HomeMy WebLinkAboutAgenda - 06-07-2011 - 5jORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: June 7, 2011
Action Agenda
Item No. 5 - j
SUBJECT: Disaster Management, Monitoring and Recovery Services Agreement
DEPARTMENT: Solid Waste Management PUBLIC HEARING: (Y/N) No
ATTACHMENT(S): INFORMATION CONTACT:
(Under Separate Cover) Gayle Wilson, 968-2800 ext. 126
Disaster Management Monitoring Michael Talbert, 245-2153
Agreement
PURPOSE: To enter into an agreement between the County of Orange and Neel-Schaffer, Inc.
for the purpose of providing Disaster Debris Management and Monitoring Services.
BACKGROUND: The Solid Waste Management Department along with Orange County
Emergency Management (OCEM) prepared a needs assessment for storm debris management
utilizing the Federal Emergency Management Agency's (FEMA) modeling to estimate quantities
of waste materials that could possibly be generated in a moderate-to-heavy storm event
(hurricane, ice storm, tornado, etc.). The quantities derived from this analysis indicate a
magnitude of potential debris that would likely overwhelm the County's current modest storm
debris management capabilities. The odds of a major storm event happening any given year is
rather small, but the inevitability of a major event at some point is a certainty.
A recommended course of action that would provide Orange County the necessary debris
management capability to adequately respond to this type of event was developed by the Solid
Waste Management Department, with OCEM providing assistance and additional guidance
provided by the NC Department of Crime Control and Public Safety.
Solid Waste Management is proceeding as follows:
Obtain an Emergency Strom Debris Monitoring Service Agreement to represent and
manage the public assistance funding aspect of a large event, including assisting with
the FEMA process, grants and other financial programs to facilitate recovery. Monitoring
is now required by FEMA and consists of providing field personnel 1) to observe, oversee
and verify collection, processing and disposal operations, 2) to maintain the FEMA
required data base and documentation, and 3) to represent Orange County during
interactions with FEMA to maximize federal/state reimbursements and minimize local
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financial liability in emergency situations. The monitoring firm will oversee the operations
of the Debris Removal and Processing firm.
• With the assistance of Neel-Schaffer and further coordination with OCEM, complete a
County plan for emergency storm debris management.
• Obtain a Debris Removal and Processing Service Agreement with a company that would
perform the actual debris removal and processing services during an emergency storm
event. This would be the company that actually collects debris from designated areas,
delivers it to emergency debris management sites and is ultimately responsible for
cleanup and remediation operations. This service has been bid and a recommendation
is forthcoming.
• Inquire as to whether any of the local municipalities are interested in joining Orange
County in the Debris Removal and Processing Service Agreement and to coordinate
planning as necessary.
• Discuss with the North Carolina Department of Transportation a potential local
agreement regarding potential coordination and cooperation in the cleanup of state
roadways.
• Identify and secure one or more Debris Management Sites (DMS) in Orange County that
would act as a processing and storage site for debris generated by an emergency storm
event. The Solid Waste Management Department has been evaluating County-owned
property and will be seeking guidance from the Board of Commissioners over the next
few months.
Requests for proposals were prepared for Emergency Strom Debris Monitoring Services.
Sealed proposals were received from four (4) firms:
Alvin Fairburn & Associates, Inc. -Denham Springs, LA
Beck Disaster Recovery, Inc. -Maitland, FL
Neel-Schaffer, Inc. -Stockbridge, GA
O'Brien's Response Management, Inc. -Miami, FL
After a thorough evaluation of the proposals, the Solid Waste Management Department
recommends that Neel Schaffer, Inc. be awarded the contract for Disaster Debris Management
and Monitoring Services, effective June 30, 2011. Criteria to which each firm was evaluated
against included Qualifications of Firm, Technical Approach, Project Management, References,
and Cost Proposal.
FINANCIAL IMPACT: The primary purpose of this agreement is to maximize the eligibility for
emergency reimbursement of expenditures related to storm debris management. It is believed
that other than some preliminary assistance with storm debris management planning (for which
$10,000 is included in the Manager's recommended FY 2011/12 budget), there will be no
expenses related to this agreement without an emergency declaration by the County Manager.
RECOMMENDATION(S): The Manager recommends that the Board approve the agreement
with Neel-Schaffer, Inc. for Disaster Debris Management and Monitoring Services and authorize
the Chair to sign the agreement.
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[Departmental Use Only]
TITLE
FY
NORTH CAROLINA
ORANGE COUNTY
SERVICES AGREEMENT OVER $90,000.00
RFP - NO REIMBURSABLE EXPENSES
This Services Agreement (hereinafter "Agreement"), made and entered into this 30th day of
June, 2011, ("Effective Date") by and between Orange County, North Carolina a body politic
and corporate of the State of North Carolina (hereinafter, the "County") and Neel Schaffer, Inc,
(hereinafter, the "Provider").
WITNESSETH:
That the County and Provider, for the consideration herein named, do hereby agree as
follows:
1. Services
a. Scope of Work.
i) This Services Agreement ("Agreement") is for professional services to be
rendered by Provider to County with respect to Disaster Management,
Monitoring and Recovery Services.
ii} By executing this Agreement, the Provider represents and agrees that Provider is
qualified to perform and fully capable of performing and providing the services
required or necessary under this Agreement in a fully competent, professional and
timely manner.
iii) Time is of the essence with respect to this Agreement.
iv) The services to be performed under this Agreement consist of Basic Services, as
described and designated in Section 3 hereof. Compensation to the Provider for
Basic Services under this Agreement shall be as set forth herein.
2. Responsibilities of the Provider
a. Services to be provided. The Provider shall provide the County with all services required
in Section 3 to satisfactorily complete the Project within the time limitations set forth
herein and in accordance with the highest professional standards.
b. Standard of Care.
i) The Provider shall exercise reasonable care and diligence in performing services
under this Agreement in accordance with the highest generally accepted standards
of this type of Provider practice throughout the United States and in accordance
with applicable •federal, state and local laws and regulations applicable to the
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performance of these services. Provider is solely responsible for the professional
quality, accuracy and timely completion and/or submission of all work related to
the Basic Services.
ii) Provider shall be responsible for all errors or omissions, in the performance of the
Agreement. Provider shall correct any and all errors, omissions, discrepancies,
ambiguities, mistakes or conflicts at no additional cost to the County.
iii) The Provider shall not, except for subcontracting to a wholly owned subsidiary of
Provider's parent company or as otherwise provided for in this Agreement,
subcontract the performance of any work under this Agreement without prior
written permission of the County. No permission for subcontracting shall create,
between the County and the subcontractor, any contract or any other relationship.
iv) Provider is an independent contractor of County. Any and all employees of the
Provider engaged by the Provider in the performance of any work or services
required of the Provider under this Agreement, shall be considered employees or
agents of the Provider only and not of the County, and any and all claims that may
or might arise under any workers compensation or other law or contract on behalf
of said employees while so engaged shall be the sole obligation and responsibility
of the Provider.
v) Provider agrees that Provider, its employees, agents and its subcontractors, if any,
shall be required to comply with all federal, state and local antidiscrimination
laws, regulations and policies that relate to the performance of Provider's services
under this Agreement.
vi) If activities related to the performance of this Agreement require specific licenses,
certifications, or related credentials Provider represents that it and/or its
employees, agents and subcontractors engaged in such activities possess such
licenses, certifications, or credentials and that such licenses certifications, or
credentials are current, active, and not in a state of suspension or revocation.
3. Basic Services
a. Basic Services.
i) The Provider shall perform as Basic Services the work and services described
herein and as specified in the County's Request for Proposals (the "RFP") "RFP
Number 5167 for "Disaster Management, Monitoring and Recovery Services"
issued September 7, 2010, and the Provider's proposal, which are fully
incorporated and integrated herein by reference together with Attachments : #A-
RFP #5167, #B-Addendum #1 dated September 16, 2010, #C-Addendum #1
Dated September 23, 2010, #D-Bid Proposal submitted September 28, 2010.. The
services will include emergency management preparation/planning services and
disaster response services such as debris management, monitoring and assistance
with reimbursement/fmancial recovery. Prior to beginning development or
updating of a planning document (such as a Debris Management Plan (DMP),
Continuity of Operations Plan (COOP) or Comprehensive Emergency
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Management Plan (CEMP). Provider will deliver to the County a specific scope,
cost and schedule for the services. In the event a term or condition in any
document or attachment conflicts with a term or condition of this Agreement the
term or condition in this Agreement shall control. Should such conflict arise the
priority of documents shall be as follows: This Agreement, the County's RFP
together with attachments, Provider's Proposal together with attachments.
ii) The Basic Services will be performed by ,the Provider in accordance with the
following schedule: (Insert task list and milestone dates)
Task
1. Upon notification by Owner mobilize to site for predicted disasters.
4 Hours
2. Upon notification by Owner mobilize to site for unpredicted disasters.
12 Hours
3. Mainain adequate records to justify all charges. 5 Years
4. Consult and coordinate emergency planing activities with Orange County Staff
as requested.
5. Debris estimation and damage assessment
6. Maximization of County eligibility and reimbursement from FEMA.
7.
8.
9.
10.
iii) Should County reasonably determine that Provider has not met the Milestone
Dates established in Section 3(a)(ii), County shall notify Provider of the failure to
meet the Milestone Date. The County, at its discretion may provide the Provider
forty-ei hg t (4g) hours to cure the breach. County may withhold the
accompanying payment without penalty until such time as Provider cures the
breach. In the alternative, County may immediately terminate this Agreement in
writing, without penalty or incurring further obligation to Provider. This section
shall not be interpreted to limit the definition of breach to the failure to meet
Milestone Dates.
4. Duration of Services
a. Term. The term of this Agreement shall be from June 30, 2011 to June 29, 2016 with an
option to extend the agreement one additional term of 5 years.
b. Scheduling of Services
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i) The Provider shall schedule and perform his activities in a timely manner so as to
meet Dates listed in Section 3.
ii) Should the County determine that the Provider is behind schedule, it may require
the Provider to expedite and accelerate his efforts, including providing additional
resources and working overtime, as necessary, to perform his services in
accordance with the approved project ,schedule at no additional cost to the
County.
iii) The Commencement Date for the Provider's Basic Services shall be upon
notification by the Orange County Solid Waste Department Director.
5. Compensation
a. Compensation for Basic Services. Compensation for Basic Services shall include all
compensation due the Provider from the County for all services under this Agreement.
"The maximum amount payable for Basic Services is N/A Dollars ($N/A). Provider
represents and acknowledges that the amount of reimbursement from FEMA will be
determined based on the information and documentation provided by Provider and it is
the intent of the County to seek maximum federal and state reimbursement for debris
monitoring services. Provider shall be responsible for providing complete and accurate
information to enable the County to seek the maximum reimbursement from FEMA. In
the event FEMA denies reimbursement of all or part of amount expensed by the County
for debris monitoring services due to the failure to provide complete and accurate
information and documentation, Provider shall reimburse the County for the expenses
incurred, to the extent the amount of reimbursement was based on the information to be
provided by Provider.
b. Additional Services. County shall not be responsible for costs related to any services in
addition to the Basic Services performed by Provider unless County requests such
additional services in writing and such additional services are evidenced by a task order
or written amendment to this Agreement.
6. Responsibilities of the County
a. Cooperation and Coordination. The County has designated the (Solid Waste Director)
to act as the County's representative with respect to the Project and shall have the
authority to render decisions within guidelines established by the County Manager
and/or the County Board of Commissioners and shall be available during working hours
as often as may be reasonably required to render decisions and to furnish information.
7. Insurance
a. General Requirements. The Provider shall purchase and maintain and shall cause each of
his subcontractors to purchase and maintain, during the period of performance of this
Agreement:
i) Worker's Compensation Insurance for protection from claims under workers' or
workmen's compensation acts;
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ii) Comprehensive General Liability Insurance covering claims arising out of or
relating to bodily injury, including bodily injury, sickness, disease or death of any
of the Provider's employees or any other person and to real and personal property
including loss of use resulting thereof;
iii) Comprehensive Automobile Liability Insurance, including hired and non-owned
vehicles, if any, covering personal injury or death, and property damage; and
iv) Professional Liability Insurance, covering personal injury, bodily injury and
property damage and claims arising out of or related to the performance under this
Agreement by the Provider or his agents, Providers and employees.
b. Insurance Rating. The minimum insurance rating for any company insuring the Provider
shall be Best's A. (If the Provider does not meet the insurance requirements the
County's Risk Manager must be consulted prior to finalizing this Agreement.)
c. Limits of Coverage. Minimum limits of insurance coverage shall be as follows:
INSURANCE DESCRIPTION MINIMUM REQUIRED COVERAGE
• Worker's Compensation Limits for Coverage A -Statutory State of N.C.
Coverage B -Employers Liability
$500,000 each accident and policy limit and disease each
employee
• Commercial General Liability $1,000,000 Each Occurrence; $2,000,000 Aggregate.
• Automobile Liability Combined Single Limit $500,000
• Professional Liability NOTE: Insert coverage limits required by Risk Manager if
applicable.
d. Additional Insured. All insurance policies (with the exception of Worker's
Compensation and Professional Liability) required under this Agreement shall name the
County as an additional insured party. Evidence of such insurance shall be furnished to
the County, together with evidence that each policy provides the County with not less
than thirty (30) days prior written notice of any cancellation, non-renewal or reduction
of coverage.
8. Indemnity
a. Indemnity. The Provider agrees to defend, indemnify and hold harmless the County
from .all loss, liability, claims or expense, including reasonable attorney's fees, arising
out of or related to the Project and arising from bodily injury including death or property
damage to any person or persons caused in whole or in part by the negligence or
misconduct of the Provider except to the extent same are caused by the negligence or
willful misconduct of the County. It is the intent of this provision to require the Provider
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to indemnify the County to the fullest extent permitted under North Carolina law for
such negligence or misconduct.
9. Amendments to the Agreement
a. Changes in Basic Services. Changes in the Basic Services and entitlement to additional
compensation or a change in duration of this Agreement shall be made by a written
Amendment to this Agreement executed by the County and the Provider. The Provider
shall proceed to perform the Services required by the Amendment only after receiving a
fully executed Amendment from the County.
10. Termination
a. Termination for Convenience of the County. This Agreement may be terminated without
cause by the County and for its convenience upon seven (7) days prior written notice to
the Provider.
b. Other Termination. The Provider may terminate this Agreement based upon the County's
material breach of this Agreement; provided, the County has not taken all reasonable
actions to remedy the breach. The Provider shall give the County seven (7) days' prior
written notice of its intent to terminate this Agreement for cause.
c. Compensation After Termination.
i) In the event of termination, the Provider shall be paid that portion of the fees and
expenses that it has earned to the date of termination, less any costs or expenses
incurred or anticipated to be incurred by the County due to errors or omissions of
the Provider.
ii) Should this Agreement be terminated, the Provider shall deliver to the County
within seven (7) days, at no additional cost, all deliverables including any
electronic data or files relating to the Project.
d. Waiver. The payment of any sums by the County under this Agreement or the failure of
the County to require compliance by the Provider with any provisions of this Agreement
or the waiver by the County of any breach of this. Agreement shall not constitute a
waiver of any claim for damages by the County for any breach of this Agreement or a
waiver of any other required compliance with this Agreement.
11. Additional Provisions
a. Limitation and Assi~. The County and the Provider each bind themselves, their
successors, assigns and legal representatives to the terms of this Agreement. Neither the
County nor the Provider shall assign or transfer its interest in this Agreement without the
written consent of the other, except for assignment to a wholly owned subsidiary or the
Provider's parent company, or as the result of a merger or acquisition by another
company.
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b. Governing Law. This Agreement and the duties, responsibilities, obligations and rights
of respective parties hereunder shall be governed by the laws of the State of North
Carolina.
c. Dispute Resolution. Any and all suits or actions to enforce, interpret or seek damages
with respect to any provision of, or the performance or non-performance of, this
Agreement shall be brought in the General Court of Justice of North Carolina sitting in
Orange County, North Carolina. It is agreed by the parties that no other court shall have
jurisdiction or venue with respect to such suits or actions. The Parties may agree to
nonbinding mediation of any dispute prior to the bringing of such suit or action.
d. Entire Agreement. This Agreement, together with the RFP and its attachments and the
Proposal and its attachments, represents the entire and integrated agreement between the
County and the Provider and supersedes all prior negotiations, representations or
agreements, either written or oral. This Agreement may be amended only by written
instrument signed by both parties. Modifications may be evidenced by facsimile
signatures.
e. Severability. If any provision of this Agreement is held as a matter of law to be
unenforceable, the remainder of this Agreement shall be valid and binding upon the
Parties.
f. Ownership of Work Product. Should Provider's performance of this Agreement generate
documents, items or things that are specific to this Project such documents, items or
things shall become the property of the County and may be used on any other project
without additional compensation to the Provider. The use of the documents, items or
things by the County or by any person or entity for any purpose other than the Project as
set forth in this Agreement shall be at the full risk of the County.
g. Non-Appropriation. Provider acknowledges that County is a governmental entity, and
the validity of this Agreement is based upon the availability of public funding under the
authority of its statutory mandate.
In the event that public funds are unavailable and not appropriated for the performance of
County's obligations under this Agreement, then this Agreement shall automatically
expire without penalty to County immediately upon written notice to Provider of the
unavailability and non-appropriation of public funds. It is expressly agreed that County
shall not activate this non-appropriation provision for its convenience or to circumvent
the requirements of this Agreement, but only as an emergency fiscal measure during a
substantial fiscal crisis.
In the event of a change in the County's statutory authority, mandate and/or mandated
functions, by state and/or federal legislative or regulatory action, which adversely affects
County's authority to continue its obligations under this Agreement, then this Agreement
shall automatically terminate without penalty to County upon written notice to Provider
of such limitation or change in County's legal authority.
h. Notices. Any notice required by this Agreement shall be in writing and delivered by
certified or registered mail, return receipt requested to the following:
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Orange County Solid Waste Representative
Attention: Gayle Wilson
P.O. Box 17177
Chapel Hill NC 27516
Provider's Name & Address
Neel-Schaffer, Inc.
Attention: Nelson Lucius
512 Main Street, Suite 415
Ft. Worth, TX 76102
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IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have
hereunder set their hands and seal, all as of the day and year first above written.
ORANGE COUNTY: PROVIDER:
By:
Bernadette Pelissier, Chair
Orange County Board of Commissioners
Attest:
Donna Baker, Clerk to the Board
[SEAL]
By:
Printed Name and Title
This instrument has been approved as to technical content.
Gayle Wilson, Department Director
This instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Office of the Finance Director
This instrument has been approved as to form and legal sufficiency.
Office of the County Attorney
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Orange County
Department of Asset Management
and Purchasing Services
Pamela Jones, Director
Issue Date: September 7, 2010
REQUEST FOR PROPOSALS
FOR
DISASTER MANAGEMENT, MONITORING AND RECOVERY SERVICES RFP #5167
The Orange County North Carolina Asset Management & Purchasing Services Department
invites interested parties to submit proposals no later than 4:00 PM (EST), Tuesday, September
28, 2010, to provide Disaster Management, Monitoring and Recovery Services, to the County of
Orange.
Ail sealed proposals shall be submitted including one (1) marked original (printed duplex on recycled
paper) and one (1) duplicate (printed duplex_on:recycled paper) on the original forms, clearly marked
with RFP title, number (5167) and description.
Sealed proposals will be accepted at and copies of the Request for Proposals may be obtained
from: The Asset Management & Purchasing Services Department, 131 West Margaret Lane,
Suite 301, PO Box 8181, Hillsborough,-NC 27278
NOTICE TO PROPOSERS
To ensure that your proposal is responsive, you are urged to request clarification or guidance on
any issues involving this solicitation before submission of your response.. Your point-of-contact for
this solicitation is David Cannelt, Asset' Management & Purchasing Services Department, 131
West Margaret Lane, PO Box 8181, Hillsborough, NC 27278, email`'dcannell~co.orange.nc.us
(preferred) 919-245-2651
P.O. Box 8181 * 131 West Margaret Lane~Suite 301* Hillsborough, North Carolina 27278
Telephone: Area Code 919 245-2651
Fax: 644-3001
E-mail: @co.ornnge.nc.us
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REQUEST FOR PROPOSALS
FOR
DISASTER MANAGEMENT, MONITORING AND RECOVERY SERVICES
PURPOSE:
Orange County (County) is soliciting sealed proposals to provide Disaster Management and
Recovery Services.
INSTRUCTIONS TO PROPOSERS:
Firms or companies desiring to provide services, as described in the Scope of Work, shall submit
sealed proposals one (1) marked original (printed duplex on recycled paper) and one (1) duplicate
(printed duplex on recycled paper) on the original forms, clearly marked with RFP title, number
(5167) and description. no later than 4:00 PM (EST), Tuesday, September 28, 2010, to the Asset
Management & Purchasing Services Department, 131 West Margaret Lane, PO Box 8181,
Hillsborough, NC 27278.
Offers by telephone or email shall not be accepted. Also, proposers are instructed NOT to fax their
proposal. Faxed proposals shall be rejected as non-responsive regardless of where the fax is
received.
Respondents are cautioned that they are responsible for delivery to the specific location cited
above. Therefore, if your bid, proposal or quotation is delivered by an express mail carrier or by
any other means, it is your responsibility to ensure delivery to the above address. This office will
not be responsible for deliveries made to any place other than the specified address.
It is the sole responsibility of the bidder to ensure that his or her Proposal reaches the Asset
Management & Purchasing Services Department. The time and date for receipt of Proposals will
be scrupulously observed. The County shall not be responsible for late deliveries or mail delays. All
proposals will be opened publicly.
TERMS AND CONDITIONS:
1. The County reserves the right to accept or reject any or all proposals, with or without cause,
to waive technicalities, or to acceptthe proposal which, in its sole judgment, best serves the
interest of the County, or to award a contract to the next most qualified proposers if a successful
proposer does not execute a contract within thirty (30) days after approval of the selection by the
County. County reserves the right, and the Orange County Asset Management & Purchasing
Services Department has absolute and sole discretion, to cancel a solicitation at any time prior to
approval of the award by the County.
2. The County reserves the right to request clarification of information submitted and to
request additional information of one or more applicants.
3. Any proposal may be withdrawn until the date and time set above for the submission of the
proposals. Any proposals not so withdrawn shall constitute an irrevocable offer, for a period of
ninety (90) days, to provide to the County the services set forth in this Request for Proposals, or
until one or more of the proposals have been awarded.
RFP 5167 -PAGE 2 OF 11
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4. Proposals shall be sealed and proposers should indicate on their proposal the following:
a. RFP -Management, Monitoring & Recovery
b. Date of Opening -Tuesday, September 28, 2010, 4:00 PM
c. Name and Address of Proposer
5. Costs of preparation of a response to this request for proposals are solely those of the
proposers. The County assumes no responsibility for any such costs incurred by the proposer. The
proposer also agrees that the County bears no responsibility for any costs associated with any
administrative or judicial proceedings resulting from the solicitation process.
6. The proposer receiving the award will obtain or possess the following insurance coverage's,
and will provide Certificates of Insurance to the County to verify such coverage.
a. Workers' Compensation -The vendor shall provide coverage for its employees with
statutory workers' compensation limits, and no less than $1,000,000.00 for Employers'
Liability. Said coverage shall include a waiver of subrogation in favor of the County and
its agents, employees and officials.
b. Commercial General Liability -The vendor shall provide coverage for all operations
including, but not limited to Contractual, Products and Completed Operations, and
Personal Injury. The limits shall be no less than $1,000,000.00, per occurrence, with a
$2,000,000.00 aggregate.
c. Business Automobile Liability -The vendor shall provide coverage for all owned, non-
owned and hired vehicles with limits of not less than $1,000,000.00, per occurrence,
Combined Single Limits (CSL) or its equivalent.
d. Professional Liability (Errors & Omissions) -The vendor shall provide coverage for all
claims .arising out of the services performed with limits not less than $1,000,000.00 per
claim. The aggregate limit shall either apply separately to this contract or shall be at
least twice the required per claim limit.
7. The consultant awarded this contract shall maintain adequate records to justify all charges,
expenses, and costs incurred in estimating and performing the work for at least five (5) years after
completion of the contract resulting from this RFP. The County shall have access to all records,
documents and information collected and/or maintained by others in the course of the
administration of the agreement. This information shall-be made accessible at the awardees place
of business to the County, including the Comptroller's Office and/or its designees, for purposes of
inspection, reproduction and audit without restriction.
8. It is the intent of the County to enter into a three (3) year term contract, with a renewal
clause for two (2) additional two (2) year renewal terms for services as described herein.
RFP 5167 -PAGE 3 OF 11
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QUESTIONS REGARDING THIS RFP:
All questions or concerns regarding this Request for Proposals must be submitted in writing, by US
Postal Service, courier service or by email to David Cannell, Asset Management & Purchasing
Services Department, 131 West Margaret Lane, PO Box 8181, Hillsborough, NC 27278, email:
dcannellCa~co.orange.nc.us (preferred) no later than 5:00 PM, on Tuesday, September 14, 2010.
The County may issue an addendum to the Request for Proposals for distribution to all known
prospective proposers, any addendum will also be published on the following website under
current bids www.co.orange.nc.us/purchasing. No oral interpretation of this Request for Proposal
shall be considered binding. The County shall be bound by information and statements only when
such statements are written and executed under the authority of the County.
PROPOSAL FORMAT:
Proposers must respond in the format delineated below.
The following information shall be tabbed to identify the required information. Failure to submit this
information will render your proposal non-responsive.
1. QUALIFICATIONS OF THE FIRM
a. Provide a description and history of the firm focusing on previous governmental experience.
Only past experience as the prime contractor with local governments will be considered.
Personal qualifications of staff with past debris monitoring experience will not be considered
unless the services were part of the prime contract between the Proposer and the local
government. State and federal contracts that do not reflect direct contractual obligations to
perform services on behalf of the sub-grantee will not be considered to be past local
government experience. Firm qualifications must include, at minimum, the following:
• Recent experience demonstrating current capacity and current expertise in debris
removal, solid waste and hazardous waste management and disposal.
• .Documented knowledge and experience coordinating with Federal, State and Local
emergency agencies.
• .Experience representing local governments with various state and federal funding
sources and reimbursement processes, including FEMA, FHWA, and NRCS.
• .Experience with special disaster recovery program management services on public
property to include private property/right-of-entry (ROE) work when allowed or
directed by to do so by owner, waterways clean-up and reimbursement, leaning tree
and hanging limb removal, hazardous material removal, vessel and vehicle recovery,
asbestos abatement, data management, Debris Management Site (DMS) oversight,
debris burning to include curtain burning, and hauler invoice reconciliation and
contracting, and FEMA appeals assistance.
b. Provide at least five (5) references for which the firm has performed services within the
past three (3) years that are similar to the requirements in the Scope of Services. Three (3)
of the references shall be from local government entities for disaster debris monitoring
experience involving a minimum of 500,000 cubic yards of debris. Provide the reference
contact name, address, a-mail address, telephone numbers and date of the contract.
RFP 5167 -PAGE 4 OF 11
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2. QUALIFICATIONS OF STAFF
Provide an organizational chart, resumes, and summary of staff qualifications. Key project staff
(management staff including, but not limited to: project manager, collection and disposal operations
managers, FEMA reimbursement specialist, data manager, etc.) must be full time employees of the
proposing firm and have experience, working for the Proposer, in the following:
a. Experience demonstrating current capacity and current expertise in debris removal, solid
waste and hazardous waste management and disposal. The proposer must demonstrate
experience managing disaster debris monitoring for at least five local governments involving
a minimum of 500,000 cubic yards of debris for each client.
b. Documented knowledge and experience of Federal, State and Local emergency agencies,
state and federal programs, funding sources and reimbursement processes.
c. Experience with special disaster recovery program management services on public property
to include private property/right-of-entry (ROE) work when allowed or directed.to do so by
owner, waterways clean-up and reimbursement, leaning tree and hanging limb removal,
hazardous material removal, vessel and vehicle recovery, asbestos abatement, data
management, DMS sighting, DMS oversight to include all processing, burning, and off site
disposal including agreements/contracts and verification of needs, hauler invoice
reconciliation and contracting, and FEMA appeals assistance.
3. TECHNICAL APPROACH
Provide a description of the Proposer's approach to the project, to include startup
procedures/requirements, debris estimate methodology, analysis of debris recovery operations and
management of the debris recovery contractors, billing/invoices reporting procedures to FEMA and
the County. Provide a copy of proposer's internal training program. Provide under separate cover
the Proposers training manual.
4. COST PROPOSAL
Each Proposer must complete and submit the Cost Proposal Form/Fee Schedule included herein.
The Cost Proposal will be evaluated on the hourly rates submitted on the cost proposal form for the
labor positions listed. All non-labor projected costs will be billed to the County at cost without
markup.
5. SAMPLE CONTRACT
A sample contract is included in this RFP package.
RFP 5167 -PAGE 5 OF 11
17
SCOPE OF SERVICES
1. BACKGROUND
The County requires. disaster management, recovery, and consulting services to support the
oversight and management of debris recovery contractors. As such, the Consultant should
be capable of providing a range of related services including damage assessment, training,
emergency planning, infrastructure restoration, and other services as needed and ordered
by the County. Other services may include, but not limited to, facilitating communication
with FEMA, FHWA, the State of North Carolina and other state and federal agencies,
coordination with state insurance representatives, pre-event planning, and post-event
reconstruction, grant funding, and reimbursement services.
2. SCOPE
A. DISASTER DEBRIS MONITORING SERVICES
The selected firm will be expected to provide disaster debris monitoring services to include
debris generated from the public rights-of-way, private property, drainage areas, waterways,
and other public, eligible, or designated areas. Specific services may include:
1) Coordinating daily briefings, work progress, staffing, and other key items with the
County.
2) Selection and permitting of TDSRS locations and any other permitting/regulatory issues
as necessary.
3) DMS oversight to include all processing, burning, and off site disposal including
agreements/contracts and verification of needs.
4) Scheduling work for all team members and contractors on a daily basis.
5) Hiring,. scheduling, and managing field staff.
6) Monitoring recovery contractor operations and making/implementing recommendations
to improve efficiency as well as speed up recovery work and assure all debris removal
workmeets FEMA eligibility guidelines.
7) Assisting the County with responding to public concerns and comments.
8) Certifying contractor vehicles for debris removal using methodology and documentation
practices appropriate for contract monitoring.
9) Entering load tickets into a database application.
10) Digitization of source documentation (such as load tickets).
11) Developing daily operational reports to keep the County informed of work progress.
RFP 5167 -PAGE 6 OF 11
18
12) Development of maps, GIS applications, etc. as necessary.
13) Comprehensive review, reconciliation, and validation of debris removal contractor(s)
invoices prior to submission to the County for processing.
14) Project Worksheet and-other pertinent report preparation required for reimbursement by
FEMA, FHWA and any other applicable agency for disaster recovery efforts by County
staff and designated debris removal contractors.
15) Final report and appeal preparation and assistance.
16) Proposer shall assume owners intent to maximize reimbursement eligibility for event
related expenses.
B. EMERGENCY MANAGEMENT PLANNING AND TRAINING
As directed by the County, the Consultant shall provide:
1) Comprehensive emergency management plans (e.g. COOP, EOP) to include plan
development; review, and revisions.
2) Comprehensive mitigation programs to include development of mitigation plan(s), staff
training, cost benefit analysis, project management, environmental review and staff
augmentation.
3) Development of a debris management plan -including identification of an adequate
number of TDSRS locations. Staff training as necessary.
4) Procurement assistance for debris removal contractors and other services as
requested.
5) Project management to include the formulation and management of permanent work
projects, task force management, and County Commissions, Boards and Panels.
6) Technical support and assistance in developing public information.
7) Other training and assistance as requested by the County.
8) Other reports and data as required by the County.
9) Other emergency management and consulting services identified and required by the
County.
RFP 5167 -PAGE 7 OF 11
19
C. PUBLIC ASSISTANCE CONSULTING SERVICES
As directed by the County, the consultant shall provide:
1) Identification of eligible emergency and permanent work (Category A-G);
2) Damage Assessment
3) Assistance in attaining Immediate Needs Funding;
4) Prioritization of recovery workload;
5) Loss measurement and categorization;
6) Insurance evaluation, documentation adjusting and settlement services;
7) Project Worksheet formulation, generation and review.
8) FEMA, FHWA, HMGP, CDBG, NRCS and additional reimbursement support;
9) Staff augmentation with experienced Public Assurance Coordinators and Project
Officers;
10) Interim inspections, final inspections, supplemental Project Worksheet generation and
final review;
11) Appeal services and negotiations;
12) Reconstruction and long-term infrastructure planning; and
13) Final review of all emergency and permanent work performed.
END OF SCOPE
RFP 5167 -PAGE 8 OF 11
20
COST PROPOSAL FORM
The hourly labor rates shall include all
applicable overhead and profit. All non-
labor related project costs will be billed to
the County at cost without mark-up.
POSITIONS
Project Manager
Operations Managers
Scheduler/Expeditors
G IS Analyst
Field Supervisors
Debris Site/Tower Monitors
Environmental Specialist
Project Inspectors (Citizen Drop-Off Site
Monitors)
Field Coordinators (Crew Monitors)
Load Ticket Data Entry Clerks (QA/QC)
Billing/Invoice Analysts
Project Coordinators
HOURLY RATES
Proposer may include other positions, with hourly rates. Attach job description for each position.
RFP 5167 -PAGE 9 OF 11
21
PROPOSER'S BID CERTIFICATION FORM
To Whom It May Concern:
I have carefully examined the Request for Qualifications/Proposals and any other documents
accompanying or made a part of this Request for Qualifications/Proposals.
The hourly rates proposed on the Cost Proposal Form shall include all applicable overhead, profit,
personal protective equipment, communications devices (including radios and cell phones). I agree
that our firm's proposal will remain firm for a period of 90 days in order to allow the County adequate
time to evaluate the proposals.
I certify that all information contained in this proposal is truthful to the best of my knowledge and belief.
I further certify that I am duly authorized to submit this proposal on behalf of the firm as its act and deed
and that the firm is ready, willing and able tv perform if awarded the contract.
All reimbursable expenses must be approved by the County.
I further certify, under oath, that this proposal is made without prior understanding, agreement,
connection, discussion, or collusion with any other person, firm or corporation submitting a proposal for
the same product or service; no officer employee or agent of the County of Orange or any other
proposer is interested in said proposal; and that the undersigned executed this Proposer's Certification
with full knowledge and understanding of the matters therein contained an was duly authorized to do
so.
It is distinctly understood that the County of Orange reserves the right to reject any or all proposals.
Name of Firm
Authorized Signature
Name & Title, typed or printed
Mailing Address
City, State, Zip Code
Federal Tax ID:
Telephone:
Fax:
Email:
Subscribed and sworn to before me
this day of , 2010
Notary Public
My commission expires:
(Seal)
THIS FORM MUST BE NOTARIZED
RFP 5167 -PAGE 10 OF 11
22
CERTIFICATION REGARDING DEBARMENT, SUSPENSION AND INELIGIBILITY
1. The prospective lower tier participant [$100,000 or more] certifies, by submission of this proposal,
that neither it nor its principles are presently debarred, suspended, proposed for debarment, declared ineligible, or
voluntarily excluded from participation in this transaction by any Federal department or agency.
2. Where the prospective lower tier participant is unable to certify to any of the statements in this
certification, such prospective participant shall attach an explanation to their proposal.
Signed:
Typed (or Printed) Name:
Dated:
RFP 5167 -PAGE 11 OF 11
23
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Orange County
Department of Asset Management and Purchasing Services
ADDENDUM #1
September 16, 2010
RFP #5167
DISASTER MANAGEMENT, MONITORING AND RECOVERY SERVICES RFP #5167
To all Vendors:
Modifications to bid documents for the above named Request for Proposal are made as follows and shall be
included in the proposed amount.
Questions received, with answers are included below
1. In reading through the RFP Proposal Format it does not specify where to put the list of subcontractors and
their qualifications. Would you like this as part of "Qualifications of the Firm" or would you like this as an
addendum at the end of the proposal? ANSWER: YES AS PART OF THE QUALIFICATIONS OF THE FIRM
2. A sample contract is included
All other terms and. conditions shall remain the same
By: David E. Cannell, Purchasing Agent
dcannellCa?co.orange.nc.us ~ (919) 245-2651
A signed copy of this addendum shall be included with the bid submitted by your company
Company Name:
By:
Date Received:
P.O. Box 8181 131 W Margaret Lane Suite 301 Hillsborough, North Carolina 27278
Telephones: Area Code 919 245-2651 Fax: 919 644-3001
Page 1 of 1
24
[Departmental Use Only
TITLE
FY
NORTH CAROLINA
ORANGE COUNTY
SERVICES AGREEMENT D
RFP -
This Services Agreement {hereinafter "Agreemen#"), made and entered into this day
of , 20 ("Effective Date") by and between Orange County, North Carolina. a body
politic and corporate of the State of North Carolina (hereinafter, the "County"} and ,
(hereinafter, the "Provider").
WITNESSETH:
That the County and Provider, far the consideration herein named, do hereby agree as
follows:
1. Services
a. Scope of Work.
i} This Services Agreement ("Agreement"} is for professional services to be
rendered by Provider to County with respect to (insert type of project):
ii) By executing this Agreement, the Provider represents and agrees that Provider is
qualified to perform and fully capable of performing and providing the services
required or necessary under this Agreement in a fully competent, professional and
timely manner.
iii) Time is of the essence with respect to this Agreement.
iv) The services to be performed under this Agreement consist of Basic Services, as
described and designated in Section 3 hereof. Compensation to the Provider for
Basic Services under this Agreement shall be as set forth herein.
2. Responsibilities of the Provider
a. Services to be provided. The Provider -shall provide the County with all services
required in Section 3 to satisfactorily complete the Project within the time limitations set
forth herein and in accordance with the highest professional standards.
b. Standard of Care.
i) The Provider shall exercise reasonable care and diligence in performing services
under this Agreement in accordance with the highest generally accepted standards
of this type of Provider practice throughout the United States and in accordance
with applicable federal, state and local laws and regulations applicable to the
performance of these services. Provider is solely responsible far the professional
Revised July 2010
25
quality, accuracy and timely completion and/or submission of all work related to
the Basic Services.
ii) Provider shall be responsible for all errors or omissions, in the performance of the
Agreement. Provider shall correct any and all errors, omissions, discrepancies,
ambiguities, mistakes or conflicts at no additional cost to the County.
iii} The Provider shall not, except as otherwise provided for in this Agreement,
subcontract the performance of any work under this Agreement without prior
written permission of the County. No permission for subcontracting shall create,
between the County and the subcontractor, any contract or any other relationship.
iv) Provider is an independent contractor of County. Any and all employees of the
Provider engaged by the Provider in the performance of any work or services
required of the Provider under this Agreement, shall be considered employees or
agents of the Provider only and not of the County, and any and all claims that may
or might arise under any workers compensation or other law or contract on behalf
of said employees while so engaged shall be the sole obligation and xesponsibility
of the Provider.
v) Provider agrees that Provider, its employees, agents and its subcontractors, if any,
shall be required to comply with all federal, state and local antidiscrimination
laws, regulations and policies that relate to the performance of Provider's services
under this Agreement.
vi} If activities related to the performance of this Agreement require specific licenses,
certifications, or related credentials Provider xepresents that it and/or its
employees, agents and subcontractors engaged in such activities possess such
licenses, certifications, or credentials and that such licenses certifications, or
credentials are current, active, and not in a state of suspension or revocation.
3. Basic Services
a. Basic Services.
i) The Provider shall perform as Basic Services the work and services described
herein and as specil"ied in the County's Request for Proposals (the "RFP") "RFP
Number for " "issued , 20 ,and the Provider's .proposal,
which are fully incorporated and integrated herein by reference together with
Attachments (designate all attachments). In the event a term or condition
in any document or attachment conflicts with a term or condition of this
Agreement the term or condition in this Agreement shall control. Should such
conflict arise the priority of documents shall be as follows: This Agreement, the
County's RFP ~ together with attachments, Provider's Proposal together with
attachments.
ii) The Basic Services will be performed by the Provider in accordance with the
following schedule: (Insert task list and milestone dates)
Revised Jufy 2010 2
26
Task Milestone Date
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
iii) Should County reasonably determine that Provider has not met the Milestone
Dates established in Section 3{a)(ii), County shall notify Provider of the failure to
meet the Milestone Date. The County, at its discretion may provide the Provider
seven (7) days to cure the breach. County may withhold the accompanying
payment without penalty until such time as Provider cures the breach. In the
alternative, upon Provider's failure to meet any Milestone Date the County may
modify the Milestone Date schedule. Should Provider or its representafives fail to
cure the breach within seven (~ days, or fail to reasonably agree to such modified
schedule, County may immediately terminate this Agreement in writing, without
penalty or incurring further obligation to Provider. This section shall not be
interpreted to limit the definition of breach to the failure to meet Milestone Dates.
4. Duration of Services
a. Term. The term of this Agreement shall be from to
b. Scheduling of Services
i} The Provider shall schedule and perform his activities in a timely manner so as to
meet the Milestone Dates listed in Section 3.
ii) Should the County determine that the Provider is behind schedule, it may require
the Provider to expedite and accelerate his efforts, including providing additional
resources .and working overtime, as necessary, to perform his services in
accordance with the approved project schedule at no additional cost to the
County.
iii} The Commencement Date for the Provider's Basic Services shall be
5. Compensation
a. Compensation for Basic Services. Compensation for Basic Services shall include all
compensation due the Provider from the County for all services under this Agreement.
The maximum amount payable for Basic Services is Dollars ($ ). In the
event the amount stated on an invoice is disputed by the County, the County may
withhold payment of all or a portion of the amount stated on an invoice until the parties
resolve the dispute. Payment for Basic Services shall become due and payable in direct
proportion to satisfactory services performed and work accomplished. Payments will be
Revised Jury 2010
27
made as percentages of the whole as Project milestones as set out in Section 3(a)(ii) are
achieved. (For example, if there are IO Project Tasks with Milestone Dates then
Provider may irrvoice for the first IQ% of the whole upon County's acknowledgement of
the satisfactory completion of Task one. Upon the County's acknowledgement that the
second Task has been satisfactorily completed Provider may invoice for the next 10% of
the whole.}
b. Additional Services. County shall not be responsible for costs related to any services in
addition to the Basic Services performed by Provider unless County requests such
additional services in writing and such additional services are evidenced by a written
amendment to this Agreement.
6. Responsibilities of the County
a. Cooperation and Coordination. The County has designated the ( ) to act as the
County's representative with respect to the Project and shall have the authority to render
decisions within guidelines established by the County Manager and/or the County Board
of Commissioners and shall be available during working hours as often as may be
reasonably required to render decisions and to furnish information.
7. Insurance
a. General Requirements. The Provider shall purchase and maintain and shall cause each of
his subcontractors to purchase and maintain, during the period of performance of this
Agreement:
i) Worker's Compensation Insurance for protection from claims under workers' or
workmen's compensation acts;
ii) Comprehensive General -Liability Insurance covering claims arising out of or
relating to bodily injury, including bodily injury, sickness, disease or death of any
of the Provider's employees or any other person and to real and personal property
including loss of use resulting thereof;
iii) Comprehensive Automobile Liability Insurance, including hired and non-owned
vehicles, if any, covering personal injury or death, and property damage; and
iv) Professional Liability Insurance, covering personal injury, bodily injury and
property damage and claims arising out of or reIa#ed to the performance under this
Agreement by the Provider or his agents, Providers and employees.
b. Insurance Ratin>~. The minimum insurance rating for any company insuring the Provider
shall be Best's A. If:the:Prgvicier;'does;not:.meet:theinsurance:requ~rements the. County's
Risk~Manager znust:be consulted pnor to: finali~ng thus Agreement
c. Limits of Covera;;e. Minimum limits of insurance coverage shall be as follows:
Revised July 2D1D 4
28
INSURANCE DESCRIPTION AZ(1`TIl1~fUM REQUIRED COVERAGE
• Worker's Compensation Limits for Coverage A -Statutory State of N.C.
Coverage B -Employers Liability
$500,000 each accident and policy limit and disease each
employee
• Commercial General Liability $1,000,000 Each Occurrence; $2,000,000 Aggregate.
• Automobile Liability Combined Single Limit $500,000
ag....'. _ its:`required.by."Risk:Mana er:f
• Professional Liability NOTE; insert cover.. a hm ~.
applicable::
d. Additional Insured. All insurance policies (with the exception of Worker's
Compensation and Professional Liability) required under this Agreement shall name the
County as an additional insured party. Evidence of such insurance shall be furnished to
the County, together with evidence that each policy provides the County with not less
than thirty (30} days prior written notice of any cancellation, non-renewal or reduction
of coverage.
8. Indemnify
a. Indemni .The Provider agrees to defend, indemnify and hold harmless the County
from all loss, liability, claims or expense, including attorney's fees, arising out of or
related to the Project and arising from bodily injury including death or property damage
to any person or persons caused in whole or in part by the negligence or misconduct of
the Provider except to the extent same are caused by the negligence or willful
misconduct of the County. It is the intent of this provision to require the Provider to
indemnify the County to the fullest extent permitted under North Carolina law.
9. Amendments to the Agreement
a. Changes in Basic Services. Changes in the Basic Services and entitlement to additional
compensation or a change in duration of this Agreement shall be made by a written
Amendment to this Agreement executed by the County and the Provider. The Provider
shall proceed to perform the Services required by the Amendment only after receiving a
fully executed Amendment from the County.
10. Termination
a. Termination for Convenience of the County. This Agreement may be terminated without
cause by the County and for its convenience upon seven (7) days prior written notice to
the Provider.
b. Other Termination. The Provider may terminate this Agreement based upon the County's
material breach of this Agreement; provided, the County has not taken all reasonable
actions to remedy the breach. The Provider shall give the County seven (7) days' prior
written notice of its intent to terminate this Agreement for cause.
c. Compensation After Termination.
Revised July 2010 5
29
i} In the event of termination, the Provider shall be paid that portion of the fees and
expenses that it has earned to the date of termination, less any costs or expenses
incurred or anticipated to be incurred by the County due to errors or omissions of
the Provider.
ii} Should this Agreement be terminated, the Provider shall deliver to the County
within seven (7} days, at no additional cost, ail deliverables including any
electronic data or files relating to the Project.
d. Waiver. The payment of any sums by the County under this Agreement or the failure of
the County to require compliance by the Provider with any provisions of this Agreement
or the waiver by the County of any breach of this Agreement shall not constitute a
waiver of any claim for damages by the County for any breach of this Agreement or a
waiver of any other required compliance with this Agreement.
11. Additional Provisions
a. Limitation and Assignment. The County and the Provider each bind themselves, their
successors, assigns and legal representatives to the terms of this Agreement. Neither the
County nor the Provider shall assign or transfer its interest in this Agreement without the
written consent of the other.
b. Governing Law. This Agreement and the duties, responsibilities, obligations and rights
of respective parties hereunder shall be governed by the laws of the State of North
Carolina.
a Dispute Resolution. Any and all suits or actions to enforce, interpret or seek damages
with respect to any provision of, or the performance or non-performance of, this
Agreement shall be brought in the General Court of Justice of North Carolina sitting in
Orange County, North Carolina.. It is agreed by the parties that no other court shall have
jurisdiction or venue with respect to such suits or actions. The Parties may agree to
nonbinding mediation of any dispute prior to the bringing of such suit or action.
d. Entire Agreement. This Agreement, together with the RFP and its attachments and the
Proposal and its attachments, represents the entire and integrated agreement between the
County and the Provider and supersedes all prior negotiations, representations or
agreements, either written or oral. This Agreement may be amended only by written
instrument signed by both parties. Modifications may be evidenced by facsimile
signatures.
e. Severability. If any provision of this Agreement is held as a matter of law to be
unenforceable, the remainder of this Agreement shall be valid and binding upon the
Parties.
f. Ownership of Work Product. Should Provider's performance of this Agreement generate
documents, items or things that are specific to this Project such documents, items or
things shall become the property of the County and may be used on any other project
without additional compensation to the Provider. 'The use of the documents, items or
Revised Jufy 2010 6
30
things by the County or by any person or entity for any purpose other than the Project as
set forth in this Agreement shall be at the full risk of the County.
g. Non-AppooQriation. Provider acknowledges that County is a governmental entity, and
the validity of this Agreement is based upon the availability of public funding under the
authority of its statutory mandate.
In the event that public funds are unavailable and not appropriated for the performance of
County's obligations under this Agreement, then this Agreement shall automatically
expire without penalty to County immediately upon written notice to Provider of the
unavailability and non-appropriation of public funds. It is expressly agreed that County
shall not activate this non-appropriation provision for its convenience or to circumvent
the requirements of this Agreement, but only as an emergency fiscal measure during a
substantial fiscal crisis.
Iri the event of a change in the County's statutory authority, mandate and/or mandated
functions, by state and/or federal legislative or regulatory action, which adversely affects
County's authority to continue its obligations under this Agreement, then this Agreement
shall automatically terminate without penalty to County upon written notice to Provider
of such limitation ar change in County's legal authority.
h. Notices. Any notice required by this Agreement shall be in writing and delivered by
certified or registered mail, return receipt requested to the following:
Orange County
Attention:
P.O. Box 8181
Hillsborough, NC 27278
Provider's Name & Address
IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have
hereunder set their hands and seal, all as of the day and year first above written.
ORANGE COUNTY•
By:
,.Chair
Orange County Board of Commissioners
Attest:
Donna Baker, Clerk to the Board
[SEAL]
PROVIDER:
By:
Printed Name and Title
Revised July2iltd 7
31
This instrument has been approved as to technical content.
Department Director
This instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Office of the Finance Director
This instrument has been approved as to form and legal sufficiency.
Offtce of the County Attorney
Revised Jufy 2010 8
32
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Orange County
Department of Asset Management and Purchasing Services
ADDENDUM #2
9-27-2010
RFP #5167
DISASTER MANAGEMENT, MONITORING AND RECOVERY SERVICES RFP #5167
To all Vendors:
Modifications to bid documents for the above named Request for .Proposal are made as follows and shall be
included in the proposed amount.
Questions received, with answers are included below
1. In addendum #1 of rfp #5165 for storm debris collection processing the requirement of past performance
was changed from projects in the past 3 years to the past 5 years. Will this same change be made to rfp
5167?
(Answer) Yes, change to the past 5 years
All other terms and conditions shall remain the same
By: David E. Cannell, Purchasing Agent
dcannellC~co.orange.nc.us ~ (919) 245-2651
A signed copy of this addendum shall be included with the bid submitted by your company
Company Name:
By:
Date Received:
P.O. Box 8181 131 W Margaret Lane Suite 301 Hillsborough, North Carolina 27278
Telephones: Area Code 919 245-2651 Fax: 919 644-3001
Page 1 of 1
33
RFP # 5167
Disaster Management,
Monitoring and Recovery
Services
~~~~ * September 28, 2010
f~'[1 Submitted to:
Orange County
Asset Management and Purchasing Services Department
131 West Margaret Lane, Suite 301
Hillsborough, NC 27278
submitted by:
Neel-Schaffer, Inc.
275 Corporate Center Drive, Suite C
Stockbridge, GA 30281
f~~ NEEI-SCHAFFER
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34
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35
Table of Contents
Submittal Letter
Section 1 ......................................................Qualifications of the Firm
Section 2 ............................................................ Qualifications of Staff
Section 3 ................................................................Technical Approach
Section 4 ..........................................................................Cost Proposal
Section 5 ..................................................................... Sample Contract
Section 6 ................................................ Required Forms and Addenda
I~I~ NEEI-SCRAPPER
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36
37
ICI NEEI-SCRAPPER
Solutions you can build upon
Orange County
Asset Management and Purchasing Services Department
131 West Margaret Lane, Suite 301, PO Box 8181
Hillsborough, NC 27278
Re: RFP #5167
Disaster Management, Monitoring and Recovery Services
engineers
planners
surveyors
environmental
scientists
landscape
architects
Neel-Schaffer is pleased to present our qualifications to Orange County to provide Disaster Debris
Management and Monitoring Services. In accordance with Orange County requirements, we are enclosing
one (1}original and one (1) copy, of our statement of qualifications that outlines our capabilities to provide the
requested services as identified in your Request for Proposal.
Neel-Schaffer has the experience and capability to provide debris removal monitoring services for Orange
County. As shown in our proposal, Neel-Schaffer has debris management /monitoring experience with
numerous communities following disasters both large and small. Our recent Hurricane Ike experience
includes monitoring of municipal ROW debris removal, cleaning more than a million cubic yards of beach
sand, and vesseUmarine debris removal from 350,000 acres of bays and the Gulf of Mexico. Neel-Schaffer
has monitored the removal of more than ten million cubic yards of debris from public and private property in
more than 35 communities, following hurricanes, tornadoes, floods, wind storms, and severe winter storms.
We have monitoring experience on all types of disaster debris, including vegetative debris, C&D debris,
hazardous trees, cars, vessels, marine debris, channel debris, hazardous waste, asbestos, white goods,
contaminated debris, and beach sand cleaning.
Neel-Schaffer understands the importance of this project for debris removal monitoring services in Orange
County. Our experience in cleanup efforts to date has shown that securing qualified personnel, providing
timely responses, and maintaining proper documentation are the keys to the reconstruction from the
devastation left by disasters. Neel-Schaffer provides qualified managers and supervisors, who will hire local
residents to be debris site monitors. Debris site monitors will be trained on aspects of debris eligibility,
recognizing ROW, properly completing documentation, and safety. They will be provided personal protection
equipment, e.g., hard hat, safety vest, and safety glasses, as needed.
Neel-Schaffer debris removal projects have included both public and private properly as well as structure
demolition and other specialized monitoring: We understand the issues/challenges (private properties, FEMA
rules/regulations, public involvement, etc.), have an organized approach to the project, and are prepared to
mobilize and begin work immediately.
Neel-Schaffer is committed to minimizing costs to Orange County through competitive hourly rates along with
careful management of working hours. We will work closely with Orange County 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, effective debris removal project, while maximizing
federal and state reimbursement.
Mr. Nelson Lucius, P.E., Officer-In-Charge and Mr. Derrick Tucker, P.E., Project Manager have played key
roles on many Neel-Schaffer debris projects over the past five years. Mr. Lucius will serve as the Officer-in-
Charge on this project and has extensive emergency management and debris management experience
following numerous hurricanes and other disasters. Mr. Tucker has extensive emergency management
experience including Hurricanes Ike, Rita and Katrina and as a FEMA representative.
5 1 2 Main Street , Suite 4 1 5 • Fort Worth 7 X 7 6 1 0 2 8 1 7. 8 7 0. 2 4 2 2
38
Prior to each hurricane season we wilt meet with Orange County at least once at no cost to the County, 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 work with the Countyto develop an event specific Debris
Management Action Plan. Neel-Schaffer's permanent staff and companywide disaster management
response team are prepared to respond immediately in the event of future disasters in Orange County. We
will mobilize prior to the event in order to be fully prepared to assist Orange County recover from predictable
disasters. We will be on site to assist the County within 12 hours following unpredicted disasters. Neel-
Schaffer is ready and able to serve Orange County in the event of a disaster.
To help ensure you receive all the federal and state assistance available following any disaster, we have
employed former emergency management public officials, including Robert Latham, retired Executive Director
of the Mississippi Emergency Management Agency (MEMA). Mr. Latham was the Executive Director during
and following Hurricane Katrina and contributed greatly to the response and recovery efforts in Mississippi.
This was just one of eleven declared presidential disasters Mr. Latham responded to during his career in
emergency management.
Neel-Schaffer is ready and able to serve Orange County on this important project. We encourage Orange
County to contact our references to inquire about the professionalism, ethics, integrity and hard work of our
staff in disaster debris management services. If we can be of any assistance, or if you have any questions
regarding this proposal, please feel free to call me at 817-201-1912.
Services on this project will be performed by Neel-Schaffer Engineers and Planners, Inc. through its wholly
owned subsidiary, True North Emergency Management, LLC.
Sincerely,
Neel-Schaffer, Inc.
~~~~~
K. Nelson Lucius, P.E.
Sr. Vice President
39
Section 1
Qualifications of the Firm
IMI_ NEEI-SCHAFFER
40
Qualifications of the Firm
COMMITMENT -Neel-Schaffer has the capability, experience and commitment to complete a{I
debris monitoring requirements and needs outlined in the Orange County Request for Proposal.
We have 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 Frances, Jeanne, Ike, Rita and Katrina. While we hope Orange County doesn't face
a major disaster, we are prepared to respond if needed. Neel-Schaffer maintains more than 25
permanent offices. We are fully committed to meeting the needs of Orange County in the event
of disaster.
EXPER[ENCE -Neel-Schaffer's 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 more than
a million cubic yards of debris removal. We monitored the removal of approximately 800,000
cubic yards of debris in Indian River County following Hurricanes Frances and Jeanne. 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. Neel-Schaffer provided debris monitoring services to numerous clients
in the Houston-Galveston area following Hurricane Ike in 2008. This included debris 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. Neel-Schaffer will
utilize issuance of paper or electronic load tickets as one tool in managing the project and the
contractor to ensure needs of Orange County and its citizens are met on all projects.
KEY PERSONNEL - Mr. Nelson Lucius, PE, Officer-In-Charge and Mr. Derrick Tucker, PE,
Project Manager have played key roles on essentially every Neel-Schaffer debris project over
the past five years, typically in the role of Project Manager or Officer-In-Charge. Mr. Lucius
will serve as the Officer-in-Charge on this project and has served as Neel-Schaffer's team
leader for many. natural disaster events, including numerous Hurricane Ike and Hurricane
Katrina debris monitoring projects. Mr. Tucker will be on-site Project Manager on this project
and has served in this role on several debris monitoring projects Mr. Tucker has extensive
emergency management experience including Hurricanes Ike, Rita and Katrina and as a FEMA
representative in following Hurricane Katrina. Mr. Robert Latham, retired Executive Director
for MEMA, will provide Orange County with over 30 years of emergency management, training
and debris management experience. Mr. Latham was Executive Director of MEMA for six years
including the landfall and first eight months of recovery following Hurricane Katrina.
CAPACITY/DEPTH OF STAFF -While Neel-Schaffer has a great deal of debris monitoring
experience, we are not overcommitted with pre-event contracts in North Carolina. 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 sforms. 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.
~~~ NEEI-SCRAPPER
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A deep staff of experienced managers, trainers, supervisors, and data managers is critical in
mobilizing a large and effective monitoring program.
DATA MANAGEMENT AND DAILY REPORTING -Neel-Schaffer enters toad ticket and tower log
data into a spreadsheet daily with multiple cross checks to identify inconsistencies in real time. We
can also implement our proprietary electronic load ticketing system if requested by Orange County.
Acxuracy of data and reporting systems is critical to maintain the crediblity of the project and receive
FEMA/FHWA reimbursement. Any errors or inconsistencies are addressed and corrected right
away with monitors, contractors and the County to ensure accurate project da#a. 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 ROE data such as names, addresses, signed forms, photos,GPS
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 Orange County based on the
information needs of the County. The database will also be used to reconcile and process
invoices from the contractor and to 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. Neel-Schaffer will provide a data management team to reconcile load tickets.
ABILITY TO WORK WITHIN ORANGE COUNTY'S STRUCTURE -Neel-Schaffer is familiar
working within existing local government management structures. 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 Orange
County. These employees will be experienced in debris operations and will stay familiar
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 public communication tools. As requested by Orange County , we will provide a debris
management "hot line' to respond to the public on debris related issues.
FINANCIAL RECOVERY/UNDERSTANDING OF FEMA, FHWA AND STATE GUIDELINES-
Neel-Schaffer is thoroughly familiar with the requirements and guidelines of the Federal
Emergency Management Agency (FEMA), Federal Highway Administration (FHWA) and the
North Carolina Division of Emergency Management. We have a track record of full FEMA,
FHWA and state reimbursement on projects we have monitored. We will work with Orange
County to develop a strategy to maximize early reimbursement of project costs. We will also
coordinate meetings with FEMA Public Assistance (PA) staff early in the project and focus on
disaster specfic guidance to maximize reimbursement of project costs and Neel-Schaffer will
be a resource to Orange County on federal requirements and financial recovery.
LOCAL SUPPORT -Neel-Schaffer has hired and trained hundreds of monitors following
past disasters in North Carolina and across the country. Many of these trained local monitors
are available to help with future disasters. In the event of future disasters, we will provide
experienced managers and supervisors and will hire and train local monitors as required
to meet the needs of Orange County. We intend to hire and train the majority of our debris
monitors locally within Orange County to support the local economy. Neel-Schaffer will meet
the needs of Orange County with a combination of experienced monitors from the local area,
experienced employees from our permanent offices and disaster debris management experts
from across the south. Neel-Schaffer is committed to provide and train qualified local personnel
and to deliver the highest level of service to Orange County.
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Neel-Schaffer will also be able to assist Orange County with emergency preparedness,
planning, training, project development and damage assessments. We have experience in
Emergency Management planning, such as Debris Management and Hazard Mitigation Plans
and can provide resources and experience in conducting "table top" exercises for large and
small scale disasters.
In the event of a declared disaster, Neel-Schaffer will implement an aggressive response
to the disaster recovery process through our disaster recovery team. In order to give each
disaster our complete attention, we will put the necessary resources in place for rapid
deployment. Our corporate structure enables us to maintain a strong commitment to local
communities while providing access to the best emergency management and engineering
expertise in the South. Neel-Schaffer will establish a Field Operations and Data
Management office in Orange County. We will provide support from existing Neel-
Schaffer offices as necessary.
The following individuals can be reached for the purpose of clarifying, verifying, and/or
negotiation the contents of this submittal:
K. Nelson Lucius, PE
Sr. Vice-President
Mobile: (817) 201-1912
Fax: (817) 870-2489
Tracy Enlow
Marketing Assistant
Office: (817) 870-2422
Fax: (817) 870-2489
Our team also includes Adjusters International and Early Alert to provide broader capabilities
and experience in the areas of training exercises and financial recovery.
~~~.~ NEEi` SCtiAFIrER
43
Our leadership position within the field of post-disaster financial recovery arises from our
company's founding 24 years ago as the nation's premier public adjusting organization,
guiding clients to maximize and expedite their property insurance claim settlements. Our
reputation for strategic thinking and effective management of the total financial recovery
process has gained us experience on some of the most challenging and high-profile losses of
the past two decades.
On this foundation of excellence and client advocacy, we have built our reputation over the
last 13 years in the area of the FEMA Public Assistance Program. Our initial introduction to
the FEMA grant process occurred when we were hired in 1996 by the City of Harrisburg,
Pennsylvania, to guide the city through their FEMA Public Assistance grant program for
a flood disaster. Since that time, our client base of FEMA grant applicants has grown to
include high-profile names, such as the Port Authority of New York and New Jersey (owners
- of the World Trade Center), whom we guided through their FEMA Public Assistance grant
application following 9-11. We have been assisting FEMA applicants in Florida since 1997,
including jurisdictions such as Monroe County, Lee County, City of Sanibel, Village of
Islamorada, Monroe County Sheriffs Department and Monroe County School District.
d~ ~
EARLYALERT.~
Early Alert, Inc and All Hazard Training (AHT) is a leading disaster and emergency
management consulting firm comprised of an elite team of some of the most widely respected
professionals in the industry. Established in 1999, Early Alert has been offering unparalleled,
hands-on experience in the fields of emergency management, public safety, contingency
development, disaster operations, business continuity, and loss mitigation. Each of our staff
of experts represents decades of actual practice in their individual hazard management
specialties. With over a century of combined practical experience, we have the expertise and
skill to deliver the highest quality services and products.
Early Alert understands the importance of Orange County's needs for Disaster Preparedness.
Early Alert works with our clients to analyze their vulnerability to various hazards and: design
a customized program to address and manage their particular risk exposure. We back this up
with comprehensive emergency and disaster planning, training in emergency management,
disaster response and recovery, and incident command and control. This includes key
elements of the National Incident Management System (NIMS) and the National Response
Framework, operational continuity,. and regulatory compliance. Early Alert's mission is to
reduce our Gient's risk and mitigate losses from all hazards that may threaten their business
or organization. We accomplish our mission by providing real time operational consulting,
backed by the most comprehensive preparedness planning and training available today.
Our widely respected staff of emergency managers and meteorologists represents decades
of experience in dealing with all aspects of disaster planning, response, recovery and
mitigation.
IN. NEEI-SCiIiAiFIFER
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References
Provided below is a list of customer references with whom Neel-Schaffer, Inc. has performed
Debris Management services for in many states. The Debris Management Experience Matrix
will give additional information including dates of service, a brief description of services
performed and quantity of debris monitored.
City of La Porte
Jeff Suggs, Emergency Management Coordinator
2963 N. 23rd Street
La Porte, TX 77571
Office: 281-470-0010
Cell: 281-639-9258
Fax: 281-470-1590
E-mail: suggsj@laportetx.gov
Date of Contract: September 2008 to May 2009
Texas GLO Marine Debris
Martha Zottarelli, Legislative Liaison, Policy and Governmental Affairs
P.O. Box 12873
Austin, TX 78711-2873
Office: 512.463.6119
' Fax: 512.305.8937
E-mail: martha.zottarelli@glo.state.tx.us
Date of Contract: December 2008 to March 2009
City of Biloxi, Mississippi
A.J. Holloway, Mayor
P. O. Box 429
Biloxi, MS 39533
Office: 228.435.6254
Fax: (228) 435-6129
E-mail: mayor@biloxi.ms.us
Date of Contract: September 2005 to August 2007
Jackson County, Mississippi
Alan Sudduth, County Administrator
P.O. Drawer 998
Pascagoula, MS 39568
Office: 228.769.3378
Fax: 228.769.3348
E-mail: alan.sudduth@co.jackson.ms.us
Date of Contract: September 2Q05 -August 2007
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45
Green County, Arkansas
Shelly Hood, 911/0EM
320 West Court Street Room 107
Greene, AR 72413
Office:870.239.6300
Fax: 870.239.6350
E-mail: gcoes@grenco.net
Date of Contract: February 2009 to June 2009
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Selected Debris Management Experience
~
Date _ _
location Event of Service Experience Sfaff , Quantity
La Porte, Texas 2008 Sept 2008 to Debris Monitoring Project Manager 270,000 cY
Hurricane Ike May 2009 • Tree Monitoring 55 Debris Monitors Debris
DR 1791 Compilation of FEMA 4 Field Collection Removal
Documentation for Monitors 3,100 Trees
Reimbursement Data Manager
• Administrative
Assistant
Biloxi, Mississippi 201)5 Humane Sept 2005 to Debris Monitoring and Project Manager 2,980,000 cY
Katrina Aug. 2007 Tree Contract 6 Feld Coordinators Debris
DR-1604 Right-of-Entry (ROE) 100 Monitors 3,500 ROES
• Drainage Way Debris 3 Debris Contractors
Removal 2 Tree Contractors
• Abandoned Vehide! 10 Disposal Sites
Boat Removal 2 Towing Companies
• Contractor Selection
Assistance
• Compilation of FEMA
Documentation for
Reimbursement
Indian River County, 2004 Aug. 2004 Debris Monitoring Project Manager 800,000 cY
Florida Hurricanes to Contractor Seledion 2 Feld Coordinators Debris
Frances Oct. 2004 Assistance 8 Monitors Removal
DR-1545 Compllation of FEMA
and Documentation for
Reimbursement
Jeanne
DR-1561
Upper Texas Gulf 2008 Dec. 2008 to Debris Monitoring Project Manager 1.2 million cY
Coast Beaches Hurricane Ike Mar. 2009 Beach Restoration 64 Debris Monitors Sand
induding: DR-1791 Concrete Removal 8 Field Collection Screening -- .
• Compilation of FEMA Monitors 30,840 cy
Galveston and Documentation for 6 Sand Screening
C & D
Brazorla Counties, Reimbursement Crew Leaders
24,650 cY
Galveston, Surfside, Data Manager
Concrete
Quintana and • Administrative
Jamaica Beach Assistant
Fve major bays and 2008 Mar. 2009 to Marine Debris Project Manager 130 Vessels
the Gulf of Mexico in Hurricane Ike Mar. 2009 Monitoring 75 Extraction Extracted
and adjacent to: DR-1791 Vessel Removal Monitors 350,000
• Galveston County Compilation of FEMA 6 Tower Monitors Acres of
• Brazoria County Documentation for 2 Vessel Demo Marine Debris
• Harris County Reimbursement Monitors Monitoring
• Chambers County Data Manager
• Jefferson County Administrative
• Orange County Assistants
~~~ NEEI-SCHAFFER
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ILocation
Event `` IDate
of Service -
E~enence '
Staff
tluantity
Jackson Couniy, 2005 Jan. 2006 Debris Monitoring Project Manager 1.2 Million cY
Mississippi Hurricane to Tree Removal 6 Feld Coordinators Debris
Katrina Aug. 2006 Right-of-Entry (ROE) 100+ Nbnitors Removal
DR-1604 Drainage Way Debris 3,500 Trees
-Abandoned Vehicle/ 5,000 ROE
Boat Removal 48,000 If
• Contractor Selection
Wet Debris
Assistance
• Compilation of FEMA
Documentation for
Reimbursement
Shoreacres, Texas 2008 Sept 2008 to Debris Monitoring Project Manager 93,000 cY
Hurricane Ike Mar. 2009 Tree Monitoring 12 Debris Monitors Debris
DR-1791 White Goods 4 Field Collection 450 Trees
• Compilation of FEMA Monitors 1,100 White
Documentation for Data Manager Goods
Reimbursement Administrative
Assistant
Morgan's Point, 2008 Sept 2008 to Debris Monitoring Project Manager 17,000 cY
Texas Hurripne Ike Oct. 2008 • Tree Monitoring 3 Debris Monitors Debris
DR-1791 Compilation of FEMA Field Collection 134 Trees
Documentation for Monitors
Reimbursement Data Manager
• Administrative
Assistant
Taylor Lake village, 2008 Sept 2008 to Debris Monitoring Project Manager 45,000 cy
Texas Hurricane Ike Nov. 2008 • Tree Monitoring 10 Debris Monitors Debris
DR-1791 Compilation of FEMA Field Collection 60 Trees
Documentation for Monitors
Reimbursement Data Manager
• Administrative
Assistant
Lafayette 2008 Sept. 2008 to Debris Monitoring Project Manager 276,000 cy
Consolidated Hurricane Dec. 2008 Tree Monitoring 52 Debris Monitors Debris
Government, Gustav Compilation of FEMA 2 Feld Collection 15,235 Trees
Louisiana DR-1786 Documentation for Monitors 72 000 cY
Reimbursement Data Manager Mulch
• Administrative
Assistant
Scott, Louisiana 2008 Sept 2008 to Debris Monitoring Project Manager 8,196 cY
Hurricane OcL 2008 Compilation of FEMA 4 Debris Monitors Debris
Gustav Documentation for Field Collection
DR-1786 Reimbursement Monitors
• Data Manager
• Administrative
Assistant
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Date -
Location Event bf Service ,Experience Staff Quantity
Gautier, Mississippi 2005 Jan. 2007 to Debris Monitoring and Project Manager 8,337 cY
Hurricane Jun. 30, 2007 Tree Contract 2 Field Coordinators Debris
Katrina Rights-of-Way (ROV1n • 20 Monitors 757 ROEs
DR-1604 Final Pass 2,700 Trees
• Rights-of-Entry (ROE)
Hattiesburg, 2005 Jan. to Debris Monitoring and Project Manages 100,000 cY
Mississippi Hurricane Apr. 2006 Tree Contract 2 Field Coordinators Debris
Katrina Contractor Selection 22 Monitors
DR-1604 Assistance .
Hancock County, 2005 Aug. 2006 to Debris Monitoring Project Manager 208,479 cY
Mississippi Hurricane Aug. 2007 Dead Standing Tree 3 Field Coordinators Debris
Katrina Removal 30 Monitors 26,304 Trees
DR-1604 Right-of-Entry (ROE) Debris Contractor 2,800 ROEs
• Contractor Selection Tree Contractor
Assistance ,
• Abandoned Vehide/
Boat Removal
• Compilation of FEMA
Documentation for
Reimbursement
Laurel, Mississippi 2005 Hurricane Sept 2005 Debris Monitoring Project Manager 2,331 cY
Katrina to Removal Plan for 2 Field Coordinators Debris
DR-1604 May 2006 Hazardous Trees/ 16 Monitors 540 Trees
Limbs 3,646 Trees
• Contractor Selection Trimmed
Assistance
• Compilation of FEMA
Documentation for
Reimbursement
Madison, Mississippi 2005 Hurricane Sept 2005 Debris Monitoring Project Manager 41,000 cY
Katrina to Contractor Selection Field Coordinator Debris
DR-1604 Nov. 2005 Assistance 6 Monitors
• Compilation of FEMA
Documentation for
Reimbursement
McComb, Mississippi 2005 Hurricane Sept 2005 Debris Monitoring Project Manager 90,000 cy
Katrina to Contractor Selection Field Coordinator Debris
DR-1604 Nov. 2005 Assistance 10 Monitors
• Compilation of FEMA
Documentation for
Reimbursement
~~~~. NEEI-SCHAFFER
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_
~ .Date . r
,
Location Event of Service ; E~erience `Staff Quantity
Magnolia, Mississippi 2005 Hurricane Sept 2005 Debris Monitoring Project Manager 11,000 cY
Katrina to Contractor Seleciion Field Coordinator Debris
DR-1604 Nov. 2005 Assistance 8 Monitors
• Compilation of FEMA
Documentation for
Reimbursement
Magee, Mississippi 2005 Hurricane Sept 2005 Debris Monitoring Project Manager 23,232 cY
Katrina to Contractor Selection 2 Field Coordinators Debris
DR-1604 Oct 2005 Assistance 12 Monitors
• Compilation of FEMA
Documentation for
.Reimbursement
Mississippi 2005 Hurricane Feb. 2006 Debris Monitoring Project Manager 500,000 cy
Department of Katrina to Contractor Selection 2 Field Coordinators Debris
Transportation DR-1604 June 2006 Assistance 30 Monitors
District Six Compilation of FEMA
Documentation for
Reimbursement
Jackson, Mississippi 2005 Hurricane Sept 2006 Debris Monitoring Project Manager 270,000 cY
Katrina to Contractor Selection Project CoorcJinator Debris
DR-1604 Nov. 2005 Assistance 2 Field Coordinators
• Compilaion of FEMA 24 Monitors
Documentation for
Reimbursement
Rankin County, 2005 Hurricane Sept 2005 Debris Monitoring and Project Manager 126,000 cy
Mississippi Katrina to Tree Contract Project Coordinator Debris
Exduding sties of DR-1604 Oct 2005 Contractor Selection 19 Monitors
Pearl and Richland Assistance
• Compilation of FEMA
Documentation for
Reimbursement
Canton, Mississippi 2005 Hurrigne Sept 2005 Debris Monitoring Project Manager 19,000 cY
Katrina to Contractor Selection Field Coordinator Debris
DR-1604 Nov. 2005 Assistance 4 Monitors
• Compilation of FEMA
Documentation for
Reimbursement
~~~~ NEEI-SCRAPPER
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Location`
Event
Date `
o_ f Service .•.
E~erence
Staff '
Quantity
Cedar Rapids, 2008 June 2008 Debris Monitoring ofi Project Manager ROW
Iowa Flooding to C ~ D Materials Field Supervisor 33,046 tons
DR-1763 Present Metals -Debris Monitor White Goods
• White Goods 15 Field Collection 1,817 units
• Household Hazardous Monitors Marine Debris
Waste (HHW) Data Manager 110 tons
• Regulated Asbestos- • Administrative
25 Demolition
Containing Materials Assistant
(RACM) Properties
- Demolfion of Flood RACM Debris
Impacted Structures 1,410 tons RACM
Concrete 844 tons
Clean Concrete
915 tons
3,087 cY Fill Dirt
•
Date
Locatiod fvenf '- of Service Experience Staff Quantity
Paducah, 2009 Severe Feb. 2009 to Debris Monitoring Project Manager 1.15
Mayfield, Winter Storm Aug. 2009 Tree Monitoring 12 Field Supervisors Million cY
McCracken and Flooding Compilation of FEMA 86 Debris Monitors try;
County, DR-1818 Documentation for 35 Tree Monitors 75,266
Graves County, Reimbursement 12 Tower Monitors trimmed
Kentucky Data Manager 1 242
• 2 Administrative
removed
Assistants
Poplar Bluff, 2009 Severe Feb. 2009 to • Debris Monitoring Project Manager 70,000 cY
Missouri Winter Storm Apr. 2009 Tree Monitoring Operations Manager trees:
DR-1819 Compilation of FEMA 19 Debris Monitors 5,800
Documentation for 8 Tree Monitors trimmed
Reimbursement Fiekl Supervisor 650
• Data Manager removed
• Administrative
Assistant
Greene County, 2009 Severe Feb. 2009 to Debris Monitoring Project Manager 715,075
Arkansas Winter Storm Jun. 2009 Tree Monitoring • Operations Manager cy
DR-1819 Compilation of FEMA 46 Debris Monitors trees:
Documentation for 28 Tree Monitors 22,645
Reimbursement Field Supervisors trimmed
• Data Manager 625
• Administrative
removed
Assistant
Sand Springs, 2007 Feb. 2007 to Debris Monitoring Project Manager 513,425
Muskogee, Winter Storms Mar. 2008 Tree Monitoring Field Supervisor cy
Checotah, DR-1735 48 Debris Monitors trees:
Oklahoma DR-3280 31 Tree Monitors 35,798
• Inspector trimmed
337
removed
~~~ NEEI-SCHAFFER
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Reference:
City of La Porte
Jeff Suggs; Emergency:
Management Director
3001 N. 23rd Street
La Porte, Texas 77571
Office: 281-470-009 0
CeIL 2$1-639-9258.
Fax. 281-470.1590
suggsj@laportetx.gov
Project Term(
Performance Period:
Sept. 2008 to May2009
Project Summaries
The debris management matrix shown on previous pages demonstrates our ability to
monitor the removal and disposal of storm-related debris from Rights-of--Ways (ROW) and
Rights-of-Entry (ROE) in hurricane, tornado and storm damaged areas. Vegetative debris,
dead standing trees, leaners/hangers, automobiles, marine vessels (i.e. boats, recreational
vehicles}, white goods and building materials (i.e. shingles, bricks/mortar, wood/siding, etc)
are examples of debris commonly found during monitoring. In addition, our team is trained
and equipped to handle special waste concerns including asbestos. To date, more than ten
million cubic yards (cy) of debris have been monitored by our team, as well as more than
12,000 ROEs.
Listed below is a summary of our services including references for several of our debris
management projects.
City of La Porte, Texas
Neel-Schaffer was selected for apre-position monitoring
contract by the City of La Porte, Texas several months prior
to Hurricane Ike in 2008. This allowed Neel-Schaffer to
be in place prior to landfall and to begin management and
monitoring activities immediately after the storm. We provided
assistance in mobilizing the debris removal contractor,
certifying haul vehicles, and working with FEMA and GDEM in
developing Project Worksheets. Neel-Schaffer monitored the
removal of vegetative debris, C ~ D debris, hazardous hanging
limbs, and leaning trees.
Neel-Schaffer monitored the entire debris removal process
including origination of load tickets, completion of load tickets
at the debris management site (DMS), hauling/disposal of
reduced debris, and data management for the entire project.
We also managed the debris removal process for three
neighboring communities; Shoreacres, Morgan's Point, and
Taylor Lake Village. This included debris removal, tree work,
and management of white goods. The four projects involved
removal of more than 400,000 cubic yards of debris and work
on more than 3,000 trees.
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Beach Sand Cleaning and Marine Debris Removal:
Hurricane Ike FEMA DR-1791
Texas General Land Office (calves#on, Harris, Chambers, and
Brazoria Counties)
Reference: After successfully monitoring the removal of Hurricane Ike debris from municipalities along
Texas General Land Office Galveston Bay, Neel-Schaffer was hired by the Texas General Land Office (Texas GLO) to
Martha Zottareili, monitor debris removal from state property. Neel-Schaffer monitored the cleaning of beaches
- Legislative Liaison affected by Hurricane Ike as well as the removal of marine debris from Galveston Bay, the
P.O_ Box 12873 Gulf of Mexico, and other waters along the upper Texas Coast. Neel-Schaffer monitored
Austin, Texas 78711- more than $10 million of debris removal and beach cleaning by two contractors.
Telephone: 52-463-6119 Beach Cleaning: The first stage of this project consisted of removal of storm debris and
Fax: 512-305-89347 cleaning of sand on more than 50 miles of beach on Galveston Island, Bolivar Peninsula,
rarthazottarelli@g~ostiate, and the beaches of Brazoria County. Three primary methods were put into action to clean
tx.us the affected beaches: The first included loading large debris items onto trucks. The second
consisted of °raking° the sand using front end loaders with teeth to remove buried debris.
Project Term/ Finally, the sand was loaded and hauled to a large screen, roughly the size of an 18 wheeler.
Performance Per7od:
December Zoos to Present The sand was then sifted to remove small debris, loaded onto trucks, replaced on the beach,
and graded. Neel chaffer monitored, quanfified, documented and graded more than 40,000
loads of sand, completing this cycle more than 250 times a day.
Additionally, Neel-Schaffer, the Texas GLO, and HNTB, the Program Manager, determined
the most cost-effective methods for cleaning sections of the beaches. Additionally, Neel-
- Schaffer developed and implemented modifications to the standard five-part load ticketing
system specifically for the Texas GLO beach cleaning project. To ensure adequate beach
cleaning, efforts were monitored carefully to verify:
• complete debris removal • quality of screening operations
• areas of sand screened • quantities of sand replaced to grade
• depth of sand removed • hauling, reduction, and disposal of debris
• security of stockpiles
A total of 1.2 million cubic yards of sand was removed to a 12-inch depth, screened, replaced,
and graded.
Marine Debris: As the beach cleaning process neared completion, the process of removing
marine debris began.
The primary focus of this project consists of removing large submerged and semi-submerged
debris (i.e. vessels, white goods, etc.) that posed a hazard to boats entering the waterways.
Several thousand targets were identified over 350,000 acres of water in five major bays and
the Gulf of Mexico. These target items were identified by side scan sonar and were reviewed
by the state for historical significance. Neel chaffer placed monitors on boats to document
the removal of approved items by description, photographs, and GPS coordinates during the
removal/loading operation. Monitors issued load tickets and photographed vessels, cars, and
debris at the marine extraction point, as material was transferred from boats to land based
vehicles.
Efforts were made to reconcile vessels with owners prior to disposal. Neel-Schaffer
completed load tickets with volumes and photographed debris loads at the Debris
Management Sites (DMS) and for vessels received at the Vessel Management Sites (VMS).
III_ NEEI-SCHAFFER
' ' ~ - - So(oNen• yev cam. bo((d upon
Refereece:
A.J: Holloway
Mayor
P: O. Box 429
.Biloxi, MS 39533
228:435.6254
mayor(a~biloxi.ms_us
Debris Monitoring Services
Hurricane Katrina
53
City of Biloxi, Mississippi
"l felt contracting debris monitoring with
Neel-Schaffer was in the best inferest of the City...We got the work done
quicker that way, and if we had trouble, we went to them.../f we hadn't
had that flexibility, we would have gone around in circles."
A. J. Holloway, Mayor of Biloxi
Neel-Schaffer entered into a contract with the City of Biloxi
on September 11, 2005 to monitor the removal and disposal
of storm-related debris from the public roads and streets in
Biloxi. The level of devastation in Biloxi was unprecedented,
and warranted an expansion of the scope by FEMA to include
private residential property clearing, as well as selected
commercial prope-ty debris clearing.
Neel chaffer assisted the City in the administration of the
con#racts with three independent contractors who were each
assigned a defined geographic area within the City for debris
removal. The general contractors subsequently employed
multiple subcontractors to meet reimbursement guidelines
established by FEMA.
Our staff met daily with the City and provided daily reports on
the progress of the debris removal. A total volume of 3 million
cubic yards of debris was removed and disposed at a cost of
$60 million.
I1~ NEEI-SCHAFFER
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Reference:
Alan Sudduth
County Administrator-
P: O. Box 998
Pascagoula, MS 39568
228.769.3378
alansudduth@
co.jackson.ms.tJs
Project Term!
Performance Period:
September 2005 to
August 2007
Reference:.
Mr. James Davis; P.E.,
Public Works Director'
1840 25th Street
Vero Beach, Ft 32960
772.567.80DQ ,
Fax: 772:778:9391
Jackson County, Mississippi
"Perhaps because post-Katrina disaster
recovery represents the most massive
clean-up in America's history, maintaining
an orderly clean-up process was a
challenge. Once we enlisted the services
of Neel-Schafifer, everything began to run
much better."
John McKay, Jackson County Supervisor
54
Neel-Schaffer entered into a contract with Jackson County to monitor the removal and
disposal of over one million cubic yards of storm-related debris from the ROW and over 5,000
ROE's in Jackson County. Our project included removal of debris from drainage ways as well
as removal of cars, boats, and coordination of debris removal from commercial property.
Neel-Schaffer assisted the County in the administration of the contracts with the three
independent contractors hired for debris removal. The general contractors subsequently
employed multiple subcontractors to meet reimbursement guidelines established by the
FEMA.
Our staff met with the County twice a week to provide updates an the debris removal
program. The work commenced on January 2, 2006 and concluded on August 1, 2006. A
total volume of over a million cubic yards of debris was collected at a cost of more than $24
million, including cars, boats and hazardous trees.
Hurricanes. Frances and Jeanne, Indian River County, FL
Within a three week period in September 2004 Hurricane Frances and Jeanne, respectively
category 2 and 3 hurricanes on the Saffir-Simpson Scale, devastated Indian River County
and other areas of Florida leaving a trail of destruction and mountains of debris. Neel-
Schafferwas contracted by Indian River County to manage monitoring of the removal of more
than 800,000 cubic yards at a cost of $13 million of storm-generated debris and was fully
reimbursed through the FEMA Public Assistance program.
II!_ NEEL-SCRAPPER
= ielutlens ysu ccn 6elld oven
Reference:
Tom Carroll, PE
Director of
Public Works
Lafayette Consolidated
Govemment
i 515 E. University Ave.
Lafayette, t;A 70501
337-280-5639
tcarcoll@lafayettela:gov.
Hurricane Gustav
Hurricane Gustav entered the Gulf of Mexico and began to impact Texas, Louisiana and
Mississippi with torrential rain and wind storms on August 30, 2008.
Lafayette Consolidated Governme~
Lafayette, Louisiana
Neel-Schaffer had been selected by the Lafayette
Consolidated Government (LCG) to provide Debris
Monitoring in September 2006. This pre-position
contract allowed for the LCG officials to take a pro-
active approach for preparing their staff, City, and
citizens for future disasters. Neel-Schaffer met with
LCG officials following the award of the contract to
discuss pre-planning operation procedures. This effort
paid off when Hurricane Gustav (DR-1786) made
landfall in the state of Louisiana on September 1, 2008.
Our debris response team was deployed to Lafayette prior to landfall in an effort to expedite
debris recovery services. The storm passed through the Lafayette area on September 2,
2008 and work quickly began for initiating the 70-hour push contract to Gear primary roads
which concluded on September 5, 2008. This initiative allowed for City and emergency crews
to begin a preliminary damage assessment of the city and report this vital information to the
Governor's Office of Homeland Security and Emergency Preparedness (GOHSEP) in order
to substantiate the need for a presidential major disaster declaration.
The next phase of the recovery process began September 6, 2008 far Neel-Schaffer to
monitor the debris removal process performed by DRC Emergency Services, LLC throughout
the City of Lafayette. In three months, Neel-Schaffer monitored the removal of more than'
276,000 cubic yards (cy) of vegetative debris and trimmed 15,235 trees that were damaged
from the storm. The City elected to recycle the vegetative debris into 72,000 cy of mulch that
will be used for various landscaping projects throughout the City.
Neel-Schaffer also provided the LCG with a Debris Management Plan that was approved by
FEMA and as a result provided the City with an additional 5% of federal funding. This effort
saved the City an estimated $250,000.
55
IlI,_ NEEI-SCRAPPER
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57
Section 2
Qualifications of Staff
~~~ NEEI-SCRAPPER
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58
organizational chart
Billing/Invoice- QA/QC
Manager
Brian Fulton, PE, PTOE
Officer-In-Charge
Nelson Lucius, PE
FEMA Reimbursement
Specialist
David Bowman, PE
Billing/Irrvoice
Analyst
Environmental
Specialist
Alane Young
Travis Mc Coy
Project Manager
Derrick Tucker, PE
Operations Manager
Robert R. Latham, Jr.
Data Manager
Bryan Milling
Shane Bergin, PE, PTOE
Load Ticket Data
Entry Cterks
Collection Field
Supervisors
Tommy Strickland
Tom Hutto
Bruce Courts
Tom Gardner
Cindie Nettles
Collection
Monitors
Disposal Site
Field Supervisors
Marquis White
Larry Fears
Truck Certification
Field Supervisors
H. Lynn Hilburn, PE
Ron Moxness
Sam Taylor
Disposal Site
Monitors
III_ NEED-SCHAFFER
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Summary of Key Personnel
Key Personnel for Debris Monitoring Services
~. Listed below is a summary of our key personnel who will be providing staff management for
the proposed project.
• Nelson Lucius, PE, Officer-in-Charge - Mr. Lucius joined Neel-Schaffer in 1990 and
has 28 years experience in emergency management and civil engineering. Mr. Lucius
has extensive experience in managing and monitoring debris removal related to all types
of disasters including hurricanes, ice storms and floods.
Mr. Lucius was in charge of several debris monitoring projects in the Galveston-Houston
area following Hurricane Ike in 2008 including ROW debris removal in four cities, 50
miles of beach sand cleaning and removal of approximately 100 sunken vessels.
Following Hurricane Katrina, Mr. Lucius was project manager responsible for monitoring
the removal of more than 1 million cubic yards of ROW debris, abandoned vehicles,
marine vessels and other special wastes, including white goods, tires, and asbestos-
containing materials. He also managed the removal of "wet" debris from the drainage
ways and waterways along the Gulf Coast. Mr. Lucius served as project manager on
numerous debris removal, roadway, utility and landfill projects including, conceptual
design, site development, final design and permitting.
Mr. Lucius recently provided debris management services in Arkansas, Missouri,
Oklahoma,Iowa and Kentucky following the 2009 and 2010 Severe Ice Storms. His
experience in debris management and FEMA guidelines have provided valuable
assistance to the cities and counties Neel-Schaffer has served through the years.
• Derrick Tucker, PE, Project Manager- Mr. Tucker has managed debris operations for
Neel-Schafferfollowing Hurricanes Ike and Katrina. He was Project Manager for debris
removal following Hurricane Ike for four cities including, La Porte, as well as 50 miles
of sand cleaning at Galveston, Brazoria and Boliver. Mr. Tucker was also responsible
for 350,000 acres of marine debris and sunken vessel removal from the Guff of Mexico,
Galveston Bay and four other bays.
Mr. Tucker joined Neel-Schaffer in 2002. He has more than 13 years experience in
debris management, and civil and environmental engineering. He has managed
debris operations and all aspects of water and sewer improvement projects; including
conceptual development, grant and loan funding procurement, environmental clearance,
production of construction plans and specifications, rights-of-way /easement acquisition,
and construction engineering and administration.
• Brian Fulton, PE, PTOE, Billing/Invoice analys>y QA/QC Manager- Mr. Fulton
has managed several debris removal monitoring projects including Hurricane Katrina
recovery projects. He has managed rights-of--entry and rights-of--way monitoring as well
as removal of hazardous trees and damaged structures. Mr. Fulton recently served as
Project Manager for the debris removal monitoring operations in the City of Poplar Bluff,
Missouri and Greene County, Arkansas following the 2009 Severe Winter Storm. His
~~~ NEEL-SCHAFFER
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60
duties induded providing weekly status reports to the client, managing monitoring staff,
reviewing and approving contractor invoices, and assisting with final project dose-out
documentation.
Mr. Fulton has also served as Quality Assurance Manager on over a dozen debris
removal projects. His duties induded providing support throughout the project, assisting
in project implementation, monitor training, certifying truck measurements, reviewing and
approving contractor invoices, and assisting with final project close-out documentation.
Since joining the Biloxi office of Neel-Schaffer in 1999, Mr. Fulton has been involved
in the design and construction phase services for water, wastewater, transportation
projects, and recovery and rebuilding projects along the Gulf Coast.
David Bowman, PE, FEMA Reimbursement Specialist- Mr. Bowman joined Neel-
Schaffer in 1991 and is a Vice President. Prior to joining the firm, he worked as an
Engineer for the City of Jackson, MS. In this position, he handled all engineering matters
concerning new developments, and Street Improvement Projects. Mr. Bowman has
debris removal management and monitoring exerience including the Jackson Co. MS
debris removal project following Hurricane Katrina. He has also successfully worked to
secure full FEMA reimbursement for numerous communities following disasters.
Since joining Neel-Schaffer, Mr. Bowman has served as Project Engineer involved
with the planning and design of numerous water and wastewater projects. He provided
engineering services in the preparation of design, survey plats and descriptions, and
specifications, and construction engineering. He is also familiar with 404 permitting,
NPDES stormwater permits, and other governmental regulations.
Mr. Bowman has also been involved with the planning and design of solid waste
landfills, site development, stormwater master plans, and NPDES stormwater permits.
His experience in stormwater permits includes the preparation of City of Jackson's
Part I and II applications permit and industrial permits for all city owned industrial sites.
He has worked with state and federal agencies during the approval of NPDES permit
applications. He also has assisted in several industrial permit submittals.
• Robert R. Latham, Jr., FEMA Reimbursement Specialist - Mr. Latham joined Neel-
- Schaffer in 2006, upon retirement, as Executive Director of the Mississippi Emergency
Management Agency (MEMA). Mr. Latham was Executive Director for six years induding
the landfall of Hurricane Katrina and the initial eight months of recovery. He served as
Governor's Authorized Representative (GAR) to FEMA and oversaw response, recovery
and mitigation programs for 11 presidential declared disasters including the State's
terrorism preparedness efforts after the September 11, 2001 attacks and Hurricane
Katrina. Mr. Latham also coordinated emergency preparedness and response operations
for more than 45 Governor's state of emergencies. Additional accomplishments include:
established and maintained statewide emergency management system for natural, man-
.. made and technological disasters for all 82 counties in Mississippi; development and
maintenance of the state comprehensive emergency plan (CEMP); and the development
and implementation of a standardized incident management system.
I11_ NEEI-SCRAPPER
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61
Mc Latham is actively involved with the development of programs designed to assist
local, state, federal, non-government organizations, and private sectors in all-hazards
emergency preparedness, response, recovery and mitigation activities.
• Bryan Milling, Data Manager- Mr. Milling joined Neel-Schaffer in 2005 managing
debris removal data entry and processing following Hurricane Katrina. As a Certified
Horticulturist, he has worked closely with local Urban Foresters and Arborists in
Hurricane Katrina recovery projects along the Mississippi Gulf Coast as well as the Ice
Storms that ravaged parts of Oklahoma, Arkansas, Missouri and Kentucky in recent
years.
Mr. Milling began his disaster work as part of the Army Corps of Engineers Blue Roof
team following Hurricane Katrina. Since joining Neel-Schaffer, he has provided services
as aRight-of--Entry (ROE) inspector, Field Monitor, Tower Monitor, Field Supervisor and
Data Manager.
• Shane Bergin, PE, PTOE, Data Manager- Mr. Bergin has significant experience in
debris management and civil engineering design that includes utility and transportation
design and construction administration services. He has extensive debris removal data
management experience involving numerous debris projects related to Hurricanes Ike
and Katrina. Mr. Bergin's experience is also comprised of preparation of stormwater
calculations, implementation of land codes and permit applications. He has provided
assistance to Project Managers on various roadway, drainage and utility projects.
• Travis McCoy, Operations Manager- Mr. McCoy served as an Operations Manager
on several debris monitoring projects including the City of Taylor Lake Village following
Hurricane Ike and Greene County, AR following the 2009 winter ice storm.Mr. McCoy
began his career with Neel-Schaffer in 2001 as a project inspector.
• Alane C. Young, RPG, Environmental Specialist- Ms. Young has 23 years of
experience in managing hydro-geological and environmental projects on the Mississippi
Gulf Coast. For the past 4 years, the focus of her experience has been assisting local
government and non-profit agencies in Hurricane Katrina recovery projects. These
projects include all phases of environmental site assessments, investigation and
remediation as well as NEPA environmental assessments to satisfy federal funding
requirements.
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62
K. Nelson Lucius, PE
Professional History
Mc Luaus joined Neel-Schaffer in 1990 and has 28 years experience in emergency management and
Education civil engineering. He is a Senior Vice President and serves as an Area Manager for Texas, Louisiana
Bachelor of science, and South Mississippi. Mr. Lucius has extensive experience in managing and monitoring debris removal
Civil Engineering, 1982,
related to all types of disaster including hurricanes, ice storms and floods.
Mississippi State
university Mr. Lucius also has project management and design experience on several debris site, roadway, utility
and landfill projects including planning, conceptual design, site development, final design and permitting.
Master of Business Mr. Lucius has been responsible for project management during the planning, design, bidding and
Administration, 1988, construction phases of projects.
Houston Baptist
University.:.-
Related Experience
Registrations Principal In Charge -Marine Debris Removal -Texas General Land Office -This project
Professional Engineer, consisted of monitoring the removal of marine debris caused by Hurricane Ike in 2008. The project
Mississippi, 1061.9 included removal of debris from the Gulf of Mexico, Galveston Bay and four other bays along the
Texas, ss64s upper Texas Coast
• Principal In Charge -Hurricane Ike Beach Cleaning -Texas General Land Office -
Reference' Responsible for monitoring the cleaning of approximately 80 miles of beaches following Hurricane
city of Ike. The project included cleaning beaches for the State of Texas involving more than 1 million cubic
La Porte, Texas. yards of beach sand on Galveston Island, Boliver Peninsula and Brazoria County, Texas.
Jeff Suggs
Emergency Management Principal In Charge -Debris Removal Monitoring -City of Port Isabel, TX -Neel-Schaffer
Coordinator provided monitoring services for the removal of debris generated by Hurricane Dolly in 2008. The
(281) 470-0010 ' .project included removal of 19,000 cubic yards of debris from the public rights of way in the City of
fax (281) 470-1590.. Port Isabel, TX.
suggsj@laportetx.gov
• Senior ~ce President-in-Charge -Management of Debris Removal Caused by Hurricane
Katrina, Jackson County, MS -Duties included the management and organizational structure of
projects. Typical duties included personnel management, weekly Lpdates of the project to the client,
coordination with FEMA/MEMA field personnel and contractor coordination.
• Project Manager -Removal of abandoned cars and boats caused by Hurricane Katrina, Jackson
County, MS -Developed proposal and contract documents for removal of 300 abandoned vehicles
and items damaged by Hurricane Katrina. This project also included monitoring the removal and
hauling of vehicles as well as verification of quan#ities and contractor pay requests.
• Project Manager - Drainageway Debris Removal -Removal of hurricane related debris
from drainage ways and waterways in Jackson County, MS. Developed proposal and contract
documents for the removal of "wet° debris generated by Hurricane Katrina.
• Principal In Charge -Kentucky Ice Storm Debris RemovaF -The project consisted of monitoring
the removal of debris resulting from the ice storm in 2009. Elements of the project included removal
of debris, hazardous hanging limbs and leaning trees from McCracken and Graves Counties and
the Cities of Paducah and Mayfield, Kentucky. The project involved the removal of more than 1
million cubic yards of debris.
• Principal In Charge -Debris Removal Monitoring -Greene County, AR -Greene County was
devastated by an ice storm in 2009 which left hundreds of thousands of cubic yards of debris in
public rights of way throughout Greene County and the City of Paragould, AR. The project included
removal of debris, hazardous hanging limbs and leaning trees.
I1I_ NEEI-SCRAPPER
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63
Derrick P. Tucker, PE
Professional History
Education" Derrick Tucker joined Neel-Schaffer in 2002 and has more than 13 years experience in civil and
Bachelor of sc;~-oe, ` environmental engineering. He has managed debris operations and all aspects of water and sewer
996, Civil Engineering, - improvement projects including: conceptual development, grant and loan funding procurement,
Mississippi state environmental clearance, production of construction plans and specfications, right-of-way /easement
tJniversdy acquisition; and construction engineering and administration. Mc Tucker has managed debris
operations for Neel-Schaffer following Hurricanes Ike and Katrina. He was Project Manager for debris
Masterof Science, removal following Hurricane Ike for the City of La Porte as well as sand cleaning at Galveston and
1997, Civtl Engineering,
Boliver. He was also responsible for marine debris removal from the Gulf of Mexico, Galveston Bay and
Mississippi State
v
s
four other bays.
uni
er
ity.:.:
His experience also includes design and construction phase engineering of several urban drainage
improvement projects and several site improvement projects involving utilities (water, sewer, electrical),
Registrations parking, drainage and facilities access. Mr. Tucker's varying experiences provides him with the ability to
Professional Engineer:
:: plan, design, and administer complex urban projects.
Mississippi, 15380
Related Experience
Reference -- project Manager -Marine Debris Removal -Texas General Land Office -This project consists
~~' ~ of monitoring the removal of marine debris caused by Hurricane Ike in 2008. The project included
La Porte; Texas removal of debris from the Gulf of Mexco, Galveston Bay and four other bays along the upper
Steve Gitlett Texas Coast.
Director of Public Works project Manager -Hurricane Ike Beach Cleaning -Texas General Land Office -Responsible
281-471"9950 for monitoring the cleaning of approximately 80 miles of beaches following Hurricane Ike. The
.fax 2s1-867-0892. project included cleaning beaches for the State of Texas involving more than 1 million cubic yards of
gilletts@IaportebcgoV' beach sand on Galveston Island, Boliver Peninsula and Brazoria County, Texas.
• Project Manager -Hurricane Ike Debris Removal -City of La Porte, TX -Responsible for
monitoring the removal of debris generated by Hurricane Ike. The project of monitoring debris
removal from rights-of--way, reduction and hauling of reduced debris. Also included in the project
was the removal of hazardous hanging limbs and leaning trees.
• FEMA Technical Assistant Contractor- Hurricane Katrina and Rita -South Louisiana -
Served from January 2006 through April 2006 as an Assistant Project Officer. Primary role was
assisting local governments with debris removal operations as well as data collecfion and project
worksheet documentation.
• Project Manager- Debris Removal from Public Rights-of-Way-City of McComb, City
of Magnolia and the City of Pearl, MS -Developed the scope of work necessary for the
proper procurement of a contractor for debris removal. Established FEMA approved unit prices.
Coordinated temporary staging areas approved by MDEQ. Ensured contracts were executed
between municipality and contractor. Enforced FEMA debris removal policy by monitors and
contractor during the execution of the contracted scope of work. Maintained communication with
FEMA Public Assistance Officers.
• Senior Project Manager -Landfill Expansion -City of Newton, MS -Consisted of the
construction engineering and administration for the construction of new 12-acre cell to increase
landfill storage for the Golden Triangle Regional Solid Waste Management Authority near Starkville,
MS.
• Project Manager -Site Civil -City of Magnolia, MS -Consisted of the construction of 1500 LF
of industrial roadway for Harvest Haul, Inc., utilizing CDBG ED funding assistance.
• Senior Project Manager-Wastewater Treatment Improvements -Consisted of the construction
engineering and administration of wastewater treatment improvements to reduce ammonia
concentrations in the POTW effluent.
~~~~ NEEI--SCRAPPER
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64
W. Brian Fulton, PE, PTOE
Professional History
Education Brian Fulton joined the Bilo~d office of Neel-Schaffer in 1999. He is a Vice President and Engineering
Bachelor. of Science, Manager of the Biloxi, MS office. Prior to graduation, Brian completed the cooperative education program
1995, Civii Engineering, `- by working with the Mississippi Department of Transportation in the Gulfport project office. Brian also
Mississippi State' worked on a research project for MDOT during graduate school. Since then, Brian has been working
university ` in the emergency management and engineering consulting business and has been involved with a
variety of projects including traffic, transportation, water, sewer, site work, and drainage for munidpalites
Master of Science,
throughout Mississippi.
.1.996, Civil Engineering;=;
Mississippi State
University-
Related Experience ,
Registrations' `
Professional Engineer: Quality Assurance Manager -Port Isabel, TX Hurricane Dolly Debris Removal Project -
Mississippi, ~44as Duties inducted providing support and assistance throughout the project, reviewing and approving
Alabama, 24362 contractor invoices and assisting with final project close-out documentation.
Professional Traffic Quality Assurance Manager- TX Hurricane Ike Debris Removal Projects -Duties included
opeaafions Engineer providing support throughout the project, assisting in project implementation, monitor training,
certifying truck measurements, reviewing and approving contractor invoices, and assisting with final
Associations project dose-out documentation for the Cities of La Porte, Shoreacres, Morgan's Point and Taylor
tnstihrte of
Lake ~Ilage.
Transportation
:Engineers Qualify Assurance Manager-Texas General Land Office, Beach and Marine Debris
Removal Projects -Duties inducted providing support throughout the project, assisting in project
`Awards implementation, monitor training, certifying truck measurements, setting up project reports, etc.
2007 Recipientof Uie
Sdtithem District institute Quality Assurance Manager- Lafayette, LA, Hurricane Gustav Debris Removal Project-
of Transportation Duties included providing support and assistance throughout the project, reviewing and approving
Engineers contractor invoices and assisting with final project close-out documentation.
Young Member of the project Manager -Greene County, AR 2009 Severe Winter Storm Debris Removal -Project
YearAward included managing the debris removal monitoring operations for Greene County inducting all
2004 Recipient of the municipalities following the 2009 Severe Winter Storm. Duties comprised of providing weekly
Nee{-Schaffer President's status reports to the County Judge, managing monitoring staff, reviewing and approving contractor
Award invoices, and assisting with final project dose-out documentation.
• Project Manager -Poplar Bluff, MO, AR 2009 Severe Winter Storm Debris Removal -Project
Reference involved managing the debris removal monitoring operations for the City of Poplar Bluff, Missouri
Board of supervisors following the 2009 Severe Winter Storm. Dutes inducted providing weekly status reports to the City
of Jackson County, Manager, managing monitoring staff, reviewing and approving contractor invoices, and assisting with
Ntississippi
Alan Sudduth
final project close-0ut documentation.
County Administrator Quality Assurance Manager- Kentucky 2009 Severe Winter Storm Debris Removal Projects -
(228) X69-3088
- Duties included providing support throughout the project, assisting in project implementation,
fax (22s},zss-334a reviewing weekly reports, and assisting with final project dose-out documentation for the Cities of
alan_sudduth@ . Paducah and Mayfield, and the Counties of McCracken and Graves.
co.jackson.ms.us
• Quality Assurance Manager -City of Sand Springs, OK - Mr. Fulton assisted in project
implementation including the development of a database to document debris removal progress,
monitor training, certify truck measurements, etc. He also provided technical support, review and
approved contractor invoices and assisted with final project dose-out documentation.
~~~. NEEI-SCRAPPER
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65
Robert R. Latham, Jr.
Professiolna! History
Education Mr. Latham joined Neel-Schaffer in 2006 upon refirement as Executive Director of the Mississippi
Northwest INississppi ` Emergency Management Agency (MEMA), a position he held for more than six years. As an
Community College. Emergency Management Director for Neel-Schaffer, Mc Latham is actively involved with the
-1969, 1970 development of programs designed to assist local, state; federal, non-government organizations and
Private sectors in all-hazards emergency preparedness, response, recovery and mitigation activities.
Affiliations
Central United States -<
Ear#hquake Consortium Related Experience:
• Northern California Catastrophic Earthquake Readiness/Response Plan -Selected as a state
Govemor~s Advisory ` Subject Matter Expert {SME), with an emphasis on the integration of a State and Federal response
CouncitforRemote to a catastrophic event, during the development and implementation of a Catastrophic Earthquake
Sensing ~echnotogy Readiness Response Plan for the State of California.
Mississippi Cnri1 Community Health Center Emergency Management Training Program -Developed and delivered a
comprehensive emergency management training program for the 22 community health centers of the
Defense/Emergency.., Mississippi Primary Health Care Association {MPHCA}.
Management Associafion'
• State Emergency Management Director -Served as the senior emergency management advisor to
National Emergency the Governors for the State of Mississippi for more than six years. Responsible for a functioning,
ManagementAssoaation comprehensive statewide emergency management system to include oversight in the development
(NEMA) and maintenance of the States Comprehensive Emergency Management Plan including the
incorporation of more than 15 emergency support functions within state government. Directed and
Reference managed the States preparation for, response to, recovery from and mitigation of eleven presidential
disasters including Hurricane Katrina on August 29, 2005, recognized as the worst natural disaster in
State of Mississippi recent American history.
Haley Barbour.
Governor GovemoPs Homeland Security Advisor -Served as the Governor's Homeland Security Advisor for
(609) 359-350 two years following the terrorist attacks on September 11, 2001 at the World Trade Center in New
fax (sot) 359-3741 - York. Oversaw the development of the State's initial Homeland Security strategy, the organization
and implementation of a regional response capability within the state, and managed more than $35
million in homeland security funds for state and local governments.
• Incident Management System -Developed and implemented the State's first standardized, statewide
Incident Management Systems (IMS) making Mississippi one of the first six states to accomplish this
after the terrorist attacks on September 11, 2001 at the World Trade Center in New York. This was
achieved before the mandate by HSPD-5 and the Department of Homeland Security.
• Unified Command System -Organized and implemented the nation's first successful use of a
Unfied Command System during the country's worst major disaster -Hurricane Katrina. This was
accomplished by working closely with the Federal Emergency Management Agency's {FEMA} Field
Coordinating Officer (FCO) Bill Carwile.
• Central US Earthquake Consortium -Served on the Board of Directors for the Central US Earthquake
Consortium for six years and Chairman of the Board for two years. The focus of this project was
on the earthquake hazard and vulnerabilities in the Central US along the New Madrid Seismic Zone
(NMSZ).
• County Emergency Management Director -Served five years as the County Emergency
Management Director for Tate County, MS. Responsible for the County's Comprehensive Emergency
Management Plan (CEMP), as well as the County's fire protection and response system.
IU_ NEEI-SCRAPPER
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David Bowman, PE
Professional His#ory
Education
` Mr. Bowman joined Neel-Schaffer in 1991 and is a Vice President. Prior to joining the firm, he worked
Bachelor of Saence, as an Engineer for the City of Jackson, MS. In this position, he handled all engineering matters
1988, C~ Engineering, ° concerning new developments, and Street Improvement Projects. Mr. Bowman has debris removal
N6ssissippi Smote
'University
management and monitoring exerience inGuding the Jackson Co. MS debris removal project following
Hurricane Katrina. He has also successfully worked to secure full FEMA reimbursement for numerous
Registrations communities following disasters.
Prafessiona) Engineer;... Since joining Neel-Schaffer, Mr. Bowman has served as Project Engineer involved with the planning and
Mssissipp~, 12065 design of numerous water and wastewater projects. He provided engineering services in the preparation
/atabama, 2i1o2 of design, survey plats and descriptions, and specifications, and construction engineering. He is also
familiar with 404 permitting, NPDES stom~nnrater permits, and other governmental regulations.
Mr. Bowman has also been involved with the planning and design of solid waste landfills, site
development, stormwater master plans, and NPDES stormwater permits. His experience in stormwater
permits includes the preparation of City of Jackson's Part I and II applications permit and industrial
permits for all city owned industrial sites. He has worked with state and federal agencies during the
approval of NPDES permit applications. He also has assisted in several industrial permit submittals.
Related Experience
• Senior Project Manager- Hurricane Katrina Debris Management, Jackson, MS -Prepared the
scope of work and the contract and assisted in the procuring of the contractor. Assisted in the public
relations information for the client, coordinated the operations with the local FEMA debris specialist,
coordinated the professional staffing and provided oversight of the project.
• Senior Project Manager-2005 Hurricane Katrina Right-of--Way and Right-of--Entry
Program, Jackson County, MS -Duties included managing the 110 field monitors, 20 right-0f-
entry personnel, and coordinating communication between owner and contractor Other duties
included the management and orgarrizational structure of projects. More duties included weekly
updates of the project to the client, coordination with FEMA/MEMA field personnel, and contractor
coordination.
• Senior Project Coordinator- 2005 Hurricane Katrina Debris Removal of Public Right-Of-
Ways, City of McComb, MS -Prepared the scope of work and the contract and assisted in the
procuring of the contractor Assisted in the public relations information for the client, coordinated the
operations with the local FEMA debris specialist, coordinated the professional staffing and provided
oversight of the project.
• Senior Project Coordinator- 2005 Hurricane Katrina Debris Removal of Public Right-of-
Ways, City of Magnolia, MS - Prepan:d the scope of work and the contract and assisted in the
procuring of the contractor Assisted in the public relations information for the client, coordinated
the professional staffing and provided oversight of the project.
• Disposal Monitor - 2005 Hurricane Katrina Debris Removal on Public Right of Way, City of
Biloxi, MS - Evaluated the disposal of debris by contractor and rated incoming debris loads. Also
provided assistance in disposals of special waste issues.
• Funding Specialist -for the coordination of all FEMA reimbursements to the 20 clients involved
with Hurricane Katrina. This involved the tracking of invoices, and the approval process with MEMA
and FEMA.
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Bryan Milling
Professional History
Education Mr. Milling joined Neel-Schaffer in 2005 managing debris removal data entry and processing following
Bachelor of Scier+ce, Hurricane Katrina. As a Certified Horticulturist he has worked closely with local Urban Foresters and
landscape Arborists in Hurricane Katrina recovery projects along the Mississippi Gulf Coast as well as the Ice
Management. Storms that ravaged parts of Oklahoma, Arkansas, Missouri and Kentucky in recent years.
Technology, Mr. Milling began his disaster work as part of the Army Corps of Engineers Blue Roof team following
Mississippi Gutf Coast Hurricane Katrina. Since joining Neel-Schaffer, he has provided services as a Rights-of-Entry (ROE)
College
Inspector, Field Monitor, Tower Monitor, Field Supervisor and Data Manager.
Registrations
Related Experience
Certified Horticulturist
licensed Arborst Data Manager -Hurricane Ike Debris Removal -City of La Porte, TX -Responsible for
monitoring the removal of debris generated by Hurricane Ike. The project of monitoring debris
removal from rights-of--way, reduction and hauling of reduced debris. Also included in the project
Reference was the removal of hazardous hanging limbs and leaning trees.
Board of Supernsors ,
of Jackson County. Data Manager -Hurricane Ike Beach Cleaning -Texas General Land Office -Responsible for
`Mississippi ` monitoring the cleaning of approximately 80 miles of beaches following Hurricane Ike. The project
Alan Sudduth included cleaning beaches for the State ofTexas involving more than 1 million cubic yards of beach
CountyAdmin"istrator sand on Galveston Island, Boliver Peninsula and Brazoria County, Texas.
(228) 763088'
..fax (22s) 769-3348 Data Manager -Marine Debris Removal -Texas General Land Office -This project consists
alan_suddutt,@ of monitoring the removal of marine debris caused by Hurricane Ike in 2008. The project included
co:jackson.ms:us removal of debris from the Gulf of Mexico, Galveston Bay and four other bays along the upper
Texas Coast.
• Data Manager -Debris Removal Monitoring -City of Port Isabel, TX - NeehSchaffer provided
monitoring services for the removal of debris generated by Hurricane Dolly in 2008. The project
included removal of 19,000 cubic yards of debris from the public rights-of--way in the City of Port
Isabel, TX.
- Data Manager -Ice Storm Debris Removal -The project consists of monitoring the removal of
debris resulting from the ice storm in 2009. Elements of the project included removal of debris,
hazardous hanging limbs and leaning trees from McCracken and Graves Counties and the Cities of
Paducah and Mayfield, Kentucky. The project involved the removal of more than 1 million cubic yards
of debris.
• Data Manager -Debris Removal Monitoring -Greene County, AR -Greene County was
devastated by an ice stone in 2009 which left hundreds of thousands of cubic yards of debris in
public rights-of--way throughout Greene County and the City of Paragould, AR. The project included
removal of debris, hazardous hanging limbs and leaning trees.
• Sand Springs, Oklahoma Ice Storm Debris Removal - HorticulturisUField Supervisor/Data
Coordinator: Assisted the City and Parks staff to address concerns related to tree trimming and
removals, oversaw all tree related activity in the field including making judgment calls on the
survivability of specific trees, coordination of data issues with the contractor, oversaw daily data
entry of load tickets and compile weekly data for reporting purposes, provide GPS coordination for
all tree activity and mapping of all debris and tree work completed, compile final report information
as well as project closeout and final contractor invoice review.
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Shane Bergin,. PE
Professional History
Education Mr. Bergin has significant experience in debris management and civil engineering design that includes
Bachelor of Science, utility and transportation design and construction administration services. Mr. Bergin has extensive
'2002, Civil Engineering,' debris removal data management experience including numerous debris projects related to Hurricanes
` Auburn University Ike and Katrina. Mr. Bergin's experience also includes preparation of stomtwater calculations,
implementation of land codes, and permit applications. Mr. Bergin has provided assistance to Project
Master of science, , Managers on various roadway, drainage and utility projects.
2004, Civil Engineering, ;
Auburn university Related Experience:
Registration ` - Hun-icane Ike Data Management: Assisted with data management and quality control for
Professional. Engineer, numerous Hurricane Ike debris removal projects. These projects included City of La Porte debris
Mississippi, 1sas7 removal and Texas General Land Office beach cleaning for 80 miles of beach and marine debris
Alabama, 29113-E ` removal from the Gulf of Mexico, Galveston Bay, and four other bays in the upper Texas coast
Associations Jackson County Debris Removal: Responsible for the processing of debris tickets on a daily
Deep. south': Institute of basis. The data from each ticket was entered into the Microsoft Excel worksheets, separated by
Transportation Engineers ` contractor and dump location. Each data set went through a system of checks and balances,
making. sure that the capacity was calculated correctly, that the truck number and capaaty match
the truck certifications, and that all tickets were included. At the end of each day, a package was
prepared for the County including a list of all tickets processed for the day, a summary of each
contractors dump location, and a summary of all tickets to date. The information was presented to
the County the following morning with a daily operations report that summarized the previous days
activities and estimated the load for the day.
• Hurricane Katrina, City of Biloxi, MS Debris Removal: Neel-Schaffer was contacted by the City
of Biloxi to provide support following Hurricane Katrina. The City requested assistance wish the
debris clean-up effort. Responsible for the north side of Biloxi working as a field cooniinator for the
City. Supervised more than 20 personnel who acted as debris monitors and various other positions.
Trained new individuals on the job site as debris removal monitors, debris estimators and tower
operators. Acted as the contact person between the City and the contractor. Determined when the
contractor was officially completed with each pass of debris removal.
Hurricane Katrina, City of Biloxi, MS Damage Assessment: Neel-Schaffer was contacted by
the City of Biloxi to provide assistance with the damage assessment of all roadways within the
incorporated limits of the City. Responsible for gathering all field data and incorporating them into
a report document that was submitted to FEMA. The report included a description of the damaged
facility, location, scope of work, and a cost estimate.
Hurricane Katrina, Harrison County, MS Emergency Traffic Operations: Neel-Schaffer
was contacted by Gulf Regional Planning Commission to provide assistance with the Harrison
County Emergency Traffic Operations. GRPC requested that Neel chaffer assess roadways
and intersections that the Transportation Task Force identified as traffic congestion problems.
Responsible for analyzing the field data that included current geometries, signal timings, and traffic
counts to determine the current operating delays. After analyzing the data, made recommendations
that were both short and long term solutions to decrease delays and increase traffic flow.
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Travis L. McCoy
Associiations` Professional History
ACt Concrete Field
Testing Technician ' Mr. McCoy began his career with NeehSchaffer in 2001 as a project inspector. Throughout the last
Grade 1, OSHA 1o eight years, he has been instrumental in applying his inspector training to other fields of business that
Neel-Schaffer provides to its clients; such as disaster debris monitoring services. In the field of debris
management, Mr. McCoy served as an Operations Manager on several projects including the City
of Taylor Lake VAage following Hurricane Ike and Greene County, AR following the 2009 winter ice
storm.
Related Experience
• Project Manager- Debris Removal Monitoring -Greene County, AR -Greene County was
devastated by an ice storm in 2009 which left hundreds of thousands of cubic yards of debris
in public rights-of-way throughout Greene County and the City of Paragould, AR. The project
included removal of debris, hazardous hanging limbs and leaning trees.
• Field Operations Manager- Hurricane Ike, City of Taylor Lake ~Ilage, TX -Responsible
for managing the removal of debris from public properties and Rights-of--Way (ROW) for the
City of Taylor Lake Yllage following Hurricane Ike in September 2008. This included daily
communication with the City on the progress of the project; hiring and supervising debris
monitors, tower monitors, and data clerks.
• Field Operations Manager, Cedar Rapids, IA-Responsible for managing the removal of debris
for the City of Cedar Rapids following the devastating flood of the Cedar River in June 2008.
The project included the removal of debris from Rights-af-Ways (ROW), the Cedar River and the
demolition of structures destroyed by the flood.
• Field Coordinator-Hurricane Katrina Storm Damage Recover Program, Hancock County,
MS -Coordinated tree removal crews, debris removal crews, demolition crews, vehicle removal
crews, and field monitors for clean up efforts.
• Roadway Inspector -Public Infrastructure Assessment- New Orleans and St. Bernard
Parish, lA- Performed the duties assigned to technical member as the State Applicant Liaison
(SAL) to FEMA Road Officers Assessing Damage Road Team. Participated in field surveys and
prepared inspection reports for inclusion in the journal of sites visited. Emphasis on inclusion of
GPS coordinates and photographs as well as documenting discussions and findings.
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Alone C. Young, RPG
Education Professional History
Bachelor of Science,
Geology, Tutane
Ms. Young has 23 years of experience in managing hydro-geological and environmental projects on
University, .1983 the Mississippi Gulf Coast. For the past 4 years, the focus of her experience has been assisting local
Master of Science, government and non-profit agencies in Hurricane Katrina recovery projects. These projects include all
Geology, Mississippi
phases of environmental site assessments, investigation and remediation as well as NEPA environmental
State University, ~sss assessments to satisfy federal funding requirements.
Re~y~stratiions Related Experience
Rrofessiorlat Geologist Senior Geologist -Comprehensive Groundwater Investigations, Private Industry -Four Dry
Mississippi. (0031) Cleanin Facilities -Jackson Harrison and Hancock Counties Mississi
g ~ ~ ppi -Designed and
Tennessee (2877) implemented assessments to investigate chlorinated hydrocarbon impacts at numerous dry cleaning
Associations facilities. Responsibilities included installation of temporary well points and permanent monitoring
wells, collection of soil and groundwater samples, evaluation and interpretation of chemical and
National Ground;Water geochemical data to determine the efficacy of anaerobic degradation processes. Additionally,
Association researchin
9. Preparation, and submittal of project summary reports to the regulatory agency in
40-hour OSHA compliance with applicable rngulations, with recommendations of remediation options.
Hazardous Waste
ope~a6ons Senior Geologist -Soil and Groundwater Investigation, Private Industry -Former Golf Course
(t-iAZwOPER) and Facility -Jackson County, Mississippi -Designed and implemented an investigation at a former
8-hou~ updates golf course maintenance facility to assess the subsurface for petroleum hydrocarbons, pestiades and
UsT Closure herbicides. This facility was found to have chlordane soil contamination. The area of contamination
Certification (Mississippi was delineated, characterized, excavated and disposed, and an assessmenUremediation report was
Certificason CH60718) prepared for, and submitted to, the applicable regulatory agencies.
`- American Assoaabon Senior Geologist- Comprehensive Environmental Investigation, Private Company-Stone
of Groundwater scientists County, Mississippi -Developed and implemented a comprehensive work plan to assess portions
and Engineers of a residential neighborhood previously utilized as a commercial disposal site. Large portions of the
site were trenched to determine the nature and volume of the buried wastes, and soil, groundwater
Specialized and air sampling was conducted to assess for potential contaminant migration pathways.
..Training.
HUD Environmental Senior Geologist -Underground Storage Tank Closures and Assesments -Mississippi Gulf
Review Procedures for Coast and New Orleans, Louisiana -Performed field activities and provided oversight for numerous
Responsible Entities UST closure, assessment and remediation projects at gasoline retail facilities, Department of Defense
bases, and other commercial facilities. Performed closure sampling and technical assistance to UST
owners and the MDEQ.
• Senior Geologist - FEMA Environmental Assessments -Harrison and Jackson County,
Mississippi -Prepared Environmental Assessments in accordance with National Environmental
Policy Act (NEPA) guidelines in order to obtain federal funding for the re-building of schools destroyed
by Hurricane Katrina and for municipal re-development projects.
• Environmental Science Project Manager- HUD Environmental Assessments -Mississippi
Gulf Coast -Prepared environmental assessments for Katrina recovery and re-development projects
in accordance with HUD requirements and NEPA regulations.
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Section 3
Technical Approach
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Technical Approach
Methodology for Mobilization
Neel chaffer will mobilize a monitoring team in advance of a hurricane or other predicted
disaster. We will mobilize to the disaster site within twelve (12) hours after notification from
Orange County following unpredicted disasters. We are able to deploy to Orange County
quickly with trained, experienced managers and personnel. We intend to hire and train
the majority of our debris monitors locally within the County to support the local economy.
Neel-Schaffer will meet the needs of Orange County with a combination of local monitors,
experienced employees from our permanent offices, and hurricane debris management
experts from across the south. We will implement our comprehensive debris management
training program to ensure all monitors are thoroughly trained and supervised. Neel-Schaffer is
committed to provide the most qualified personnel and to deliver the highest level of service to
Orange County.
We will work closely with Orange County to develop community specific disaster response
plans including communication systems to ensure continuity of communications with the
County during and following a disaster. We will mobilize two to five key personnel in advance
of predictable disasters, such as hurricanes, to assist in preparation and to be ready for
immediate post disaster response. We will establish a local command center to provide for
communications, computer equipment, data management, meetings, etc.
Following a disaster, lodging and supplies are limited or totally unavailable. As we have done
in the past, Neel-Schaffer is prepared to provide supplies and equipment for key personnel
including food, water, and lodging, as well as communications, transportation, computer, and
generator equipment. During- all phases of mobilization and operations, we will provide for
adequate personnel supplies and equipment including radios; vehicles, cell phones, GPS units,
digital cameras and safety equipment.
Staff Mobilization -Our monitoring staff is an extension of your staff, reacting and
responding to requests from Orange County. 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.
With offices across the south, Neel-Schaffer understands the importance of this contract
in restoring the quality of life for those impacted by the disaster. Our experience in debris
recovery to date has shown that securing qualified personnel, providing timely responses, and
maintaining proper documentation are the keys to the reconstruction from the devastation left
by disasters.
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 County'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 County-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 fife of this contract.
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General. Operation Requirements - In order to control costs and save public money,
Neel-Schaffer is diligent in minimizing hours spent on monitoring activities. We will consult
with Orange County on staffing and work planning, with the County having final say on
staffing levels. We understand and appreciate the Countys visits to review the efficiency
and effectiveness of our monitoring program. It is the Count~Js sole discretion to require
modfications to the monitoring operation- and/or staffing levels.
Equipment/Supplies Mobilization -Neel-Schaffer maintains an extensive inventory
- of monitoring supplies and equipment including computers, GPS units, digital cameras,
safety equipment, preprinted tickets/forms, and flotation/marine supplies. Communication
with supervisors or contractors. Continuity of communications with Orange County will be
maintained through the use of radios, phones, or other compatible communications systems.
Depending on the severity of a disaster, some of the key tasks we will accomplish in helping
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,
• 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 hun'icane,
• Project Closeout: within 30 days following completion of debris removal operations.
Continuity of communications with Orange County will be maintained through the use of radios,
phones, or other compatible communications systems.
Coordination of Services in Multiple Locations: The capacity to provide services
in a timely manner is critical in serving clients following a disaster event. Neel-Schaffer has
managed and monitored 10 or more simultaneous projects at times in the past. This occurred
following Hurricane Ike as well as Hurricane Katrina. In 2009, we successfully managed debris
monitoring projects in Texas, Arkansas, Missouri, Iowa and Kentucky simultaneously across
three FEMA regions.
Capacity: In advance of hurricanes and following the notice to proceed from the County,
our team will be deployed to help assess the volume of debris and needed response to meet
the contractor's mobilization effort. The size of ourfirm (more than 400 full time employees}
allows us the ability to draw resources from many offices to meet the immediate needs of the
community. These employees are returned to their home offices as local employees can be
hired to fill the majority of the hourly monitoring positions. Using local monitors is key to the
success of our debris removal program, and consistent with the goals of the Stafford Act to help
the local economy recover.
Our team mobilized more than 250 temporary employees to meet the needs from Hurricane
Katrina throughout the Gulf Coast and a similar number following Hurricane Ike and recent
!MI_ NEEI-SCRAPPER
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winter storms. We had more than enough supervisory staff to oversee the debris monitoring
services. Our ability to mobilize, train and supervise hundreds of people in an organized and
timely manner is key to our past success at debris removal monitoring and the corresponding
recovery of the community.
Neel-Schaffer's success in managing disaster debris removal, in particular Hun-icane Frances,
Jeanne, Katrina and Ike, is a testament to our ability to work effectively in complex situations.
We have a highly trained group of professionals who can complete the job in a cost effective
manner. Our company values are based on quick response, local hiring, client service,
ethical practices, full reimbursement and sensitivity to the environment. Our staff places the
utmost importance on accounting procedures and implementing accurate and comprehensive
reporting. Neel-Schaffer's objective is to achieve full reimbursement for all eligible disaster
recovery costs from appropriate federal and state agencies. We currently have two active
projects involving approximately 40 personnel. This represents only a very small part of our
available monitor and management capability as shown in the graphs below. Current projects
include flooded structure demolition in Cedar Rapids, Iowa and beach cleaning in response to
the Deepwater Horizon oil spill.
While Neel-Schaffer has extensive debris management experience across the eastern half
of the country, we currently only have one pre-event commitment in North Carolina. Our only
contract in the state is with the City of Topsail Beach. The Neel-Schaffer team stands ready to
respond to the needs of Orange County in the event of a disaster. Continuity of communications
with Orange County will be maintained through the use of radios, phones, or other compatible
communications systems.
Trained Monitors
IF Available (4UOr) ^CUrrenUy Committed (35)
Supervisory/Managment/Data
^Availa6k (50) ^Currently Committed (5(
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P# ~anag# ra~oR
Nelson Lucius, P.E., who will serve as the Project Manager - Oitrcer-in-Charge of this project,
has served as Neel-Schaffer's team leader for many natural disaster projects following
hurricanes including Hurricane Ike and Hurricane Katrina. Derrick Tucker, P.E. was Project
Manager for all of our Hurricane Ike debris monitoring projects and will serve in that role for
Orange County. Brian Fulton, P.E. has served as Project Manager or QA/QC Manager for
the majority of Neel-Schaffer"s debris monitoring projects including our Hunricane Katrina and
Hurricane Ike projects. Robert Latham was Executive Director for the Mississippi Emergency
Management Agency (MEMA) during Hurricane Katrina and will provide over 30 years of
training and emergency management experience to Orange County .
Neel-Schaffer is committed to providing the highest level of services to ensure the satisfaction
of Orange County. We have the qualr~'ications and experience to successfully monitor debris
removal from Orange County. Neel-Schaffer will provide collection monitors to observe
and ticket all debris loading operations, as well as tower monitors to observe and document
all debris site activities. We will enter all load ticket and debris site data into an electronic
_ database daily. This database will include multiple backups and will track all project data.
The Neel-Schaffer data system has numerous automatic cross checks tolllag any suspicious
data such as unusual cycle times, capacities, loading locations or types of debris. Early
detection of problems by experienced data personnel is a key to avoiding larger problems later
in the project. The data system will generate reports for the County and will support invoice
reconciliation and validation of debris hauler invoices.
We can also utilize our proprietary electronic ticketing/data management system if requested by
Orange County. We will provide project management and supervision of all activities. Neel-
Schaffer monitors will prepare Incident Reports to document any contractor damage to public or
private property.
Neel-Schaffer may also provide planning, training, permitting and damage assessment services
as requested by the County. We have.extensive experience in all of these areas, both pre-
. disaster and post-disaster.
Debris Management Action Plan -Neel-Schaffer will provide comprehensive debris
management services including planning/training activities prior to hurricane season. We will
work closely with Orange County to develop an event specific Debris Management Action
Plan. We will provide communication systems to ensure continuity of communications with
the County during and following a disaster. We will mobilize two to five key personnel in
advance of predictable disasters, such as hurricanes, to assist in preparation and to be ready
for immediate post disaster response. Following a major disaster, we will establish a local
command center to provide for project management communications, computer equipment,
data management, meetings, etc.
Cost Tracking -Neel-Schaffer has developed a comprehensive data management system,
which can be used for detailed tracking of project costs. Costs will be tracked by zones, by
contractor, and other relevant categories as requested by Orange County. This system will be
used to develop periodic reports to the County, to reconcile contractor invoices and to develop
documentation to support FEMA, FHWA and state reimbursement.
INEEi-9C1iAFFER
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Contractor Damages -Neel-Schaffer will coordinate with Orange County to respond to
residential and commercial property damages occurring in the field throughout the course of the
project. Neel-Schaffer will maintain and update a log of damages reported, damage corrections,
and releases for work by either the property owner or the County. We will track and monitor
any citizen complaints or damage reports, work with the contractors to resolve issues, and
communicate this process to Orange County.
Collection Monitoring
All field monitoring will be managed and executed to maximize federal and state reimbursement.
Neel-Schaffer has a track record of full reimbursement of eligible project costs.
Debris Monitoring Employees -All debris monitors and selected County staff will
attend a training program designed by our debris management specialists. This training
will be conducted at no cost to Orange County. All field personnel must possess adequate
communication skills. Our experienced disaster response team provides training 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.
Daily Field Monitor Operations -Collection site monitors will initiate five part load tickets
as debris is loaded from public property and ROW. Information will include address, project, type
of debris and truck number and capacity. We can also implement our electronic load ticketing
system as requested. One copy is retained by the Monitor and the remainder are given to the
driver to go to the disposal/DMS 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 Orange County. 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 Neel-Schaffer's success in ensuring that owners 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 Orange County daily.
Field Supervisors will be responsible for ensuring compliance of:
• Proper loading and compaction
• Adherence to Orange County's Debris Management Action Plan
• Special needs assessment such as stumps, leavers/hangers etc.
• Required documentation such as photos and GPS location
Other Collection Monitoring Support Services -Neel-Schaffer has 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 goods, public property
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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.
We have also developed numerous supplemental forms and documentation processes for
various 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
sand cleaning, vessel removal, demolition, etc. We document debris every time it moves, i.e.,
cutting hazardous limbs, loading, unloading at Debris Management Sites (DMS), reduction, and
final haul/disposal or recycling. Safety is of the utmost importance to protect everyone involved
in the project.
Load '~'it:ket Pir~ss
Collection site monitors will initiatefave part load tickets as debris is loaded from public property
and ROW. Monitors will keep a log that contains information including debris "control point" or
loading site location, loading site monitor='s name, supervisor's name, number of load tickets
issued during the shift, starting and ending load ticket numbers and any problems encountered
or anticipated. 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 Orange
County. In addition to the tickets and logs, cumulative data and activity reports on completion
progress and issues will be submitted to the County. These reports will include a detail of the
quantities and types of debris hauled. This information will be used to reconcile pay requests
from the contractor
Since the load ticket process forms the basis of reimbursement, very close observation of
debris loading operations is critical, including types of debris and loading site location. Roving
monitors will be utilized along with control points to ensure thorough documentation of debris
loading operations. Since the load ticket process is so critical in documenting work performed,
it is crucial to have a clear understanding with FEMA personnel concerning the control point
system prior to beginning operations.
Prior to unloading at the disposal site, the tower monitor will verify the truck and capacity
information on the track and load ticket-and rate the load to determine the actual volume of
debris hauled. 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.
The log will contain information including debris management site location, debris management
site monitor°s name, supervisor's name, truck/trailer number and volume of debris hauled
into the site, cumulative total of debris delivered at the site during the shift, any problems
encountered or anticipated, grids cleared and number of passes completed. We will implement
a similar load ticketing process for haul-out and~nal disposal of reduced debris.
As a part of these services, a daily inspection log will be maintained by each geld coordinator
and compiled by the support staff. At a minimum, the inspection log will identify the work
satisfactorily completed in accordance with the spec cations at the established measurements
or units of payment, and record any incidents and damage reports.
Neel-Schaffer will evaluate debris quantities and review eligibility. We will attempt to get FEMA
agreement on eligibility and pre-validate debris and trees whenever possible.
INE~L-5glAFFER
~f-.e....a.......
~s
!Site ll~onitoaring
Neel chaffer will provide monitors at all Debris Management Sites (DMS) in compliance with
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 County and will make the 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 fog. We will
implement a similar load ticketing process for haul-out and final disposal of reduced debris.
Debris Vehicle Cer#ifica#ion
Certi{ication, documentation, and validation of truck measurements is 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 DMS and final disposal sites to verify vehicles and equipment and
for quality control purposes. Potential attributes of vehides subject to modification will be
docx~mented and periodic/random or suspicious spot checks and re-certifications will be utilized
to discourage vehicle alterations.
Public lnforrnation Assistance
Neel-Schaffer will assist Orange County 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 experienced
local employees with excellent communication skills, as well as thorough knowledge of
the community and debris removal operations. As requested by Orange County, our
communications assistance may include development of press releases, public notices, public
service announcements, project status updates, and other public communication tools.
As requested by Orange County, Neel-Schaffer will establish and staff a °debris hotline° andlor
website to respond to public complaints and concerns. We will provide a local phone number
and trained staff to manage phone calls and website activity regarding all aspects of disaster
debris, including debris removal schedules, eligibility for pickup, processes, recording public
needs/concerns, complaints and properly damage claims. All complaints and damage reports
will be documented and investigated, with resolution reported to Orange County. Neel-Schaffer
has broad experience in public communications and call center management following major
hurricanes and other disasters. All public information support activities will be managed and
executed to maximize federal and state reimbursement.
Database Reporting
Data Administration - AN load tickets and debris site data will be entered into the Neel-
Schaffer data management system daily. Our data management system really proves its value
IU_ NEEI-SCRAPPER
79
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 i8y' in the event of a catastrophic disaster involving potentially hundreds of thousands of
ROEs. We can also utilize electronic ticketing if requested.
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 C8~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 didr~t seem quite
right."
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. The Neel-Schaffer
data management system can be organized and sorted by many different factors to generate
very informative reports. We will work with Orange County to develop an automatic daily report
format to meet your information needs. We can also generate custom reports from the data
base to provide Orange County with a wide range of project information. This reporting will
be valuable in determining the need for additional passes, new programs, mod~ecations to the
scope of the project, etc.
GPS coordinates are recorded and digital photographs are taken to document critical activities
including all unit price tree removals, to meet FEMA and FHWA requirements. Sample
photographs are taken on all aspects of the project. We are prepared to shoot, file and store
additional photographs and GPS coordinates, as requested by the County.
paiiv Oaerationai Renorfs: Neel-Schaffer will provide detailed daily status reports to Orange
County 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 manner for officials to provide information
to the media or to their constituents. These reports will be customized to fit the specfic needs
of Orange County. These reports will also include information such as vehicles operating, total
loads hauled and cubic yards hauled. The data will be broken down and reported in categories
by zone, contractor, debris type, average truck size and citizen drop-off sites.
Payment Monitoring and Reconciliation Process
We recoresvle quantities the contractor on a regular basis to ensure load tide quantities
ma#ch as the project pies. This avoids rr~uct~ stress at the end ~ pay cycles in tl~e event of
different inte-pretations btl the parties. Neel-Schaffer n~conGles data ticlc~ byaidcet and performs
al! tasks in cxxnpliance en~te FEI+AA and FHWA standards_ We revierov all oon>yra~#or invoices
for accieracy arxi cxsresisteniy eniitte load tickets, tower logs, and project spre~eeet quantities-
Aocx~rate, cotreplete irevoioes4'pay req ~ correct quantities are fionovarded to fhe County on
a tirrady basis watih a rewmrnendation for payment Neel Schaffer's morutorir~, documentation,
and rev~v-+ processes provide ties quality cx~ntrd and bada~p needed f~ futi re'smfssrcs~neu>rt by
FEMA, FHWA. We w keep {)range County informed of the effes~ of n~nomrnereded payments
on the projectiovera~ budge, Project Worksheets, and County Piadhase Ordeas_ This wilt assist
in planning for Purchase Order adjustments and the need for additional Versions of Project
tNoiiksteeets_
NEEI-SCRAPPER
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R~r#in~ iEo f#~e ~t~as Pira;~+c# l~anage~
We recommend meeting with the Project Manager for Orange County on a regular basis,
to exchange relevant project information and progress. Neel-Schaffer will provide detailed
Daily Operations Reports to the Project Manager for Orange County. Typically regular client
meetings will be held daily or multiple times per week as desired by Orange County. Our
periodic meetings offer another opportunity to meet with the County staff on operational
matters.
Fuld St~nS Plans
Neel-Schaffer will coordinate work schedules with contractors 24 hours in advance and
provide work schedules to Orange County. 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 Orange County to track and oversee the project
effectively. Monitors and contractors will be expected to follow these schedules to ensure
efficient, effective project performance, management, documentation and reimbursement.
Even# Clase~e .
Neel-Schaffer will complete project closeout: within 30 days following completion of debris
removal operations.
Funding Sur#
Neel-Schaffer has a strong track record of full reimbursement on projects monitored by our
staff. We will assist Orange County in developing a cash #tow strategy to maximize early
reimbursement of project costs.
Development of Project Worksheets (PW): Neel-Schaffer will establish a relationship
with the Public Assistance Coordinator (PAC) and staff responsible for writing the PWs for the
project. Our staff will provide estimated debris quantities and cost estimates to assist the PAC
in developing the PWs and any versions required. We will provide assistance to FEMA PA
personnel as well as FHWA staff to develop total debris quantities at the outset of the project.
Although not expected, Neel-Schaffer will assist Orange County throughout any needed appeal
process based on our in depth knowledge of FEMA and FHWA reimbursement policies. We
will assist the County in identifying additional funding sources as necessary, such as project
expansion, additional debris categories, mitigation opportunities, additional declarations, etc.
Neel-Schaffer will provide assistance to the County in identifying eligible damage to public
facilities under other FEMA Category assignments.
Federal Routes: Neel-Schaffer will keep accurate records on all functionally classified
"federal°° roadways as well as"~irst pass efforts in order to maximize eligible funding to the
County. The~rst pass debris removal from these routes is generally reimbursed through the
FHWA ER program rather than FEMA. Neel-Schaffer recognizes how important the quick
removal of debris from County streets and roads is to the community, and we also understand
how critical the federal reimbursement program is to the County. Neel-Schaffer will process
and reconcile the debris-related invoices accurately and efficiently and keep precise and
detailed records of monitoring information including reports, Toad tickets, equipment and
vehicles, and all data pertinent to the full reimbursement of all eligible costs.
I~~ l~EEI-SCRAPPER
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Compliance
Regulatory and FEMA Policy Familiarity: NeelSchaffer has extensive knowledge
and experience with FEMA, FHWA and state policies and requirements. We will serve as a
resource to Orange County on relevant requirements and policies. The Neel-Schaffer team .
will provide recovery services pursuant to local, state, and federal rules and regulations.
Before debris hauling and monitoring begins, we typically meet with the FEMA Public
Assistance Coordinators, Project O~cers and Debris Specialists to coordinate our activities
and provide positive communication with their~eld and once staff. We have regular
meetings with the client and FEMA to keep abreast of the ever changing FEMA requirements
and Disaster Speck Guidance (DSG} to meet the demands of the particular event.
QA/QC Program -Neel-Schaffer will implement a QA/QC Program to minimize errors on
all project documents. Neel-Schaffer will provide Field 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 accurately implemented in the field.
Every debris project is carefully managed from the FEMA kick-0ff meeting through project
doseout. We communicate thoroughly with key players of the project including, Orange
County, FEMA, FHWA, regulatory agencies, contractors, supervisors and employees. Frequent
and effective communication is important to ensure we understand and achieve the goals
of Orange County. A dear understanding of the Stafford Act, disaster speck guidance and
local FEMA staff are critical in project control and management to ensure full reimbursement.
Accurate complete record keeping, documentation and data management are as important
as the physical work in meeting the goals of Orange County and receiving full FEMA
reimbursement
Neel-Schaffer follows the basicif:ve-part FEMA load ticket process in monitoring ROW debris.
. Eligibility of debris and complete, accurate documentation lead to full reimbursement. These
basic functions must be performed correctly in the field. We place great emphasis on training
and supervising monitors in the basic monitoring functions to ensure they are performed
consistently, and correctly.
Meetings with County Personnel
Project Management Meetings and Reporting -Effective communication is vital to
the success of all recovery projects. To ensure that all personnel involved in monitoring the
debris removal operation are kept up to date, the following meetings and communications are
conducted:
Dai/v Communication and Safety Meetings: Prior to the start of operations each morning,
all monitors are required to sign-in at apre-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. Neel-Schaffer will hold daily
meetings with debris monitors and staff for project updates and for safety issues. If important
ICI NC-~EI-SCHAFFER
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82
information becomes available, our staff may meet more frequently. A record of meeting
contents and attendees will be made and provided to Orange County upon request.
Weekiv Coordination Meetings with Contractors: Neel-Schaffer 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 County personnel as needed on any issues that may
arise in the lfreld.
Safelty
Safety and training are key components that we stress to our employees. We will conduct
regular safety meeting to inform and remind employees of the importance of project safety.
Each safety meeting will generally summarize overall monitor safety then provide detailed
discussion of a particular element or elements of project safety, such as safe driving, roadside
trafttc safety or safety around heavy equipment. Additionally, we have dress code and safety
gear requirements for our employees.
All Neel-Schaffer monitors will have access to safety equipment including eye protection,
hearing protection, safety shoes, safety reflective vests, hard hats and wet and cold weather
clothing compliant with federal, state and local requirements. All debris monitors will wear
D.O.T. Class II reflective safety vests.
Addi#ioea! Services
Pre-Storm Coordination
Neel-Schaffer will meet with Orange County at least once each year prior to June 1, to
coordinate and plan for the upcoming hurricane season. We will mobilize and meet with
Orange County in advance of each credible disaster threat that may affect the County.
These pre-season and pre-storm travel and meetings will be conducted at no cost to Orange
County. These meetings will serve to improve coordination efforts, communicate Orange
County's expectations of Neel-Schaffer, and prepare to expedite recovery in the event a
disaster strikes Orange County.
These meetings may be attended by debris haulers, contractors, regulators and other parties
as desired by Orange County_ As requested by Orange County, Neel-Schaffer will provide
planning, training, permitting and damage assessment to the County. We have extensive
experience in all of these areas, both pre~iisaster and post-disaster. We can provide
development, reviews and revisions to emergency management and debris management
plans. We have experience in developing hazard mitigation plans, performing infrastructure
damage pre-assessment and conducting training programs.
Site selection - As requested, the Neel chaffer 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 the County, 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 DMS.
III NEEI-SCRAPPER
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Debris Management Planning -Neel-Schaffer's staff of debris management specialists
and emergency management planners has the experience to develop and/or review
Debris Management Plans (DMP) in accordance with FEMA 325-Public Assistance-Debris
Management Guide. We have successfully developed plans for many communities. We
pride ourselves in developing a DMP that is a'"living documenf that is taken ofF the shelf and
used for annual training purposes, as well as coordination with other planning initiatives such
as mitigation, land-use and other community planning efforts.
Our team will gather data regarding past debris-generating events in an effort to forecast
debris projections for future events. Our approach is to identify the needs of Orange County
by listening to your stories of past events, how you handled the recovery process, and what
lessons were learned. This valuable data will enable our team to prepare a useful plan for
the County to follow if another disaster strikes.
Debris Quantity Estimates, Mapping and Zone Development -Through the
development/review of a Debris Management Plan (DMP), our staff will provide debris
estimates based on existing conditions against scenarios based on Category 1, 3 and 5
hurricane events. In addition, zones will be identified throughout the County and mapped
within the DMP for debris removal from County property, rights of way, parks and beaches.
This pre-planning activity will allow County officials to prepare for future events and better
prepare their staff for responding.
Neel-Schaffer, with the assistance of County officials, can develop and implement disaster
training exercises. Early Alert also has extensive experience and is available to assist
Orange County with emergency planning and training exercises as part of the Neel-Schaffer
team. The exercise program wilt be developed in order to take advantage of mandated
exercises conducted to meet other state and federal requirements for disaster preparedness.
We also have extensive experience in Incident Command System (ICS) and can assist the
County in establishing and training of an Incident Management Team.
83
Other Debris Monitoring and Recovery Services - In addition to monitor services
outlined above, Neel-Schaffer is experienced and prepared to provide a broad range of
emergency management assistance, including planning, damage assessments, pre-disaster
assessments, FEMA consulting and;'financial recovery assistance. We have experience in
assessinglprocessing property condemnation, structure demolition, damage waiveriprivate
property approval, and marine debris assessmentfmonitoring. We have developed unique
FEMA projects such as catastrophic disaster, commercial property assistance (based on
overall economic recovery) and standing dead tree removal (based on future hazard). Neel-
Schaffer is prepared to provide other planning, FEMA consulting,tinancial recovery and
situational awareness services as requested by Orange County. We can provide additional
experience through Adjusters International and Early Alert as sub-consultants. Adjusters
International has extensive financial recovery and PA consulting experience.
Preliminary Damage Assessment (Category C thru G) -Neel-Schaffer will
provide assistance to the County in identifying eligible damage to public facilities under FEMA
Categories C through G. This work can extend into assistance to FEMA PA personnel in
writing of PWs and subsequent processing of Category C thru G projects to ensure that all
eligible work is considered by FEMA.
The Neel-Schaffer training manual is included under a separate cover.
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85
Section 4
Cost Proposal
~d.~ NEEI--SCRAPPER
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87
COST PROPOSAL FORM
The hourly labor rates shall include all HOURLY RATES
applicable overhead and profit. All non-
labor related project costs will be billed to
the County at cost without mark-up.
POSITIONS
Project Manager $ so.0o
Operations Managers $ 5s.oo
Scheduler/Expeditors $ 37.00
GIS Analyst $ 58.00
Field Supervisors $ 49.00
Debris Site/Tower Monitors $ 37.00
Environmental Specialist $ 58.00
Project Inspectors (Citizen Drop-Off Site $ 37.00
Monitors)
Field Coordinators (Crew Monitors) $ 37.00
Load Ticket Data Entry Clerks (QA/QC) $ 2s.oo
Billing/Invoice Analysts $ 37.00
Project Coordinators $ 4s.00
Proposer may include other positions, with hourly rates. Attach job description for each position.
RFP 5167 -PAGE 9 OF 11
88
89
Section 5
Sample Contract
(~~ NEEI-SCHAF~ER
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91
[Departmental Use Onlyi
TRLE
NORTH CAROLINA
ORANGE COUNTY
SERVICES AGREEMENT
Rl=P
This Services Agreement {hereinafter "Agreement"}, made and entered into this day
of , 20 ("Effective Date's by and between Orange County, North Carolina a body
politic and corporate of the State of North Carolina (hereinafter, the "County"} and ,
(hereinafter, the "Provider").
WITNESSETH:
That the County and Provider, far the consideration herein named, da hereby agree as
follows:
1. Services
a. Scone of Work.
i) This Services Agreement ("Agreement"} is for professional services to be
rendered. by Provider to County with respect to (insert type of project):
ii) By executing this Agreement, the Provider represents and agrees that Provider is
qualified to perform and fully capable of performing and providing the services
required or necessary under this Agreement in a fully competent, professional and
timely manner.
iii) Time i s of the essence with respect to this Agreement.
iv) The services to be performed under this Agreement consist of Basic Services, as
described and designated in Section 3 hereof. Compensation to the Provider for
Basic Services under this Agreement shall be as set forth herein.
2. Responsibilities of the Provider
a.. Services to be provided. T`he Provider shall provide the County with all services
required in Section 3 to satisfactorily complete the Project within the time limitations set
forth herein and in accordance with the highest professional standards.
b. Standard of Care.
i) The Provider shall exercise reasonable care and diligence in performing services
under this Agreement in accordance with the highest generally accepted standards
of this type of Provider practice throughout the United States and in accordance
with applicable federal, state and local laws and regulations applicable to the
performance of these services. Provider is solely responsible for the professional
RQ~gea July zoo
92
duality, accuracy and timely completion and/or submission of all work related to
the Basic Services.
ii) Provider shall be responsible for all errors or omissions, in the performance of the
Agreement. Provider shall correct any and all errors, omissions, discrepancies,
ambiguities, mistakes or conflicts at no additional cost to the County.
iii} The Provider shall not, except as otherwise provided for in this Agreement,
subcontract the performance of any work under this Agreement without prior
written permission of the County. No permission for subcontracting shall create,
between the County and the subcontractor, any contract or any other relationship.
iv} Provider is an independent contractor of County. Any and all employees of the
Provider engaged by the Provider in the performance of any work or services
required of the Provider under this Agreement, shall be considered employees or
agents of the Provider only anal not of the County, and any and all claims that may
or might arise under any woxkers compensation or other law or contract on behalf
of said employees while so engaged shall be the sole obligation and responsibility
of the Provider.
' v} Provider agrees that Provider, its employees, agents and its subcontractors, if any,
shall be required to comply with alI federal, state and local antidiscrimination
laws, regulations and policies that relate to the performance of Provider's services
under this Agreement.
vi) If activities relaxed to fhe performance of this Agreement require specific licenses,
certifications, or related credentials Provider xepresents that it and/or its
employees, agents and subcontractors engaged in such activities possess such
licenses, certifications, or credentials and that such licenses certifications, or
credentials are current, active, and not in a state of suspension or revocation.
3. Basic Services
a. Basic Services.
i) The Provider shall perform as Basic Services the work and services described
herein and as specified in the County's Request for Proposals (the "}ZFP") "Rl?P
Number for " "issued , 2fl ,and the Provider's proposal,
which are fully incorporated and integ~ted herein by reference together with
Attachments (designate all attachments). In the event a term or condition
in any document or attachment conflicts with a term or condition of this
Agreement the texm or condition in this Agreement shall control. Should such
conflict arise the priority of documents shall be as follows: This Agreement, the
County's RFP ~ together with attachments, Provider's Proposal together with
attachments.
ii} The Basic Services will be performed by the Provider in accordance with the
following schedule: (Insert task list and milestone dates}
Revised July 2010 2
93
Task Milestone Date
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
iii} Should County reasonably determine that Provider has not met the Milestone
Dates established in Section 3(a)(ii), County shall notify Provider of the failure to
meet the Milestone Date. The County, at its discretion may provide the Provider
seven (7} days to cure the breach. County may withhold the accompanying
payment without penalty until such time as Provider cures the breach. In the
alternative, upon Provider's failure to meet any Milestone Date the County may
modify the Milestone Date schedule. Should Provider or its representatives fail to
cure the breach within seven ('n days, or fail to reasonably agree to such modified
schedule, County may immediately terminate this Agreement in writing, without
penalty or incurring further obligation to Provider. This section shall not be
interpreted to limit the definition of breach to the failure to meet Milestone Dates.
4. Duration of Services
a. Term. The term of this Agreement shall be from to
h. Schedulin;; of Services
i) The Provider shall schedule and perform his activities in a timely manner so as to
meet the Milestone Dates listed in Section 3.
ii) Should the County determine that the Provider is behind schedule, it may require
the Provider to expedite and accelerate his efforts, including providing additional
resources and working overtime, as necessary, to perform his services in
accordance with the approved project schedule at no additional cost to the
County.
iii) The Cammencemen# Date for the Provider's Basic Services shall be
5. Compensation
a Com~ensatian far Basic Services. Compensation for Basic Services shall include all
compensation due the Provider from the County far elk services under this Agreement.
The maximum amount payable for Basic Services is Dollars ($ ). Irt the
event the amount stated on an invoice is disputed by the County, the County may
withhold payment of all or a portion of the amount stated on an invoice until the parties
resolve the dispute. Payment for Basic Services shall become due and payable in direct
proportion to satisfactory services performed and work accomplished. Payments will be
Revised July 2010 3
94
made as percentages of the whole as Project milestones as set out in Section 3(a){ii) are
achieved. (For example, if there are 10 Project Tasks with milestone Dates then
Provider may invoice for the fast 10% of the whole upon County's acknowledgement of
the satisfactory completion of Task one. Upon the County's acknowledgement that the
second Task has been satisfactorily completed Provider may invoice for the next 10% of
the whole.}
b. Additional Services. County shall not be respoaasible for costs related to any services in
addition to the Basic Services performed by Provider unless County requests such
additional services in writing and such additional services are evidenced by a written
amendment to this Agreement.
6. Responsibilities of the County
a. Cooperation and Coordination. The County has designated the ( ) to act as the
County's representative with respect to the Project and shall have the authority to render
decisions within guidelines established by the County Manager and/or the County Board
of Commissioners and shall be available during working hours as often as may be
reasonably required to render decisions and to furxush information.
7. Insurance
a. General Requirements. The Provider shall purchase and m~irr>ain and shall cause each of
his subcontractors to purchase and maintain, during the period of performance of this
Agreement: -
i) Worker's Compensation Insurance for protection from claims under workers` or
workmen's compensation acts; -
ii) Comprehensive General 'Liability Insurance covering claims arising out of or
relating to bodily injury, including bodily injury, siclrness, disease or death of any
of the Provider's employees or any other person and to real and personal properly
including loss of use resulting thereof;
iii} Comprehensive Automobile Liability Insurance, including hired and non-owned
vehicles, if any, covering personal injury or death, and property damage; and
iv} Professional Liability Insurance, covering personal injury, bodily injury and
properly damage and claims arising out of or related to the performance under this
Agreement by the Provider or his agents, Providers and employees.
b. Insurance Ratinsr. The minimum insurance rating for any company ins~,ring the Provider
shall be Best`s A. If.ih~::Providerdoes;notinee#tlieiri~>~nce.:requirements the: County's
Ri~k~11!.lariager zuustlie. consulted.~prior~tofiz~alizuig'this.Agreement
c. Limits of Covera>=e. Minimum limits of insurance coverage shall be as follows:
Revised July 2010 4
95
INSURANCE DESCRIPTION iV~DNIlviUM REQUIRED COVERAGE
• Worker's Compensation Limits for Coverage A -Statutory State of N.C.
Coverage B -Employers Liability
$500,000 each accident and policy limit and disease each
employee
• Commercial General Liability $1,000,000 Each Occurrence; $2,000,000 Aggregate.
• Automobile Liability Combined Single Limit $500,000
• Professional Liability NQ.TE~Inse_:rt_~~o~.er~ge°'liinits°~;t~quirei.'::by'Risk~:Maia~er~~i
ap}licablea
d. Additional Insured. All insurance policies (with the exception of Worker's
Compensation and Professional Liability) required under this Agreement shall name the
County as an additional insured party. Evidence of such insurance shall be furnished to
the County, together with evidence that each policy provides the County with not less
than thirty (30} daps prior written notice of any cancellation, non-renewal or reduction
of coverage.
8. Indemnity
a. Indemni .The Provider agrees to defend, indemnify and hold harmless the County
from all loss, liability, claims or expense, including attorney's fees, arising out of or
related to the Project and arising from bodily injury including death or property damage
to any person or persons caused in whole or in part by the negligence or misconduct of
the Provider except to the extent same are caused by the negligence or willful
misconduct of the County. It is the intent of this prevision to require the Provider to
indemnify the County to the fullest extent permitted under North Cazolina law.
9. Amendments to the Agreement
a. Chances in Basic Services. Changes in the Basic Services and entitlement to additional
compensation or a change in duration of this Agreement shall be made by a written
Amendment to this Agreement executed by the County and the Provider. The Provider
shall proceed to perform the Services required by the Amendment only after receiving a
fully executed Amendment from the County.
10. Termination
a. Termination for Convenience of the County. This Agreement may be terminated without
cause by the County and for its convenience upon seven (7) days prior written notice to
the Provider.
b. Other Tertx-ination. The Provider may terminate this Agreement based upon the County's
material breach of this Agreement; provided, the. Coiu~ty has not taken all reasonable
actions to remedy the breach. The Provider shall give the County seven (7) days' prior
written notice of its intent to terminate this Agreement for cause.
c. Compensation After Te~~nation.
Revised July 2010 5
96
i} In the event of termination, the Provider shall be paid that portion of the fees and
expenses that it has earned to the date of termination, less any costs or expenses
incurred or anticipated to be incurred by the County due to errors or omissions of
the Provider.
ii) Should this Agreement be terminated, the Provider shall deliver to the County
within seven ('n days, at no additional cost, all deliverables including any
electronic data ar fifes relating to the Project.
d. Waiver. The payment of. any sums by the County under this Agreement or the failure of
the County to require compliance by the Provider with any provisions of this Agreement
or the waiver by the County of any breach of this Agreement shall not constitute a
waiver of any claim for damages by the County for any breach of this Agreement or a
waiver of any other required compliance with this Agreement
11. Additional Provisions
a. Limitation and Assig Went. The County and the Provider each bind themselves, their
successors, assigns and legal representatives to the terms of this Agreement. Neither the
County nor the Provider shall assign or transfer its interest in this Agreement without the
written conse~rt of the other.
b. Governing Law. This Agreement and the duties, responsibilities, obligations and rights
of respective parties hereunder shall be governed by the laws of the State of North
Carolina.
c. Dist~ute Resolution. Any and all suits ox actions to enforce, interpret or seek damages
with respect to any provision of, or the performance or .non performance of, this
Agreement shall be brought in the General Court of Justice of North Carolina sitting in
Orange County, North Carolina. It is agreed by the parties that no other court shall have
jurisdiction or venue with respect to such suits or actions. The Parties may agree to
nonbinding mediation of any dispute prior to the bringing of such suit or action.
d. Entire Agreement. This Agreement, together with the RFP and its attachments and the
Proposal and its attachments, represents the entixe and integrated agreement between the
County and the Provider and supersedes all prior negotiations, representations or
agreements, either written or oral. This Agreement may be amended only by written
instrument signed by both parties. Modifications may be evidenced by facsimile
signatures.
e. Severability. If any provision of this Agreement is held as a matter of law to be
unenforceable, the remainder of this Agreement shall be valid and binding upon the
Porkies.
f. Ownership of Work Product. Should Provider's performance of this Agreement generate
documents, items or things that are specif c to this Project such documents, items or
things shall become the property of the County and may be used on any other project
without additional compensation to the Provider. The use of the documents, items or
Revised July 2010
97
things by the County or by any person or entity for any purpose other than the Project as
set forth in this Agreement shall be at the full risk of the County.
g. Non-Appropriation. Provider acknowledges that County is a governmental entity, and
the validity of this Agreement is based upon the availability of public fimding under the
authority of its statutory mandate.
In the event that public funds are unavailable and not appropriated for the performance of
County's obligations under this Agreement, then this Agreement shall automatically
expire without penally to County immediately upon written notice to Provider of the
unavailability and non appropriation of public funds. It is expressly agreed that County
shall not activate this non-appropriation provision for its convenience or to circumvent
the requirements of this Agreement, but only as an emergency fiscal measure during a
substantial fiscal crisis.
Ian the event of a change in the County's statutory authority, mandate and/or mandated
functions, by state and/or federal legislative or regulatory action, which adversely affects
County's authority to continue its obligations under this Agreement, then this Agreement
shall automatically terminate without penalty to County upon written notice to Provider
of such limitation or change in County's legal authority.
h. Notices. Any notice required by this Agreement shall be in writing and delivered by
certified or registered mail, return receipt requested to the fallowing:
Orange County
Attention:
P.O. Box 8181
Hillsborough, NC 27278
Provider's Name & Address
IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have
hereunder set their hands and seal, all as of the day and year first above written.
ORANGE COUNTY: PROVIDER:
By: BY=
Chair -
Orange County Board of Commissioners Printed Name and Title
Attest:
Donna Baker, Clerk to the Board
[SEAL
Rev€sed July 2Q70 _ 7
98
This instrument has been approved as to technical content.
Department Director
This instrument has been pre-audited in the manner required by the Laca1 Government Budget
and Fiscal Control Act.
Office of the Finance Director
This instrument has been approved as to form and Legal sufficiency.
Office of the County Attorney
Revised July 2010
99
Section 6
Required Forms and Addenda
~~ NEEI-SCHAFFER
se~ez~ y.. ~.. 6.ae .ro..
100
PROPOSER'S BID CERTIFICATION FORM
To Whom It May Concern:
I have carefully examined the Request for Qual'rfications/Proposals and any other documents
accompanying or made a part of this Request for Qualifications/Proposals.
The hourly rates proposed on the Cost Proposal Form shall include all applicable overhead, profit,
personal protective equipment, communications devices (including radios and cell phones). I agree
that our firm's proposal will remain firm for a period of 90 days in order to allow the County adequate
time to evaluate the proposals. ,
I certify that all information contained in this proposal is truthful to the best of my knowledge and belief.
I further cert'rfy that I am duly authorized to submit this proposal on behalf of the firm as its act and deed
and that the firm is ready, willing and able to perform if awarded the contract.
All reimbursable expenses must be approved by the County.
I further certify, under oath, that this proposal is made without prior understanding, agreement,
connection, discussion, or collusion with any other person, firm or corporation submitting a proposal for
the same product or service; no officer employee or agent of the County of Orange or any other
proposer is interested in said proposal; and that the undersigned executed this Proposer's Cert'rfication
with full knowledge and understanding of the matters therein contained an was duly authorized to do
so.
It is distinctly understood that the County of Orange reserves the right to reject any or all proposals.
Neel-Schaffer, inc. Federal Tax I13: 640671634
Nam~'7e~of Firm Telephone: (678 )604-0040
f r"~~ ~~~~~ Fax: (678) 604-0050
Authorized Signature Email: nelson.iuciusCcaneel-schaffer.com
K. Nelson Lucius, Senior Vce President
Name & Title, typed or printed
275 Corporate Center Drive, Suite C
Mailing Address
Stockbridge GA 30281
City, State, Zip Code
Subscrib ands om to before me
this ~ ay of , 2010
i'
Nota -Publ'
commission expires: 2~z~?~l ~
(Seal)
71 .v~pUY~40i rfucy i.. ENtow
~':;' `:~' `~= Notary Public, State of Texas
THIS FORM MUST BE NOTARIZED .ii=~;;;.f'„`~ = ~F b uary 02,E O11~
.r~INYY~`'
RFP 5167 -PAGE 10 OF 11
101
CERTIFICATION REGARDING DEBARMENT, SUSPENSION AND INELIGIBILITY
1. The prospective lower tier participant [$100,000 or more] cert'rfies, by submission of this proposal,
that neither it nor its principles are presently debarred, suspended, proposed for debarment, declared ineligible, or
voluntarily excluded from particlpation in this transaction by any Federal department or agency.
2. Where the prospective lower tier participant is unable to certify to any of the statements in this
certification, such prospective participant shall attach an explanation to their proposal.
~'y~ i
''/ Dated: ~' ~I 2~ ! t7
Signed:
Typed (or Printed) Name: K. Nelson Lucius
RFP 5167 -PAGE 11 OF 11
102
te~eca v e.
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Orange County
Department of Asset Management and Purchasing Services
ADDENDUM #1
September 16, 2010
RFP #5167
DISASTER MANAGEMENT, MONITORING AND RECOVERY SERVICES RFP #5167
To all Vendors:
Modifications to bid documents for the above named Request for Proposal are made as follows and shall be
included in the proposed amount.
Questions received, with answers are included below
1. In reading through the RFP Proposal Format it does not specify whereto put the list of subcontractors and
their qualifications. Would you like this as part of "Qualifications of the Firm" or would you like this as an
addendum at the end of the proposal? ANSWER: YES AS PART OF THE QUALIFICATIONS OFTHE FIRM
2. A sample contract is included
All other terms and conditions shall remain the same
By: David E. Gannett, Purchasing Agent
dcannellCa~co.orange.nc.us ~ (919) 245-2651
A signed copy of this addendum shaft be included with the bid submitted by your company
Company Name: Neel-Schaffer Inc.
By: -~
Date Received: y! ~~~0~~`d
P.O. Box 8181 131 W Margaret Lane Suite 801 Hillsborough, North Carolina 27278
Telephones: Area Code 919 245-2651 Fax: 919 644-3001
Page 1 of 1
103
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Orange County
Department of Asset Management and Purchasing Services
ADDENDUM #1
_ September 23, 2010
RFP #5167
DISASTER MANAGEMENT, MONITORING AND RECOVERY SERVICES RFP #5167
To all Vendors:
Modifications to bid documents for the above named Request for Proposal are made as follows and shall be
included in the proposed amount.
Questions received, with answers are included below
1. In addendum #1 of rfp #5165 for storm debris collection processing the requirement of past performance
was changed from projects in the past 3 years to the past 5 years. Wiil this same change be made to rfp
5167?
(Answer) Yes, change to the past 5 years
Alt other terms and conditions shall remain the same
By: David E. Cannell, Purchasing Agent
dcannell@co.orange.nc.us ~ (919) 245-2651
A signed copy of this addendum shall be included with the bid submitted by your company
Company Name: -Neel-Schaffer, Inc.
By:
Date Received:
a~~~
P.O. Box 8181 131 W Margaret Lane Suite 301 Hillsborough, North Carolina 27278
Telephones; Area Code 919 245-2651 Fax: 919 644-3001
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