole County City of Bonita Springs Seminole County School Board City of Gulf Breeze Sunny Isles Beach 1 City of Sanibel University of Miami City of Hialeah University of North Florida 1 City of Fort Myers University of Southern Florida City of Miami Beach University of Central Florida Clay County Village of Estero Collier County Holy Cross Hospital Collier County School District Other Active Contracts in Southeast: Florida International University Chatham County (Georgia) Lee County Pender County (North Carolina) • I I TIDAL I BASIN. Every Catastrophe,Every Recovery 18 I p ...-_,,,3--_,.1. ?.:.$0 RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance 1 Proof of Bonding Capability • • N/A— requirement removed via Addendum #1. I Certifications and Trainings Please see resumes of individual personnel, which show all FEMA and other relevant training, certifications, and courses. I I I I I . I . I I I TIDALEvery Catastrophe,Every Recovery 19 1 BASIN. 1 jus ..„.„.„, RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance .!:::::7; ,..,...:: . O6. References I Below, we have furnished client names and contact information for engagements in which we provided similar consulting services requested by the City.. I Client #1 City of Aventura, FL • Reference Joseph S Kroll MPA, CPM, CFM Point of Public Works &Transportation Director I Contact City of Aventura jkroll@cityofaventura.com (305) 466-8970 IDate 4/2015 —l;_Present_ __ — --- - __-] Service(s) Debris Monitoring, FEMA PA, Hazard Mitigation, Grants Administration, and • Comprehensive Disaster Recovery Consulting Services IClient #2 University of Miami, FL Reference Mrs. Pilar Schuitema, Claims Manager Point of 1320 S. Dixie Highway suite 1200 Contact Coral Gables, FL 33146 . pschuitema@miami.edu (305) 284-3163 — — -- - — Date 5/2011 Present • Service(s) Debris Monitoring, FEMA PA, Hazard Mitigation, Grants Administration, and IComprehensive Disaster Recovery Consulting Services I Client #3 City of South Miami Beach, FL Reference ! Steven Kulick, C.P.M. Point of Chief Procurement Officer/Procurement Division I Contact 6130 Sunset Drive South Miami, Fl 33143 ' skulick@southmiamifl.gov I (305)663-6339 Fax: 305/663-6346 ' Date 09/2017 Present IService(s) . j Debris Monitoring, FEMA PA, Hazard Mitigation, Grants Administration, and Comprehensive Disaster Recovery Consulting Services I TIDAL EveryCatastro he,EveryR Recovery 20 i BASIN. 1 (4'.1; RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance 7. Personnel Experience and Qualifications Firm's Background We are there for our clients at every stage of recovery, in whatever form they require. We credit these enduring relationships to our dedication to unwavering professionalism; unsurpassed knowledge of FEMA and other funding policy, systems and agencies; and a focus on tailoring our work product, communication and reporting structures to fit our clients' organizational needs. In addition to our insurance-related consulting, our team has decades of experience with major agencies active in disaster recovery, including but not limited to the following federal and regulatory agencies centered around good public policy and funding programs: • Federal Emergency Management Agency (FEMA) o Public Assistance (PA) Program o Hazard Mitigation Grant Program (HMGP) o FEMA Community Disaster Loan (CDL) • Federal Highway Administration (FHWA) o FHWA Emergency Relief Program (FHWA-ER) • Housing and Urban Development (HUD) o Community Development Block Grant (CDBG) • United States Army Corps of Engineers (USACE) • United States Environmental Protection Agency (EPA) • National Resources Conservation Service (NRCS) • Florida Department of Transportation (FDOT) • Florida Division of Emergency Management (FDEM) • Florida Division Of Historical Resource Our combination of state and federal knowledge of disaster relief programs, along with our hands-on experience gained during some of the worst disasters in U.S. history, provides a comprehensive understanding of the resources available to assist the City in reaching its recovery goals. Tidal Basin has maintained a presence in Florida assisting with disaster recovery efforts since Hurricane Andrew in 1992. We have extensive familiarity with recovery operations in Florida, to include guiding our clients through their insurance and FEMA recoveries. This involvement provides us with a strong understanding of the unique needs and challenges Florida faces following such devastating events. Tidal Basin has been involved with disaster recovery and debris management activities since 2007, over 10 years. Today, we aid numerous local Florida organizations in their respective recoveries from Hurricanes Matthew and Irma. We have extensive familiarity with recovery operations in Florida, to include guiding our clients through their insurance and FEMA recoveries. We have experience with emergencies such as hurricanes, flooding, tropical cyclones, TIDAL Every Catastrophe,Every Recovery 21 BASIN. I ,..4..,., 1. RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance ",::::-:-.-r.,.....„ 1 severe weather events, tornados, floods, oil spill responses, and biological and chemical hazardous materials. This intimate familiarity and level of involvement enables our in-depth understanding of the unique needs and challenges Florida, and particularly, those the City faces Ifollowing such devastating events. I Principals of the Company Title Name Address President/Chief Executive Officer John Marini 126 Business Park Drive I _ Utica, NY 13502 Vice President/Chief Financial Officer '!. Stephen T. Surace ' 126 Business Park Drive Utica, NY 13502 ISecretary/Treasurer/Director Bruce Winchell 1000 Second Ave St 3000 Seattle WA 98104-1061 I Executive Chairperson Ronald A. Cuccaro 126 Business Park Drive P �� Utica, NY 13502 Executive Vice President/Director Robert J. Lucurell 4300 36th Ave W. 1 – _ Seattle, WA 98199 Executive Vice President Daniel Craig �i 126 Business Park Drive `, Utica, NY 13502 _ I Executive Vice President/Director William G. Rake 16542 Ventura Blvd, #200_ Encino, CA 91436-2.0.9.2_ Executive Vice President/Director Neil Kahn 3903 Naylors Lane i Baltimore, MD 21208 Executive Vice President/Director Gordon Scott 400 Oyster Point Blvd, #519 S. San Francisco, CA 94080 I Executive Vice President/Director Robert Levin T 25800 NW Highway, #885 Southfield, MI 48075 Executive Vice President/Director R. Scott DeLuise 340 East 1st Street, Suite 300 IBroomfield, CO 80020 Executive Vice President/Director James R Beneke 1717 West 6th Street, Suite 220 Austin, TX, 78703 I .Executive Vice President/Director Arthur Jansen 922 W Greens Road, Suite 100 Houston, TX 77067 Independent Director Jerry S. Williams _1 2137 Jackson Street 94115 — San Francisco, CA Independent Director Judd Kirk 3509 E St Andrews Way I (_ Seattle, WA 98112 Working with Debris Removal Companies/Major Subcontractor(s) I We have experience working with debris removal major contractors for over 10 years. As such, we are partnered with Florida Disaster Consultants (FDC), a premier firm well-known within the State of Florida and throughout the nation for its flexibility, expertise, and ability to quickly Ideploy the debris monitoring requirements of its clientele. Our partnership has been garnered TIDAL Every Catastrophe,Every Recovery 22 I BASIN. I NIeiiii `• j' RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance I over years of working in tandem to provide the highest level of service to our mutual clients. Mr. Ron Anderson, founder and President of FDC is a valuable asset to our team. Given his tremendous background in the debris monitoring/removal field, he is our most trusted source I for providing the debris monitoring services and support solicited by the City. In addition, Buffalo Computer Graphics (BCG) is our premier resource for GIS, imaging, and documentation for our debris monitoring service offering. A leader in the field, BCG brings over 15 years of I direct experience, which the City can leverage to achieve the goals and objectives of the anticipated project. Tidal Basin is fortunate to have these two companies as part of our team and look forward to continuing to provide the City's needs in a way that exceeds both expectations and RFP requirements. Details about the qualifications of our partner firms (sub- Icontractors) are provided below: FDC is an emergency management consulting firm created in 2008 and is based in central Florida. Unlike other companies that,offer this service secondary to their core business model, all we do is provide a broad range of -----, emergency management services to specific clients. Our staff has been I FDC involved in the recovery efforts of every major disaster throughout the past 30 years. We have served in leadership and technical support roles while — r —1 previously employed with the Florida Department of Transportation, Florida I Division of Emergency Management, Federal Emergency Management Agency and other agencies tasked with responding to disasters. This extensive state and local emergency management experience allows us to recognize your needs and confidently provide pre-disaster • planning and post disaster response and recovery services. 1 Florida Disaster Consultants (FDC) is a small Florida business. We were created in 2008 after Hurricane Ike devasted the Texas coastline and have been extremely successful in earning the I respect and repeat business of countless clients, completing over 40 federally funded projects similar to the scope of work depicted in this RFP. Throughout the Company's 10-year history we believe that our success is attributed to our overall service first attitude that is guided by senior I management and best reflected in our mission statement: "We will always remember that service is all that we have to sell. Unless our customer is satisfied, we cannot continue to grow. We will always treat our customers with courtesy, respect, and honesty. Our professional goal for I each mission is to seek perfection in quality, to be quick to meet our customer's needs, and to finish our task on time and on budget...every time." One of the substantial benefits that FDC offers is that we only seek and accept contracts that we know will not exceed our capabilities. We will not overextend ourselves to the point we cannot respond to you in a timely manner. During Hurricane Irma, many South Florida entities were frustrated with firms that had overpromised and underdelivered, and as such, we were contacted I us for assistance. FDC was able to respond within hours bf being contacted and supplied Debris Monitoring and Public Assistance Program Services for: The University of Miami, Sunny Isles Beach, The City of South Miami, FIU, and the City of Hialeah. IA key to our success is our emphasis on strong project management, designed to meet your needs with responsive performance while delivering quality service. Our in-depth understanding I of Debris Management's environmental, technical, policy and political factors enables us to move projects forward rapidly and efficiently. We feel confident that FDC can provide the University of Miami with access to national experts with local roots and loyalties. Everyone Iknows that our state is one of the most advanced in the nation in dealing with the diverse types TIDAL Every Catastrophe,Every Recovery 23 • I BASIN, ,1. ,(:,-..ii,' RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance I of disasters that occur and many of our key members are Florida residents. We live here.We learn here. We work here. The success of your recovery from disasters will not only be our professional focus, but a deep personal focus as well. I Working exclusively with government entities across the United States, FDC employs former USACE officers, retired DOT management personnel and former monitoring firm project managers who were all heavily utilized during past debris missions. Staff remain well versed in I FEMA debris eligibility and monitoring requirements. With the emphasis on personnel experienced in conducting disaster operations on the government side, FDC retains the personnel to adequately advise the University of Miami in proper FEMA reimbursement and efficient monitoring procedures. Lastly and most-importantly, FDC has never been debarred, Iterminated, or faced legal litigation resulting from client discontent or non-payment. • Buffalo Computer Graphics (BCG) is an experienced Geographic c � Information Systems (GIS) developer of integrated, web-based solutions for a variety of industries. Geographic Information Systems have become I B'.zffIo Ccmpcter GrMaio essential tools for the management, analysis and presentation of geospatial and environmental data by providing decision-makers with the spatial data they need to solve a variety of issues. BCG is a proven developer of robust, secure, user-friendly solutions for a variety of markets that meet these demands. IOur team of GIS specialists design enhanced solutions (DLAN) that provide for the highly specific needs of our client's geo-spatial requirements. The professional services we offer address many disciplines and markets, including: municipal government, mass notification, asset I management, environmental planning, emergency management response & planning and mitigation. Please see DLAN Overview in the Appendix. BCG also provides an important level of support and maintenance for all of the systems we I develop, including customized training, and site-specific user and system manuals. BCG has experience writing user-friendly and scalable software that can accommodate localized solutions as well as large-scale use on a state or county-wide level. Our success with custom engineering I and GIS application development comes directly from the time BCG takes at the beginning of each project to thoroughly understand the goals and objectives of the customer. Our broad range of GIS expertise allows us to offer innovative, customized solutions to meet the specific needs and goals of our clients. BCG's team of GIS specialists design enhanced solutions that I provide for the highly specific needs of client's GIS requirements. The professional services offered address many disciplines and markets, including: municipal government, mass notification, asset management, environmental planning, emergency management response, & Iplanning and mitigation. Organization of the Management Team IThe Tidal Basin team uses an ICS structure to provide all its disaster response and recovery services. We will meet with the City to refine the scope of work, develop and finalize all plans I (operational, safety, customer service, etc.), and execute the contract. Our management team consists of our Project Manager, Deputy Project Manager, and is rounded out by Steve Glenn and Dan Craig, both bringing an extensive practical knowledge of small and large-scale debris Imanagement operations as well as disaster recovery operations. Steve Glenn brings 29 years of experience managing large-scale disaster planning and response/recovery programs. Mr. Glenn has trained local governments and private agencies in Il ______—....—..„ TIDALEvery Catastrophe,Every Recovery 24 I BASIN. I („,, -.—vin ,,.., ,., 1.1 RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance ,::::::::::=:”. Idisaster planning, response, recovery and mitigation activities; coordinated local emergency planning committee activities; and trained, planned, conducted and evaluated large-scale disaster exercises. Mr. Glenn currently serves as Vice President for Tidal Basin and coordinates Ioperations for over 40 emergency management projects at the federal, state, and local levels. As Infrastructure Branch Chief for FEMA Region IV, he oversaw the implementation of the Public Assistance Program for eight states totaling $7.6 billion in federal disaster funding. Mr. Glenn served Recovery Chief and Disaster Recovery Manager for the 2004 Florida Hurricanes and well as Hurricane Katrina within the State of Mississippi. As the Deputy Chief of Operations for the North Carolina Emergency Management Agency, he managed $250 million in FEMA grant Iprograms and implemented the nation's first quality assurance program for the Public ' Assistance Program. I Daniel "Dan" Craig has been in the disaster recovery industry for 15 years. Dan is one of only a handful of highly respected and credentialed disaster recovery leaders in the world who knows every aspect of catastrophe management from pre-disaster preparedness to returning Icommunities to their quality of life post-disaster. He is the Vice-President of Tidal Basin, and in 2003 President Bush appointed Mr. Craig as Director of FEMA's Recovery Division, a part of the US Department of Homeland Security, where he was responsible for overseeing the federal Igovernment's recovery efforts on all Presidentially- declared events including the Space Shuttle Columbia crash, the wildfires of 2003, and the hurricanes of 2004. I Prior to his presidential appointment, he was the Regional Director for the New England area (Region I) where he was responsible for all FEMA mitigation, preparedness, response and recovery, and training activities in the six New England states. Mr. Craig was also Executive - I Director, Eastern Regional Office, of the United States Chamber of Commerce and a Legislative Representative and Grassroots Specialist for the National Rural Electric Cooperative Association where he handled issues of federal emergencies, transportation, technology, privacy and energy. IBoth Mr. Glenn and Mr. Craig are valuable corporate resources which the City may access as part of our services and support offering. IStaffing Plan and Management/Senior Positions Working with the City Our immediate plan is to continue with the proven team already in place assisting the City and scale up or down as necessary. Our long-term staffing plan will include keeping the continuity of staff as requested by the City and introducing additional team members as needs warranted. a Final staffing selections will be made upon determination of the County's exact needs and timing. Though distinct in their individual areas of specialized knowledge and expertise, collectively, the Tidal Basin team of consultants brings a wealth of hands-on experience covering II every aspect of the FEMA PA program, debris monitoring, and the full spectrum of services requested by the City in this RFP. Our Staffing Plan and organization of our team is indicated in the following chart: 0 TIDAL Every Catastrophe,Every Recovery 25 11 BASIN. I 6,...4) 1. RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance . . ITitle/Pos•tior 5 , ,' .A ,�" , =Prq'jec Manager, „ . o Greg Szymanski .bs"'9-sa- y;,4.:; ,',°£�u 9'',; a as , 1 Depi tylroject,Manager � ' ; ( o Ron Anderson Field 1.01 isor #2 F: -:';-,m'' if, o Gordon Ness o ` 7 `� 'P1#dMtOr. -tr - o Steve Bradley I VDTs Monirtor� Y ,` o James Vaughn s� ,giSecur tyr , ; q k DebnS t % � o Contracted Security 4. k o Daryle Martin GIS t i Spec�al�st,__ �vdr`; I Data'Entry 4 ; o Theresa Daniels s r Data1:Mai;1410 "j "�' :. ,�._t - o Katie Stevens FEMA) eimburseca ent'Manager i o Robin White I . Management/Senior positions for this project include our Project Manager and his Deputy. I Mr. Greg Szymanski will serve as Project Manager and overall program duties as well as provide technical guidance to all staff. Mr. Szymanski is a seasoned disaster recovery professional of 12 years, working positions of increasing responsibility in New York State prior to his deployment I to Mississippi in 2005. Szymanski's experience with disaster recovery in New York State led to his positioning as Project Manager for Hancock County and the Mississippi State Port Authority in Mississippi, as well as Jefferson Parish in Louisiana, where, in the aftermath of Hurricane Katrina, I projects have resulted in approximately $600 million in eligible FEMA obligations reimbursements for these Recipients. Szymanski has also served as Engagement Manager and Senior Policy Advisor for the State of New York in response to Hurricane Sandy. Szymanski is I currently serving as the Engagement Manager and Policy Advisor for Tidal Basin's teams deployed to the States of Texas and Florida in response to Hurricanes Harvey and Irma. Mr. Ron Anderson will serve as Deputy Project Manager and will perform overall program duties I as well as provide technical guidance to all staff in conjunction with Mr. Szymanski. He will also be available for any issues that may arise throughout the project. His vast experience with the FEMA-PA and other reimbursement programs makes him uniquely suited for this role. He has Igained a thorough understanding of all federal/state requirements and he has dealt with many local governments navigating these programs. I Mr. Anderson was instrumental in developing many of the existing state emergency management policies and procedures as well as explaining to local governments the purpose and intent of such. He is headquartered in our Lakeland office, and will be able to devote 80% I of his time to this project. His schedule allows him some flexibility in scheduling meetings as required. Our carefully considered approach to staffing this project is to provide the City with a project management team with the best FEMA, State, and Local Government expertise available. IPlease see Resumes in the Appendix. Documentation that Demonstrates Firm's Knowledge IWe understand that our FEMA Public Assistance Consulting Services must comply with the requirements of FEMA, the State of Florida, and any other applicable laws and regulations. Our Iexpertise in the interpretation and application of the Stafford Act, Title 44 of the CFR, and TIDAL Every Catastrophe,Every Recovery 26 I $ASIN. I - _ .'J. RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance .f.: I related regulations signifies that we remain up-to-date on the latest FEMA guidelines and policy nuances, and we use this knowledge to help clients develop well-articulated and substantiated justifications for presentation to FEMA and the State. We stay abreast of variations of policy 1 from state to state, which allows us to advocate effectively on behalf of the City when it comes to questions of eligibility. IIILeveraging our previous Federal and State PA program experience and application of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended, Federal Regulations (44 CFR), and FEMA policies (9500 Policy Series), our firm has consulted with over 100 entities, Istrategically guiding them through the disaster cost recovery process for the past two decades. Further, Tidal Basin will support the City with the roles and responsibilities outlined in FEMA's I new model process for delivery of Public Assistance, if implemented. We confirm that our FEMA PA consulting services will comply with the requirements of FEMA, the state of Florida, and any other applicable laws and regulations. I Firm's Experience and Success in Fillingand ReceivingFEMA State P FEMA/State IOur capabilities have been honed through distinct types of engagements and numbers of satisfied I clients we have been privileged to serve. Below, we highlight just a few of our experiences and successes in filling and receiving Federal (FEMA, FHWA, etc.) and State reimbursements for disaster recovery work. I • Guided more than 40 local public agencies throughout the Gulf Coast to successful recoveries following the 2004, 2005 and 2008 hurricane seasons, including Monroe County, I. Lee County, the City of Fort Myers, City of Sanibel, and Islamorada in Florida; the City of New Orleans, Port of New Orleans, New Orleans Sewerage &Water Board, City of Slidell, and Jefferson Parish in Louisiana; and Jefferson County, Port Arthur Independent School District, I the Port of Houston and the Houston Independent School District in Texas. We have also provided consulting services to Charlotte County, Pinellas County, and the City of Gulf Breeze in Florida. I • Coordinated the recovery from FEMA of approximately $100 million in disaster-related damage for the Mississippi State Port Authority, including compiling more than 60 PWs— approximately 28 for alternate and improved projects -- and more than doubling the Iamount of the Port's insurance claim from the initial insurance company offer to final settlement. I • Guided clients such as the City of Cedar Rapids, Linn County and Cedar Rapids Community School District in Iowa through their recovery from more than $1 billion in damages following the 2008 floods. 1 • Assisted of the City of New Orleans nearly a year after Hurricane Katrina to help the City identify and correct issues with their FEMA and insurance claims. This process required the review and tracking of more than 950 PWs representing more than one-half billion TIDALEvery Catastrophe,Every Recovery 27 BASIN, `r. RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance ilm s.A,- ;;., dollars in grant funding, managing FEMA-State communications and correspondence for the City's Capital Projects Administration, addressing numerous environmental and historical concerns related to projects, and undertaking appeals and/or dispute resolution regarding Icontentious issues facing the City. • Provided emergency support staff to the State of New York since 2004, including in 2006 I programmatic support for five simultaneous flooding disasters requiring at its peak more than 160 trained personnel, and in 2013 programmatic support for the State's Hurricane Sandy recovery and several other high-priority projects requiring more than 400 trained and •I specialized FEMA PA and HMGP personnel. Including Hurricane Sandy, we will have handled over $10 billion in eligible damages and processed thousands of project worksheets. I • Provided HMGP, IA, and CDBG-related support to the State of New York for various federal and state recovery programs in 2013, as well as a successful expedited update of the State Hazard Mitigation Plan. I • Provided PA, hazard mitigation, FTA and insurance recovery support to the Port Authority of New York& New Jersey in managing their estimated loss of more than $2 billion Ifollowing Hurricane Sandy. Previous work for the Port includes handling their FEMA PA and hazard mitigation recoveries following the 9-11 Terrorist Attacks and their insurance claim following the 1993 World Trade Center bombing. I • Provided support to the Commonwealth of Massachusetts in its PDA efforts for DR-1614- MA and DR-1944-MA, in both of which our expertise successfully overcame initial denials of I eligibility by FEMA, ultimately resulting in nearly $30 million in funding the State might not otherwise have received. • Provided expert claims preparation guidance and disaster recovery-related process expertise Ito the State of Louisiana and local government claimants following the BP Oil Spill in 2010, including providing technical assistance to case management teams. I • Worked at the federal, state and local levels to guide recipients and sub-recipients through complex and unprecedented recoveries from major disaster events such as the 9-11 terrorist attacks, 1993 World Trade Center Bombing, Oklahoma City Bombing, and I Deepwater Horizon BP Oil Spill. For the 9-11 terrorist attacks, Al staff represented the Port Authority, State, and FEMA, working cooperatively and creatively to fit the parameters of the program in the unprecedented event. I • Provided support to Monroe County, FL to help Islamorada measure their building, business individual property, and loss of income/extra expense damages and to negotiate for recovery on their flood &wind claims with the insurance carriers in response to Hurricane I Wilma. I TIDALEvery Catastrophe,Every Recovery 28 I BASIN, I , (c,,,___„..„ RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance ...:::::::::::„ Data Management Platform The Data Management platform to be used is a paper-based system, wherein documentation of load tickets is recorded in a daily log in a Microsoft Excel database. Debris tickets will be entered into Excel and the City will receive a daily report detailing debris removals activities. ISample Reports Please see Sample Reports in the Appendix. 1 Other Technology Options and Capabilities Other technology options and capabilities available at the time of the event will be discussed. 1 Personnel Provided The Tidal Basin team confirms that we can provide all debris monitoring and disaster recovery Iequipment and personnel required under this RFP. Upon activation, we will meet to determine the scope and magnitude of the event. In addition, our PM or Deputy PM will deploy within 24 I hours for any City debris management operations. He will promptly meet with debris contractors to coordinate the deployment of staff to support prompt and proper debris removal. Deployment staff will depend upon the scope of the event and the City's current needs; I however, we have the proven ability to.deploy hundreds of personnel to support any size debris operations the City may require. 1. I I I I I I TIDAL EveryCatastrophe,Eve Recoveryry 29 I BASIN. .....w.-: RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance I . 8. Project Understanding and Technical Approach A. Approach and Process To Successfully Complete The Work • Tidal Basin understands and has answered the questions in this RFP completely, outlining the skills, resources, methodologies, and solutions available to the City. We are clear on the City's Ineeds and will continue to deliver our services with the same quality and care as we have in the past. We acknowledge the clear and concise requirements in this RFP and will bring the best I team and resources forward in the timeframe needed to deal with debris management and financial recovery issues and we look forward to our continued progress together. IProvide Debris Specialists Tidal Basin will provide staff to assist City with debris-related PA activities and provide recommendations and support to ensure consistency and compliance with FEMA debris Imanagement requirements and responsibilities. Our team is thoroughly trained to assist grantees and applicants in capturing and accounting for all aspects of their debris removal and I monitoring operations per FEMA requirements, including force account and contract labor, FEMA-acceptable procurement and contract formats, and compliance with environmental regulations and other special considerations. I Our ongoing training program includes specialized seminars augmented by our staff's constant, hands-on field experience.Almost every disaster we have worked during the past 15 years has involved extensive debris management. In addition to our thorough understanding of the issues Iinvolved with debris management, we continually consider how these issues may impact funding strategies. I Our proactive debris management approach and project formulation strategies led to a successful test case which predated FEMA's Pilot Program. Our team worked with Lee County, Florida, and FEMA program managers during the 2004 hurricane season to develop a model I under which a single estimated PW would be written for county-wide debris operations. This model was put to the test following Hurricane Wilma in 2005, when a single $10 million PW was written for debris operations prior to the applicant briefing and was subsequently reviewed by I FEMA and obligated within 28 days of the disaster. In addition to the immediate financial relief afforded the City, it was estimated that the City's administrative burden was reduced by approximately 90% as compared to the City's debris program implementation for Hurricane ICharley. Debris Monitoring 1 Our team has the capability, experience, capacity and commitment to complete all debris monitoring requirements and needs outlined in the City's Request for Proposal. We have I extensive debris monitoring experience and meet all of the minimum qualifications in the RFP. We have served dozens of communities following major disasters including Hurricanes Ike, Rita and Katrina. TIDALEvery Catastrophe,Every Recovery 30 I BASIN, •I RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Debris Monitoring - Experience Our emergency management experience is very diverse, including debris management, monitoring, planning, project development, project management, and financial recovery. We have provided monitoring services on multiple projects with over 1 million cubic yards of debris removal. We have assisted communities in monitoring the removal of all types of debris, such as right-of-way (ROW) debris, private property (right of entry) debris, commercial property, abandoned cars, marine debris, beach cleaning, vessel removal, hazardous trees/limbs, white goods, hazardous materials, and e-waste. Our firm provided debris monitoring services to numerous clients in the Houston/Galveston area following Hurricane Ike in 2008. This included monitoring for several municipalities and involved vegetative debris, C&D debris, surge zone debris, white goods, management sites, recycling and disposal. We also monitored marine debris removal from 350,000 acres of open water for the Texas General Land Office, as well as debris removal and/or sand screening on 50 miles of beaches along the Upper Texas Coast. We will utilize issuance of load tickets as one tool in managing the project and the contractor to ensure needs of City and its citizens are met on all projects. . Debris Monitoring - Capacity/ Depth of Staff While we have a great deal of debris monitoring experience, we have no pre-event contracts in the City area. Multiple commitments in these communities could cause even the largest firms not to be able to respond adequately in the event of a catastrophic disaster. Our lack of previous commitments with the largest communities in the area will allow us to focus our resources on the-recovery of the City. We encourage you to contact the communities we have supported following Hurricane Ike. You will hear their appreciation for the high level of service we were able to provide them, without being overcommitted to serve numerous large communities in the same area. Our team mobilized hundreds of temporary employees to meet the needs created by Hurricane Katrina across the Gulf Coast and again following Hurricane Ike and recent winter storms. We had adequate local management and staff to supervise the debris removal operations. Our ability to hire, train and successfully manage hundreds of monitors in an organized and timely manner is key to our success at debris removal monitoring and the corresponding recovery of the community.A deep staff of experienced managers, trainers, supervisors, and data managers is critical in mobilizing a large and effective monitoring program, following a catastrophic disaster. Abilityto Work within the City's Structure We will provide debris management expertise working as an extension of your staff and under your direction. We will provide employees with excellent communications skills to serve as liaisons to the City. These liaisons will be experienced in debris operations and will stay familiar 1 with current debris operations and issues. We will also provide Public Information Support, such as development of press releases, public service announcements, project updates and other TIDALEvery Catastrophe,Every Recovery 31 BASIN, 1 MI . RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Ipublic communication tools. As requested by the City, we will provide a debris management "hot line" to respond to the public on debris related issues. IFinancial Recovery/ Understanding of FEMA, FHWA and FDEM Guidelines Having worked on debris management and Public Assistance projects, we are thoroughly I familiar with the requirements and guidelines of the Federal Emergency Management Agency (FEMA), Federal Highway Administration (FHWA) and FDEM. We have a track record of full FEMA, FHWA and state reimbursement On projects we have monitored. We will work with City to Idevelop a strategy to maximize early reimbursement of project costs.We will coordinate meetings with FEMA Public Assistance (PA) staff early in the project and focus on disaster specific and guidance and detailed project costs and we will be a resource to City on federal Irequirements and financial recovery. Our team is committed to minimizing costs to the City through competitive hourly rates along I with careful management of working hours. We will work closely with the City in developing staffing levels to ensure adequate oversight and documentation of the project, while minimizing costs to the public. We take very seriously the challenge of managing a quick, effect debris I removal project, while maximizing federal and state reimbursement. We execute a detailed QA/QC program on every project. IData Management and Daily Reporting We enter load ticket and tower log data into a spreadsheet daily with multiple cross checks to I identify inconsistencies in real time. Accuracy of monitoring data and reporting systems is critical to.maintain the credibility of the project and receive FEMA reimbursement. Any errors or inconsistencies.are addressed and corrected right away with monitors, contractors and the City I as warranted to ensure accurate project data. Our data system was designed to handle large, complex projects, as well as simple ROW projects. The value.of our system is the ability to effectively manage numerous data fields on complex projects including individually addressed I ROE data such as names,'addresses, signed forms, photos, coordinates, inspections, eligibility, work dates, types of work, types of debris, FEMA visits, follow-up inspection data, etc. The data management system will generate daily reports to the City as set-up based on its Iinformation needs. The database will also be used to reconcile process invoices from the contractor and manage the data from load tickets for accounting and auditing purposes. In addition, zone maps will be updated to reflect where debris has been collected.we will provide a Idata management team to reconcile load tickets daily and develop up-to-date, accurate • information available to the City. We will review contractor pay requests and provide supporting documentation and make payment recommendations to City based on FEMA, FHWA and FDEM Ipolicy. 1 Selection/Permitting Of Temporary Debris Storage & Site Locations Our team, with the assistance from our team of geologists, will provide technical and permitting assistance associated with the need to locate Debris Management Sites (DMS). If requested by TIDALEvery Catastrophe,Every Recovery 32 BASIN. I . RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance the City, we will perform the necessary environmental data collection process including baseline data and apply for required permits per local, state and federal requirements for designated emergency TDSRS. Scheduling Work For All Team Members And Contractors On A Daily Basis Prior to the start of operations each morning, all monitors are required to sign-in at a pre- determined location. Meetings are held in each zone and are headed up by the Field Supervisor. At these meetings ongoing training is conducted, changes in FEMA guidance are reviewed, safety issues are addressed, and any pertinent information is exchanged. The Field Operations Manager will generally attend daily meetings. FEMA representatives are made aware of meeting locations and are welcome to attend and often address areas of need or concern. We will hold daily meetings with debris monitors and staff for project updates and for safety issues. If valuable information becomes available, our staff may meet more frequently. A record of meeting contents and attendees will be made and provided to the City upon request. We will coordinate work schedules with contractors 24 hours in advance and provide work schedules to the City. Accurate scheduling is critical to ensure adequate monitoring is provided to document debris removal without unneeded cost of excess monitors. Realistic schedules are also necessary to allow the City to track and oversee the project effectively. Monitors and contractors will be expected to follow these schedules to allow efficient, effective project performance, management, documentation and reimbursement. Hiring, Scheduling, and Managing Field Staff Our monitoring staff is an extension of your staff, reacting and responding to requests from the City. Our monitors are typically locally hired employees that are often displaced or out of work as a result of the declared disaster and are trained and supervised by our experienced permanent staff. Due to the fact we employ former public employees such as Public Works Directors, Fire Chiefs, and retired military personnel, we understand the stress a disaster has on the City's staff. Thus, we are able to assist in the staffing and operations of all aspects a disaster may cause.We can provide damage assessments for damaged buildings, roadways, utilities, and other City owned facilities. If the demand for temporary assistance goes beyond what we have immediately available, our Human Resource Department will support the effort and assist our local management staff in recruiting, screening, hiring, and training the additional monitors required throughout the life of this contract. Depending on the severity of a disaster, some of the key tasks we will accomplish in helping the City with recovery include: • Debris Management and Emergency Response Planning: 30 days after selection • Pre-Disaster Response: 2-5 experienced personnel 2 to 10 days prior to disaster • Damage Assessments: additional experienced personnel within 24 hours • Mobilizing Debris Contractors: supervisory personnel within 12 hours • DMS Preparation Assistance: 2 experienced personnel within 24 hours • TIDAL EveryCatastro he,EveryRecovery 33 BASIN, 1 RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance • Loading/Hauling Vehicle Certifications: up to 10 personnel within 3 days • Debris Monitors: over 100 monitors.within 3 days as needed • FEMA Meetings: 2 supervisory personnel available prior to disaster • Monitoring Operations: trained personnel, up to hundreds after major hurricane • Project Closeout: within 30 days following completion of debris removal operations Monitoring Recovery Contractor Operations and Improving Efficiency All field monitoring will be managed and executed to maximize federal and state reimbursement. Our team has a track record of full reimbursement of eligible project costs. Debris Monitoring Employees All debris monitors, and selected City staff will attend a training program designed by our debris management specialists prior to project activation at no cost to Sunny Isles Beach. All field personnel must possess adequate communication skills and willbe issued identification badges for security. Our experienced disaster response team provides training first in a classroom setting followed by field training that is designed to verify experience and knowledge of work assignments. All Disposal Site Monitors, Collection Monitors and Project Coordinators are required to attend a training program that includes identification of eligible debris, proper documentation, communication protocols, and safety requirements. We will involve FEMA in our training program to assure that everyone has a consistent understanding of the disaster specific guidance for debris removal.A copy of our training materials is available upon request. Daily Field Monitor Operations Collection site monitors will initiate five-part load tickets as debris is loaded form public property and ROW. Information will include address, project, type of debris and truck number and capacity. One copy is retained by the Monitor and the remainders are given to the driver to go to the disposal/TDSRS site. The Debris Monitors will turn in copies of the load tickets at the end of each shift to the supervisor. These tickets and an activity log will be available for review by the City. This log will contain the number of tickets inventoried, issued and/or voided. Field Supervisors will be assigned to teams of Monitors. Our Field Supervisors are the key to our success in helping clients receive full FEMA reimbursement on all projects. Our Field Supervisors have extensive experience and capabilities in debris management, as well as the ability to effectively train, lead and supervise monitors. All Field Supervisors are thoroughly familiar with FEMA and FHWA processes/procedures and have field experience performing all major monitoring activities including load ticketing, collection monitoring, disposal monitoring, vehicle certification, communications and daily reporting. Field Supervisors will report critical information to the City at the end of each day. Field Supervisors will be responsible for ensuring compliance of: • Proper loading and compaction • Adherence to the City's Debris Management Action Plan • Special needs assessment such as stumps, leaners/hangers, etc. 1 TIDAL Every Catastrophe,Every Recovery 34 BASIN. 1 • VEllo_` RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance I • Required documentation such as photos and GPS I QA/QC Program We will implement a QA/QC Program to minimize errors on load tickets, tower logs,.data entry and all project documents. All QA/QC processes will be coordinated through City and will I include compliance reviews for: load tickets, data entry, certifications, and compliance with laws and regulations. I We will provide Field Coordinators/Supervisors to observe the activities of our monitors and provide quality control /quality assurance reviews on the entire project. Adequate project control and full FEMA reimbursement can only be assured if our policy and procedures are I accurately implemented in the field. Every debris project is carefully managed from the FEMA kick-off meeting through project closeout. We communicate thoroughly with key players including the City, FEMA, FDEM, Iregulatory agencies, contractors, supervisors, and employees. Frequent and effective communication is important to ensure we understand and achieve the goals of the City. A clear understanding of the Stafford Act, disaster specific guidance and local FEMA staff are critical in Iproject control and management to ensure full reimbursement. Accurate complete recordkeeping, documentation and data management are as important as the physical work in meeting the goals of City and receiving full FEMA reimbursement IOur team follows the basic five-part FEMA load ticket process in monitoring ROW debris. Eligibility of debris and complete, accurate documentation lead to full reimbursement. These I basic functions must be performed correctly in the field. We place great emphasis on training and supervising monitors in the basic monitoring functions to they are performed consistently, and correctly. IOther Field Monitoring Support Services I We have experience in all aspects of debris management including planning, operations, management, monitoring and accounting systems. Our experience has included all types of debris removal programs such as ROW debris, leaner/hanger programs, Freon removal, white I goods, public property debris, waterway debris, comprehensive private property/Right of Entry (ROE) debris, marine debris, demolition, abandoned vehicles and vessels, beach sand cleaning, animal carcasses, condemnations, hazardous materials, asbestos, and tires. 1 We have also developed numerous supplemental forms and documentation processes for distinct types of projects.We utilize daily monitor reports, incident reports, tower logs, etc. on typical projects and we have developed specialized forms for projects involving items such as 1 sand cleaning, vessel removal, demolition, etc. We document debris every time it moves, i.e., cutting hazardous limbs, loading, unloading at Temporary Debris Storage and Reduction Sites (TDSRS), reduction, and final haul/disposal or recycling. Safety is of utmost importance to Iprotect everyone involved in the project. TIDALEvery Catastrophe,Every Recovery 35 1 BASIN. I RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Tower Monitoring We will provide monitors at all disposal and Temporary Debris Storage and Reduction Sites (TDSRS) in compliance with all FEMA and FHWA requirements. Prior to unloading at the disposal /site, the tower monitor will verify the truck, capacity and other information on the truck and load ticket and rate the load to determine the actual volume of debris hauled.We will take photographs of loads as requested by the City and will make contractor aware of safety issues observed at the site. The monitor will verify that the truck is empty as it leaves the site. Additionally, the Monitors will record the name of the disposal site, arrival time of the truck, and then print and sign his/her name. This information will be recorded on the load ticket and the daily site log. We will implement a similar load ticketing process for haul-out and final disposal of reduced debris. Public Drop-Off Site Operations We will monitor and document public drop-off sites to meet FEMA/state reimbursement requirements. We will also provide assistance, as requested, including environmental, permitting, address verification/documentation to determine eligibility, customer service, site closure and security. Weekly Coordination Meetings with the Contractor We will initiate a weekly meeting with the debris removal contractor to help expedite the work, and to discuss any issues that may arise during the week. It is important that the monitor and contractor are coordinating with each other to ensure a successful project. In conjunction with these meetings, our staff will coordinate with City personnel as needed on any issues that may arise in the field. Assisting The City With Responding To Public Concerns And Comments We will assist City in developing and implementing public communication tools. We will develop and implement programs to communicate disaster and debris removal information to the public. To coordinate these efforts, we will provide an experienced local employee with excellent communication skills, as well as thorough knowledge of the community and debris removal operations. As requested by the City, our communications assistance may include development of press releases, public notices, public service announcements, project status updates, and other public communication tools. We will establish and manage a call center to serve as a debris hotline. We will provide a local phone number and trained staff to manage phone calls regarding all aspects of disaster debris, including debris removal schedules, eligibility for pickup, processes, recording public needs/concerns, complaints and property damage claims. All complaints and damage reports will be documented and investigated, with resolution reported to the City. We have broad experience in public communications and call center management following major hurricanes and other disasters. All field public information support activities will be managed and executed to maximize federal and state reimbursement. TIDAL Every Catastrophe,Every Recovery 36 BASIN. 1 i. ,, : RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial RecoveryAssistance Certifying Contractor Vehicles For Debris Removal Certification, documentation, and validation of truck measurements are required by FEMA. Our staff will provide the measurements of the truck and trailer beds and review the compliance with requirements such as limitations of extensions above metal rails. The truck measurements will be recorded and entered into a spreadsheet for validation. Whenever load tickets and truck numbers are entered throughout the project, the database will verify that the truck bed capacity matches the truck number and recorded volume. For additional documentation, each measured truck will be photographed. Summary books of all certified vehicles will be maintained at each TDSRS and final disposal sites to verify vehicles and equipment and for quality control purposes. Certification will include inspection to ensure compliancewith minimum GDOT and City requirements. Potential attributes of vehicles subject to modification will be documented and periodic/random or suspicious spot checks and re-certifications will be utilized to discourage vehicle alterations. All load tickets and debris site data will be entered into our data management system daily. Our data management system really proves its value on complex projects. Managing ROW vegetative and C&D debris is relatively simple. Tracking numerous communications, types of debris, and inspections for each individual right of entry (ROE) property requires a well-designed data base system and should not be developed "on the fly" in the event of a catastrophic disaster. Entering load tickets into a database application 1 The process of daily ticket entry by individuals knowledgeable of both this project and debris removal in general provides a valuable check on reasonableness of load tickets and activities. For example, if significant C&D debris is observed from addresses in a light damage area, the clerk will ask a supervisor to verify. We have caught many potential problems quickly on past projects, when an observant data entry clerk recognized something that 'just didn't seem quite right." We train data entry personnel to think about the data as they go. This adds some extra hours to the data entry process, but we feel this is an important QA/QC step. Many cross-checks are also built into our proprietary data system, which shows caution flags when unexpected parameters are detected. Examples of data base "flags" could be short turn-around of a hauling unit, discrepancy on capacity, or high loads per day. We can also generate electronic load tickets if requested. GPS coordinates are recorded, and digital photographs are taken to document critical activities, including all unit price tree removals, to meet FEMA requirements. Sample photographs are taken on all aspects of the project. We are prepared to take, file and store additional photographs and GPS coordinates, as requested by the City. Digitization of source documentation (such as load tickets) Our team will originate and complete load tickets for each load of debris.We will digitize load tickets, tower logs and other original "source" documentation. We can also implement an . TIDAL EveryCatastrophe,EveryRecovery 37 1 BASIN, IIIIIRFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Ielectronic load ticketing system, as requested by the City, to enter data electronically in the field. We utilize an advanced data management system to effectively organize, store, and report project data. All data is the property of City will be continuously available for your review. I Developing Daily Operational Reports To Keep The City Informed I We will provide detailed daily status reports to City for use and information. These reports will be developed for automated generation by our comprehensive data management system. Relevant project statistics and cumulative,statistics will be shown in a straight forward graphical I manner for officials to provide information to the media or to their constituents. These reports will be customized to fit the specific needs of the City. These reports will include information such as vehicles operating, total loads hauled, and cubic yards hauled. This data will be broken Idown and reported in categories by precinct, by contractor and by debris type. We will also report average truck size and citizen drop-off sites by category. IReview, Reconciliation, And Validation Of Debris Removal Contractors We reconcile quantities with the contractor on a regular basis to ensure load ticketed quantities I match as the project progresses. This avoids much stress at the end of pay cycles in the event of different interpretations by the parties.We reconcile data ticket by ticket and perform all tasks in compliance with FEMA and FHWA standards. We review all contractor invoices for accuracy and I . consistency with load tickets, tower logs, and project spreadsheet quantities. Accurate, complete invoices/pay requests with correct quantities are forwarded to the City on a timely basis with a recommendation for payment. This monitoring, documentation, and review process provides the I quality control and backup needed for full reimbursement by FEMA, FHWA and/or FDEM. We will keep City informed of the effect of recommended payments on the project/overall budgets, Project Worksheets, and City Purchase Orders. This will assist in planning for Purchase Order 1 adjustments and the need for additional Versions of Project Worksheets. Development of Project Worksheets (PWs) IWe will keep a strategic focus on Project Worksheet and other pertinent report preparation required for reimbursement by FEMA, FDEM and any other applicable agency for disaster Irecovery efforts by City staff and designated debris removal contractors. We will establish a relationship with the Public Assistance Coordinator(PAC) responsible for writing the PW for the project. Our staff will provide estimated debris quantities and cost Iestimates to assist the PAC in developing the PW and any versions required. Our team will provide assistance to the City in identifying eligible damage to public facilities under other IFEMA Category assignments. Preliminary Damage Assessment (Category C thru G): I We will provide assistance to the City in identifying eligible damage to public facilities under FEMA Categories C through G. This work can extend into assistance in writing of PWs and TIDAL • Every Catastrophe,Every Recovery 38 BASIN. I . � �', RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance Isubsequent processing of Category C thru G projects to ensure that all eligible work is considered by FEMA. IB. Understanding of the Required Services/Support Tidal Basin affirms that we fully understand the services and support required by this RFP. Due to our incumbency, proven experience, project management model, and deep bench of highly qualified and competent personnel, we are confident in our ability to manage activation of multiple contracts. Prior to each hurricane season we will meet with the City at least once at no I cost to the City, to coordinate response and communications plans to facilitate a "fast track" disaster response. We will mobilize a core team of debris management professionals in advance of hurricanes or predicted disasters to being preparation for full scale debris operations and to I work with the City to develop an event specific Debris Management Operational Plan. Our companywide disaster management response team is prepared to respond immediately in the event of future disasters in Sunny Isles Beach. We will mobilize prior to the event in order to be Ifully prepared to assist the City to recover from predictable disasters. We will be on site to assist the City within 24 hours following unpredicted disasters. We are fully equipped and maintain the requisite resources and capability to meet the needs of multiple contracts in the event of a major event. In fact, we are currently supporting over three dozen clients nation-wide, many in Texas, Florida and Puerto Rico due to Hurricanes Irma and I . Harvey. Our organization is specifically designed to support multiple clients simultaneously without overpromising and underdelivering. We manage a "cadre" of over 400 on-call professionals that we can count on for immediate mobilization. We have dozens of Florida residents among our consulting staff, including many I bilingual Spanish-English speakers. Our team also includes over 70 Florida-licensed professional public adjusters who are available to assist with the City's insurance recovery needs. We are confident of our ability to respond and deploy to meet the needs of the County regardless Iof the size and scope of the event. Our Proven Experience When Hurricane Sandy hit the northeast, Tidal Basin responded within 24 hours for our clients who included New York State, Port Authority of NY/NJ, Orange County, and numerous townships in New Jersey.We deployed over 480 experienced personnel supporting our clients. We represented numerous counties, cities, universities and school districts up and down the east coast after Hurricane Matthew made landfall, while easily maintaining our support of other clients nationwide. Additional success factors are industry-leading trainingfacilities and programs, our use of �Y 9 P 9 ITempest-GEMS software to manage multiple projects simultaneously, our 45 offices spread TIDAL Every Catastrophe,Every Recovery 39 I BASIN. 1 V RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance throughout the country giving us numerous points of deployment and project management, and our unparalleled track record of successfully guiding numerous clients through the disaster recovery process as evidenced in our cited client references in Section 6. In an equally seamless fashion, our team will demobilize, accordingto the agreed-upon q Y schedule, factoring in transition time and closeout activities. Our ability to develop and execute Operational plans and work procedures is second to none. We will provide the City complete transparency and accountability, ensuring all documentation is recorded, tracked, and monitored and available 24/7 for the City's review, approval, and/or update. Our Quality Assurance/Quality Control methodology outlines steps our team will take in documenting and resolving damages. Invoicing and data management elements will be handled by the Project Manager and all concerns will be addressed with the City. C. Disclosure of Sub-Contractors Please see Subcontracting Plan in the Appendix. D. Typical DMS Safety Plan and Operational Plan The Tidal Basin team will develop a DMS safety plan, operational plan, upon activation and in accordance with all local, state, and federal requirements. We will work collaboratively with the City to develop event-specific operational plans upon notice to proceed. We acknowledge and confirm compliance with the City's assertion that any changes to the site safety plan or operational plan must be provided to the City and are subject to City approval and that the City also reserves the right to request changes to the Contractor(s) site safety plan or operational plan. We have included a typical Safety Plan Checklist and Debris Management Operational Plan Development Checklist in the Appendix, to provide the City an example of the elements to be included in the City-approved plans. E. Consultant's Ability To Avoid And/or Mitigate Unforeseen Problems Tidal Basin team has the resources of over 400 personnel ready to support debris monitoring and DR activities within Sunny Isles Beach. Our Project Manager will work with the City and corporate operations to ensure that all positions all filled and/or equipment needs are available on a daily basis. As an experienced firm, we know that time is one of the most critical factors in logistics, equipment delivery, staffing and all the resources necessary to race toward impactful action post-disaster. Our team understands that contingency plans and for that matter, redundancies in contingency plans will ensure unexpected delays do not impact the progress of debris management, response and recovery. We routinely complete a schedule of impact analysis for our clients that involves the process of quantifying and apportioning the effect of 'delay or change on a project schedule. Although not all events that differ from the planned schedule of work will result in a schedule impact, this report emphasizes how to identify and classify potential schedule impacts, as well as how to determine what, if any effect they have on deliverables. A review of common schedule TIDALEvery Catastrophe,Every Recovery 40 BASIN. 1 Ell . • il, . • RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Iimpact analysis techniques, along with examples, provide our clients with an appreciation for properly implemented analyses that gauge the effect of a delay or change, at the time of the I event, using the most relevant schedule information. The purpose of this document is to present the results of this review and discuss issues that differ from the planned schedule of resources and to identify events that will have an impact, identifying what that impact is, and assign I responsibility for it. We know how to plan, and we know how to thrive in adverse conditions so that we never miss a beat in our passion for service delivery. IF. Exceptions Tidal Basin has no exceptions to the RFP requirements or associated addenda. I I I . I I •I I I I I I TIDALEvery Catastrophe,Every Recovery 41 I BASIN, I (4) RFP No. 18-04-03: Disaster Debris Monitoring Services&Financial Recovery Assistance Appendix 1 1. Acknowledgement of Addenda 1 2. Bid Submittal Forms 3. Qualification Statement 4. Non-Collusion Affidavit 5. Public Entity Crimes 6. Equal Opportunity/Affirmative Action Statement 7. Conflict of Interest Statement 8. Dispute Disclosure Form 9. Anti-Kickback Affidavit 10.Attachment A: Price Proposal 11.Audited Financial Statements 1 12.Certificate of Authorization to do Business in the State of Florida 13.Proof of Insurance: Certificate of Insurance (COI) 14.Subcontracting Plan t15.Safety Plan Checklist 16.Debris Management Operational Plan Development Checklist 17. DLAN Overview 18.Sample Reports 19.Resumes i 1 TIDALEvery Catastrophe,Every Recovery 42 t BASIN, 1 I CITY OF SUNNY ISLES BEACH 1 . . 18070 Collins Avenue•, J Sunny Isles Beach, Florida 33160 So"" ,!<F . ^J 305.947.0606 0` 'o� www.sibfl.net 6'1'\ I �Q P 1.f C'11 i ''' 'r 01 WOh I BID SUBMITTAL FOR: IACKNOWLEDGEMENT OF ADDENDA Il INSTRUCTIONS: COMPLETE PART I OR PART II, WHICHEVER APPLIES • II PART I: UST BELOW ARE THE DATES OF ISSUE FOR EACH ADDENDUM RECEIVED IN CONNECTION WITH THIS IBID Addendum #1, Dated Friday,April 27, 2018 IAddendum #2, Dated Addendum #3, Dated IAddendum #4, Dated Addendum #5, Dated IAddendum #6, Dated Addendum #7, Dated Addendum #8, Dated 11 PART II: I ❑ NO ADDENDUM WAS RECEIVED IN CONNECTION WITH THIS BID IFIRM NAME: Tidal Basin Government Consulting, LLC AUTHORIZED SIGNATURE: an.I AL- DATE: 05/08/2018 TITLE OF OFFICER: Vice President I City of Sunny Isles Beach 'Request for Proposals Disaster Debris Monitoring No. 18-04-03 41 1 I • • CITY OF SUNNY ISLES BEACH 18070 Collins Avenue ] , Sunny Isles Beach, Florida 33160 �""'�tcF 305.947.0606 • 5 • www.sibfl.nef p...4.4 :,,'2‘ \ - Y o1:-;-,:i, _` so ,o� 4, • O I • 0 1 DELIVER TO: REQUEST FOR PROPOSAL City of Sunny Isles Beach SECTION 6 OPENING: City Clerk BID SUBMITTAL FORMS Thursday 18070 Collins Avenue y, May 1 0, 2018 2:30 PM 1 Sunny Isles Beach, FL 33160 PLEASE QUOTE PRICES, LESS TAXES, FOR THE 1 CITY OF SUNNY ISLES BEACH, FLORIDA • NOTE: City of Sunny Isles Beach is exempt from all taxes(Federal, State, and Local). Bid price should be 11 less all taxes.Tax Exemption Certificate furnished upon request. • • Issued by: Purchasing Agent Date Issued: This Bid Submittal Consists of 1 Genesis Cuevas 04/25/2018 Pages 40+ • 1 Sealed bids are subject to the Terms and Conditions of this Request for Proposal and the accompanying Bid Submittal. Such other contract provisions,'specifications, drawings or other data as are attached or incorporated by reference in the Bid Submittal,will be received at the office of the City Clerk at the address I shown above until the above stated time and date, and at that time, publicly opened for furnishing the supplies or services described in the accompanying Bid Submittal Requirement. RFP 18-04-03 IDisaster Debris Monitoring Services&Financial Recovery Assistance Procurement Agent: Firm Name: IGenesis Cuevas Tidal Basin Government.Consulting LLC Commodity Code(s): RETURN ONE ELECTRONIC COPY(FLASHDRIVE OR CD)ONE ORIGINAL AND FOUR COPIES OF BID SUBMITTAL PAGES AND AFFIDAVITS I FAILURE TO SIGN PAGE 43 OF SECTION 6 BID SUBMITTAL WILL RENDER YOUR BID NON- . RESPONSIVE , . ICity of Sunny Isles Beach 'Request for Proposals Disaster Debris Monitoring No. 18-04-03 40 • • I CITY OF SUNNY ISLES BEACH 18070 Collins Avenue- Sunny Isles Beach, Florida 33160 0 s0"r'�\FJ� 305.947.0606 '' �� www.sibil.net :�I � ' hit Jot 1 '. 04, 4`P Fl t�� iy Of WOP I BID SUBMITTAL FORM 1 Bid Title: Disaster Debris Monitoring Services&Financial Recovery Assistance • • I The undersigned Consultant proposes and agree, if this Bid is accepted, to enter into an agreement with The City of Sunny Isles Beach to perform and furnish all Work as specified or indicated in the Contract Documents for the Contract Price and within the Contract Time indicated in this Bid and in accordance with Ithe other terms and conditions of the Contract Documents. The Consultants accept all of the terms and conditions of the Advertisement and Instructions to Consultants, including without limitation those dealing with the disposition of Bid Security. This Bid will remain subject I to acceptance for 90 days after the day of Bid opening. The Consultants agrees to sign and submit the Agreement with the Bonds and other documents required by the Bidding Requirements within ten days after the date of the City's Notice of Award. 1 In submitting this Bid,the Consultant represents,as more fully set forth in the Agreement, that: • The Consultanthas familiarized himself/herself with the nature and extent of the I Contract Documents, Work, locality, and all local conditions and Law and Regulations that in any manner may affect cost, progress, performance, or • furnishing of the Work. • The Consultant has studied carefully all specifications and requirements. • The Consultant has given the City written notice of all conflicts, errors, I discrepancies that it has discovered in the Contract Documents and the written resolution thereof by City is acceptable to the Consultant. • This Bid is genuine and not made in the interest of or on behalf of any undisclosed I person,firm or corporation and is not submitted in conformity with any agreement or rules of any group,association,organization,or corporation;the Consultant has not directly or indirectly induced or solicited any other Consultants to submit a false or sham Bid; the Consultant has not solicited or induced any person, firm or I corporation to refrain from Bidding; and Consultant has not sought by collusion to obtain for itself any advantage over any other Consultants or over the City. I The City and the successful Consultant will establish completion times for each individual Work Item and the successful Consultant agrees that the work will be completed within the time frames agreed upon and stipulated in the individual Purchase Orders and/or Notice to Proceed. I - ICity of Sunny Isles Beach I Request for Proposals Disaster Debris Monitoring No. 18-04-03 42 1 I 1 • j CITY OF SUNNY ISLES BEACH 18070 Collins Avenue Sunny Isles Beach, Florida 33160 So"" 'r�E 305.947.0606 � ��Y ' • r\ www.sibfl.net -O\n 1 :1�pP 0 C. yf 4. C�r‘401---1)%4 Pt' I Firm Name: Tidal Basin Government Consulting, LLC Street Address: • 126 Business Park Drive Mailing Address(if different): Utica, NY 13502 1 Telephone No. 315-797-3035 Fax No. 315-797-1090 Email Address: sglenn@tidalbasingroup.com FEIN No. ��������3 *By signing this document the Proposer agrees to all Terms&Condition Signature: (Signature of authorized agent) Print Name: Steven Glenn Vice President Title: THE EXECUTION OF THIS FORM CONSTITUTES THE UNEQUIVOCAL OFFER OF CONSULTANT TO BE BOUND BY THE TERMS OF ITS PROPOSAL. FAILURE TO SIGN THIS SOLICITATION WHERE INDICATED ABOVE BY AN AUTHORIZED REPRESENTATIVE SHALL RENDER THE PROPOSAL NON-RESPONSIVE. THE CITY MAY,HOWEVER,IN ITS SOLE DISCRETION,ACCEPT ANY PROPOSAL THAT INCLUDES AN EXECUTED DOCUMENT WHICH UNEQUIVOCALLY BINDS 1 THE CONSULTANT TO THE TERMS OF ITS OFFER. I City of Sunny Isles Beach I Request for Proposals Disaster Debris Monitoring No. 18-04-03 43 1 ,j CITY OF SUNNY ISLES BEACH 8070 Collins Avenue Sunny Isles Beach, Florida 33160 sVHNY„ftEJ • 305.947.0606 \ www.sibfl.net 9'•- ; ♦ • c''/}OI SUN Pa t Section 7 QUALIFICATION STATEMENT • Check one: Tidal Basin Government Consulting, LLC Submitted By: ® Corporation Name: Steven Glenn [' Partnership Address: 126 Business Park Dr ❑ Individual City, State, Zip Utica, NY 13502 ❑ Other Telephone No. 315-797-3035 • Fax No. 315-797-1090 1. Indicate registration, license numbers or certificate numbers for the businesses or professions, which are the subject of this Proposal. Please attach certificate of competency and/or state registration. Document # M10000000434 1 2. Have you ever failed to complete any work awarded to you? If so, state when, where and why: No. 1 3. State the names, telephone numbers and last known addresses of three (3) references with the most knowledge of work which you have performed and to which you refer (indicate government references if applicable). City of Sunny Isles Beach l Request for Proposals Disaster Debris Monitoring No. 18-04-03 44 1 • I CITY OF SUNNY ISLES BEACH 1 18070 Collins Avenue Sunny Isles Beach, Florida 33160ti�"" `IAF 305.947.0606 � 9� � www.sibfl.nel , 'p \T Vj .\ a-� ,Sf —`_`C,c" 4'. • Ccif)*Of SUH F-O I Joseph Kroll,City of Aventura,FL-19200 W Country Club Drive,Aventura,FL—Phone:305-466-8970 I Pilar Schuitema,University of Miami-1320 S.Dixie Highway,Suite 1200,Coral Gables,FL 33146—Phone:305-284-3163 Steven Kulick,CPM,City of South Miami Beach-6130 Sunset Dr,South Miami,FL 33143--Phone:305-663-6339 I 1. 4. State the name of the individual who will have personal supervision of the work: Greg Szymanski I . DPM: Ron Anderson 5. State the names and addresses of all businesses and/or individuals, who own an I interest of more,than five percent (5%) of the Offeror's business and indicate the percentage owned of each such business and/or individual: 1N/A I • I6. State the name of Surety Company which will be providing the bond, and name and address of agent: IN/A • I . 7. Attach a financial statement including Consultant's latest balance sheet and income statement showing the following items: Ia) Current Assets (e.g., cash, joint venture accounts, accounts receivable, notes receivable, accrued income, deposits, materials, real estate, stocks and bonds, equipment, furniture and fixtures, inventory and prepaid expenses): • Ib) Net.Fixed Assets c) Other Assets 1 City of Sunny Isles Beach I Request for Proposals Disaster Debris Monitoring No. 18-04-03 45 I 1 . CITY OF SUNNY ISLES BEACH 18070 Collins Avenue Sunny Isles Beach, Florida 33160 305.947.0606 www.sibfl.net "ye tOP 5� Ci,r Of SUN d) Current Liabilities (e.g., accounts payable, notes payable, accrued expenses, provision for income taxes, advances, accrued salaries, real estate encumbrances and accrued payroll taxes). e) Other Liabilities (e.g., capital, capital stock, authorized and outstanding shares par values, earned surplus, and retained earnings). 8. State the name of the firm preparing the financial statement and date thereof: Firley, Moran, Freer& Eassa, CPA, PC 11. Litigation/Judgements/Settlements/Debarments/Suspensions — Submit information on any pending litigation and any judgements and settlements of court cases relative to providing the services requested herein that have occurred within the last three (3) years. Also indicate if your firm has been debarred or suspended from bidding or proposing on a procurement project by any government entity during the last five (5) years. N/A 1 1 I 1 1 1 City of Sunny Isles Beach (Request for Proposals Disaster Debris Monitoring No. 18-04-03 46 1 I I V NNY fs S (F. o/?,^..-f f,. 'r� . �/ �- " NON- COLLUSION AFFIDAVIT I x , • City of Sunny Isles Beach ••.. ,_-,-• 18070 Collins Avenue - SFc '•F�oa, v+`s. Sunny Isles Beach,FL 33160 I ''or sus'� Telephone:(305)947-0606 Fax:(305)949-3113 NMyok STATE OF FL-ARM ) COUNTY OF(1I ) The undersigned being first duly sworn as provided by law,deposes,and says: 1 This Affidavit is made with the knowledge and intent that it is to be filed with the City of Sunny Isles Beach City Commission and that it will be relied upon by said County,in any consideration which may give to and any action it may take with respect to this RFP. The undersigned is authorized to make this Affidavit on behalf of, • II Tidal Basin Government Consulting,LLC • (Name of Corporation,Partnership,Individual,etc.) • Ia, Corporation Washing ton,DC ,formed under the laws of (Type of Business) (State) • Vice which he is President (Sole Owner,Partner,President,etc.) I Neither the undersigned nor any person, firm, or corporation named above nor anyone else to the knowledge of the undersigned, have themselves solicited or employed anyone else to solicit favorable action for this RFP by the City, also that no head of any department or employee therein,or any officer of the City of Sunny Isles Beach,Florida is directly interested therein. This RFP is genuine and not collusive or a sham; the person, firm or corporation named above has not colluded, conspired, connived or I agreed directly or indirectly with any proposers or person, firm or corporation, to put in a sham RFP, or that such person, firm or corporation, shall refrain from Bidding,and has not in any manner,directly or indirectly,sought by agreement or collusion,or communication or conference with any person, firm or corporation, to fix the prices of said Bid or Bids of any other proposers; and all statements contained in the RFP or RFP's described above true; and further, neither the undersigned, nor the person, firm or corporation named above has directly or indirectly submitted said RFP or the contents thereof, or divulged information or data relative thereto, to any association or to any member or agent thereof. A bL_ Vice President AFFIANTS NAME AFFIANTS TITLE • TAKEN,SWORN AND SUBSCRIBED TO BEFORE ME this f) day ofjtiaid_____` ,2018. Personally Known X or Produced Identification , Type of identification ID I (Affix seal here) <17/2( Lria/VW PuBLl name printed•/2/� er I BRIANNA L. MOYER / g NotaryPub1►a,In the State of New York. Qualified in th eida County 01 M062S4466 My Commistion Expires Dec.23,2021, - • • • I I 1 of 10 I I I • � PUBLIC ENTITY CRIMES I u.. _ • = I • - Imarket value under an arm's length agreement, shall be a prime facie case that one person controls another person. A person who knowingly enters into a joint venture with a person who I has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. 5. I understand that a "person" as defined in Para. 287.133(1)(e),_Florida Statutes, means any natural I person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding Contract and which Bids or applies to Bid on Contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "persons" includes those officers, directors, executives, partners, shareholders, Iemployees, members, and agents who are active in management of any entity. 6. Based on information and belief, the statement which I have marked below is true in relation to the entity I submitting this sworn statement. (Indicate which statement applies.) Neither the entity submitting this sworn statement, nor any of it's officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, nor any affiliate of the entity has been charged with and.convicted of a public entity crime subsequent to July 1, I 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, or an affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in the management of the entity, or an I affiliate of the entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. However, there has been a subsequent proceeding before a Hearing Officer of the State of • I Florida, Division of Administrative Hearings and the Final Order entered by the Hearing Officer of the State of Florida, Division of Administrative Hearings and the Final Order entered by the Hearing Officer determined that it was not in•the public interest to place the entity submitting this sworn statement on the convicted vendor list. (Attach a copy of the final order.) I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH DECEMBER 31 OF THE CALENDAR YEAR IN WHICH IT IS FILED. I I ALSO UNDERSTAND THAT•I AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHOLD AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES, FOR CATEGORY TWO OF ANY, CHANGE IN THE INFORMATION CONTAINED IN THIS FORM. By: ni .AL (Signature) Steven Glenn (Printed Name) Vice President (Title) Q Sworn to and subscribed before me this p day of ►r t4 li , 20 ik' , by I (AFFIX NOTARY STAMP HERE) �f���� /%1 �. P� BRIANNA L. MOYER Notary Public in the State of New York Si tune: Notary Pu bli State of Merida—. ff� Yo Qualified in Oneida County 01M06294465 . �a��� / � My Commission Expires Dec.23,20 Z_(_, `." �/e� ' Print or Type Commissioned Name Personally Known II \� OR Produced Identification Type of Identification Produced IC 3of10 I r ss p NY,s( C;CEQUAL OPPORTUNITY / u _ 7. AFFIRMATIVE AFFIRMATIVE ACTION City of Sunny Isles Beach "'Pr o.sue 18070 Collins Avenue Sunny Isles Beach.FL 33160 Telephone:(305)947-0606 Fax:(305)949-3113 IEQUAL OPPORTUNITY/AFFIRMATIVE ACTION STATEMENT The contractors and all subcontractors hereby agree to a commitment to the principles and practices of equal opportunity in employment and to comply with the letter and spirit of federal, state, and local laws and regulations prohibiting discrimination based on race, color, religion, national region, sex, age, handicap, marital status, and political affiliation or • belief. Signed:- Title: Vice President Firm: Tidal Basin Government Consulting LLC Address: 126 Business Park Drive Utica, NY 13502 • • - r r • • r r r r 4of10 1 • I 1 uNSNY� �S <Fs CONFLICT OF INTEREST o , F I ' _ ,---b---77.n City of Sunny Isles Beach 6: .` =- 18070 Collins Avenue L. Sunny Isles each,FL 33160 %9= u�� Telephone:(305)947-0606 Fax:(305)949-3113 1 sF "•FI.o° '. c'T' OF SUN r- CONFLICT OF INTEREST STATEMENT The award of any contract hereunder is subject to the provisions of Chapter 112, Florida State Statutes. Proposers I must disclose with their Bids,the name of any officer,director,partner,associate or agent who is also an officer or employee of the City of Sunny Isles Beach or its agencies. I STATE OF FLORIDA COUNTY OF BEFORE ME,the undersigned authority,personally appeared Steven Glenn Iwho was duly sworn,deposes,and states: 1. I am the Vice President of Tidal Basin Government Consulting, LLC office in with a local in Utica, NY and principal office 2.The above named entity is submitting a Bid for the City of Sunny Isles Beach, Bid No. 18-04-03 I described as Disaster Debris Monitoring Services&Financial Recovery Assistance The Affiant has made diligent inquiry and provides the information contained in this Affidavit based upon his own knowledge.. 3. The Affiant states that only one submittal for the above Bid is being submitted and that the above named entity has no financial interest in other entities submitting Bids for the same project. 4. Neither the Affiant nor the above named entityhas directly ct y or indirectly entered into any agreement, participated in any collusion,or otherwise taken any action in restraints of free competitive pricing in connection I with the entity's submittal for the above Bid. This statement restricts the discussion of pricing data until the completion of negotiations if necessary and execution of the Contract for this project. 5. Neither the entity nor its affiliates,nor anyone associated with them,is presently suspended or Iotherwise ineligible from participation in contract letting by any local,State,or Federal Agency. 6. Neither the entity,nor its affiliates,nor anyone associated with them have any potential conflict of interest due to any other clients,contracts,or property interests for this project. 7. I certify that no member of the entity's ownership or management is presently applying for any employee position or actively seeking an elected position with the City of Sunny Isles Beach. I 8. I certify that no member of the entity's ownership or management,or staff has a vested interest in any aspect of the City of Sunny Isles Beach. I9. In the event that a conflict of interest is identified in the provision of services, I,on behalf of the above named entity,will immediately notify the City of Sunny Isles Beach. Dated this g day of inQ v ,20)e. 1 .�J Steven Glenn,Vice President AFFIANT _ Print or Type Name and Title I Sworn to and subscribed before me this 8 day of2016 . CISc Personally Known,OR May 0 Produced Identification-Type of Identification INOTARY PUBLIC STATE OF F-LARIDA. ' . 01._ Airof , / . -/77)i, 'BRIANNA L. MOY€R Notary Public in the State of New York 5 of 10 I Qualified in Oneida CountyO1M06294465 My Commission Expires Dec.23:20.(„ i , 1 SUNNY is, OF J$ _: . _ DISPUTE DISCLOSURE . v - _ _ z City of Sunny Isles Beach �D9 �._:it'o� 18070 Collins Avenue - s'E� '•,I o o ti. Sunny Isles Beach,FL 33160 , or SUN'' Telephone:(305)947-0606 Fax:(305)949-3113 DISPUTE DISCLOSURE FORM 1 Answer the following questions by placing a "X" after"Yes" or"No". If you answer"Yes", please explain in the space provided,or on a separate sheet attached to this form. I 1. Has your firm or any of its officers, received a reprimand of any nature or been suspended by the Department of Professional Regulations or any other regulatory agency or professional associations within the last five(5)years? IYES NO x • 1 2. Has your firm, or any member of your firm, been declared in default, terminated or removed from a contract or job related to the services your firm provides in the regular course of business within the last five (5) years? YES NO x • I 3. Has your firm had against it or filed any requests for equitable adjustment, contract claims, Bid protests, or litigation in the past five (5) years that is related to the services your firm provides in the regular course of business? x If yes, state the nature of the request for equitable adjustment, contract .claim; litigation, or protest, and state a brief description of the case, the outcome or status of the suit and the monetary amounts of extended contract time involved. I hereby certify that all statements made are true and agree and understand that any misstatement or misrepresentation of falsification of facts shall be cause for forfeiture of rights for further consideration of this Bid for the City of Sunny Isles Beach. ITidal Basin Government Consulting,LLC • 5/8/2018 Firm I j� Date fr. Steven Glenn,Vice President Authorized Signature Print or Type Name and Title I . I I I • 6of10 I I • • I ,0NY/Ji S _ F,, °F' - , .e ANTI -KICKBACK I �-,n-- . - City of Sunny Isles Beach r',➢�; `_ o� 18070 Collins Avenue - iF , .F 00 ,tom Sunny Isles Beach,FL 33160 1 c'''"or suo" Telephone:(305)947-0606 Fax:(305)949-3113 ANTI-KICKBACK AFFIDAVIT INew York -STAT€-OF.LORIDA ) ii Oneida ) COUNTY OF ) I I, the undersigned, hereby duly sworn and deposed say that no portion of this sum herein Bid. will be paid to any employees of the City of Sunny Isles Beach or its elected officials as a commission, kickback, reward or gift, directly or indirectly by me or any member of my firm or by an officer of the corporation. . IBy: n.AL- Vice President Title: I • p The foregoing instrument w acknowledged before me this b day of , 20 I� , by /7 ai)iQ / - /976(6r. [name of person], as NOS 0(i, - [type of authority], for ,5.i-f jfl 60011 -1 [name of party on behalf of whom instrument was Iexecuted]. • AFFIX NOTARY STAMP HERE: I Oil ZiAtifiaY'-/13/i-Ate BRIANNA L. MOYER Mary Public— State of f • ; /eh/V 1t Notary Public in the State of New York Qualified In Oneida County 01M06294465 ra L nO er` I My Commission Expires Dec.23,20 2 I Print or Type Commissioned ame IPersonally Known xOR Produced Identification Type of Identification Produced I I ' . I • 7 of 10 CITY,of su1114Y.1s11:S-BEACH . .. 18070.Collins venue o 5unny)sles Beach, Hlcri&&•331.60 s'S -`:tiEa 345 947:0606 _b` �'. • Lt7 ,y www.stbll;net s../ ti,„ . 5i 1� `t ' . '••t0)% 44' `cY''s'0,Suri P`� ii ___ I ATTACHMENT A o PRECC PROPOSAL Consultant shall complete all sections of the following price sheet. The hourly rate must include I .I all costs associated with the performance of the contract as a result of this RFP. The pricing below must include overhead and profits, lodging, meals, transportation, rentals, safety gear, telephone costs, cameras, GPS devices and all other materials, items and miscellaneous expenses. Proposers I may offer other required positions as necessary with the written approval.of the City's Project Manager. ITEM # POSITION HOURLY RATE 11.1. Project Manager $ 205.00 I1.2. Field Supervisor $ 145.00 1.3. Field Monitor $ 100.00 I1.4. TDMS Monitor $ 105.00 Debris Site Security 1.5. $ 105.00 1 GIS Specialist 1.6. $ 120.00 I1.7. Data Entry • $ 100.00 Data Manager $ 110.00 1.8. I FEMA Reimbursement Manager $ 175.00 1.9. • Aerial Photo Package(5 Photos per Flight, $2,500.00 - 1.10 different locations) I1.11 Photograph Copies(Duplicate of Original $ 25.00 Approved Photo) Additional Photographs(per photo,same flight, $ 2,500.00 1.12 same location,different view) I1.13 Additional location(one photo,same flight, $ 2,500.00 different loca '•n) Authorized Signatory--- A . : ' , Ay L- i_ Executed by: Steven N.Glenn 1 City of Sunny Isles Beach I Request for Proposals Disaster Debris Monitoring No. 18-04-03 48 I . TIDAL BASIN May 08, 2018 • Re: RFP No. 18-04-03:Disaster Debris Monitoring Services & Financial Recovery Assistance for the City of Sunny Isles Beach,FL • To whom it may concern: Tidal Basin Government Consulting,LLC (TB) is a wholly owned subsidiary of Adjusters International, Inc. (AI) (nka Rising Phoenix Holdings Corporation). AI purchased TB on April 14,.2016 and as a result all prior financial reports do not reflect its current Equity Capitalization. Prior to 2016 TB did not have audited financial statements. AI's audited 12/31/2016 financial statements are attached. , e • • Sincerely Stephen T. Surace, CPA Chief Financial Officer 1 1 1 126 Business Park Drive I Utica, NY 13502 I P:800.382.2468 I F:315.797.1090 TidalBasinGroup.com 1 Confidential pursuant to Chapter 688.02 (4) (a) and (b), Florida Statutes, "Uniform Trade Secret Act" 1 1 1 1 Audited Consolidated Financial Statements ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES �0 December 31, 2016 ° 0 1 CA On0 nC9\ Confidential pursuant to Chapter 688.02 (4) (a) and (b), Florida Statutes, "Uniform Trade Secret Act." Audited Consolidated Financial Statements ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 Audited Consolidated Financial Statements Independent Auditor's Report 1 Consolidated Balance Sheets 3 Consolidated Statements of Operations n� 5 Consolidated Statements of Equity 6 Consolidated Statements of Cash Flows � 7 Notes to Consolidated Financial Statements • 9 k C&C) v 9 Oo I •1 1 1 1 1 FIFE Firley, Moran, Freer & Eassa, CPA,P.C. 5010 Campuswood Drive•East Syracuse,NY 13057 p:315.472.7045 f:315.472.7053 www.fmfecpa.com INDEPENDENT AUDITOR'S REPORT To the Board of Directors Adjusters International, Inc. and subsidiaries • Utica,New York Report on the Consolidated Financial StatementsOC, • We have audited the accompanying consolidated financial statemen s' Adjusters International, Inc. and subsidiaries (Tidal Basin Holdings, Inc., 126 Business Park 1 rtmerrs and Mosaic Accounting, Inc.) which comprise the consolidated balance sheets as of December,31, 2016 and 2015, and the related consolidated statements of operations, equity and cash flows for the years then ended and the related notes to the consolidated financial statements (collectively,the "financial statements"). Management's Responsibility for the Financial Statements Management is responsible for the preparat ntnd fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and\maintenance of internal control relevant to the preparation and fair presentation of financial statemnts that are free from material misstatement, whether due to fraud or error. 00��' Auditor's Responsibility responsibility tyis toe�pss an n opini n on these financial statements based on our audits. We conducted our audits accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. • An audit involves performing procedures to obtain audit evidence about the amounts and disclosures t in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the. financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's Ipreparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. • An Independently Owned Member.RSM US Alliance RSM US Alliance member firms are separate and independent businesses and legal entities that are responsible for their own acts and omissions,and each are separate and independent from RSM US LLP.RSM US LLP is the U.S.member firm of RSM International.a global network of independent audit,tax,and consulting firms.Members of RSM US Alliance have access to RSM International resources through RSM US LLP but are not member firms of RSM International. -1 • - 1 We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Adjusters International, Inc. and subsidiaries as of December 31, 2016 and 2015, and the results of its operations and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America. "ji) h2 ) CPA, ee. East Syracuse,New York May 2, 2017 op,nc\ 14- 1 eip ,,0 Confidential pursuant to Chapter 688.02 (4) (a) and (b), Florida Statutes, "Uniform Trade Secret Act." -2- 1 CONSOLIDATED BALANCE SHEETS ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 2015 1 ASSETS CURRENT ASSETS Cash and cash equivalents $ 3,900,036 $ 6,277,529 Accounts receivable, net of allowances of C $87,236 in 2016 and 2015 3;1455 5,016,576 Accrued fees receivable--affiliates180,948 190,917 Accrued fees receivable--nonaffiliates 1,883,742 1,064,592 Unbilled costs o O� 58,279 90,908 Inventory �� 3,756 3,381 Refundable income taxes 50,211 1,045,433 Deferred income taxes O 165,000 32,000 Prepaid franchise fees, advertising and deposits 0 283,132 244,041 TOTAL CURRENT ASSETS 9,678,559 13,965,377 V OTHER ASSETS Investment in joint venture �6 1,255,661 -0- Intangible asset--goodwill ($3,200;000), less amortization 2,973,333 -0- Deferred income taxes o (J3 103,000 -0- 4,331,994 -0- IPROPERTY AND EQUIPMENT Land \u/\ 166,847 166,847 Building and impro.ements 3,647,813 3,664,432 Office furniture and equipment 1,098,610 1,107,265 Software/website development 913,849 799,225 Trade show displays 4,174 39,538 5,831,293 5,777,307 Less allowances for depreciation and amortization 3,179,388 3,000,844 2,651,905 2,776,463 I $16,662,458 $ 16,741,840 1 Confidential pursuant to Chapter 688.02 (4) (a) and (b),Florida Statutes, "Uniform Trade Secret Act." I -3- 1 • I I December 31, 2016 2015 LIABILITIES AND EQUITY CURRENT LIABILITIES , Notes payable $ 500,000 $ -0- Accounts payable and accrued expenses o e624\281 853,239 Accrued fees payable--affiliates 374,297 1 Accrued fees payable--nonaffiliates 717,263 881,380 Due to employee/stockholder \� 392,777 -0- Current maturities of long-term debt (eA( .) 159,166 154,083 ITOTAL CURRENT LIABILITIES 2,703,270 2,262,999 LONG-TERM DEBT, excluding current maturities• 602,052 756,894 DEFERRED INCOME TAXES 1 -0- 33,000 ti_ I STOCKHOLDERS' EQUITY �� Preferred stock, $1 par value: e„ Authorized--25,000 shares; issued a annd'outstanding-- I 608 shares in 2016 and 550 in 21'5 including 300 shares in treasury ��� 608 550 • Common stock,$1 par val'ue: I Authorized--250,000 shear,es; issued and outstanding-- 15,340 shares in 20{1;6 and 2015 15,340 15,340 Additional paid iapital 1,075,101 1,025,159 Retained earnings 12,341,066 12,733,288 13,432,115 13,774,337 Less Preferred stock in treasury, at cost 302,250 302,250 1 Total controlling,interest in stockholders' equity 13,129,865 13,472,087 Total non-controlling interest in stockholders' equity 227,271 216,860 I13,357,136 13,688,947 $ 16,662,458 $ 16,741,840 I I See notes to consolidated financial statements. I -4- I . ICONSOLIDATED STATEMENTS OF OPERATIONS ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES I IYear ended December 31, 2016 2015 Revenues: Adjusting and consulting fees $15,602,348 $ 19,558,526 Less: direct expenses 3,238,796 5,044,352 1 participants' share 1,739;313 2,974,450 Net adjusting and consulting fees 10ob6243.9 11,539,724 I Other income (expense): Operating agreements bt 165,117 81,294 Rental income 196,116 51,040 I Loss on disposal of equipment �� (24,938) (32,657) Other miscellaneous expense, net (303) (820) Income from joint venture C7 1,066,481 -0- 1,402,473 98,857 1 NET REVENUES 12,026,712 11,638,581 I Operating expenses X:'\I 11,550,468 12,424,882 . 476,244 (786,301) \p 1 Depreciation and amortization* p 517,311 332,710 Acquisition and organizationsc sts 252,852 -0- I O� Interest expense, nts, iincluding amortization of deferred financing costs of$1,986 in 2016 and 2015 33,892 33,075 LOSS BEFORE INCOME TAXES AND MINORITY INTEREST (327,811) (1,152,086) 1 Income tax expense(benefit): Current 323,000 (363,000) Deferred (269,000) (53,000) 154,000 (416,000) LOSS BEFORE MINORITY INTEREST (381,811) (736,086) INon-controlling interest in net income of subsidiaries _ (10,411) (14,793) CONTROLLING INTEREST IN NET LOSS $ (392,222) $ (750,879) 1 See notes to consolidated financial statements. II 5- I . • CONSOLIDATED STATEMENTS OF EQUITY ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES Years ended December 31, 2016 and 2015 •N Additional Preferred Stock Common Stock Paid in Retained Shares Amount Shares Amount Capital Earnings BALANCES AT DECEMBER 31,2014 550 $550 15,340 S15,340 $1025,159 $13,507,067 - � Redemption of Preferred stock �0 held in treasury �Dividends declared on Preferred stock 6°1 (22,900) Redemption of Preferred stock held in treasury r P Net(loss)income (750,879) BALANCES AT DECEMBER 31,2015 550 •V.550 15,340 15,340 1,025,159 12,733,288 ® Issuance of Preferred stockS�58, 58 49,942 Net(loss)income �� (392,222) BALANCES AT DECEMBER 3 WO.a 608 $608 15,340 $15,340 $1,075,101 S 12,341,066 ccO See notes to consolidated financial statements. 1 1 1 1 -6- I I I I I Preferred Stock Total in Treasury, Total Non- at Cost Controlling Controlling I Shares Amount Interest Interest Total -0- $ -0- $14,548,116 $202,067 $14,750,183 O o I O 50 (50,350) (50,350) (50,350) (52,,c\(22,900) (22,900)0 67_)-) I kit=k1/4. . 250 (251,900) (251,900) (251;900) I (750,879) 14,793 '36,086) 300 (302,250) 13,472,087 . 216,8600 13,688,947 O I50,000 �� 50,000 (392,222) 0,411 (381,811) 1 . 300 $(302,250) $13,129,86 `0$227,271 $13,357,136 QSC 9 i . 1 CONSOLIDATED STATEMENTS OF CASH FLOWS ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES I 0 Year ended December 31, 2016 2015 (DECREASE) INCREASE IN CASH AND CASH EQUIVALENTS Cash flows from (used in) operating activities: Cash received from customers ‘$ 17 7940 $ 23,720,456 b, baa Cash paid to participants, vendors and employees (17;085;732) (21,549,851) 1 Rent received c 50,094 51,040 Interest received 10,667 14,592 Interest paid ° 6,-- (42,901) (46,138) Income taxes refunded, net � O 672,222 448,435 NET CASH PROVIDED BY OPERATING ACTTIES 1,397,090 2,638,534 Cash flows from (used in) investing activities: 0 Purchase of property and equipment (61,440) (68,763) Purchase of software/website development (29,584) (51,306) Amount received from joint ventured 500,000 -0- Payments related to acquisition o�f��T��id,al asin (4,544,401) -0- NET CASH USED ll' yIV,1ESTING ACTIVITIES (4,135,425) (120,069) Cash flows from (used in) financing activities: Proceeds from line of credit 500,000 -0- Repayments of long-terrYdebt (139,158) (149,388) Dividends paid -0 (22,900) Redemption of P3eferred stock -0- (302,250) NET CASH PROVIDED BY (USED IN) FINANCING ACTIVITIES 360,842 (474,538) NET(DECREASE) INCREASE IN CASH AND CASH EQUIVALENTS (2,377,493) 2,043,927 Cash and cash equivalents at beginning of year 6,277,529 4,233,602 CASH AND CASH EQUIVALENTS AT END OF YEAR $ 3,900,036 $ 6,277,529 • I I -7- 1 CONSOLIDATED STATEMENTS OF CASH FLOWS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES IlYear ended December 31, 2016 2015 RECONCILIATION OF NET LOSS TO NET CASH PROVIDED BY OPERATING ACTIVITIES Net loss $ (392;222) $ (750,879) Adjustments to reconcile net loss to net cash o n\ provided by operating activities: /��� Depreciation and amortization 51199,297 334,696 Income from joint venture 1,066,481) -0- Loss on disposal of equipment o 6 24,938 32,657 I Deferred income tax benefit 000 53 00 Non-controlling interest in subsidiary 10,411 14,793 Decrease (increase) in: 0 I Accounts and accrued fees receivable0 2,025,250 4,080,999 Unbilled costs 32,629 (29,033) Inventory (375) (50) I Refundable income taxes 995,222 85,435 Prepaid franchise fees, advertismg�and deposits (19,378) 199,506 Increase (decrease) in: �I" I Accounts payable and accrued expenses (831,001) (518,623) Accrued fees--affiliate"\` 531,917 (757,967) Accrued fees--nona lliafes (164,117) -0- I X CO NET CASH PROVIDED BY OPERATING ACTIVITIES $ 1,397,090 $ 2,638,534 X I I See notes to consolidated financial statements. I I I 1 -8- • • NOTES TO CONSOLIDATED FINANCIAL STATEMENTS ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 NOTE A--SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Basis of Presentation of Consolidated Financial Statements: The consolidated financial statements include the accounts of Adjusters International, Inc. ("Al") and its majority owned subsidiaries, 126 Business Park Partners and Mosaic Accounting, Inc.iand�its wholly owned subsidiary Tidal Basin Holdings, Inc. and its subsidiaries ("Tidal cBasinr) (collectively "the Company") (See Note B). AI has an 82% ownership interest in 12643uiness Park Partners and a 99% ownership interest in Mosaic Accounting, Inc. All materitintercompany accounts and transactions have been eliminated in consolidation. oOC Nature of Business: Adjusters International, Inc. is a bnsulting organization, operating throughout the United States and in various foreign markets that provides claims, grant management and related services to public and private entities affected by disasters and involved in disaster relief Al has inactive subsidiaries-in Australia (Adjusters International PTY Limited) and the United Kingdom (Adjusters International Limited). Those subsidiaries exist solely to enable AI to conduct business in these countries and have no assets or liabilities. AI also provides services to affiliated firms and receives fees pursuant to operating agreements (See Note H). t1/4�Q� o D� 126 Business Park Partners (thej`Partnership") is a partnership which owns rental real estate located in Utica, New York: tenants are Adjusters International, Inc., who currently occupies approximatel84�o\o yf the building, and Basloe, Levin & Cuccaro, Ltd. ("BLC") who occupies the remainiiI 16%. In addition, BLC has a 17.31% ownership interest in AI. Mosaic Accounting, Inc. is a consulting,organization, operating throughout the United States, providing claim preparation services to public and private entities involved in the disaster claim process. Tidal Basin Holdings, Inc. and its wholly owned subsidiaries Tidal Basin Government Consulting, LLC and Tidal Basin Group, Inc., are global leaders in providing emergency management and homeland security consulting at the Federal, state, and local levels and to its many private sector clients. Tidal Basin also does business as Paratus Management Partners, LLC, Tidal Basin Federal, LLC and Tidal Basin Commercial Services, LLC. Tidal Basin is also a joint venture partner in Vanguard Emergency Management Housing Inspection Services (See Note C). I -9- 1 NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued • ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 I • NOTE A--SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES--Continued Significant Accounting Policies: The Companies follow the accounting standards set by the 1 Financial Accounting Standards Board ("FASB"). The FASB establishes accounting principles generally accepted in the United States of America ("GAAP") thae re followed to ensure consistent reporting of the financial condition, results of operationsQand cash flows of the Companies. References to GAAP issued by the FASB in these noteconsolidated consolidated financial statements are to the FASB Accounting Standards Codification,('FASB ASC"). Non-Controlling Interests: The Company follows FASB2ASC Topic 810, "Consolidation". FASB ASC Topic 810 establishes accounting and re ortmg standards for the non-controlling interest in a subsidiary. It clarifies that a non-cont oollinngg;nterest in a subsidiary is an ownership interest in the consolidated entity that should be reported as equity in the consolidated financial statements and further clarifies that its income=or loss should be included in net income or loss. Use of Estimates: The preparation of ,consolidated financial statements in conformity with GAAP requires management to make estm aces and assumptions that affect the reported amounts of assets and liabilities and disclosof contingent assets and liabilities at the date of the consolidated financial statements and'reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. `,‘, Method of Accounting:evenues from adjusting and consulting fees are recognized when earned, provided tha alloaterial contingencies associated with the various fee agreements have been eliminated. Accrued fees receivable are recorded for those adjusting and consulting fees I earned but not billed. Revenues from operating agreements are recognized pursuant to the terms of the respective agreements. Expenses are recognized when the obligation is incurred. Cash and Cash Equivalents: For purposes of the consolidated statements of cash flows, the Company considers all money market funds to be cash equivalents. Accounts Receivable: Accounts receivable are recorded when invoices are issued and are presented in the consolidated balance sheets net of the allowance for doubtful accounts. Accounts receivable are written off when they are determined to be uncollectible. The allowance for doubtful accounts is estimated based on the Company's historical losses, the existing economic conditions in the industry and the financial stability of its customers and affiliates. Management believes that an allowance for doubtful accounts of $87,236 is necessary at December 31, 2016 and 2015. -10- 1 N NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 1 NOTE A--SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES--Continued Unbilled Costs: Unbilled costs represent those labor costs and out of pocket expenses incurred on contracts that have been awarded to the Company and, pursuant to the contract terms, have yet to be billed to the customers. Inventory: Inventory is stated at the lower of cost (first-in, first-out method) or market. a Inventory consists of promotional clothing and other items held forressale. 'I ,V Deferred Financing Costs: Costs incurred to obtain long-term'financing are being amortized on a straight-line method over a ten year term. In April of. 2015, the FASB issued Accounting ,St rds Update ("ASU") No. 2015-03, "Interest-Imputation of Interest" (Topic 835-30) -qhp ilit fying the Presentation of Debt Issuance Costs". This ASU requires that debt issuance costs related to a recognized debt liability be presented on the balance sheet as a direct deduction from the carrying amount of that debt liability and amortization of the debt issuance costs to be recorded as interest expense. The provisions of ASU No. 2015-03 are effective for non-public business entities for annual reporting periods beginning after December 1;5 15. The Company elected to adop(A �No. 2015-03 during the year ended December 31, 2016 (See Note E), with a retrospectivesapplication made to the amounts and disclosures included in the financial statements as ofd for the year ended December 31, 2015. The-impact of adoption on the December 31, 2015tconsolidated balance sheet was a decrease in other assets and total assets of$11,425 with a corresponding decrease to long-term debt and total liabilities of$11,425. The impact of adoption on the consolidated income statement for the year ended December 31, 2015 was a decrease in depreciation and amortization expense of$1,986 and a corresponding increase in interest expense of $1,986. There was no impact to members' equity or net income as previously reported in the 2015 financial statements. The interest expense in the accompanying consolidated income statements for the years ended December 31, 2016 and 2015 includes $1,986 relating to the amortization of the deferred financing costs. Intangible Asset--Goodwill: Assets and liabilities of acquired businesses are recorded at their estimated fair values as of the date of acquisition. Goodwill represents costs in excess of fair values assigned to the underlying net assets of acquired businesses. Goodwill is recorded in accordance with ASU No. 2014-02, "Intangibles--Goodwill and Other (Topic 350) Accounting for Goodwill". Goodwill and other intangible assets with a finite life are amortized over the estimated useful life of the asset and are evaluated each reporting period to determine whether events and circumstances warrant a revision to the remaining period of amortization. Goodwill recorded as a result of the acquisition of Tidal Basin amounted to $3,200,000 and is being amortized over 10 years. Amortization expense in 2016 was $226,667. -11- 1 1 NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 1 NOTE A--SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES--Continued Intangible Asset--Goodwill--Continued: Goodwill and intangible assets deemed to have indefinite lives are not amortized, but are subject to at least annual impairment testing using a two-step approach as prescribed by FASB ASC Topic 350-20-35. o �� In 2015, Management determined that the value of goodwill that wel recorded on the books relating to a 2010 acquisition was impaired and had no future benefit to the Company. As a result $22,500 (the total amount) was written off and is included ii depreciation and amortization expense in the accompanying 2015 consolidated statement o op rere ations. 4,:zz,c‘ Property and Equipment: Property and equipment s,sta teDDcost less accumulated depreciation. Depreciation is provided using straight-line and accelerated methods over the estimated useful lives of the assets. Repair and maintenance exppeensessaare charged to expense when incurred. The Company follows FASB ASC To ic50-40-15, "Accounting for the Costs of Computer Software Developed or Obtained for 1T tee_rnal Use". Among other provisions, FASB ASC Topic 350-40-15 requires that entities capitalize certain internal use software costs once certain criteria are met. Under FASBASC Topic 350-40-15, overhead, general and administrative and training costs are not capitalized�Software and website development are amortized on the straight line and accelerated methods over the estimated useful lives of the assets (principally 3-5 1 years). c© Income Taxes: Income taxes for the Company are accounted for using the asset and liability method pursuant to FASB ASC Topic 740-10-05, "Accounting for Income Taxes". Deferred. taxes are recognized for the tax consequences of temporary differences between the consolidated financial statement carrying amounts and the tax bases of existing assets and liabilities using enacted statutory rates in effect. Deferred tax assets are reduced by a valuation allowance when, in the opinion of management, it is more likely than not that some portion or all of the deferred tax assets will not be realized. The effect on deferred taxes for a change in tax rates is recognized in income in the period that includes the enactment date. In addition, FASB ASC Topic 740-10-05 requires the recognition of future tax benefits to the extent that realization of such benefits is more likely than not. A separate provision for income taxes has not been recorded for 126 Business Park Partners since the partners are taxed on their proportionate share of the partnership's income or allowed to deduct their proportionate share of the partnership's loss. -12- NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 NOTE A--SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES--Continued Income Taxes--Continued: The Company follows FASB ASC Topic 740-10-65 to assess and record income tax uncertainties. FASB ASC Topic 740-10-65 prescribes a recognition threshold and measurement attribute for financial statement recognition and measurement of a tax position taken or expected to be taken in a tax return and also provides guidaee on various related matters such as derecognition, interest and penalties, and disclosure. The Company is potentiallysubject to income tax examination or its U.S. federal and state P Y J income taxes for the years 2013 through 2016. Advertising Costs: The Company follows the policy of capitalizing the cost of its sales brochures and charges the costs to operations over the period that the brochures are used. At Yi December 31, 2016 and 2015, sales brochures totaling $87,413 and $61,385, respectively, were included in prepaid franchise fees, advertising-and deposits in the accompanying consolidated balance sheets. Advertising expense for the `years ended December 31, 2016 and 2015 was $331,539 and $755,530, respectively. ,(4 \, tk Concentrations of Credit Risk: Financial instruments which potentially subject the Company to concentrations of credit risk cons'st principally of cash and cash equivalents and accounts receivable. The Company main ains their cash and cash equivalents in bank deposit accounts which at times may exceed federally insured limits. Under FDIC deposit insurance coverage �. p o. limits, the Company's? deposit accounts are insured to a maximum limit of $250,000. At fr December 31, 201 approximately $3,059,000 of the Company's cash and cash equivalents are uninsured by the FDIC. The Company has not experienced any losses in such accounts. The Company's accounts receivable result from providing claims, grant management, emergency management and homeland security consulting services to public and private entities affected by disasters. Collateral is generally not required. Historically, the Company has not incurred any significant credit related losses. At December 31, 2016, approximately 62% of accounts receivable at the Company are due from two customers. Revenues from those same two I customers account for approximately 66% of the Company's revenue in 2016. At December 31, 2015, 80% of accounts receivable at the Company were due from one customer. Revenues from that same customer accounted for approximately 84% of the Company's revenue in 2015. Events Occurring After Report Date: The Company has evaluated events and transactions that occurred between December 31, 2016 and May 2, 2017, which is the date the consolidated financial statements were available to be issued, for possible disclosure and recognition in the consolidated financial statements. Except for the event disclosed in Notes D, there were no such events or transactions identified by the Company. -13- NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 I NOTE A--SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES--Continued Reclassifications: Certain amounts in the 2015 financial statements have been reclassified to • conform to the 2016 presentation. LO NOTE B--ACQUISITION OF TIDAL BASIN HOLDINGS, INC. �� On April 14, 2016, Al acquired Tidal Basin for approximately $i!74,000 in cash and stock. In addition, AI assumed the debt of Tidal Basin approxim°ating $3,972,000. Tidal Basin was acquired as AI's management believes it provides complern n ry services, expands and balances AI's various service offerings and enhances its ability to--mianage expected growth. In connection with this acquisition, the accounts offfidal Basin were adjusted under the push down basis of accounting in accordance with' FASB ASC Topic 805, "Business Combinations". Under this guidance, AI recognized and measured, at fair value, the identifiable assets acquired and liabilities assumed as of the acquisition date. The amount paid in excess of the assets acquired and liabilities assumed has been ass asigned to goodwill (See Note A). The following table summariness the estimated fair values of the assets acquired and liabilities assumed at the date of acquisitin: Accounts receivable ® V $1,537,000 Other current assets 2,500 Property and equipment and other noncurrent assets 117,300 Investment in joint venture 689,200 Intangible asset--goodwill 3,200,000 TOTAL ASSETS ACQUIRED 5,546,000 Current liabilities assumed 2,897,000 Due to employee/stockholder 393,000 Long-term liabilities assumed 682,000 TOTAL LIABILITES ASSUMED 3,972,000 NET ASSETS ACQUIRED $1,574,000 In connection with the acquisition, AI incurred acquisition and organization costs of approximately $253,000 that are classified as non-operating costs within the consolidated statement of operations for the year ended December 31, 2016. These costs consist primarily of legal and consulting fees incurred to complete the acquisition of Tidal Basin. • -14- 1 I 1 NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES I December 31, 2016 and 2015 1 NOTE B--ACQUISITION OF TIDAL BASIN HOLDINGS, INC.--Continued In connection with the acquisition, AI owed approximately.$393,000 to a former Tidal Basin executive who became an AI employee upon closing and then in August 2016, an AI stockholder (See Note D. The liability was settled in March 2017. o (NA‘ 1 NOTE C--INVESTMENT IN JOINT VENTURE 6e1) c\ Tidal Basin entered into a joint venture agreement with twonational consulting firms, Atkins North America, Inc. and The Louis Berger Grou cli-i''t,c. to form Vanguard Emergency Management (Housing Inspection Services) ("Vanguard ) . The joint venture was formed for the Ipurpose of providing complete and compliant Disaster Home Inspections under FEMA's Housing Inspection Services Program. Exceptgaskotherwise may be provided in the joint venture agreement, Tidal Basin's interest in the joint ev nture's profits and assets and losses and liabilities arising out of, or resulting from, the execution and performance of the contract or this joint venture agreement is approximately 33i t 1/4(ri(ON IIncome recognized by Tidal Basin from Vanguard amounted to approximately $1,066,000 from the date Al acquired Tidal Ba"smthrough December 31, 2016. Distributions received by Tidal Basin from Vanguard for the The foow me period amounted to $500,000 (See Note B). Thlling tableigiy s the approximate significance of assets and liabilities within the unconsolidated jomt�venture at December 31, 2016 and for the period from the date of AI's Iacquisition of Tidal Basin through December 31, 2016 (See Note B): Assets $7,625,000 iLiabilities 3,858,000 Equity $3,767,000 Net income $3 198 000 1 1 1 -15- 1 1 • NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 NOTE D--CREDIT FACILITIES AND SUBSEQUENT EVENT AI has a line of credit facility (the "facility") with a bank consisting of two components: 1) $1,000,000 borrowing limit to be used for short-term working capital needs and 2) a formula driven asset based revolving credit line. The facility is collateralized by .,-security interest in the Company's assets. Borrowings against the asset-based revolving creditalne are limited to 80 percent of eligible trade accounts receivable balances, as defined iThAhe Loan Agreement (the "Agreement"). Borrowings under each credit facility bear interaseual to the London Interbank Offered Rate (LIBOR) plus•2.00% (2.62% at December 341,6(�0�l 6), not to be less than 3.25% (floor) or exceed 15% (ceiling) for the term of the Agreement�Interest is payable monthly. During 2016, the asset based revolving credit,--lin'e has a maximum borrowing base of $16,000,000. The borrowing base will remain at $16000,000 through the facility's expiration in September 2017. A similar asset based revolving credit line existed in 2015. The borrowing base is established to meet the needs of AI and Tidal Basin based upon the level of activity with their primary customers. .6 In February 2017, the facility was amended to allow for advances not to exceed $2,000,000 for purposes of contributing working capital to the Vanguard Joint Venture (See Note C). Interest charged on the related advancesbis consistent .with that of the initial two components of the facility. Repayment of outstanding advances is due sixty days from the initial advance date. Advances may not cause the\outstanding principal amount of the asset based line of credit to exceed the maximum borrowing base of$16,000,000. The agreement includes a fee that is charged to AI based on the unused line of credit. The fee is .10% of the average monthly unused asset based revolving line of credit. The fee is $11,308 in 2016 and $13,116 in 2015 and is included in interest expense in the accompanying consolidated statements of.operations. AI has outstanding borrowings on the short-term working capital line of credit totaling $500,000 at December 31, 2016. The borrowing bears interest at 3.75% and was repaid in February 2017. There were no outstanding borrowings at December 31, 2015. AI is subject to certain restrictive covenants under the facility. The covenants include maintenance of a minimum debt service coverage ratio and a maximum debt-to-tangible net worth ratio. AI was in compliance with all required covenants at December 31, 2016. H -16- ' i I NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES IDecember 31, 2016 and 2015 I INOTE E--LONG-TERM DEBT Long-term debt is summarized as follows: I ,�/,L,0�I6 2015 126 Business Park Partners �OU IMortgage payable to a bank with monthly installments of\' principal and interest through oSeptember 2021. Interest\ variable at the prime rate (3.75% at December 31, 203:16 a od I3.25% at December 31, 2015) and cannot be less than 25/o (floor) or exceed 6.25% (ceiling). The note is guarant ed by Adjusters International, Inc. and C. L. & S. Properties, Inc., a Irelated party partner in 126 Business Park Partners $ 770,657 $ 922,402 O Less deferred financing costs net of accumulated amortization of I $10,422 and $8,436, respectively (9,439) (11,425) Less current maturities ‹b' (159,166) (154,083) I o Q c.\ $ 602,052 $ 756,894 I Substantially all of 126 Bus tress Park Partners' assets are pledged under ageneral security ��� �. agreement as collator l for the long-term debt. IISubsequent maturities of long-term debt for the year ended December 31 are: 2018--$164,416; 2019--$169,840; 2020--$175,443 and 2021--$101,792. Il NOTE F--INCOME TAXES 1 The components of the deferred tax assets and(liabilities)are as follows: 2016 2015 IDeferred tax assets: Non-deductible accruals and reserves $ 38,000 $ 47,000 State and local net operating loss carryforwards, net 3,000 47,000 Depreciation and amortization 97,000 -0- Investment in partnerships 130,000 -0- I • Deferred income tax assets 268,000 94,000 -17- I NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued • ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 INOTE F--INCOME TAXES--Continued . 201.6 2015 1 Deferred tax liabilities: Depreciation and amortization §.O -0- $ (80,000) Investment in partnerships o ill y -0- (15,000) IDeferred income tax liabilit'e -0- (95,000) Net deferred income tax assets (liabilities) $ 268,000 $ (1,000) IeADeferred tax assets and (liabilities) have been classifieV the accompanying consolidated balance sheets as follows:I CP 2016 2015 Current $ 165,000 $ 32,000 Non-current 103,000 (33,000) _‘%:'I $ 268,000 $ (1,000) i-'n The income tax provision for the Company differs from the amount of income tax determined by applying the U.S. federal incomerate (35% in 2016 and 2015) to pretax income due to the following: D� m4) 2016 2015 ® Computed"expected';,tax(benefit) expense $(118,000) $(408,000) (Decrease) increas-,----.•niincome taxes resulting from: Nondeductible expenses 122,000 73,000 1 State income tax expense (benefit), net of federal 54,000 (82,000) Impact of graduated rates and other (4,000) 1,000 • 1 $ 54,000 $ (416,000) The Company has state and local net operating loss carryforwards of approximately $56,000, 1 which begin to expire in 2035. 1 NOTE G--RETIREMENT PLANS The Company has a noncontributory profit sharing retirement plan for substantially all I employees. Under the provisions of the Plan, the amount to be contributed in any one year is determined annually by the Board of Directors. Company contributions under the plan for the years ended December 31, 2016 and 2015 amounted to $110,899 and $118,505, respectively. 1 -18- I ' 1 NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 1 NOTE G--RETIREMENT PLANS--Continued The Plan also has a 401(k) feature for its eligible employees. This option provides for voluntary participation by employees with allowed contributions up to a maximum not to exceed $18,000 for 2016 and 2015. The Company makes a matching contribution whictotals 50% of the employees' individual contributions, up to 3%. The Company madem Ching contributions of $106,756 and $117,483 for the years ended December 31, 2016 and,2200',15yrespectively. Tidal Basin has a 401(k) and profit sharing plan for subst'ntiy all of its employees. The 401(k) feature of the plan provides for voluntary participation by employees with allowed contributions up to a maximum not to exceed $18,000 for701'6. Tidal Basin makes a safe harbor matching contribution which totals 100% of the--first 3% and 50% of the next 2% of the employees' individual contributions. Tidal Basin(ad'e matching contributions of approximately $32,000 for the period April 15, 2016 through=Decemb r 31, 2016. Under the profit sharing feature of the Plan, the amount to be contributed in any one year is determined annually by the Board oD ectors. Tidal Basin did not make a profit sharing contribution to the plan for the periioodd April 15, 2016 through December 31, 2016. Effective January 1, 2017, the[Tid lBasin-GC 401(k) & PS Plan and Trust was merged into the Adjuster's International 401iRetirement Savings Plan. NOTE H--RELATED PARTY TRANSACTIONS/LEASES AI is wholly-owned by business entities and individuals whose primary business is public adjusting. A majority of the stockholders of AI operate separate entities ("Participants") in different regions of the country and in additional markets located outside the United States. AI's operating agreement with each of the Participants determines a base operating agreement fee to be paid to AI on a quarterly basis. The operating agreement further defines the percentage of the losses, adjusted by each of the Participants, to be paid to AI for support and public adjusting work performed on behalf of AI. The agreements stipulate a minimum amount of payments that need to be made to AI relating to adjusted losses. The agreements were renewed on January 1, 2015 with modified percentage fees for the Participants' adjusting work through December 31, 2016, at which time the agreements expired. The agreements were renewed with similar terms through December 31, 2018. -19- I 1 NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES December 31, 2016 and 2015 I INOTE H--RELATED PARTY TRANSACTIONS/LEASES--Continued The following sets forth the results of the transactions among AI and its stockholders: ,2016 2015 Consolidated Balance Sheets �OC� Current Assets t� 6 I , Accrued fees receivable--affiliates �Q $ 180,948 $ 190,557 Accounts receivable (portion related to affiliate=firms $ 88,591 $ 83,904 L)v Current Liabilities (b7' I • Accrued fees payable--affiliates 6 $ 309,782 $ 374,297 Consolidated Statement of Operations I * � Revenues c0 I 9 Adjusting fees c0 $ 1,246,314 $ 774,595 I Participants' share--revenue offset of adjusting and consulting fees $ 485,536 $1,018,317 IOperating agreements, net of rebates $ 165,117 $ 81,294 The Partnership leases its real estate to AI and to one of AI's stockholders under non-cancelable 1 agreements through May 2021. Future minimum lease payments to be received under non- cancelable leases from AI's stockholder are approximately$265,000. 1d I 1 -20- , I Il - NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC. AND SUBSIDIARIES IDecember 31, 2016 and 2015 I NOTE H--RELATED PARTY TRANSACTIONS/LEASES--Continued AI and Tidal Basin lease office space as follows: 1 \ Monthly Rent December 31, Office location Lease term � � 2016 2015 AI: �D Albany,NY Jan 1, 2015 —Dec 31,!209^** $ 1,071 $ 1,071 I Albany,NY Nov 1, 2013 —Oct43:1\216 7,430 7,169 Albany, NY Sep 1, 2014—Aug�3, 2015 -0- 450 Kahului, HI Mar 1, 2011 ----Fib 28, 2016 1,619 1,557 Kansas City, MO Oct 1, 204 Sep 30, 2015 -0- 1,282 Seattle,WA Month to month 500 500 Cbt- 10,620 12,029 Tidal Basin: Washington, D.0 tN9 1, 2014—Feb 28, 2020. 16,231 -0- New Orleans, LA . ! Oct 1, 2014—Dec 31, 2017 1,626 -0- e ,0j_ 17,857 0- ®9 $28,477 $ 12,029 I ** The lease required gLos"s monthly rents of$3,214, however, AI has an informal rent sharing agreement with of its stockholders that stipulates that the monthly rent expense will be Ishared between both entities at approximately 30% to AI and 70% to AI's stockholder. Future minimum lease payments net of the rent sharing agreement amounts discussed previously 0 are approximately as follows: During the year ending December 31: 2017 $234,000 2018 220,000 2019 225,000 2020 36,000 $ 715,000 The total rent expense included in the consolidated statements of operations for the years ended December 31, 2016 and 2015 is approximately$93,000 and $132,000, respectively. -21- 1 . I 1 NOTES TO CONSOLIDATED FINANCIAL STATEMENTS--Continued ADJUSTERS INTERNATIONAL, INC.AND SUBSIDIARIES December 31, 2016 and 2015 I NOTE I--PREFERRED STOCK AND STOCKHOLDERS' AGREEMENT AI has authorized 25,000 shares of Series.A Preferred stock. The stock is non-voting in nearly all cases except as required by law. Dividends are non-cumulative andmay be paid, at the Board's discretion, at an annual rate of 5% of the per share eahee,Zas defined by the agreement. Preferred stock dividends will be paid prior to the declared dividends on AI's Common stock. Each share of Preferred stock is convertible into ne share of Common stock upon any sale of substantially all of AI's assets, a merger, or dissolution. Upon occurrence of a repurchase event, as defined in the agreement, Al is obligated to-repurchase, and the stockholders 17,< -r Hare obligated to sell, the shares of Preferred stock at book value plus a premium of 10%. At December 31, 2016 and 2015, the price including the remium of 10% approximates $923 and $951 per share, respectively. In November 201 5,-AI's Board of Directors declared preferred I ($45.80 per share) dividends totaling $22,900. The dividends were paid in November 2015. AI's Board of Directors did not declare a dividend.n2016. Litt In 2016 AI, in connection with the Tidy Basin acquisition, issued to one of Tidal Basin's executives, 58 shares of Series A Preferred stock, having a market value of$50,000. There were no shares of Preferred stock issued�inn 5. * � I Q�9 I I I I -22- ' I I ' a State of Florida I Department of State I I I certify from the records of this office that TIDAL BASIN GOVERNMENT CONSULTING, LLC is a District of Columbia limited liability company authorized to transact business in the State of Florida, qualified on February 1, 1 2010. I The document number of this limited liability company is M10000000434. I further certify that said limited liability company has paid all fees due this I office through December 31, 2018, that its most recent annual report was filed on January 4, 2018, and that its status is active. I further certify that said limited liability company has not filed a Certificate of Withdrawal. I I . Given under my hand and the IGreat Seal of the State of Florida at Tallahassee, the Capital, this the Fourth day of January, 2018 ire. :‘,1•;;;• --"f•-..A:, tit %-<a 'i i 16eA% 04%)A • �:: Secretary of State Tracking Number: CU7082196269 • To authenticate this certificate,visit the following site,enter this number,and then follow the instructions displayed. https://services.sunbiz.org/Filings/CertificateOfstatus/CertificateAuthentication 1 I �.....N ADJUS-1 OP ID: DH ACORN" CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DDTYYYY) • kft.--^----- 05/0812018 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(les) must 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 Gilroy,Kernan&Gilroy,Inc. PHONE Robert Broccoli FAX 210 Clinton Road (arc,No,E :315-768 888 (A/c,No): 315-768-8600 P.O. Box 542 E-MAIL New Hartford, NY 13413-0542 ADDRESS: Robert Broccoli INSURER(S)AFFORDING COVERAGE NAIL I INSURER A:Continental Casualty Co. 20443 INSURED Tidal Basin Government INSURER B:Cincinnati Insurance Co. 10677 Consulting LLC INSURER C:Westchester Fire Insurance Co 10030 126 Business Park Drive — Utica,NY 13502 INSURER D: 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 WMT I 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. ILS TYPE OF INSURANCE INSD SUBPOLICY NUMBER POLICY EFF POLICY EXP LIMITS (MM)DDIYYYY) (MMIDDIYYYY) B X COMMERCIAL GENERAL LIABILITY EACH OCCURRENCE $ 1,000,000 CLAIMS-MADE X OCCUR CPP5252643 12/09/2017 12/09/2018 DAMAREMISEGE-?S R RENTEDoccurrence) $ 300,000 P MED EXP(Any one person) $ 5,000 PERSONAL&ADV INJURY $ 1,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 2,000,000 X POLICY P C7 LOC PRODUCTS-COMP/OP AGG $ 2,000,000 OTHER: $ AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT $ 1,000,000 (Ea accident) B ANY AUTO CPP5252643 12/09/2017 12/09/2018 BODILY INJURY(Per person) $ ALL OWNED SCHEDULED BODILY INJURY(Per accident) $ AUTOS AUTOS X HIRED AUTOS X NON-OWNED PROPERTY DAMAGE $ AUTOS -(Per accident) $ X UMBRELLA LIAB X OCCUR EACH OCCURRENCE $ 20,000,000 C EXCESS LIAB CLAIMS-MADE CPP5252643 12/09/2017 12/09/2018 AGGREGATE $ 20,000,000 DED X RETENTION$ 10,000 I$ WORKERS COMPENSATIONPER OTH- AND EMPLOYERS'LIABILITYN I STATUTE I X I ER A �ICEOPRIETOR EXCLUDED? CUTIVE Y N N!a 6050373336 10/04/2017 06/06/2018 E.L.EACH ACCIDENT 5 1,000,000 (Mandatory in NH) E.L-DISEASE-EA EMPLOYEE 5 1,000,000 If yes,describe under DESCRIPTION OF OPERATIONS below E.L.DISEASE-POLICY LIMIT $ 1,000,000 D E&O I Cyber G27456298004 06/01/2017 06/01/2018 Ea Occur 5,000,000 Ag g reg ate 5,000,000 DESCRIPTION OF OPERATIONS I LOCATIONS 1 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 Cityof SunnyIsles Beach THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. 18070 Collins Avenue Sunny Isles Beach, FL 33160 AUTHORIZED REPRESENTATIVE I 6,,,,,,,,s,4_,_ —7----A tx.....ey. li ©1988-2014 ACORD CORPORATION. All rights reserved. 1ACORD 25(2014101) The ACORD name and logo are registered marks of ACORD I s TIDAL $ASIN Subcontracting Plan 1.0 INTRODUCTION 1.1 Identification This is the Subcontractor Management Plan for City of Sunny Isles Beach Disaster(CSIB) Debris Monitoring Services& Financial Recovery Assistance project. 1.2 Purpose This Subcontractor Management Plan outlines the relationship between Tidal Basin Government Consulting, LLC(Tidal Basin), Buffalo Computer Graphics (BCG), and Florida Disaster Consultants (FDC) in the CSIB project and the methods by which Tidal Basin as the prime contractor,will assure the production of quality deliverables from each of its subcontractors and assure seamless .execution of all contract tasks, requirements, and goals. 1.3 Scope This document is applicable to all phases of the CSIB project.Tidal Basin and all subcontractors will adhere to the approach outlined in this document. 1.4 Approach The approach to managing the subcontractors is based on the following guiding principles: a) a Project Office will be established to effectively support the needs of the subcontractors, b) effective channels of communications will be clearly defined and established, c) a Statement of Work will be developed jointly by the team with each subcontractor taking responsibility for the deliverables and services outlined in its areas of responsibility, d) each subcontractor will have its responsibilities and authorities clearly defined in the Scope of Services found in Request for Proposals(RFP) No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance, • e) each subcontractor will have its deliverables identified and required content M ie rv , f) each subcontractorclearlyspecifedin willthhaveScope theofSeservicesicesit is responsible for providing clearly identified and described in the Scope of Services, g) all'constraints imposed on the subcontractor will be clearly identified in the Scope of Services, including schedule and budget constraints, h) each subcontractor will have requirements for quality clearly identified to it in the Scope of Services, including the requirement to allow independent quality inspections of materials and processes, 1 Page: 1 1 TIDAL BASIN Ii) all products and services provided by the subcontractor will be subject to the acceptance of the City of Sunny Isles Beach (the City)and Tidal Basin, j) . each subcontract will contain appropriate terms and conditions, Ik) adequate facilities will be provided to meet the needs of the subcontractors,and 1) Tidal Basin will support subcontractors in processing invoices and payments, subject to I the invoices being delivered to the City in an acceptable format for consolidation and remittance to the City.To this end,the City will establish format requirements for invoices. 1 2.0 ORGANIZATION 2:1 Purpose 1 Tidal Basin has entered into a business partnership with the BCG and FDC with a strategic purpose to jointly plan, develop, implement and support an integrated disaster recovery and debris monitoring solution for the CSIB project.The major functional elements that comprise the CISB project are Ipresented and mapped to the individual roles and responsibilities in Section 2.2, below. 2.2 Roles and Responsibilities At a high-level,Table 1 shows the mapping of to the Tidal Basin Team. Functional Element I Company _ ITidal Basin FDC BCG Project Office (Support)/Corporate Resources X IProject Management& Process Oversight X X Financial Management/FEMA Reimbursement/Recovery X 1 Claims Adjusting/Adjusters X GIS/Imaging/TDMS Monitoring/Tower Monitoring X X I Equipment Management x x x Information Technology/Data Management/Data Entry X X Debris Monitoring/Field Supervision/Field Collection X IMonitoring • Debris Site Security X - X ITicket Loading X Supervisory and Administrative Support X X X ITraining X X X Quality Assurance X X X ICommunications/Reporting X Human Resources X X X I Page:2 1 I TIDAL BASIN Other Related Services X X X • Table 1-Mapping of Functional Elements to Companies. 2.2.1 Tidal Basin Roles and Responsibilities Tidal Basin is the prime contractor for the CISB project.They are responsible for 10%of the work, including the four major functional elements of the CISB project: a) day-to-day project management including subcontractor management, b) information technology, c) training, and d) quality assurance. Project Management.Tidal Basin overall responsibility for coordinating the day-to-day efforts of the Tidal Basin team.To this end,Tidal Basin provides senior and intermediate management staff.They also provide project support services through the Project Office. Information Technology.Tidal Basin is responsible for the computer-based solution for the CISB project.This responsibility includes: • a) recording, documentation,tracking, and monitoring of project worksheets (PWs) b) analysis of the current technical environment, c) remedy of issues and challenges Training.Tidal Basin is responsible for training needs analysis, development of training strategies and plans, development or procurement of training courseware,and coordination of the training courses. The actual provision of training will be a shared responsibility with the City. Quality Assurance.Tidal Basin provides the project discipline functions through the Quality Assurance organization.These functions include: a) providing quality assurance and quality control services, b) providing disaster recovery consulting services, and c) coordinating the compliance with contract standards and project procedures. 2.2.2 Florida Disaster Consultants(FDC) Roles and Responsibilities FDC provides a significant(80%) percentage of the efforts on the CISB project.As the project progresses from defining the requirements through implementation to FEMA/reimbursement,the efforts of FDC will be refocused.There are three principal areas of responsibility for FDC: a) debris monitoring, b) field supervision and field collection,and c) data entry and data management. Management of Change. FDC will coordinate the actions necessary to help assure that the City is ready, in all respects,to accept, commit to and use the innovative approach to their business.This Page: 3 a 1 TIDAL BASIN does not include the direct responsibility for training,which was discussed above. Execution of Solutions. FDC is also responsible for execution of the solutions recommended and approved by the City.Any impacts on the City's or Tidal Basin Team's organizational structure and skill levels of staff resulting from the recommendations will be identified. 2.2.3 Buffalo Computer Graphics(BCG)Roles and Responsibilities BCG is responsible for GIS, imaging, and other communications from the CISB project to other City personnel and stakeholders.The purpose of this level of communication is to keep stakeholders and interested parties informed on key decisions made and progress to date. BCG provides 10%of the work. 3.0 METHODS FOR SUCCESSFUL SUBCONTRACTOR MANAGEMENT 3.1 Management Practices Successful projects that involve subcontractors all exhibit similar characteristics. a) They all have clear and unambiguous subcontracts established that include a Statement of Work, per the Scope of Services requirements. b) The efforts of all subcontractors are integrated into a cohesive project plan with all subcontractors understanding where their efforts fit into the overall picture. c) The formal and informal interfaces between the prime contractor and the subcontractors, as well as among the subcontractors,are documented. d) Before starting specific work,the subcontractors are granted authorization to proceed.This authorization is given, in writing,via a Work Authorization form. e) A formal team building process is established and implemented. These practices all contribute to reducing the risk of misunderstandings or isolationism. 3.1.1 Establishing Clear, Unambiguous Subcontracts Each subcontractor will have a legally binding,written contract that defines the following items. a) The legal names of the parties involved in the contract will be specified. b) The scope of the contracted work will be described in terms of: a. the responsibilities and authorities of each party to the contract, b. a clear definition of the deliverables and minimum content to be provided by the subcontractors; c. a clear definition of the services to be provided by the subcontractors, d. any and all constraints imposed on the subcontractor by Tidal Basin,such as schedule constraints, budget constraints,specific tools to be used,and e. a clear statement of requirements for quality of deliverables and services includingthe requirement to allow independent quality inspections of materials and processes. c) Appropriate terms and conditions which will be imposed on both Tidal Basin and 1 Page:4 1 1 TIDAL BASIN subcontractors will be identified. d) The acceptance process will be clearly identified. 3.1.2 Work Effort Integration The work of all subcontractors will be coordinated by the prime contractor to assure that the efforts of all parties are integrated into a cohesive whole through the processes of concurrent engineering , and top-down project control.A Project Master Schedule will be developed that establishes schedule constraints and identifies contractual and significant internal milestones. Intermediate schedules will be established that clearly show key project interfaces and the interdependencies of the work efforts. Concurrent engineering meetings will be conducted on a regular basis to provide visibility into work being performed and provide an opportunity for discussion among Tidal Basin and its partner firms. 3.1.3 Interfaces Between Prime Contractor and Subcontractors Each subcontractor organization will have a single point of contact with the prime contractor for contractual matters.The subcontractors are expected to identify their own single point of contact for contractual matters. On a day-to-day basis,all subcontractor personnel will be free to interact with any prime contractor personnel as needed to fulfil the subcontract. 3.1.4 Interfaces Among the Subcontractors Each subcontractor organization will identify the responsibilities and authorities of the CISP project staff.This information will be published in a project contact sheet.Informal,mutually beneficial contact is encouraged. However, to avoid schedule slippage, the interdependencies of subcontractor efforts will be identified on the intermediate schedules described in Paragraph 3.1.2. These intermediate schedules will make the formal interfaces visible. 3.1.5 Work Authorization Before starting to bill time against a Cost Account,the subcontractor must first receive a work authorization/notice to proceed duly signed by the Project Manager.The Work Authorization Form will authorize the start of work,will identify the deliverable(s)of the Cost Account,will identify budget and schedule constraints,will identify the responsible manager, and will identify the reviewers and acceptors of the products or services.When the authorized work is complete,the Work Authorization Form will be closed, and the authorization withdrawn. 3.1.6 Formal Team Building At various points during the CISB project,formal team building exercises will be held.The participation of all CSIB project assigned subcontractor resources will be mandatory.These sessions will be planned and scheduled to minimize the impact on subcontracted work. 3.2 Progress Reporting Tidal Basin must be kept aware of the overall progress of the project.This includes the progress of each subcontractor. The subcontractors will report progress at the Cost Account level on a weekly basis. Based on the information contained in the weekly Cost Account Level Progress Reports,Tidal Basin will prepare a monthly progress report. H Page: 5 1 �N 3.2.1 Weekly Cost Account Level Progress Reporting Each week,the subcontractor organization will prepare and deliver to the City a weekly progress report for each Cost Account for which an open work authorization/notice to proceed exists.A single report may be produced provided the information for each Cost Account is clearly identified.The report is to be delivered by noon on Fridays.The report will identify: a) authorized work that was scheduled to be performed during the week (activities within the Cost Account), b) progress made against that authorized work presented as: c) a textual description of progress, d) a list of internal milestones attained, e) an accounting of the hours billed against that Cost Account by all subcontractor personnel, and f) an assessment of the time (in hours) remaining to complete the activities in the Cost Account (Estimate to Complete), a. a list of unplanned, but authorized work that was conducted, identifying the number of hours spent, b. authorized work that is scheduled to be performed during the next week, including any internal milestones expected to be reached, and c. a brief description of any problems encountered in performing the activities of the Cost Account or warnings of schedule slippage. The weekly Cost Account Level Progress Reports will be reviewed by Tidal Basin and the master project tracking system updated to reflect the progress.Variance reports will be provided to Cost Account Managers should the variance exceed the acceptable thresholds defined in the contract. 3.2.2 Monthly Scope of Services Progress Reporting Once a month,the prime contractor will prepare a Progress Report for submission to the City.A copy will be provided to the subcontractors.This report will present the progress of deliverables, project milestones,and/or elements expressed as a percentage complete and an indication of whether the work is ahead of or behind schedule. 3.3 Review Practices Clear points of visibility into the work•that the subcontractors are doing is crucial to reducing the risk of inappropriate work being done resulting in unplanned, costly rework.These points of visibility are established at regular periodic intervals and at key project milestones. 1 3.3.1 Progress Reviews On an as-needed basis,Tidal Basin may request an informal review of subcontractor progress.This. would involve discussions with the subcontractor's Functional Manager(Team Leader)or the subcontractor's point of contact for contractual matters.These reviews will be held at the request of the Project Manager.They will only be requested if cost or schedule variance exceeds the threshold identified in the contract. 1 Page: 6 1 I TIDAL 3.3.2 Contractor Issues Meetings Every two weeks,the Project Manager will meet with delegates of the subcontractor organizations to discuss issues of concern to either party.The subcontractor delegate is usually a senior or intermediate employee of the subcontractor who is not directly involved in the delivery of the CSIB project products or services.These meetings exist to facilitate the project and to remove any roadblocks to success. 3.3.3 Milestone Reviews At key contractual milestones,a formal review will be conducted to provide visibility into the direction of the project to all parties.Topics covered depend on the milestone but could include such items as: a) where we are in the overall project schedule, b) an overview presentation of the key points contained in the project deliverables that comprise that milestone, c) a briefing on the quality of work achieved to date, d) a briefing on the budget and schedule status with major variances clearly highlighted and plans for corrective action presented, and e) a briefing on the current configuration status (baseline status, status of approved baseline change requests, etc.). 4.0 ACCEPTANCE PROCESS 4.1 Acceptance by Tidal Basin All products and services provided by the subcontractors will be subject to approval by Tidal Basin. 4.1.1 Quality Assurance Review Tidal Basin's Quality Assurance staff will review all subcontractor deliverables for adherence to content requirements and standards. Evaluation criteria used by the Quality Assurance staff are published in the CSIB project Quality Assurance Plan.The evaluation report prepared by the Quality Assurance staff will identify any significant deficiencies that would preclude the acceptance of the deliverable. Each identified deficiency must be addressed to the satisfaction of the Quality Assurance staff.The Quality Assurance staff will indicate their satisfaction in writing to the Project Manager. 4.1.2 Deliverable Acceptance Form The subcontractor is to prepare a Deliverable Acceptance Form and submit it with the deliverable. When the deliverable is deemed to be acceptable by Tidal Basin (including Quality Assurance staff), the Deliverable Acceptance Form will be signed by the Project Manager.The deliverable and the Deliverable Acceptance Form will be submitted to the City for final customer acceptance. 4.2 Acceptance by the City of Sunny Isles Beach (the City) All products and services provided by the subcontractors will be subject to approval by the City. Page: 7 TIDAL 4.2.1 Customer Review Tidal Basin staff will review project deliverables (including subcontractor deliverables).The City will coordinate review comments and identify any significant deficiencies that would preclude the acceptance of the deliverable. Identified deficiencies must be addressed to the satisfaction of the City. 4.2.2 Deliverable Acceptance Form When the deliverable is deemed to be acceptable by the City,the Deliverable Acceptance Form will be signed by the Project Manager or his delegate. 4.3 Invoices and Payments Invoices from subcontractors to Tidal Basin must be presented in a format suitable for consolidation and submission to the City. 4.3.1 Format of Invoices Subcontractor invoices must meet the format and content requirements for invoices as set out in the Terms and Conditions of the contract between Tidal Basin and the subcontractors. 4.3.2 Payment Authorization Subcontractors will submit monthly invoices reflecting the hours worked on the CSIB project. If no deliverables were included in the efforts for that invoice period,the payment will proceed. If a deliverable is included in the invoice period, payment of that invoice will be subject to the acceptance of the deliverable product by both Tidal Basin and the City.When the Deliverable Acceptance Form has been signed by the City and the Project Manager, payment of subcontractor invoices will be authorized. II • I 1 H 1 Page: 8 BASIN Job Project Name: Job Number: I V Job Address: Job Phone: Job Fax: SAFETY PLAN CHECKLIST The below is a typical Safety Plan Checklist to assist in identifying and developing a project —specific safety plan.This checklist is to be submitted to the Tidal Basin Project Manager/Safety Department before beginning work. Date: iSubcontractor: Specific Project/Task: 1 Potential Work/Site Hazards Identified: ❑Chemical Hazards ❑Fire Hazards ❑Confined Space(s) El Fall Hazards ❑Electrical Hazards El Silica Hazard ❑Machine Guarding ❑Welding/Cutting El Scaffolding ❑Floor/Wall Openings ❑Traffic Control ❑Leading Edge Work ❑Asbestos Hazard ❑Heavy Equipment ❑Material Handling ❑Roofing Hazards ❑Lockout/Tag out ❑Demolition ❑Public Protection 1 PPE Required for Hazards Identified: ❑Hard Hat ❑Safety Glasses ❑Face Shield ❑Goggles ❑Anchor Devices ❑Dust Mask ❑Boots ❑Ventilation ❑Respirator ❑Fall Protection ❑Gloves ❑Hearing Protection ❑Other Other Equipment/Materials/Tools: ❑Scaffolds ❑Ladders ❑Stairways ❑Hoists ❑First Aid ❑Task Lighting ❑Temp Power ❑Cranes ❑Barricades Permits/Plans Required to Accomplish Project: ❑CIPP ❑Pre-Task Planning ❑Open Flame Permit ❑Hot Work Permit(Electrical) ❑Chemical Use Plan ❑Confined Space ❑Excavation Permit ❑Fall Protection Plan ❑Hot Work(Welding,etc.) ❑Critical Lift Plan(Cranes) The Competent Person responsible ON SITE for implementation of this plan is listed below. This individual will be available at all times to monitor work being performed on this project. 1 Name/Title Phone: Mobile/Office Date By submitting this document, I affirm that my personnel have received or will receive the required OSHA safety training prior to performing the work on this project. A detailed site-specific safety plan shall be submitted to Tidal Basin prior to work beginning on the project. Deputy Project Manager Phone: Mobile/Office Date Based on the above Information, the subcontractor may proceed with their work on this project. COMMENTS: (DEPUTY PROJECT MANAGER) I • COMMENTS: (PROJECT MANAGER): I Received By: Tidal Basin Project Manager Date • INote: Additional specific safety plans may be required as noted in the contract/scope of services. • Rev:05/2018 1 _ �� : RFP No. 18-04-03: Disaster Debris Monitoring Services& Financial Recovery Assistance .ti Debris Monitoring Operational Plan Development Checklist In this checklist,Tidal Basin identifies a typical Operational Plan Checklist to provide the City an example of the elements and criteria we typically address the development of the Debris Monitoring Operational Plan (DMOP).This checklist serves as the foundation of the DMOP, delineating specific factors that result in a well-rounded,comprehensive DMOP that is scalable and adaptable to the size and magnitude of the event. 1. PLAN OVERVIEW 1.1 Plan Overview 1 1.2 Intent 1.3 Scope 2. PLAN ACTIVATION 2.1 Staff activation 2.1.1 Mobilization 2.1.2 Monitoring coordination meeting 3. OPERATIONAL STRATEGIES AND PROCEDURES 3.1 Monitoring locations 3.1.1 Situational awareness 3.1.2 Debris monitoring 3.1.3 Monitoring debris processing 3.2 Coordinating with debris removal contractors a4. REPORTING 4.1 Report identification 4.2 Report formatting 4.3 Reporting schedule 4.4 Invoicing format .4.5 Invoicing schedule 5. Demobilization 5.1 Scheduling 5.2 Monitoring demobilization 5.3 Site closeout monitoring 5.4 Closeout •1 U 1 iThmigill11111 . . . Disasterl 1 e°, 4S 1/8-al 1 I The Smarter Way to Prepare, Respond, WhyChoose Recover, and Mitigate Dux . I DisasterLAN (DLAN) is a web-based, mobile friendly incident management system. DLAN simplifies task, mission, and resource management. It allows critical information to be quickly shared ✓ PROVEN 1 through secure interoperable communication features, which are DLAN is the trusted incident included at no extra charge. DLAN also includes a full suite of management solution forgovernments,private-sector reporting features to allow for easy after-action reporting. corporations,and educational j I DLAN software is available as a traditional installation or as a cloud institutions throughout the USand Canada. hosted service. As an incident grows in size, additional personnel can be brought in quickly, including stakeholders and personnel from ,/INTEROPERABLE 1 supporting agencies. DLAN is fully functional out of the box,including real-time visual sit- DLAN balances the convenience and affordability of a COTS system uational awareness dashboards I with the capabilities of a customized solution tailored to an &built in standards-based Com organization by offering standard editions that can be configured in a - munication tools. number of ways to meet the needs of any municipality, organization, . or industry. BCG's in-house engineering team continually updates and ✓SECURE enhances DLAN to meet the evolving needs of our customers. Whether on premise or in the cloud,DLAN stresses security Since its release in 2002, DLAN has been used internationally at all and privacy so that your data is divisions of government, as well as in private-sector corporations and protected at all times. - educational settings. DLAN has been used in multiple industries, such as emergency management, healthcare, transportation, and ✓ SCALABLE I education. With DLAN any organization can easily track, manage, DLAN's scalable design allows you to seamlessly move and report on multiple incidents and events from one unified mobile from daily operations ready solution. to emergency response. I `® i. FLEXIBLE • — , r'4 y!-_ DLAN can be tailored to meet I �— t__ y„ IA,. your specific workflow and its • ®,r imodular design means you -- ( '__r_t choose only the features you EM®1 need. Q CG) Buffalo Computer Graphics•4185 Bayview Road•Blasdell, NY 14219. 716-822-8668.www.bcgeng.com I . I 1-Thimaigniii 1 0'11L.;1 [X 2 gym. I Visual Situational Emergency Task, Mission, and Awareness Communication Tools Resource Management 1 • Unlimited IP-based video feeds • User-to-user and system-to- • Simple logging, prioritizing, • Current weather, forecasts, system messaging and responding to issues 1warnings,and animated radars • • Twitter feed monitoring • Terminology and Processes • ESRI-compatible GIS mapping and posting based on FEMA's standards that can display critical data • Emergency communication • Ability to distribute missions or for planning and decision capabilities included with no tasks to roles responsible and Imaking. extra costs or required track progress • Custom unlimited status boards hardware • Resource,asset,and stockpile • Two-way interoperable management I messaging via IPAWS, Email, CAP, EDXL,and more I _ o vID I --- Tracking and Reporting Custom Status Boards for IAll-Hazards Situational Awareness • Standard and • Custom branding &logo I customized reports • Configure statuses&priorities, • Full chronological after action including color-coding reports of all activities during • Custom forms,reports, 1 an incident or event templates,and more IThe Team Behind the Technology DLAN is engineered by Buffalo Computer Graphics, Inc. (BCG), a veteran owned Small Business that . 1 has over 30 years of experience in software, hardware, and systems engineering.Across our divisions, we build commercial off-the-shelf and custom solutions that set the standard in their industries. All of our engineering is done in house by our experienced and talented team. In addition to working closely with I our customers to determine their exact needs, BCG prides itself on our ability to provide quick and expert support on all systems we have installed. Our core belief in developing relationships, not just selling products, sets us apart from our competitors. I Ca) Buffalo Computer Graphics•4185 Bayview Road•Blasdell, NY 14219. 716-822-8668.www.bcgeng.com 1 SAMPLE REPORT FDC I50P DAILY MONITOR REPORTS FILL ALL FIELDS IN DAILY MOMITOR REPORT AT START OF WORK DAY AND DURING MONITORING IN THE FIELD Populate: 1. Lead Monitor/Supervisor name (top of report) 2. Monitor name(top of report) 3. Date (top of report) 4. Start time (top of report) 5. debris type (body of report) 6. task Owner(Trophy Club)body of report 7. GPS start 8. CPS stop (Note: items 8.And 9.are populated as you follow the debris removal contractor along points of pick up as location changes) 9. Debris contractor(enter contractor company name of sub-contractor if applicable and hrs.crew worked) 10. Monitor hours (enter hours at each location,example if(4) hrs.were on trail A and (4) hrs.were at trail B you would have(2) separate entries on your report. See attachment report example) Finalizing Daily Monitor Report i. At the end of the work day go to the top of the sheet and enter the stop time as well as the total hours for the day worked. ii. Sign to the right of the Top of the sheet and date and turn into Lead Monitor. i FDCFlorida Disaster Consulting, LLC Preparedness-Response-Recovery-Mitigation 1 COMMENTS The comments section is where you can enter any notes during the debris removal process while overseeing the debris removal contractor.This is a good place to summarize daily tasks as you go along observing the debris removal process. Example: Followed Ceres down trail A where a 4-man crew was deployed to remove eligible debris along the trail and chipped. Moved to Trail b with crew where eligible debris was removed and chipped along the trail. Equipment utilized was chainsaws,a chipper,a skid steer,and small tractor with cart in tow. Lead Monitor/ Supervisor end of day finalizing Lead monitor/Supervisor shall perform QA/QC of data captured by monitors on the daily report and sign and date to the right of the top of the sheet after review. Any needed corrections may be done in red pen by the lead monitor only and initialed by the lead monitor. The lead monitor shall scan reports and any other relevant back up documentation of debris removal efforts and put them in an electronic folder for the day. Any hard copy back up shall then be clipped by date together and placed in a weekly envelope which shall be dated for that weekly period. Hard copy envelopes shall include on the front the task owner name,date range and job title. These envelopes shall be retained and transitioned as per the client's needs. 1111I I I I r FDC2 Florida Disaster Consulting,LLC Preparedness-Response-Recovery-Mitigation I SAMPLE REPORTFDC • 1 1 Validation procedure Debris Removal Validation Enter Debris Type Here (Example ROW, Processing, Water Way, Etc. 1 The procedure for ROW and validation of eligible items is as follows: (1) Hard copy tickets were utilized to document debris removal field activity; Y (2) Ticket data is entered into an electronic data base by FDC data entry; (3) Electronic ticket data is utilized to run electronic validation against Debris Removal Vendor invoiced line items; (4) Completed 20% manual review of Debris Removal Vendor invoiced line items against actual paper field tickets; (5) Discrepancies were noted on validation sheets so that they can be addressed at closeout. r 1 FDCFlorida Disaster Consulting, LLC Preparedness—Response—Recovery—Mitigation 0.0.000 CUE LEeICndLOL. ®TeII inl I IMO«nif I 1100 OIIRCnderCCnO dCrtdm(hID:terDCnO=ItCntO® 1 'SAMPLE REPORT FDC Florida Disaster Consulting, LLC Preparedness—Response—Recovery-Mitigation 1 TASK ORDER CONTRACT • In accordance with the contract XXXX between XXXX and XXXX for Debris Monitoring Services dated XXXX, the XXXX hereby requests and authorizes the services to be tperformed on the project as described below: PROJECT: XXXX—Monitoring Services for Debris Removal SPECIFIC WORK TO BE PERFORMED: 1. Monitor(Vendor's Name)performance of debris removal and disposal/recycling work set forth in Task Order No. XXXX under Contract XXXX. Work to include quality control of assessment and post-removal verification activities, documentation of the removal of debris, documentation of the disposal/recycling of debris, reconciliation of debris contractor invoices, and preparation of final report to XXXX. All work performed by Vendor to be documented and verified by FDC. 2. Certification of sizes (CY) of roll-off containers and/or trucks to be used to transport debris from Offloading Areas to disposal/recycling facility, and placement of placards on such equipment/trucks. 1 DURATION OF WORK: XXXX-XXXX Total Calendar Days: 30" METHOD OF PAYMENT: Payment for services authorized under this Task Order will be made against a properly executed Payment Voucher submitted to XXXX along with the supporting documentation identifying the personnel and hours worked and other related unit cost items as are authorized under the Specific Work to be Performed. , ESTIMATED COST OF THIS TASK ORDER (not to exceed) •1 1 0.0. Dm00131L0EeILndDnL. L1111111111JTellihti I nn I nu n i 0D OLIERLnderD=nD CMIEDEDDIer0Cn0Jtait00i 1 1 FOCFlorida Disaster Consulting, LLC Preparedness—Response—Recovery- Mitigation 1 FDC Client Name Name: Title: Name: Date: , XXXX o.0. Om EOM LCCeICnd00L. rrTi h i l l el Title: ❑OOILRCnderCCn0 CIU1&Dliffier0CnOiltCnt01 i i i Date: , XXXX I • • �1 F 1 1 1 1 1 1 1 0.0.OCD CCMLCCeICnd00L. OCOOSECOOTelaTiliptillimi0001TLRCnderCEn0 Clad mDITterOCnmtCnt01 i i I 1 1 SAMPLE REPORT fDC Florida Disaster Consulting,LLC Preparedness—Response—Recovery-Mitigation Payment Release Verification (Insert client and PW Number) Debris Removal After a cursory review on (DATE) of the invoices listed in the summary below, a release in the amount of$XX.XX was made by (insert client name) to (insert vendor name) for debris removal services. as recommended by FDC. 1 *Further amounts and reconciliations may change recommended for payment invoice amounts when final invoice validation and reconciliation is performed. • DATES OF SUBMITTED APPROVED AMOUNT INVOICE # SERVICE AMOUNT AMOUNT WITHHELD 1 1 Signature: Date: Title: 1 1 0.0.00001E0LOreICnd00L. nit nu I I iTelimuIunn].n DO mff2CnderrSn0 dGdCDILLEter0CnmtCnt0011 1 SAMPLE REPORT 1 Florida Disaster Consulting, LLC FDCPreparedness — Response — Recovery - Mitigation HRS WEEKS PEOPLE TOTAL HRS RAT ❑rLle I1 MLnDEe❑ent De flDDr❑Celt ❑LnI i er ❑❑❑ ❑❑ DUO MLn lre0ent DUO❑ntr❑ ❑d❑LnQitrLtUe Smart •1 • • DAYS/MONTH PEOPLE LEdU D TrLnmLrtQQCn ❑erDI D❑ Mini I ❑D❑Q➢ M Qln De❑OMR D[Cn I •. 1 • • • • 1 1 I 1 S 1 1 SAMPLE REPORT FOC Daily Tower log Date: Page: of Project: Tower Location: Monitor: Log Start Time: Lead Monitor/Supervisor: Log End Time: Ticket Number Debris Type Truck Number Subcontractor Capacity Load Call Time Monitor )0(/XX/X% Vet 1 Or.Smith Contracting 3&CY 32CY 1:30 PM Jane Smith • •1 • • • 1 1 Notes: 1 • 1 1 1 1 1 1 1 1 1 • • SAMPLE REPORT 1 • Invoice Number Ticket Date Ticket Type Debris Type Task Owner Destination Ticket Number Subcontractor Invoiced Quantity X X Example of possible false false reports IAD Vendors are not examples and are not working on any job) 1 Note: Discrepancy in T/IXET TYPE in the Monitor data(ROW)and vendor Data(SITE) Discrepancy in TASK OWNER in the monitor data and Vendor data Is due to town being spelt differently Des:nation shows discrepenoes due to monitor deice of spelling and xbriviations for TDMA_ Ticket dates differ due to pre loads that loaded on one date and dumped on another date.Monitor captured the dump date while Vendor many time billed under the load date. FALSE in INVOICED QUANTITY is due Monitor data being In whole numbers,versus declmel quantities in Vendor Dan Load origin shows discrepencies due to monitor choke 01 cross street,Spelling and abrliations for road.rtreet etc—and also vendor listing many load origins as unknown Paid Subcontractors Sub contactors captured by field monitors Monitor captured subcontractor and snob numbers paid subcontractor and truck number FDRC Clinton Debris Clinton Debris (blank) M.Pereira Contracting Clinton Lumber 660 (blank) (blank) Coleman Debris 662 Dr.Smith Contracting_ County Waste Clinton Lumber County Waste/Greenxape 660 • County Waste/Green Rape 662 Cullman Debris Coleman Debris FDRC 667 M.Pereira Contracting County Waste • RIFE 650 RR Knott/Oleman Debris 651 RSK Debris 652 Sammy's County Waste/Greenxape T.D.Baker 650 (blank) County Waste/Green Supe 651 652 Cullman Debris 667 FORE 670 3390 67000 M.Pereira Contracting_ • 653 656 657 659 673 674 656 OC RIFE 670 RR Knott/Oleman Debris 667 RSK Debris 664 Sammy's 657 T.D.Baker 668 669 Ibla( (blank) • • 1 • • • 1 _ 1 1 • • • 1 1 1 1 SAMPLE REPORT Florida Disaster Consulting,LLC FDCPreparedness—Response—Recovery-Mitigation Ma 'no ln•leen LIM SOZO SOLO SOATO 1 �m SODO SOLO SOOl • 113. SOW NOD Sam 101.3 SOW 50 4.2 • mm 1 1 1 wm mm SOnl I • 1 • I 1 1 1 1 STEVEN N. GLENN Engagement Manager EDUCATION • BA,1988,UNC-Pembroke,Pembroke,NC EXPERIENCE SUMMARY: 24 years of experience managing large-scale disaster ADDITIONAL TRAINING AND planning and response/recovery programs. Mr. Glenn has CERTIFICATIONS trained local governments and private agencies in disaster IS-100.b (ICS-100): Intro. To Incident planning, response, recovery and mitigation activities; Command System coordinated local emergency planning committee activities; IS-600: Special Considerations for FEMA and trained, planned, conducted and evaluated large-scale Public Assistance Projects disaster exercises. IS-631: Public Assistance Operations I IS-632: Introduction to Debris Operations Mr.Glenn currently serves as Project Manager within the joint IS-700.a: National Incident Management venture "Vanguard Emergency Management" of which System (NIMS) Adjusters International is a managing partner. This contract IS-800.b: National Response Framework (valued at $150M) provides housing inspections services in FEMA COTR Course across the United States in support of FEMA's Individual FEMA PA Ops II Assistance program. FEMA Environmental Considerations State Coordinating Officers Course As Infrastructure Branch Chief for FEMA Region IV, I oversaw the implementation of the Public Assistance Program for AFFILIATIONS eight states totaling $7.6 billion in federal disaster funding. I National Emergency Management served Recovery Chief and Disaster Recovery Manager for Association the 2004 Florida Hurricanes and well as Hurricane Katrina International Association of Emergency within the State of Mississippi. Managers As the Deputy Chief of Operations for the North Carolina Emergency Management Agency, he managed $250 million in FEMA grant programs and implemented the nation's first quality assurance program for the Public Assistance Program. WORK HISTORY: Adjusters International/Tidal Basin Consulting Group • FEMA Housing Inspection Services. This $150 Million-dollar contract serves to support disaster housing inspection services across the United States. Mr. Glenn currently serves as project manager for this multi- million-dollar contract overseeing all daily readiness activities. He also coordinates all proposal responses and ensure the proper execution as well as closeout of all disaster task orders issued under this project. The Louis Berger Group, Inc. As Vice President,Mr.Glenn oversaw a multi-million-dollar division practice providing disaster planning,response, and recovery activities. Our clients include local, state,and federal governments. I served as project manager for the joint venture Vanguard Emergency Management providing direct contract support services to the Federal Emergency Management Agency. •1 • 1 a • 1 • Atkins North America, Raleigh, NC As Vice President and Operations Manager, Mr.Glenn oversaw a multi-million-dollar practice designed to provide comprehensive emergency management services to federal, state, local, and private clients across the United States. Mr. Glenn served as a senior manager responsible for sales, budget development, operations management, and growth for the division. .In that position, Mr. Glenn oversaw three (3) practice groups that delivered pre-and post-disaster planning,training, hazard mitigation,evacuation planning,risk analysis,response, and recovery activities nationwide. Project wins included: • IA-TAC III (2009— 2013). This $375 million readiness contract covers FEMA's Bravo sector, including the • northeastern states between Maine and Minnesota. Services include individual assistance to victims of presidentially declared disasters,such as temporary housing,pre-disaster planning,storm Mr.Glenn provided management oversight to support operational readiness and activity as well as contact management. • IA-TAC II (2006— 2009). As principal-in-charge, Mr. Glenn directed the deployment of 100+ personnel in response to four presidentially-declared disasters,most recently assisting victims of Hurricane Ike in Galveston, Texas. He oversaw site assessment and inspections, staging and support, group site design, general construction, and facility management and installation. Project Cost: $250M (contract capacity). • Technical Assistance Contractor for Public Assistance First Appeals, FEMA, Washington, DC. Under this IDIQ t contract, Mr. Glenn worked with FEMA regional offices to review, analyze, and develop draft responses to appeals filed with FEMA Regional Administrators under the public assistance program. Analysis included project eligibility, scope of work alignment, cost estimation review, and project timeline review. • Alabama Public Assistance Support for 2011 Tornado Outbreak, Alabama Emergency Management Agency (AEMA), Clanton, AL. In the aftermath of the tornado outbreak that occurred in late April of 2011,the AEMA activated its existing contract with Atkins so that our team can provide FEMA Public Assistance Program support. Tasks involve the coordination of public assistance activities and assignments, technical support on insurance issues, coordination on environmental issues relating to recovery projects, individual assistance mission support, and financial advising involving assistance with any AEMA-required reporting and compilation of daily field personnel reports for submission.Mr.Glenn served as principal-in-charge and senior policy advisor • Mississippi Hurricane Katrina Public Assistance Program Support, Jackson/Biloxi, MS. Mr. Glenn oversaw the delivery of FEMA's Public Assistance program support to the Mississippi Emergency Management Agency. • Mississippi Alternative Housing Program Management Services (Hancock, Harrison, and Jackson counties), Mississippi Emergency Management Agency. This project involved working with the State of Mississippi (in partnership with FEMA, HUD, and other public and private entities)to develop, implement, and evaluate an alternate housing pilot program for selected residents in Mississippi coastal counties that were heavily impacted by Hurricane Katrina. Atkins worked with local governments, private not-for-profit agencies, and financial institutions to provide holistic long-term housing solutions for disaster survivors within the state. Mr. Glenn served as principal-in-charge providing senior management oversight of the design/construction phase of the project as well as installation and deactivation of housing units. Federal Emergency Management Agency(FEMA),Atlanta, GA As branch chief, Mr.Glenn oversaw disaster recovery efforts for eight states involving damaged infrastructure facilities (public assistance). He coordinated disaster response activities as operations officer for a national response team. He managed 12 full-time employees and 87 reservists. He oversaw disaster recovery project 1 1 1 . 1 • management/grant programs totaling almost $1 billion and developed national response plans for large- scale events including: • Hurricane Katrina—Recovery Chief(State of MS) • Space Shuttle Columbia—Field Representative for FEMA's Assistant Administrator of Response. • 2004 Hurricanes—Infrastructure Branch Chief for all hurricanes affecting the state of Florida. North Carolina Emergency Management Agency, Raleigh, NC As deputy chief of operations, Mr. Glenn managed the disaster recovery program for the state of North Carolina.He supervised disaster project management activities for 400 applicants totaling almost$750 million, served as state coordinating officer, and governor's authorized representative. Mr.Glenn managed up to 65 . employees during the height of program activities, implemented the nation's first quality assurance program for disaster recovery programs, and served as deputy operations chief for the state response to Hurricane Floyd. He also developed disaster recovery plans for the state of North Carolina. North Carolina Emergency Management Agency, Raleigh, NC As area coordinator, Mr. Glenn managed disaster planning, response, recovery, and mitigation efforts across two area offices. He coordinated state emergency response activities within these areas totaling 50 counties. Mr. Glenn coordinated risk analysis activities and assisted local jurisdictions in disaster planning activities. He served as chairman of emergency planning boards for two nuclear power plants, as well as a training officer responsible for training local governments and private industry in disaster planning, response, recovery, and mitigation activities, and coordinated local emergency planning committee activities. Forsyth County Emergency Management Agency,Winston-Salem, NC As hazardous materials specialist, Mr. Glenn oversaw/managed the county's first hazardous materials team. He provided comprehensive disaster planning to local governments and private industry. Mr. Glenn also managed the Superfund Amendment and Reauthorization Act(SARA), Title III compliance for the county and served on - the local emergency planning committee 1 • 1 1 1 1 1 1 . I . . ROBIN T. WHITE . Il954-892-8967 I robintylerwhite@yahoo.com I . • Comprehensive knowledge of • Strong analytical abilities. • Eleven years'experience in Federal and State Public Research,compile and logically Contract Development, Assistance Grant Programs apply information to solve Execution and Monitoring • Productive,motivated,and problems and meet desired • 13 years'experience in objectives. resourceful self-starter.Results- Emergency Management • Exceent communcation skills. oriented.Attuned to customer • 2lli6 years supervisory experience needs and approach tasks with Listen and express ideas clearly, ilII enthusiasm and a flexible verbally and in writing. attitude. PROFESSIONAL EXPERIENCE - AM/PM REPAIRS&RENOVATIONS-Part Time November 1993—Present IOffice Manager/Accounting •Responsible for scheduling and coordination of work assignments. •Ensure that construction work is in compliance with local ordinance and obtain permits as required. •Perform quality control checks to ensure client/customer satisfaction. •Prepare/submit invoices for services rendered. •Collect/process payments and perform general record-keeping/accounting. DISASILRS,STRATEGIES AND IDEAS GROUPI December 2016—May 2017 Public Assistance Coordinator •Coordinated and conducted meetings with the local governments and private non-profit organizations to discuss FEMA's Public I Assistance Program and its applicability to the public's needs. •Worked with the local governments/private non-profit organizations and FEMA/State Project Specialists to develop projects and provided assistance/support relating to programmatic and technical issues. I •Reviewed projects to ensure compliance with applicable laws/regulations/policies and ensured that any special considerations were identified (obtaining technical assistance/review as required). •Coordinated with Federal,State,and local government officials to resolve issues. ILANDFALL STRATEGIES October 2016—November 2016 Project Manager,Debris Monitoring Operations •Coordinated work efforts for the City of Wilmington and Sunset Beach (North Carolina) and ensured appropriate Icommunication between planning and implementation of debris monitoring operations. •Responsible for hiring and supervision of debris monitors and administrative support. •Performed daily validation of load tickets and verified calculations. •Prepared and submitted debris status reports for management. I. •Maintained database of debris operations and established a records management system. • •Prepared and submitted weekly timesheets for field employees. IVOLLERT,INC December 2015—January 2016 Disaster Public Assistance Specialist •Performed comprehensive project reviews for the Commonwealth of Massachusetts to ensure compliance with the requirements Iof FEMA's Public Assistance grant program. •Assisted with the recovery of costs associated with federally declared disasters. •Conducted research,analyzed data and prepared reports. STAIL OF FLORIDA,DIVISION OF EMERGENCY MANAGEMENT October 2005—December 2011 Deputy Public Assistance Officer I37 I 1 •Responsible for the successful implementation of Federal/State Public Assistance (PA) program within the South Florida Regional Area(17 Counties). 1 . •Supervised and provided direction/guidance to Public Assistance Coordinator (PAC) positions and monitored PAC activities to ensure that Project Worksheets, Final Inspection Reports, and Project Closeout activitiesremained in n compliance with State/Federal guidelines. •Met with local governments and private non-profit organizations to ensure that the State's Subgrantees were receiving all eligible benefits from the PA grant program. • •Conducted independent research to assist State Subgrantees with technical assistance and investigated other available grant programs. •Coordinated work efforts with other government agencies to ensure that the PA program was applied fairly and equitably to all Subgrantees. I •Developed comprehensive training modules and presented to Subgrantees and to State PA personnel to educate and enhance their knowledge of the PA program. •Developed and conducted presentations to deliver to elected officials and their staff. •Assisted with State oversight of debris related activities (land-based and within Florida's waterways) and coordinated with appropriate agencies to assist with environmental compliance. STA IL OF FLORIDA,DIVISION OF EMERGENCY MANAGEMENT December 2004—October 2005 IPublic Assistance Coordinator •Coordinated and conducted meetings with the local governments and private non-profit organizations to discuss FEMA's Public Assistance Program and its applicability to the public's needs. I •Worked with the local governments/private non-profit organizations and FEMA/State Project Officers to develop projects and provided assistance/support relating to programmatic and technical issues. •Reviewed projects to ensure compliance with applicable laws/regulations/policies and ensured that any special considerations were identified(obtaining technical assistance/review as required). •Coordinated with Federal,State,and local government officials to resolve issues. •Conducted Preliminary Damage Assessments and Socio-Economic Studies (for FEMA's Individual Assistance Program) as required by management. STATE OF FLORIDA,DEPARTMENT OF TRANSPORTATION—DISTRICT 4I December 1993—October 2002 Contractual Services Specialist,Contractual Services Office(July 1997—October 2002) Purchasing Agent II&III,District Contracts,Office of Procurement(December 1993—July 1997) I •Developed proposal solicitations and coordinated the competitive procurement of services in accordance with statutes,rules,and procedures. •Prepared and processed requests for new contracts,supplements,and amendments to existing contracts. I •Audited bids and proposals to verify compliance with departmental and state regulations, ensure that DBE/MBE goals were met,and to maintain fair,competitive,and reasonable wage rates. •Assisted project managers in writing specifications, compensation methods,and cost proposals. Provided independent research, I evaluation,and analysis to make recommendations,assess contractual problems,and formulate solutions. •Conducted public meetings and bid/proposal openings.Addressed questions from prospective bidders/proposers. •Represented the Department and coordinated with the Department's General Counsel in the Administrative Hearings process in response to contractor protests. . 1 •Distributed and tracked all proposal documents and related information sent to prospective_bidders and acted as liaison between the project managers and the contracting industry. •Developed and executed Fixed Capital Outlay contracts for state building construction and improvements. I •Prepared and executed Joint Participation Agreements with other government agencies and municipalities. •Coordinated and conducted training sessions for District Four Project Managers on State policy and procedure for Contractual Services. • I •Developed and maintained a yearly schedule in order to ensure proper scheduling of contracts and execution of production deadlines; established computerized templates for various contract monitoring and management tracking reports; and created desktop procedures as a user-friendly guide of the steps toward contract processing. STATE OF FLORIDA,DEPARTMENT OF TRANSPORTATION—DISTRICT 4Il November 1991—December 1993 Administrative Assistant,Program Management&Contractual Services Unit(February 1993—December 1993) Clerk Typist Specialist,District IV Maintenance and District IV Design Unit(November 1991 —February 1993) I38 I •Supervised administrative and clerical support staff. I •Managed operating budget,monitored budget categories,and initiated budget transfers and controls as necessary. •Researched,compiled,and analyzed information,established and maintained data files and developed management reports. •Processed financial transmittals in compliance with FDOT contractual agreements. • •Prepared specifications and special provisions for district let contracts and verified technical data. • •Developed goals/strategies in order to implement and measure Total Quality Management Plans. •Developed/maintained budget tracking reports and other various management reports. IEDUCATION BROWARD COLLEGE-FLORIDA A.A.in Communications I NATIONAL INSTITUTE OF GOVERNMENTAL PURCHASING—RESTON,VIRGINIA Certified Professional Public Buyer IFEDERAL EMERGENCY MANAGEMENT AGENCY Public Assistance Operations I and II, Debris Operations,Hazard Mitigation, Incident Command System Series,National Incident IManagement System, National Response Plan, Cost Estimating Format, Managing Through a Disaster, Federal Emergency Management Agency(FEMA)and Federal Highway Administration(FHWA)Funding Programs I PROFESSIONAL DEVELOPMENT • • Public Assistance Operations I • National Response Plan • Public Assistance Operations II • Cost Estimating Format • Debris Operations • Managing Through a Disaster I • Hazard Mitigation • Federal Emergency Management Agency(FEMA) • Incident Command System Series • Federal Highway Administration(FHWA)Funding Programs • National Incident Management System REFERENCES Available Upon Request I I I I . . I • 39 I 1 . KATHERINE C. STEVENS 1 919-508-7917 I katie.stevens37@gmail.com • I Katherine Stevens has spent her professional career within the field,of emergency management.Since receiving her master's degree, Ms. Stevens has rapidly become a dedicated leader and manager within the field of disaster recovery planning (mitigation and preparedness), operations (response), and grant management (recovery). Ms. Stevens' experience in all four phases of emergency management has provided her with a unique prospective and comprehensive knowledge of FEMA rules and regulations that is an Iinvaluable asset in every emergency management position in which she serves,but especially in grant management.Furthermore,her engineering educational background allows her to read and understand construction specifications and more thoroughly review detailed procurement documents,contract documents,as well as technical requests for reimbursements. PROFESSIONAL EXPERIENCE FLORIDA DISASTER CONSULTANTS,INC. (STATE OF SOUTH CAROLINA) August 2017—November 2017 IProject Specialist Ms.Stevens was charged with developing and writing new projects,creating new amendments to projects,and preparing projects for closeout. In this role, she coordinated with SCEMD, FEMA, and sub-grantees to develop prioritization protocols for DR 4241, Iwhich had had little attention since DR 4286 Hurricane Mathew had been declared. As most of the projects, Ms. Stevens was assigned included little documentation or notes from previously assigned project specialists, she created detailed requests for documentation, coordinated and collected the required information,and then,wrote the project worksheet or amendment. She also Icreated detailed notes and project requirement summaries for a seamless transition to SCEMD in case the sub-grantees were not able to comply with the RFIs within Ms. Stevens' contract period. Furthermore, Ms. Stevens consulted with SCEMD in regards to policy issues and trained SCEMD employees to write project worksheets. FLORIDA DISASTER CONSULTANTS,INC. (State of Colorado) October 2014—December 2016 Supervisory Reviewer Ms. Stevens conducted QA/QC reviews of level one (Ll) requests for reimbursements for the State of Colorado concerning IDisaster 4145 - Severe Storms, Flooding, Landslides, and Mudslides. She provided detailed feedback to Ll reviewers to augment their training and development as thorough, efficient reviewers and their urili7ation of MB3's EMGrantsPro system. As a supervisory reviewer, Ms. Stevens also helped to coordinate communications between the Ll/L2 review team, the Applicant Assistance Team,Deloitte Team Leads and Colorado DHSEM. FLORIDA DISAS I ER CONSULTANTS,INC. (STAI E OF LOUISIANA) March 2016—July 2016 Team Lead/Disaster Recovery Specialist Ms.Stevens served as a Team Lead for the GOHSEP Strike Force Team tasked with backlog resolution for DR 1603 and DR 1607. She conducted QA/QC reviews for requests for reimbursements and provided detailed feedback to the Disaster Recovery Specialists to improve their Reimbursement Request Form (RRF) reviews. Additionally, Ms. Stevens provided assistance to sub- grantees in regards to RRF documentation and procedural requirements in order to expedite the.backlog resolution. 1 CERES ENVIRONMENTAL SERVICES March 2014—August 2014 Project Superintendent IMs.Stevens served on the management team for Ceres Environmental in support of disaster debris removal for NCDOT following the ice storm in March of 2014. Ms. Stevens served as Ceres' initial contact with NCDOT and completed damage estimates in 4 counties to facilitate the bid process.After contract execution,Ms.Stevens worked with the management team to identify and secure a temporary debris staging area, expedite debris removal operations, and ensure quality control and safety. Along with operational Iduties, Ms. Stevens was tasked with database management and reconciliation with the monitoring firm on-site. With Ms. Stevens' help,Ceres Environmental successfully fulfilled their contract with the NCDOT before any other contractor in Division 7. FLORIDA DISAS ILR CONSULTANTS,INC. (STATE OFNEW JERSEY)I March 2013—July 2013 Planner Ms. Stevens worked with the Louis Berger Group to provide complex data analysis in support of waterway debris removal Ioperations within the State of New Jersey following the impact of Super Storm Sandy.This data analysis allowed the State to ensure costs associated with debris removal within selected areas were eligible for reimbursement.Ms. Stevens served as a primary point of contact for inquiries presented by senior state and federal officials. Through the preparation of detailed operational reports, Ms. I34 1 1 Stevens ensured program management staff and senior state officials were aware of waterway debris removal efforts. To support these activities,Ms.Stevens identified and selected field personnel to support disaster operation activities. i . BYRD BROTHERS'EMERGENCY SERVICES,LLC—Wilson,North Carolina January 2011—February 2013 Project Manager I Serving as project manager,Ms. Stevens directly managed multiple disaster recovery projects within heavily impacted disaster areas valued at approximately $12 million dollars. Ms. Stevens managed multiple debris removal subcontractors as well as debris management sites simultaneously, all while maintaining profit margins in excess of 18%. Additionally, Ms. Stevens developed and authored highly technical proposals as well as multimedia presentations that resulted in the successful award of 17 pre-event 1 contracts in two years.These successful contract awards produced over S14 Million dollars of revenue within a 24-month period. EDUCATION iGEORGIA INSTITUTE OF TECHNOLOGY—ATLANTA,GEORGIA Master of Science in Environmental Engineering I December 2010 EMORY UNIVERSITY—ATLANTA,GEORGIA Bachelor of Arts in Environmental Studies and Political Science iMay 2008 DISASTER EXPERIENCE IDR 1603 DR 4241 DR 1607 DR 4286 1 DR 4145 Super Storm Sandy SOFTWARE 1 . EMGrantsPro(MB3),SharePoint,RSMeans,ESRI ArcGIS,Microsoft Office(Excel,Word,Access and PowerPoint) 1 REFERENCES Available Upon Request I I • I I I I35 ... - 0 THERESA J. DANIELS 1 407-760-2337 I theresajdaniels@yahoo.com Oceanography graduate with three years of experience monitoring protected marine mammals.Extensive critical care background as a Veterinary Technician. • Marine protected species • Acoustic sampling/monitoring • Professional digital photography monitoring/mitigation of marine mammals • High Definition aerial imaging • Dredging and marine • Multi-species monitoring, • Pelagic/migratory bird surveys construction monitoring intercoastal waters • Salt&freshwater fish • Data collection •analysis and • Aquarium(salt and freshwater) identification seta /maintenance interpretation • Wildlife rehabilitation • Environmental impact assessment PROFESSIONAL EXPERIENCE BLUE PEARL VE I EREVARY PARTNERS AND ANIMAL EMERGENCY—Tampa,Florida 2010—Present VETERINARY EMERGENCY REFERRAL CENTER—Pensacola,Florida 2010 MILTON ANIMAL HOSPITAL—Pensacola,Florida 2009 W1NTERPARK VEIERIl\ARYHOSPITAL—Winter Park,Florida October 2008—2009 - Manager,Wildlife Department/Veterinary Tech I&II/Radiology Tech • • Triage and direct patient care in ICU setting. Prioritized patient care and discharge. Performed phlebotomy and venipuncture, as well as radiographic imaging and review. Secured and analyzed biologic samples. Prepared patients for surgery, monitored anesthesia, assisted surgeons and nursed post-surgical patients. Managed exotic and wildlife avian 1department. • Staff training and development:Trained techs in patient care and clinic procedures. ECOES CONSULTING,INc.. (FORMERLY GEOCET)—Titusville,Florida November 2005—October 2008 Field Biologist/Shipboard&Platform Acoustic Observer/Visual Observer • Monitored oil and gas industry deep water exploration activities in the Gulf of Mexico to ensure compliance with Marine Management Services regulations: Lived aboard seismic research survey vessels for periods of -13 weeks 1 (boarded ships via helicopter).Established advisory relationships with officers and techs. • Ensured safety of protected marine mammals: Urilized acoustic monitoring technology to identify the presence of whales and dolphins,then advised shipboard seismic managers to cease seismic operations when necessary. • Monitored,photographed and documented migratory bird pathways. • Provided technical training to new Acoustic and Visual Observers. WIN IER PARK VETERII'ARYHOSPTTAL—Winter Park,Florida May 2004—November 2005 Manager,Wildlife Department/Veterinary Tech II/Radiology Tech SEA WORLD,DISCOVERY COVE AND WILDLIFE RESCUE FACILITY—Orlando,Florida May 2004—August 2004 Relief Veterinary Technician II • Assisted three veterinarians during examinations and procedures in two parks and the wildlife rehabilitation facility: Provided direct nursing care for marine mammals,fish,exotic birds and marine reptiles. li • Performed diagnostic labs and radiography • Assisted with necropsies. • Managed surgical suite:Responsible for sterilizing and kitting equipment and instruments.Managed surgical and pharmaceutical supply inventory. • Assisted with rescue and care of dolphin/whale,manatees,sea turtles, and seabirds NORTH ORANGE VEIERRY CLINIC. —Apopka,Florida March 1995—May 2004 Veterinary Technician/Kennel Manager/Boarding Manager 42 1 . I EDUCATION UNIVERSITY OF WEST FLORIDA-PENSACOLA,FLORIDA I B.S.Oceanography(December 2016) ICERTIFICATIONS: •GIS Certification-University of Florida,2015 •Open Water Diver(Nitrox Certified)—NAUI •CPR/AED;First Aid—Schlumberger Geophysical/Western GECO •Marine Management Services (MMS) GeoCet Marine Consulting Service IISSMALE Passive Acoustic Monitoring •Offshore Petroleum Industry Training Organization(OPITO)Certifications Helicopter Safety Offshore(HSE)—Marine Survival Training Center Helicopter Underwater Egress Training(HUET)—Marine Survival Training Center Basic Offshore Safety Induction and Emergency Training(BOSIET) .. ISOFTWARE MS Word,Excel,PowerPoint,Adobe Photoshop REFERENCES Available Upon Request I I I • I , I I I I Il43 I JAMES H. VAUGHN UGHN 919-384-5707 I ht.jamesvon@gmail.com James Vaughn has extensive FEMA Public Assistance Officer experience gained during virtually every major declared disaster in the 1 Southeast or Gulf regions since 2005. He has worked closely with the DOT agencies of Florida,Mississippi,Texas and Virginia. He is proficient at supervising both wet and dry debris removal, eligibility determinations and documentation for FEMA's Dead and Dangerous Trees program, as well as structure demolition determinations.Vaughn holds Multiple FEMA Emergency Management 1 Institute certifications.He is trained and certified in asbestos removal by the state of Mississippi. • PROFESSIONAL EXPERIENCE 1 SOUNDSIDE CONSULTING LLC October 2017—November 2017 Project Officer Hurricane Irma (DR-4337, Florida) Polk County, FL. Quality control and quality insurance, overseeing 12 TDSR (Debris Management) sites and the reduction and mulch haul-out for Polk County, which totaled approximately 2.5 million cubic yards. Managed all personnel at the sites and provided daily written reports. Controlling agency was Florida State Emergency Management for Polk County. SOUNDSIDE CONSULTING LLC September 2017 Project Officer Hurricane Irma(DR-4337,Florida)St.John's County,FL.Quality control and quality insurance. Organized field monitors and trained tower monitors at four TDSR(Debris Management) sites.Responsible for personnel and reporting.Estimated 600,000 cubic yards of debris removed in less than three weeks. 1 HDRENGINEERING October 2016—February 2017 State Debris Specialist Hurricane Matthew(DR-4286, South Carolina) Beaufort,SC. Directed for debris Quality Control for the cities of Hilton Head and Beaufort as well as five surrounding counties. Performed joint inspections with FEMA for eligibility, preliminary= estimates and II determination of debris. Provided Public Assistance staff with information concerning procedures and policies pertaining to debris operations. 1 FLORIDA DISAS I ER RECOVERY,INC. August 2013 Debris Specialist Hurricane Sandy(DR-4085,New York) Old Westbury,NY.Directed the oversight for all pre-validated dangerous trees,stumps and debris;ensured compliance with all historical,Federal,state,local regulations and related PA Policies. Daily coordination with onsite 1 FEMA and State of NY Field Inspectors to resolve issues as they arose. FLORIDA DISAS IER RECOVERY,INC. March 2013—May 2013 Field Supervisor , 1 Hurricane Sandy(DR-4086,New Jersey)Cape May,New Jersey.Working for the NJ Department of Environmental Protection Vaughn had oversight for all Marine Debris operations for Zones 8 and 9.His responsibilities included ensuring compliance with all Historical,Environmental,Endangered Species Act and related PA Policies.Review of Documentations to support reimbursement Sfor NJDEP. ATMIS NORTH AMERICAN September 2012—November 2012 Public Assistance Officer/Field Supervisor S Hurricane Irene (DR-4024) Southern Virginia. Working with VDOT for Brunswick, Dinwiddie and Chesterfield Counties supervised VDOT rights-of-way cleanup and monitoring throughout Brunswick County, VA. Supervised TDSR for Brunswick County.Managed TDSR site,reduction and mulch haul-out for Chesterfield County. Field Supervisor in Dinwiddie County,VA for 1 VDOT Right-of-way debris removal. ATKL\7s I\TORTHAmERICAN 2012 1 Public Assistance Officer Severe Storms and Flooding (DR-1971) Birmingham, Alabama. In multiple counties, monitored daily actives with contractors and monitoring firms to ensure all work was eligible for reimbursements. Completed PPDR assessments with FEMA staff to ensure that 1 29 1111 • all properties were inside the designatedgrid system (OCS Grids) that were approved b= FEMA and to quantifywhat debris was P P lm y PP y eligible through the PA program for removal. Viewed areas that were outside of the FEMA grid system to see if damage was substantial enough to have a grid turned on in that area for PPDR. Performed validations on structures to determine eligibility for FEMA Cat B demolition program for right-of-way debris removal. • RECOVERY MANAGEMENT ASSOCIATES LLC2011 IPublic Assistance Debris Monitoring Specialist Wake County Tornadoes (DR-1969) Raleigh, North Carolina. Recorded quantities of debris accurately on load tickets and other documentation. Completed reports such as daily logs, load tickets, incident reports, periodic progress reports, photo log and Isketches for applicant. Coordinated with applicant and contractors on a daily basis to ensure transparent flow of information designed to mediate project problems. BECK DISASTER RECOVERY,INC. 2008-2010 Senior Project Officer Hurricane Ike (DR-1791) Beaumont, Texas. Worked closely with debris removal contractors and TXDOT representatives. Supervised monitoring for both wet and dry debris removal in two very large counties.Assisted with eligibility determinations,which Iinvolved working directly with FEMA officials. Monitored the cleanup of the environmentally sensitive Abshier \Vildlife Management Area,a bird watching destination at Smith Point,TX. PBS 6 J CORP. 2005-2008 ISenior Public Assistance Officer Hurricane Katrina (DR-1604) Waveland-Gulfport, Mississippi. Attached to Public Assistance Program, Mississippi Emergency Management Agency(\SMA),assigned to Hancock and Pearl River Counties,MS. In Pearl River County,pre-validated with 100% IFEMA approval for eligibility of standing dead tree and dangerous hangers'removal. Provided on-site monitoring of standing dead tree removal from public rights of way.Worked with a County representative and a FEMA Project Officer to locate,GPS pinpoint, measure, and mark trees eligible for cutting as part of FEMA's dead and dangerous tree program. These eligibility determinations Iwere critical to the county qualifying for full FE\4A reimbursement. As Senior Field Coordinator, duties included fast expansion of debris operations;Daily scheduling and training of over 80 debris monitors;Certification of debris trucks;oversight of debris tower and TSDRS reduction activities. IPBS 6-1 CORP. October 2005—December 2005 Supervisor,Monitor Training for First Pass Debris PUSH. Wake County Tornadoes (DR-1969)Raleigh,North Carolina.Supervised new employee training,eventually overseeing the work of 90 monitors in the field.Served as monitor for damaged tree removal(leaners and hangers).Following debris removal,served as Ifield representative with duties including GPS location and eligibility determination for trees that threatened public safety,with photo documentation of each tree removed.Responsible for all linear parks within Broward County. IEDUCATION LEES-MCCRAE COLLEGE-BANNER ELK,NORTH CAROLINA DISASTER EXPERIENCE DR 1604 DR 4085 DR 1609 DR 4086 DR 1791 DR 4286 DR 1969 DR 4337 IDR 4024 IlPROFESSIONAL DEVELOPMENT • Multiple FEMA Public Assistance Certifications II 1 30 I STEVE BRADLEY 1 812-670-0926 I sbradley1969@=ahoo.com Beginning in March 2007, Steve Bradley has served in many roles within FEMA Public and Individual Assistance Programs. As a Icontract program manager to federal, state,and local governments, he provides a wide range of disaster recovery services including client advocacy, detailed damage assessments, and acting as a liaison to FEMA and state agencies. He is well organized and has broad experience with the administration of FEMA policies, including the Stafford Act, CFR 44, FEMA 9500 Series, Public IAssistance Guide FEMA 322, and the FEMA Polity Digest 321. He has a working knowledge of coastal building practices with a focus on temporary alternative housing. IPROFESSIONAL EXPERIENCE FLORIDA DISASTER CONSULTANTS October 2016—Present Hurricanes Irma and Maria Puerto Rico I •Guides state agencies through the FEMA process for CAT A and CAT B to make sure they understood guidelines •Participates in weekly meetings with various state agencies to collect documentation for formulation of draft Project Worksheets •Attends site visits with FEMA personnel I •Meets weekly with the Applicant,Contractor Teams and FEMA to verify all projects are on course •Resolves any issues working with the State Agency and FEMA to collect all necessary documents to resolve issues iWSP INSPECTION SERVICES July 2017—September 2017 Severe Storms and Flooding-Houston,Texas •Worked as a FEMA Housing Inspector to conducted housing safety inspections •Met with homeowners in severely flooded areas to resolve issues VANGUARD EMERGENCY MANAGEMENT'I August 2016—September 2016 Severe Storms and Flooding-Louisiana • •As a FEMA Housing Inspector,conducted housing safety inspections and met with homeowners in severely flooded areas I COHN RESNICK 11.P July 2014—November 2016 Hurricanes Irene Sandy and TS Lee Community Development Block Grant—Disaster Recovery I •Provided FEMA Public Assistance guidance to the New York Governor's Office of Storm Recovery in the implementation of the state's CDBG-DR program. •Acted as a documentation specialist meeting with sub-recipients to gather, scan, and upload disaster-related documentation necessary for the state to seek successful CDBG reimbursement. I ATKLNTS GLOBAL May 2011—October 2011 Super Tornado Outbreak-Alabama I •Provided Public Assistance support to the Alabama Emergency Management Agency. •Assigned as debris specialist for the state of Alabama, serving as state liaison between FEMA,the Army Corps of Engineers and local governmental units. VAUGHN&MELTONI July 2010—October 2010 Severe Winter Storms and Flooding-North Carolina • •Provided PA support to the NCDOT . I •Served as a Lead Field Inspector for debris operations assigned to the Watauga County Division of NCDOT INDEPENDENT CONTRACTOR(Boone,NC Housing Authority) February 2010—June 2010 Severe Winter Storms-North Carolina 1 •Lead Debris Monitor and Technical Advisor for the Town of Boone for the validation and monitoring of eligible debris removal. PBS 6-1 March 2007—March 2009 IHurricane Katrina-Mississippi Managed both Individual Assistance and Public Assistance activities I40 I . •Site inspector, Mississippi Emergency Management Agency (MEMA) Alternative Housing Pilot Project site development team, October-December 2007 •MEM.A Debris Project Officer,March-June 2007,August-November 2008,January-March 2009 PBS el December 2008 Hurricane Ike-Texas I •FEMA Individual Assistance,FEMA Technical Assistance Coordinator,Beaumont Texas. •As a FEMA Field Inspector,supervised contractors installing temporary housing units. PBS 61 July 2007—September 2007 . Construction Supervisor,Division of Risk Management Logistics •Oversaw the conversion and modification portable bunkhouse trailers into office trailers that were to be deployed for disaster . response and recovery. EDUCATION ILOUISVILLE TECHNICAL INSTITUTE—LOUISVILLE,KENTUCKY Associate Degree—Applied Science&Mechanical Engineering and Robotics IDISASTER EXPERIENCE DR-4336 DR-4085 I DR—4339 DR—4031 • DR—4332 DR—1971 DR—4263 DR—1871 DR—4020 DR- 1604 I • PROFESSIONAL DEVELOPMENT • Completed numerous FEMA Training Courses and Certifications I . REFERENCES Available Upon Request I I I . I I 41 JAMES "GORDON" NESS I404-387-9517 I • Management Experience • Financial Skills • Field Experience • Xactimate • Certified Property Adjuster • Certified Insurance Adjuster IPROFESSIONAL EXPERIENCE FLORIDA DISASTER CONSULTING September 2017—Present Debris Monitoring,Project Manager—Sunny Beach Isle I • Managed haul out operations for the town of Sunny Beach Isle according to FEi\2A's public assistance program .• Hired,trained and managed local monitors for the project Debris Monitoring,Debris Field Supervisor—University of Miami • I • Managed debris monitoring operations for the University according to FEMA's public assistance program • Project included vegetative debris removal and haulout as well as leaner and hangers • Hired,trained and managed local monitors for the project • Project completed within two weeks in order to get the school back up and running ATKINS 1NORTHAMERICA February 2014—April 2017 1 Public Assistance,Project Specialist—South Carolina Emergency Management Division • Worked three separate disasters(ice, flooding,hurricane) for the state of South Carolina • Experience in both emergency and permanent work under FEMA's public assistance program I • Due to relationships built during the first assignment,the client requested by name to work the next two disasters • Able to provide a wide range of public assistance support in all categories of work, such as: one on one applicant support, attending applicant meetings with FEMA,writing project worksheets, conducting site visits, and field validation for all types of I • debris • Currently hold an active FEMA Contractors badge(expires October 2020) Field Supervisor—Berkley County,South Carolina I • Supervised several debris monitoring crews which monitored the removal of over 160,000 cubic yards(cy)of vegetative debris and over 21,000 hazardous trees and limbs following the ice storm in February 2014 • Supervised tower operations/DMS sites • Assisted with oversight of the road closeout process which tracked the first and final passes I • Responded to citizen inquiries on behalf of Berkeley County • Provided training to new hires and conducted regular safety meetings • Last supervisor on the ground and eventually worked directly with the client to close out field operations I NESS ENTERPRISE June 1997—October 2015 Owner/Operator/President I • Through quality work'and excellent customer service,built Atlanta's largest stump grinding service from the ground up • Out of more than 250 tree industry companies in the area,Ness Stump Grinding has received the highest customer ranking from"Angie's List",winning the"Super Service Award"several times I • Managed five crews and office personnel • Provided service to contractors,subcontractors,landscapers,government entities,and homeowners all over Metro Atlanta • Strong business skills and financial oversight led to healthy profits year after year IEDUCATION IGEORGIA INSTITUTE OF TECHNOLOGY Atlanta,GA 1989 I . 15 I 1 • JOHN MCEACHEM HIGH SCHOOL Powder Springs,GA High School Diploma 1989 CERTIFICATIONS: 1 All-Lines Insurance Adjuster—Florida License#W388990 2017 State Farm Property Adjusters Certified September 2017 Xactimate September 2017 REFERENCES Available Upon Request 1 I . I I 1 I I . I A f116 11 • II . • D MR R ANMC SOH • 1 SUMMARY OF QUALIFICATIONS & EXPERIENCE Mr. Anderson provides direct relevant experience in emergency management, transportation and infrastructure services. He has gained over 30 years of experience in construction, maintenance, traffic operations and emergency management activities while Iworking for the Florida Department of Transportation (FDOT), Districts one and seven. In 2008, he resigned from FDOT to establish a successful,cost effective consulting firm that assists government agencies in planning for,responding to,"and recovering from all types of disaster events. . IFrom 1994 to 2008,as the first appointed FDOT District Emergency Manager,Mr. Anderson focused on improving the state and local government responses to transportation/infrastructure emergencies. He was actively involved in developing response plans, policies, procedures and IT program developments for the FDOT Emergency Management and Traffic Incident Management Programs. He has extensive knowledge in evacuation network planning and was twice tasked to develop interstate contraflow Plans Iin Florida. After 9/11, he was appointed as chairman the Transportation Committee for the Tampa Bay Regional Domestic Terrorism Task Force. Mr. Anderson frequently communicated state policies to other federal, state and local government agencies statewide by participating on governmental task forces and committees.He has also provided annual training to 42 local government agencies on FH\VA-ER,FEMA PA,Debris Management and other disaster related programs. I Mr. Anderson was instrumental in developing FDOT District Seven's Emergency Operations Center, within the Tampa Bay Sunguide facility. He interviewed and trained all EOC staff, as well as securing federal and state grants for various projects that improved the states response to the citizens of Florida. During active hurricane seasons, Mr. Anderson was often tasked by other state agencies to lead various responses to the event. He has assumed lead roles in state disaster response and recovery issues and has extensive knowledge in mitigating the effects of all types of disasters. In addition to managing his EOC during storm events,he has been tasked to direct and develop Florida's aerial RECON teams that Iare deployed to report statewide damage estimates to the State EOC during the storm. After assessing damages, he quickly moved into an IA role to lead staff involved with Disaster Recovery Center and Community Relation Operations. From there,he was often sent to lead both the FDOT and FDEM staff involved in FEMA's Public Assistance Process and the Federal Highway Administration-Emergency Response program at the Federal Joint Recovery Centers. Mr.Anderson has worked on more than 26 presidentially declared events in Florida and has, at the request of the Governor, led a cadre of State employees on four individual Emergency Management Assistance Compact (EMAC) PA missions to various states. IHe has successfully written and/or reviewed over 17,000 PW and DDIR grant applications, many with mitigation or betterment attachments that ensured the same type of damage would not occur again. Lastly,during Mr.Anderson's state employment and also as now a consultant, he has not been denied or had to appeal any FEI\4A or FH\VA claim he has submitted, due to his ability to work for his applicant with FEMA and FH\VA staff in reaching a favorable consensus on all projects. 1 PROFESSIONAL EXPERIENCE FLORIDA DISAS I LR CONSULTING,LLC 2008—Present Owner • Manage all company affairs.Develop and review contracts and proposals.Locate,hire and train staff for various positions. I • Provide consulting services to various clients on the FEI\4A Public Assistance Grant Process, FHWA—ER Grant process and other emergency management activities.Provide Engineering,Construction,Insurance and other specialists as needed. • For additional information,please visit W\X'W.Floridadisastercorisulting.com. FLORIDA DEPARTMENT OF TRANSPORTATIONI 1995—2008 Emergency Coordination Officer/Incident Commander I8 i • Managed the District 7 Emergency Operations Center and 50 individuals at full activation. • Managed District 7's response to all emergencies within the District including responses to workplace, local State, and national emergencies such as terrorist threats, earthquakes, hazardous material spills, wildfires, tornadoes, hurricanes, sinkholes and major traffic incidents. • Managed the organizational development,recruitment,selection,training,deployment,and operations of all District 7 Emergency Response Teams. • Managed preparation, response and recovery operations for incidents that directly or indirectly impact the District with regards to FEMA Public Assistance Program and the FHWA-ER Program. • Provided annual training to 42 individual local governments on the FEMA Public Assistance Program, the FHWA-ER Program and other State disaster programs. • Developed and maintained Central Florida's Contraflow Plans for Interstate 4 and Interstate 75, • Developed and maintained the District's Debris Operations Plan. Comprehensive Emergency Management Plan. Served as • a State Continuity of Operations Plan Administrator. . 1 • Assisted the Florida Turnpike Authority and the Hillsborough County Expressway Authority in responding to events that negatively impact their operations. • Managed the Annual $500,000 Emergency Management General Engineering Contract and individuals that provide emergency management and engineering support for the District Emergency Operations Center. • Served as the Transportation/Public Works Committee Chairman on the Regional Terrorism Task Force. • Managed all activities related to emergency contracts and FHWA/FEMA reimbursement of recovery costs for District Seven and its local governments. • Served in various Federal and State positions as deployed under FEMA and FHWA Declarations during incident response and recovery operations. FLORIDA DEPARTMENT OF TRANSPORTATIONI 1989—1995 Assistant District Traffic Operations Design Engineer • Designed Roadway plans,Traffic Signal Timings,Traffic Signing and Marking Plans. • Developed and MainEvacuation Route Signing Plans • Performed Traffic Studies • Attended and address issues at Public Hearings on proposed projects. • Reviewed consultant construction plans for completeness and constructability FLORIDA DEPARTMENT OF TRANSPORTATION 1982—1989 Assistant District Materials and Research Pavement Engineer • Performed Lab tests on materials to ensure correct pavement design standards were met. • Performed site inspections to gather data on concrete,soils and other base material to determine durability. • Inspected Asphalt Plants within the District to ensure all safety and design standards were met. • Performed Roadway inspections to determine roadway conditions and recommend solutions. • Programmed roadways for resurfacing projects EDUCATION HIGH SCHOOL DIPLOMA DISASTER EXPERIENCE • 1062 Hurricane Erin—8/10/95—Project Officer • 3139 Florida Wildfires—4/27/99—State Aerial • 1069 Hurricane Opal—10/4/95—Project Officer Assessment Manager • 1195 El Nino Events—1/6/98—Project Officer • 1300 Hurricane Floyd—9/22/99—State Aerial • 1204 Groundhog Storm—1/12/98—Project Assessment Manager Officer • 1306 Hurricane Irene—10/20/99—Public • 1223 Florida\Wildfires—6/18/98 —State ESF 1 Assistance Coordinator and 3 Manager • 1344 T.S.Helene—10/3/2000—State Aerial ® Assessment Manager ® • 1345 South FL Floods—10/4/2000—Individual Assistance Manager 9 I 1 • 1393 T.S.Gabrielle—9/28/01—State Aerial • 1561 Hurricane Ivan—9/16/04—Deputy Public Assessment Manager Assistance Officer • 1481 Severe Storms—7/29/03—Deputy Public • 1609 Hurricane Wilma—10/24/05—State Aerial Assistance Officer Assessment Manager&DRC/CR Group Manager • 1539 Hurricane Charley—8/13/04—Deputy • 1679 Florida Tornados—2/3/07—DRC Group Public Assistance Officer Manager • 1545 Hurricane Frances—9/4/04—Deputy • 3288 T.S. Fay—8/21/08—DRC Group Manager Public Assistance Officer • 1551 Hurricane Jeanne—9/26/04—Deputy Public Assistance Officer • STATE TO STATE EMAC DEPLOYMENTS Name . Disaster Number State Position held Length of deployment Hurricane Floyd 1300 NC Public Assistance Coordinator 11 months Georgia Tornados 1315 GA State Public Assistance Officer 2 months California Landslides 1585 CA Public Assistance Coordinator 2 months PROFESSIONAL DEVELOPMENT • L381 -Public Assistance Operations I • G627—Rapid Impact Assessment Team • L382 Public Assistance Operations II • • G635—RapidResponse Team Orientation • FEMA IS 002—Emergency Preparedness USA • TSR5—Damage AssessmentTSP11-Continuity of • FEMA IS 007-Citizens guide to Disaster Assistance Operations Planning • FEMA IS 0026 Points of Distribution • TSP6-Continuity of Operations Program Managers • FEMA IS 00100 FW-Introduction to the Incident Course Command System for Federal Disaster Workers • TS11 —Incident Command System for Public Works • FEMA IS 200 FW-Incident Command System for • TSR2-NEPA Environmental and Historic Federal Disaster Workers Preservation Regulations • FEMA IS 253—Environmental and Historic • TSG9-Mission Tracking Preservation • Incident Traffic Control and Design- University of • FEMA IS 393—Intro to Mitigation Florida • FEMA IS 00907—Active Shooter • NBC Domestic Preparedness Training—Jacksonville • FEMA IS 600-Special Considerations for FEMA PA State University Projects • NBC Responder Awareness—US National Domestic • FEMA IS 630—Intro to Public Assistance Preparedness Program • FEMA IS 631 Public Assistance I • NBC Responder Operations-US National Domestic • FEMA IS 632—Intro to Debris Operations Preparedness Program • FEMA IS 700-National Incident Management System ' NBC Incident Command-US National Domestic Preparedness Program • FEMA IS 800 National Response Plan • Hazardous Materials Communications and Incident • FEMA 801 ESF#1 Response—US DOT • FEMA 803 ESF#3 • Hazardous Object Identification—City Of Tampa • FHWA Emergency Relief Program Bomb Squad 1 • G202-Debris Management. • G202A—Advanced Debris Management • Emergency Response to Terrorism—National Fire Academy • G670—Human Services • TS13—Federal Highway Administration Emergency Relief Program 1 10 I 1 HOMELAND SECURITY TRAINING • Incident Traffic Control and Design—University of Florida • NBC Domestic Preparedness Training—Jacksonville State University • NBC Responder Awareness—US National Domestic Preparedness Program • NBC Responder Operations—US National Domestic Preparedness Program • NBC Incident Command—US National Domestic Preparedness Program • Hazardous Materials Communications and Incident Response—US DOT • Hazardous Object Identification—City of Tampa Bomb Squad • Emergency Response to Terrorism—National Fire Academy • Criminal Justice Information System—Florida Department of Law Enforcement AWARDS / RECOGNITION • State of Florida Davis Productivity Award—1994 • Hillsborough County Board of Commissioners—1996 • State of Florida,Governors Distinguished Service Award—1999 • State of Florida,Governors Distinguished Service Award—2000 • Hernando County Board of Commissioners—2003 • Tampa Bay Regional Planning Council-2008 1 1 a 0 0 0 I . 0 11 0 • 1 RESUME BIO FOR DARYLE MARTIN • Responsibilities include Database Administrator for BCG, t`i Database design, development, and administration for DLAN, 9d. I3 3S DLAN customer support, and product support for emergency 4,` CO: r., activations m •• Key areas of expertise include database design and U. St jiff�k� of development, query performance tuning and optimization, data importation Daryle Martin, `; . 11 ��, • Expert with programming languages: SQL,TSQL,VB, PL/SQL =GIS.Specialist" • Otherspecialized trainingincludes Six Sigma Black Belt, United a� Healthcare PHI Privacy Training, NIST 800 53 and ITIL y '. 1 e • Previous experience with large databases and data warehouses in steel, logistics, and healthcare industries. Projects included s f-A• ,; Oracle to SQL Server conversions, MES system design and • implementation, healthcare data warehouse loading and optimization, KPI data collection and reporting. a 0 0 a 0 II 1 1 . DANIEL A. CRAIG 1 ENGAGEMENT MANAGER 1 AREAS OF Daniel A.Craig is the Vice-President of Adjusters International. Previously, Mr.Craig was the EXPERTISE President of Tidal Basin Government Consulting,LLC,a leading firm of integrated pre-and post- disaster consulting services. Prior to that, Mr.Craig served as Director of the Recovery Division 1 406 Hazard Mitigation Disaster Planning for the Federal Emergency Management Agency of the United States Department of Homeland Security. He was appointed by President Bush in 2003 as the national Director of the Recovery Division and was responsible for overseeing the Federal government's recovery efforts on all FEMA Individual Presidential declared events including the Space Shuttle Columbia crash,the wildfires of 2003, 1 Assistance and the hurricanes of 2004. Prior to being the Director of the Recovery Division at FEMA, he was FEMA Public Assistance the Regional Director for the New England area(Region I)where he was responsible for all FEMA mitigation,preparedness,response and recovery,and training activities in the six New England 1 . Private Non-Profits states. Mr.Craig was also Executive Director, Eastern Regional Office,of the United States Project Management Chamber of Commerce and a Legislative Representative and Grassroots Specialist for the National Rural Electric Cooperative Association where he handled issues of federal emergencies, Public Sector Experience transportation,technology,privacy and energy. Training PROFESSIONAL HISTORY PROFESSIONAL AFFILIATIONS Founder and Chief Executive Officer(Tidal Basin Government Consulting, LLC— Alexandria,VA— November 2006—Present) Board of Governors, Founder and President of consulting firm which specializes in government consulting for local National American Red and state governments related disaster recovery,focusing on FEMA programs. Manage the Cross firm's various projects,ensuring client's programs meet expectations, budget and overall goals. Board of Directors, Expert in government affairs related to the U.S.Congress and Federal agencies.Oversee the American Red Cross firm's administrative and financial functions. Charter Oak Chapter Chairman of the Board (Disaster Recovery Contractors Association —Alexandria,VA— Board of Directors, May 2007—Present) Homeland Security Founded trade association which represents private sector companies in the emergency 1 Committee Chairman, management industry before the media, U.S.Congress, Executive Branch agencies,and the Greater Boston Federal Administration.Association works with FEMA to ensure private sector participation in disaster Executive Board relief as a measure to control costs and improve quality. Board of Advisors, Director, Recovery Division (United States Department of Homeland Security, Federal Emergency Management Emergency Management Agency —Washington DC— October 2001—October 2005) Program, Boston Appointed by President George W. Bush as Director of Recovery for the Department of rn University Homeland Security on October 25,2003. Responsible for the management of a division with peak staff of nearly 7200 in 15 permanent and 30 temporary locations.Lines of business which EDUCATION directly reported include:customer service and processing centers,home inspection services, M.B.A., Purdue University, temporary housing, public property repair/restoration, individual assistance grant program and West Lafayette, IN,2008 quality assurance&evaluation. In 2004,division obligated more than$5.4 billion to individual M.B.A.,Central European victims and public sector for damages from more than 120 Presidential declared disasters, University,2009 emergencies and fires,while processing more than 2.5 million applications from victims through its National Disaster Processing Centers.Oversaw Federal government recovery efforts from the destruction caused by the major hurricanes of 2004.As the Director of Region I,was appointed by President George W. Bush in September 2001 and sworn-in as Regional Director for the New iEngland Area,October 8,2001. I I IDaniel Craig,Continued I PROJECT EXPERIENCE (CONTINUED) Responsible for all FEMA mitigation,preparedness, response and recovery,and training activities in the six New England I states. Managed 85 full-time staff and 350 disaster reserve staff. Established a regional strategic plan to accomplish national priorities and goals,as well as,new regional initiatives to the private sector and key stakeholders.Regularly met with Federal and State partners to ensure Administration priorities are meet. I . Executive Director, Eastern Regional Office (United States Chamber of Commerce—Washington DC— March 2000-October 2001) Managed the Stamford based regional office for the world's largest business federation,which represents more than 3 million businesses of all sizes. Responsible for legislative,political,chamber-member,corporate-member,and media initiatives of U.S.Chamber in New England, New York, New Jersey,Delaware, Maryland,and West Virginia. Re-established the U.S. Chamber's relationships with Corporate Members,Chambers of Commerce Members and Trade Association Members after the Eastern Regional Office had been closed for four years. Established a regional grassroots network and a regional I government affairs committee to accomplish the organization's political and legislative goals. Legislative Representative (National Rural Electric Cooperative Association —Arlington,VA—August 1998- March 2000) I Responsible for lobbying Capitol Hill and the Administration on issues key to the Washington-based electric cooperative trade association. Directly handled the issues of Electric Restructuring,Transportation, Emerging Technologies, Federal Emergency Funding,and Privacy. Provided issue briefings on legislation to Internal Staff, National Directors,and Member Organizations. As a Grassroots Specialist,he educated and trained key contacts and advocates on how to develop a grassroots advocacy I network in their electric cooperatives. Recruited key contacts for a nationwide grassroots system.Developed a training course to teach cooperative directors,employees and activists how to become a"citizen lobbyist". Participated in weekly PAC meetings to help determine political and financial strategy. Developed and coordinated NRECA sponsored training schools for I candidates for public office. Promoted to Legislative Representative in January 2000. Adjunct Professor of Homeland Security& Emergency Management(University of Maryland, University College — College Park, MD— 2000) ITeach matters pertaining to homeland security and emergency management to students. REFERENCES Stacy Kilroy Andrea Orange Mount Sinai Medical Center University of Miami I 4300 Alton Road, Miami Beach, FL 0507 Lenvante Avenue,3rd Floor,Coral Gables, FL 305-674-2209 305-284-5734 skilroy@msmc.com aorange@miami.edu Joretta Simmons State of Alabama Alabama FEMA/State JFO,Birmingham,AL 919-357-3779 . joretta.simmons@atkinsglobal.com I I I I I TIDAL BASIN, GREGORY T. ZY S MANSKI • • PROJECT MANAGER Mr.Szymanski is a seasoned disaster recovery professional of 12 years,working positions of increasing responsibility in New York State prior to his deployment to Mississippi in 2005. Szymanski's experience with disaster recovery in New York State led to his positioning as Project Manager for Hancock County and the Mississippi State Port Authority in Mississippi, as well as Jefferson Parish in Louisiana,where, in the aftermath of Hurricane Katrina, projects have resulted in approximately$600 million in eligible FEMA obligations reimbursements for these Recipients. Szymanski has also served as Engagement Manager and Senior Policy Advisor for the State of New York in response to Hurricane Sandy.Szymanski is currently serving as the Engagement Manager and Policy Advisor for Tidal Basin's teams deployed to the States of Texas and Florida in response to Hurricanes Harvey and Irma. Texas:PROJECT 4332-DR-TX, HurricaEXPERIENCEne Harvey,August 2017—Present Florida:4337-DR-FL, Hurricane Irma, September 2017—Present Engagement Manager/Policy Advisor: Providing executive leadership and subject matter expertise to 30 Texas and Florida sub-recipients, coordinating the response and recovery functions of more than 50 Tidal Basin/Adjusters International team members. Navigating FEMA's new Public Assistance program delivery model which has proven challenging in the recovery environment. Implementing successful policies for maximum recovery under Section 428 Alternative Procedures pilot program. New York State:4085-DR-NY, Hurricane Sandy November 2012- Present Engagement Manager: Serve as the center of the Adjuster's International (Al)engagement team, providing leadership and policy advice to more than 200(Al) staff members working on behalf of New York State in response to Hurricane Sandy. Keep the team fully updated on all FEMA and client feedback and ensure that client expectations are met. Responsible for staff supervision and management including the development of teams and their deployment to the field to analyze and inspect damage and compile data for project worksheet completion. Holds regular team meetings with FEMA,the state and local communities to constantly review data and worksheet completion activities. Report regularly to senior management about team performance and progress and secure agreement on every major initiative. Successfully transitioning Joint Field Office activities to long term recovery functions, providing guidance and best practice catastrophe procedures in the event of future disasters. Jefferson Parish, Louisiana: 4080-DR-LA, Hurricane Isaac,August 2012—Present 4041-DR-LA,Tropical Storm Lee, September 2011—Present • 1792-DR-LA Hurricane Ike, Sept 2008—Present 1786-DR-LA Hurricane Gustav, Sept 2008— Present 1603-DR-LA Hurricane Katrina,April 2007—Present Project Manager/Senior Consultant: Currently assisting and guiding Jefferson Parish through the FEMA recovery process following Hurricanes Katrina, Gustav, Ike, Isaac and Tropical Storm Lee.Verifying FEMA determinations of eligibility and reviewing project worksheets for accuracy and maximum Applicant reimbursement for all disaster-incurred costs. Formulating position papers and official appeals to 1 TIDAL BASIN. dispute FEMA determinations of ineligibility and not resolved at the local level. Responsible for the oversight and completion of 393 project worksheets resulting in approximately$246 million in obligated funds for Hurricane Katrina, 122 project worksheets resulting in approximately$20 million in obligated funds for Hurricane Gustav, and 19 project worksheets resulting in approximately$5.5 million in obligated funds for Hurricane Ike. New York State: 1650-DR-NY, Severe Storms and Flooding July 2006—April 2007 Szymanski was Deputy Project Manager,along with Robert Farnum, overseeing recovery operations for disaster 1650,declared in New York State on July 1, 2006.Twenty counties were included in the federal . declaration.Al's consultants wrote over 4,700 Project Worksheets,totaling over$250 million in damages including$27 million in mitigation projects. Hancock County, Mississippi: 1604-DR-MS, Hurricane Katrina September 2005—January 2006 Public Assistance Consultant and Project Manager:Assessed more than 50 heavily damaged buildings, 1 recreation parks, public beaches, piers and marinas.Verified FEMA determinations of eligibility and reviewed project worksheets for accuracy and maximum applicant reimbursement for all disaster- incurred costs. Gulfport, Mississippi: 1604-DR-MS,—Mississippi State Port Authority Hurricane Katrina,January 2006—Present Project Manager/Senior Consultant: Currently assisting the Mississippi State Port Authority(MSPA) in Gulfport with the FEMA Public Assistance Program, coordinating an estimated$120 million in disaster- related damage. Compiled more than 60 project worksheets for infrastructure damage that included destroyed warehouses, port offices, comfort stations, piers,wharfs, railways,catwalks,fender systems, high mast lighting systems and a commercial small craft harbor.Approximately 38 of the project worksheets completed will be either alternate or improved projects, MEANING WHAT?Why is that good? Note: Initially FEMA denied all Applicants in Mississippi the use of the Cost Estimating Format(CEF)to large project cost estimates. On behalf of the MSPA, Szymanski and Adjusters International (Al)wrote a position paper to FEMA and the Mississippi Emergency Management(MEMA) Director justifying the use of the CEF model. Al was successful in convincing FEMA/MEMA to implement CEF for alternate and improved projects, increasing the estimated value for these projects(the old policy had their dollar values capped at the initial estimate)an average range of 40 to 80 percent or,for example, by up to$57 million for the Mississippi State Port Authority. New York State: 1534-DR-NY, Spring/Summer Severe Storms and Flooding August- I December 2004 Public Assistance Liaison:Worked for Applicants in Chautauqua County to develop recovery projects: small, large, complex,A&E,alternate, and improved. Fifty percent of the 29 applicants eligible for FEMA disaster recovery funding was the result of outreach efforts, and almost 1,000 Applicants were identified, and project worksheets completed with reimbursements of nearly$16.5 million. New York State: 1564-DR-NY, Severe Storms and Flooding October 2004—February 2005 �1 2 • •1 TIDAL BASIN. Public Assistance Liaison: Worked for applicants in Allegany County, where 52 projects totaled more than $1 million in project funding. Identified 1,013 potential Applicants and completed 668 FEMA-approved projects funded at$11.8 million. V New York State: 1565-DR-NY,Tropical Depression Ivan October 2004—February 2005 Public Assistance Liaison: Identified 541 potential Applicants and completed 728 FEMA-approved projects funded at$14 million for Applicants in Orange and Delaware counties. Of the nine New York counties impacted by the storms and flooding, Delaware County was the hardest hit,with more than $4.3 million in damages and 274 Project Worksheets. New York State: 1589-DR-NY, Spring Severe Storms and Flooding April 2005—September 2005 Public Assistance Liaison:Assisted applicants in Ulster County on 299 small projects totaling more than $3.3 million and $5.2 million in funding for 32 large projects. EDUCATION B.S., Electronics Engineering,Trenton State College,Trenton, NJ REGISTRATIONS/CERTIFICATIONS Emergency Management Coursework: 15-00100 Introduction to the Incident Command System IS-00195 Basic Incident Command System IS 00208 State Disaster Management IS-00230 Principles of Emergency Management 15-00253 Coordinating Environmental & Historic Preservation Compliance IS 00393 Introduction to Hazard Mitigation IS-00403 Introduction to Individual Assistance ' IS-00547.A Introduction to Continuity of Operations(COOP) IS-000632 Introduction to Debris Operations in FEMA's Public Assistance Program IS-000650 Building Partnerships in Tribal Communities IS-00700.A NIMS,An Introduction Verisk Xactimate Estimating Software This is a sampling of completed and relevant coursework. In addition,Szymanski has taken 16 other FEMA courses and is OSHA certified. AREAS OF EXPERTISE • 406 Hazard Mitigation • Closeout • Alternate Projects • Disaster Planning • Alternative Procedures • FEMA Public Assistance • Appeals •. Improved Projects • Cost Estimating Format(CEF) 3 1 � 1 TIDAL BASIN, • Preliminary Damage Assessment • PW Version • Private Non Profits • PW Writing • Project Management • Roads/Bridges 1 • PW Formulation REFERENCES 1 Anthony L. Francis,Jr. Mary Bourdin Jefferson Parish Department of Mississippi State Port Authority Deputy General Services Director Director of Finance &Administration 200 Derbigny Street,Suite 3300 2510 14th Street,Suite 1450 Gretna, LA 70053 Gulfport, MS 39501 (504)364-2675 (228)865-4300 afrancis@jeffparish.net mbourdin@shipmspa.com 1 • I 1 1 1 1 4 A